Project Shakti
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This document summarizes a presentation about Hindustan Unilever Limited's (HUL) rural distribution model called "Shakti". It discusses how the model began in 2000 with 100 entrepreneurs in a village in Andhra Pradesh. It has now expanded to over 45,000 entrepreneurs reaching 100 million consumers across 15 states. The model aims to improve incomes and living standards for rural people by providing economic opportunities through direct selling of HUL products. It outlines the process where one Shakti entrepreneur is selected per village and distributes products through host retail, satellite retail and host homes. The document also discusses advantages and challenges of the model.
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Hul shakthi1
Hindustan Unilever Limited (HUL) launched Project Shakti in 2001 to capture India's large rural consumer market. The project partners with self-help groups and provides village women microloans to become direct-to-home sales agents for HUL products. Over 45,000 women entrepreneurs now participate in Project Shakti, earning Rs. 700-1000 per month and improving living standards in their villages. The project also includes initiatives like Shaktivani for rural communication and the iShakti community portal for information access.
HUL in rural India- Project Shakti
Hindustan Unilever launched Project Shakti in 2001 to target small villages in rural India. The project aims to create earning opportunities for underprivileged women through a micro-enterprise model where women ("ammas") are appointed to sell FMCG products door-to-door. Over 45,000 ammas covering over 100,000 villages have been appointed. The project strategies include deep rural penetration, high margins for entrepreneurs, and a door-to-door supply chain. The project provides income generation and women empowerment while increasing brand awareness and reducing fake products in rural markets.
E choupal
ITC launched its E-Choupal initiative in 2000 to address challenges in procuring agricultural commodities from farmers in India. The initiative established over 1,300 internet kiosks in rural villages, connecting over 7,500 villages and 1 million farmers. Through the kiosks, farmers can access real-time local and global commodity prices, weather information, and educational resources. This reduces intermediaries, increases transparency, and allows farmers and ITC to earn higher profits. The initiative has led to supply chain efficiencies for ITC and farmer empowerment through lower costs and higher incomes. However, challenges remain around training costs, legal compliance, and assessing long-term impacts.
PROJECT SHAKTI
Project Shakti is an initiative by HUL to financially empower rural women through micro-enterprise opportunities. It provides training to women to become village-level entrepreneurs ("Shakti Amma") selling HUL products in their communities. Over 45,000 women have been trained, covering over 100,000 villages. The project aims to improve rural livelihoods and living standards while expanding HUL's distribution network in rural India.
Project Shakti HUL
Project Shakti was launched by Hindustan Unilever Limited (HUL) in 2000 to boost sales in rural India and provide income opportunities for women. It trains rural women as direct-to-home sales agents for HUL products. Over 12,000 women entrepreneurs have been trained to date. The project aims to reach 100 million rural consumers by 2006 and scale up the number of women entrepreneurs to 25,000. It helps HUL penetrate untapped rural markets while empowering women economically.
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HUL Project Shakti
Project Shakti is HUL's rural development initiative that aims to empower underprivileged rural women through income generation and education. It started in 2001 and has expanded to over 80,000 villages across 15 states, providing over 25,000 women entrepreneurs a sustainable monthly income of Rs. 700-1,000. The program trains women to become sales agents for HUL's products and educates communities on health and hygiene through the Shakti Vani program.
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Hul shakthi1
Hindustan Unilever Limited (HUL) launched Project Shakti in 2001 to capture India's large rural consumer market. The project partners with self-help groups and provides village women microloans to become direct-to-home sales agents for HUL products. Over 45,000 women entrepreneurs now participate in Project Shakti, earning Rs. 700-1000 per month and improving living standards in their villages. The project also includes initiatives like Shaktivani for rural communication and the iShakti community portal for information access.
HUL in rural India- Project Shakti
Hindustan Unilever launched Project Shakti in 2001 to target small villages in rural India. The project aims to create earning opportunities for underprivileged women through a micro-enterprise model where women ("ammas") are appointed to sell FMCG products door-to-door. Over 45,000 ammas covering over 100,000 villages have been appointed. The project strategies include deep rural penetration, high margins for entrepreneurs, and a door-to-door supply chain. The project provides income generation and women empowerment while increasing brand awareness and reducing fake products in rural markets.
E choupal
ITC launched its E-Choupal initiative in 2000 to address challenges in procuring agricultural commodities from farmers in India. The initiative established over 1,300 internet kiosks in rural villages, connecting over 7,500 villages and 1 million farmers. Through the kiosks, farmers can access real-time local and global commodity prices, weather information, and educational resources. This reduces intermediaries, increases transparency, and allows farmers and ITC to earn higher profits. The initiative has led to supply chain efficiencies for ITC and farmer empowerment through lower costs and higher incomes. However, challenges remain around training costs, legal compliance, and assessing long-term impacts.
PROJECT SHAKTI
Project Shakti is an initiative by HUL to financially empower rural women through micro-enterprise opportunities. It provides training to women to become village-level entrepreneurs ("Shakti Amma") selling HUL products in their communities. Over 45,000 women have been trained, covering over 100,000 villages. The project aims to improve rural livelihoods and living standards while expanding HUL's distribution network in rural India.
Project Shakti HUL
Project Shakti was launched by Hindustan Unilever Limited (HUL) in 2000 to boost sales in rural India and provide income opportunities for women. It trains rural women as direct-to-home sales agents for HUL products. Over 12,000 women entrepreneurs have been trained to date. The project aims to reach 100 million rural consumers by 2006 and scale up the number of women entrepreneurs to 25,000. It helps HUL penetrate untapped rural markets while empowering women economically.
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The document discusses rural marketing strategies for cosmetics companies in India. It provides an overview of the rural marketing environment and strategies used, including the 4A approach of availability, affordability, acceptability and awareness. Specific strategies used by companies like Godrej Consumer Products and Hindustan Unilever for brands like Godrej No. 1 soap and Lifebuoy soap in rural Indian markets are summarized, including distribution networks, promotional activities, and targeting of consumer needs and preferences.
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Hero Motocorp is the largest manufacturer of two-wheelers in India. It derives around 60% of its revenue from rural areas, compared to 45% for the industry overall. To target rural customers, Hero Motocorp established a rural vertical in 2007 and has over 100,000 villages covered through sales, service centers, and spare parts outlets staffed by local executives. Key rural programs include brand displays, spare parts programs, customer camps, and using IT to track rural sales. These strategies have increased Hero's rural awareness and market share. Competitors like Bajaj and Honda also utilize specialized rural financing, service vehicles, and marketing tailored for rural consumers.
HUL Project Shakti
Project Shakti is HUL's rural development initiative that aims to empower underprivileged rural women through income generation and education. It started in 2001 and has expanded to over 80,000 villages across 15 states, providing over 25,000 women entrepreneurs a sustainable monthly income of Rs. 700-1,000. The program trains women to become sales agents for HUL's products and educates communities on health and hygiene through the Shakti Vani program.
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Project shakti
Project Shakti is a rural distribution initiative launched by HUL in 2001 that provides livelihood opportunities to over 65,000 women entrepreneurs. It benefits both HUL by expanding its rural reach and the women by providing a source of income. The project distributes HUL products across 165,000 villages and 4 million rural households in India. It has been adapted in several other countries in Asia and Africa.
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HUL Project shakti Distribution Channel ppt
Project Shakti was launched by Hindustan Unilever Limited (HUL) in 2000 to gain access to rural markets in India by establishing women as local entrepreneurs (Shakti entrepreneurs) to distribute and sell HUL products in their villages. The project aimed to provide livelihood opportunities for rural women while extending the reach of HUL's brands deeper into untapped rural markets. It utilized a direct distribution model along with social initiatives like Shakti Vani and iShakti to communicate product information, build brands, and improve living standards in rural communities.
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2) The system relies on local sanchalaks (coordinators) who are trained to operate computers and internet kiosks. It minimizes middlemen and reduces costs for farmers and buyers.
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Project Shakti is HUL's initiative to increase rural distribution and provide income opportunities for women. It selects villages and recruits local women entrepreneurs called Shakti Ammas to sell HUL products door-to-door. Products are affordably priced in small packages. Shakti Ammas earn a commission on sales and make Rs. 1000-1500 per month on average. The program aims to cover 100,000 villages and 600 million consumers by 2010.
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1) ITC e-Choupal addresses inefficiencies in the traditional mandi system by connecting farmers directly to buyers via internet kiosks (e-choupals) located within villages. This provides transparency of pricing and immediate cash payments.
2) The system relies on local sanchalaks (coordinators) who are trained to operate computers and internet kiosks. It minimizes middlemen and reduces costs for farmers and buyers.
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- Rural markets were traditionally non-existent but grew with government development programs from the 1940s-1990s. Companies like HLL entered rural markets in this period.
- Today, around 70% of India's population lives in rural areas, totaling over 700 million people. Companies are launching new products and adapting marketing strategies to target changing rural lifestyles.
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This document provides a summary of a village immersion presentation on the village of Nahub in Bihar, India. It includes the following key points:
1) Nahub has a population of 2912 people with 52% male and 48% female. The main occupations are agriculture, agricultural labor, and cultivation.
2) The village's main livelihood activities include farming of crops like paddy, wheat, maize and pulses. Dairy is also important with 325 cattle and buffaloes.
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Hij geeft aansprekende voorbeelden over de ROI van innovatie. De return on investment van innovatie is laag risico, maar genereert een groot deel van de winst.
De 'risk of inaction' is hoog risico en gelijk aan het boiling frog effect. De kikker zit conformtabel in het warme water maar kookt dood. Beuker noemt het digitaal Darwinisme: tijdig aanpassen of uitsterven.
Beuker legt uit hoe innovatieve merken zich georganiseerd hebben. Natuurlijk staat 'het' er al, zo voor ons neus, maar we zien het niet.
Digitalisering? Chief Digital Officer
Datafication? Chief Innovation Officer.
In een tijdperk waarin marketing en technologie een zijn, kan een Chief Marketing Officier niet meer zonder CDO en CIO. Das war einmal.
Verder heeft Beuker het over 'klaarmaken voor vertrek'. Noah bouwde ark voor de stortvloed kwam. En er komt een tsunami van innovatie over ons heen de komende 5 jaar!
Hoe marketing een businessmodel kan zijn liet Beuker zien aan de hand van vele pakkende voorbeelden met bekende merken.
Beuker sluit zijn keynote af met leiders die erg tot de verbeelding spreken en voorop lopen qua mentaliteit en welwillendheid om te innoveren. Die waren klaar voor vertrek.
Na Beuker's laatste slide volgt een luid applaus en in de aftermath veel complimenten van deelnemers. Heerlijk dat een nieuwe keynote zo goed wordt ontvangen.
Veel kijkplezier en deel 'm als een van je collega's het hier ook vaak over heeft.
Boeken via www.igorbeuker.com
SOCIOMAX
The document discusses challenges facing Indian agriculture and proposes solutions to boost the agriculture sector. It notes technological backwardness, lack of government policies, ineffective crop patterns, and other issues hamper Indian agriculture. It proposes an integrated public-private partnership growth model to address these issues through measures like effective policies, increasing production, promoting hybrid seeds tailored to India, and more investment. This would help achieve food security, reduce malnutrition rates, create jobs, and benefit the overall economy and farmers. It also discusses effective water management, innovation labs, cattle breeding, fisheries, and creating a second green revolution through high-yielding varieties and other modernization efforts. The proposal aims to reduce India's trade deficit and boost the overall economy through agricultural development.
GREGORY LCVE2015
Gregory Bass has over 40 years of experience in the healthcare industry, holding positions such as benefits consultant, district manager, vice president, and CEO of his own consulting firms. He has extensive expertise in self-funding, plan modeling, underwriting, and developing innovative healthcare models. Some of his achievements include developing Wisconsin's first PPO network in the 1980s, creating models that reduced clients' healthcare costs by over 20% annually, and trademarking an integrated healthcare model that takes advantage of PPACA provisions.
Design in Venture Capital | Cloud Kitchen
A PoV on applicability of design in VC business. This presentation builds on market evaluation of Cloud Kitchen Startup space, and basis the hypothesis compares 6 Startups.
Recycling Shipping Containers to Alleviate Poverty in Africa
Imhanya enables better communities in Africa by providing last mile distribution services to underserved communities. Imhanya uses a Social Franchising Business Model.
Hll Sting Project
Hindustan Lever Limited (HLL) was facing competition in rural India from Nirma, whose affordable detergent was popular among rural consumers. Nirma's success showed HLL that rural India was a potential untapped market. To compete in this new market, HLL launched Wheel, a detergent tailored for rural consumers. Wheel was offered in small, affordable packaging and promoted through advertisements at rural gathering places and entertaining jingles. HLL also improved its rural distribution network by opening regional warehouses and establishing a network of rural sub-stockists to transport Wheel to remote villages.
Expanding beyond the metros in india - Bottom of the Pyramid marketing
This document discusses strategies for accessing rural consumers in India. It begins with an agenda that outlines background information, case studies, and recommendations. In the background section, it notes the improving infrastructure and connectivity in rural India, as well as rising incomes and aspirations. It also discusses challenges to rural marketing like low literacy, access to credit, and distribution challenges. The case studies section examines initiatives by companies like HUL, ITC, GSK, and Coca-Cola to better reach rural consumers through approaches like micro-entrepreneur programs, e-commerce platforms, reformulated products, and partnerships with local organizations. Key recommendations include designing affordable products, involving communities, using appropriate communication methods, exploring new distribution channels, and focusing on both
RESOURCE CONSULTANT WARDHA DISTRICT PLAN.pdf
The Wardha District Strategic Plan charts a visionary course for sustainable growth and inclusivity. It targets diverse challenges, unlocking the area's potential, uplifting lives, and driving economic progress. Aligned with Maharashtra's trillion-dollar goal, it positions Wardha as a key economic driver. Through detailed analysis and strategic actions, it aims to capitalize on strengths, tackle weaknesses, and seize opportunities effectively. By harnessing Wardha's uniqueness and aligning with broader development goals, it aims to become a beacon of growth by 2027-28, symbolizing a transformation into a model district of excellence.
160930_NGI_TMG_Overview_AARAC_BlackAustin_v02
This document contains a proposal from Stephanie Coleman of tré Media Group to the African American Resource Advisory Commission. The proposal focuses on improving quality of life for historically marginalized communities through narrative change, village-by-village engagement, and overcoming negative economic impacts from lack of opportunities. The proposal outlines challenges faced by youth and millennials of color and recommends solutions focused on life-cycle resources, career pathways, academic partnerships, and hands-on, experiential learning to provide sustainable opportunities.
Similar to Project Shakti (20)
TENDERING PROCESS ARCHITECTURE, PROFESSIONAL PRACTICE .pptx
TENDERING PROCESS ARCHITECTURE, PROFESSIONAL PRACTICE .pptx
Keynote spreker Igor Beuker bij het RTL Embracing Change 2015 event
Keynote spreker Igor Beuker bij het RTL Embracing Change 2015 event
Recycling Shipping Containers to Alleviate Poverty in Africa
Recycling Shipping Containers to Alleviate Poverty in Africa
Expanding beyond the metros in india - Bottom of the Pyramid marketing
Expanding beyond the metros in india - Bottom of the Pyramid marketing
More from Rohit Sharma
A ka sh speciality tea bar
contains the business plan for setting up a tea bar. starting from the scratch and other useful insights.
Analytics and agribusiness
This document discusses the potential for big data application in the agricultural sector. It notes that the integration of data and analysis across business and government entities will be needed for successful implementation. Big data in agriculture could examine variables like weather that affect crops. Recent years have seen an increase in using large datasets to boost farm outputs. Key dimensions of big data for agriculture are volume, velocity and variety of data. Technologies like sensors can now measure many farm factors, and subjecting that data to analysis can provide guidance to farmers. Big data applications throughout the economy aim to reduce costs, enhance quality, and redefine relationships across supply chains.
Advanced manufacturing systems
The document discusses advanced manufacturing systems and compares conventional and advanced manufacturing. It describes types of advanced manufacturing systems like JIT, CIM, and FMS. JIT focuses on producing only what is needed when it is needed to reduce inventory. CIM uses computers to control manufacturing processes to increase speed and reduce errors. FMS allows flexibility to react to changes in production. The document concludes that advanced manufacturing uses computer technologies and skilled workers to efficiently produce a variety of products in both small and large volumes.
Physiolytics
Physiolytics is the practice of using wearable devices and sensors to track physiological data about workers' movements and activities. This data is then analyzed to improve performance and productivity. It emerged from innovations in wearable tech and the rise of big data. Early adopters have been in healthcare, military, and industry to increase efficiency and safety. Examples include sensors that track fatigue in equipment operators and impacts in football helmets. Some concerns include potential over-monitoring of workers and prioritizing speed over quality. As the technology advances, it may help knowledge workers perform tasks more efficiently through augmented reality interfaces.
SMAC
How social media has transformed the enterprize.
the social media analytics cloud mobilizing the enterprize.
Mineral water
The document discusses the bottled water industry in India, with a focus on Bisleri. It describes how Bisleri was the first bottled water brand introduced in India in 1965. It gained popularity by marketing the safety and purity of its water. Bisleri has grown to become the market leader, capturing 40% of the bottled water market through expanding production and introducing various bottle sizes. Key drivers of growth for the bottled water industry in India include rising health consciousness, changing attitudes towards spending on safe drinking water, and convenience for urban populations.
More from Rohit Sharma (6)
Project Shakti
- 2. PRESENTATION BY- SWAPNIL BHOSALE ROHIT SHARMA
- 3. INTRODUCTION AIMED AT SUPERIMPOSITION ON HOME-GROWN SHG’S. TO PROVIDE MICRO- ENTERPRISE OPPORTUNITIES FOR SHG MEMBERS, MAKING THEM D2H DISTRIBUTORS OF HUL. “SHAKTI AMMAS”- WOMAN MICRO ENTREPRENEURS- BRAND AMBASSADORS. INTERACTIVE FORM OF SELLING AND ENGAGEMENT TO COMMUNICATE, DEMONSTRATE AND PROVIDE EXPERIENCE TO BRAND BENEFITS OF THE COMPANY.
- 4. BEGAN AS AN EXPERIMENT IN DECEMBER 2000. NALGONDA DISTT. ANDHRA PRADESH. 100 MILLION CONSUMERS REACHED. 45000 ENTREPRENEURS. 100000 VILLAGES. 15 STATES. 300000 HOMES.
- 5. 2 FOLD OBJECTIVES TO IMPROVE INCOMES OF RURAL PEOPLE BY PROVIDING THEM ECONOMIC OPPORTUNITIES. TO IMPROVE STANDARD OF LIVING. EDUCATING ABOUT HEALTH AND HYGIENE. ACCESS TO IMPROVED LIFESTYLE.
- 6. THE PROCESS ONE SHAKTI ENTREPRENEUR PER VILLAGE. COVERS A CLUSTER OF 3- 5 VILLAGES. INITIAL INVESTMENT RAISED BY HER OWN FUNDS. PRINCIPAL CUSTOMER OF HUL AND RECEIVES STOCKS AT HER DOORSTEP FROM THE STOCKIST. SHAKTI AMMA THEN SELLS PRODUCTS TO 3 DISTINCT CHANNELS.
- 9. SCALING A COST EFFICIENT DISTRIBUTION AND SALES NETWORK IN REMOTE AREAS
- 10. CHANNEL STRUCTURE Rural Redistribution stockist HUL C & F agent Consumer Rural RetailerUrban Retailer Whole seller Urban Redistribution stockist Whole Seller Consumer Combined Direct Coverage (CDC) Shakti Dealer Shakti Entrepreneur Consumer Rural Sales Promoter (RSP) Third Party Redistribution Stockist Salesman (RSSM)
- 11. SUPPLY CHAIN MODEL Contract Grower (Rainforest Alliance) Small farm holders Third party suppliers Manufacturing(80) warehouse C&F ReDistribution stockiest Shakti Distributor Shakti entrepreneur
- 12. MASTER STROKES HUL BUILT A GPS AND DENSITY MAPPING TECHNOLOGY TO DESIGN ITS RURAL SUPPLY CHAINS AND SALES NETWORK. WITH SEASONAL MIGRATION A COMMON OCCURRENCE IN RURAL INDIA, THE ABILITY TO CONTINUE TO MAP POPULATION DENSITY QUICKLY IS A KEY COMPETITIVE ADVANTAGE, AND A CRITICAL FACTOR IN BUILDING A FLEXIBLE RURAL SUPPLY CHAIN. THE POPULATION DENSITY AND THE DISTANCE BETWEEN VILLAGES PLAY A KEY ROLE IN DETERMINING THE NUMBER OF SHAKTI AMMA RECRUITS, THEIR PLACEMENT, AND THE VOLUME OF THE PRODUCT THE SUPPLY CHAIN NEEDS TO HANDLE. CONSISTENTLY ENSURING TOP LEADERSHIP PARTICIPATION IN THE PROJECT
- 13. PERFORMANCE DRIVERS FACILITIES : DOOR TO DOOR FACILITY TO CUSTOMER EASILY AVAILABILITY PRODUCT AVAILABLE ON DEMAND FLEXIBILITY INVENTORY : MODERATE TO LOW CYCLE INVENTORY LEAD TIME OF 1 DAY LOW SAFETY INVENTORY HOLDING COST OF INVENTORY IS MODERATE TO LOW
- 14. TRANSPORTATION MINI TRUCK AS MODE OF TRANSPORT HIGH RESPONSIVENESS INFORMATION RELIABLEAND ACCURATE FORECASTING PUSH STRATEGY SOURCING SUSTAINABLE SOURCING SELECTION AND TRAINING
- 15. ADVANTAGE HUL AVAILABILITY OF QUALITY PRODUCTS IN VILLAGES REDUCED THE CONSUMPTION OF COUNTERFEIT PRODUCTS DOOR TO DOOR DELIVERY OF PRODUCTS SOURCE OF INCOME GENERATION WOMEN EMPOWERMENT AND ENHANCES THEIR DECISION MAKING ABILITY.
- 16. DEEP PENETRATION IN REMOTE AND UNREACHABLE AREA BRAND AWARENESS FOR HUL IN MEDIA BLIND AREA MORE ACCURATE AND RELIABLE PREDICTION AND FORECASTING HELPFUL IN STUDY CONSUMER BEHAVIOUR HENCE PRODUCT DEVELOPMENT GOODWILL THAT IS INTANGIBLE ASSETS FOR COMPANY. IT DEVELOPED ORGANISED SUPPLY CHAIN
- 17. HURDLES PROBLRM STARTED ONCE THE STOCK STARTED PILING UP ALMOST EQUAL TO ANNUAL INCOME. LOAN REPAYMENT SCHEDULE ADDED TO THE WOES. NO PRIOR EXPERIENCES IN UNDERTAKING INDEPENDENT ECONOMIC ACTIVITY.
- 18. OVERCOMINGS INTRODUCTION TO RSP TO CONTROL STOCK. HIRING TRAINERS TO TRAIN THE ENTREPRENEURS AND OUTSOURCING ADMINISTRATION TO 3RD PARTIES. OFFERED INCENTIVES FOR VISITING SPECIFIC NUMBER OF HOMES AND OFFERED ADDITIONAL INCENTIVE FOR SELLING SPECIFIC BRANDS. NEGOTIATIONS WITH THE BANK TO GET MORE TIME FOR INITIAL PAYMENT.
- 19. THANK YOU…..