A Summer Internship Report on

General Training at HUL with Special Reference to

SELLING OF VENDING MACHINE

Submitted to
Prestige Institute of Management & Research, Indore
Towards partial fulfilment for
The degree of
MASTER OF BUSINESS ADMINISTRATION (MBA)
Under the Guidance of
Prof. 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]

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Indore-452010

CERTIFICATE 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)

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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

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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

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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 Liptons 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

9-65
1.1 Introduction
1.2 History
1.3 Vision & Mission
1.4 Organizational Structure
1.5 Financial Performance
1.6 Personnel Policies
1.7 Products & Services Offered
1.8 Areas of Operation
1.9 Vending Scenario In India
1.10
Technical Specification of Vending Machine
1.11
Competitor Products

Chapter 2

10
12
20
24
28
32
38
41
47
50
63
66-67

2. Introduction to the Project

Chapter 3

67
68-69

3. SWOT Analysis

69

Chapter 4

70-72
4.1 Conclusion
4.2 Suggestion

71
72

Chapter 5

73-74
5. Future implication of study

Chapter 6

74
75-76

6.Observations & learning

76

Chapter 7

77-78
7. Recommendations

78

Chapter 8

79-80
8. Bibliography

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CHAPTER 1
1.1INTRODUCTION

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INTRODUCTION
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods
Company with a heritage of over 80 years in India and touches the lives of two out of three
Indians.
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 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, and
water purifiers, the Company is a part of the everyday life of millions of consumers across
India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin,
Wheel, Fair & Lovely, Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent,
Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls 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 worlds leading
suppliers of fast moving consumer goods with strong local roots in more than 100 countries
across the globe with annual sales of 49.8 billion in 2013. Unilever has 67.25%
shareholding in HUL.
Hindustan Unilevers distribution covers over 1 million retail outlets across India directly and
its products are available in over 6.3 million outlets in the country, nearly 80% of all retail
outlets in India. The company claims that two out of three Indians uses its many home and
personal care products, foods and beverages. HUL works to create a better future everyday
and helps people feel good, look good and get more out of life with brands and services that
are
good
for
them
and
good
for
others.

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1.2 HISTORY

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HISTORY

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap
bars, embossed with the words "Made in England by Lever Brothers". With it began an era of
marketing branded Fast Moving Consumer Goods (FMCG).
Followed by Lifebuoy in 1895 and other
famous brands like Pears, Lux and Vim,
Vanaspati was launched in 1918 and the famous
Dalda brand came to the market in 1937.
In 1931, Unilever set up its first Indian
subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India
Limited (1933) and United Traders Limited
(1935). These three companies merged to form
HUL in November 1956; HUL offered 10% of
its equity to the Indian public, being the first
among the foreign subsidiaries to do so.
Unilever now holds 67.25% equity in the
company. The rest of the shareholding is distributed among about three lakh 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 Limited was
formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition.
The erstwhile Lipton's links with India were forged in 1898. Unilever acquired 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 economic
growth. The growth process has been accompanied by judicious diversification, always in
line with Indian opinions and aspirations.
The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in
HUL's and the Group's growth curve. Removal of the regulatory framework allowed the
company to explore every single product and opportunity segment, without any constraints
on production capacity.
Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the
most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills
Company (TOMCO) merged with HUL, effective from April 1, 1993. In 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 appropriate products of both
the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its
50% stake in the joint venture to the company.
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HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994,
Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL
has also set up a subsidiary in Nepal, 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 Products 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 Icecream business from Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dooma, two plantation
companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India
and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling
greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed
BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company
entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the
Milk food 100% Icecream marketing and distribution rights too were acquired.
Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal
restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998.
The two companies had significant overlaps in Personal Products, Speciality Chemicals and
Exports businesses, besides a common distribution system since 1993 for Personal Products.
The two also had a common management pool and a technology base. The amalgamation was
done to ensure for the Group, benefits from scale economies both in domestic and export
markets and enable it to fund investments required for aggressively building new categories.
In January 2000, in a historic step, the government decided to award 74 per cent equity in
Modern Foods to HUL, thereby beginning the divestment of government equity in public
sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic
extension of the company's wheat business. In 2002, HUL acquired the government's
remaining stake in Modern Foods.
In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the
Amalgam Group of Companies, a leader in value added Marine Products exports.
HUL launched a slew of new business initiatives in the early part of 2000s. Project Shakti
was started in 2001. It is a rural initiative that targets small villages populated 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 entrepreneurs covering over
100,000 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 Ayush
product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home
business was launched in 2003 and this was followed by the launch of Pureit water purifier
in 2004.
In 2007, the Company name was formally changed to Hindustan Unilever Limited after
receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond

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and Surf Excel breached the Rs 1,000 crores sales mark the same year followed by Wheel
which 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 Backbay
Reclamation, Mumbai to the new campus in Andheri (E), Mumbai.
On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in
India at New Delhi.
In March, 2012 HULs state of the art Learning Centre was inaugurated at the Hindustan
Unilever campus at Andheri, Mumbai.
In April, 2012, the Customer Insight & Innovation Centre (CIIC) was inaugurated at the
Hindustan Unilever campus at Andheri, Mumbai
HUL completes 80 years of corporate existence in India on October 17, 2013.

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CHRONOLOGY OF KEY EVENTS

YEAR
1888
1895
1902
1903
1905
1913
1914
1918
1922
1924
1925
1926
1930
1931
1932
1933
1934
1935
1937
1939
1941
1942
1943
1944
1947
1951
1955
1956
1957
1958
1959
1961

MILESTONES
Sunlight soap introduced in India.
Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai, Chennai,
Kolkata, and Karachi.
Pears soap introduced in India.
Brooke Bond Red Label tea launched.
Lux flakes introduced.
Vim scouring powder introduced.
Vinolia soap launched in India.
Vanaspati introduced by Dutch margarine manufacturers like Van den Berghs,
Jurgens, Verschure Creameries, and Hartogs.
Rinso soap powder introduced.
Gibbs dental preparations launched.
Lever Brothers gets full control of North West Soap Company.
Hartogs registers Dalda Trademark.
Unilever is formed on January 1 through merger of Lever Brothers and Margarine
Unie.
Hindustan Vanaspati Manufacturing Company registered on November 27; Sewri
factory site bought.
Vanaspati manufacture starts at Sewri.
Application made for setting up soap factory next to the Vanaspati factory at
Sewri; Lever Brothers India Limited incorporated on October 17.
Soap manufacture begins at Sewri factory in October; North West Soap Company's
Garden Reach Factory, Kolkata rented and expanded to produce Lever brands.
United Traders incorporated on May 11 to market Personal Products.
Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM.
Garden Reach Factory purchased outright; concentration on building up Dalda
Vanaspati as a brand.
Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company acquires
own sales force.
Unilever takes firm decision to "train Indians to take over junior and senior
management positions instead of Europeans".
Personal Products manufacture begins in India at Garden Reach Factory.
Reorganisation of the three companies with common management but separate
marketing operations.
Pond's Cold Cream launched.
Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and
Ghaziabad Vanaspati factories bought.
65% of managers are Indians.
Three companies merge to form Hindustan Unilever Limited, with 10% Indian
equity participation.
Unilever Special Committee approves research activity by Hindustan Unilever.
Research Unit starts functioning at Mumbai Factory.
Surf launched.
Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205
managers are Indians.

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1962
1963
1964
1965
1966
1967
1968
1969
1971
1973
1974
1975
1976
1977
1978
1979
1980
1982
1984
1986
1988
1990
1991
1992
1993
1994

1995
1996

Formal Exports Department starts.

Head Office building at Backbay Reclamation, Mumbai opened.
Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk
shampoo launched.
Signal toothpaste launched; Indian shareholding increases to 14%.
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.
Hindustan Unilever Research Centre opens in Mumbai.
Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine
Chemicals Unit commissioned at Andheri; informal price control on soap begins.
Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched
Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to Unilever
Special Committee - plan approved; Clinic shampoo launched.
Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha.
Pilot plant for industrial chemicals at Taloja; informal price control on soaps
withdrawn; Liril marketed.
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.
Construction work of Haldia chemicals complex begins; Taloja chemicals unit
begins functioning.
Jammu synthetic Detergents plant inaugurated; Indian shareholding increases to
18.57%.
Indian shareholding increases to 34%; Fair & Lovely skin cream launched.
Sodium Tripolyphospate plant at Haldia commissioned.
Dr. A. S. Ganguly takes over as Chairman from Mr. T. Thomas; Unilever
shareholding in the company comes down to 51%.
Government allows 51% Unilever shareholding.
Foods, Animal Feeds businesses transferred to Lipton.
Agro-products unit at Hyderabad starts functioning - first range of hybrid seeds
comes out; Khamgaon Soaps unit and Yavatmal Personal Products unit start
production.
Launch of Lipton Taaza tea.
Mr. S. M. Datta takes over as Chairman from Dr. A. S. Ganguly.
Surf Ultra detergent launched.
HUL recognised by Government of India as Star Trading House in Exports.
The erstwhile Brooke Bond India acquires the Kissan brand from the United
Breweries Group, giving HUL an entry into the foods business.
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.
HUL enters branded staples business with salt; HUL recognised as Super Star
Trading House.
HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint ventures - Lakme

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1996
1997
1998
2000

2002

Lever Ltd.; HUL enters branded staples business with salt; HUL recognised as
Super Star Trading House.
Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Datta; Merger of Group
company, Brooke Bond Lipton India Limited, with HUL, with effect from January
1; HUL introduces branded atta; Surf Excel launched.
Unilever sets up International Research Laboratory in Bangalore; new Regional
Innovation Centres also come up.
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.
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.
HUL enters Ayurvedic health & beauty centre category with the Ayush range and
Ayush Therapy Centres.
Launch of Hindustan Lever Network; acquisition of the Amalgam Group

2003
Pureit test marketing in Chennai
2004
Brooke fields food operations moved to Mumbai
2006
2007

2008
2010

Company 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
HUL completes 75 years on 17th October 2008
Pureit national launch across India
HUL moves to its new headquarters Unilever House in Andheri, Mumbai. Pureit
international launch. Unilever Sustainable Living Plan launched in India
HUL completes 80 years on October 17 2013

2013

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1.
2.
3.
4.

5.1.3 VISION &

6.

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MISSION

Page 19

VISION

7.

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 our
strong relationship with consumers
and are the foundation for our future
growth. We will bring our wealth of
knowledge and international
expertise to the service of local
consumers a truly multi-local
multinational.

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

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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, look
good, 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 reducing
our environmental footprint and increasing our positive social impact and gives life
to our determination to build a sustainable business for the long term. This is
captured in the Unilever Sustainable Living Plan.

16.

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

cultures, were continuing to provide a range of products to suit a wealth of

consumers. Were also strengthening our strong relationships in the emerging
markets 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. Im convinced we can

create a more equitable and sustainable world for all of us by doing so, says
Unilever 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 with
new commitments to drive further transformational change.

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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 more
out of life.

22.

Five key priorities provide the foundation for our brands 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 and
night for optimal dental health. We also partner the FDI World Dental Federation, supporting oral
health programmes around the world.

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

Unilever also partners the World Food Programme and launched the Together for Child
Vitality initiative to bring our expertise in nutrition to children in some of the worlds poorest
countries.

24.

A HEALTHIER FUTURE

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

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

Lifebuoy soap has long had a presence in developing markets around the world, and its
campaign to promote hand washing with soap was celebrated by 200 million people across 53
countries in 2013.
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25.

A MORE CONFIDENT FUTURE

Doves Campaign for Real Beauty uses real women instead of models in its advertising
campaigns. The brand has also launched the Dove Self Esteem Fund which educates and inspires
millions of young women

Our Sunsilk hair care brand has partnered some of the worlds leading hair specialists to
co-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks and
uncontrollable curls

Close-Up toothpaste provides an affordable oral care solution for consumers in

developing markets, allowing them to take care of their dental health and closer with confidence.

26.

A BETTER FUTURE FOR THE PLANET

Were aiming to grow our business while reducing our environmental footprint and
working across the supply chain for every brand to do so

Our Laundry brands, including Surf, Omo, Persil and Comfort, have launched the
Cleaner Planet Plan together, encouraging consumers to change their laundry habits to reduce
water 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 are
independently certified

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

Around half our raw materials come from agriculture and forestry, so were working
towards making our key crops 100% sustainable.

28.
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29.

30.

MISSION

Unilevers 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 get
more out of life.

31.

32.
33.

PRINCIPLES OF HUL

34.

Always working with integrity

35.

Conducting our operations with integrity and with respect for the
many people, organizations and environments our business touches
has always been at the heart of our corporate responsibility .

36.

Positive impact

37.

We aim to make a positive impact in many ways: through our

brands, our commercial operations and relationships, through

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voluntary contributions, and through the various other ways in

which 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 our

longer-term goal of developing a sustainable business.

40.

Setting out our aspirations

41.

Our corporate purpose sets out our aspirations in running our

business. It's underpinned by our code of business Principles which
describes the operational standards that everyone at Unilever
follows, wherever they are in the world. The code also supports our
approach to governance and corporate responsibility.

42.

Working with others

43.

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

44.

PIMR, Indore

Page 25

45.
46.
47.
48.
49.

50.1.4
ORGANIZATIONAL
STRUCTURE
51.

PIMR, Indore

Page 26

52.

53.

ORGANIZATIONAL STRUCTURE

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

(FMCG) Company. It is present in Home & Personal Care and Foods & Beverages
categories. HUL 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 empowered

managers across the companys 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 of

Directors of the Company is eight Directors, comprising Non-Executive Chairman,
three Executive Directors and four Non-Executive Independent Directors.

57.
58.
59.

Mr. Harish Manwani - Chairman

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.
PIMR, Indore

Page 27

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 Unilevers Global Market Executive.

65.
66.
67.
68.
69.

Mr. P. B. Balaji - Chief Financial Officer

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.
75.

Mr Pradeep Banerjee - Executive Director, Supply Chain

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

76.
77.
78.
PIMR, Indore

Page 28

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.
94.

Mr. S. Ramadorai - Independent Director

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.

PIMR, Indore

Page 29

95.
96.
97.
98.
99.
100.
101.

Mr. O. P. Bhatt - Independent Director

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.
108.

Dr. Sanjiv Misra - Independent Director

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

109.
PIMR, Indore

Page 30

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 and

control of the Board.

112.

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

functional heads as its members representing various functions
of 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 Unilevers Global Market Executive.

116.
117.
118.
119.

Mr. P. B. Balaji - Chief Financial Officer

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.
PIMR, Indore

Page 31

122.
123.
124.
125.

Mr. Hemant Bakshi - Executive Director, Home & Personal

Care

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.
130.

Mr Pradeep Banerjee - Executive Director, Supply Chain

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

131.
132.
133.
134.
135.
136.
PIMR, Indore

Page 32

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.
144.

Executive Director, Foods & Refreshment

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.
150.

Mr. Manish Tiwary - Executive Director, Sales and Customer

Development

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

151.
PIMR, Indore

Page 33

152.
153.
154.
155.
156.

Mr. BP Biddappa - Executive Director, HR

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.
PIMR, Indore

Page 34

164. 1.5 FINANCIAL

PERFORMANCE
165.
166.

PIMR, Indore

Page 35

167.

168.
PIMR, Indore

FINANCIAL PERFORMANCE

10 years financial performance track record and trend

Page 36

169.

PIMR, Indore

Source-HUL OFFICIAL WEBSITE

Page 37

170.
PIMR, Indore

Source-HUL OFFICIAL WEBSITE

Page 38

171.
172.
173.
174.

FINANCIAL POSITION

Balance sheet

(Rs crore)
175.
Mar

176.

M
ar
'
13

177.
Mar

178.
Mar

179.
Mar

185.
216.1

186.
215.9

187.
218.1

191.
197.
203.
3,296

192.
198.
204.
2,443

193.
199.
205.
2,364

210.
216.
222.
3,512

211.
217.
223.
2,659

212.
218.
224.
2,582

230.
3,564

231.
3,531

232.
3,581

236.
242.
1,416

237.
243.
1,362

238.
0.67
244.
1,419

248.

249.

250.

180.
181.
182.

Sources of funds
Owner's fund
Equity
share
capital

183.
216.2

184.

188.

Share application
money
Preference share
capital
Reserves
&
surplus

189.
195.
201.
3,060

190.

21
6.2
5
-

196.

202.

2,4
57.
77

208.
214.
220.
3,277

209.

215.

221.

2,6
74.
02

228.
4,162

229.

234.
240.
1,740

235.

3,8
68.
95
-

246.

247.

194.
200.
206.
207.

Loan funds
Secured loans

213.

Unsecured loans

219.

Total

225.
226.
227.

Uses of funds
Fixed assets
Gross block

233.

Less : revaluation
reserve
Less
:
accumulated
depreciation
Net block

239.
245.

PIMR, Indore

241.

Page 39

1,5
76.
05
2,2

2,422

92.
90
21
5.6
4
2,3
30.
66

2,147

2,169

2,161

254.
215.4

255.
288.7

256.
273.9

260.
2,438

261.
1,260

262.
1,264

6,6
73.
27
8,8
38.
45
2,1
65.
18
-

267.
6,157

268.
6,444

269.
5,818

273.
7,445

274.
7,503

275.
6,935

279.
-

280.
-

281.
-

285.
-

286.
-

287.
-

251.

Capital work-inprogress

252.
319.7

253.

257.

Investments

258.
3,094

259.

263.
264.

Net current assets

Current
assets,
loans & advances

265.
7,162

266.

270.

Less : current
liabilities
&
provisions
Total net current
assets

271.
9,721

272.

277.
-

278.

Miscellaneous
expenses
not
written
Total

283.
-

284.

289.
3,277

290.

2,6
74.
02

291.
3,51

292.
2,659

293.
2,582

296.
605.0

297.

298.
153.3

299.
108.9

300.
466.4

302.
2,592

303.

51
5.
87
1,
98
2.
78
89
4.
21
21
62
4.
72

304.
2,469

305.
1,279

306.
953.5

310.
1,009

311.
922.9

312.
468.4

316.
2161

317.
2159

318.
2181

276.

282.
288.
294.
295.
301.

Notes:
Book value of
unquoted
investments
Market value of
quoted
investments

307.

Contingent
liabilities

308.
991.2

309.

313.

Number of equity
shares
outstanding
( Lakh )

314.
2162

315.

319.
PIMR, Indore

Page 40

320.
321.
322.
323.

324. 1.6 PERSONNEL

POLICIES
325.
326.
327.
328.
PIMR, Indore

Page 41

329.
330.
331.
332.
333.

334.

RECRUITMENT PROCESS

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 and
professional development, along with several benefits and a work culture that
embraces diversity. So whether youre looking for an internship, post graduate
opportunities, or a job opening to progress your professional career, at HUL you can
shape your own career growth path. Find a job that you love, excel in and is
rewarding as you work with the brands and people that drive our sustainable business
growth.

335.

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

double the size of the business while reducing environmental impact. Their
investment - You. Whether youre a post graduate looking for on-job training through
our Future Leaders Programme, or a student looking for a hands-on internship, our
programmes 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 goods
companies. The training will help you learn to take calculated risks, cope with
corporate pressures and hone your leadership skills. At HUL, we build better futures.
PIMR, Indore

Page 42

337.

HUL is an Indian FMCG major and hence constantly follows the

predefined best practices for its recruitment and selection process. The HR managers
at HUL do the personnel planning or the vacancy planning through the below
resources.

338.
339.
340.
341.
342.

The internet

Online based job portals

English and Hindi news papers

On campus recruitment

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

find out which channel of recruitment to be followed.

343.
344.
345.

SAFETY AND HEALTH POLICY FOR EMPLOYEES

Safety Principles

346.
by

HUL's Occupational Safety and Health Policy is based on and supported

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

PIMR, Indore

Page 43

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 those
working on, visiting or living near our operations. Management at all levels will be
responsible and will be held accountable for the occupational safety and health
performance of the Company. At the same time it is the duty of every employee to
work in a safe manner so as not to endanger himself / herself or his/her colleagues at
work 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 prevent

occupational injuries and ill health through the following actions:

Integrate safety into all business processes. Proactively evaluate risk of occupational
injury / illness and implement actions to mitigate the risk.
Design, adapt, operate and maintain technology, plants and other facilities within the
designated safety criteria throughout their working life.
Develop, introduce and maintain safety and health management systems across the
Company 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 ensure
that these are being met at the individual unit and corporate levels.
PIMR, Indore

Page 44

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 appropriate
training.
Provide for appropriate dissemination of information on safety and health at work and
travel through suitable communication networks both within HUL and among stakeholders.
Implement Mandatory Minimum Standards at Third Party co-packers and dedicated
warehouses.

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, business
related get-togethers, annual sports etc.

PIMR, Indore

Page 45

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 SHE
responsibilities shall form an integral part of overall job responsibilities of all
employees.
All Unilever and HUL Standards, Rules and Procedures on Occupational Safety and
Health, including those that may be specific to a site are integral to this Policy and its
implementation. All employees are required to ensure strict adherence.

356.

357.
358.

TRAINING AND DEVELOPMENT

The needs of individual are objectively identified & necessary

interventions are planned for identified groups, which get rolled out in a phased
manner 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 resource
personnel for conducting development program, frequency of training and
development 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 sets
relevant 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
PIMR, Indore

Page 46

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

363.
364.
365.
366.

Training Design:-

The trainer Before starting a training program, a trainer analyses his

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

trainers.

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 the
design of the program.
PIMR, Indore

Page 47

374.
375.

Training strategies Once the training objective has been identified, the

trainer translates it into specific training areas and modules. The trainer prepares the
priority 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, and
attitudes.

379.
380.

Sequence the contents Contents are then sequenced in a following

manner:

381.
382.
383.
384.
385.
PIMR, Indore

From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship
Page 48

386.
387.

Training tactics Once the objectives and the strategy of the training

program becomes clear, trainer comes in the position to select most appropriate
tactics or methods or techniques. The method selection depends on the following
factors:

388.
389.
390.
391.
392.
393.
394.
395.

Trainees background

Time allocated

Style preference of trainer

Level of competence of trainer

Availability of facilities and resources, etc.

Meaning of training & development according to HUL: -

The need for Training and Development is determined by the employees

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

PIMR, Indore

Page 49

training program is complete without an element of education. Hence we can say that
Training 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 it

provides the general knowledge and attitudes, which will be helpful to employers in
higher positions. Efforts towards development often depend on personal drive and
ambition. Development activities such as those supplied by management
development programs are generally voluntary in nature. Development provides
knowledge about business environment, management principles and techniques,
human relations, specific industry analysis and the like is useful for better
management of a company.

400.
401.
402.

Carrier Development:-

Hindustan Unilever provided both vertical and lateral growth prospects for

its employees in all the business units present in India. India was one of few
countries 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 were

provided with exposure to different business units by way of mentoring from senior
employees of Unilever.

404.
405.
PIMR, Indore

Page 50

406.
407.
408.

409. 1.7 PRODUCT &

SERVICE OFFERED
410.

PIMR, Indore

Page 51

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.

PIMR, Indore

Page 52

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

PIMR, Indore

Page 53

420. Vending Machine

421.

A Vending machine is an automatic machine that sells food such as

canned soups and packaged sandwiches, snacks such as potato
chips, chocolate bars, and candy, hot drinks (coffee, tea, and hot
chocolate); cold drinks (juice, bottled water, soft drinks, and in
some cases, milk or chocolate milk); or other items such as
newspapers and tissue paper.

422.

HUL is one of the prominent manufacturer, supplier and exporters

of a wide range of vending machines. Apart from this, they also
deal in delicious and aromatic Tea and coffee premixes, health drink
and beverages.

423.
424. There are many machines available details below:

425.

426.

Machine

Details
427. 2 Lane Machine (cute

428. Rs.14500/-

model)
429. 2 Lane Machine

430. Rs.15500/-

(regular model)
431. 3 Lane Machine

432. Rs.17000/-

433. 4 Lane Machine

434. Rs.19500/-

Price

435.
436.

Below mention are the details of our product and service

offered:

437.
PIMR, Indore

Page 54

438. CONSUMABLE

439. PACK.

440.

441.

(RS.)
LIPTON

CARDAMOM TEA

444.

LIPTON

HOT LEMON TEA

447.

LIPTON

DIET WHITENER

450.

RATE/PACK

TAJ

MAHAL TEA

442.

443.

315

446.

265

449.

360

452.

130

455.

300

458.

600

461.

245

464.

315

KG

445.
KG

448.
50GM.

451.
00s

BAGS

453.

BRU

COFFEE PREMIX

456.

KNORR

TOMATO SOUP

459.

LIPTON

NORMAL SUGAR

454.
KG

457.
KG

460.
KG

DW

462.

LIPTON

MASALA TEA

PIMR, Indore

463.
KG

Page 55

465.
466.
467.
468.

469. 1.8 Areas of

Operation

PIMR, Indore

Page 56

470.
471.

Areas of Operation

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 and
touches 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 them
and 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 the
everyday life of millions of consumers across India. Its portfolio includes leading
household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely,
Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe,
Brooke Bond, Bru, Knorr, Kissan, Kwality Walls 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 coffee
vending machines with branded premixes enabling people to sip their favourite
beverages when outside the comfort of their homes. So whether one is at work, or at
a mall / multiplex, or in a college cafeteria, or simply waiting at the airport / railway
station, 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 bulk

requirements.

PIMR, Indore

Page 57

478.

OOH business is about providing consumers with a refreshing branded

beverage experience while they are Out of Home, at work, wait and play. We
reach 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 Indonesias Nusa Tenggara Timur

(NTT) district.

485.
486. Fighting malnutrition

PIMR, Indore

Page 58

487.

Activities are concentrating on the Satkhira district in the

South West of Bangladesh. Bangladesh is among the most densely

populated countries in the world with a high vulnerability to annual
monsoon floods and cyclones.

488.

Satkhira is especially prone to natural disasters and its

ground water is contaminated with arsenic. Regular floods destroy

crops, majorly impacting food security. 40% of the population (or 60
million people) are undernourished; 7 million of them are children.
Few charities currently operate in the region and no programme
similar to Project Laser Beam is in place.

489.

The programme is also focusing on Indonesias Nusa

Tenggara Timur (NTT) district, which has a population of

approximately 4 million people. A number of charities currently
operate in the region. Indonesia also has a history of natural
disasters and struggles with overpopulation and widespread
poverty. It is one of seven countries that are home to two-thirds of
the worlds hungry. 18% of the worlds underweight children under
five 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 1

billion people take action to improve their hygiene habits and to
bring safe drinking water to 500 million people. This will help
reduce the incidence of life-threatening diseases like diarrhoea.

PIMR, Indore

Page 59

493.

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

Unilever will double the proportion of its portfolio that meets the
highest nutritional standards based on globally recognised dietary
guidelines. This will help hundreds of millions of people to achieve a
healthier diet.

494.
495.

PIMR, Indore

Page 60

496. PRODUCTS OF HUL

497.

FOOD, DRINK AND WATER PURIFIER

498.

499.

500.

501.

502.
PIMR, Indore

Page 61

503.

PIMR, Indore

Page 62

504.
505.

HOME CARE

506.

507.

508.

509.

PIMR, Indore

Page 63

510.

511.

PIMR, Indore

Page 64

512.
513.

PERSONAL CARE

514.

PIMR, Indore

Page 65

515.
516.
517.
518.

519. 1.9 VENDING

SCENARIO IN INDIA
PIMR, Indore

Page 66

520.

521.

VENDING SCENARIO IN INDIA

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 the
total global production, at 857 million kgs. Apart from the major tea players in the
country like Brooke Bond, Lipton, etc now metro, cash and carry India, the
international leader in sell-service wholesale, is also offering its range of premium
tea bags under its H-line and HORECA select brands to cater to the table and kitchen
needs 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 its
antioxidant qualities, consumption of various varieties of tea is expected to increase
even 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 the
southern states of the country and in the hilly regions of Assam, Nagaland and
Arunachal 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 being
served by various retailers and roadside Chaiwallas with no guarantee of being
served by a particular companys products always. By installing vending machines in
offices, companies, and institutes, food & beverage companies are consolidating their
consumer base as on an average 2 out of 4 times a consumer consume a particular
companys product only. This step also helps in brand building for companies as their
vending machines will substantially increase brand visibility and brand recall of their
products.

524.

Major Companies in the market are as follows:

1. HUL
2. Nestle
3. Cafe Coffee Day
PIMR, Indore

Page 67

4. Godrej
5. Georgia
6. Amazon

PIMR, Indore

Page 68

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

PIMR, Indore

Page 69

533.
534.
535.
536.
537.
538.
539.
540. 1.10 TECHNICAL
SPECIFICATIONS OF
VENDING MACHINE

PIMR, Indore

Page 70

541.

TECHNICAL SPECIFICATIONS OF VENDING MACHINE

542.
543.2 Lane Cute Model

PIMR, Indore

Page 71

544.
545.

Specifications

546.

Model Details

547.

Machine Dimension (W*D*H)

mm

549.

No. Of Options

551.

Premix Capacity (Each Lane)

553.

Water Tank Capacity

555.

Dispensing Rate (Cups/Min.)

557.

Weight of Machine

558.

18 Kg

559.

Max. Load

560.

1.4 kw

561.

Power Supply

563.

Auto Cleaning

565.

Water Filling

567.

Machine Body

569.

548.

220*440*625
550.

552.
554.

1.2 Kg each

20 Litres. (Bubble Top)

556.

03-05 Cups

562.

230V AC, 15A

564.

566.

Yes

Bubble Top

568.

GI Sheet

570.

Top Cover

571.

Tray

573.

Boiler Capacity

575.

Mixing Unit

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

PIMR, Indore

572.

GI Sheet

574.

Moulded

2.0 Litres. (Insulated)

576.

Page 72

585.

Half Cup Facility

PIMR, Indore

586.

Page 73

Yes

587.

588.
589.2 Lane Robo Model
590.
592.

Specifications

591.

Machine Dimension (W*D*H)

mm

PIMR, Indore

Page 74

593.

Model Details
330*430*620

594.

No. Of Options

596.

Premix Capacity (Each Lane)

598.

Water Tank Capacity

600.

Dispensing Rate (Cups/Min.)

602.

Weight of Machine

603.

28 Kg

604.

Max. Load

605.

2.2 kw

606.

Power Supply

608.

Auto Cleaning

610.

Water Filling

612.

Machine Body

614.

595.
597.
599.

1.2 Kg each

20 Litres. (Bubble Top)

601.

04-06 Cups

607.

230V AC, 15A

609.

611.

Yes

Bubble Top

613.

GI Sheet

615.

Top Cover

617.

Stainless Steel

616.

Tray

618.

Boiler Capacity

620.

Mixing Unit

622.

Temperature Interlocking

623.

Yes

624.

Digital Counters (For Each

Lane)

625.

Yes

626.

Separate Hot Water Option

627.

Yes

628.

Password Locking In PCB

629.

Yes

630.

Half Cup Facility

631.

Yes

619.

2.6 Litres. (Insulated)

621.

632.
PIMR, Indore

Moulded

Page 75

633.
634.3 Lane Model
635.

Specifications

636.

637.

Machine Dimension (W*D*H)

mm

639.

No. Of Options

641.

Premix Capacity (Each Lane)

PIMR, Indore

638.

Model Details
330*430*620
640.

Page 76

642.

1.2 Kg each

643.

Water Tank Capacity

645.

Dispensing Rate (Cups/Min.)

647.

Weight of Machine

648.

28 Kg

649.

Max. Load

650.

2.2 kw

651.

Power Supply

653.

Auto Cleaning

655.

Water Filling

657.

Machine Body

659.

644.

20 Litres. (Bubble Top)

646.

04-06 Cups

652.

230V AC, 15A

654.

656.

Yes

Bubble Top

658.

GI Sheet

660.

Top Cover

661.

Tray

663.

Boiler Capacity

665.

Mixing Unit

667.

Temperature Interlocking

668.

Yes

669.

Digital Counters (For Each

Lane)

670.

Yes

671.

Separate Hot Water Option

672.

Yes

673.

Password Locking In PCB

674.

Yes

675.

Half Cup Facility

676.

Yes

PIMR, Indore

662.

Stainless Steel

664.

Moulded

2.6 Litres. (Insulated)

666.

Page 77

677.

678.4 Lane Model

679.
681.

Specifications

680.

Machine Dimension (W*D*H)

PIMR, Indore

Page 78

682.

Model Details
400*450*620

mm
683.

No. Of Options

685.

Premix Capacity (Each Lane)

687.

Water Tank Capacity

689.

Dispensing Rate (Cups/Min.)

691.

Weight of Machine

692.

30 Kg

693.

Max. Load

694.

2.2 kw

695.

Power Supply

697.

Auto Cleaning

699.

Water Filling

701.

Machine Body

703.

684.
686.
688.

1.2 Kg each

20 Litres. (Bubble Top)

690.

04-06 Cups

696.

230V AC, 15A

698.

700.

Yes

Bubble Top

702.

GI Sheet

704.

Top Cover

705.

Tray

707.

Boiler Capacity

709.

Mixing Unit

711.

Temperature Interlocking

712.

Yes

713.

Digital Counters (For Each

Lane)

714.

Yes

715.

Separate Hot Water Option

716.

Yes

717.

Password Locking In PCB

718.

Yes

719.

Half Cup Facility

720.

Yes

PIMR, Indore

706.

Stainless Steel

708.

Stainless Steel
2.6 Litres. (Insulated)
710.

Page 79

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

728.

PIMR, Indore

Page 80

coffee

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
Powder(Vending)

Soup

735.
736. Soup are the starter that are had
before the main course. But people
all over the world have soups as
snack. We offer nutritionally rich
tomato soup powder that are mixed
in boi;ed water and served hot. The
delicious soup mixes offered by us are prepared from fresh
vegitable and spices.

PIMR, Indore

Page 81

737.
738.
739.
740.
741.
742. Lipton Cardamom Tea Premix
743. We offer hot tea with cardamom. We are engaged in offering a wide
range of Lipton cardamom Machines. These products are commonly
used in restaurants, canteens and various retail outlets.

744.
745.
746.
747.
748.

PIMR, Indore

Page 82

749. Hot Lemon Tea Premix

750.

Lemon flavour brings out that

real punch of the fruit and is an

excellent choice for a hot or iced tea.
We are well equipped with proper
warehousing facilities to store our
products.

751.
752.
753.
754.
755.
756.

PIMR, Indore

Page 83

757.
758.

Lipton Dairy Whitener

759.

Lipton Dairy Whitener comes with sugar or

without sugar. The Dairy Whiteners provide the users a

delectable and unforgettable taste.

760.
761.
762.

PIMR, Indore

Page 84

763.Other Variants:

764.

765.

Lipton Instant Tea Premix

PIMR, Indore

Page 85

Lipton Masala Tea Premix

766.

767.

Taj Mahal Tea Bags

PIMR, Indore

Brooke Bond Tea Bags

Page 86

768.
769.
770.
771.
772.
773.

774. 1.11 COMPETITOR

PRODUCTS

PIMR, Indore

Page 87

775. COMPETITOR PRODUCTS

776.
777.

The

three

chief

competitors of Hindustan Unilevet Limited in Tea and coffee

vending business are Nescafe, Tata, Cafe coffee day which have
their presence in the market with following products:

778.
779.
780.

Cafe Coffee Day

Cafe Coffee Day,

India's favorite coffee shop where
the young at heart unwind. We're a
division of India's largest coffee
conglomerate, the Amalgamated
Bean
Coffee
Trading
Company
Limited (ABCTCL) popularly known as
Caf Coffee Day. With Asia's secondlargest network of coffee estates
(10,500 acres) and 11,000 small
growers, Coffee Day has a rich and
abundant source of coffee. This
coffee goes all over the world to
clients across the USA, Europe and Japan, making us one of the
top coffee exporters in the country.
781.

782.
783.
784.
PIMR, Indore

Page 88

785.
786.
787.

TATA TEA

788.

customers

all

Tata
Coffee
Ltd.
Asia's largest integrated coffee and
producers of the world's finest coffee
is the third largest player in the
Industry. This is a natural extension
from the Instant Coffee Division,
India's first export oriented soluble
coffee, which has loyal and satisfied
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 Caf

794.

Chicory blend - Tata Kaapi

795.

Coffee premix without sugar - Tata Kaapi without sugar

PIMR, Indore

Page 89

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.
PIMR, Indore

Page 90

811.
812.
813.

NESCAFE

814.
Nestl is the world's
leading Nutrition, Health and Wellness
Company. Our mission of "Good Food,
Good Life" is to provide consumers
with the best tasting, most nutritious
choices in a wide range of food and
beverage categories and eating occasions, from morning to
night.
The Company was founded in 1866 by Henri Nestl in Vevey,
Switzerland, where our headquarters are still located today. We
employ around 2, 80,000 people and have factories or operations
in
almost
every
country
in
the
world.

815.

COMPARATIVE
RATE CHART

PIMR, Indore

Page 91

PIMR, Indore

Page 92

816.
1.

Produ

2.

HUL

cts

3.

Rate

per kg

4.

6.

8.

Nestle

TATA

Others

5.

7.

9.

Rate

per Rate

per Rate

kg

kg

per

kg

10. 11. 12. 13. 14.

C

ardamom

315

300

315

250

Tea

15. 16. 17. 18. 19.

G

inger Tea

290

290

300

270

20. 21. 22. 23. 24.

L

emon Tea

265

250

240

220

25. 26. 27. 28. 29.

T

ea bag

150

110

120

90

30. 31. 32. 33. 34.

C

offee

300

275

275

250

35. 36. 37. 38. 39.

S

PIMR, oup
Indore

600

Page550
93

565

480

817.
818.
819.

820. CHAPTER 2
INTRODUCTION TO
THE PROJECT

821.

PIMR, Indore

Page 94

822. 2. INTRODUCTION TO THE PROJECT

823.

This

project

give

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 HULs presence in it.
It also tries to analyze HULs 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

negotiations.
Installation of Lipton Vending Machine.

825.

admistration/human

resource

head

&

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.

PIMR, Indore

Page 95

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
PIMR, Indore

Page 96

834. SWOT
ANALYSIS
835.
836.

PIMR, Indore

Page 97

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.
844.
1.
2.
3.
4.
5.

Weakness:

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

845.
846.
847. Oppourtunities:

848.
1. Large domestic market.
2. Untapped rural market.
PIMR, Indore

Page 98

3. Challenging lifestyle and rising income level i.e. incresing per

capita incomeof consumers.
4. Brand growth through incresaed consumption depth and
frequency of usage.

849.
850.
851. Threats:

852.
1.
2.
3.
4.

Tax and regulatorystructure.

Slowdown in economy can have an impact of FMCG industry.
Low priced consumption now present in all categories.
Seasonality.

853.

PIMR, Indore

Page 99

854.

855.
856.
857. CHAPTER 4

858. CONCLUSIO
N AND
SUGGESTION
859.
860.

PIMR, Indore

Page 100

861.

862.

4.1 CONCLUSION

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 Indias
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.

PIMR, Indore

Page 101

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.

PIMR, Indore

Page 102

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.

PIMR, Indore

Page 103

879.
880.
881.

882. CHAPTER 5

883.

FUTURE
IMPLICATIONS OF
STUDY
884.
885.

PIMR, Indore

Page 104

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.

PIMR, Indore

Page 105

894.
895.
896.

897. CHAPTER 6

898. OBSERVATI
ONS &
LEARNING
899.
900.

PIMR, Indore

Page 106

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 Indias 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.

906.
PIMR, Indore

Page 107

907.
908.
909.
910.
911.

912. CHAPTER 7
913. RECOMMENDATI
ON

PIMR, Indore

Page 108

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.

PIMR, Indore

Page 109

916.
917.
918.
919.

920. CHAPTER 8

921. BIBLIOGRA
PHY
922.
923.

PIMR, Indore

Page 110

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/

PIMR, Indore

Page 111