Hindustan Unilever Ltd: The Wheel Saga MM I Individual Assignment 1. Based on the case study above‚ critically examine HUL’s Marketing strategy (STP) for Wheel since its inception and the reasons for the success of the brand. The core reason of the introduction of the “Wheel” brand from the Hindustan Unilever Pvt. Ltd. (HUL) was to damage control the loss of market share due to the short-sightedness and the complacent attitude of the senior level managers to the potential of low income
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Transaction analysis Problem # 1 Mr. Abul operates premium service‚ which has the following assets: Cash tk. 40‚000‚ supplies tk. 2‚000‚ delivery van tk. 30‚000 and truck tk. 60‚000. The business owes tk. 12‚000 for supplies previously purchased. The following transactions occur in the month of March 2004: March 01: Paid office rent for 3 month’s advance tk. 6‚000. 02: Purchased delivery van for cash tk. 20‚000. 04: Purchased supplies on account tk. 2‚500.
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Q2. What was the motivation for the Shakti initiative? Was it a CSR activity? SHAKTI is HUL’s sales and distribution initiative that combines social responsibility‚ sustainability‚ and business strategy. India has more than 6‚ 30‚000 villages‚ most of these are ’hard to reach’ and offer relatively lower business potential. Hence‚ reaching them through the conventional distribution system is a challenge. By promoting micro-enterprises‚ HUL’s initiative not only made great business sense‚ but
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According to the study made by me‚ HLL has basic problems but which have to be dealt with planned strategy. Now we got to see where the problem lies‚ looking at the market itself will give us a lot of ideas‚ India is a developing nation with a massive population where majority areas are rural and people living in there are uneducated‚ moreover to get to these customers is very difficult as the mode of transport to these people are difficult and time taking. In that kind of situation a large company
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Millenium Development Goals Table of Figures Figure 1 - Unilever ’s Sustainable Living Plan with turnovers from 2009‚ 2010* and 2020** 3 Figure 2 - Unilever ’s Greenhouse Gas Footprint 5 Figure 3 - Leaders in sustainability‚ % of analysts polled 6 Figure 4 - Kraljic ’s Matrix of Unilever ’s Supply Positioning 7 Figure 5 - Market Segmentation Matrix 8 Figure 6 - Swot Analysis Table 10 Summary This report’s aim is to study and understand how Unilever builds its relationships with suppliers and partners
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Management Planning 168 CHAPTER 20 numbers and categories of suitable employees to undertake the task of producing the organisation’s goods or services to the standards expected by the end-users. Even organisations that rarely plan far ahead usually have to make some assessment of their present employee situation‚ so as to ensure that an appropriate range of skills is available for all the mainstream activities of the organisation. This chapter assumes that a systematic and planned view of
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Analysis of Auction 1. 4P Analysis 1) Product As the Auction collects data from customers and customer center‚ it gives product suggestions what customers want to the affiliated off-line companies who supply products to the Auction. The Auction classify every listed product by specific categories‚ and the Auction makes both of customers and sellers satisfy their dealing desire by using differential marketing such as premium registration. 2) Price In the Auction
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Unilever is a complex global organization that has a portfolio of 400 brands‚ spanning 14 categories in home and personal care and food products. The company has 163‚000 employees in the 170 countries within which it operates (Unilever‚ 2010). Organizations such as Unilever face the challenge of configuring a global structure that “works well in diverse locations but also brings units together in a coordinated fashion” (Shenkar & Luo‚ 2007‚ p. 312). Given its wide range of products and the diversity
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Unilever and P&G – Comparative Analysis Executive Summary The Consumer Products Industry is the biggest industry in the world at the moment‚ with total revenues amounting to about 50% of all goods sold. It is comparable to the GDP of the 4th biggest economy in the world‚ and entails most of the products we use in our every day lives. There are 3 key factors that drive the industry today: developing markets‚ the emerging middle-class of developing countries and the millions of baby boomers in
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Unilever has experienced quite a rollercoaster of marketing success and failure over the last 5 years. Originally its new 5-year strategic plan entitled Path to Growth’ had special promise and forecast for success. The primary objective of this plan was to cull Unilever’s tail’ brands and place extra emphasis on those which were market leaders. Niail Fitzgerald believes that too many brands often confuse the customer and thus lead to poor purchasing decisions. The paradox of choice between Unilevers’
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