strategic management

1. A Presentation on
HINDUSTAN UNILEVER LIMITED
BY -:

2. THE FMCG INDUSTRY…
• Fast Moving Consumer Goods (FMCG) industry alternatively called
CPG (Consumer Packaged Goods) industry
• Primarily deals with the production, distribution and marketing of
consumer packaged goods
• Principal constituents are:
– Household Care
– Personal Care
– Food & Beverages
• FMCG products are those which have a quick
turnover and relatively low cost

3. FEATURES
• Characterised by a well established distribution network, low
operating costs, low per capita consumption and intense
competition between the organised and unorganised segments
• Availability of key raw materials, cheap labour costs and
presence across the entire value chain gives India the
competitive advantage
• Resulted in presence of global players through their
subsidiaries

4. THE INDIAN FMCG SECTOR
• Market size:
– US$ 13.1 billion (in 2005)
– US$ 18.2 billion (in 2008) i.e. Rs. 85,000 crore
• The fourth largest sector in the economy
• Creates employment for more than three million people in
downstream activities

5. TOP 10 FMCG COMPANIES (INDIA)
1. Hindustan Unilever Ltd.
2. ITC (Indian Tobacco Company)
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
6. Asian Paints (India)
7. Cadbury India
8. Britannia Industries
9. Procter & Gamble Hygiene and Health Care
10. Marico Industries

6. DOMESTIC PLAYERS
Company Brands Key Feature (s)
Britannia India Tiger Glucose, Mariegold, Fifty- 40% market share in the overall
Ltd (BIL) Fifty, Good Day, Pure Magic, organised biscuit market
Bourbon
Dabur India Ltd. Dabur Amla, Dabur Largest Indian FMCG and
Chyawanprash, Vatika, Hajmola, ayurvedic products company
Lal Dant Manjan, Pudin Hara
and the Real fruit juices
Indian Tobacco Kitchens of India, Sunfeast, Diversified presence in
Corporation Ltd. Candyman, Bingo cigarettes, hotels, paperboards,
(ITCL) food products

7. DOMESTIC PLAYERS
Company Brands Key Feature (s)
Marico Industries Parachute, Saffola, Sweekar, Shanti Leading Indian group in
Amla, Hair & Care, Revive, Consumer Products &
Mediker, Oil of Malabar and Sil Services in the Global
processed foods Beauty & Wellness space
(Kaya Skin Clinics)
Nirma Limited Nirma Soap, Nirma Detergent, Homegrown FMCG major
Shudh Salt Presence in the detergent
and soap markets
GCMMF (Amul) Amul products (butter, ghee, Began as a cooperative
cheese, milk powder, ice-cream) movement

8. FOREIGN PLAYERS
• Cadbury India Ltd (CIL)
Dairy Milk, Perk, Crackle, 5 Star, Éclairs, Gems, Bournvita
• Coca-Cola India
Thums Up, Limca, Maaza, Gold Spot, Citra
Coca-Cola, Diet Coke, Kinley, Sprite, Fanta, Schweppes
• Colgate-Palmolive India
Charmis skin cream and Axion dish wash
• H J Heinz Co
Complan, Glucon-D, Farex, Nycil, Heinz ketchup
• Nestle India Ltd (NIL)
Nescafe, Milkmaid, Maggi, Cerelac
• PepsiCo
Pepsi
• Procter & Gamble Hygiene and Health Care Limited
Vicks, Whisper

9. MARKET SIZE
(HOUSEHOLD PRODUCTS)
Household Care
Product
Personal Wash Detergents
Category
Rs. 8,300 Cr. Rs. 12,000 Cr.
Market Size
HUL’s Market
Share 53% 38%

10. POTENTIAL FOR GROWTH
Per capita consumption in India is low for almost all the products
Growing demand in the market (rural & urban) for FMCG
Rural (volumes)
– 2.2% of the world population is in the villages of India
– Rural income is rising, boosting purchasing power
• Low price products in convenient packaging
Urban (value)
– Increase in the urban population
– Increase in income levels
• New categories to meet change in demand patterns

11. HINDUSTAN UNILEVER LTD.
• India's largest FMCG
• A subsidiary of Unilever which
holds 52% of the equity
• 2 out of 3 Indians use its products
• Over 42 factories across India
• Around 45% of HUL’s sales turnover of
Rs. 17,524 crore comes from rural markets,
valued at around Rs. 8,000 crore

12. HISTORY OF HUL
• In the summer of 1888, visitors to the Kolkata harbour noticed
crates full of Sunlight soap bars, embossed with the words
"Made in England by Lever Brothers". With it, began an era of
marketing branded Fast Moving Consumer Goods (FMCG).
• Soon after followed Lifebuoy in 1895 and other famous brands
like Pears, Lux and Vim. Vanaspati was launched in 1918.
• In 1931, Unilever set up its first Indian subsidiary, Hindustan
Vanaspati Manufacturing Company, followed by
Lever Brothers India Limited (1933) and
United Traders Limited (1935). These three companies
merged to form HUL in November 1956.

13. PRODUCTS/BRANDS OF HUL
• Food Brands
Red Label, Brooke Bond, Taj Mahal, Bru, Kissan, Knorr, Lipton ,
Kwality Walls…
• Personal Care Brands
Lux, Liril, Ponds, Pears, Dove, Rexona, Hamam, Close up, Clinic Plus,
Pepsodent, Vaseline, Sunsilk, Lakme, Fair and Lovely, Lifebouy…
• Home Care Brands
Surf Excel, Wheel, Rin, Domex, Cif…
• Water
Pure It

14. VISION STATEMENT…
The four pillars
1. Create a better future everyday
2. Help people feel good, look good & get more out of
life with brands & services that are good for them &
for others
3. Inspire people to take small everyday actions that
can add up to a big difference for the world
4. Develop new ways of doing business that double
the size of the company while reducing
environmental impact

15. MISSION STATEMENT…
• Add Vitality to Life
• Meet everyday needs for nutrition, hygiene and personal care
with brands that help people feel good, look good and get
more out of life
• Total commitment to exceptional standards of performance
and productivity

16. PURPOSE
• Always working with integrity
• Creating positive impact
• Continuous commitment
• Setting out our aspirations
• Working with others

17. 10 PRINCIPLES
BUSINESS PARTNERS CODE
1) Compliance with all applicable laws and regulations
2) Respect for human rights, and no employee shall suffer
harassment, physical or mental punishment etc.
3) Wages & working hours will comply with all applicable wage
and labour laws as per the rules and regulations
4) No use of forced or compulsory labour, and employees shall be
free to leave employment after reasonable notice
5) There shall be no use of child labour

18. 10 PRINCIPLES
6) There shall be respect for the right of employees to freedom of
association
7) Safe and healthy working conditions will be provided for all
employees
8) Operations will be carried out with care for the environment
9) All products and services will be delivered to meet the quality
and safety criteria
10) No improper advantage sought, including the payment of
bribes, to secure delivery of goods or services to Unilever
companies

19. PORTER’S FIVE FORCE MODEL…
Competitive Rivalry
Threat of New Entrant
• Number of Competitors
• Time and Cost of Entry Threat of
• Quality Differences
• Specialist Knowledge New Entry • Other Differences
• Economies of Scale
• Switching Costs
• Cost Advantage
• Customer Loyalty
• Technology Protection
• Costs of Leaving Market
• Barriers to Entry
Supplier Power Competitive Rivalry Buyer Power
Supplier Power
• Number of Suppliers Buyer Power
• Size of Suppliers • Number of Customers
• Your Ability to Change • Size of Each Order
• Cost of Changing Threat of • Difference between
Substitution Competition
Threat of Substitution
• Price Sensitivity
• Substitute Performance • Ability to Substitute
• Cost of Change • Cost of Changing

20. THREAT OF NEW ENTRANT
• In early 2000, HUL decided to enter Retail Market through direct
selling brand (B2C) by the name SANGAM direct
• Started in Bombay…with 2 stores, Sangam has vision to grow to 15
stores.
• With highly competitive retail market, Sangam faced 3 problems :
• Specialized knowledge
– Space constraints
– Cost disadvantage (No disc on competitor’s product)
– Time and Cost

21. COMPETITIVE RIVALRY
• Number of Competitors
• Quality Differences
• Other Differences
• Switching Costs
• Customer Loyalty

22. SUPPLIER POWER
• Large economies of scale
• HUL adopts Backward Integration, therefore –
– No of suppliers are less
– Size of Suppliers are moderate
– Ability to Change is Flexible
– Cost of Changing is Low

23. BUYER POWER
• No of customer’s is moderate
• Size of Each Order is in Bulk quantity
• Price Sensitivity
• Ability to substitute
• Cost of changing
Tie-ups with local complementary product manufacturer to
get products at cheaper and minimal rates

24. PESTLE ANALYSIS…
• POLITICAL - Guhwati Tea Factory- had to be shut down because
of threat and extortion
• ECONOMIC – Increase in Oil Rates…yet HUL maintains its
profits and pricing power
• SOCIAL – 2009, SANKALP an initiative taken by HUL managers
to drive health and hygiene in rural areas
• TECHNOLOGICAL – 1991, first time soap bar was
introduced…Vim Bar and Odopic Bar
• LEGAL – HUL, so far has abided laws of land in regional as well as
national level.
• ENVIRONMENT – First company in its vision statement to
address the growing environmental damage

25. STRENGTHS…
• More than 50 years of operation (Rs. 3500 Cr. Fixed Assets
and Rs. 2000 Cr. Cash)
• Soaps and detergents segment contribute 47% revenue
• Sales (Rs. 17,500 Cr.) are 5 to 6 times that of Dabur, P&G
and Godrej
• Extensive product innovation through R&D for 51 years
• Business optimisation & integration of suppliers and
distributers through IT
• YOY increase in growth, EPS and dividend
• Very high returns e.g. ROA, ROC and RON

26. WEAKNESSES…
• Profitability margin parameters are low compared to ITC,
P&G, Dabur, Marico and Godrej
• Expenditure is 85% of sales (16% Advertising Expense)
• More emphasis on power brands or low focus
• Gain from other segments

27. OPPORTUNITIES…
• Huge Rural Market
• Increased purchasing power of middle class
• Growth of other segments e.g. food
• New markets e.g. Ayurvedic products
• Export advantage

28. THREATS…
• Huge players both Domestic & International
• Inflation is reducing buying power
• Price rise
• Stiff competition with ITC
• Counterfeit products in rural areas

29. HUL VALUE CHAIN…
• Business optimisation through Technology.
• Integrating suppliers and distributers through SAP
• Best marketing talent from top B-schools
• TPM and product flexibility in Operations
• Emotional buying of satisfied customer

30. PORTER’S VALUE CHAIN ANALYSIS
…
HUMAN RESOURCE
Support
ACCOUNTING AND INFRASTRUCTURE
Functions
PROCUREMENT AND TECHNOLOGY
MARGIN
SERVICE
INBOUND OPERATIONS OUTBOUND MKTNG &
&
LOGISTICS OR MFG LOGISTICS SALES
SUPPORT
Primary Activities

31. GROWTH STRATEGIES
• Organic Growth
• Inorganic Growth through Acquisitions – Increasing Product Portfolio
Acquisitions Mergers
• Lipton 1972 • Tata Oil Mills Company (TOMCO) April 1, 1993
• Brooke Bond 1984 • Alliance with the Kwality Ice cream Group, 1995
• Pond's USA 1986 • Brooke Bond Lipton India Limited (BBLIL)
• Dollops Ice-cream 1993 January 1, 1996
• Lakme Ltd. (50:50 joint
venture) 1996
• Kissan 1993 (from UB)
• Modern Foods 2002

32. MARKETING STRATEGIES
• Straddling the pyramid & deploying full portfolio
• To meet every need of people everywhere

33. MARKETING STRATEGIES
• Leading to Strong Portfolio across categories

34. MARKETING STRATEGIES
FOR RURAL INDIA
• For long term benefits, HUL started Project
Streamline in 1997
• Integrate Economic, Environment & Social
objectives with Business agenda
• Project Shakti, a partnership with Self Help
Groups of rural women extended to about 15
states in 80,000 villages with 45,000 women
entrepreneurs generating Rs.700 to1000 per
month for each woman

35. R&D STRATEGIES
• Innovation is the key
• Research & Development in Unilever includes:
– Looking at emerging technologies
– Exploring possible applications
– Collaborating with external experts to adapt products for
local markets
• Build segments & markets for the future in areas
where Unilever has strong expertise

36. R&D STRATEGIES – BUILDING
THE FUTURE

37. R&D STRATEGIES
Six principal research and development centres
Location Expertise
Port Sunlight, UK Fabric Wash, Hair Care, Deos, Oral Care, Surface
Cleaners
Colworth, UK Beverages & Processed Foods
Vlaardingen, the Fabric Wash, Beverages & Processed Foods
Netherlands
Trumbull, US Skin Care, Deos, Shampoos
Bangalore, India Skin Care, Fabric Wash, Beverages, Ice Cream, ,
Processed Foods, Water
Shanghai, China Shampoos, Skin Care, Ice Cream, Beverages,
Processed Foods

38. DISTRIBUTION STRATEGIES
• Mission is “to meet the everyday needs of people everywhere”
• 7,000 redistribution stockists covering about one million retail
outlets
• Provide tailor-made services to its channel partners
• Powered distribution RSNet – online interaction on orders,
dispatches, information sharing and monitoring
• Rural distribution through Projects Streamline and Shakti

39. HR STRATEGIES
Attracting, Motivating and Retaining the Best Talent
• The company's believes that a 'fair day's work deserves a fair day's
wages’
• 36,000 employees, including about 1,400 managers, are all sharply
focused on the common goal, which is to "add vitality to life".
• 200,000 indirect jobs in those sectors of the economy connected
with the company's operations
• On an average, HUL creates five indirect jobs for every single
permanent employee
• Environment for Empowering the people

40. HR STRATEGIES
• The manager works in different functions across villages and
international locations
• Progress is based on:
– Merit
– Ability and Performance
– Adhering to the Company's Code of Business Principles
• The values of Truth, Courage, Action and Caring form the
bedrock of these business principles
• Creating a new generation of Industrial Workmen

41. FUTURE RECOMMENDATIONS
• Product Innovations
• Economic Development
• Focus on Service
• Creating Alliances
• Cost &Waste Reduction

42. PRODUCT INNOVATIONS
 Plan:-
 Create health-promoting products (Low Calories, High Nutrition)
 Reducing salt/sugar in food
 Food structuring – Creating food structures to suit changing tastes and
needs for millennia
 Clean clothes, less water
 Smoother, straighter hair
 Intelligent deodorant
 Healthy ice creams
 Benefits:-
 Better customer satisfaction by providing them latest technology
products
 Adaptability to changing trends in market
 Higher competitive strength
 Increased Product portfolio

43. ECONOMIC DEVELOPMENT
 Plan:-
 Promoting biodiversity & alleviating poverty in various rural areas
 Empowering women through micro enterprises
 Unilever Foundation for Education & Development
 Creating rural entrepreneurs
 Benefits:-
 Market penetration in rural areas
 Economic development
 Creating company image
 Building trust in minds of customers

44. FOCUS ON SERVICE
 Plan:-
 Customer feedback is the best way to improve the product
 Add benefit schemes like discount vouchers for customers
who give feedback
 Get feedback from customers on various products and on
nutrition, health and hygiene education, empowering
livelihoods and eco-efficiency
 Benefits:-
 Company image will move from pure product based to
product-service based company
 Customer will feel more valued in turn brand loyalty can be
created and maintained
 Product is better accepted by customer would result in
increased sales

45. CREATING ALLIANCES
 Plan:-
 Farmer development program – Support farmers
financially to grow key ingredient in a popular Unilever
brand
 Building partnerships with suppliers
 Tree planting in deprived communities supported by
Unilever volunteers
 Benefits:-
 Cost reduction
 Strategic alliance with suppliers and farmers will help
long term growth
 Rural/deprived community development

46. COST & WASTE REDUCTION
 Plan:-
 Constantly monitor and re-engineer operations to reduce
waste and improve production process
 Putting palm oil waste to good use
 Reusing waste plastic to make jewellery & flower pots
 Benefits:-
 Reduced manufacturing cost & waste would result in high
margins and more profit
 Better utilisation of resources
 Additional products from waste would add to product
portfolio

47. ANY QUESTIONS???

48. THANK YOU…!!!