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Drive penetration with modifying/repackaging products Develop and market products especially for low and lower-middle income households Increase the share in consumer spending
Page out of book of Unilevers path to grow strategy Unilever slashed global brand portfolio from 1100 to 400 in Q4 of 2000 More than 90% of Unilever profits came from these 400 brands Pareto distribution HLL had over 100 brands in 2001 when Vindi Banga took the reins Agricultural slowdown eroded purchasing power in rural areas Slowdown particularly severe in laundry, tea and personal wash categories 36 specific products and brands contributed 80 % to total revenues of HLL Personal Products Division (PPD) had 21 brands but 85-90 % revenues from just 9 brands!
Divested holding partially / fully in most non-FMCG categories - seeds, Animal Feeds, Nickel Catalyst, Oils & Fats, Mushrooms HLCL (Chemicals & Fertilisers) in which HLL holds 50% was merged with Tata Chemicals Phased out brands such as Sunlight in detergents and Jai in toilet soaps - focus better on 36 Power Brands Marketing strategies in 2002 revolved around rejigging / relaunching established brands - Lifebuoy, Rin, Surf and Vim Advertising and promotional expenses at Rs. 824 crores in 2001 - more than 90 % accounted for by Power Brands Launch of Fair & Lovely Soap, Lifebuoy Talc, taking the Max Ice-cream brand to Confectionery brand extension into new categories
In H2 of 2001, Power Brand sales were up 9 % in a situation where the FMCG market declined by 3-4 % Increase in 2001 annual profit margins by 20.9% Accelerated HLLs FMCG topline growth to 7 % in H2 of 2002 compared with 3 % in H1 of 2002 Costs for raw materials reduced by 5% On-hand inventory levels cut by 33% Customer service levels increased by 10% Top 15 brands accounted for 70% of HLLs domestic consumer business in 2004 Top five brands together accounted for sales over Rs.4000 crores
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Organizational Restructuring
HLL Turnover by SBUs
2 27 100% 90% 80% 70% 60% % 50% 40% 30% 20% 10% 0% 2000 2001 2002 Year 2003 2004 57 61 67 68 71 Others Foods HPC 37 33 30 29 6 6 3 3
Distribution Network
Project Objectives
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Visibility aids
1. 2. 3. 4. 5. Signage Pillar branding HPC Wall Super value offers Sachet Hangers : : : : : glow sign 2 brands for each PC 6 shelves 2 shelves 2 for Dets/3 for PP
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Livelihood Model
Micro enterprise opportunity- Self help groups Combination of Retail Distributor & Home to Home Key enablers-Partnership from NGOs and support from State Govt. Doubling average household income End of 2005- 25,000 Shakti dealers
Shakti Vani
Improve standard of living Focus on health and hygeine Currently 10,000 vanis in M.P.& Karnataka
I-shakti
IT based rural information system agriculture, education, vocational training, health and hygiene Functional since August,2003 vision is to scale up operations to 1500 kiosks by 2005, delivering information services to over 10 million rural people across 7500 villages.
Passion
Competition
Pace
New Ventures
Water
Pureit - the most advanced water purifier in the world Free from viruses, bacteria and parasites Pureit meets the germkill standard of the toughest regulatory agency in the USA, the EPA. Pureit has been initially launched in Chennai and the response has been encouraging.
SangamDirect
Direct to consumer e-tailing initiative services Scaled up in Mumbai State of the art call center and pick-n-pack facility is put in place to achieve superior service levels at optimal costs. Over 100,000 families have already tried out the convenience offered by Sangam.