Project Shakti case questions With the advantages and benefits HLL attained from the market strategy in competing with the other FMCG companies in urban area while facing the intense situations of shrinking market shares brought by its rivals emulating the market strategy‚ HLL experienced a hard time of scaling up its attractiveness in products. After gaining the temporary increased sales‚ the competitors in rural marketing aggregate again. Increasing numbers of companies‚ heating up competition
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Abhisek Kishor – Section A 1. What are the key features of Project Shakti? Provide access to untapped rural markets and develop HUL’s brand through local influencers. Target customers- Rural population‚ by providing micro enterprise and partner with SHG’s (self help groups) and is aimed at Scaling up its operations. Shakti Vani - trained communicators address congregations to drive messages on sanitation
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Contents Section 1 Introduction 3 1.1 Introduction to the topic 3 1.2 Introduction to UNILEVER 4 1.3 Project objectives 5 1.4 Research Questions 5 1.5 Research approach 6 Section 2 Information Gathering 7 2.1 Sources used and reasons 7 2.2 Description of method used to collect information 8 2.3 Limitation of gathering information 9 2.4 Ethical Issues 9 2.5 Ratio Analysis 10 2.5(a) Limitation of ratio analysis 11 2.6 SWOT analysis 13 2.6(a) Limitations of SWOT analysis
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About E-Choupal [pic] ITC’s International Business Division‚ one of India’s largest exporters of agricultural commodities‚ has conceived e-Choupal as a more efficient supply chain aimed at delivering value to its customers around the world on a sustainable basis. The e-Choupal model has been specifically designed to tackle the challenges posed by the unique features of Indian agriculture‚ characterised by fragmented farms‚ weak infrastructure
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Pratik Kumar Dutta Birth Date: 20 Feb 1988 Birth Place: Mumbai Pratik Kumar Dutta Date of Birth Time of Birth Place of Birth Ayanmash Local Mean Time Sidreal Time LT Correction Obliq 20 Feb 1988 Saturday 03:15:00 PM Mumbai (Maharashtra)‚ India NC Lahiri 14:36:20 0:34:32 38:40:0 23.44 Avkahada Chakra Lagna Lagna Lord Rashi Rashi Lord Nakshatra Nakshatra Lord Charan Tithi Paya S.S. Yoga Karan Varna Tatwa Vashya Yoni Gana Nadi Nadi Pada Vihaga First Letters Sun Sign Decanate Gemini Mercury
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Unilever is a company that operates all over the world. They produce a wide range of products‚ concerning all sorts of food‚ detergents and etc. For a large company like Unilever to be successful‚ they have to implement a certain strategy and to have vision and mission. For this assignment we are focusing on the UK market. The brand we chose is Carte D’or. To start with the overall vision of Unilever. They are looking at developing new ways of doing business for the future‚ to increase the benefits
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Organizational Change: Unilever’s Case Share On EmailEmail Share Favorite RePublish Article Sample Paper Words 2‚190 In the beginning of 2000 the organization came up with a euro5 billion five-year growth strategy whose goal was an important improvement in the company’s performance. This plan was named Path to Growth’ Strategy (PGS). The activity meant wide-ranging restructuring of operations and businesses. This move received a mixed reaction from the analysts and observers‚ as many questioned
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Association of Business Executives International Business Case Study Unilever Afternoon‚ 4 December 2012 This is an open-book examination and you may consult any previously prepared written material or texts during the examination. Only answers that are written during the examination in the answer book supplied by the examination centre will be marked. 6IBCS1212 © ABE 2012 Notes l As in real life‚ anomalies may be found in this Case Study. Please simply state your assumptions where necessary
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This case study chronicles Unilever efforts at restructuring‚ divesting‚ acquisition‚ and general streamlining of its worldwide operations. These operations‚ in 2000‚ encompassed 1‚600 brands in 88 countries. These products are mostly food‚ personal care‚ and household products. Around that same year‚ Co-chairmen Niall FitzGerald and Antony Burgmans decided that Unilever needed to make some rather drastic changes in order to remain competitive. More importantly that competitiveness was the importance
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product markets. In 2003‚ Unilever had sales and marketing efforts in 88 different countries. The key is that it gave decision-making power to its managers in different countries so that they could tailor their products to the market’s specific preferences and consumers’ local tastes. Thus‚ it was the cross-country preferences of consumers that determined what products Unilever would carry. The global segment provides an enormous opportunity for Unilever. The case states that emerging country
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