“SELLING OF VENDING MACHINE”

A Summer Internship Report on

General Training at HUL with Special Reference to “SELLING OF VENDING MACHINE”

Submitted toPrestige Institute of Management & Research, Indore

Towards partial fulfilment forThe degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

Under the Guidance ofProf. Sunil Kumar Verma

Submitted by:Vibhor Khandelwal

Session: 2013-15

Prestige Institute of Management & Research, Indore (M.P.)[An Institution approved by AICTE/UGC, Approved program

Affiliated to DAVV, INDORE]

PIMR, Indore Page 1

Indore-452010CERTIFICATE OF APPROVAL

We approve this Summer Project Report titled “General Training at Hindustan Unilever

Limited with special reference to promotion and selling of vending machine” as a

certified study in management carried out and presented in a manner satisfactory to warrant

its acceptance as a prerequisite for the award of Master Of Business Administration in

Marketing Management for which it has been submitted. It is understood that by this

approval we do not necessarily endorse or approve any statement made, opinion expressed or

conclusion drawn therein but approve the Summer Project Report only for the purpose it is

submitted.

Power Pro Enterprises(Authorised concessionary of HUL)

PIMR, Indore Page 2

PREFACE

The project is a part of the academic curriculum required for the fulfilment of the two years

full time programme, pursuing Master of Business Administration in PRESTIGE

INSTITUTE OF MANAGEMENT AND RESEARCH, INDORE.

The project called Summer Internship Programme was undertaken at HINDUSTAN

UNILEVER LIMITED. The project aimed at analysing the market potential of HUL Vending

Products with respect to its competitors.

The study was carried out interacting closely with the sales team as well as distributors and

dealers of UJJAIN REGION. It also involved face to face interaction between different

customers and corporate individuals.

The project has shown a significant light on the market share of different products under

Vending Division (Lipton Tea, Bru Coffee, Taj Mahal Tea Bags and some other products)

with respect to its competitors like Nestle, Georgia, Wagh Bakri, and Amazon etc.

Academically, the project provides a unique opportunity to have an exposure to real life

business environment and to have an insight into the management ins and outs, thus helping

learning to be more purposeful and meaningful.

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ACKNOWLEDGEMENT

After the completion of Summer Internship Report work, words are not enough to express

our feelings about all those who helped us to reach our goal, feeling above this our

indebtedness to the almighty for providing us this moment in life.

First and foremost, we take this opportunity to express our deep regards and heartfelt

gratitude to our guide Prof. Sunil Kumar Verma, PIMR, Indore for his inspiring guidance

and timely suggestions in carrying out our internship successfully. He has also being a

constant source of inspiration for us. Working under his guidance has been an opportunity for

us to learn more and more.

We extend our deepest gratitude to Dr. Yogeshwari Phatak, Director, PIMR, Indore for

providing all the necessary facilities and true encouraging environment to bring out the best

of our endeavours.

Last but not the least we thank our family for their support, patience, blessings and

understanding while completing my research.

Vibhor Khandelwal

PIMR, Indore Page 4

CERTIFICATE BY FACULTY GUIDE

This is to certify that Vibhor Khandelwal of Master of Business Administration (MM) in

academic year 2013-15 has completed his SUMMER TRAINING PROJECT work on

General Training at HUL with Special Reference to “SELLING OF VENDING

MACHINE”. It is a bona fide presentation of work by him under my guidance and

supervision.

Guided by:

Prof. Sunil Kumar Verma

Date:

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DECLARATION

I, undersigned, hereby declare that the following project title:

General Training at HUL with Special Reference to “SELLING OF VENDING

MACHINE” is an authentic work done by me.

The information and data given in this report are true to the best of my knowledge.

I also acknowledge that I took the help of primary & secondary data collection through

various available resources.

VIBHOR KHANDELWAL

PIMR, Indore Page 6

EXECUTIVE SUMMARY

Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch Company – UNILEVER.

Both Unilever & HUL have established themselves well in the Fast Moving Consumer Goods

(FMCG) category. Unilever is a multinational consumer goods company and its products are

grouped into 4 main segments: Personal Care, Home Care, Foods and Refreshment. Unilever

owns more than 400 brands among which the main selling ones are: Axe, Dove, Knorr,

Lipton, Lux, Surf, Sunsilk etc. Unilever was a result of the merger between the Dutch

Margarine Company, Margarine Unie, & the British soap maker, Lever Brothers, way back in

1930. For 84 years, Unilever was the undisputed market leader but now faces though

competition from Procter & Gamble and Colgate-Palmolive.

The project gives a comprehensive idea about the “SALES AND PROMOTION OF

VENDING PRODUCT” of one of the most important business sector in India, the FAST

MOVING CONSUMER GOODS (FMCG) sector. The project was an endeavour to study the

existing Vending Business and the Lipton’s presence in it.

The objective of the training was to identify customer requirement Lipton Tea/ Coffee

Vending Machine by the cold calling process, survey for promotion, using marketing

strategies and selling of tea / coffee vending machine in various organization & to study the

customer feedback process for installed machines at Ujjain City.

The summer training was conducted for 45 days at Ujjain city under the guidance of S.T.

Enterprises & HUL Vending Division Team from bottom to the top level key persons where I

was able to understand each & every small step with developed, forecast for the next

opportunities and the enhancement of the business with the help of clear aim & vision

resulting into Customer Satisfaction.

The task of installing a vending machine gets accomplice after several rounds of negotiations

the respective company representative is made acquainted with the benefit his organization

will get with Lipton. For this, a comprehensive cost-benefit has to be presented to him to

convert the prospect into key account of HUL. Once an order is placed, the Lipton crew along

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with the distributor installs the Lipton Vending Machine. Proper and regular technical support

and proper providing service of premixes are provided for machine.

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CONTENTS

CHAPTER TITLE PAGE No.

Chapter 1 9-651.1 Introduction 101.2 History 121.3 Vision & Mission 201.4 Organizational Structure 241.5 Financial Performance 281.6 Personnel Policies 321.7 Products & Services Offered 381.8 Areas of Operation 411.9 Vending Scenario In India 471.10 Technical Specification of Vending Machine 501.11 Competitor Products 63

Chapter 2 66-672. Introduction to the Project 67

Chapter 3 68-693. SWOT Analysis 69

Chapter 4 70-724.1 Conclusion 714.2 Suggestion 72

Chapter 5 73-745. Future implication of study 74

Chapter 6 75-766. Observations & learning 76

Chapter 7 77-787. Recommendations 78

Chapter 8 79-808. Bibliography 80

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CHAPTER 1

1.1INTRODUCTION

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INTRODUCTION

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer GoodsCompany with a heritage of over 80 years in India and touches the lives of two out of threeIndians.

HUL works to create a better future every day and helps people feel good, look good and getmore out of life with brands and services that are good for them and good for others.

With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos,skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, andwater purifiers, the Company is a part of the everyday life of millions of consumers acrossIndia. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin,Wheel, Fair & Lovely, Pond’s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent,Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit.

The Company has over 16,000 employees and has an annual turnover of INR 27408 crores(financial year 2013 - 2014). HUL is a subsidiary of Unilever, one of the world’s leadingsuppliers of fast moving consumer goods with strong local roots in more than 100 countriesacross the globe with annual sales of €49.8 billion in 2013. Unilever has 67.25%shareholding in HUL.

Hindustan Unilever’s distribution covers over 1 million retail outlets across India directly andits products are available in over 6.3 million outlets in the country, nearly 80% of all retailoutlets in India. The company claims that two out of three Indians uses its many home andpersonal care products, foods and beverages. HUL works to create a better future everydayand helps people feel good, look good and get more out of life with brands and services thatare good for them and good for others.


1.2 HISTORY


HISTORY

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soapbars, embossed with the words "Made in England by Lever Brothers". With it began an era ofmarketing branded Fast Moving Consumer Goods (FMCG).

Followed by Lifebuoy in 1895 and otherfamous brands like Pears, Lux and Vim,Vanaspati was launched in 1918 and the famousDalda brand came to the market in 1937.

In 1931, Unilever set up its first Indiansubsidiary, Hindustan Vanaspati ManufacturingCompany, followed by Lever Brothers IndiaLimited (1933) and United Traders Limited(1935). These three companies merged to formHUL in November 1956; HUL offered 10% ofits equity to the Indian public, being the firstamong the foreign subsidiaries to do so.Unilever now holds 67.25% equity in thecompany. The rest of the shareholding is distributed among about three lakh individualshareholders and financial institutions.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the companyhad launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited wasformed. 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 Lipton in1972 and in 1977 Lipton Tea (India) Limited was incorporated.

Pond's (India) Limited had been present in India since 1947. It joined the Unilever foldthrough an international acquisition of Chesebrough Pond's USA in 1986.

Since the very early years, HUL has vigorously responded to the stimulus of economicgrowth. The growth process has been accompanied by judicious diversification, always inline with Indian opinions and aspirations.

The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion inHUL's and the Group's growth curve. Removal of the regulatory framework allowed thecompany to explore every single product and opportunity segment, without any constraintson production capacity.

Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of themost visible and talked about events of India's corporate history, the erstwhile Tata Oil MillsCompany (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yetanother Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme UnileverLimited, to market Lakme's market-leading cosmetics and other appropriate products of boththe companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its50% 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. HULhas also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factoryrepresents the largest manufacturing investment in the Himalayan kingdom. The UNL factorymanufactures HUL's products like Soaps, Detergents and Personal Products both for thedomestic market and exports to India.

The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foodsand 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 theUB Group and the Dollops Icecream business from Cadbury India.

As a measure of backward integration, Tea Estates and Doom Dooma, two plantationcompanies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond Indiaand Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enablinggreater focus and ensuring synergy in the traditional Beverages business. 1994 witnessedBBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the companyentered into a strategic alliance with the Kwality Icecream Group families and in 1995 theMilk food 100% Icecream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internalrestructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998.The two companies had significant overlaps in Personal Products, Speciality Chemicals andExports 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 wasdone to ensure for the Group, benefits from scale economies both in domestic and exportmarkets 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 inModern Foods to HUL, thereby beginning the divestment of government equity in publicsector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategicextension of the company's wheat business. In 2002, HUL acquired the government'sremaining stake in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of theAmalgam Group of Companies, a leader in value added Marine Products exports.

HUL launched a slew of new business initiatives in the early part of 2000’s. Project Shaktiwas started in 2001. It is a rural initiative that targets small villages populated by less than5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as itbenefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over100,000 villages across 15 states and reaching to over 3 million homes.

In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayushproduct range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to homebusiness was launched in 2003 and this was followed by the launch of ‘Pureit’ water purifierin 2004.

In 2007, the Company name was formally changed to Hindustan Unilever Limited afterreceiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond


and Surf Excel breached the Rs 1,000 crores sales mark the same year followed by Wheelwhich crossed the Rs.2000 crores sales milestone in 2008.

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

In January 2010, the HUL head office shifted from the landmark Lever House, at BackbayReclamation, Mumbai to the new campus in Andheri (E), Mumbai.

On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched inIndia at New Delhi.

In March, 2012 HUL’s state of the art Learning Centre was inaugurated at the HindustanUnilever campus at Andheri, Mumbai.

In April, 2012, the Customer Insight & Innovation Centre (CIIC) was inaugurated at theHindustan Unilever campus at Andheri, Mumbai

HUL completes 80 years of corporate existence in India on October 17, 2013.


CHRONOLOGY OF KEY EVENTS

YEAR MILESTONES1888 Sunlight soap introduced in India.1895 Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai, Chennai,

Kolkata, and Karachi.1902 Pears soap introduced in India.1903 Brooke Bond Red Label tea launched.1905 Lux flakes introduced.1913 Vim scouring powder introduced.1914 Vinolia soap launched in India.1918 Vanaspati introduced by Dutch margarine manufacturers like Van den Berghs,

Jurgens, Verschure Creameries, and Hartogs.1922 Rinso soap powder introduced.1924 Gibbs dental preparations launched.1925 Lever Brothers gets full control of North West Soap Company.1926 Hartogs registers Dalda Trademark.1930 Unilever is formed on January 1 through merger of Lever Brothers and Margarine

Unie.1931 Hindustan Vanaspati Manufacturing Company registered on November 27; Sewri

factory site bought.1932 Vanaspati manufacture starts at Sewri.1933 Application made for setting up soap factory next to the Vanaspati factory at

Sewri; Lever Brothers India Limited incorporated on October 17.1934 Soap manufacture begins at Sewri factory in October; North West Soap Company's

Garden Reach Factory, Kolkata rented and expanded to produce Lever brands.1935 United Traders incorporated on May 11 to market Personal Products.1937 Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM.1939 Garden Reach Factory purchased outright; concentration on building up Dalda

Vanaspati as a brand.1941 Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company acquires

own sales force.1942 Unilever takes firm decision to "train Indians to take over junior and senior

management positions instead of Europeans".1943 Personal Products manufacture begins in India at Garden Reach Factory.1944 Reorganisation of the three companies with common management but separate

marketing operations.1947 Pond's Cold Cream launched.1951 Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and

Ghaziabad Vanaspati factories bought.1955 65% of managers are Indians.1956 Three companies merge to form Hindustan Unilever Limited, with 10% Indian

equity participation.1957 Unilever Special Committee approves research activity by Hindustan Unilever.1958 Research Unit starts functioning at Mumbai Factory.1959 Surf launched.1961 Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205

managers are Indians.


1962 Formal Exports Department starts.1963 Head Office building at Backbay Reclamation, Mumbai opened.1964 Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk

shampoo launched.1965 Signal toothpaste launched; Indian shareholding increases to 14%.1966 Lever's baby food, more new foods introduced; Nickel catalyst production begins;

Indian shareholding increases to 15%. Statutory price control on Vanaspati; Taj Mahal tea launched.

1967 Hindustan Unilever Research Centre opens in Mumbai.1968 Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine

Chemicals Unit commissioned at Andheri; informal price control on soap begins.1969 Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched1971 Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to Unilever

Special Committee - plan approved; Clinic shampoo launched.1973 Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha.1974 Pilot plant for industrial chemicals at Taloja; informal price control on soaps

withdrawn; Liril marketed.1975 Ten-year modernisation plan for soaps and detergent plants; Jammu project work

begins; statutory price control on Vanaspati and baby foods withdrawn; Close-up toothpaste launched.

1976 Construction work of Haldia chemicals complex begins; Taloja chemicals unit begins functioning.

1977 Jammu synthetic Detergents plant inaugurated; Indian shareholding increases to 18.57%.

1978 Indian shareholding increases to 34%; Fair & Lovely skin cream launched.1979 Sodium Tripolyphospate plant at Haldia commissioned.1980 Dr. A. S. Ganguly takes over as Chairman from Mr. T. Thomas; Unilever

shareholding in the company comes down to 51%.1982 Government allows 51% Unilever shareholding.1984 Foods, Animal Feeds businesses transferred to Lipton.1986 Agro-products unit at Hyderabad starts functioning - first range of hybrid seeds

comes out; Khamgaon Soaps unit and Yavatmal Personal Products unit start production.

1988 Launch of Lipton Taaza tea.1990 Mr. S. M. Datta takes over as Chairman from Dr. A. S. Ganguly.1991 Surf Ultra detergent launched.1992 HUL recognised by Government of India as Star Trading House in Exports.1993 The erstwhile Brooke Bond India acquires the Kissan brand from the United

Breweries Group, giving HUL an entry into the foods business.1994 HUL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the

company, the biggest such in Indian industry till that time.HUL forms Unilever Nepal Limited, HUL and US-based Kimberley-Clark Corporation form 50:50 joint venture - Kimberley-Clark Lever Ltd. - to market Huggies diapers and Kotex feminine care products. Factory set up at Pune in 1995;HUL acquires Kwality and Milk food 100% brand names and distribution assets. HUL introduces Wall's.

1995 HUL enters branded staples business with salt; HUL recognised as Super Star Trading House.

1996 HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint ventures - Lakme


Lever Ltd.; HUL enters branded staples business with salt; HUL recognised as Super Star Trading House.

1996 Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Datta; Merger of Groupcompany, Brooke Bond Lipton India Limited, with HUL, with effect from January 1; HUL introduces branded atta; Surf Excel launched.

1997 Unilever sets up International Research Laboratory in Bangalore; new Regional Innovation Centres also come up.

1998 Group company, Pond's India Ltd., merges with HUL with effect from January 1, 1998. HUL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in Lakme Lever Ltd.

2000 Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the Unilever Board; HUL acquires 74% stake in Modern Food Industries Ltd., the first public sector company to be disinvested by the Government of India.

2002HUL enters Ayurvedic health & beauty centre category with the Ayush range and Ayush Therapy Centres.

2003Launch of Hindustan Lever Network; acquisition of the Amalgam Group

2004Pureit test marketing in Chennai

2006Brooke fields food operations moved to Mumbai

2007Company name formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007

Sales of Brooke Bond and Surf Excel each cross the Rs 1,000 crores mark

2008HUL completes 75 years on 17th October 2008 Pureit national launch across India

2010HUL moves to its new headquarters ‘Unilever House’ in Andheri, Mumbai. Pureit international launch. Unilever Sustainable Living Plan launched in India

2013HUL completes 80 years on October 17 2013


1.

2.

3.

4.

5.1.3 VISION &

6. MISSION


7. VISION

8. Unilever is a unique company, with a proud history and a bright future. We have

ambitious plans for sustainable growth and an intense sense of social purpose. We meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. Sustainability is at the heart of our business, and through our brands, we seek to inspire people to take small everyday actions that can add up to a big difference for the world.

9. Our deep roots in local cultures and

markets around the world give us ourstrong relationship with consumersand are the foundation for our futuregrowth. We will bring our wealth ofknowledge and internationalexpertise to the service of localconsumers – a truly multi-localmultinational.

10. Our long-term success requires a

total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn continuously.

11. To succeed also requires, we believe, the highest standards of corporate behaviour

towards everyone we work with, the communities we touch, and the environment on which we have an impact.

12. This is our road to sustainable, profitable growth, creating long-term value for our shareholders, our people, and our business partners.

13. A CLEAR DIRECTION


14. Our purpose is to make sustainable living commonplace. We work to create a

better future every day, with brands and services that help people feel good, lookgood, and get more out of life.

15. In 2009, we launched The Compass – our strategy for sustainable growth. It sets

out our clear and compelling vision to double the size of the business, while reducingour environmental footprint and increasing our positive social impact and gives lifeto our determination to build a sustainable business for the long term. This iscaptured in the Unilever Sustainable Living Plan.

16. By combining our multinational expertise with our deep roots in diverse local

cultures, we’re continuing to provide a range of products to suit a wealth ofconsumers. We’re also strengthening our strong relationships in the emergingmarkets we believe will be significant for our future growth.

17. And by leveraging our global reach and inspiring people to take small, everyday

actions, we believe we can help make a big difference to the world.

18. "We cannot close our eyes to the challenges that the world faces. Business must

make an explicit and positive contribution to addressing them. I’m convinced we cancreate a more equitable and sustainable world for all of us by doing so,” saysUnilever CEO Paul Polman.

19. “But this means that business has to change. The Unilever Sustainable Plan is a

blueprint for sustainable growth. And in 2014 we are strengthening our Plan withnew commitments to drive further transformational change.”


20. OUR PRIORITIES & PRINCIPLES

21. Unilever is committed to supporting sustainability and providing our consumers

around the world with the products they need to look good, feel good and get moreout of life.

22. Five key priorities provide the foundation for our brand’s campaigns. Read some

examples of how different brands are upholding these principles.

23. A BETTER FUTURE FOR CHILDREN

Our oral care brands Signal and Close-Up encourage children to brush their teeth day andnight for optimal dental health. We also partner the FDI World Dental Federation, supporting oralhealth programmes around the world.

Brands such as Omo and Persil have helped parents believe the unconventionalphilosophy that Dirt is good. Children learn through play, and mud spatters and grass stains caneasily be removed with effective laundry products.

Unilever also partners the World Food Programme and launched the Together for ChildVitality initiative to bring our expertise in nutrition to children in some of the world’s poorestcountries.

24. A HEALTHIER FUTURE

Our Flora/Becel margarine brands have been scientifically proven to help reducecholesterol levels

Vaseline has launched the Vaseline Skin Care Foundation, providing research into skinconditions and support for people affected by them

Lifebuoy soap has long had a presence in developing markets around the world, and itscampaign to promote hand washing with soap was celebrated by 200 million people across 53countries in 2013.


25. A MORE CONFIDENT FUTURE

Dove’s Campaign for Real Beauty uses real women instead of models in its advertisingcampaigns. The brand has also launched the Dove Self Esteem Fund which educates and inspiresmillions of young women

Our Sunsilk hair care brand has partnered some of the world’s leading hair specialists toco-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks anduncontrollable curls

Close-Up toothpaste provides an affordable oral care solution for consumers indeveloping markets, allowing them to take care of their dental health and closer with confidence.

26. A BETTER FUTURE FOR THE PLANET

We’re aiming to grow our business while reducing our environmental footprint andworking across the supply chain for every brand to do so

Our Laundry brands, including Surf, Omo, Persil and Comfort, have launched theCleaner Planet Plan together, encouraging consumers to change their laundry habits to reducewater and energy consumption

Our Lipton tea brand backs sustainable forest management projects in Africa

27. A BETTER FUTURE FOR FARMING & FARMERS

Many of our brands contain ethically and sustainably sourced ingredients that areindependently certified

Among these are Lipton tea, which is accredited by the Rainforest Alliance, and Ben &Jerry’s ice cream, which includes Fair-trade vanilla and almonds in various flavours

Around half our raw materials come from agriculture and forestry, so we’re workingtowards making our key crops 100% sustainable.

28.PIMR, Indore Page 23

29. MISSION

30. Unilever’s mission is to add vitality to life they meet everyday needs for nutrition,

hygiene and personal cares with brands that help people feel good, look good and getmore out of life.

31.

32.33. PRINCIPLES OF HUL

34. Always working with integrity

35. Conducting our operations with integrity and with respect for themany people, organizations and environments our business toucheshas always been at the heart of our corporate responsibility.

36. Positive impact

37. We aim to make a positive impact in many ways: through ourbrands, our commercial operations and relationships, through


voluntary contributions, and through the various other ways inwhich we engage with society.

38. Continuous commitment

39. We're also committed to continuously improving the way we

manage our environmental impacts and are working towards ourlonger-term goal of developing a sustainable business.

40. Setting out our aspirations

41. Our corporate purpose sets out our aspirations in running ourbusiness. It's underpinned by our code of business Principles whichdescribes the operational standards that everyone at Unileverfollows, wherever they are in the world. The code also supports ourapproach to governance and corporate responsibility.

42. Working with others

43. We want to work with suppliers who have values similar to our ownand work to the same standards we do. Our Business partner code,aligned to our own Code of business principles, comprises tenprinciples covering business integrity and responsibilities relating toemployees, consumers and the environment.

44.


45.46.47.48.49.

50.1.4ORGANIZATIONAL

STRUCTURE51.


52. ORGANIZATIONAL STRUCTURE

53. Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods

(FMCG) Company. It is present in Home & Personal Care and Foods & Beveragescategories. HUL has over 16,500 employees, including over 1500 managers.

54. The fundamental principle determining the organisation structure is to infuse

speed and flexibility in decision-making and implementation, with empoweredmanagers across the company’s nationwide operations.

55. The Board

56. The Board of Directors of the Company represents an optimum mix of

professionalism, knowledge and experience. The total strength of the Board ofDirectors of the Company is eight Directors, comprising Non-Executive Chairman,three Executive Directors and four Non-Executive Independent Directors.

57.58. Mr. Harish Manwani - Chairman

59. Mr. Harish Manwani (60) assumed charge as the Non-Executive Chairman of the Company with effect from 1st July, 2005. He is also the Chief Operating Officer of Unilever and a member of Unilever Leadership Executive (ULE).

60.61.62.


63. Mr. Sanjiv Mehta - CEO and Managing Director

64. Mr. Sanjiv Mehta (53) joined the Board of the Company in October 2013. He is also the Executive Vice President for Unilever in South Asia and a member of Unilever’s Global Market Executive.

65.66.67.68. Mr. P. B. Balaji - Chief Financial Officer

69. Mr. P. B. Balaji (44) joined the Company as a Management Trainee in May 1993 and has worked in number of roles in finance and supply chain over a period of 20 years.

70.71.

72.73.74. Mr Pradeep Banerjee - Executive Director, Supply Chain

75. Mr. Pradeep Banerjee (55) joined the Company as a Management Trainee in 1980.

76.77.78.


79.80.81.82.83.

84.85.

86. Mr. Aditya Narayan - Independent Director

87. Mr. Aditya Narayan (62) began his career as a Management Trainee with ICI India Limited (now Akzo Nobel India Limited) in 1973.

88.89.90.

91.92.93. Mr. S. Ramadorai - Independent Director

94. Mr. S. Ramadorai (69) has been in public service since February 2011, currently acting as Chairman of National Skill Development Agency (NSDA) in the rank of a Cabinet Minister.


95.96.97.

98.99.100. Mr. O. P. Bhatt - Independent Director

101. Mr. O. P. Bhatt (63) is the former Chairman of SBI (State Bank of India). In the 36 years that Mr. Bhatt served at SBI, he worked on several important national and international assignments.

102.103.104.105.

106.107. Dr. Sanjiv Misra - Independent Director

108. Dr. Sanjiv Misra (66) is a retired Indian Administrative Services (IAS) officer and a former member ofthe 13th Finance Commission, a constitutional position with the rank of a Minister of State.

109.


110. Management Committee

111. The day-to-day management of affairs of the Company is vested with the

Management Committee which is subjected to the overall superintendence andcontrol of the Board.

112. The Management Committee is headed by Mr. Sanjiv Mehta and has

functional heads as its members representing various functionsof the Company.

113.114. Mr. Sanjiv Mehta - CEO and Managing Director

115. Mr. Sanjiv Mehta (53) joined the Board of the Company in October 2013. He is also the Executive Vice President for Unilever in South Asia and a member of Unilever’s Global Market Executive.

116.

117.

118. Mr. P. B. Balaji - Chief Financial Officer

119. Mr. P. B. Balaji (44) joined the Company as a Management Trainee in May 1993 and has worked in number of roles in finance and supply chain over a

period of 20 years.

120.121.


122.123.124. Mr. Hemant Bakshi - Executive Director, Home & Personal

Care

125. Mr. Hemant Bakshi (50) joined the Company in June 1989 and has worked in various sales and marketing assignments spanning across Personal Products and Home Care categories.

126.127.

128.129. Mr Pradeep Banerjee - Executive Director, Supply Chain

130. Mr. Pradeep Banerjee (55) joined the Company as a Management Trainee in 1980.

131.132.133.134.135.136.


137. Mr Dev Bajpai – Executive Director, Legal and Company Secretary

138. Mr Dev Bajpai (46) is a Fellow Member of the Institute of Company Secretaries of India and has a law degree from University of Delhi.

139.140.141.

142.143. Executive Director, Foods & Refreshment

144. Ms. Geetu Verma (48) has over twenty five years of marketing, business and innovation experience in leading FMCG firms – P&G, Seagram, PepsiCo in India and Europe.

145.146.147.

148.149. Mr. Manish Tiwary - Executive Director, Sales and Customer

Development

150. Mr. Manish Tiwary (42) joined the Company in June 1995 and has worked in various sales, marketingand general management assignments across HUL.


152.153.154.155. Mr. BP Biddappa - Executive Director, HR

156. Mr. BP Biddappa (47) joined Hindustan Unilever Limited in 1992. He has held global positions for Unilever - with Unilever Maghreb (Casablanca), Unilever Bangladesh as HR Director and then in Unilever Asia, Singapore as Vice President, Human Resources for the Supply Chain in Asia, Africa and Russia.

157.

158.

159.

160.

161.

162.

163.


164. 1.5 FINANCIALPERFORMANCE

165.

166.


167. FINANCIAL PERFORMANCE

168. 10 years financial performance track record and trend


169. Source-HUL OFFICIAL WEBSITE


170. Source-HUL OFFICIAL WEBSITE


171. FINANCIAL POSITION

172. Balance sheet

173. (Rs crore)

174.175.Mar

176. Mar'13

177.Mar

178.Mar

179.Mar

180. Sources of funds181. Owner's fund182. Equity share

capital183.216.2

184. 216.25

185.216.1

186.215.9

187.218.1

188. Share applicationmoney

189.-

190. - 191.-

192.-

193.-

194. Preference sharecapital

195.-

196. - 197.-

198.-

199.-

200. Reserves &surplus

201.3,060

202. 2,457.77

203.3,296

204.2,443

205.2,364

206. Loan funds207. Secured loans 208.

-209. - 210.

-211.-

212.-

213. Unsecured loans 214.-

215. - 216.-

217.-

218.-

219. Total 220.3,277

221. 2,674.02

222.3,512

223.2,659

224.2,582

225. Uses of funds226. Fixed assets227. Gross block 228.

4,162229. 3,8

68.95

230.3,564

231.3,531

232.3,581

233. Less : revaluationreserve

234.-

235. - 236.-

237.-

238.0.67

239. Less :accumulateddepreciation

240.1,740

241. 1,576.05

242.1,416

243.1,362

244.1,419

245. Net block 246. 247. 2,2 248. 249. 250.


2,422 92.90

2,147 2,169 2,161

251. Capital work-in-progress

252.319.7

253. 215.64

254.215.4

255.288.7

256.273.9

257. Investments 258.3,094

259. 2,330.66

260.2,438

261.1,260

262.1,264

263. Net current assets264. Current assets,

loans & advances265.7,162

266. 6,673.27

267.6,157

268.6,444

269.5,818

270. Less : currentliabilities &provisions

271.9,721

272. 8,838.45

273.7,445

274.7,503

275.6,935

276. Total net currentassets

277.-

278. -2,165.18

279.-

280.-

281.-

282. Miscellaneousexpenses notwritten

283.-

284. - 285.-

286.-

287.-

288. Total 289.3,277

290. 2,674.02

291.3,51

292.2,659

293.2,582

294. Notes:295. Book value of

unquotedinvestments

296.605.0

297. 515.87

298.153.3

299.108.9

300.466.4

301. Market value ofquotedinvestments

302.2,592

303. 1,982.78

304.2,469

305.1,279

306.953.5

307. Contingentliabilities

308.991.2

309. 894.21

310.1,009

311.922.9

312.468.4

313. Number of equitysharesoutstanding( Lakh )

314.2162

315. 21624.72

316.2161

317.2159

318.2181

319.


320.

321.

322.

323.

324. 1.6 PERSONNELPOLICIES

325.

326.

327.

328.


329.

330.

331.

332.333. RECRUITMENT PROCESS

334. A job at Hindustan Unilever Limited is not just a job; it is the beginning of

a career made by you. Working at HUL offers unique opportunities for personal andprofessional development, along with several benefits and a work culture thatembraces diversity. So whether you’re looking for an internship, post graduateopportunities, or a job opening to progress your professional career, at HUL you canshape your own career growth path. Find a job that you love, excel in and isrewarding as you work with the brands and people that drive our sustainable businessgrowth.

335. HUL believe in investing in the future. This helps achieve our mission–

double the size of the business while reducing environmental impact. Theirinvestment - You. Whether you’re a post graduate looking for on-job training throughour Future Leaders Programme, or a student looking for a hands-on internship, ourprogrammes help build leaders of tomorrow.

336. Working at HUL gives you an opportunity to work on exciting brands,

challenging projects and gain experience at one of the leading consumer goodscompanies. The training will help you learn to take calculated risks, cope withcorporate pressures and hone your leadership skills. At HUL, we build better futures.


337. HUL is an Indian FMCG major and hence constantly follows the

predefined best practices for its recruitment and selection process. The HR managersat HUL do the personnel planning or the vacancy planning through the belowresources.

338. The internet

339. Online based job portals

340. English and Hindi news papers

341. On campus recruitment

342. After completing the personnel planning the HR managers at HUL try to

find out which channel of recruitment to be followed.

343.344. SAFETY AND HEALTH POLICY FOR EMPLOYEES

345. Safety Principles

346. 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

347. This document will form the basis for the concerned Line / Organisations

in developing KPI's for their respective functions / sites.

348. Safety & Health Policy

349. Hindustan Unilever Ltd (HUL) recognizes people as its most important

asset and is committed to a safe and healthy work environment impacting thoseworking on, visiting or living near our operations. Management at all levels will beresponsible and will be held accountable for the occupational safety and healthperformance of the Company. At the same time it is the duty of every employee towork in a safe manner so as not to endanger himself / herself or his/her colleagues atwork and during travel. This is a condition of employment.

350. HUL is committed to make, handle, use, transport, sell or dispose of

products, in a safe and environmentally sound manner. HUL aims to preventoccupational injuries and ill health through the following actions:

Integrate safety into all business processes. Proactively evaluate risk of occupationalinjury / illness and implement actions to mitigate the risk.

Design, adapt, operate and maintain technology, plants and other facilities within thedesignated safety criteria throughout their working life.

Develop, introduce and maintain safety and health management systems across theCompany to meet concern standards as well as statutory requirements for safety and health.Verify compliance with these standards through regular auditing.

Set continual improvement objectives and targets and review these periodically to ensurethat these are being met at the individual unit and corporate levels.


Inculcate safety as a personal value through behavioural intervention at all levels,recognition of positive behaviour and continuous correction of unsafe behaviour.

Involve all employees in the implementation of this Policy and provide appropriatetraining.

Provide for appropriate dissemination of information on safety and health at work andtravel through suitable communication networks both within HUL and among stakeholders.

Implement Mandatory Minimum Standards at Third Party co-packers and dedicatedwarehouses.

351.Where does this policy apply?

All own/leased sites – Manufacturing, Research/Innovation, Offices, Depots, Warehouses

In-house purchased services i.e. canteen, travel desk, IT implementation etc.

Sites of associates with HUL holding > 24% while carrying out operations of making,handling, using, transporting, selling or disposing off of our products

352. Who does the policy apply to?

All employees at business anywhere

Contractors and visitors while at our own sites

353. When does it apply?

At work (our employees, contractors and visitors)

Travel between home and work of our employees

Business related travel including stay out of headquarter

All Company organised business events i.e. training programmes, conferences, businessrelated get-togethers, annual sports etc.


354. Implementation Responsibility

355. HUL Management at all levels is responsible for Policy implementation.

Every site shall prepare a responsibility matrix with respect to this Policy. Such SHEresponsibilities shall form an integral part of overall job responsibilities of allemployees.

All Unilever and HUL Standards, Rules and Procedures on Occupational Safety andHealth, including those that may be specific to a site are integral to this Policy and itsimplementation. All employees are required to ensure strict adherence.

356. TRAINING AND DEVELOPMENT

357.358. The needs of individual are objectively identified & necessary

interventions are planned for identified groups, which get rolled out in a phasedmanner through training calendar.

359. The training and development program is charted out to cover the number

of trainees, existing staff. The programs also cover the identification of resourcepersonnel for conducting development program, frequency of training anddevelopment programs and budget allocation.

360. Training and development programs can also be designed depending upon

job requirement and analysis. Selection of trainees is also facilitated by job analysis.

361. The company has a strong focus on manpower training according to their

requirements. The internal training department aims at improving the skill setsrelevant to the work profile of employees. This includes improving communication,Different skills, E-mail programming, Operation systems.

362. The design of the training program can be undertaken only when a clear

training objective has been produced. The training objective clears what goal has to


be achieved by the end of training program i.e. what the trainees are expected to beable to do at the end of their training. Training objectives assist trainers to design thetraining program.

363.364. Training Design:-

365.366. The trainer – Before starting a training program, a trainer analyses his

technical, interpersonal, judgmental skills in order to deliver quality content totrainers.

367.368. The trainees – A good training design requires close scrutiny of the

trainees and their profiles.

369. Age, experience, needs and expectations of the trainees are some of the

important factors that affect training design.

370.371. Training climate – A good training climate comprises of ambience, tone,

and feelings, positive perception for training program, etc.

372.373. Trainees’ learning style – The learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch to thedesign of the program.


374.375. Training strategies – Once the training objective has been identified, the

trainer translates it into specific training areas and modules. The trainer prepares thepriority list of about what must be included, what could be included.

376.377. Training topics – After formulating a strategy, trainer decides upon the

content to be delivered.

378. Trainers break the content into headings, topics and ad modules. These

topics and modules are then classified into information, knowledge, skills, andattitudes.

379.380. Sequence the contents – Contents are then sequenced in a following

manner:

381. • From simple to complex

382. • Topics are arranged in terms of their relative importance

383. • From known to unknown

384. • From specific to general

385. • Dependent relationship


386.387. Training tactics – Once the objectives and the strategy of the training

program becomes clear, trainer comes in the position to select most appropriatetactics or methods or techniques. The method selection depends on the followingfactors:

388. • Trainees’ background

389. • Time allocated

390. • Style preference of trainer

391. • Level of competence of trainer

392. • Availability of facilities and resources, etc.

393.394. Meaning of training & development according to HUL: -

395. The need for Training and Development is determined by the employee’s

performance deficiency, computed as follows. Training & Development Need =Standard Performance – Actual Performance.

396.397. Training: Training refers to the process of imparting specific skills. An

employee undergoing training is presumed to have had some formal education. No


training program is complete without an element of education. Hence we can say thatTraining is offered to operatives.

398.399. Development: Development means those learning opportunities designed

to help employees to grow. Development is not primarily skills oriented. Instead itprovides the general knowledge and attitudes, which will be helpful to employers inhigher positions. Efforts towards development often depend on personal drive andambition. Development activities such as those supplied by managementdevelopment programs are generally voluntary in nature. Development providesknowledge about business environment, management principles and techniques,human relations, specific industry analysis and the like is useful for bettermanagement of a company.

400.401. Carrier Development:-

402. Hindustan Unilever provided both vertical and lateral growth prospects for

its employees in all the business units present in India. India was one of fewcountries where all the different business divisions – Research, Development,Testing, Consulting, Sales & Marketing, and

403. Support – had a significant presence. Employees could move between the

business units according to their areas of interest. Moreover, employees wereprovided with exposure to different business units by way of mentoring from senioremployees of Unilever.

404.


406.

407.

408.

409. 1.7 PRODUCT &SERVICE OFFERED

410.


411. PRODUCT & SERVICE OFFERED

412. HUL Digital Fully Automatic Vending Machine

413.

414.415. Advantages of this product:

416. Hot tea and coffee on your fingertips for 24 hours that too economic.

No need to preserve milk and store spices, tea and coffee.

Home like tea- coffee without gas stove, utensils and efforts

Hot, healthy and pure tea-coffee always.


417.418. Usefulness

419.

Small office (for 5 or more peoples), corporate offices and shops

Factories, banks, showrooms, caterers, school, colleges

Pan-cold Drink shops, hotels, guest houses, meeting hall, cinema hall

Canteen, fast food restaurant, cyber cafe and public places like clubs


420. Vending Machine

421. A Vending machine is an automatic machine that sells food such ascanned soups and packaged sandwiches, snacks such as potatochips, chocolate bars, and candy, hot drinks (coffee, tea, and hotchocolate); cold drinks (juice, bottled water, soft drinks, and insome cases, milk or chocolate milk); or other items such asnewspapers and tissue paper.

422. HUL is one of the prominent manufacturer, supplier and exportersof a wide range of vending machines. Apart from this, they alsodeal in delicious and aromatic Tea and coffee premixes, health drinkand beverages.

423.424. There are many machines available details below:

425. Machine

Details

426. Price

427. 2 Lane Machine (cute

model)

428. Rs.14500/-

429. 2 Lane Machine

(regular model)

430. Rs.15500/-

431. 3 Lane Machine 432. Rs.17000/-

433. 4 Lane Machine 434. Rs.19500/-

435.436. Below mention are the details of our product and service

offered:


438. CONSUMABLE

S

439. PACK. 440. RATE/PACK

(RS.)

441.LIPTON

CARDAMOM TEA

442. 1

KG

443. 315

444.LIPTON

HOT LEMON TEA

445. 1

KG

446. 265

447.LIPTON

DIET WHITENER

448. 7

50GM.

449. 360

450.TAJ

MAHAL TEA

BAGS

451. 1

00s

452. 130

453.BRU

COFFEE PREMIX

454. 1

KG

455. 300

456.KNORR

TOMATO SOUP

457. 1

KG

458. 600

459.LIPTON

NORMAL SUGAR

DW

460. 1

KG

461. 245

462.LIPTON

MASALA TEA

463. 1

KG

464. 315


465.

466.

467.

468.

469. 1.8 Areas ofOperation


470. Areas of Operation

471. Out of Home Business

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

Moving Consumer Goods Company with a heritage of over 75 years in India andtouches the lives of two out of three Indians.

473. HUL works to create a better future every day and helps people feel good,

look good and get more out of life with brands and services that are good for themand good for others.

474. With over 35 brands spanning 20 distinct categories such as soaps,

detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, packaged foods,ice cream, tea and coffee machines and water purifiers, the Company is a part of theeveryday life of millions of consumers across India. Its portfolio includes leadinghousehold brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely,Pond’s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe,Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit.

475. Talks about OOH business

476. OOH is an arm of HUL- Foods business that caters to the on-premise F&B

requirements, using state-of-the-art vending machines, like tea vending and coffeevending machines with branded premixes enabling people to sip their favouritebeverages when outside the comfort of their homes. So whether one is at work, or ata mall / multiplex, or in a college cafeteria, or simply waiting at the airport / railwaystation, they can enjoy their favourite drink at the push of a button.

477. We also into B2B and supply our products directly to caterers,

confectionary manufacturers, ship chandlers and others to meet their bulkrequirements.


478. OOH business is about providing consumers with a refreshing branded

beverage experience while they are Out of Home, at work, wait and play. Wereach our customer beyond their homes, and offer quality service and products.

479. There are primarily 4 verticals in OOH business:-

1. Vending

2. Institutional Bulk Supplies

3. Unilever Foods Solution

4. Experience

480.

481.

482.483. Where we work

484. Project Laser Beam is targeting the Satkhira district in the

South West of Bangladesh and Indonesia’s Nusa Tenggara Timur (NTT) district.

485.486. Fighting malnutrition


487. Activities are concentrating on the Satkhira district in the

South West of Bangladesh. Bangladesh is among the most denselypopulated countries in the world with a high vulnerability to annualmonsoon floods and cyclones.

488. Satkhira is especially prone to natural disasters and its

ground water is contaminated with arsenic. Regular floods destroycrops, majorly impacting food security. 40% of the population (or 60million people) are undernourished; 7 million of them are children.Few charities currently operate in the region and no programmesimilar to Project Laser Beam is in place.

489. The programme is also focusing on Indonesia’s Nusa

Tenggara Timur (NTT) district, which has a population ofapproximately 4 million people. A number of charities currentlyoperate in the region. Indonesia also has a history of naturaldisasters and struggles with overpopulation and widespreadpoverty. It is one of seven countries that are home to two-thirds ofthe world’s hungry. 18% of the world’s underweight children underfive come from Indonesia.

490.491. Unilever Sustainable Living Plan

492. Project Laser Beam goes right to the heart of the Unilever

Sustainable Living Plan which has pledged to help more than 1billion people take action to improve their hygiene habits and tobring safe drinking water to 500 million people. This will helpreduce the incidence of life-threatening diseases like diarrhoea.


493. Nutrition is another important part of the Plan. By 2020,

Unilever will double the proportion of its portfolio that meets thehighest nutritional standards based on globally recognised dietaryguidelines. This will help hundreds of millions of people to achieve ahealthier diet.

494.

495.


496. PRODUCTS OF HUL

497. FOOD, DRINK AND WATER PURIFIER

498.

499.

500.

501.


503.


504.505. HOME CARE

506.

507.

508.

509.


510.

511.


512.513. PERSONAL CARE

514.


515.

516.

517.

518.

519. 1.9 VENDINGSCENARIO IN INDIA


520. VENDING SCENARIO IN INDIA

521. In India consumption of soft drinks is higher in the urban areas than in

rural areas. India is the largest producer of tea in the world accounting for 28% of thetotal global production, at 857 million kgs. Apart from the major tea players in thecountry like Brooke Bond, Lipton, etc now metro, cash and carry India, theinternational leader in sell-service wholesale, is also offering its range of premiumtea bags under its H-line and HORECA select brands to cater to the table and kitchenneeds of the hospitality industry.

522. Popular flavours in tea are cardamom, ginger, masala, lemon and green

tea. With increasing awareness about the health benefits of tea in terms of itsantioxidant qualities, consumption of various varieties of tea is expected to increaseeven more. India is the sixth prime producer of coffee in the world after Brazil,Vietnam, Columbia, Indonesia and Ethiopia. The country accounts for around 4.5%of the global coffee production. Much of the coffee production takes place in thesouthern states of the country and in the hilly regions of Assam, Nagaland andArunachal Pradesh. India is famed for its Monsoon Malabar variety.

523. The strategy of installing vending machines in organizations, offices,

institutes, etc give huge consumer base which earlier was scattered and was beingserved by various retailers and roadside “Chaiwallas” with no guarantee of beingserved by a particular company’s products always. By installing vending machines inoffices, companies, and institutes, food & beverage companies are consolidating theirconsumer base as on an average 2 out of 4 times a consumer consume a particularcompany’s product only. This step also helps in brand building for companies as theirvending machines will substantially increase brand visibility and brand recall of theirproducts.

524. Major Companies in the market are as follows:

1. HUL

2. Nestle

3. Cafe Coffee Day


4. Godrej

5. Georgia

6. Amazon


525.526. Solutions through Vending Machine:

527.528. Following are some reasons for growth of this market:

529. TIME SAVING

COST SAVING

VARIETY CHOICE

EASY TO USE

HYGIENIC

LOW MAINTENANCE

RELIABLE

530.531. The services provided by HUL vending are as follows:

532. WIDE COVERAGE

STRONG RESOURCING

SAFETY

QUALITY

CONSISTENCY


533.534.

535.

536.

537.

538.

539.

540. 1.10 TECHNICALSPECIFICATIONS OFVENDING MACHINE


541. TECHNICAL SPECIFICATIONS OF VENDING MACHINE

542.543.2 Lane Cute Model


544.545. Specifications 546. Model Details

547. Machine Dimension (W*D*H) mm

548. 220*440*625

549. No. Of Options 550. 2

551. Premix Capacity (Each Lane) 552. 1.2 Kg each

553. Water Tank Capacity 554. 20 Litres. (Bubble Top)

555. Dispensing Rate (Cups/Min.) 556. 03-05 Cups

557. Weight of Machine 558. 18 Kg

559. Max. Load 560. 1.4 kw

561. Power Supply 562. 230V AC, 15A

563. Auto Cleaning 564. Yes

565. Water Filling 566. Bubble Top

567. Machine Body 568. GI Sheet

569. Top Cover 570. GI Sheet

571. Tray 572. Moulded

573. Boiler Capacity 574. 2.0 Litres. (Insulated)

575. Mixing Unit 576. 1

577. Temperature Interlocking 578. No

579. Digital Counters (For Each Lane)

580. Yes

581. Separate Hot Water Option 582. Yes

583. Password Locking In PCB 584. Yes


585. Half Cup Facility 586. Yes


587.

588.589.2 Lane Robo Model

590. Specifications 591. Model Details


593. 330*430*620







604. Max. Load 605. 2.2 kw





614. Top Cover 615. Stainless Steel




622. Temperature Interlocking 623. Yes


625. Yes




632.


633.

634.3 Lane Model



638. 330*430*620







649. Max. Load 650. 2.2 kw











670. Yes





677.

678.4 Lane Model


681. Machine Dimension (W*D*H) 682. 400*450*620


mm






693. Max. Load 694. 2.2 kw






705. Tray 706. Stainless Steel





714. Yes





721.722. TEA AND COFFEE PREMIXES

723. Tried and tested especially by connoisseurs; our premixes are such a

beautiful blend of unique flavours; it will be hard to go back. From the biggest

coffee, tea and tea bag manufacturers; we offer the best coffee and instant tea

premixes.

724.725.726. Bru Coffee Premix

727. With the launch of

Cappuccino in 2007, Bru pioneered

the launch of instant coffee

premixes in India for the youth. Bru's

specially selected and freshly roasted coffee beans offer a great

cup of aromatic coffee

728.


729.730. Bru Hot Coffee Premix

731. BRU Hot Coffee

Premix provides a rich taste and

essence. Specially prepared for

coffee drinkers, they contain no

artificial flavours, colors and

preservatives.

732.733.734. Knorr Soup

Powder(Vending)

735.736. Soup are the starter that are had

before the main course. But peopleall over the world have soups assnack. We offer nutritionally richtomato soup powder that are mixedin boi;ed water and served hot. The

delicious soup mixes offered by us are prepared from freshvegitable and spices.


737.738.739.740.741.

742. Lipton Cardamom Tea Premix

743. We offer hot tea with cardamom. We are engaged in offering a widerange of Lipton cardamom Machines. These products are commonlyused in restaurants, canteens and various retail outlets.

744.745.746.747.

748.


749. Hot Lemon Tea Premix

750. Lemon flavour brings out that

real punch of the fruit and is anexcellent choice for a hot or iced tea.We are well equipped with properwarehousing facilities to store ourproducts.

751.

752.

753.

754.

755.

756.


757.

758. Lipton Dairy Whitener

759. Lipton Dairy Whitener comes with sugar or

without sugar. The Dairy Whiteners provide the users adelectable and unforgettable taste.

760.

761.

762.


763.Other Variants:

764.

765. Lipton Instant Tea Premix Lipton Masala Tea Premix


766.

767. Taj Mahal Tea Bags Brooke Bond Tea Bags


768.769.770.771.772.773.

774. 1.11 COMPETITORPRODUCTS


775. COMPETITOR PRODUCTS

776.777. The three chief

competitors of Hindustan Unilevet Limited in Tea and coffeevending business are Nescafe, Tata, Cafe coffee day which havetheir presence in the market with following products:

778.779.

780. Cafe Coffee Day

781. Cafe Coffee Day,India's favorite coffee shop wherethe young at heart unwind. We're adivision of India's largest coffeeconglomerate, the AmalgamatedBean Coffee Trading CompanyLimited (ABCTCL) popularly known asCafé Coffee Day. With Asia's second-largest network of coffee estates(10,500 acres) and 11,000 smallgrowers, Coffee Day has a rich andabundant source of coffee. Thiscoffee goes all over the world to

clients across the USA, Europe and Japan, making us one of thetop coffee exporters in the country.

782.

783.784.


785.786.787. TATA TEA

788. Tata Coffee Ltd.Asia's largest integrated coffee andproducers of the world's finest coffeeis the third largest player in theIndustry. This is a natural extensionfrom the Instant Coffee Division,India's first export oriented solublecoffee, which has loyal and satisfied

customers all over the world.

789.790. Product range

791. Tata Coffee brings you the freshness of the world's best

coffee in

792. A. Coffee premix

793. 100% Pure - Tata Café

794. Chicory blend - Tata Kaapi

795. Coffee premix without sugar - Tata Kaapi without sugar


796. B. Instant tea

797. Plain

798. Cardamom

799. Lemon

800. C. Tetley Tea bags

801. Plain tea bags

802. Flavoured tea bags (Peach, Ginger, Earl Grey, and Masala)

803. D. Dairy whitener

804. Normal sugar

805. Low sugar

806. Sugarless

807. E. Almond premix

808. F. Hot Chocolate drink

809. G. Tomato soup

810. H. Roasted coffee beans are also available for vending machines.


811.

812.813. NESCAFE

814. Nestlé is the world'sleading Nutrition, Health and WellnessCompany. Our mission of "Good Food,Good Life" is to provide consumerswith the best tasting, most nutritiouschoices in a wide range of food and

beverage categories and eating occasions, from morning tonight.

The Company was founded in 1866 by Henri Nestlé in Vevey,Switzerland, where our headquarters are still located today. Weemploy around 2, 80,000 people and have factories or operationsin almost every country in the world.

815. COMPARATIVE

RATE CHART



816.


1.Produ

cts

2.HUL

3.Rate

per kg

4.Nestle

5.Rate per

kg

6.TATA

7.Rate per

kg

8.Others

9.Rate per

kg

10. C

ardamom

Tea

11.315

12.300

13.315

14.250

15. G

inger Tea

16.290

17.290

18.300

19.270

20. L

emon Tea

21.265

22.250

23.240

24.220

25. T

ea bag

26.150

27.110

28.120

29.90

30. C

offee

31.300

32.275

33.275

34.250

35. S

oup

36.600

37.550

38.565

39.480

817.

818.

819.

820. CHAPTER 2INTRODUCTION TO

THE PROJECT

821.


822. 2. INTRODUCTION TO THE PROJECT

823. This project give a comprihensive idea about the

consumption pattern of hot beverage in the institutes. One of the

most important business sector in India, the FAST MOVING

CONSUMER GOODS (FMCG) sector. The project was an endavour

to study the existing Vending business and the HUL’s presence in it.

It also tries to analyze HUL’s pricing, promotion, marketing

strategies, distribution channel and alternatives.

824. It aim at installation of Vending Machines in a company and

has been executed in following three stages.

Cold Calling. Meeting repesentative admistration/human resource head &

negotiations. Installation of Lipton Vending Machine.

825. The task of installiing a Vending machine get accompile

after several round of negotiations the respective company

representative is made acquainted with the benefit his organization

will get with Lipton. For this, a comprihensive cost benefit has to be

presented to him to convert the prospect into key account of HUL.


826. Once a order is placed, The Lipton crew along with the

distributor install the Lipton Vending machine. Proper and regular

technical support is provided for machine management. The Lipton

team also trains for a smooth operations of the lipton Vending

machine, which will help to maximize per cup cost.

827.

828.

829.

830.

831.

832.

833. CHAPTER 3


834. SWOTANALYSIS

835.836.


837. 3. SWOT ANALYSIS

838.839. Strengths:

840.1. Strong brand image, price quantity and variety.2. Durability of HUL Vending Machine is higher than other

competitors due to fully stainless steel body.3. Machine is fully automated with auto flushing technology.4. Corporate social responsibility.5. Premix of HUL Vending Machine has high quality.

841.842.843. Weakness:

844.1. Strong competitors.2. Low export level.3. High price of some product.4. High advertising cost.5. Limited success in changing consumption habits of people.

845.846.847. Oppourtunities:

848.1. Large domestic market.2. Untapped rural market.


3. Challenging lifestyle and rising income level i.e. incresing percapita incomeof consumers.

4. Brand growth through incresaed consumption depth andfrequency of usage.

849.850.851. Threats:

852.1. Tax and regulatorystructure.2. Slowdown in economy can have an impact of FMCG industry.3. Low priced consumption now present in all categories.4. Seasonality.

853.


854.

855.

856.

857. CHAPTER 4

858. CONCLUSION AND

SUGGESTION859.860.


861. 4.1 CONCLUSION

862. Before my SIP, I had very little knowledge about the

marketing and its fundamentals. Now after undergoing training for

45 days at HUL there ia tremendous increase in my knowledge

about marketing. I have also gained a lot of knowledge about the

HUL company and its various products, policies and also about its

competitors. The product which I have sold up till now are machine

and premixes. Although nobody can claim complete expertise but

there is slite change from my point of view. I have learnt about

various fundamental and technical aspects, which affect marketing

in short and long run.

863. HUL is one of the top FMCG in India with strong retail

outlets. It has one of the largest networks in the country and India’s

premier online portl is www.hul.ac.in

864. Out of home business has been identified as an important

channel to drive growth. The business is confident of growing its

tea and coffee business through innovation coupled with an

aggressive marketing and distribution drive.


865. Our initiative have help us to estabilish a strong presence

in this segment, distribution width of Vending machine has

increased.

866. The domestic coffee business achieved excellent growth in

volumes and profits. Bru expresso an innovative coffee premix,

which delivers a creamy, frothy coffee cup, has also been

launched.Through this study product positioning of machine was

also known as throughout the internship promotion of machine was

done as well as through the survey conduct perception of customer

was found favorable as many customer were interested in vending

machine after they were given whole information about it. It has

positioned itself on two main parameters that are easy in useand

pure beverages.

867.

868. 4.2 SUGGESTIONS

869.870. Company should try to improve its after sales services to retain its

customers.


871. Company should try to reduce the cost of machine as competitors

like Nestle, Tata, Godrej, Cafe coffee day etc have lower cost of

machine and company prefers cost effective machines.

872. Sometimes especially industry labourers prefer very strong tea. So

company can have two option for tea, normal tea and strong tea so

that disadvantage of consistent taste can also be removed to

certain extent and taste as a hindrance for selling vending machine

can also be removed to certain extent.

873. As people are not that interested in looks and metallic body of

machine. Company can go for plastic body which could save cost as

well as it will be lighter in weight.

874. The delivery of machine should be faster as soon as the deal is

cracked.

875. .

876.

877.

878.


879.

880.

881.

882. CHAPTER 5

883. FUTURE

IMPLICATIONS OFSTUDY

884.

885.


886. 5. FUTURE IMPLICATIONS

887. The whole study conducted was useful for many parties.

888.

889. Firstly, it is useful to company as they got to know what customer mostly

prefes in an vending machine i.e what are the most desirable factor required in

vending machine by the customer and so that company according to customer need

can modify or bring change in machine to increase its sales. They also got to know

weather the customer who already have the machine installed in their office are

satisfied with the services or not, if not they can go to the customers and solve their

problems.

890.

891. Secondly, it is useful for corporate as well as they can come to know about

this product, its features, its advantage and disadvantage and if it is benificial to them

they take decision whether to buy machine or not.

892.893. Thirdly, it is useful to researchs who are conducting their research on similar topic.


894.

895.

896.

897. CHAPTER 6

898. OBSERVATIONS &

LEARNING899.

900.


901. 6. OBSERVATION & LEARNING

902.Some point observed by me in training and literally I

have learned. In future I will utilize this steps for fullfill my

objective.

903.My thought about HUL during my internship project

HUL is India’s largest FMCG company therefore it has covered largest

region in india. HUL is working in Urban area as well as rural area also. Integraed and efficient supply chain and well spread manufacturing

units. Attractive design and distintive feature of machine. The distribution are required to check quality to maintain standards. Aggresive sales team and capable manpower resources. Better market response in Ujjain city. Excellent range of tea and coffee prmixes providing flexibility of

sweetness and diet option for concerned people.

904.905. My future benefits from the training

I have learned about various market issues and how to handle such

issues. I have improved my communication skills. I have also improved my presentation skills. I have understood importance of decipline in corporate life. I learnt about customer handling. How can I intract with customers.


907.

908.

909.

910.

911.

912. CHAPTER 7

913. RECOMMENDATION


914. 7. RECOMMENDATION

915. Proper Promotional offers must be introduced.

Regular Customer Feedback must be taken.

After Sales Service Support needs to be improved.

Premixes must be supplied at a nominal charge.

Aggressive Marketing activities should be carried out so as to survive in a competitive

market.


916.

917.

918.

919.

920. CHAPTER 8

921. BIBLIOGRAPHY

922.

923.


924. 8. BIBLIOGRAPHY

925. There are several source which provided me with the

valuable information about Hindustan Unilever Limited. This

information helped me in enhancing the affectivity of this

presentation.

926.927. BOOKS:

Kotler, Philip. (1999):’Marketing Management’ Prentice Hall of India Pvt. Ltd., New

Delhi.

Saxena, Rajan. (2003):’Marketing Management’ Tata McGraw-Hill Publishing Company

Limited. New Delhi

928.

929. WEBSITES:

http://www.hul.co.in/

http://www.fnbserviceshul.com/

http://www.google.co.in/

http://www.wikipedia.com/

http://www.financialexpress.com/

http://www.businessworldindia.com/


http://www.businessworldindia.com/

http://www.financialexpress.com/

http://www.wikipedia.com/

http://www.google.co.in/

http://www.fnbserviceshul.com/

http://www.hul.co.in/

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“SELLING OF VENDING MACHINE”