1.

Bru coffee
2. Kwality Wall's frozen dessert
3. Kissan squashes, ketchups, juices and jams
4. Knorr soups & meal makers and soupy noodles
5. Brooke bond

6. Active Wheel detergent

7. Surf Excel detergent and gentle wash
8. Vim dishwash
9. Domex disinfectant/toilet cleaner
10. Rin detergents and bleach
11. Lifebuoy soaps and handwash range
12. Liril 2000 soap
13. Lux soap, body wash and deodorant
14. Pears soap
15. Pepsodent toothpaste
16. Pond's talcs and creams
17. Rexona soap
18. Sunsilk shampoo
19. Sure anti-perspirant
20. Vaseline petroleum jelly, skin care lotions
21. TRESemmé[12]
22. Fair & Lovely skin-lightening products
23. Hamam
24. Lakmé beauty products and salons
25. Clinic Plus shampoo and oil
26. Close Up toothpaste
27. Dove
28. Axe deodorant and aftershaving lotion and soap

Water Purifier Brand:

29. Pureit Water Purifier

 Hindustan Unilever Limited (HUL) is an Indian consumer
goods company based in Mumbai, Maharashtra. It is owned by Anglo-
Dutch company Unilever which owns a 67% controlling share in HUL as
of March 2015 and is the holding company of HUL.[2] HUL's products
include foods, beverages, cleaning agents, personal care products and
water purifiers.
HUL was established in 1933 as Lever Brothers and, in 1956, became
known as Hindustan Lever Limited, as a result of a merger
between Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and
United Traders Ltd. It is headquartered in Mumbai, India and employs
over 16,000 workers,[2] whilst also indirectly helping to facilitate the
employment of over 65,000 people.[3] The company was renamed in June
2007 as "Hindustan Unilever Limited".[4]
Hindustan Unilever's distribution covers over 2 million retail outlets
across India directly and its products are available in over 6.4 million
outlets in the country. As per Nielsen market research data, two out of
three Indians use HUL products.

Introduction to HUL
With nine out of ten Indian households using our products, we believe we have the ability
to make a difference through our brands and bring about a social change.
 Brands around the world

We make some of the best-loved brands in the world like Bru, Dove, Kwality Walls, Pureit and Surf Excel
to name just a few. We're one of the biggest FMCG company in the world

VIEW OUR BRANDS

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, 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 31,425 crores (financial year
2015 – 16). HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving consumer
goods with strong local roots in more than 100 countries across the globe with annual sales of €53.3 billion
in 2015. Unilever has 67.25% shareholding in HUL.

External links
 brightFuture Find out how Unilever’s brightFuture initiative aims to inspire sustainable living – and how you
can play a part.
 Our vision
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.

A clear direction for us

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.

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.

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 of consumers. We’re also strengthening our strong
relationships in the emerging markets we believe will be significant for our future growth.

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.

"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 can create a more equitable and sustainable
world for all of us by doing so,” says Unilever CEO Paul Polman.

“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.”

Our Priorities and Principles

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.

Five key priorities provide the foundation for our brand’s campaigns. Read some examples of how
different brands are upholding these principles.

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 world’s poorest countries.
 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 handwashing with soap was celebrated by 200 million people across 53 countries in 2013.
A more confident future
 Dove’s 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 world’s 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.
A better future for the planet
 We’re 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
A better future for farming and 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 & Jerry’s ice cream,
which includes Fairtrade vanilla and almonds in various flavours
 Around half our raw materials come from agriculture and forestry, so we’re working towards making our
key crops 100% sustainable.

Purpose & principles

Our Corporate Purpose states that to succeed requires "the highest standards of corporate
behaviour towards everyone we work with, the communities we touch, and the
environment on which we have an impact."

Always working with integrity

Related links
 Business Partner Code
 Corporate Governance
 Our principles
 Our purpose

Download
 Unilever's Code of Business PrinciplesPDF | 63KB
Conducting our operations with integrity and with respect for the many people, organisations and
environments our business touches has always been at the heart of our corporate responsibility.

Positive impact
We aim to make a positive impact in many ways: through our brands, our commercial operations and
relationships, through voluntary contributions, and through the various other ways in which we engage
with society.

Continuous commitment
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.

Setting out our aspirations

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.

Working with others

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

Our principles
Standard of Conduct

Obeying the law

Employees
Consumers
Shareholders
Business Partner
Community Involvement
Public Activities
The Environment
Innovation
Competition
Business Integrity
Conflicts of Interest
Compliance - Monitoring - Reporting
Unilever has earned a reputation for conducting its business with integrity and with respect for the interests
of those our activities can affect. This reputation is an asset, just as real as our people and brands.

Our first priority is to be a successful business and that means investing for growth and balancing short
term and long term interests. It also means caring about our consumers, employees and shareholders, our
business partners and the world in which we live.

To succeed requires the highest standards of behaviour from all of us. The general principles contained in
this Code set out those standards. More detailed guidance tailored to the needs of different countries and
companies will build on these principles as appropriate, but will not include any standards less rigorous
than those contained in this Code.

We want this Code to be more than a collection of high sounding statements. It must have practical value
in our day to day business and each one of us must follow these principles in the spirit as well as the letter.
 Paul Polman, CEO Purpose & principles
Our Corporate Purpose states that to succeed requires "the highest standards of corporate
behaviour towards everyone we work with, the communities we touch, and the
environment on which we have an impact."

Always working with integrity

Related links
 Business Partner Code
 Corporate Governance
 Our principles
 Our purpose

Download
 Unilever's Code of Business PrinciplesPDF | 63KB
Conducting our operations with integrity and with respect for the many people, organisations and
environments our business touches has always been at the heart of our corporate responsibility.

Positive impact
We aim to make a positive impact in many ways: through our brands, our commercial operations and
relationships, through voluntary contributions, and through the various other ways in which we engage
with society.

Continuous commitment
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.

Setting out our aspirations

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.

Working with others

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

Our principles
Standard of Conduct

Obeying the law

Employees
Consumers
Shareholders
Business Partner
Community Involvement
Public Activities
The Environment
Innovation
Competition
Business Integrity
Conflicts of Interest
Compliance - Monitoring - Reporting
Unilever has earned a reputation for conducting its business with integrity and with respect for the interests
of those our activities can affect. This reputation is an asset, just as real as our people and brands.

Our first priority is to be a successful business and that means investing for growth and balancing short
term and long term interests. It also means caring about our consumers, employees and shareholders, our
business partners and the world in which we live.

To succeed requires the highest standards of behaviour from all of us. The general principles contained in
this Code set out those standards. More detailed guidance tailored to the needs of different countries and
companies will build on these principles as appropriate, but will not include any standards less rigorous
than those contained in this Code.

We want this Code to be more than a collection of high sounding statements. It must have practical value
in our day to day business and each one of us must follow these principles in the spirit as well as the letter.

Paul Polman, CEO

Our 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).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati
was launched in 1918 and the famous Dalda brand came to the market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company,
followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three
companies merged to form HUL in November 1956; 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.

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 Milkfood 100% Icecream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated
in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant
overlaps in Personal Products, 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 2000’s. 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 and Surf Excel breached
the the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore 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 HUL’s 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 17th, 2013.

Interview questions asked for sales & marketing department.

1. Name six brands of soap from HUL

2. Name six brands of shampoo from HUL

3. Which is your favourite advertisement and why?

4. Which is your favourite HUL advertisement and why?

5. Do a S-T-P analysis for Knorr soups

6. What is a S-T-P analysis

7. Which new market segment will you target for Knorr Soups

8. How will you modify the 5 P’ s for this new market?

9. How will you sell photography (photography related work on my CV)

as a hobby within the campus? Who will you target? What major
barriers do you see? How can you overcome them?

10. Tell me about yourself…I mentioned the word creative

11. Design a swimming pool for a blind person

12. Design the store layout and the packaging for a new ketchup for a
blind person visiting a superstore for the first time

13. How will you explain the working of a router to your grandmother?

14. What was the tuffest work and decision u took in your organisation?

HOW YOU CONTRIBUTE TO COMPANY

 giving 100% by using my academic and professional experience

 generating revenue to the company by new innovative ideas
 I will give honest and dedicated service to company ,using
my physical and mental efficiency.
 As am a fresher i can mold myself in any way as per the company's perspective and can
utilize my skills in better fashion.
 I Give My Hole Effort to Develope the company with very
confident and courageous. I involved in all the works and co
operate with all persons,I will support this company every
day.I WISH TO PRODUCE LOT OF Innovative actions day by day
improvement to the company to the best of my knowledge.I
 hope smart thinking with effort will create a big revolused
company.i am sure that i will apply these things and i
should create a big company.

Why did you resign from your previous job?

First of all, I am so thankful to my previous company which has given me a great start in my career. I
have learned lots of professional Skil and work under pressure.

Now I am looking for a good opportunity where I can grow professionally and financial. Now this is
the time to upgrade my life to the new challenging environment to grow professionally and
financially. And This is the time when I will use my previous experience in this job.

But in this dynamic age or time need to change in our life. Now I have an opportunity to work in this
diversified company where I will learn more and apply all my learning for company benefit.

How to sell to a new customer?

Answer 1

1.

First of all when ever to sell any kind of product to the

new customer firstly to attend the customer like ur family
member. Then give a detail about product as well as
advantage becoz every customer needs advantageof the
product.

2.

Secondly never cheat to the customer if ur first

impression is not so good to the customer then you will
lost your customer.

3.

If the cost of product is Rs/-3400. And the cost of same

product which you want to sell to the customer. Agar woh
apko Rs/-2000 tak ka padtha hai tho customer ko aap woh
product 3400 tak ka sale karsaktho ho but us product kay
saath you have to give one thing whose price is 400 or 500.
If the customer don want the free item then you minus that
particular item 500 then u sale out at rs 3000. you will
also get the profit Rs/-1000.
Thank you

ANSWER2
To sell any product customer is the god.without customer we can't survive in business. We
should try to highlight what are the best features our product had than the competitors. Tell
about warranty and guaranty then automatically he will thinks about product and interest to
purchase it.never request a customer to purchase it bcoz it will leads to a negative opinion on
 your product. use the best key words like '' this is the best product sir having new and
comfortable...........''

Answer3

First of all ower aim should br that whats the need of

coustemer just satisfy that an after that just tell about
your products don begg her that sir please buy my product if
u willl do this then the coustmer will think that our
product has no quality just be confident an sell ur product
even if ur product is nt good then also tell her its of best
quality sir jus try it for once u will buy another tym also
we sell a good quality products even we have a best quality
as well as best quantity....

BOARD OF DIRECTOR

Mr. Harish ManwaniChairman

Mr. Harish Manwani (61) assumed charge as the Non-Executive Chairman of the Company with effect
from 1st July, 2005.

BOARD OF DIRECTOR

Mr. Sanjiv MehtaManaging Director and CEO

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.
Mr. P. B. BalajiExecutive Director, Finance and IT and
Chief Financial Officer
Mr. P. B. Balaji (45) 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.

BOARD OF DIRECTOR