On

“COMPARATIVE ANALYSIS - MARKET SHARE OF VENDING PRODUCTS OF

HIDUSTAN UNILEVER LIMITEDWITH IT’S COMPETITORS”

For the partial fulfillment of the requirement for the degree of

“Master of Business Administration” From

SRM University, Modinagar2009

Project Supervisor: Submitted By:Ms. Swati Bhatt(Faculty, Management Studies)

Md. Arif KhanMBA 3rd Sem.

Reg .no. 35084061

SRM, INSTITUTE OF MANAGEMENT AND TECHNOLOGY, MODINAGAR

SESSION 2008-10

ACKNOWLEDGEMENT

Any activity big or small is a result of collective effort of

several individuals. From the very beginning of human civilization

to this complex world, we are dependent on each other for

accomplishment our goals. The project report of5 such magnitude

could not be accomplished without the assistance of several

people who participated directly or indirectly. This project report

is also the result of collective effort and support of several

individuals who have been given me their valuable contribution in

fulfillment of the work. Exchange of ideas generates a new object

to work in a better way. So whenever a person is helped and

cooperated by others, his heart is bound to pay gratitude and

obligation to them. Acknowledgement is not merely a formality

but an expression of deep sense of gratitude and cumulative

appreciation.

First of all, I would like to give special thanks to the

almighty whose blessing helped me to complete this project.

Completing a task is never a one man effort. Before explaining

my project report,

I give my sincere gratitude and thanks to MS.

PRIYANKA SRIVASTAVA (TERRITORY SALES INCHARGE) of

HINDUSTAN UNILEVER LIMITED and MR. SOMNATH

(PROSPECTING OFFICER) of HINDUSTAN UNILEVER LIMITED to

provide a proper guidance and a right approach from time to

time, to accomplish the goal. They shared ideas with me to

complete my project. They have always been guiding and

suggesting me like teacher, guide and mentor as well.

I also acknowledge my heartiest gratitude to Ms. Swati Bhatt

a faculty member of SRM UNIVERSITY MODINAGAR , who

helped me a lot and give me a right direction in completing the

project. I am also grateful to all my faculty members of SRM

UNIVERSITY, MODINAGAR, who have helped me in completing

this project. It shall be an injustice, if I don’t express thank to my

friends who helped me in completing my project report.

It is my earnest duty to express most gratitude and honor to

my parents.

DR.M.S KHAN

PREFACE

Unless the knowledge is applied in the practical field, it

cannot attain perfection and maturity. A project work is the

scientific and systematic study of real issue and problems with

the application of management principles, concept and skills.

The essential ingredients of a project are that it should contain

scientific collection of data its analysis and interpretation that

lead to valid conclusions and feasible suggestion. Project work

is an essential part of partial fulfillment of the syllabus of

B.B.A. I have prepared this report during my summer training

at HIDUSTAN UNILEVER LIMITED.

This study has given real exposure to corporate

marketing and the confidence to face the challenges before

me in course of sale the products of HUL.

I have conducted my study under the subject “MARKET

SHARE OF VENDING MACHINE PRODUCTS OF HIDUSTAN

UNILEVER LIMITED”. The whole report is to be divided into

six chapters, each dealing with the different aspects of the

study the report has been return in a very comprehensive way

with a suitable heading of each chapter. The last chapter deals

with some recommendations which will be help full to the

company in countering its competition as well as having an

edge over them. I have tried my best to do justice and be

honest in analyzing the topic but “TO ERROR IS HUMAN” and I

am not an exception to it, hence, weakness and shortcoming is

unintentional.

4

CONTENTS

EXECUTIVE SUMMARY

PART - I

COMPANY PROFILE

Introduction to the Company

Board of Directors

Corporate Purpose

Code of Business Principles

Quality Policy

Environmental Policy

Safety Principles

Factory Locations

Business

Brand Position in India and Other Countries

Export Portfolio

Food & Beverages

Water Reforms

Demand & Success

Marketing Strategies

Financial & Marketing Profile

PRODUCT PROFILE

Product Lipton

Lipton Vending Machine

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PART - II

STATEMENT OF THE PROBLEM

SIGNIFICANCE OF THE STUDY

OBJECTIVE OF THE STUDY

IMPORTANCE OF THE STUDY

THEORETICAL PROSPECT OF THE STUDY

REASEARCH AND METHODOLOGY

Marketing research

Methodology

Research Design

Collection of Data

SWOT ANALYSIS

DATA ANALYSIS AND INTERPRETATION

CONCLUSION

RECOMMENDATION

BIBLIOGRAPHY

QUESTIONNIARE

6

EXECUTIVE SUMMARY

Hindustan Unilever Limited (HUL) is India's largest Fast

Moving Consumer Goods company, touching the lives of two

out of three Indians with over 20 distinct categories in Home &

Personal Care Products and Foods & Beverages. HUL's

distribution network, comprise about 4,000 redistribution

stockists, covering 6.3 million retail outlets reaching the entire

urban population, and about 250 million rural consumers.

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair &

Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme,

Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's – are

household names across the country and span many

categories - soaps, detergents, personal products, tea, coffee,

branded staples, ice cream and culinary products.

During my summer training at HUL, I completed the

project in corporate sale and market share of vending machine

products of HUL which are divided into three parts. These are:

A detailed study, consisting of technical details,

corporate sale etc. of vending machine of HUL.

An observational study conducted of vending

machine and market share of HUL’s products.

A detail understanding of all the competitive brands

of HUL’s vending machine.

In my first part, a report is made on a detailed study,

comprising the technical details of the vending machine, the

aspects of corporate sale of vending machine. The technical

7

details of the machine is necessarily to be understood before

moving into the market so that one could discuss the plus

points of the machine over the competitors’ machine. Further,

the detail understanding in this kind of sale is done through

meetings with probable customers which include the key area

of selling along with all the glamour features such as brand

reflecting, essentiality of the products to provide all the

comfort required by the customers. The study is done by

surveying the different factories/ offices located at Noida and

nearby. The study is then tabulated, analyzed and result

extracted.

In the second part, an observational study is conducted in

respect of market share of corporate sale of HUL’s products.

This will reflect my views and measures. It also includes the

visits of the places where others competitor’s similar products

were installed to get their performance feedback and identified

the hidden opportunities to sell HUL’s products. The study is

then tabulated, analyzed and the result extracted.

In the third part, method adopted for competitors analysis

involved surveying and observational study of all the

competitive brands of HUL’s vending machine such as Nescafe,

Georgia, Coffee Day etc. followed by the comparison of same.

To conducting the observational study, a large data has been

collected while visiting the various companies/ offices by way

of discussions. The data collected has further been enhanced

with sub categories such as, consumption-wise requirement,

type of brew (i.e. Tea or Coffee) consumption etc. The data

obtained, are tabulated, analyzed and result and

recommendation are worked out.

8

COMPANY PROFILE

9

INTRODUCTION

Hindustan Unilever Limited (HUL), having great

recognition nationally/ internationally, is India's largest fast

moving consumer goods company, touching the lives of two

out of three Indians with over 20 distinct categories in Home &

Personal Care Products and Foods & Beverages. They endow

the company with a scale of combined volumes of about 4

million tones and sales of Rs.10,000 crores.

Historical Events in HUL:

In the summer of 1888, visitors to the Kolkata harbor

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 (in

short FMCG).

Soon after followed Lifebuoy in 1895, and other famous

brands like Pears, Lux and Vim, Vanaspati was launched in

1918 and the famous Dalda brand came to the market in 1937.

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. The erstwhile Brooke Bond's presence in India

dates back to 1900. By 1903, the company had launched Red

Label tea in the country. In 1912, Brooke Bond & Co. India

Limited was formed. Brooke Bond joined the Unilever fold in

1984 through an international acquisition. The erstwhile

Lipton's links with India were forged in 1898. Unilever acquired

10

Lipton in 1972, and in 1977 Lipton Tea (India) Limited was

incorporated. Pond's (India) Limited had been present in India

since 1947. It joined the Unilever fold through an international

acquisition of Chesebrough Pond's USA in 1986.

The liberalisation of the Indian economy, started in 1991,

clearly marked an inflexion in HUL's and the Group's growth

curve. Removal of the regulatory framework allowed the

company to explore every single product and opportunity

segment, without any constraints on production capacity.

Simultaneously, deregulation permitted alliances, acquisitions

and mergers. In one of the most visible and talked about

events of India's corporate history, the erstwhile Tata Oil Mills

Company (TOMCO) merged with HUL, effective from April 1,

1993. In 1995, HUL and yet another Tata company, Lakme

Limited, formed a 50:50 joint venture, Lakme Lever Limited, to

market Lakme's market-leading cosmetics and other

appropriate products of both the companies. Subsequently in

1998, Lakme Limited sold its brands to HUL and divested its

50% stake in the joint venture to the company. HUL formed a

50:50 joint venture with the US-based Kimberly Clark

Corporation in 1994, Kimberly-Clark Lever Ltd, which markets

Huggies Diapers and Kotex Sanitary Pads. HUL has also set up

a subsidiary in Nepal, Nepal Lever Limited (NLL), and its

factory represents the largest manufacturing investment in the

Himalayan kingdom. The NLL factory manufactures HUL's

products like Soaps, Detergents and Personal Products both for

the domestic market and exports to India.

As a measure of backward integration, Tea Estates and

Doom Dooma, two plantation companies of Unilever, were

merged with Brooke Bond. Then in July 1993, Brooke Bond

India and Lipton India merged to form Brooke Bond Lipton

11

India Limited (BBLIL), enabling greater focus and ensuring

synergy in the traditional Beverages business. 1994 witnessed

BBLIL launching the Wall's range of Frozen Desserts. By the

end of the year, the company entered into a strategic alliance

with the Kwality Ice-cream Group families and in 1995 the

Milkfood 100% Icecream marketing and distribution rights too

were acquired.

Finally, BBLIL merged with HUL, with effect from January

1, 1996. The internal restructuring culminated in the merger of

Pond's (India) Limited (PIL) with HUL in 1998. The two

companies had significant overlaps in Personal Products,

Specialty Chemicals and Exports businesses, besides a

common distribution system since 1993 for Personal Products.

The two also had a common management pool and a

technology base. The amalgamation was done to ensure for

the Group, benefits from scale economies both in domestic and

export markets and enable it to fund investments required for

aggressively building new categories.

In January 2000, in a historic step, the government

decided to award 74 per cent equity in Modern Foods to HUL,

thereby beginning the divestment of government equity in

public sector undertakings (PSU) to private sector partners.

HUL's entry into Bread is a strategic extension of the

company's wheat business. In 2002, HUL acquired the

government's remaining stake in Modern Foods.

Present Stature:

Apart from dealing with soaps, detergents, personal

products, tea, coffee, branded staples, ice cream and culinary

12

products business, HUL is also one of the country's largest

exporters; it has been recognised as a Golden Super Star

Trading House by the Government of India. In 2003, HUL

acquired the Cooked Shrimp and Pasteurized Crabmeat

business of the Amalgam Group of Companies, a leader in

value added Marine Products exports.

HUL has traditionally been a company, which

incorporates latest technology in all its operations. The

Hindustan Unilever Research Centre (HLRC) was set up in

1958, and now has facilities in Mumbai and Bangalore. HLRC

and the Global Technology Centers in India have over 200

highly qualified scientists and technologists, many with post-

doctoral experience acquired in the US and Europe.

Company’s Role in other areas:

HUL believes that an organisation's worth is also in the

service it renders to the community. HUL is focusing on health

& hygiene education, women empowerment, and water

management. It is also involved in education and rehabilitation

of special or underprivileged children, care for the destitute

and HIV-positive, and rural development. HUL has also

responded in case of national calamities /adversities and

contributes through various welfare measures, most recent

being the village built by HUL in earthquake affected Gujarat,

and relief & rehabilitation after the Tsunami caused

devastation in South India.

In 2001, the company embarked on an ambitious

programme, Shakti. Through Shakti, HUL is creating micro-

enterprise opportunities for rural women, thereby improving

13

their livelihood and the standard of living in rural communities.

Shakti also includes health and hygiene education through the

Shakti Vani Programme and creating access to relevant

information through the Shakti community portal. The program

now covers 15 states in India and has over 31,000 women

entrepreneurs in its fold, reaching out to 100,000 villages and

directly reaching to 150 million rural consumers. The company

has fixed target that by the end of 2010, Shakti aims to have

100,000 Shakti entrepreneurs covering 500,000 villages,

touching the lives of over 600 million people. HUL is also

running a rural health programme – Lifebuoy Swasthya

Chetana. The programme endeavors to induce adoption of

hygienic practices among rural Indians and aims to bring down

the incidence of diarrhea. It has already touched 70 million

people in approximately 15000 villages of 8 states.

“ A vision to make a billion Indians feel

safe and secure”

Entire products range were not possible in such a short

span of time, I have been given opportunity to look into the

market share and selling opportunities of Tea/ Coffee Vending

Machine dealt by the company particularly in and around

Noida.

14

Company Profile:

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel,

Fair & Lovely, Pond's, Sunsilk, Clinic, Peps dent, Close-up,

Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's –

are household names across the country and span many

categories - soaps, detergents, personal products, tea, coffee,

branded staples, ice cream and culinary products. They are

manufactured over 80 factories spread all over in India. The

operations involve over 2,000 suppliers and associates. HUL

has a distribution network, comprising about 4,000

redistribution stockiest, covering 6.3 million retail outlets

reaching the entire urban population, and about 250 million

rural consumers.

Hindustan Unilever Limited is India's largest Fast Moving

Consumer Goods (FMCG) company. It is present in Home &

Personal Care and Foods & Beverages categories. HUL and

Group companies have about 16,000 employees, including

1200 managers.

The fundamental principle determining the organization

structure is to infuse speed and flexibility in decision-making

and implementation, with empowered managers across the

company's nationwide operations. For this, HUL is organized

into two self-sufficient divisions - Home & Personal Care &

Foods - supported by certain central functions and resources to

leverage economies of scale wherever relevant.

15

Board of Directors & Management

Structure:

At the apex is the Board, headed by the Chairman, and

comprising 5 whole time Directors and 5 independent non-

executive Directors. The day to day operations are supervised

by the National Management comprising the Vice Chairman,

Managing Director (HPC), Managing Director (Foods) and the

Finance Director. HUL is organized into two self-sufficient

divisions - Home & Personal Care & Foods - supported by

certain central functions and resources to leverage economies

of scale wherever relevant. The company can achieve its

success due to right decisions taken by learned member of

Board and the employees who implant their decisions.

BOARD OF DIRECTORS:

Mr. Harish Manwani

Chairman

Mr. Manwani, MBA from Mumbai University, joined HUL in

1976 in Sales and Marketing assignments, he became

Divisional Vice President - Marketing. Mr. Manwani joined the

16

Board of HUL in 1995, responsible for the Personal Products

business. In addition, he held regional responsibility as the

Category Leader for Personal Products for the Central Asia and

Middle East (CAME) Business Group. Mr. Manwani worked as

Senior Vice President in UK responsible for the Global Hair Care

and Oral Care Categories. In 2001, he was appointed President

of the Home & Personal Care (HPC) - Latin America Business

Group and in 2004, as President and Chief Executive Officer of

the HPC - North America Business Group. In April 2005, he was

elevated to the Unilever Executive as President – Asia & Africa.

Mr. Douglas Baillie

CEO and Managing Director

Mr. Douglas Baillie graduated from the University of Natal

in business finance, marketing and business administration

and joined Unilever SA in 1978, then in Australia till 1987. After

working in different capacity in South Africa and London, Mr.

Baillie was appointed Managing Director Lever Pond’s South

Africa in 1997 and National Manager, Unilever South Africa, in

May 2000. Later, he assumed the responsibilities as the Chief

Executive Officer (CEO) of Hindustan Unilever Limited. Mr.

Baillie is also the Group Vice President responsible for

Unilever’s business in South Asia, which includes Sri Lanka,

Pakistan and Bangladesh.

17

Mr. D. Sundaram

Finance & IT Director

Mr. D. Sundaram is post-graduate from Madras University

and a Fellow of the Institute of Cost and Works Accountants of

India (FICWA). He joined Hindustan Unilever in 1975 as a

Management Trainee. He worked in different capacity at

various locations like London, Africa and Middle East Group ect.

In August 1996 he elevated to the position of Senior Vice

President–Finance, Central Asia and Middle East Group with

responsibility for Finance, IT and business strategies for

Unilever companies in the Indian sub-continent, North Africa

and the Middle East countries. He returned to India in May

1999 as Finance & IT Director of HUL.

Mr. Nitin Paranjpe

Executive Director

Mr. Nitin Paranjpe after obtaining a degree in BE (Mech)

and MBA in Marketing (JBIMS) from Mumbai joined the

Company as a Management Trainee in 1987. During 2001, he

18

was Assistant to the Unilever Chairman & Executive Committee

in London. In 2004, he became Vice President – Home Care

(Laundry & HHC) India responsible for the top and bottom-line

of the Homecare business. In March 2006, Mr. Paranjpe

became the Executive Director for the Home & Personal Care

business.

19

Mr. Sanjiv Kakkar

Director

Mr. Sanjiv Kakkar is BA (Economics) and PGDM from IIM

Ahmadabad with 23 years work experience. Mr. Kakkar joined

the Company in June 1984 and has worked in various Sales

and Marketing assignments. In March 2006, Mr. Kakkar was

appointed as Executive Director - Foods and joined the

Management Committee on 1st January 2007. Sanjiv was

appointed as the Executive Director - Sales and Customer

Development in May 2007.

Mr. A. Narayan

Director

Mr. A. Narayan is the Managing Director and CEO of ICI

India Limited. He is also the Chairman of ICI India Research &

Technology Centre. Mr. Narayan joined the Board as

Independent Non-Executive Director in 2001.

20

Mr. V. Narayanan

Director

Mr. V. Narayanan is a post-graduate from Madras

University. He was Chairman and Managing Director of the

erstwhile Pond's (India) Ltd. He is now Chairman of the

Academy of Management Excellence. He joined the Board as

Independent Non-Executive Director in 1987.

Mr. D. S. Parekh

Director

Mr. D. S. Parekh holds a FCA degree from England &

Wales. Mr. Parekh has held senior positions in Grindlays and

Chase Manhattan. He is the Executive Chairman of Housing

Development Finance Corporation. Mr. Parekh joined the Board

as Independent Non-Executive Director in 1997.

21

Mr. C. K. Prahalad

Director

Professor C. K. Prahalad is the Harvey C. Fruehauf

Professor of Business Administration at the University of

Michigan at Ann Arbor, the US. His contribution to business

strategy is globally recognised. He joined the Board as

Independent Non-Executive Director in 2000.

Mr. S. Ramadorai

Director

Mr. S. Ramadorai is the Chief Executive Officer of Tata

Consultancy Services. Mr. Ramadorai is also Chairman of Tata

Technologies Ltd. and Chairman of CMC Ltd. He joined the

Board as Independent Non-Executive Director in 2002.

22

DIVISIONS:

If Hindustan Unilever straddles the Indian corporate

world, it is because of being single-minded in identifying itself

with Indian aspirations and needs in every walk of life.

Hindustan Unilever Limited is India's largest Fast Moving

Consumer Goods (FMCG) company. It is present in Home &

Personal Care and Foods & Beverages categories. HUL and

Group companies have about 16,000 employees, including

1200 managers. The fundamental principle determining the

organization structure is to infuse speed and flexibility in

decision-making and implementation, with empowered

managers across the company's nationwide operations.

Each division is self-sufficient with dedicated resources

and assets in sales, marketing, commercial, and

manufacturing. The two divisions are further reorganized into

categories. Typically, each category and each function - Sales,

Commercial, Manufacturing - is headed by a Vice President.

They with their respective Managing Director, comprise that

Division's Management Committee.

For managing sales operations, HUL divides the country

into four regions, with regional branches in Delhi, Kolkata,

Chennai and Mumbai. Headed by a Regional Manager, they

comprise Regional Sales Managers and Area Sales Managers,

assisted by dedicated field forces, comprising Sales Officers

and Territory Sales In charges.

In Marketing, each category has a Marketing Manager

who heads a team of Brand Managers dedicated to each or a

group of brands. The commercial team of a Division is

responsible for its supply chain management. There are teams

23

dedicated to sourcing, planning and logistics. Each Division has

a nationwide manufacturing base, with each factory peopled

by teams of Production, Engineering, Quality Assurance,

Commercial and Personnel Managers.

CENTRAL FUNCTIONS:

HUL's Central Functions are Finance, Human Resources,

Technology, Research, Information Technology, Legal &

Secretarial, and Corporate Affairs. Their services are shared

across the company. But wherever necessary, managerial

resources are dedicated exclusively to a business. For

example, each Division now has dedicated HR managers.

HUL believes that while it leverages the scale of a large

corporate, it must also retain the soul of a small company. Its

organisation structure, which has and will continue to evolve

with time, is aimed at achieving this knitting.

CORPORATE PURPOSE:

Unilever's mission is to add Vitality to life. They meet

everyday needs for nutrition, hygiene and personal care with

brands that help people feel good, look good and get more out

of life. Their deep roots in local cultures and markets around

the world give them strong relationship with consumers and

are the foundation for future growth. They bring wealth of

knowledge and international expertise to the service of local

consumers - a truly multi-local multinational. Their long-term

success requires a total commitment to exceptional standards

24

of performance and productivity, to working together

effectively, and to a willingness to embrace new ideas and

learn continuously. To succeed also requires, they believe, the

highest standards of corporate behaviour towards everyone

working with them, the communities they touch, and the

environment on which they have an impact. This is their road

to sustainable, profitable growth, creating long-term value for

their shareholders, their people, and their business partners.

They are committed to safe and healthy working conditions for

all employees and do not use any form of forced, compulsory

or child labour.

25

CODE OF BUSINESS PRINCIPLES:

They have set out code of business principles in different

areas which they try their best to follow these principles I find

necessary to reproduce as such:

“Standard of Conduct

We conduct our operations with honesty, integrity and

openness, and with respect for the human rights and

interests of our employees.

We shall similarly respect the legitimate interests of

those with whom we have relationships.

Obeying the Law

Unilever companies and employees are required to

comply with the laws and regulations of the countries in

which we operate.

EmployeesUnilever is committed to diversity in a working

environment where there is mutual trust and respect

and where everyone feels responsible for the

performance and reputation of our company.

We will recruit, employ and promote employees on the

sole basis of the qualifications and abilities needed for

the work to be performed.

We are committed to safe and healthy working

conditions for all employees. We will not use any form of

forced, compulsory or child labor.

We are committed to working with employees to

develop and enhance each individual's skills and

capabilities.

26

We respect the dignity of the individual and the right of

employees to freedom of association.

We will maintain good communications with employees

through company based information and consultation

procedures.

ConsumersUnilever is committed to providing branded products

and services which consistently offer value in terms of

price and quality, and which are safe for their intended

use. Products and services will be accurately and

properly labelled, advertised and communicated.

ShareholdersUnilever will conduct its operations in accordance with

internationally accepted principles of good corporate

governance. We will provide timely, regular and reliable

information on our activities, structure, financial

situation and performance to all shareholders.

Business Partners

Unilever is committed to establishing mutually

beneficial relations with our suppliers, customers and

business partners.

In our business dealings we expect our partners to

adhere to business principles consistent with our own.

Community Involvement

27

Unilever strives to be a trusted corporate citizen and, as

an integral part of society, to fulfill our responsibilities to

the societies and communities in which we operate.

Public Activities

Unilever companies are encouraged to promote and

defend their legitimate business interests.

Unilever will co-operate with governments and other

organizations, both directly and through bodies such as

trade associations, in the development of proposed

legislation and other regulations which may affect

legitimate business interests.

Unilever neither supports political parties nor

contributes to the funds of groups whose activities are

calculated to promote party interests.

The Environment

Unilever is committed to making continuous

improvements in the management of our environmental

impact and to the longer-term goal of developing a

sustainable business.

Unilever will work in partnership with others to promote

environmental care, increase understanding of

environmental issues and disseminate good practice.

InnovationIn our scientific innovation to meet consumer needs we

28

will respect the concerns of our consumers and of

society. We will work on the basis of sound science,

applying rigorous standards of product safety.

CompetitionUnilever believes in vigorous yet fair competition and

supports the development of appropriate competition

laws. Unilever companies and employees will conduct

their operations in accordance with the principles of fair

competition and all applicable regulations.

Business Integrity

Unilever does not give or receive, whether directly or

indirectly, bribes or other improper advantages for

business or financial gain. No employee may offer, give

or receive any gift or payment which is, or may be

construed as being, a bribe. Any demand for, or offer of,

a bribe must be rejected immediately and reported to

management.

Unilever accounting records and supporting documents

must accurately describe and reflect the nature of the

underlying transactions. No undisclosed or unrecorded

account, fund or asset will be established or maintained.

Conflicts of Interests

All Unilever employees are expected to avoid personal

activities and financial interests which could conflict

with their responsibilities to the company.

Unilever employees must not seek gain for themselves

or others through misuse of their positions.

29

Compliance – Monitoring –

Reporting

Compliance with these principles is an essential element

in our business success. The Unilever Board is

responsible for ensuring these principles are

communicated to, and understood and observed by, all

employees.

Day-to-day responsibility is delegated to the senior

management of the regions and operating companies.

They are responsible for implementing these principles,

if necessary through more detailed guidance tailored to

local needs.

Assurance of compliance is given and monitored each

year. Compliance with the Code is subject to review by

the Board supported by the Audit Committee of the

Board and the Corporate Risk Committee.

Any breaches of the Code must be reported in

accordance with the procedures specified by the Joint

Secretaries. The Board of Unilever will not criticise

management for any loss of business resulting from

adherence to these principles and other mandatory

policies and instructions.

The Board of Unilever expects employees to bring to

their attention, or to that of senior management, any

breach or suspected breach of these principles.

Provision has been made for employees to be able to

report in confidence and no employee will suffer as a

consequence of doing so.

30

In this Code the expressions 'Unilever' and 'Unilever

companies' are used for convenience and mean the

Unilever Group of companies comprising Unilever N.V.,

Unilever PLC and their respective subsidiary companies.

The Board of Unilever means the Directors of Unilever

N.V. and Unilever PLC.”

31

QUALITY POLICY:

HUL considers quality as one of the principal strategic

objectives to guarantee its growth and leadership in the

markets in which it operates. The company is committed to

respond creatively and competitively to the changing needs

and aspirations of the consumers through relentless pursuit of

technological excellence, innovation and quality management

across their businesses, and offer superior quality products

and services that are appropriate to the various price points in

the market as well as to their commitment to building

shareholder value. The company trains/ provides necessary

tools & techniques to its employees as well as is empowering

them to ensure broad base compliance of the policy of the

organisation at all levels.

The company is committed to fulfill its legal and statutory

obligations and international standards of product safety and

hygiene and will not knowingly sell product that is harmful to

consumers or their belongings. It will institute systems and

measures to monitor compliance in order to meet its

responsibilities to consumers. The company will maintain an

open communication channel with its consumers and

customers and will carefully monitor the feedback to

continuously improve its products and services and set quality

standards to fulfill them.

The company is committed to extend its quality

standards to its contract manufacturers, key suppliers and

service providers and by entering into alliances with them, to

jointly improve the quality of its products and services. This

32

policy is applicable to production from its own facilities as well

as to production that is outsourced. The company will

periodically review this quality policy for its effectiveness and

consistency with business objectives.

The company delegates authority and responsibility for

dissemination and implementation of this policy to each

Business and Unit Head.

ENVIRONMENT POLICY:

HUL supplies high quality goods and services to meet the

daily needs of consumers and industry. In doing so, the

Company is committed to exhibit the highest standards of

corporate behaviour towards its consumers, employees, the

societies and the world in which we live. The company

recognises its joint responsibility with the Government and the

Public to protect environment and is committed to regulate all

its activities so as to follow best practicable means for

minimizing adverse environmental impact arising out of its

operations. The company is committed to making its products

environmentally acceptable, on a scientifically established

basis, while fulfilling consumers' requirements for excellent

quality, performance and safety.

The aim of the Policy is to do all that is reasonably

practicable to prevent or minimise, encompassing all available

knowledge and information, the risk of an adverse

environmental impact arising from processing of the product,

its use or foreseeable misuse. This Policy is applicable to all

company operations covering its plantations, manufacturing,

33

sales and distribution, research & innovation centers and

offices. This document defines the aims and scope of the Policy

as well as responsibilities for the achievement of the objectives

laid down. Accordingly, HUL aims for:

Ensure safety of its products and operations for the

environment

Develop, introduce and maintain environmental

management systems

Assess environmental impact of all its activities and set

annual improvement objectives and targets and review

Reduce Waste, conserve Energy and explore

opportunities for reuse and recycle.

Provide appropriate training to all employees to

implement the Policy

Encourage suppliers and co-packers to develop and

employ environmentally superior processes and

ingredients

Work in partnership with external bodies and

Government agencies to promote environmental care,

increase understanding of environmental issues and

disseminate good practice.

To implement the environment policy the Board and the

Management Committee of HUL is committed to conduct the

company operations in an environmentally sound manner.

Accordingly, they, including their manufacturing units and

Research & Innovation Centres, ensure the following

standards:

Set mandatory standards and establish environmental

improvement objectives and targets

34

Ensure implementation of HUL Policy on environment and

compliance with Unilever and HUL environmental

standards and the standards stipulated under relevant

national / local legislation

Review environment performance of the company once

every quarter and recognize exemplary performance.

Nominate a senior line manager responsible for

environmental performance

RESEARCH AND INNOVATION CENTRES:

Since most new products and processes are developed in

these Units, certain additional responsibilities devolve on them

to ensure implementation of the Environment Policy of the

company. In addition to the Unit Head's responsibilities

outlined above, the heads of these units will:

Ensure that a formal and systematic risk assessment

exercise is undertaken during the process/product

development stage with specific reference to

environmental impact.

Transfer technology to the pilot plant and main

production through a properly documented process

specification which will clearly define environmental

impact and risks associated with processes, products,

raw material and finished product handling, transport and

storage.

Ensure that treatment techniques are developed for any

wastes generated as a result of the new product/process

and is incorporated into the process specifications.

35

36

SAFETY PRINCIPLES:

The Company recognises its responsibility to ensure

safety and protection of health of its employees, contractors

and visitors in all its operating sites, which include

manufacturing, sales and distribution, research laboratories

and offices during work and work related travel. HUL's

Occupational Safety and Health Policy is based on and

supported by the following eight Principles. These Principles

have the same status as the Company's Code of Business

Principles:

All injuries and occupational illnesses are preventable

All operational exposures can be safeguarded

Safety evaluation of all business processes is vital

Working safely is a condition of employment

Training all employees to work safely is essential

Management audits are a must

Employee involvement is essential

All deficiencies must be reported and corrected promptly

FACTORY LOCATIONS:

The year was 1923. Lord Leverhulme, the legendary

founder of Lever Brothers, was visiting India. The nationalist

sentiment in India was for locally manufactured products. Lord

Leverhulme, who believed that what is good for a country is

equally good for the company, responded to that aspiration

because he too shared that dream.

37

His dream ultimately was realized in 1934. In September

1934, after more than a decade of discussions in London and

in India, a Lever factory was allowed to sprout on the land that

had been reclaimed by the Bombay Port Trust at Sewri. From

here, a month later rolled out the first cake of Sunlight soap to

be manufactured in India. The same year, Lever Brothers took

over the Garden Reach Factory in Kolkata. These two factories

were the first in a manufacturing base, which today literally

dots the length and breadth of India i.e. from Assam to

Gujarat; from Uttaranchal to Kerala.

Hindustan Unilever's diverse product range is today

manufactured in about 80 factories. In addition, the company

outsources from 150 other units. The operations involve 2,000

suppliers and associates.

DEVELOPING BACKWARD AREAS :

Several HUL factories are situated in backward areas. The

company has consciously responded to the national policy of

development of backward areas by setting up manufacturing

units in these places, which provide several direct and indirect

employment opportunities for these areas, and leads to

general economic development of these regions through

industrialization. In fact, all major investments of HUL, in

recent years, have been either in A-Category backward areas

or No-Industry Districts. These include factories in Khamgaon

and Yavatmal (Maharashtra), Chhindwara (Madhya Pradesh),

Orai, Sumerpur and Khalilabad (Uttar Pradesh), Haldia (West

Bengal), Silvassa (Dadra & Nagar Haveli), Pondicherry, Goa,

38

Doom Dooma (Assam), Hardwar (Uttaranchal) and Barotiwala

(Himachal Pradesh). Since 2001 itself, HUL has set up nine new

factories in backward areas.

Equally, HUL has an enviable track record in taking over

sick enterprises, in response to requests from Government,

and converting them into viable operations. The company's

units at Mangalore and Rajpura all bear testimony to this

achievement. In the process, HUL has saved precious jobs and

developed local economies. HUL's manufacturing facilities, like

the Khamgaon soap plant and the Sumerpur detergent bar

unit, are recognised as among the best in the Unilever world.

HUL has adopted Total Productive Maintenance (TPM) for

achieving manufacturing excellence since 1994. As on date,

TPM is in different stages of implementation in 28 factories.

Four HUL factories have already received the TPM Consistency

Award, and 14 factories have been awarded with the TPM

Excellence Award.

Businesses:

Home & Personal Care

• Personal Wash

39

• Fabric Wash

• Home Care

• Oral Care

• Skin Care

• Hair Care

• Deodorants &

Talcs

• Colour

Cosmetics

40

Foods

• Tea

• Coffee

• Branded

Staples

• Ice Creams

41

New Ventures

• Hindustan Unilever Network

• Ayush ayurvedic products &

services

• Sangam

• Pureit water purifiers

Water Purifiers

Exports

• HPC

• Beverages

• Marine Products

42

• Rice

• Castor

BRAND POSITION IN INDIA AND OTHER

COUNTRIES

Today, HLL is one of India’s largest exporters of branded

Fast Moving Consumer Goods. It has been recognized by the

Government of India as a Golden Super Star Trading House.

Over time HLL has developed into a viable & competitive

sourcing base for Unilever world wide in Home and Personal

Care & Foods & Beverages category of products. HLL is also a

global marketing arm for select licensed Unilever brands and

also works on building categories with core country advantage

such as branded basmati rice.

HLL Exports offers high level of service with flexibility and

responsiveness thorough out the supply chain. It has a

dedicated organization structure to support this endeavour and

this has helped in growth of these businesses in particular.

Intrinsic cost competitiveness in the end to end Supply chain

with appropriate technology and competitive capital

investment operations while delivering best in class quality

enables HLL to position itself as a key sourcing hub for Unilever

and also become a preferred partner for Global customers in

categories they operate.

HUL key focus in the exports business is on two broad

categories. It is a sourcing base for Unilever brands in Home &

Personal Care (HPC) and Food and Beverages (F&B) for

supplies to other Unilever companies. It also focuses on

43

becoming a preferred supplier to both non-Unilever and

Unilever clients in three categories in which India, as a country,

has competitive advantage – Branded Rice, Marine Products

and Castor and its Derivatives . HLL enjoys international

recognition within Unilever and outside for its quality, reliability

and speed of customer service.

HUL Exports geography comprises, at present, countries

in Europe, Asia, Middle East, Africa, Australia, North America

etc

44

EXPORTS PORTFOLIO:

The categories under HPC include products in Skin care,

Oral care, Pears, Personal Wash & Lakme range.

Skin Portfolio includes Mass & Masstige Skin (Cream &

lotions under Fair & Lovely and Dove brands), Shampoos

and Conditioners (under Sunsilk brands), Vaseline & Talc

(under Ponds brands). In the past the focus market was in

Middle East and Asia, which is now slowing changing with

current exports to European countries and robust plans to

source different products to US in the near future.

Oral Care consists of Tooth Paste and Tooth Brush (under

Pepsodent, Close-up, Mentadant and Signal brands). The

exports are to Asian and European countries.

Pears Category consists of Bars, Hand Wash, Body Wash

and Shower Gel. Pears is being sold globally including to

North America / UK to the GCC / African countries

extending up to Singapore and Australia. While the bar

remains the most popular product, the brand has now

extended to hand wash, shower gel, body wash and face

wash. Currently Pears is celebrating its 200 year

anniversary which shows the rich heritage and the strong

brand equity it enjoys over generations.

Personal wash category predominantly consists of Lux,

Fair & Lovely Soap, Lifebuoy Hand wash

Lakme Products are mainly exported to the countries with

Indian Ethnic population or to geographies where the

brand enjoys strong equity. The markets include Nepal,

Bangladesh, United Kingdom & Maldives.

45

FOOD & BEVERAGES: The categories under F&B include products in Tea, Coffee

& Processed Foods range.

Tea Category Includes: Tea Bags (includes Tea Bags,

Flavored Tea Bags and Square Tea Bags), Instant Tea,

Bulk Tea & Packet Tea. The branded packet tea, and

instant tea are for Unilever's ready-to-drink tea business.

The branded teas are Brooke Bond, Brooke Bond Red

label, Brooke Bond Taj Mahal, Lipton, Lipton Yellow Label,

Lipton Green Label, Lipton Brisk and Lipton 3-in-1 premix.

Coffee Category consists of Instant coffee & special

coffee Beans (under Bon and Bru brands). The focus

market for Bon is CIS markets while Bru is mainly sold to

Ethnic markets / Indian diaspora world-wide. Both Bon

and Bru straddle the entire gamut of formats comprising

of spray dried coffee, granulated, freeze dried and pre

mixes.

Processed Foods categories include Fruit Spreads / Jams,

Soup Powders, Salt, Wheat Flour, Tomato Ketchup and

Custard Powder. The branded processed food items

consists of Kissan, Knorr, Annapurna, Captain Cook,

Brown & Polson brands.

Marine Products: HLL offers a comprehensive portfolio, ranging from

Surimi, Crabsticks to Shrimps and several value-added

products. Among its customers is Icelandic, the world's third

46

largest seafood company. In addition, HLL has also become a

part of Unilever's supply chain in seafoods for Europe too. HUL

Marine Products brands are Ocean Diamond, Ocean

Excellence, Shogun, Hima, Gold Seal, Tara and Prima.

Rice:

The categories are Basmati Rice and Basmati Rice-based

ready-to-eat rice meals. The brands are Gold Seal, Indus

Valley, Rozana and Annapurna.

Castor:

The products are Castor Oil, Castor-oil based products, like

hydrogenated castor oil, 12 - Hydroxy Stearic Acid, Ricinoleic

Acid (used in grease and lubricant industry, paints and surface

coatings, cosmetics, emulsifiers), and Speciality Castor Oils

(USP grade, BP grade, DAB 10) etc used in pharmaceutical

preparations. HUL Castor brand is Topsol.

WATER REFORMS:

Hindustan Lever Limited has launched Pureit, the most

advanced in-home water purifier in the world. It is the only

purifier that gives you water that is ‘as safe as boiled water'

without boiling, and without needing electricity or continuous

tap water supply. This is why it is the most advanced inhome

water purifier in the world. Pureit gives water that is free from

harmful viruses, bacteria and parasites because it has a Pureit

Germkill Battery™ that is a combination of unique

technological breakthroughs. Therefore, it provides 100%

47

protection from all water related diseases like jaundice,

diarrhea, typhoid and cholera. Pureit also removes cancer

causing pesticides that may be present in drinking water.

Pureit meets the germkill criteria of the toughest regulatory

agency in the USA, the Environmental Protection Agency (EPA),

for protection against harmful viruses, bacteria and parasites,

and getting microbiologically safe drinking water. Pureit has

been designed not only to give guaranteed germkill

performance, but it also improves the clarity of drinking water.

It makes the water odorless, so that there is no residual smell

of chlorine. And finally, it gives good tasting water. Pureit

provides water that is ‘as safe as boiled' water through a

combination of unique technologies:

A unique Microfibre Mesh™ that removes visible dirt

A unique Compact Carbon Trap™ that removes the

remaining dirt, parasites and even pesticides

A Germkill Processor™, whose stored germkill power

targets and kills all harmful viruses and bacteria

A unique Polisher™ that gives clear, odourless and

good tasting water

A Germkill Battery Life Indicator™ that lets

consumers know when the germkill power of the

battery kit is over and needs to be replaced

48

DEMAND & SUCCESS:

Home to over 700 million people, rural India comprises

not only over 70% of India's billion-strong population, but also

over 12% of the world's population. The rural population

already accounts for substantial consumption of Fast Moving

Consumer Goods and also consumer durables. About 50% of

the sales of soaps & detergents are generated in rural India.

Similarly, almost half the demand for black & white television

sets, pressure cookers, table fans, sewing machines also

comes from there.

But the potential is even larger, both in terms of

consumption and penetration. The fact that 70% of the

population accounts for only 50% of even relatively well-

penetrated categories, like soaps & detergents, indicates the

enormous scope of consumption-led growth in these

categories. Therefore such categories will derive growth out

of increased usage. In categories, which are relatively less

penetrated, like personal products, rural India offers an even

bigger growth opportunity through greater penetration and

then consumption. For example only three out of 10

consumers in rural markets use shampoo or skin care

products. Therefore growth in such categories will emerge, as

more consumers purchase these products, and then continue

to use them regularly.

Hindustan Lever has taken many initiatives over the

decades to create markets in the rural hinterlands, by

marketing relevant products, at affordable prices. A unique

example is Hindustan Lever's Lifebuoy soap. In rural India,

health is of paramount importance, because indisposition is

49

very directly related to loss of income. Lifebuoy, whose core

equity is health and hygiene, has for decades now been

synonymous with soap in rural India. At the same time, if

products have to come up the order in the rural purchase

hierarchy, they have to be affordable. If rural India today

accounts for about half of detergents sales, it is because HLL

has developed low-cost value-for-money branded products,

like Wheel. The company has also taken initiatives to create

markets even for apparently premium products, by offering

them in pack sizes, like sachets, whose unit prices are within

the reach of rural consumers. For example, initiated in the

1980s, sachets (Rs.2, Re.1, or 50 paise) today constitute

about 55% of Hindustan Lever's shampoo sales. With media

reach gradually increasing, rural consumers today, where the

media has its footprints, share the same aspirations with their

urban counterparts.

For decades now, Hindustan Lever has also taken

initiatives to circumvent the limitation in communication

channels, by innovatively leveraging non-conventional media.

Among them are wall paintings, cinema vans, weekly markets

(haat), fairs and festivals. Given the rural consumer's

fascination for cinema, the cinema vans show popular

movies, interspersed with products advertisements. Weekly

markets, fairs and festivals are parts and parcel of rural life.

They give an opportunity to address consumers, spread over

many tiny hamlets, at one location. The occasions are used to

demonstrate product benefits and also sell such products.

Such demonstrations have played a significant role in

creating, for example, the detergents market in rural India. In

recent times, such demonstrations are being deployed to

50

illustrate how visible clean is not hygienic clean, and how

using soap is essential to prevent easily avoidable infections.

Communication through fairs and festivals are backed

by direct consumer contact. For example, in 1998-99,

Hindustan Lever implemented a major direct consumer

contact, called Project Bharat, which covered 2.2 crore

homes. Each home was given a box, at a special price of

Rs.15, comprising a low unit price pack of shampoo, talcum

powder, toothpaste and skin cream, along with educational

leaflets and audio-visual demonstrations. The project has

helped eliminate barriers to trial, and has strengthened

salience of both particular categories and brands. Similarly in

2002, Hindustan Lever has launched a similar large-scale

direct contact, called Lifebuoy Swasthya Chetana, which

already covers 70 million people in 18,000 villages of 8

states. The project is intended at generating awareness about

good health and hygiene practices, and specifically how a

simple habit of washing hands is essential to maintaining

good health. The initiative will involve interaction with

students and senior citizens, who act as change agents.

Generating awareness pays dividends only when steps

are taken to ensure constant availability of products. In rural

India particularly, availability determines volumes and market

share, because the consumer usually purchases what is

available at the outlet, influenced very largely by the retailer.

Therefore, over the decades, Hindustan Lever has

progressively strengthened its distribution reach in rural

India, which today has about 33 lakh outlets. Direct rural

distribution in Hindustan Lever began with the coverage of

villages adjacent to small towns. The company's stockists in

these towns were made to use their infrastructure to

51

distribute products to outlets in these villages. But this

distribution mode could only be extended to villages

connected with motorable roads, and it could cover about

25% of the rural population by 1995.

Therefore in 1998, Hindustan Lever launched Project

Streamline to further extend its distribution reach. Under this

initiative, the company identifies sub-stockists in a large

village, connected by motorable road to a small town. This

sub-stockiest in turn distributes the company's products to

outlets in adjacent smaller villages using transportation

suitable to interconnecting roads, like cycles, scooters or the

age-old bullock cart. Hindustan Lever is thus trying to

circumvent the barrier of motorable roads. As a result, the

distribution network, as of now, directly covers about 50,000

villages, reaching about 250 million consumers. The company

simultaneously uses the wholesale channel, suitably

incentivising them to distribute company products. HLL has in

the recent past established a common distribution system in

rural areas for all its products. Given the number of brands

and their packs the rural retailer usually requires, one HLL

representative can take all the products from the company

portfolio that he needs. This common distribution system is

now fully operational, under one Regional Sales Manager

exclusively dedicated to rural markets of each region of the

country.

Over time, Hindustan Lever will further strengthen its

rural distribution through mutually beneficial alliances with

rural Self Help Groups (SHGs). Over the last five years,

financial institutions, NGOs and government organizations

are working closely to establish SHGs, whose objective is to

alleviate poverty through sustainable income-generating

52

activities. Since 2001, Hindustan Lever is implementing

Project Shakti, whereby SHGs are being offered the option of

distributing relevant products of the company as a

sustainable income-generating activity. The model hinges on

a powerful win-win relationship; the SHG engages in an

activity which brings sustainable income, while Hindustan

Lever gets an interface to interact and transact with the rural

consumer.

HUL vision for Project Shakti is to scale it up across the

country by 2005, creating about 25000 Shakti entrepreneurs,

covering 100,000 villages, and touching the lives of 100

million rural consumers. Begun with 50 groups in Nalgonda

district of Andhra Pradesh, with the support of local

authorities, the project has been extended, as of now, to

about 50,000 villages in 12 states. A typical Shakti

entrepreneur conducts business of around Rs.10,000 - Rs

15,000 per month, which gives her an income of about Rs

700 - Rs.1000 per month on a sustainable basis. As most of

these women are from below the poverty line, and live in

extremely small villages (less than 2000 population), this

earning is very significant, and is almost double of their past

household income. The full benefit of Project Shakti will be

realised after some years.

At the supermarketsSelf-service stores and supermarkets are fast emerging in

metros and large towns. To service modern retailing outlets in

the metros, the company has set up a full-scale sales

organisation, exclusively for this channel. The business system

delivers excellent customer service, while driving growth for

53

the company and the store. At the same time, innovative

marketing initiatives are taken to provide consumers with

experience of our brands at the store itself, through product

tests and in-store sampling.

In the villages

The company has also revamped its sales organisation in

the rural markets to fully meet the emerging needs and

increased purchasing power of the rural population. The

company has brought all markets with populations of below

50,000 under one rural sales organisation. The team comprises

an exclusive sales force and exclusive redistribution stockists,

under the charge of dedicated managers. The team focuses on

building superior availability, while enabling brand building in

the deepest interiors. HUL’s distribution network in rural India

already directly covers about 50,000 villages, reaching about

250 million consumers, through about 6000 sub-stockists.

MARKETING STRATEGIES:

IT-powered system has been implemented to supply

stocks to redistribution stockists on a continuous

replenishment basis. The objective is to catalyse HUL’s growth

by ensuring that the right product is available at the right

place in right quantities, in the most cost-effective manner. For

this, stockists have been connected with the company through

an Internet-based network, called RSNet, for online interaction

on orders, despatches, information sharing and monitoring. RS

54

Net covers about 80% of the company's turnover. Today, the

sales system gets to know every day what HLL stockists have

sold to almost a million outlets across the country. RS Net is

part of Project Leap, HUL’s end-to-end supply chain, which also

includes a back-end system connecting suppliers, all company

sites and stretching right upto stockists.

Hindustan Lever is simultaneously creating new channels,

designed on the same principle of holistic contact with

consumers –

Project Shakti, HUL’s partnership with Self

Help Groups of rural women, is becoming an

extended arm of the company's operation in rural

hinterlands. Started in 2001, Project Shakti has

already been extended to about 50,000 villages in

12 states - Andhra Pradesh, Karnataka, Gujarat,

Madhya Pradesh, Tamil Nadu, Chattisgarh, Uttar

Pradesh, Orissa, Punjab, Rajasthan, Maharashtra

and West Bengal. The respective state governments

and several NGOs are actively involved in the

initiative. The SHGs have chosen to partner with

HLL as a business venture, armed with training from

HLL and support from government agencies

concerned and NGOs.

Hindustan Lever Network (HLN) is

the company's arm in the Direct Selling channel,

one of the fastest growing in India today. It already

has about 3.5 lakh consultants - all independent

entrepreneurs, trained and guided by HLN's expert

managers. HLN has already spread to over 1500

55

towns and cities, covering 80% of the urban

population, backed by 42 offices and 240 service

centres across the country. It presents a range of

customised offerings in Home & Personal Care and

Foods.

Out-of-Home consumption of products and

services is a growing opportunity in India, as

elsewhere in the world. Hindustan Lever is already

the largest player in the hot beverages out-of-home

segment, with over 15000 tea and coffee vending

points. The company is expanding the network

aggressively, in the education, entertainment,

leisure and travel segments. HUL’s allaince with

Pepsi will significantly strengthen this channel.

Health & Beauty Services are

Hindustan Lever's simultaneous foray to meet the

increasing consumer need for such products and

services. Lakme Salons provide specialised beauty

services and solutions, under the recognised

authority of the Lakme brand. The Ayush Therapy

Centres provide easy access to authentic Ayurvedic

treatments and products.

Hindustan Lever, which once

pioneered distribution in India, is today reinventing distribution

- creating new channels, and redefining the way current

channels are serviced. In the process it is converging product

availability, with brand communication and brand experience.

FINANCIAL & MARKETING PROFILE:

56

In last five years, HUL has shown steady

growth in sales turnover

(Rs. in Crores)

YEARS SalesProfit After

Taxation

2001-0210951.6

11731,32

2002-0311096.0

21804.34

2003-0410888.3

81199.20

2004-0511975.5

31354.51

2005-0612087.2

81890.53

2006-07 (up to

June’07)

3481.0

0 493.00

For June Quarter 2007, HUL’s total Sales grew by 12.9%

with the FMCG business growing by 13.4% and whereas net

profit grew by 29.6%.

2005-06

(up to

June’06)

2006-07 (up

to June’07)Growth%

Sales 3083.00 3481.00 12.9

FMCG 3097.00 2731.00 13.4

Net Profit 381.00 493.00 29.6

57

Home & Personal Care (HPC) Business grew 11.1%. All

brands in Laundry and Shampoo continued to perform well.

Personal Wash growth was driven by a strong performance in

Lux and Breeze. Skin category was impacted by a planned

reduction of stocks in the distribution pipeline in preparation

for Fair & Lovely relaunch in July 2007. Oral Category growth

was led by Close Up. The key innovations during the quarter

were the launches of Dove Hair Care, Clinic All Clear variants

for men, Lifebuoy Skin-guard, Lakme Sun Expert and Peps dent

Centre Fresh.

Foods business had another quarter of impressive

performance registering a sales growth of 25%. The Beverages

business grew by 21% with all Tea brands, Taj, 3 Roses, Red

Label and Taaza, performing well. Bru Coffee continued its

excellent performance this quarter. Knorr and Kiss an brands

were the drivers of a 38% growth in the Processed Foods

category. Ice-cream business had a robust 24% growth. The

key innovations during the quarter were the launches of Knorr

Chinese mixes, Bru Iced Cappuccino and the Moo Ice-cream

range.

National rollout of the Water business is progressing well

and now covers all Southern states, Maharashtra and West

Bengal. Consumer acquisition and brand building has met all

action standards and production capacity is being enhanced

for further roll-out.

Judicious price increases together with buying efficiencies

and aggressive cost saving initiatives helped sustain gross

margins despite the impact of escalating costs. Advertising and

Promotion spends continued to be competitive and the lower

expenditure for the quarter reflects the planned phasing of

58

activities and the lower spend in a channel pending conclusion

of negotiations. The Profit before Interest and Tax (PBIT) has

increased by 20.4%, and PBIT margin for the quarter at 14.5%

of Sales was 90bps above prior year. Profit after Tax (PAT)

grew by 24.4% and Net Profit was higher by 29.6%.

MARKETING PROFILE:Overall Market performance of HUL is impressive,

however the results shows that the market share is not

buoyant in favour of HUL during the same period in respect of

the following commodities:

Market Share Performance

June Qr.

‘06

June Qr. ‘07

Laundry 35.3 37.8

Personal

Wash

54.6 54

Hair 48 47.5

Skin Care 54.3 55.1

Oral 30.2 30

Tea 25.5 24.3

Instant

Coffee

47.7 47.4

59

PRODUCT PROFILE

60

3.1 PRODUCT – LIPTON

Lipton is one of the world's great refreshment brands,

making a big splash in the global beverages market with tea-

based drinks including leaf tea, infusions, ready-to-drink tea

and other healthy, refreshing alternatives to soft drinks.

Making a big splash in the global beverages market Lipton

continues to lead as the global tea beverage market, making a

big splash with a variety of tea-based drinks.

61

Keeping it green

As well as enabling consumers to drink better and live

better, Lipton is also good for the environment. Sustainable

farming practices, both within their owned and third party tea

estates, is vital for their future. One example of the many

environmental and ethical measures being taken is the 'Trees

2000' programme in Kenya, which sees Lipton planting 40000

indigenous trees every year to curb deforestation. There's

nothing better than a thirst-quenching cup of tea to help one

face the day. An independent panel of nutrition experts has

agreed that leaf tea is second only to water as the ideal

beverage for hydration due to its many qualities.

Nutrition Enhancement ProgrammeAlthough sugar levels in Lipton Ice Tea are already much lower

than standard carbonated soft drinks, they're lowering them

further by around 10% in much of the range.

62

InnovationsLipton is growing fastest in ready-to-drink teas including

the international Lipton Ice Tea range, the Lipton Brisk range in

North America and a range of Lipton ready-to-drink teas in Asia

which can be served hot or cold. Other recent flavour

innovations cater to changing and adventurous tastes, for

example, green teas and the Lipton Fusion blends of iced tea

and exotic fruit juice varieties. Leaf tea remains a favorite in

many markets and Lipton is making it tastier and easier to

make with innovations including Lipton Pyramid tea bags that

give the leaves more room to move and Lipton Cold Brew tea

bags that allow iced tea to be freshly brewed in cold water in

just five minutes. Lipton has also recently entered the green

tea market, launching both leaf and ready-to-drink varieties.

63

Key facts

tea is the world's favorite beverage, after water

independent scientists also place leaf tea second only to

water as the most ideal beverage in the world

all leaf teas are naturally zero calories and so can help

with weight management programs

Lipton tea provides flavonoid antioxidants. Antioxidants

are thought to help keep our body healthy by preventing

every day wear and tear by free radicals

Studies observing large populations and their eating and

lifestyle habits over a long period show that regular tea

drinking may help maintain heart health. A number of

studies showed that people consuming tea (without milk

and sugar) on a regular basis as part healthy lifestyle

tend to maintain better heart health better than those

who do not drink tea.

Lipton is the world's best-known and best-selling brand of

tea, with sales of nearly €3 billion today. Lipton is the

global market leader in both leaf and ready-to-drink tea,

with a global market share nearly three times larger than

its nearest rival

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available in over 110 countries, Lipton is particularly

popular in Europe, North America and the Middle East

and parts of Asia

tea revitalizes mind and body

tea – half the caffeine of a regular cup of coffee

all teas – black, green, oolong or white provide an

antioxidant boost

just one 200ml cup of Lipton Yellow Label will provide

around 135mg of antioxidants

Product range

Lipton Yellow Label tea

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Lipton Green Tea

Lipton Iced Tea

Lipton Ice Tea

Lipton Tea gets health seal of

approvalThere is nothing better than a thirst-quenching cup of tea

to help you face life's challenges. Not only does it taste great,

but also it offers you an antioxidant boost with zero calories.

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Antioxidant health propertiesTo confirm this, every Lipton pack is now stamped with

the AOX Seal, highlighting Lipton Tea's antioxidant health

properties and underlining the brand's commitment to

consumers' vitality and well-being. Many people do not realise

that black and green tea contains virtually the same amount of

antioxidants. In fact, whether black, green, oolong, white, in a

Lipton ready to drink or leaf tea, will provide you with

antioxidants. 

Re-thinking your drinking habitsThe AOX Seal is just one way Lipton is helping people

rethink what they drink by reminding them of tea's health and

vitality credentials. The 'Tea Can Do That' campaign across

North America is highlighting the positive effects of tea

drinking on body and mind with the message: 'Drink Better

Everyday...Live Better Everyday'.

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Scientists say that tea is second

only to water!A recent publication by a group of key nutrition experts

has highlighted that tea is second only to water as the best

beverage for hydration in the world. Why? It is naturally zero

calories, and a source of many good things including L-

theanine and antioxidants. In addition, tea is hydrating – and

not dehydrating despite popular belief.

LIPTON VENDING MACHINE:Coffee and tea are important in any office. Working

professionals feel the need for these beverages intermittently

during their hectic schedule. Increasing labor costs and the

need for instant availability have brought in vending machines.

With this in mind, many companies have installed beverage

vending machines to provide their employees refreshments.

Option 1:

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2 LANE

MACHINE

DIMENSIONSHEIGHT - 635 MM

WIDTH  - 270 MM

DEPTH  - 540 MM

WEIGHT 30 KG

POWER SUPPLY 230 VOLTS / 50 HZ

AVAILABLE OPTIONS OF 2 INGREDIENTS OPTIONS

STAGGERED DISPENSING OPTION FOR

TEA BAGTEA

DISPENSING RATE - 5 CUPS/MIN (100 ML

EACH)COFFEE

TEMPRATURE INTERLOCKING

WATER SOURCE - ON LINE / WATER

BOTTLE

Option 2:

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2 LANE MACHINE

DIMENSIONS

HEIGHT - 630 MM

WIDTH  - 310 MM

DEPTH  - 495 MM

WEIGHT 27 KG

POWER SUPPLY 220 VOLTS / 50 HZ

CANISTER

CAPACITY1 KGS

AVAILABLE OPTIONS OF 2 INGREDIENTS OPTIONS

STAGGERED DISPENSING OPTION FOR

TEA BAGTEA

DISPENSING RATE - 4 CUPS/MIN (100

ML EACH)COFFEE

TEMPRATURE INTERLOCKING

AUTO CLEANING

WATER SOURCE - FILTER PROVIDED

WITH THE WATER JAR

(TROLLEY CAN BE PROVIDED. HEIGHT

REQUIRED 900MM.)

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Option 3:

4 LANE MACHINE

DIMENSIONS HEIGHT - 635 MM

WIDTH  - 445 MM

DEPTH  - 545 MM

WEIGHT 30 KG

POWER SUPPLY230 VOLTS / 50

HZ

AVAILABLE OPTION OF 4 INGREDIENTS OPTIONS

STAGGERED DISPENSING OPTION FOR

TEA BAG1. TEA

OPTION FOR CAPPUCCINO / MOCHA

DRINKS2. COFFEE

DISPENSING RATE - 5 CUPS/MIN (100 ML

EACH)3. CAPPUCCINO

TEMPRATURE INTERLOCKING 4.TEA W/O SUGAR

(TEA BAG )

WATER SOURCE - ON LINE / WATER

BOTTLE ON M/C5. BLACK COFFEE

Option 4:

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6 LANE MACHINE

DIMENSIONSHEIGHT - 645

MM

WIDTH  - 445 MM

DEPTH  - 580 MM

WEIGHT 35 KG

POWER SUPPLY

230 VOLTS / 50 HZ

AVAILABLE OPTION OF 6 INGREDIENTS OPTIONS

STAGGERED DISPENSING OPTION FOR TEA BAG

1. TEA

OPTION FOR CAPPUCCINO / MOCHA DRINKS

2. COFFEE

DISPENSING RATE - 5 CUPS/MIN (100 ML EACH) 3. CAPPUCCINO

TEMPRATURE INTERLOCKING 4. LEMON TEAWATER SOURCE - ON LINE / WATER BOTTLE ON M/C

5.TEA W/O SUGAR

(TEA BAG )6. TOMATO SOUP7. BLACK COFFEE8. BLACK TEA

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PART - II

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STATEMENT OF THE PROBLEM

Broadly speaking this study has been under taken on a

detail study, consisting of areas covering all the aspects of

corporate sale and detail understanding of all the competitive

brands of vending machine. In India, vending machine market

since past few years, is flooded with different varieties of

vending machine of different companies. In such a situation

the consumer is in dilemma in preferring a particular product

because different brands of vending machine amongst them.

With much competition of different companies producing

similar products the study is also aimed at those potential

consumers of vending machine of different brands and the

other company’s brands like Nescafe, Georgia, Amazon and

Coffee Day etc.

Consumer varies tremendously in size of consumption of

brew (i.e. Tea and Coffee) and taste. Also these factors have

been taken into consideration while ascertaining the consumer

preference for vending machine.

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SIGNIFICANCE OF THE STUDY

Although this study is conducted at small level (only

Noida and nearby) yet the findings and suggestions of it will

help the management of the organization i.e. Hindustan Unilever

Limited, in better way to understand the detail study of areas

covering all the aspects of corporate sale of vending machine

and it will also consist the detail understanding of the

competitive brands of HUL’s vending machine. The study will

also help the organization in making decision regarding

promotional schemes and also identified the hidden

opportunity in the certain other area other than corporate sale.

So that, the corporate consumer may be find the product more

attractive due the persons working therein may become

demanding of HUL’s vending machine.

OBJECTIVE OF THE STUDY

The main objective of the study to utilize my theoretical

knowledge in realm of marketing world to understand the

complex/ competitive market situations and gain experience

with the organization, where I utilise eight weeks time to

understand the difference between practical and theoretical

knowledge.

The study has been conducted to understand the detail

study of all the aspects of retailing concerned with the HUL’s

vending machine. The specific objective, which under taken in

my study, is to understand the corporate sale, the competitive

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brands of HUL’s vending machine and walk through the

product sale in corporate world which reflect my own personal

views and measures even the near by areas with hidden

opportunity.

IMPORTANCE OF THE STUDY

Importance for the students: This course does not

answer all the problems which arise in the practical field. There

are many certain formulas for analyzing particular problems,

but the aim of the study is to develop ability of decision

making. A right decision at the right time itself helps the

organization to run efficiently. Therefore, the eight weeks

training is most important for the students of management.

Summer training in any organization gives an idea in

taking tactfully right decision at right time when problems

come to an executive. So finding the solution of the problem,

right decision making and knowledge of different types of

marketing activities gives much more importance to the study.

Importance for the company: Though

toady’s market is very competitive for all type of consumables,

but I find that Vending Machine market is more competitive

market in a view that (1) it is industrial or office consumable

product, thus can be defined as corporate sale, (2) It is

everybody’s requirement but not essentially required by every

one and (3) Only reputed Brands are in the market. Therefore,

every seller of this product has uphill task while selling the

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products. In such a market, it becomes highly imperative to

take account of the constantly changing brand perception.

It is here that this project becomes important as it aims

to understand all the aspects of corporate selling, the detail

study of all the competitive brands of HUL’s products. The

observational study made during the training would help the

marketing division of HUL to devise effective market strategy

for the given area that would ultimately help to strengthen

their position in the market, would enhance brand preference

amongst the consumers.

THEORETICAL PERSPECTIVE OF THE

STUDY

Consumer is the sovereign in the market. All economies

activity in the market namely, production, distribution,

exchange, consumption are governed, regulated and adjusted

in accordance with the needs and wishes of the consumers.

Analysis of consumer behavior has considerable importance in

marketing management, with the changing in its philosophy. In

the early days these was basically sellers market, very few

products concentrated in quality and reasonable price

structure, with the emergence of the competitors market

started flooding with goods and services, so each seller found

it difficult to sell products if unable to communicate the

consumers in respect of products’ quality and reasonable

price.

77

RESEARCH

METHODOLOGY

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MARKET RESEARCH:

Marketing research has become most important tool for

decision making in the field of marketing due to the following

reasons.

Business environment is changes very rapidly which

needs to continuous modification and improvement.

It provides correct and reliable information about

customer, competitors and ones own activities to the

manager, so that the huge amount spent on marketing

activities to be utilized properly.

Since modern business is customer oriented, it (MR)

provides the producer a systematic and analytical

approach based on assessment on customer

requirements, which helps the producer in maximization

of net profit by producing such products that fulfill the

customer’s utmost level of satisfaction.

Thus marketing research is a systematic gathering,

recording and analysis of data about the problem facing the

company. It helps the marketing manager to develop and

analyze new information, which is further helpful in developing

marketing strategy. Now it can be said that marketing

research covers a very wide variety of activities ranging from

analysis of marketing potential and market share to studies of

customers satisfaction and purchase intention.

79

METHODOLOGY:

The basic needs of any research are data and method of

collecting it. Data is an information on the basis of which

inference are drawn, therefore, data become a very important

and vital factor in research study. The main purpose behind

framing a methodology is to desirable the research procedure

which includes research design, data sources, data collection

method, research instructions, and sampling plan.

RESEARCH DESIGN:

This is the comprehensive master plan of the study

undertaking given the general statement of the method used

and procedure followed. It help the researcher to insure that

the requisite data, in accordance with the topics of the study of

all the aspects of corporate management, it will also be consist

of detail understanding all the competitive brands of HUL, and

an Questionnaire study will be conducted of own walk in

different companies with the reference of HUL (DELHI JAIPUR

HIGHWAY GURGAON) was descriptive in nature. It is a kind of

study, which is undertaken when the researcher is interested

in knowing to which vending machine is operating and tries to

take an appointment so that I can explain about my product.

The purpose of this study is to insure about the “which type of

vending machine is installed in the company”. Thus, the

research design used for study was descriptive research

design.

80

COLLECTION OF DATA:

DATA SOURCE: The various sources of information can be

broadly divided into two categories.

Primary source

Secondary source

Primary source: Sources from where first hand

information is gathered directly are called PRIMARY DATA. In

case of the above study primary source of collecting data was

provided by the company.

Secondary data: The source of information, already

gathered for some other purpose from other sources such data

are called secondary data. These data can be available from

different magazines, journals and company profiles. So, with

regards to my study to collect the secondary data I went

through the company records, magazines, internet and news

papers.

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DATA COLLECTION METHODThe following method is widely used for collecting data:-

Questionnaire

In the above-mentioned method, questionnaire methods

were mainly used for the undertaken topic. Survey

method was mostly used for collecting data through

Questionnaire study with the helped of the framed

questionnaire. regarding survey a detailed study are

conducted which is consists of areas covering of all the

aspects of corporate sector, this survey is also includes

the detail understanding of all the competitive brands of

HUL through the framed questionnaire to understand the

physiology of the competitors, further, an o study will be

conducted of own walk in different companies to identify

the hidden opportunities in the near by areas, according

to the need and permission of the very organization on

behalf on which I was appointed for the survey.

LIMITATIONS:

Although all the efforts have been made to make the

results as accurate as possible, yet the survey suffers from

some limitations. Following are some of the limitations of the

82

study. The purpose of mentioning these limitations is not to

dilute the quality of the results rather to enable the reader to

judge the validity of the result regarding the study. Following

are some limitation of the study.

Sample sizes are limited due to certain constraint.

Lack of funds was the major obstruction to limit my

survey to a small sample of respondents.

Duration of study is also limited further intensive study

field wise.

Finding of the study, which was done only at Noida 1-4,

57-63, Okhla Phase2, Greator Noida, Hozari Complex

Phase2 Noida, Udyog Vihar, Surajpur G.Noida, and NSEZ

Noida.

Last but not the least ‘Weather’ was the most important

constraint because it changes continuously. However, the

limitation has been judiciously counter balanced as far as

practicable. However the research of this type cannot be

absolutely fixed in a perpetual framework of time but in

spite of some inherent limitations, think that the very

report may be useful for the particular organization.

83

SWOT ANALYSIS

84

SWOT ANALYSIS:

It is one thing to discern attractive opportunities in the

environment; it is another to have the necessary competencies to

succeed in these opportunities. Each business needs to evaluate

strengths and weaknesses periodically. In examining its pattern of

strengths and weaknesses, clearly the business does not have to

correct all of its weakness nor gloat about all of its strengths. The big

question is whether the business should limits itself to those

opportunities where it now possesses the required strengths or should

consider better opportunities where it might have to acquire or develop

certain strengths.

A market opportunity is an area of need in which a company can

perform profitably. Opportunities can be listed and classified according

to their attractiveness and the success probability. The company’s

success probability depends on whether its business strengths not only

match the key success requirements for operating in the target market

but also exceed those of its competitors. Mere competence does not

constitute the competitive advantage. The best performing company

will be one of that can generate the greatest customer value and

sustain it over time.

Some development in the external environment represents

threats. An environmental threat is a challenge posed by an

unfavorable trend or development that would lead, in the absence of

defensive marketing action, to sales or profit deterioration.

SWOT ANALYSIS OF HINDUSTAN UNILEVER LIMITED

SWOT: Analysis is important technology by the company can reap its

position future and can over comes its negative aspects. Therefore,

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swot analysis plays an important role of formulating the business

strategies for any company, which is obvious best on its strength,

weakness, opportunity and threats.

Strength of the organization

1. HUL has tie-ups with giant companies;

2. HUL has a monopoly in tea sector;

3. HUL provides best services to its customers;

4. HUL tie-up with EUREKA FORBES LIMITED for auditing monitoring

the quality;

5. Performance and upkeep of HUL vending machine;

6. HUL has Pre-approved machine manufacturers with strength QC

process;

7. HUL has a dedicated well-equipped Technical team, sales and

support teams for 24X7 Assistance; and

8. HUL vending machine has remote locking facility.

Weakness of the organization

1. HUL gives less importance to small companies.

2. HUL does not give much importance of having coffee corner.

Opportunity for the organization

1. HUL has lot of small account, which it can cover.

2. HUL has its chikori mix coffee.

Threat for the organization

1. HUL biggest threat is Nescafe coffee.

2. HUL should concentrate on small accounts as Nescafe create big

difference by having an upper hand in that sector.

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DATA ANALYSIS

87

DATA ANALYSIS AND INTERPRETATION:

BRAND MIX

This question tries to find out the number of brands available in

each competitor of HUL products. Through the analysis of the below

bar graph it is very much clear that the HUL products are leading to

their competitors in respect of the number of brand mix present in the

market.

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MARKET POSITION OF DIFFERENT COMPANIES PRODUCT

The above graph and table shows that HUL product are leading to

their competitors in respect of brand mix, regal and inc.5 are the main

competitors of HUL products in respect of brand mix.

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Market Share of different company’s Vending Machine in

OKHLA

28%

0%

8%

0%12%

52%

Nas Café

Amazon

Georgia

Café Coffee Day

Lipton

No Machine

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Market Share of different company’s Vending Machine in

NOIDA

32%

0%13%

5%19%

31%Nas Café

Amazon

Georgia

Café Coffee Day

Lipton

No Machine

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Market Share of different company’s Vending Machine in

G.Noida and NSEZ

18%0%

6%

3%

25%

48%

Nas Café

Amazon

Georgia

Café Coffee Day

Lipton

No Machine

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CONCLUSION:

The project on corporate marketing gives the deep understanding

of all the aspect of corporate marketing, which covers all the key area

of selling along with all the glamour features such as brand reflecting,

ambience, soothing music, staff with the apt attitude to provide all the

comfort required by the customers. I have tried my level best to cover

all the aspect of corporate marketing of HUL offices along with the

competitor’s analysis of the HUL product. In spite of some limitations,

the project is completed covering the detail study of corporate

marketing.

Really, this project was like a challenge for me, I have accepted

and completed with the best of our efforts, knowledge and skills. The

study gives some of the conclusion, which is follows:

HUL established a strong position in the HUL product in market.

HUL brand doing well in the market.

Nescafe is a European brand so it is our greatest strength in the

business.

There is a huge competition in corporate market.

Eventually I conclude by saying that I fell top of the world when I

think about my association which are having there business not

only with the country but also having there business outside the

country with these brand. It makes me feel top of the world when

I say that I have worked on retail management of Hindustan

Unilever Limited.

93

RECCOMMENDATION:

Approximately 48% market share is left, in and around Noida,

where no machine is installed and which shows substantial sale of

machine could be made in this area by persuading the probable

customers.

HLL should motivate its staff members to be more committed and

loyal to the company so that they can do value addition to HLL by

serving better to the customers. Motivation for store staff

members include launching of incentive schemes like providing

commissions and awards like for the best who achieve the

maximum sales target in the year.

HLL should promote segmental targeting i.e. it should come up

with schemes for focused target segment.

HLL should train its staff members and their sales employees

from time to time to make them aware of latest retailing

techniques.

HLL should formulate corporate strategy focusing especially on

Tea, coffee and daily uses Product because there is vast potential

to be tapped by tea and coffee in Indian Market as well as

through out the world.

HLL should focus to their promotional activities because in

respect of promotional activities HLL are very far behind from

their competitors especially from Nescafe, Georgia, Amazon, and

Cafe Coffee Day.

There is much more focused required to the window display of

the HLL products because in respect of window display HLL

products is very far behind from their competitors especially from

Nescafe, Georgia, Amazon , Cafe Coffee Day.

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The requirement, which is demanded by the store manager, is not

fulfill on time. Therefore, it is recommended that the

requirements of the store are fulfill on time so the customer are

not return due the non-availability of proper stock.

Last but not the least there is a vast potential to be tapped in the

retail sectors of vending machine in these days companies are

coming every where the traditional types of outlets are their

extinction, people in these days preferred the branded product so

more focused are given to the retail management and enhanced

the brand image of HLL product.

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BIBLIOGRAPHY

96

BIBLIOGRAPHY: CONCERND BOOKS

1.) MARKETING MANAGEMENT--- KOTLER PHILIP

2.) RESEARCH METHODOLOGY-----KOTHARI C.R.

MAGAZINES

1.) BUSINESS WORLD

2.) BUSINESS INDIA

NEWSPAPERS

1.) THE HINDUSTAN TIMES

2.) TIMES OF INDIA

97

STUDENT DECLARATION

I am MD. ARIF KHAN Student of MBA here by declared that the research

report entitled ‘COMPARATIVE ANALYSIS- MARKET SHARE OF

VENDING PRODUCTS OF HUNDUSTAN UNILEVER LIMITED

WITH ITS COMPETITORS is completed and submitted under the

guidance of MS. SWATI BHATT is my original work. The imperial finding

in this report is based on the data collected by me. I have not submitted this

project report to SRM-IST or any other University for the purpose of

compliance of any requirement of any examination or degree.

DATE: MD. ARIF KHAN

PLACE: MBA III SEM

ROLL NO. 3508461

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ACKNOWLEDGEMENT

At the very beginning, I wish to render my deep sense of gratitude with

special thanks and due regard to MS .PRIYANKA SRIVASTAVA

(TERRITORY SALES INCHARGE, HINDUSTAN UNILEVER LIMITED)

whom I required the privilege of working. His invaluable guidance and

thoughtful consideration had been the key motivating factor throughout

my project, which enabled me to complete my project so efficiently and

effectively.

I wish to express my respectable thanks and gratitude to MS . SWATI

BHATT, (Faculty of M.B.A. SRM UNIVERSITY) theoretical knowledge

about the subject.

I feel immense pleasure to offer my thanks to faculty members, who co-

operated in analysis of data and helped me to understand some behavioral

aspects of consumers. I am very thankful to my friends who directly and

indirectly helped me in collection of data and material related to the

research topic.

MD.ARIF KHAN

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