Internship Report on

SALES AND DISTRIBUTION MANAGEMENT IN (HUL)

BY

AMIT KUMAR

ID- ASM12PGDM006

Submitted to

ACHARYA SCHOOL OF MANAGEMENT, BANGALORE

In partial fulfillment of the requirements for the award of the degree of

POST GRADUATE DIPLOMA IN MANAGEMENT

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDEProf: RAVI KUMAR SANJAY GUPTA

ACHARYA SCHOOL OF MANAGEMENT

Department of PGDM (2012-2014)Dr Sarvepalli Radhakrishnan Road

Soldevanahalli, Hesarghatta Main Road, Bangalore -560090

1

CERTIFICATE

This is to certify that AMIT KUMAR bearing Roll Number ASM1204003, is a bonafide

Student of Post Graduate Diploma In Management, Acharya School of Management

(Batch 2012-14), Approved by AICTE, Ministry of HRD, New Delhi. Internship report on

“SALES AND DISTRIBUTION MANAGEN (C.G)” is prepared by him/her under the

guidance of Prof: RAVI KUMAR, in partial fulfillment of the requirements for the award

of Post Graduate Diploma in Management.

Signature of Internal Guide Signature of Head & Mgmt Studies

Prof: RAVI KUMAR

2

Internship Completion Certificate

It is here by certified that Mr. /Ms. _AMIT KUMAR , student of the Acharya School of Management has completed the Internship at our organization _TRIMURTI ENTER-PRISES BHILAI from_27-OCT-2013_ to _04-01-2014 successfully.

Mr. AMIT KUMAR during his/her stay at our organization has performed the assigned

worked satisfactorily and conduct was good. The student has attended all days for com-

pleting his/her internship.

Reporting Officer (With Name, Designation Contact Number & Seal)

3

DECLARATION

I AMIT KUMAR, hereby declare that the Internship report entitled “SALES AND DISTRI-BUTION MANAGEMENT IN (C.G) ”with reference to “TRIMURTI ENTERPRISES BHI-LAI” prepared by me under the guidance of (Prof: RAVI KUMAR) , faculty of the Acharya School of Management.

I also declare that this Internship project is towards the partial fulfillment of the curricu-

lum requirements of PGDM Program at the Acharya School of Management.

I have undertaken this project for a period of 10 weeks. I further declare that this

project is based on the original study undertaken by me and has not been submitted

for the award of any degree/diploma from any other University/Institution.

Place: Bangalore Signature of the student

Date: 22-Jan-2014

4

TABLE OF CONTENTS

CONTENTS Page No

Chapter 1: Executive Summary 06

Chapter 2: Objective of the Study 08

Chapter 3: Industry Profile 10

12

Chapter 4: Company Profile 35

Chapter 5: SWOT Analysis 43

Chapter 6: Methodology of data collection 46

Chapter 7: Analysis and Findings 55

Chapter 8: Recommendations 64

Chapter 9: Conclusion 68

5

CHAPTER 1

EXECUTIVE SUMMARY

6

Executive Summary

The main objective of the project is to get the full knowledge of

the distribution network of the products of the HUL and how they are

using the distribution network as a key differentiating factor from its

competitors. This is also to find the preferences of customer and there market

knowledge and product information, information about the presence of the rivals

of HUL and all the other options they have in the market. HUL are also look -

ing to tap the market in rural sector, so they also taking into considera-

tion the needs and wants of the people there. The study was done with reference

to many products of HUL and there distribution channel in DURG, BHILAI of (C.G).

It was a useful learning to understand the working of HUL.

7

CHAPTER 2

OBJECTIVE OF THE STUDY

8

Objective of the Study

To understand the distribution network of Hindustan Unilever Ltd.

To find the ways to use the distribution network as the key differentiating factor from its competitors.

Scope of the study

The scope of the study is confined to distribution networks in DURG, BHI-LAI only, as the project duration is short time.

9

Limitayion of study

The distributors showed lack of interest due to time constraint or some other personal issues.

CHAPTER 3

INDUSTRY PROFILE

10

Industry Profile

Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer pack-

aged goods. Items in this category include all consumables (other than groceries/

pulses) people buy at regular intervals. The most common in the list are toilet soaps,

detergents, shampoos, toothpaste, shaving products, shoe polish, packaged foodstuff,

and household accessories and extends to certain electronic goods. These items are

meant for daily of frequent consumption and have a high return.

The Indian FMCG sector with a market size of US$14.8 billion is the fourth largest sec-

tor in the economy. The FMCG market is set to double from USD 14.7 billion in 2008-09

to USD 30 billion in 2012. FMCG sector will witness more than 60 per cent growth in ru-

ral and semi-urban India by 2010. Indian consumer goods market is expected to reach

$400 billion by 2010.Hair care, household care, male grooming, female hygiene, and

the chocolates and confectionery categories are estimated to be the fastest growing

segments. At present, urban India accounts for 66% of total FMCG consumption, with

11

rural India accounting for the remaining 34%. However, rural India accounts for more

than 40% consumption in major FMCG categories such as personal care, fabric care,

and hot beverages. In urban areas, home and personal care category, including skin

care, household care and feminine hygiene, will keep growing at relatively attractive

rates. Within the foods segment, it is estimated that processed foods, bakery, and dairy

are long-term growth categories in both rural and urban areas.The growing incline of ru-

ral and semi-urban folks for FMCG products will be mainly responsible for the growth in

this sector, as manufacturers will have to deepen their concentration for higher sales

volumes.

Major Players in this sector include Hindustan Unilever Ltd., ITC (Indian Tobacco Com-

pany), and Nestlé India, GCMMF (AMUL), Dabur India, Asian Paints (India), Cadbury

India, Britannia Industries, Procter & Gamble Hygiene and Health Care, Marico Indus-

tries, Nirma, Coca-Cola, Pepsi and others. As per the analysis by ASSOCHAM, Compa-

nies Hindustan Unilever Ltd, Dabur India originates half of their sales from rural India.

While Colgate Palmolive India and Marico constitutes nearly 37% respectively, however

Nestle India Ltd and GSK Consumer drive 25 per cent of sales from rural India.

A rapid urbanization, increase in demands, presence of large number of young popula-

tion, a large number of opportunities is available in the FMCG sector. The Finance Min-

ister has proposed to introduce an integrated Goods and Service Tax by April 2010.This

is an exceptionally good move because the growth of consumption, production, and em-

ployment is directly proportionate to reduction in indirect taxes which constitute no less

than 35% of the total cost of consumer products - the highest in Asia.. The bottom line is

12

that Indian market is changing rapidly and is showing unprecedented consumer busi-

ness opportunity.

CHAPTER 4

COMPANY PROFILE

13

Company Profile

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sun-

light soap bars, embossed with the words "Made in England by Lever Brothers". with it,

began an era of marketing branded Fast Moving Consumer Goods (FMCG).

  Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux

and Vim. Vanaspati was launched in 1918 and the famous ‘Dalda’ brand came to the

market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufac-

turing Company, followed by Lever Brothers India Limited (1933) and United Traders

Limited (1935). These three companies merged to form HUL in November 1956; HUL

offered 10% of its equity to the Indian public, being the first among the foreign sub-

sidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of the

shareholding is distributed among about 360,675 individual shareholders and financial

institutions.

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

14

Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an interna-

tional acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever

acquired 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.

Since the very early years, HUL has vigorously responded to the stimulus of eco-

nomic growth. The growth process has been accompanied by judicious diversification,

always in line with Indian opinions and aspirations.

The liberalization of the Indian economy, started in 1991, clearly marked an in-

flexion in HUL's and the Group's growth curve. Removal of the regulatory framework al-

lowed 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

1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture,

Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appro-

priate 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

15

Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its

factory represents the largest manufacturing investment in the Himalayan kingdom. The

UNL factory manufactures HUL's products like Soaps, Detergents and Personal Prod-

ucts both for the domestic market and exports to India.

The 1990s also witnessed a string of crucial mergers, acquisitions and alliances

on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari

General Foods, with significant interests in Instant Coffee. In 1993, it acquired the

Kissan business from the UB Group and the Dollops Ice-cream business from Cadbury

India.

HUL launched a slew of new business initiatives in the early part of 2000’s.

Project Shakti was started in 2001. It is a rural initiative that targets small villages popu-

lated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural

affluence even as it benefits business. Currently, there are over 45,000 Shakti en-

trepreneurs covering over 100,000 villages across 15 states and reaching to over 3 mil-

lion homes.

In 2002, HUL made its foray into Ayurvedic health & beauty center category with

the Ayush product range and Ayush Therapy Centers. Hindustan Unilever Network, Di-

rect to home business was launched in 2003 and this was followed by the launch of

‘Pure-it’ water purifier in 2004.

In 2007, the Company name was formally changed to Hindustan Unilever Limited

after receiving the approval of shareholders during the 74th AGM on 18 May 2007.

16

Brooke Bond and Surf Excel breached the Rs. 1,000 crore sales mark the same year

followed by Wheel which crossed the Rs. 2,000 crore sales milestones in 2008.

On 17th October 2008, HUL completed 75 years of corporate existence in India.

BRANDS

HUL is the market leader in Indian consumer products with presence in over 20

consumer categories such as soaps, tea, detergents and shampoos amongst others

with over 700 million Indian consumers using its products. Sixteen of HUL’s brands fea-

tured in the ACNielsen Brand Equity list of 100 Most Trusted Brands Annual Survey

(2008). According to Brand Equity, HUL has the largest number of brands in the Most

Trusted Brands List. It has consistently had the largest number of brands in the Top 50,

and in the Top 10 (with 4 brands).

The company has a distribution channel of 6.3 million outlets and owns 35 major

Indian brands. Its brands include Kwality Wall's ice-cream, Knorr soups & meal

makers, Lifebuoy, Lux, Pears, Breeze, Liril, Rexona, Hamam and Moti soaps, Pure-

it water purifier, Lipton tea, Brooke Bond  (Roses, Taj Mahal, Taaza, Red Label)

tea, Bru coffee, Pepsodent and Close Up  toothpaste and brushes,

and Surf, Rin and Wheel laundry detergents, Kissan squashes and jams, Annapurna

salt and atta, Pond's talcs and creams, Vaseline lotions, Fair and Lovely creams, Lakme

17

beauty products, Clear, Clinic Plus, Clinic All Clear, Sunsilk and Dove shampoos, VIM

dishwash, Ala bleach, Domex disinfectant, Modern bread, Axe deo sprays and Comfort

fabric softeners.

MILESTONE ACHEIVED

Five of HUL's leading brands – Lux, Dove, Pears, Clinic Plus and Sunsilk – won

the Reader's Digest Trusted Brand 2008 Awards.

Four HUL brands featured in the top 10 list of the Economic Times Brand Eq-

uity's Most Trusted Brands 2008 survey

HUL was awarded the Bombay Chamber Civic Award 2007 in the category of

Sustainable Environmental Initiatives.

HUL was selected as the top Indian company in the FMCG sector for the Dun &

Bradstreet - American Express Corporate Awards 2007.

HINDUSTAN UNILEVER LIMITED INDIA’S LARGEST FMCG COMPANY

18

19

HUL DISTRIBUTION NETWORK

20

MANUFACTITS ALL ACROSS INDIA

C&F 1 C&F 2 C&F 3 C&F 4 C&F 5 C&F 6 C&F 7

STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS

WHOLESALERS

RETAILERS

CUSTOMERS

This is the whole Distribution Chain of HUL to cover the rural market. The company

have remarkably worked upon to make the supply chain from manufacturers to retailers

simple with very few number of mediators and jobbers. It has helped them to maintain

the transparency in the cycle and also have let them established a prompt delivery

process. The products are manufactured in the factories all across India and then is

supplied from there to the various Carriage and Forwarding (C&F) units which are 5-10

per state depending on the area they have to cover and are established by the com-

pany. These C&F units then supply the products to the various Wholesalers confined to

their area only and according to the wholesalers demand. The wholesalers then supply

the products to the semi-wholesalers and the retailers as per the volume of their order.

Then the semi-wholesalers deliver the products to the retailers and customers.

STAGE 1-

In this stage the products reach to the Carriage and Forwarding unit from various manu-

facturing units established all across India. The volume of the delivery depends upon

the quantity required/ordered by the C&F unit. The depot sends the request of the vol-

ume of the products to the Head Office, which then order the various factories to supply

the products to the mentioned depot. The supply is met within a week. HUL has 45

C&F’s with 7000 stockists and 2000+ suppliers and associates to target the market.

21

MANUFACTURER

C&F

STAGE 2-

The C&F then supplies the products according to the demand of various wholesalers.

Each of the depot cover a region assigned to them.

Each C&F acquires 5-7 trucks and hire 4-5 more trucks to supply products everyday.

They work on the concept of advance payment by DD by the wholesalers and deposit

them in the bank which is transferred to the head office.

22

C&F

WHOLESALERS

HUL DISTRIBUTION NETWORK IN RURAL MARKET

IN Rural Geographic Regions of India the product which should be made by the manu-

factures can be delivered through by C & F unit and these unit provide stock in the hand

of the merchant wholesalers. Wholesaler delivers the product or stock to the different

retailers (who sales stock in breaking bulk) through by agents. The main difference in

urban and rural areas distribution networks are the agent who made relation between

23

ALL ACROSS INDIA

C&F 1 C&F 2 C&F 3 C&F 4 C&F 5 C&F 6 C&F 7

STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS

WHOLESALERS

RETAILERS

CUSTOMERS

AGENTS

merchant wholesalers to retailers. Retailers can sell stock in small quantity to the ulti-

mate consumers.

\

24

CHAPTER 5

SWOT ANALYSIS

25

SWOT ANALYSIS

Strengths HLL en joys a fo rmidab le d is t r ibu t ion ne twork cover ing over 3400 d is -

t r ibu to rs and 16 million outlets. This helps them maintain heavy volumes,

and hence, fill the shelves of most outlets. The new sales organization named 'One

HLL' brings "Household and Personal Care “and foods distribution networks to-

gether, thereby aligning all the units towards the common goa l o f ach iev ing

success . HLL has been con t inuous ly ab le to g row a t a ra te more than

growth rate for FMCG Sector, thereby reaffirming its future stronghold in In -

dian market. P r o j e c t   S h a k t i R r a l   I n -

d i a   i s   s p r e a d   a c r o s s   6 2 7 , 0 0 0   v i l l a g e s   a n d   p o s s e s s e s   a   s e r i o u s

d is t r ibu t ion cha l lenge fo r FMCG Cos . HLL has come up w i th a un ique

and success fu l i nitiative wherein the women from the rural sector market HLL prod-

ucts, and hence, are able to reach the same wavelength as of the common man

in village. Apart from product reach, the in i t i a t i ve a lso c rea tes b rand

awareness amongs t the lower s t ra ta o f soc ie ty . Th is has  brought about

phenomenal results.

26

Weakness

HLL's market dominance, originating from its extensive reach and strong brand pres-

ence, allowed it to raise the prices even as raw materials were getting cheaper. Hence,

though the volumes decreased, the  marg ins  g rew,  and company  was

ab le   to  earn  more  p ro f i t s .  Bu t h igher  marg ins  a t t rac ted competition in

areas of operations. HLL's strategy remained focused on creating power

brands and earning higher margins. It was not left with any other option but to try cut-

ting down the costs in order to protect volumes, if not increase it. As shown in above fig-

ure, the key differentiators for an FMCG player are ability to call shots and pricing

power, and HLL has shown weakness over both the re factors. HLL's weakness

was its inability to transform its strategies at the right time. They continued w i th the

same o ld s t ra tegy wh ich he lped them ga in p ro f i t s bu t was no t gen -

u ine in th is change e nvironment. HLL's risk aversion and market myopia

led to stagnation of business, and ferocity of  competition forced it into a defensive

mode. Lack of pricing power in core business and absence of growth drivers have put

HLL on a deflationary mode.

Opportunities

India is one of the world's largest producer of FMCG goods but its exports are miniscule

as compared to p roduc t ion . Though Ind ian Cos . have been go ing

g loba l , the i r focus i s more towards As ian countries because of the simi-

27

lar preferences. HLL is one of the top companies exporting FMCG goods from

India. An expansion of horizons towards more and more countries would help HLL grow

its consumer base and henceforth the revenues. Opportunity in Food Sector - The ad-

vent of modern trade has opened up greater opportunities for HLL to diversify its brand

and strength its food division. It could look at introducing products from its par -

ents stable like margarines and could also look at expanding its Knorr range of

products. Well-placed to take advantage of future FMCG Growth – HUL reach out

80% of 207 million households in the country through various brands. It has a

very well-defined product portfolio spread across many product categories. Penetra-

tion levels for some major

Categories like skin-cream (22%), shampoo (38%), toothpaste (48%) and processed

foods, continue to remain low offerings but great growth opportunities products.

Threats

ITC has reduced its dependence on the cigarettes business - Contribution of

the core business in revenues has come down from 87% in FY99 to 70% in

FY05. Over a period of five years, ITC has extended its presence into areas

like foods, retailing, hotels, greetings, agro, paper, etc. These are  busi-

nesses that can give it growth impetus in the long run. With ITC gaining mo -

28

mentum in each of these businesses, it is turning into a consumer monolith,

and hence, the greatest threat to HLL's Business. SSKI India has gone on to say,

"they maintain Out performer on ITC with a price target of Rs. 2200, while our under

performer call on HLL remains unaltered (price target of Rs. 160)."

29

CHAPTER 6

METHODOLOGY OF DATA COLLECTION

30

Methodology of Data Collection

The Data for this project was collected through Primary and Secondary sources.

PRIMARY DATA:

It is essential to collect PRIMARY DATA to make sample survey. A successful and

the most popular technique of data collection is through a questionnaire, thus a ques-

tionnaire was framed and distributed manually among different people who are resid-

ing in the CHATTISGARH region.

SECONDARY DATA:

This Report is dedicated to Secondary information about company profile and

various decisions taken by the company regarding product line expansion, prod-

uct line pruning and various other matters related to product line. I have collected

this information with the help of internet and journals. This report gives you rele-

vant information about various activities taken by Hindustan Unilever limited.

31

DATA COLLECTION TOOL:

I have collected all the information with the help of Internet, Journals and Sec-

ondary source.

SAMPLE PLAN

Units- People residing in the Chhattisgarh region.

Size- 43 respondents.

ANALYSIS OF DATA

Three preliminaries should be followed for analyzing the data:-

1. Editing

2. Classifying

.

32

CHAPTER 7

ANALYSIS AND FINDINGS

33

1. Do you keep products of HUL in your outlet/shop?

a).Yes 88 b). No 12 .

2. Why don’t you keep the products of HUL in your shop or why did you stop keep-ing its products?

a). erratic supply 4

b). lack of demand 2

c). low margin 2

d). no supplier 3

34

Do you keep products of HUL in your outlet/shop?

88

12

0

10

20

30

40

50

60

70

80

90

100

Yes No

e). don’t know about the company 1

2. From whom do you purchase your product?

1). Distributor 25

2). Dealer/ Agent 40

3). Agency 18

35

Why don’t you keep the products of HUL in your shop?

4

2 2

3

1

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1

erratic supply

lack of demand

low margin

no supplier

don’t know about thecompany

4). Wholesaler 17

3. How do you rate the delivery process of the distributor/dealer?

a) Excellent 25

b) Above Average  33

c) Average  38

d) Below Average  4

e) Extremely Poor  0

36

From whom do you purchase your product?

25

40

18

17

Distributor

Dealer/ Agent

Agency

Wholesaler

37

How do you rate the delivery process of the distributor/dealer?

25

33

38

4 0

  Excellent

Above Average 

Average 

Below Average 

Extremely Poor 

4. Are you satisfied with the distributor/dealer behavior?

Yes 68

No 32

38

Are you satisfied with the distributor/dealer behavior?

68

32

0

10

20

30

40

50

60

70

80

1

Yes

No

5. Are you satisfied with the delivery of the goods supplied by distributor/ dealer?

Yes 71

No 2

39

Are you satisfied with the delivery of the goods supplied by distributor/ dealer?

71

29

Yes

No

6. Are they providing you adequate supply of goods?

Yes 76

No 24

40

7. Is the distributor taking the damages/ compensation regularly?

Yes 78

No 22

41

Are they providing you adequate supply of goods?

76

24

0

10

20

30

40

50

60

70

80

1

Yes

No

Is the distributor taking the damages/ compensation regularly?

78

22

0

10

20

30

40

50

60

70

80

90

1

Yes

No

8. What is the mode of payment to the distributor/ Dealer by Retailer?

Cash 62

Credit 24

Cheque 14

42

9. Are they providing you any discount on cash payment?

Yes 52

No 48

43

What is the mode of payment to the distributor/ Dealer by Retailer?

62

24

14

Cash

Credit

Cheque

10. Any extra benefit for the increment of the sales given by them?

Windows Display 75

Long term sales plan 20

Canopy 5

44

146

47

48

49

50

51

52

53

52

48

Are they providing you any discount on cash payment?

Yes

No

1. Can agents regularly make aware you about the new products of HUL regular or

not?

45

75

20

5

Any extra benefit for the increment of the sales given by them?

Windows Display

Long term sales plan

Canopy

Yes 72

No 28

FINDINGS

46

Can agents regularly make aware you about the new products of HUL regular or not?

72

28

0

10

20

30

40

50

60

70

80

1

Yes

No

1. 88% of distributer keep HUL product in their outlet.

2. 25% of retailor purchase our product from distribute.

40% of retailor purchase our product from dealer or agents.

18% of retailor purchase our product from agencies.

17% of retailor purchase our product from wholesaler

3. 68% of retailor are satisfied with our distributer or dealer behavior.

4. 71% of retailor satisfied with the delivery of goods supply by distributer /dealer.

5. 76% of dealer providing adequate supply if goods

6. 52% of dealer providing cash discount.

7. 72% of distributer provide information about new launch of HUL products.

8. Majority of 33% of retailor do not keep the stocks due to low margins.

47

CHAPTER 8

RECOMMENDATIONS

Recommendations

48

HUL should serve channel partners and customers by replacing damaged prod-

ucts continuously.

HUL should improve the response time and try to deliver products on time.

HUL should encourage to the dealer to provide cash discount.

HUL should increase the quality of packaging of their product to decrease the

damages.

Launching for several sales promotional schemes for existing wholesaler and dis-

tributors instance, it has started the ‘Vijeta – Rista jeet ka’ scheme last year to

provide a platform for the wholesaler and HUL to grow the business by earning

points and redeem them.

49

CHAPTER 9

CONCLUSION

Conculaction

With the study of the topic we can know about the distributor relationship with the retail -

ers of the largest firm in retail Sector are:

50

HINDUSTAN UNILEVER LIMITED.

With the study it can be easily known how the retailers are been selected HINDUSTAN

UNILEVER LIMITED (Super value store) and what the terms and conditions regarding

the selection of the retailers and what are the benefits being provided to the retailers

and what are the various benefits being provided to the retailers in order to increase

their sales.

The company is making there strategies regarding the customer and the various prod-

uct assortment being provided to the retailers and whether the distributor is helping the

retailers in managing the demand of the retailers and also the sales agent behavior and

delivery man behavior affects the sale of the retailers as well as the distributor.

So, my study is visualize the distribution channel of the HINDUSTAN UNILEVER LIM-

ITED in rural areas and they say that retailers liked

ARTICLES:WEBLIOGRAPHY

Books:-

51

C R Kothari (Research Methodology)

Websites:-

www.hul.com

www.google.com

Magazines & Newspapers:-

Business World

Economic Times

The Times of India

52