Description
Fast-moving consumer electronics are a type of FMCG and are typically low priced generic or easily substitutable consumer electronics, including lower end mobile phones, MP3 players, game players, and digital cameras, which have a short usage life, typically a year or less, and as such are disposable.
A PROJECT REPORT ON
SECTORAL RESEARCH
SUBMITTED BY: SEM IV
IN PARTIAL FULLFILLMENT OF THE REQUIREMENT OF
PGDM
SURYADATTA INSTITUTE OF MANAGEMENT & MASS COMMUNICATION (SIMMC)
FOR THE ACADEMIC YEAR 2010-12
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Sectors: FMCG
Prepared & Submitted by
Marketing + IB) 2010-12 Roll No. 199901040003
SURYADATTA INSTITUTE OF MANAGEMENT & MASS COMMUNICATION
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STUDENT’S DECLARATION
I Roshan Pandey of “SURYADATTA INSTITUTE OF Management and Mass Communication (SIMMC), PUNE” hereby declare that project entitled “Sectoral Research Analysis” of the degree for Post Graduate Diploma In Management (Marketing+IB) SEM IV is of my own accurate work.
I further declare that all the facts and figures furnished in this project report are the outcome of my own intensive research and findings.
ROSHAN PANDEY
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TABLE OF CONTENTS
Sr.No 1 2 3 4 5 6 7 9 10 11 12 13 14 15 16 17 18 Contents Objective Introduction of sector Introduction of Sector In India Dabur india ltd. Company profile Awards Swot analysis Nestle india ltd Vision&mission Content Financial data Swot analysis HUL ltd Services Marketing strategies Oppourtunity in the sector Learning experience Pg.no 6 6-7 7-13 14-19 19-20 20-22 23-27 28 29 29 37-41 39-41 40-42 43-46 47-48 48-49 50 S
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DABUR INDIA LTD.
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HISTORY OF DABUR INDIA LTD.
1884 1896 1919 1920 1936 1972 1979 1986 1992 1993 1994 1995 1996 1997 1998
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Birth of Dabur Setting up a manufacturing plant Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt. Ltd. Shift to Delhi Sahibabad factory / Dabur Research Foundation Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment Public issues Joint Ventures 3 separate divisions Foods Division / Project STARS Professionals to manage the Company
2000 2003 2005 2005 2006 2006 2007 2007 2007 2008 2009
Turnover of Rs.1,000 crores Dabur demerges Pharma Business Dabur aquires Balsara Dabur announces Bonus after 12 years Dabur crosses $2 Bin market Cap, adopts US GAAP Approves FCCB/GDR/ADR up to $200 million Celebrating 10 years of Real Foray into organised retail Dabur Foods Merged With Dabur India Acquires Fem Care Pharma Dabur Red Toothpaste joins 'Billion Rupee Brand' club
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BOARD OF DIRECTORS: The Board comprises of:
Chairman
ViceChairman
Whole Time Directors
Non Whole Time Promoters, Directors
Mr. Mohit Burman
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VISION AND MISSION STATEMENT Started in 1884, has its presence in more than 50 countries, its products gaining worldwide recognition and acknowledgement. Moreover its diversified has enabled it to explore different avenues of opportunities and availing the very best of each market. Nevertheless despite of this protean diversification in product portfolio, Dabur has a very focused outlook, something that encumbers it from losing its base and deviating from its path to the wealth and well being of every household, Dabur has just commenced its operations in Pakistan. Its vision is to establish Dabur as a true Multinational Company with a strong professional culture. Moreover it encourages empowerment amongst the personnel and strengthens them enough for them to hold themselves accountable for their actions. As for the business vision, it revolves around the notion of achieving Brand Equity in herbal and natural based categories with vitality and health. In short, Dabur's main focus is on the phenomenon of that talks about products made from roots, herbs and animal skin, which are nature-based. ABOUT DABUR INDIA LTD: Dabur India Limited is the fourth largest FMCG Company in India with Revenues of US$750 Million (Rs 3416 Crore) & Market Capitalisation of US$3.5 Billion (over Rs 16,000 Crore). Building on a legacy of quality and experience of over 125 years, Dabur operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care & Foods. Dabur India Limited is a leading Indian consumer goods company with interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the by lanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. For the past 125 years, we have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle. Through our comprehensive range of products, we touch the lives of all consumers, in all age groups, across all social boundaries.
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DABUR AT-A-GLANCE Consumer Care Division (CCD) adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care & Foods
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Master brands: ? Dabur - Ayurvedic healthcare products ? Vatika - Premium hair care ? Hajmola - Tasty digestives ? Réal - Fruit juices & beverages ? Fem - Fairness bleaches & skin care products 9 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Réal, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur Honey Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika Shampoo has been the fastest selling shampoo brand in India for three years in a row Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day Leader in herbal digestives with 90% market share
CONSUMER HEALTH DIVISION (CHD) offers a range of classical and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats
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Has more than 300 products sold through prescriptions as well as over the counter Major categories in traditional formulations include: - Asav Arishtas - Ras Rasayanas - Churnas - Medicated Oils Proprietary Ayurvedic medicines developed by Dabur include: - Nature Care Isabgol - Madhuvaani - Trifgol Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students
DABUR INDIA LTD. - CORPORATE PROFILE
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Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of about US$750 Million (over Rs 3416 Crore) & Market Capitalisation of over US$3.5 Billion (over Rs 16,000 Crore). Building on a legacy of quality and experience of over 125 years, Dabur is today India’s most trusted name and the world’s largest Ayurvedic and Natural Health Care Company. Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as the master brand for natural healthcare products, Vatika for premium personal care, Hajmola for digestives, Réal for fruit juices and beverages and Fem for fairness bleaches and skin care products. Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide distribution network, covering over 2.8 million retail outlets with a high penetration in both urban and rural markets. Dabur's products also have a huge presence in the overseas markets and are today available in over 60 countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe
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and Russia. Dabur's overseas revenues stands at over Rs 500 Crore in the 2008-09 fiscal, accounting for about 20% of the total turnover.
PRODUCTS OF DABUR INDIA LTD. REAL FRUIT JUICE
ACTIV
BURRST
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HOMMADE
SALES TURNOVER OF DABUR INDIA LTD: Dabur India Ltd Third Quarter Net Profit Surges 23% Dabur India Ltd Third Quarter Net Profit Surges 23%; Dabur Standalone Q3 Net Profit At Rs 88.1 Cr On A Turnover Of Rs 525 Cr; Nine-Month Standalone Net Profit Surges 22.3% To Rs 228 Cr; Dabur India (consolidated) Nine-Month Revenue Up 15.8% At Rs 1782 Cr. Dabur India Ltd (Consolidated) posted a 19.2% growth in net profit in the third quarter at Rs 94.5 crores, as against Rs 79.3 crores in the same period last year. Turnover for the quarter marked a 14.3% growth to Rs 658.65 crores, from Rs 576.52 crores a year earlier Financial Analysis Particulars Rs, Crs. Operating Results Sales Profit Before Tax Taxes Tax Rate (%) Profit After Tax Financial Position Fixed Assets Current Assets, Loans & Advances
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2009 2396 384 52 13.4 333 465 774
2010 2834 445 54 12.1 391 559 951
2011 3417 601 100 16.7 501 677 1106
Current Liabilities and Provisions Net Working Capital Total Assets Share Capital Reserve and Surplus Share Holder Funds Loan Funds Return Ratio’s ROCE % RONW % Equity Share Data Earning Per Share Dividend Per Share No. Of Shares in Crs.
732 42 749 86 531 618 99 47.6 55.3 3.9 1.5 86.4
805 146 1060 87 732 819 230 39.4 47.7 4.5 1.75 86.5
920 186 1129 87 848 935 179 45.5 53.5 5.8 2.0 86.9
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NESTLE INDIA LTD.
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HISTORY
1866-1905
The key factor which drove the early history of the enterprise that would become The Nestlé Company was Henri Nestlé's search for a healthy, economical alternative to breastfeeding for mothers who could not feed their infants at the breast. In the mid-1860s Nestlé, a trained pharmacist, began experimenting with various combinations of cow's milk, wheat flour and sugar in an attempt to develop an alternative source of infant nutrition for mothers who were unable to breast feed. His ultimate goal was to help combat the problem of infant mortality due to malnutrition. He called the new product Farine Lactée Henri Nestlé. Nestlé's first customer was a premature infant who could tolerate neither his mother's milk nor any of the conventional substitutes, and had been given up for lost by local physicians. People quickly recognized the value of the new product, after Nestlé's new formula saved the child's life and within a few years, Farine Lactée Nestlé was being marketed in much of Europe.Henri Nestlé also showed early understanding of the power of branding. He had adopted his own coat of arms as a trademark; in Swiss German, Nestlé means 'little nest'. One of his agents suggested that the nest could be exchanged for the white cross of the Swiss flag. His response was firm: "I regret that I cannot allow you to change my nest for a Swiss cross .... I cannot have a different trademark in every country; anyone can make use of a cross, but no-one else may use my coat of arms."
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Meanwhile, the Anglo-Swiss Condensed Milk Company, founded in 1866 by Americans Charles and George Page, broadened its product line in the mid-1870s to include cheese and infant formulas. The Nestlé Company, which had been purchased from Henri Nestlé by Jules Monnerat in 1874, responded by launching a condensed milk product of its own. The two companies remained fierce competitors until their merger in 1905.Some other important firsts occurred during those years. In 1875 Vevey resident Daniel Peter figured out how to combine milk and cocoa powder to create milk chocolate. Peter, a friend and neighbor of Henri Nestlé, started a company that quickly became the world's leading maker of chocolate and later merged with Nestlé. In 1882 Swiss miller Julius Maggi created a food product utilizing legumes that was quick to prepare and easy to digest. His instant pea and bean soups helped launch Maggi & Company. By the turn of the century, his company was producing not only powdered soups, but bouillon cubes, and sauces and flavorings.
COMPANY PROFILE Nestlé India is a subsidiary of Switzerland. With seven factories and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction. The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top Wealth Creators of India'.
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BOARD OF DIRECTORS Mr. Antonio Helio Mr. Shobinder Mr. Christian Schmid Mr. Pradip Baijal Mr. Michael W.O. Garrett Dr. Rakesh Mohan Mr. Ravinder Narain Dr. Swati A. Piramal Mr. Richard Sykes Chairman and Managing Director Director - Finance & Control Director – Technical Non Executive Director Non Executive Director Non Executive Director Non Executive Director Non-Executive Director Alternate Director to Mr. Michael W.O Garrett
AUDIT COMMITTEE Mr. Pradip Baijal Chairman Mr. Michael W.O. Garrett Member Mr. Ravinder Narain Member SHAREHOLDER / INVESTOR GRIEVANCE COMMITTEE Mr. Ravinder Narain Chairman Mr. Antonio Helio Waszyk Member
COMPANY SECRETARY Mr. B. Murli Senior Vice President Legal & Company Secretary
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CORPORATE OFFICES AND BRANCHES: The 4 branch offices in the country help facilitate the sales and marketing of its products. They are in Delhi, Mumbai, Chennai and Kolkata. The Nestlé India head office is located in Gurgaon, Haryana. Head Office Nestlé India Limited Nestlé House Jacaranda Marg, 'M' Block, DLF City, Phase II, Gurgaon - 122002 (Harayana) Tel.: 0124 - 2389400 Registered Office Nestlé India Limited M-5A, Connaught Circus, New Delhi 110001 Tel.: 011- 41514444
NESTLÉ INDIA EXPOERTS
Shelf-stable solutions.
Preparing well balanced meals is a snap with Nestlé.
Drink to an active life with Nestlé Beverages.
Delighting the senses with a range of tastes and textures.
Note: The products listed in this page are available for export from India.
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CURRENT CAPITALIZATION
Nestle India Ltd Bse: 500790 | nse: nestleind | isin: ine239a01016 market cap: [rs.cr.] 36,916 | face value: [rs.] 10 industry: food - processing - mnc
Branches and Locations of Nestle Group: Nestle India Location Type Address Branch Office 915 N A C Manimajra Chandigarh - 160001 Chandigarh - India Phone : Fax : Email : N.A. Branch Office 1 Floor, ICC Chambers Near Shaki Vihar Telephone Exchange, Shaki Vihar Road, Powai Mumbai - 400072 Maharashtra - India Phone : Fax : Email : N.A. Head Office Nestle House Jacaranda Marg 'M' Block DLF City Phase II Gurgaon - 122022 Haryana - India Phone : 6389300,6389400 Fax : 0124-6389399 Email : [email protected] Branch Office 2nd Floor Silicon Terrace 30/1, Adugodi Bangalore - 560095 Karnataka - India Phone : Fax : Email : N.A.
Registered Office M-5A, Connaught Circus New Delhi - 110001 Delhi - India Phone : 23418891 Fax : 23415130 Email : [email protected]
. Branch Office Kaiser-IHind Building Currimbhoy Road Mumbai - 400001 Maharashtra - India Phone : Fax : Email : N.A.
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FINANCIAL ANALYSIS FIXED ASSETS Particulars Tangible Assets: (A) Free Hold Land Lease Hold Land Buildings Railway Sidings Plant & Machinery Furniture & Fixtures Information Technology Vehicles Sub Total: Intangible Assets: (B) Management Information Systems Total (A+B) Capital work-in-progress including capital advances and machineryin-transit Total: Net Block as on 31st Dec 2010 56,026 90,978 1,818,166 939 6,456,040 407,141 88,532 8,475 8,926,297 35,751 8,962,048 796,273 Net Block as on 31st Dec 2011 56,026 92,034 1,507,587 1,496 5,370,681 282,663 68,678 7,754 7,386,919 143,003 7,529,922 1,091,689
9,758,321
8,621,611
Capacities, Production/Purchases, Stocks and Sales of Finished Goods --------Gross Sales------Class of Goods Milk Products and Nutrition Products Beverages Prepared Dishes and Cooking Aids Chocolate and
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Quantity (MT) 134,142 23,369 155,555 44,116
Value (Rs. In Thousands) 23,112,665 8,041,909 13,350,493 7,719,147
confectionery FINANCIAL KEY TERMS OF NESTLE INDIA LTD. Particulars Current Assets: (A) Store & Spare Parts Stock in Trade: Finished Goods Work in Progress Raw Materials Packaging Materials Total Cost: Sundry Debtors Less: Provisional for Doubtful Debts Total: Cash and Bank Balances: Loans and Advances Current Liabilities and Provisions Sundry Creditors Others Bank OD Education and Protection Fund Total: Provisions Total: Year 2011 293,335 2,312,885 462,666 1,731,668 186,825 4,987,379 673,174 31,311 641,863 1,555,863 8,565,592 Year 2010 248,931 2,327,186 385,378 1,213,980 173,642 4,349,117 485,650 29,717 455,933 1,936,893 7,979,532
16,396 5,800,896 5,941 52,673 5,875,906 8,347,940 14423846
15,917 5,001,981 8,177 48,596 5,074,671 6,773,157 11847828
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Hindustan Unilever Limited (HUL) History of HUL
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 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India 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.
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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. 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. 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 15,000 employees and has an annual turnover of Rs.17,523 crores (financial year 2009 - 2010). 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 about €44.3 billion in 2010. Unilever has about 52% shareholding in HUL.
Our vision
Unilever products touch the lives of over 2 billion people every day – whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.
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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 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.
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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 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.
Company structure
Board of Directors The Board of Directors as repositories of the corporate powers act as a guardian to the Company as also the protectors of shareholder’s interest. This Apex body comprises of a Non- Executive Chairman, four whole time Directors and five Independent Non – Executive Directors. The Board of the Company represents the optimum mix of professionalism, knowledge and experience.
Mr. Harish Manwani (55), assumed charge as the Non-Executive Chairman of the Company with effect from 1st July, 2005.
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Mr. Nitin Paranjpe (46), after obtaining a degree in BE (Mechanical) and MBA in Marketing (JBIMS) from Mumbai, joined the Company as a management trainee in 1987.
Mr. Sridhar Ramamurthy (45) is a Chartered Accountant (Gold Medallist) as well as a Cost Accountant and Company Secretary.
Mr. Gopal Vittal (42), an alumnus of Madras Christian College, completed his MBA from IIM, Calcutta. Mr. Vittal has 18 years experience in Marketing & Sales in FMCG market including Skin Care, Soaps and Laundry.
Mr Pradeep Banerjee (51) joined HUL as a Management Trainee in 1980.
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Mr. D. S. Parekh (64), is a B.Com graduate and holds a FCA degree from England and Wales. Mr. Parekh has held senior positions in Grindlays and Chase Manhattan.
Mr. A. Narayan (57), joined ICI India as a Management Trainee in 1973 and grew through diverse functions and businesses before being appointed as the Managing Director of ICI India in 1996.
Mr. S. Ramadorai (64), is the Chief Executive Officer and Managing Director of Tata Consultancy Services Limited; Chairman of Tata Technologies Limited and Chairman of CMC Limited.
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Dr. R. A. Mashelkar (66), is presently the President of Global Research Alliance, a network of publicly funded R&D institutes from Asia-Pacific Europe and USA.
Products of HUL:
Health through hygiene So what's Hindustan Unilever doing? One of our oldest brands, Lifebuoy, exemplifies our commitment to champion health through hygiene for everyone. Beauty & style
If you want to be pampered and give your skin a treat, there’s no need to pack your bags and head for the nearest spa or health resort.
Shiny, strong teeth make all the difference to the way you look. Taking good care of them has wider health benefits too.
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Food brands HUL is one of India’s leading food companies. Our passion for understanding what people want and need from their food - and what they love about it - makes our brands a popular choice
Playful banter, a little mischief, serious conversation… there’s no time for young couples like the time spent sharing a cup of 3 Roses.
Partnering with the mom in nurturing her dreams, Annapurna Atta is aimed at helping her provide wholesome tasty nutrition to her family.
Brooke Bond Red Label… 'Chuskiyaan Zindagi ki'
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A good honest scoop of daily pleasure.
Our Sustainability strategy
Unilever’s vision is to double the size of its business while reducing the overall impact on environment. This new vision recognises that the world is changing, populations are growing and the rise in in comes is fuelling a growth in the demand for consumer products. Products like ours rely on an increasingly constrained set of natural resources, whether it is fuel, water, or other raw materials. In Hindustan Unilever Limited (HUL), the principle of Corporate Responsibility (CR) is an integral part of our commitment to all our stakeholders – consumers, customers, employees, the environment and the society that we operate in. Today, India is battling multiple issues like water scarcity, poverty, and problems arising out of low awareness of health, hygiene, and nutrition. If these issues are not addressed soon, they will create insurmountable barriers to business growth. We believe that helping society prosper and ensuring a sustainable future for the planet goes hand in hand with our goal of ensuring growth that is competitive, profitable, and sustainable for our organisation.
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Total No. of Employees: “Hindustan Unilever Limited” has an employee strength of over 15,000 employees and contributes to indirect employment of over 52,000 people.
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Balance Sheet of HUL Ltd as on 31st March 2011:
Rs. In Crs Particulars Sources of Funds Share Holder’s Funds: Capital Reserve & Surplus Loan Funds: Secured Loans Unsecured Loans Total: Application of Funds Fixed Assets: Gross block Depreciation and Impairment Losses Net Block Capital Work in Progress Total: Investments Deferred Taxes: Deferred Assets Deferred Liabilities Current Assets, Loans & Advances: Inventories Sundry Debtors Cash & Bank Balances Other Current Assets Loans & Advances Total: Current Liabilities & Provisions: Liabilities Provisions As on 31st March 2011 As on 31st March 2010
218.7 2365.35 Nil Nil 2583.52
217.99 1843.52 144.65 277.29 2483.45
3591.96 1419.85 2162.11 273.96 2436.07 1264.08 451.13 202.31 (248.82)
2881.73 1274.95 1606.78 473.06 2078.84 332.62 439.09 184.26 (254.83)
2179.13 678.44 1892.81 16.62 600.56 5367.36
2528.86 536.89 1777.35 15.74 742.12 5600.96
5291.66 1441.51 6733.21
4255.82 1527.98 5783.80
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Net Current Assets:
1365.45 2583.52
182.84 2483.45
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LEARNING EXPERIENCE ? Concerning with the learning experience about the given project that firstly every companies are totally different from each other. They are having their own resources and technology.
? They have to utilize that by such away that it could be productive and useful for the company and be the part of gaining proper return from the venture.
? The other most important thing is that to have their own technology and experience. With having that no company can grow fastly. For getting success however financial resources is as necessary as the technology and experience. That takes business venture to the peak of the success.
? Apart from that HR department also plays the great role in the progress of any Business Enterprises. The HR people should be more skilled and effective. They bring the appropriate people for the company. ? It doesn’t mean that everything depend on HR people. After appointment they have to be trained by good trainers according to the sector demands. ? As we are talking about retail sector, they are having their different requirement from a cement company. Because the business is different, requirements are different. A cement industry needs high skilled people in their organization but in a retail sector company they don’t need high skilled people. They need only such people who are having the knowledge of computer. And only simple graduation is applicable.
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? They use different type of marketing strategy according to the sector pattern, for Retail sector they prefer print media and electronic media equally. For Cement sector they prefer electronic media majorly. But for Automobile industry they have to do some extra efforts like campaigns, demonstrations and several other types of promotional methods.
? Today all the three Retail, Automobile, Cement sectors are growing fastly and it is not because of any one aspect. They are growing through their team management. Managing director, CEO, Chairman, HR department, Finance department, Marketing department, Employees, Workers, Laborers etc. means from the top management level to down level everyone’s efforts empowers the Business Enterprise.
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doc_522184522.docx
Fast-moving consumer electronics are a type of FMCG and are typically low priced generic or easily substitutable consumer electronics, including lower end mobile phones, MP3 players, game players, and digital cameras, which have a short usage life, typically a year or less, and as such are disposable.
A PROJECT REPORT ON
SECTORAL RESEARCH
SUBMITTED BY: SEM IV
IN PARTIAL FULLFILLMENT OF THE REQUIREMENT OF
PGDM
SURYADATTA INSTITUTE OF MANAGEMENT & MASS COMMUNICATION (SIMMC)
FOR THE ACADEMIC YEAR 2010-12
1
Sectors: FMCG
Prepared & Submitted by
Marketing + IB) 2010-12 Roll No. 199901040003SURYADATTA INSTITUTE OF MANAGEMENT & MASS COMMUNICATION
2
STUDENT’S DECLARATION
I Roshan Pandey of “SURYADATTA INSTITUTE OF Management and Mass Communication (SIMMC), PUNE” hereby declare that project entitled “Sectoral Research Analysis” of the degree for Post Graduate Diploma In Management (Marketing+IB) SEM IV is of my own accurate work.
I further declare that all the facts and figures furnished in this project report are the outcome of my own intensive research and findings.
ROSHAN PANDEY
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TABLE OF CONTENTS
Sr.No 1 2 3 4 5 6 7 9 10 11 12 13 14 15 16 17 18 Contents Objective Introduction of sector Introduction of Sector In India Dabur india ltd. Company profile Awards Swot analysis Nestle india ltd Vision&mission Content Financial data Swot analysis HUL ltd Services Marketing strategies Oppourtunity in the sector Learning experience Pg.no 6 6-7 7-13 14-19 19-20 20-22 23-27 28 29 29 37-41 39-41 40-42 43-46 47-48 48-49 50 S
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DABUR INDIA LTD.
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HISTORY OF DABUR INDIA LTD.
1884 1896 1919 1920 1936 1972 1979 1986 1992 1993 1994 1995 1996 1997 1998
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Birth of Dabur Setting up a manufacturing plant Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt. Ltd. Shift to Delhi Sahibabad factory / Dabur Research Foundation Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment Public issues Joint Ventures 3 separate divisions Foods Division / Project STARS Professionals to manage the Company
2000 2003 2005 2005 2006 2006 2007 2007 2007 2008 2009
Turnover of Rs.1,000 crores Dabur demerges Pharma Business Dabur aquires Balsara Dabur announces Bonus after 12 years Dabur crosses $2 Bin market Cap, adopts US GAAP Approves FCCB/GDR/ADR up to $200 million Celebrating 10 years of Real Foray into organised retail Dabur Foods Merged With Dabur India Acquires Fem Care Pharma Dabur Red Toothpaste joins 'Billion Rupee Brand' club
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BOARD OF DIRECTORS: The Board comprises of:
Chairman
ViceChairman
Whole Time Directors
Non Whole Time Promoters, Directors
Mr. Mohit Burman
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VISION AND MISSION STATEMENT Started in 1884, has its presence in more than 50 countries, its products gaining worldwide recognition and acknowledgement. Moreover its diversified has enabled it to explore different avenues of opportunities and availing the very best of each market. Nevertheless despite of this protean diversification in product portfolio, Dabur has a very focused outlook, something that encumbers it from losing its base and deviating from its path to the wealth and well being of every household, Dabur has just commenced its operations in Pakistan. Its vision is to establish Dabur as a true Multinational Company with a strong professional culture. Moreover it encourages empowerment amongst the personnel and strengthens them enough for them to hold themselves accountable for their actions. As for the business vision, it revolves around the notion of achieving Brand Equity in herbal and natural based categories with vitality and health. In short, Dabur's main focus is on the phenomenon of that talks about products made from roots, herbs and animal skin, which are nature-based. ABOUT DABUR INDIA LTD: Dabur India Limited is the fourth largest FMCG Company in India with Revenues of US$750 Million (Rs 3416 Crore) & Market Capitalisation of US$3.5 Billion (over Rs 16,000 Crore). Building on a legacy of quality and experience of over 125 years, Dabur operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care & Foods. Dabur India Limited is a leading Indian consumer goods company with interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the by lanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. For the past 125 years, we have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle. Through our comprehensive range of products, we touch the lives of all consumers, in all age groups, across all social boundaries.
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DABUR AT-A-GLANCE Consumer Care Division (CCD) adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care & Foods
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Master brands: ? Dabur - Ayurvedic healthcare products ? Vatika - Premium hair care ? Hajmola - Tasty digestives ? Réal - Fruit juices & beverages ? Fem - Fairness bleaches & skin care products 9 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Réal, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur Honey Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika Shampoo has been the fastest selling shampoo brand in India for three years in a row Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day Leader in herbal digestives with 90% market share
CONSUMER HEALTH DIVISION (CHD) offers a range of classical and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats
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Has more than 300 products sold through prescriptions as well as over the counter Major categories in traditional formulations include: - Asav Arishtas - Ras Rasayanas - Churnas - Medicated Oils Proprietary Ayurvedic medicines developed by Dabur include: - Nature Care Isabgol - Madhuvaani - Trifgol Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students
DABUR INDIA LTD. - CORPORATE PROFILE
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Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of about US$750 Million (over Rs 3416 Crore) & Market Capitalisation of over US$3.5 Billion (over Rs 16,000 Crore). Building on a legacy of quality and experience of over 125 years, Dabur is today India’s most trusted name and the world’s largest Ayurvedic and Natural Health Care Company. Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as the master brand for natural healthcare products, Vatika for premium personal care, Hajmola for digestives, Réal for fruit juices and beverages and Fem for fairness bleaches and skin care products. Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide distribution network, covering over 2.8 million retail outlets with a high penetration in both urban and rural markets. Dabur's products also have a huge presence in the overseas markets and are today available in over 60 countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe
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and Russia. Dabur's overseas revenues stands at over Rs 500 Crore in the 2008-09 fiscal, accounting for about 20% of the total turnover.
PRODUCTS OF DABUR INDIA LTD. REAL FRUIT JUICE
ACTIV
BURRST
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HOMMADE
SALES TURNOVER OF DABUR INDIA LTD: Dabur India Ltd Third Quarter Net Profit Surges 23% Dabur India Ltd Third Quarter Net Profit Surges 23%; Dabur Standalone Q3 Net Profit At Rs 88.1 Cr On A Turnover Of Rs 525 Cr; Nine-Month Standalone Net Profit Surges 22.3% To Rs 228 Cr; Dabur India (consolidated) Nine-Month Revenue Up 15.8% At Rs 1782 Cr. Dabur India Ltd (Consolidated) posted a 19.2% growth in net profit in the third quarter at Rs 94.5 crores, as against Rs 79.3 crores in the same period last year. Turnover for the quarter marked a 14.3% growth to Rs 658.65 crores, from Rs 576.52 crores a year earlier Financial Analysis Particulars Rs, Crs. Operating Results Sales Profit Before Tax Taxes Tax Rate (%) Profit After Tax Financial Position Fixed Assets Current Assets, Loans & Advances
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2009 2396 384 52 13.4 333 465 774
2010 2834 445 54 12.1 391 559 951
2011 3417 601 100 16.7 501 677 1106
Current Liabilities and Provisions Net Working Capital Total Assets Share Capital Reserve and Surplus Share Holder Funds Loan Funds Return Ratio’s ROCE % RONW % Equity Share Data Earning Per Share Dividend Per Share No. Of Shares in Crs.
732 42 749 86 531 618 99 47.6 55.3 3.9 1.5 86.4
805 146 1060 87 732 819 230 39.4 47.7 4.5 1.75 86.5
920 186 1129 87 848 935 179 45.5 53.5 5.8 2.0 86.9
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NESTLE INDIA LTD.
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HISTORY
1866-1905
The key factor which drove the early history of the enterprise that would become The Nestlé Company was Henri Nestlé's search for a healthy, economical alternative to breastfeeding for mothers who could not feed their infants at the breast. In the mid-1860s Nestlé, a trained pharmacist, began experimenting with various combinations of cow's milk, wheat flour and sugar in an attempt to develop an alternative source of infant nutrition for mothers who were unable to breast feed. His ultimate goal was to help combat the problem of infant mortality due to malnutrition. He called the new product Farine Lactée Henri Nestlé. Nestlé's first customer was a premature infant who could tolerate neither his mother's milk nor any of the conventional substitutes, and had been given up for lost by local physicians. People quickly recognized the value of the new product, after Nestlé's new formula saved the child's life and within a few years, Farine Lactée Nestlé was being marketed in much of Europe.Henri Nestlé also showed early understanding of the power of branding. He had adopted his own coat of arms as a trademark; in Swiss German, Nestlé means 'little nest'. One of his agents suggested that the nest could be exchanged for the white cross of the Swiss flag. His response was firm: "I regret that I cannot allow you to change my nest for a Swiss cross .... I cannot have a different trademark in every country; anyone can make use of a cross, but no-one else may use my coat of arms."
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Meanwhile, the Anglo-Swiss Condensed Milk Company, founded in 1866 by Americans Charles and George Page, broadened its product line in the mid-1870s to include cheese and infant formulas. The Nestlé Company, which had been purchased from Henri Nestlé by Jules Monnerat in 1874, responded by launching a condensed milk product of its own. The two companies remained fierce competitors until their merger in 1905.Some other important firsts occurred during those years. In 1875 Vevey resident Daniel Peter figured out how to combine milk and cocoa powder to create milk chocolate. Peter, a friend and neighbor of Henri Nestlé, started a company that quickly became the world's leading maker of chocolate and later merged with Nestlé. In 1882 Swiss miller Julius Maggi created a food product utilizing legumes that was quick to prepare and easy to digest. His instant pea and bean soups helped launch Maggi & Company. By the turn of the century, his company was producing not only powdered soups, but bouillon cubes, and sauces and flavorings.
COMPANY PROFILE Nestlé India is a subsidiary of Switzerland. With seven factories and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction. The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top Wealth Creators of India'.
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BOARD OF DIRECTORS Mr. Antonio Helio Mr. Shobinder Mr. Christian Schmid Mr. Pradip Baijal Mr. Michael W.O. Garrett Dr. Rakesh Mohan Mr. Ravinder Narain Dr. Swati A. Piramal Mr. Richard Sykes Chairman and Managing Director Director - Finance & Control Director – Technical Non Executive Director Non Executive Director Non Executive Director Non Executive Director Non-Executive Director Alternate Director to Mr. Michael W.O Garrett
AUDIT COMMITTEE Mr. Pradip Baijal Chairman Mr. Michael W.O. Garrett Member Mr. Ravinder Narain Member SHAREHOLDER / INVESTOR GRIEVANCE COMMITTEE Mr. Ravinder Narain Chairman Mr. Antonio Helio Waszyk Member
COMPANY SECRETARY Mr. B. Murli Senior Vice President Legal & Company Secretary
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CORPORATE OFFICES AND BRANCHES: The 4 branch offices in the country help facilitate the sales and marketing of its products. They are in Delhi, Mumbai, Chennai and Kolkata. The Nestlé India head office is located in Gurgaon, Haryana. Head Office Nestlé India Limited Nestlé House Jacaranda Marg, 'M' Block, DLF City, Phase II, Gurgaon - 122002 (Harayana) Tel.: 0124 - 2389400 Registered Office Nestlé India Limited M-5A, Connaught Circus, New Delhi 110001 Tel.: 011- 41514444
NESTLÉ INDIA EXPOERTS
Shelf-stable solutions.
Preparing well balanced meals is a snap with Nestlé.
Drink to an active life with Nestlé Beverages.
Delighting the senses with a range of tastes and textures.
Note: The products listed in this page are available for export from India.
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CURRENT CAPITALIZATION
Nestle India Ltd Bse: 500790 | nse: nestleind | isin: ine239a01016 market cap: [rs.cr.] 36,916 | face value: [rs.] 10 industry: food - processing - mnc
Branches and Locations of Nestle Group: Nestle India Location Type Address Branch Office 915 N A C Manimajra Chandigarh - 160001 Chandigarh - India Phone : Fax : Email : N.A. Branch Office 1 Floor, ICC Chambers Near Shaki Vihar Telephone Exchange, Shaki Vihar Road, Powai Mumbai - 400072 Maharashtra - India Phone : Fax : Email : N.A. Head Office Nestle House Jacaranda Marg 'M' Block DLF City Phase II Gurgaon - 122022 Haryana - India Phone : 6389300,6389400 Fax : 0124-6389399 Email : [email protected] Branch Office 2nd Floor Silicon Terrace 30/1, Adugodi Bangalore - 560095 Karnataka - India Phone : Fax : Email : N.A.
Registered Office M-5A, Connaught Circus New Delhi - 110001 Delhi - India Phone : 23418891 Fax : 23415130 Email : [email protected]
. Branch Office Kaiser-IHind Building Currimbhoy Road Mumbai - 400001 Maharashtra - India Phone : Fax : Email : N.A.
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FINANCIAL ANALYSIS FIXED ASSETS Particulars Tangible Assets: (A) Free Hold Land Lease Hold Land Buildings Railway Sidings Plant & Machinery Furniture & Fixtures Information Technology Vehicles Sub Total: Intangible Assets: (B) Management Information Systems Total (A+B) Capital work-in-progress including capital advances and machineryin-transit Total: Net Block as on 31st Dec 2010 56,026 90,978 1,818,166 939 6,456,040 407,141 88,532 8,475 8,926,297 35,751 8,962,048 796,273 Net Block as on 31st Dec 2011 56,026 92,034 1,507,587 1,496 5,370,681 282,663 68,678 7,754 7,386,919 143,003 7,529,922 1,091,689
9,758,321
8,621,611
Capacities, Production/Purchases, Stocks and Sales of Finished Goods --------Gross Sales------Class of Goods Milk Products and Nutrition Products Beverages Prepared Dishes and Cooking Aids Chocolate and
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Quantity (MT) 134,142 23,369 155,555 44,116
Value (Rs. In Thousands) 23,112,665 8,041,909 13,350,493 7,719,147
confectionery FINANCIAL KEY TERMS OF NESTLE INDIA LTD. Particulars Current Assets: (A) Store & Spare Parts Stock in Trade: Finished Goods Work in Progress Raw Materials Packaging Materials Total Cost: Sundry Debtors Less: Provisional for Doubtful Debts Total: Cash and Bank Balances: Loans and Advances Current Liabilities and Provisions Sundry Creditors Others Bank OD Education and Protection Fund Total: Provisions Total: Year 2011 293,335 2,312,885 462,666 1,731,668 186,825 4,987,379 673,174 31,311 641,863 1,555,863 8,565,592 Year 2010 248,931 2,327,186 385,378 1,213,980 173,642 4,349,117 485,650 29,717 455,933 1,936,893 7,979,532
16,396 5,800,896 5,941 52,673 5,875,906 8,347,940 14423846
15,917 5,001,981 8,177 48,596 5,074,671 6,773,157 11847828
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Hindustan Unilever Limited (HUL) History of HUL
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 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India 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.
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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. 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. 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 15,000 employees and has an annual turnover of Rs.17,523 crores (financial year 2009 - 2010). 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 about €44.3 billion in 2010. Unilever has about 52% shareholding in HUL.
Our vision
Unilever products touch the lives of over 2 billion people every day – whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.
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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 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.
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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 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.
Company structure
Board of Directors The Board of Directors as repositories of the corporate powers act as a guardian to the Company as also the protectors of shareholder’s interest. This Apex body comprises of a Non- Executive Chairman, four whole time Directors and five Independent Non – Executive Directors. The Board of the Company represents the optimum mix of professionalism, knowledge and experience.
Mr. Harish Manwani (55), assumed charge as the Non-Executive Chairman of the Company with effect from 1st July, 2005.
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Mr. Nitin Paranjpe (46), after obtaining a degree in BE (Mechanical) and MBA in Marketing (JBIMS) from Mumbai, joined the Company as a management trainee in 1987.
Mr. Sridhar Ramamurthy (45) is a Chartered Accountant (Gold Medallist) as well as a Cost Accountant and Company Secretary.
Mr. Gopal Vittal (42), an alumnus of Madras Christian College, completed his MBA from IIM, Calcutta. Mr. Vittal has 18 years experience in Marketing & Sales in FMCG market including Skin Care, Soaps and Laundry.
Mr Pradeep Banerjee (51) joined HUL as a Management Trainee in 1980.
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Mr. D. S. Parekh (64), is a B.Com graduate and holds a FCA degree from England and Wales. Mr. Parekh has held senior positions in Grindlays and Chase Manhattan.
Mr. A. Narayan (57), joined ICI India as a Management Trainee in 1973 and grew through diverse functions and businesses before being appointed as the Managing Director of ICI India in 1996.
Mr. S. Ramadorai (64), is the Chief Executive Officer and Managing Director of Tata Consultancy Services Limited; Chairman of Tata Technologies Limited and Chairman of CMC Limited.
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Dr. R. A. Mashelkar (66), is presently the President of Global Research Alliance, a network of publicly funded R&D institutes from Asia-Pacific Europe and USA.
Products of HUL:
Health through hygiene So what's Hindustan Unilever doing? One of our oldest brands, Lifebuoy, exemplifies our commitment to champion health through hygiene for everyone. Beauty & style
If you want to be pampered and give your skin a treat, there’s no need to pack your bags and head for the nearest spa or health resort.
Shiny, strong teeth make all the difference to the way you look. Taking good care of them has wider health benefits too.
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Food brands HUL is one of India’s leading food companies. Our passion for understanding what people want and need from their food - and what they love about it - makes our brands a popular choice
Playful banter, a little mischief, serious conversation… there’s no time for young couples like the time spent sharing a cup of 3 Roses.
Partnering with the mom in nurturing her dreams, Annapurna Atta is aimed at helping her provide wholesome tasty nutrition to her family.
Brooke Bond Red Label… 'Chuskiyaan Zindagi ki'
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A good honest scoop of daily pleasure.
Our Sustainability strategy
Unilever’s vision is to double the size of its business while reducing the overall impact on environment. This new vision recognises that the world is changing, populations are growing and the rise in in comes is fuelling a growth in the demand for consumer products. Products like ours rely on an increasingly constrained set of natural resources, whether it is fuel, water, or other raw materials. In Hindustan Unilever Limited (HUL), the principle of Corporate Responsibility (CR) is an integral part of our commitment to all our stakeholders – consumers, customers, employees, the environment and the society that we operate in. Today, India is battling multiple issues like water scarcity, poverty, and problems arising out of low awareness of health, hygiene, and nutrition. If these issues are not addressed soon, they will create insurmountable barriers to business growth. We believe that helping society prosper and ensuring a sustainable future for the planet goes hand in hand with our goal of ensuring growth that is competitive, profitable, and sustainable for our organisation.
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Total No. of Employees: “Hindustan Unilever Limited” has an employee strength of over 15,000 employees and contributes to indirect employment of over 52,000 people.
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Balance Sheet of HUL Ltd as on 31st March 2011:
Rs. In Crs Particulars Sources of Funds Share Holder’s Funds: Capital Reserve & Surplus Loan Funds: Secured Loans Unsecured Loans Total: Application of Funds Fixed Assets: Gross block Depreciation and Impairment Losses Net Block Capital Work in Progress Total: Investments Deferred Taxes: Deferred Assets Deferred Liabilities Current Assets, Loans & Advances: Inventories Sundry Debtors Cash & Bank Balances Other Current Assets Loans & Advances Total: Current Liabilities & Provisions: Liabilities Provisions As on 31st March 2011 As on 31st March 2010
218.7 2365.35 Nil Nil 2583.52
217.99 1843.52 144.65 277.29 2483.45
3591.96 1419.85 2162.11 273.96 2436.07 1264.08 451.13 202.31 (248.82)
2881.73 1274.95 1606.78 473.06 2078.84 332.62 439.09 184.26 (254.83)
2179.13 678.44 1892.81 16.62 600.56 5367.36
2528.86 536.89 1777.35 15.74 742.12 5600.96
5291.66 1441.51 6733.21
4255.82 1527.98 5783.80
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Net Current Assets:
1365.45 2583.52
182.84 2483.45
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LEARNING EXPERIENCE ? Concerning with the learning experience about the given project that firstly every companies are totally different from each other. They are having their own resources and technology.
? They have to utilize that by such away that it could be productive and useful for the company and be the part of gaining proper return from the venture.
? The other most important thing is that to have their own technology and experience. With having that no company can grow fastly. For getting success however financial resources is as necessary as the technology and experience. That takes business venture to the peak of the success.
? Apart from that HR department also plays the great role in the progress of any Business Enterprises. The HR people should be more skilled and effective. They bring the appropriate people for the company. ? It doesn’t mean that everything depend on HR people. After appointment they have to be trained by good trainers according to the sector demands. ? As we are talking about retail sector, they are having their different requirement from a cement company. Because the business is different, requirements are different. A cement industry needs high skilled people in their organization but in a retail sector company they don’t need high skilled people. They need only such people who are having the knowledge of computer. And only simple graduation is applicable.
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? They use different type of marketing strategy according to the sector pattern, for Retail sector they prefer print media and electronic media equally. For Cement sector they prefer electronic media majorly. But for Automobile industry they have to do some extra efforts like campaigns, demonstrations and several other types of promotional methods.
? Today all the three Retail, Automobile, Cement sectors are growing fastly and it is not because of any one aspect. They are growing through their team management. Managing director, CEO, Chairman, HR department, Finance department, Marketing department, Employees, Workers, Laborers etc. means from the top management level to down level everyone’s efforts empowers the Business Enterprise.
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