A

PROJECT REPORT
ON
CUSTOMER PREFERENCE FOR HUL IN RURAL INDIA

By
SHILPA JETHANI
MBA/14/2622

Submitted to
RAJASTHAN TECHNICAL UNIVERSITY
In partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
INTERNAL GUIDE

EXTERNAL GUIDE

Dr. Gargi Sharma

Mr.

Naveen Sharma

Department of MBA
INTERNATIONAL SCHOOL OF INFORMATICS &
MANAGEMENT, JAIPUR
(2014-2016)

DECLARATION
I SHILPA JETHANI hereby declare that the project report entitled CUSTOMER
PREFERENCE FOR HUL IN RURAL INDIA with reference to HUL prepared by me under
the guidance of Dr. Gargi Sharma faculty of MBA Department, INTERNATIONAL SCHOOL
OF INFORMATICS & MANAGEMENT, JAIPUR And External assistance by Mr. Naveen
Sharma
I also declare that this project work is towards the partial fulfillment of the university regulations
for the award of degree of Master of business administration by Rajasthan Technical University,
Kota
I further declare that this project is based on the original study under taken by me and has not
been submitted for the award of any degree /diploma from any other university/Institution is a
bonafide record of work done by me and that it has not previously formed the basis for the award
to me for any degree/diploma, associate ship, fellowship or her

similar title of any her

institute/society.

Place: Jaipur
student

Date

Signature of the

ACKNOWLEDGEMENT
The project comes out to be a great source of learning and experience .lot of effort has been put
by various people to make this project a success .this has gratly enhance my knowledge about the
vast field of CUSTOMER PREFERENCE FOR HUL IN RURAL INDIA

I gratefully acknowledge my indebtedness to Dr. Bharti Sharma, Faculty (MBA) for

allowing me to undergo a project

Then I express my sincere gratitude and thanks to Dr. Gargi Sharma for his
inspiration and helpful attitude.

SHILPA JETHANI

EXECUTIVE SUMMARY
The main objective of the project is to get the full knowledge of the products of the HUL
and what are they doing to get the customer loyalty, to maintain their market. This is
also to find the preferences of customer and there market knowledge and product
information, information about the presence of the rival of HUL and all the other options
they have in the market. What are the techniques they adopt to know about the
preferences and changing needs of the customer?
HUL are also looking to tap the market in rural sector, so they also taking into
consideration the needs and wants of the people there. They are also studying the
consumption habits of the rural people. Like most of them are daily wage earners or
small peasants, so they are studying the buying patterns of them also.
In country like India, where the 70% of the people live in rural area, the rural market
holds a lot of marketing potential. There is a wide spread difference in the standard of
living between urban and rural India. In order to launch products and develop
advertising for rural market there is a need to understand both the rural context and also
the consumer very well. Promotion of brands in rural markets requires the special
measures. Due to the social and backward condition the personal selling efforts have a
challenging role to play in this regard. The word of mouth is an important message
carrier in rural areas. Infect the opinion leaders are the most influencing part of
promotion strategy of rural promotion efforts. The experience of agricultural input
industry can act as a guideline for the marketing efforts of consumer durable and nondurable companies. Relevance of Mass Media is also a very important factor. The
strong Indian brands have strong brand equity, consumer demand-pull and efficient and
dedicated dealer network which have been created over a period of time. The rural
market has a grip of strong country shops, which affect the sale of various products in
rural market. The companies are trying to trigger growth in rural areas.

TABLE OF CONTENTS
I S. NO.

Descriptions

Page No.

1.

Introduction to the industry

7-12

2.

Introduction to the Organization

13-28

3.

Research Methodology

29-32

N
T
R
O

3.1 Title of the Study

3.2 Duration of the Project

U
C

3.3 Objective of the Study

3.4 Types of Research

3.5 Collection Method and Sample Size

3.6 Scope of Study

3.7 Limitation of Study

4.

Facts and Findings

33-39

5.

Data Analysis and Interpretation

40-56

6.

SWOT Analysis

57-58

7.

Conclusion

59

8.

Recommendation and Suggestion

60

9.

Appendix

61-64

BIBLIOGRAPHY

65

10.

OF INDUSTRY PROFILE
Rural relation an market base company who working in rural market. Who helps
companies to provide helps for penetrate and develop their business circle and make
5

brand relationship with customer in rural market. many other companies working for pan
network in rural market and helps companies to make rural market more loyal to that
companiesnd helps by market research in rural market for helps them to increase in
market share.
Why Direct Marketing and relationship marketing?
Reaches the consumer individually

Consumers have the privilege to touch & feel the product

First hand information to the consumer

Direct interaction which generates on spot feedback Sampling

At low cost gives larger impact & reach

The literacy level being low this is the best medium to reach

Sizeable rural consumers cannot be reached both by TV as well as the print

medium

Personalized communication

Can be customized

Mainly market research companies work for corporate prospective and social
prospective
Sampling activities in villages
Social-led activities
Identifying franchisees
Lead-generation activities
Customer profiling activity
Information-led services on sms
Organize training programs
Direct mailing activities
Media, PR and on-ground support
Corporate Social Responsibility (CSR)
6

 Exhibitions
There are many companies who are doing market research in rural market
1) Rural relation
2) Ndc india
3) Anugrah Madison
4) MART
5) Sampark public relation,
6) Ogilvy Activation
7) Linterland
8) RC&M
9) Impact Communications
10)Kripa Outdoor Publicity
11) Indian Agribusiness Systems
12)Rural Eight.
2) Ndc India working in rural India for helps for Rural branding
Rural market research
Rural communication campaign
Rural events
Rural DM campaigns
Db creation and Management
3) Mart

Established in 1993, MART is a pioneer in the rural domain and over the years has
emerged as the Leading Rural Consultancy Organization.
For both development and corporate sectors, rural marketing was little more than a
black box. This huge knowledge gap motivated our founder to create MART in the year
1993. The aim was to equip both players with relevant rural solutions.
They started by providing handholding services to NGOs and development projects.
Today, our range of services includes research, strategy formulation, implementation
and capacity building, which has helped us emerge as the only one-stop rural solutions
provider of its kind not just in the country but in the subcontinent.
What Mart do
MARTs expertise lies in its understanding of the Indian rural way of life. An
understanding that has been built over years of interaction and engagement with rural
India. An understanding that is constantly being revitalized and renewed as Rural India
evolves in an ever-so-dynamic manner. Today, Rural India is as much about unchanging
traditions as it is about changing lifestyles and evolving value systems. In such a
dynamic environment, our clients have come to rely on us to provide them with
accurate, insightful and contemporary knowledge. They place their trust in us and
partner us in their search for relevant solutions.

INTRODUCTION OF COMPANY PROFILE

Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan Lever Limited, is
INDIAs largest consumer products company and was formed in 1933 as Lever Brothers
India Limited. It is currently headquartered in Mumbai, India and its 41,000 employees
8

are headed by Harish Manwani, the non-executive chairman of the board. HUL is the
market leader in Indian products such as tea, soaps, detergents, as its products have
become daily household name in India. The Anglo-Dutch company Unilever owns a
majority stake in Hindustan Unilever Limited.
The company was renamed in late June 2007 as "Hindustan Unilever Limited".
Some of its brands include Kwality Wall's ice cream, Lifebuoy, Lux, Breeze, Liril,
Rexona, Hamam, Moti soaps, Pureit Water Purifier, Lipton tea, Brooke Bond tea, Bru
Coffee, Pepsodent and Close Up toothpaste and brushes, and Surf, Rin and Wheel
laundry detergents, Kissan squashes and jams, Annapurna salt and atta, Pond's talcs
and creams, Vaseline lotions, Fair & Lovely creams, Lakme beauty products, Clinic
Plus, Clinic All Clear, Sunsilk and Dove shampoos, Vim dish wash, Ala bleach and
Domexdisinfectant,Rexona,Modern Bread and Axe deospray.HUL has produced many
business leaders for corporate India. It is referred to as a CEO Factory' in the Indian
press for the same reasons. Its leadership building potential was recognized when it
was ranked 4th in the HewiitGlobal Leadership Survey 2007 with only GE, P&G and
Nokia ranking ahead of HUL in the ability to produce leaders with such regularity
Today, HUL is one of Indias largest exporters of branded Fast Moving Consumer
Goods. It has been recognized by the Government of India as a Golden Super Star
Trading House.
Over time HUL has developed into a viable & competitive sourcing base for Unilever
world wide in Home and Personal Care & Foods & Beverages category of products.
HUL is also a global marketing arm for select licensed Unilever brands and also works
on building categories with core country advantage such as branded basmati rice.
HUL Exports offers high level of service with flexibility and responsiveness thorough out
the supply chain. It has a dedicated organization structure to support this endeavor and
this has helped in growth of these businesses in particular. Intrinsic cost
competitiveness in the end to end Supply chain with appropriate technology and
competitive capital investment operations while delivering best in class quality enables
9

HUL to position itself as a key sourcing hub for Unilever and also become a preferred
partner for Global customers in categories we operate.
HULs key focus in the exports business is on two broad categories. It is a sourcing
base for Unilever brands in Home & Personal Care (HPC) and Food and Beverages
(F&B) for supplies to other Unilever companies. It also focuses on becoming a preferred
supplier to both non-Unilever and Unilever clients in three categories in which India, as
a country, has competitive advantage Branded Rice, Marine Products and Castor and
its Derivatives. HUL enjoys international recognition within Unilever and outside for its
quality, reliability and speed of customer service.
HUL's Exports geography comprises, at present, countries in Europe, Asia, Middle East,
Africa, Australia, and North America etc.

HULs products touches two out of three Indian everyday

Reach 80% Households
Direct Coverage of 1mln outlets
2000 Suppliers and Associates
71 Manufacturing locations
15000 Employees
1100 managers
Shelf availability 84% outlets in India
RURAL RELATION is a premier integrated rural consumer Relationship based
Organization. Rural relation is working in more than 10 states of India. It is Indias
largest rural relationship based company. Rural relation has base with 28000 villages, It
have collected data of around 20000 villages, and over 300 village developers who
assist us in their projects. These village developers are local youth, handpicked and
trained from that region and most are well-connected by cell phones and emails. Some
of them have handy cams to record data and for other useful information. Rural
10

relations have more than 14 years of experience. Rural relation building relationships in
rural India with key influencers.
PRADEEP LOKHANDE (DIRECTOR) says that
Some dreams are big. Only mine was a far simpler one and yet a mission of
sorts. I quite simply wanted to reach out to rural India and contribute to its development.
I set out on this mission 15 years back.
I embarked on a journey of discovery, to find out what makes the most of our India.
Though I myself hail from a village, I knew that deep down theres more to life than what
I had seen or lived myself. I wanted to know the essence of the various traditions,
cultures and soak in its thinking. It was a journey of 40,000 villages of which I had
personally visited 4000 of them across the country. I tried to understand rural Indias
administration methodologies, markets or the bazaar-haat systems and the process of
the education system.
In the process of my journey, I established direct contact with opinion makers in villages
and started recording obscure details of the local economy. And in 1996, I made my first
customers, Tata Tea and Parle to delve in the data that I had collected. Since then there
has been no turning back.
One key area of my interest was Information Technology. Many world names have taken
various steps to take the age information to rural India.
Yet I thought there could be more concrete ways to do more in this area. The intention
was not to make computer literates of people but at least to get them to touch, feel and
try computers.
I began to install used computers in villages, particularly in secondary schools, where
the interest and inquisitive levels were very high. When I personally could not find the
means and finance to progress, I appealed to individuals, organizations and corporate
to contribute used machines.
Today I have succeeded in installing 600 computers across 540 villages.
11

This inspired me to initiate yet another movement called the Non-Resident Villagers.
Rural relation NETWORK PAN-India-

Presence in the following states

1) Maharashtra.
2) Gujarat.
3) Madhya Pradesh.
4) Utter Pradesh.
5) Chhattisgarh.
6) Tamil Nadu.
7) Uttatarkhand.
8) Karnataka.
9) Rajasthan.
10)Andhra Pradesh.

SOCIAL PROSPACTIVE
Search for your village and notice the changes there in the Changing villages section.
View video recordings to see the places of action and meet professionals in villages in
happening places.

CORPORATIVE PROSPACTIVE
Check out our work for clients like Reliance Money, HLL, P&G, ICICI Bank, Telco,
HPCL, and many more, learn about our latest offerings The Rural Barometer (TRB)
(first-hand

information on leading brands) and Rural

Talent (recruitment services

division) ...more

12

The Rural Barometer (TRB)

'It's your own brand showcase to rural India.' Welcome to the glimpses on availability,
distribution, shelving, servicing and reaction on various other brands present in rural
India.
Market visits particularly to rural areas have become an absolute essentiality in the
world of sales and marketing. Visits like these mean planning, travel time and cost. It is
much more than a mere market visit. In fact this page will take you way beyond the
market visit. It is a comprehensive tour of the village youre looking to visit on your
desktop through streaming videos.
The rural barometer is Indias first subscription-based information service which will help
you to explore rural India. This is possible through video-recordings made by our village
developers TM. The rural barometer will act as your Knowledge Partner and help you
gain valuable insights. Simultaneously it lets you learn about other leading players in
your segment. There are different attractive packages available on The Rural
Barometer, categories of which are listed below.

Rural relation provide facts & figures for: -

Distribution

Product Availability.

Reach of product.

Procurement Source.

Frequency of product delivery.

Shelf space of brands.

13

Promotion

Pop/pos

Innovation

Recall of promotion

14

Rural champion
Another social initiative from rural relations is rural champions - identifying and
recognizing individuals and groups of people who are tirelessly working for their village
or bringing about a change despite limitations. They are the motivated, self-starters who
need to be encouraged.
You can hear them and see them through the many video recordings on our site,
covering various contributions made by them. From solution for water problem to
building awareness on Right to Information to adopting eco friendly methods of farming
or even in eradication of the perennial alcohol problem, their stories are unique and
inspiring. You can contact them and support them directly or through us.

Gyan-key
Motivating students in villages of India to develop reading and learning...
Gyan-Key is working towards opening a library in a secondary school in key villages
across states of India. It is a unique concept a library of the students, for the students
and by the students.
The library will be run by one of the girls (Gyan-Key monitor) from that village studying
in class VI. Each library to start with will have minimum 150-200 books in that local
language covering various subjects. To instill a sense of ownership, students will be
encouraged to donate books, (regardless of their value) for their library on their
birthday. This will create a feeling of belonging.
You too can participate in our movement. At just Rs. 5000/- you have a chance to
contribute for a worthy cause - provide an opportunity to instill learning to approx 150200 students of 8-10 villages. To build transparency, the money will be collected in the
form of cheque drawn directly in favor of the publisher. We will provide you with letters
from the schools and some reactions from students once the library is established
besides regular updates on the progress.
15

Rural Marketing - A Critical Review :)

Prime Minister Dr. Manmohan Singh recently talked about his vision for rural India: "My
vision of rural India is of a modern agrarian, industrial and services economy co-existing
side by side, where people can live in well-equipped villages and commute easily to
work, be it on the farm or in the non-farm economy. There is much that modern science
and technology can do to realize this vision. Rural incomes have to be increased. Rural
infrastructure has to be improved. Rural health and education needs have to be met.
Employment opportunities have to be created in rural areas."
'Go rural' is the slogan of marketing gurus after analyzing the socio-economic changes
in villages. The Rural population is nearly three times the urban, so that Rural
consumers have become the prime target market for consumer durable and nondurable products, food, construction, electrical, electronics, automobiles, banks,
insurance companies and other sectors besides hundred per cent of agri-input products
such as seeds, fertilizers, pesticides and farm machinery. The Indian rural market today
accounts for only about Rs 8 billion of the total ad pie of Rs 120 billion, thus claiming 6.6
per cent of the total share. So clearly there seems to be a long way ahead. Although a
lot is spoken about the immense potential of the unexplored rural market, advertisers
and companies find it easier to vie for a share of the already divided urban pie.
The success of a brand in the Indian rural market is as unpredictable as rain. It has
always been difficult to gauge the rural market. Many brands, which should have been
successful, have failed miserably. More often than not, people attribute rural market
success to luck. Therefore, marketers need to understand the social dynamics and
attitude variations within each village though nationally it follows a consistent pattern
looking at the challenges and the opportunities which rural markets offer to the
marketers it can be said that the future is very promising for those who can understand
the dynamics of rural markets and exploit them to their best advantage. A radical
change in attitudes of marketers towards the vibrant and burgeoning rural markets is

16

called for, so they can successfully impress on the 230 million rural consumers spread
over approximately six hundred thousand villages in rural India.

What rural market buys?

Rural India buys small packs, as they are perceived as value for money. There is brand
stickiness, where a consumer buys a brand out of habit and not really by choice. Brands
rarely fight for market share; they just have to be visible in the right place. Even
expensive brands, such as Close-Up, Marie biscuits and Clinic shampoo are doing well
because of deep distribution, many brands are doing well without much advertising
support Ghadi, a big detergent brand in North India, is an example.
Why Rural Market?
The Indian rural market has a huge demand base and offers great opportunities to
marketers. Two-thirds of Indian consumers live in rural areas and almost half of the
national income is generated here. The reasons for heading into the rural areas are
fairly clear. The urban consumer durable market for products like color TVs, washing
machines, refrigerators and air conditioners is growing annually at between 7 per cent
and 10 per cent.

The rural market is zooming ahead at around 25 per cent annually. "The rural market is
growing faster than urban India now," says Venugopal Dhoot, chairman of the Rs 989
-crore(Rs billion) Videocon Appliances. "The urban market is a replacement and up
gradation market today," adds Samsung's director, marketing, Ravinder Zutshi.

17

Reasons for improvement of business in rural area?

Socio-economic changes (lifestyle, habits and tastes, economic status)

Literacy level (25% before independence more than 65% in 2001)
Infrastructure facilities (roads, electricity, media)
Increase in income
Increase in expectations

MART, the specialist rural marketing and rural development consultancy has found that
53 per cent of FMCG sales lie in the rural areas, as do 59 per cent of consumer durable
sales, said its head Pradeep Kashyap at the seminar. Of two million BSNL mobile
connections, 50 per cent went to small towns and villages, of 20 million Rediffmail
subscriptions, 60 per cent came from small towns, so did half the transactions on
Rediff's shopping site.

Special features of rural market:

Unlike urban markets, rural markets are difficult to predict and possess special
characteristics. The featured population is predominantly illiterate, have low income,
characterized by irregular income, lack of monthly income and flow of income fluctuating
with the monsoon winds.
Rural markets face the critical issues of Distribution, Understanding the rural consumer,
Communication and Poor infrastructure. The marketer has to strengthen the distribution
and pricing strategies. The rural consumer expects value for money and owing to has
unsteady and meager status of weekly income; increasing the household income and
improving distribution are the viable strategies that have to be adapted to tap the
immense potential of the market.
Media reach is a strong reason for the penetration of goods like cosmetics, mobile
phones, etc., which are only used by the urban people. Increasing awareness and
knowledge on different products and brands accelerate the demand. The rural audience
are however critical of glamorous ads on TV, and depend on the opinion leaders who
introduce the product by using it and recommending it.
18

Opinion leaders play a key role in popularizing products and influence in rural market.
Nowadays educated youth of rural also influences the rural consumers. Rural
consumers are influenced by the life style they watch on television sets. Their less
exposure to outside world makes them innocent and fascinated to novelties. The reach
of mass television media, especially television has influenced the buying behavior
greatly.

Creating brands for rural India

Rural markets are delicately powerful. Certain adaptations are required to cater to the
rural masses; they have unique expectation and warrant changes in all four parameters
of product, price, promotion and distribution.
A lot is already emphasized on adapting the product and price in terms of packaging,
flavoring, etc and in sachets, priced to suit the economic status of the rural India in sizes
like Rs.5 packs and Re.1 packs that are perceived to be of value for money. This is a
typical penetration strategy that promises to convert the first time customers to repeated
customers.
The promotion strategies and distribution strategies are of paramount importance. Ad
makers have learnt to leverage the benefits of improved infrastructure and media reach.
The television airs advertisements to lure rural masses, and they are sure it reaches the
target audience, because majority of rural India possesses and is glued to TV sets!
Distributing small and medium sized packets thro poor roads, over long distances, into
deep pockets of rural India and getting the stockiest to trust the mobility is a Herculean
task. Giving the confidence those advertisements will support. Sales force is being
trained to win the confidence of opinion leaders. Opinion leaders play an important role
in popularizing the brand. They sometimes play the role of entry barriers for new
products.
The method of promotion needs to be tailored to suit the expectations of the market.
Techniques that have proved to be successful are Van campaigns, edutainment films,
19

generating word of mouth publicity through opinion leaders, colorful wall paintings. The
Wide reach of television has exposed the otherwise conservative audience to
westernization. Panchayat televisions in Tamilnadu carries message that are well
received and contribute to community development.
Dynamics of rural markets differ from other market types, and similarly rural marketing
strategies are also significantly different from the marketing strategies aimed at an
urban or industrial consumer. This, along with several other related issues, have been
subject matter of intense discussions and debate in countries like India and China and
focus of even international symposia organized in these countries. Rural markets and
rural marketing involve a number of strategies, which include:

Client and location specific promotion.

Joint or cooperative promotion.
Bundling of inputs.
Partnership for sustainability.

Client and Location specific promotion involves a strategy designed to be suitable to the
location and the client. Joint or co-operative promotion strategy involves participation
between the marketing agencies and the client. 'Bundling of inputs' denote a marketing
strategy, in which several related items are sold to the target client, including
arrangements of credit, after-sale service, and so on. Media, both traditional as well as
the modern media, is used as a marketing strategy to attract rural customers.
Partnership for sustainability involves laying and building a foundation for continuous
and long lasting relationship.
Innovative media can be used to reach the rural customers. Radio and television are the
conventional media that are reaching the rural audience effectively. But horse cart,
bullock cart and wall writing are the other media, which can carry the message
effectively to the rural customers.
Rural marketing is an evolving concept, and as a part of any economy has untapped
potential;

marketers

have

realized

the

opportunity

recently. Improvement

in

infrastructure and reach, promise a bright future for those intending to go rural. Rural
20

consumers are keen on branded goods nowadays, so the market size for products and
services seems to have burgeoned. The rural population has shown a trend of wanting
to move into a state of gradual urbanization in terms of exposure, habits, lifestyles and
lastly, consumption patterns of goods and services. There are dangers on concentrating
more on the rural customers. Reducing the product features in order to lower prices is a
dangerous game to play.
FMCG companies Hindustan Unilever and ITC have worked on increasing rural
penetration through corporate social responsibility projects such as Project Shakti
and e-Choupal, respectively.
According to Vijay Sharma, head, Project Shakti, the growth in sales from the
rural market has been both in value and volume terms.
Speaking about his experience of the rural market, he said, Through Project
Shakti, the company has been implementing programmers that aim at building the
market by increasing usage of the categories it is present in. The key here is to
educate consumers about improving their lifestyle and our brands play a role in
enabling this. For example, Lifebuoy Swasthya Chetana is a rural health and hygiene
educational programme. Our Shakti network is growing and the company expects to
cover 600 million consumers across 5 lakh villages through one lakh Shakti
entrepreneuers by 2010. Currently, Shakti has 45,000 entrepreneurs in the country.

Suchitra Potnis, associate director, Client Solutions (a Nielsen company),

said,Store density in rural India is 5.4 stores per thousand persons compared with
10.1 in urban areas. The top-20 categories account for around 70 per cent of the
FMCG market. Categories such as batteries and iodised salt have gained a slot
among the top-20 in the rural market since the consumption of these categories is
higher in rural than urban India.
Rural markets beat cities in FMCG sales growth The Economic
Times, December 8, 2008.
21

Rural consumers are displaying considerable resilience in spends on fast-moving

consumer goods (FMCG) despite the economic slowdown, say top industry officials.
While overall consumer spends (urban+rural) on FMCG are showing smart rates of
growth, the growth in rural markets at 20% plus has overtaken urban markets, which
is growing at 17-18%, according to industry estimates. Industry watchers attribute the
growth to rise in rural disposable incomes, following three consecutive years of good
agricultural growth. Also, top industry officials said the government has pumped in a
lot of investments into rural areas.
In recent years, FMCG companies have invested significantly in effective distribution
and tailoring their products and prices to geographic nuances to increase their return
on investment (RoI) geographically. These efforts may now be paying off. AC Nielsen
numbers for the April-September 2008 period show that across a wide range of
sectors, including skin creams and solotions, hair oils, toothpaste and candies,
volume and value growth in rural markets have been significantly higher than urban
markets. Skin creams and lotions, for example, grew 26.3% by volumes in rural
markets compared with 12.5% in urban markets for the April-September period. In
value terms also, rural markets grew faster than their urban counterparts in skin
creams and lotions, according to Nielsen numbers.

Godrej group chairman Adi Godrej said, The overall FMCG market, both
urban and rural, have recorded robust growth rates. Urban markets have been relatively
weaker in some segments because the growth of certain sectors has been affected
lately. But good agricultural growth and government focus on these markets have led to
higher disposable incomes with rural consumers. Consumer spends on FMCG in urban
markets, through both traditional trade and modern trade, have been upbeat in recent
months. But modern trade footfalls in Mumbai have been listless in the past few days,
owing to the terror attack. However, kiranas, or traditional formats, continue to report
robust numbers. Traditional trade contributes over 90-95% of the total FMCG business.
Modern trade (formats like Food Bazaar or Spencers) contributes 10% to total FMCG
business in metros and around 5% to total industry sales.
22

CavinKare CMD CK Ranganathan said, We have been surprised by strong

consumer undertones at a time when inflationary trends would have otherwise hit
demand. There are no signs of downtrading. Consumer purchases in rural India have
been quite impressive in recent months. Rural India clocked 19.1% growth for hair oils
in April-September against 11.4% in urban markets by volume. Similarly, among
toothpaste, the all-India rural volume growth was a healthy 17% compared with just 6%
in all-India urban markets. The gap in growth rates was even wider among candies. In
the April-September period, rural markets registered 26.5% growth against a minuscule
3.6% growth in urban India. It was the same story with value growth.
Dabur CEO Sunil Duggal said, Everyday products, which are priced at popular
price points, have not seen any drop in consumer demand, whether it is urban or rural.
But rural market seems to have actually done better, growing at a much faster pace.
While the rural growth story has remained completely intact and has even accelerated a
bit, the urban market has been affected by lower off takes in modern trade. But we
believe the traditional trade should take up the slack. Companies are now working on
stepping up distribution in smaller towns and increasing focus on marketing and
operations programme for semi-urban and rural markets. Seventy per cent of the total
households in India is in rural areas. Industry watchers say the increased consumption
is also the result of a growing middle class base in these markets. The total number of
rural household is expected to rise to 153 million in 2009-10 from 135 million in 200102, suggesting a huge market.
According to an NCAER report, the numbers belonging to lower middle income group in
rural areas is almost double compared with urban areas. This is a large consuming
class, constituting 41% of the Indian middle class and having 58% of the total
disposable income.

23

24

3. RESEARCH METHODOLOGY
According to Clifford woody research comprises defining and redefining problems,
formulating hypotheses solution, collecting and evaluating data, making deduction and
reaching conclusion and at last carefully testing the conclusion to determine whether
they fit the formulating hypothesis.

3.1 Title of the study:

CUSTOMER PREFERENCE FOR HUL IN RURAL INDIA

3.2 Duration of the project:

Duration of the study is 20days
3.3 OBJECTIVES
Customer preference and brand relationship for FMCG product (HUL) in rural India.
And make people more brand loyal.
1) To analyze the present promotion strategy of rural brands (HUL) in rural markets.
a. To study the modes of communications used and their effectiveness.
b. To find out the role of promotion in rural sales.
c. To find out the promotional strategies of different players in the market.
2) To measure the success of rural marketing campaign of the brands (HUL) in terms of
consumer appreciation.
a. To study the determinants of specification factors which decide the success of rural
promotional strategy?
3) To evaluate the effects of adopting the specific brand ambassadors in the rural
marketing context.
25

4) To analyze the market opportunity and potential for existing and new entrants in the
rural market.
a. To find the growth of rural market over a period of 5 yrs.
b. To find the behavioral changes in the rural consumers.

Data Collection

Primary Data has been collected through personal contact. For this purpose both
Questionnaire and one-on-one interview was considered with the consumers, shop
Owners, distributors & suppliers of the company.
Secondary data has collected from magazines, newspaper, company literature and
Websites.
Data Analysis

Analyzing codes to each question were awarded. Thereafter every questionnaire was
written. After which the data were analyzed. The data analysis is to be done using
statistical tools and techniques. The result is to be critically analyzed and every aspect
of the objectives to be dealt with great detail. The findings are to be reported with the
help of suitable graphs and diagrams where ever required. The comparative analytical
findings are to be reported for most aspects of the objectives.

Sampling Procedure
26

105 Peoples

Methods of research
Tabular forms: Observations and inferences after each analysis is presented in a table
with numerical values. Tables make it easy to understand the findings at a glance than
going through the lengthy description.
Graphs: Each finding was presented graphically in the form of pie charts, bar diagrams
after analysis for easy references. The main features of frequency distribution are
conveniently communicated by representing the frequency distribution in the form of a
diagram,
Description: After the analysis of the collected data, interpretations are given at the
bottom of the tables. On the basis of the analysis, major findings and suggestions were
made.

SCOPE FOR OF STUDY

The scope of the research has been limited to the Jaipur and nearby areas. Keeping in
mind the objective stated, questionnaire was designed for the people. Subsequently a
research was conducted.
The study will provide some basic ideas regarding the brand promotional measures and
the market potential of rural sector in and around some villages of Jaipur in Rajasthan.
The scope of the project is limited to the study of consumer perception regarding the
selected brands of FMCG such as soaps, toothpastes, washing powder, hair oil, Icecream in the selected areas. The study has limited exposure to the market due to time,
mobility and budget constraints.

LIMITATIONS OF STUDY
1. The sample size may not adequately represent the national market.

27

2. This study has not been conducted over an extended period of time, it do not
consider any hangs due to changes in the sudden needs of the customer
because of some seasonal change or any kind of festivals.
3. The duration of the project work was short enough to allow the full exposure.
4. The process of lead identification to the final completion of the documentation
requires more than just two months of time.
5. Thus the project was limited to either negotiation of the deals or carrying on with
an existing lead.

FACTS AND FINDINGS

28

1. Through the nineties, the FMCG markets grew at almost 15% per annum in value.
Suddenly, in 2000, FMCG market growth stalled and then declined for the next four
years. It is important to understand why this happened.
2. The rapid opening up of the economy resulted in many new avenues of expenditure
3.

for the consumers growing income.

A sharp drop in interest rates from 18% to 8% led to explosive demand for

consumer durables like white goods, two-wheelers and automobiles.

4. Mobile phone ownership and usage exploded due to its amazing lifestyle and
convenience benefits as well as lower prices. Entertainment, Leisure and Travel
sectors also boomed.
5. The lure of new avenues of expenditure in products and services led to consumers
restricting their expanse on FMCG. It is not that they bathed less often or brushed
their teeth less often or indeed washed their clothes less often.
6. They did downgrade to lower priced substitutes from higher quality brands. For
example, a consumer buying six tablets of Lux in a month went to buying three of
Lux and three cheaper brands.
7. A consumer buying Surf Excel for her clothes mixed it with a cheaper powder. As a
result of this shift in spending patterns, the FMCG market declined in value in the
last four years creating a major challenge for growth.
8. Out of100respondent 40% (40) of the agreed that there is mostly detergent use in
house .50% (50) people not agreed to the statement & rest 10% tell dont know
about it.
9. On the basis of view of there spend on price of the product; people satisfaction on
price of the product. 75% of people have given their viewsatisfied. 15% of people
have given the view as not satisfied,.10% of people have given the
viewdontknow.
The new Hindustan Lever: Focused on FMCG
In 2000, 75% of our sales came from FMCG businesses. The rest came from several
non-FMCG businesses which were not profitable, and did not offer prospects for longterm leadership. Besides, they were a drain on the core FMCG business, both in terms
of resource and focus.
29

Hindustan Unilever Limited is a part of the 40 billion Unilever Group. The Group has
more than 400 brands spanning 14 categories of home, personal care and food
products. It has presence in over 100 countries and employs more than 174,000 people
Worldwide.
Over 700 million consumers Covers over 6.3 million retail outlets including direct reach
to over 1 million. Over 2000 suppliers and associates.
They decided to disengage from all non-FMCG or commodity businesses. In all, we
have divested and discontinued 15 businesses including Animal Feeds, Speciality
Chemicals, Nickel Catalyst, Adhesives, Thermometers, Seeds, Mushrooms etc. with
sales of Rs.1,750 crores as in 1999.
Today they are a focused on FMCG company with our branded business accounting for
over 90% of sales, consisting of 35 brands across 20 categories. These will be their
main engines of growth, with higher levels of resource concentration, be it technology,
people talent or media spend.
Building blocks of a strong Foods business
In Foods, there is enormous growth potential in leading the evolution of consumers to
branded and processed foods. Over the last few years they have focused on putting in
place the building blocks of a strong Foods business. Historically their Foods business
was fragmented and lacked scale. It was often commoditized with low margins. They
recognized that changing food habits would require considerable investment, which the
current business simply could not afford. Therefore they divested the non-value added
parts like Vanaspati. They have consolidated their portfolio and improved the gross
margins by over 13% through product mix and cost reduction. They have also cleared
the supply chain of all old stock and geared up for fresh availability on shelf. Today, their
Foods business has a healthy gross margin and a supply chain driven by freshness.
The Foods business will now invest for growth through relevant innovation.

30

FMCG still offers enormous potential

As the largest FMCG player it was up to them to reverse the downtrading to realize its
true growth potential. They could achieve this by raising the bar and becoming world
class in what their brands offered and how they worked. Nothing less would do.
Penetration levels in several of the categories and consumption levels in all of the
categories is low by any comparison. Across the world, they are seeing a strong
correlation between income levels and the size of FMCG markets. Over the next 10
years, per capita income in India is likely to touch Chinas current levels. At those levels,
the FMCG market will be over Rs.100,000 crores from a current value of Rs.40,000
crores. This is an opportunity that they have to seize.
Portfolio of Strong Brands
Their main challenge was to reverse the downgrading in the categories and re-establish
the relevance of their brands in the mind of the consumer. In 2000, they had 110
brands, many undifferentiated and lacking scale. They chose to focus on 35 power
brands covering all consumer appeal and price segments. They are already seeing the
benefits. Six brands Brooke Bond, Lifebuoy, Lux, Fair & Lovely, Rin and Wheel have
emerged as mega brands in the last five years, each with sales of more than Rs.500
crores.
Better Value
The first step was to ensure that they offer world class quality and real differentiation
backed by technology to give them the advantage over low priced competition. They
have invested over Rs.400 crores, or 5% of sales, in the last three years to upgrade the
brands.In several cases they reduced prices to make the brands more affordable. Better
quality and more affordable prices have increased the value to the consumer. They
have also launched several low unit size and price packs for single use to make the
brands more accessible to all income groups. For example, they are the first to
introduce a branded toothpaste in a tube at Rs.5 and a branded quality shampoo in a
bottle at Rs.5.
31

Bigger Role in Consumers Lives

Perhaps the most significant change has been to move the brands beyond merely
making functional claims to playing a bigger and deeper role in the lives of consumers.
They had to move from selling a soap or a detergent to something far more important
and central to the consumers life. How often have we heard someone say, A soap is a
soap is a soap! Or indeed, All detergents clean clothes as well.
In the case of Lifebuoy, it was only when they associated it with the promise of health
and protection against disease that it claimed a larger space in the consumers mind. It
moved from being a mere soap to a health essential. Today Lifebuoy, their oldest brand,
has grown at over 15% for the last three years.
Similarly, in the laundry market, Surf Excel went well beyond the benefit of great clean
by saving two buckets of water with every wash. Imagine the importance of that benefit
to consumers in cities, who often get running water for only a couple of hours a day.
Surf Excel is one of their fastest growing brands today.
Both Lifebuoy and Surf Excel have succeeded because they are relevant to two key
concerns of the Indian housewife: family health and the scarcity of water.
In addition to the growing consciousness of health, consumers today are looking for
ways to look good and feel good so that they can get much more out of life. In short,
consumers are seeking Vitality in their lives. Their portfolio of 35 power brands is
uniquely positioned to offer nutrition, hygiene and personal care benefits and thereby
deliver Vitality.
Technology, the Key Differentiator

32

Their brands and sound understanding of the local consumer are supported by a world
class Research and Development capability. They have over 200 of the brightest
Scientists and technologists based in India.
Their recent reorganization leverages the talent pool from across 16 global technology
centers, of which four are in India. In all, they have over 4,000 high quality minds across
Unilever working relentlessly to provide new benefits that make a real difference to the
consumers.
Winning with Customers
Hindustan Lever has historically had a strong bond with its customers. They have
strengthened this and reinvented the way they manage their distribution channels and
their customers. The sales structure has been transformed to leverage scale and build
expertise in servicing Modern Trade and Rural Markets. They have also de-layered their
sales force to improve the response times and service levels.
Their customers are serviced on continuous replenishment. This is possible because of
IT connectivity across the extended supply chain of about 2,000 suppliers, 80 factories
and 7,000 stockiest. They have also combined backend processes into a common
Shared Service infrastructure, which supports the units across the country. All these
initiatives together have enhanced operational efficiencies, improved the service to the
customers and have brought us closer to the marketplace.
Our Acorns: Investing in our Future
In the pursuit of growth, they have also begun to nurture some acorns for the future.
These are both new businesses and new ways of engaging with consumers. Their entry
into Water Purifiers, through Pureit, shows great promise. Pureit delivers 100%
protection against all water-borne diseases. It provides water which is as safe as boiled
water, without needing electricity or continuous tap water supply. At 17 paise per litre, it
is extremely affordable for the common man. They have launched it in Tamil Nadu and
are fine-tuning all aspects of the business system before a phased national launch.In
33

urban India, Hindustan Lever Network (HLN) is their direct selling initiative selling a
special range of products. It already reaches 1,400 towns with over 3 lakh consultants.
Besides reach, HLN enables direct interaction with consumers and customizes solutions
for them to give them a complete brand experience.
Our People & Organization
They have restructured the company, integrating eight Profit Centres into two Divisions
Home and Personal Care (HPC) and Foods. The result is a simpler and leaner
organisation, less hierarchical with fewer levels and greater empowerment. This has
eliminated complexity and speeded up decision making. Today the company is far more
youthful in attitude and spirit. There is greater openness and transparency.

The Transformation: Investment in the Future

To ensure that Hindustan Lever remains competitive in the long-term, they have made
significant investments in product quality, pricing and marketing. As mentioned earlier,
the investment in product quality alone has been in excess of Rs. 400 crores, or 5% of
our sales.
In addition there has been the cost of defending their market position. Recently an
international competitor attacked their laundry business led by a price reduction of as
much as 50%. They acted with speed and determination leveraging all their past
experience in India and internationally. They have been able to fully protect their market
leadership and share, albeit sacrificing short-term profit. They made this necessary
trade-off as market share is the best means of sustaining future profit. Over time, their
stronger market positions will surely lead to greater long-term profit.
Despite these significant investments to strengthen the long-term competitiveness and
the costs of defending the strong market position, they still remain one of the most
profitable companies in the country.
34

35

DATA ANALYSIS AND INTEREPRESENTATION

For the analysis of data collected through survey work, a series of steps were followed
Which are given in a chronological order?
Each question of the questionnaire was assigned codes (coding)
Each questionnaire was punched into ms-excel sheet thus forming a data base
Punching)
Further the data was analyzed by using diagrams, graphs, charts etc.
The graphic rating scale and ranking method was used to measure the response
and attitude of the customer.
Finally, an effort was made to extract meaningful information from analyzed data,
which acted as a base for the recommendations.

HLL is out performance

36

18
16

18

15.5

16
12

14
12
10
6

7
4

6
4

5.5

0.5

2
0

5.5

Q4 2004

Q1 2005

Q2 2005
FMCG growth

Q3 2005

Q4 2005

Q1 2006

HLL's FMCG growth

Q2 FY 10 result highlights
Company

Revenu
e

Growth
yoyo (%)

OPM
(%)

Inc(Dec.)
(bps)

Net
profit(Rs
mn

Growth
yoy(%)

(Rs mn)
Britannia

8,385

27.3

8.0

240

597

15.6

Colgate

4,125

13.4

12.4

300

635

16.0

Dabur

6,912

18.3

18.1

180

1,074

12.2

GLSM

4225

20.2

14.9

430

530

4.9

Godreg(cp
)

3,465

26.4

11.5

680

347

6.3

HUL

40,279

19.7

11.8

150

4,379

6.9

ITC

37,633

15.1

29.7

190

8,027

4.1

MARICCO

6,035

30.1

12.22

170

471

11.6

NESTLE

11,076

22.2

18.7

270

1326

9.9

TOTAL

122,134

19.3

18.2

230

17,386

6.5

37

indian FMCG market

35
30
25
indian FMCG market

20
15
10
5
0
2003

2006

2007

2015

Rise in Disposable
income

Disposable income
1200
1000

Disposable income

800
600
400
200
0
2003

2015

38

Modes of promotions
It was found in the survey that most of the companies use Campaigns (37%) as the
mode of communication for the promotion of their products. About 65% of the total
respondents suggested that Campaigns and Direct Contacts were the most prominent
modes.
Thus we can interpret that although the penetration of media (audio and video) has
increased but the companies rely on other modes and want the rural consumers to be
aware at their door step. This increases the trust for the brand and generates the need
which otherwise remains latent due to lack of awareness and enthusiasm. This also
gives the touch-and-feel experience and increases the sense of satisfaction among the
rural mass.

Sales

electronics media; 15%

direct contact; 28%
print media; 20%

compaigns; 37%

39

RATING OF PROMOTION ACTIVITIES

RESPONSE
40
35
30
25
20
15
10
5
0

RESPONSE

Reasons for Rating the Promotional Activities.

The most important reason reflected by the respondents while rating the promotional
activities was On the spot by 31% respondents. Second most important reason was
Better realization of the product by 28% respondents. Third most important reason
was Understandability by 21% respondents. The most important finding is that all
these reasons correspond to Direct Contact and Campaigns. Thus, these two modes
are the most important promotional modes.

40

REPONSES
35
30
25
20
15
10
5
0

REPONSES

41

42

Diverse portfolio of leading brands

43

Focus of companies in Promotions.

Striking results regarding the promotions were obtained for this question. It was found
that only 9% of the respondents said the promotions focused on the need of the
product. The maximum of 35% flatly responded that the companies focused only the
brand ambassadors and nothing else. Respondents gave examples of Sachin
Tendulkar, Amitabh Bacchan, Shahrukh Khan, Aishwarya Rai and Irfan Pathan. 25%
respondents said the promotions targeted the competitors and only 12% respondents
replied that the promotions featured the utility of the product. Only 19% of the
respondents confirmed that the promotions featured the pricing of their products.
Although they responded that pricing was involved in the promotions but only to
highlight how their price was more economical and better as compared to other players
in the market.

PROMOTION FOCUS UPON

COMPITITOR; 25%
AMBASSDOR; 35%

PRICE; 19%
NEED; 9%
UTILITY; 12%

44

AREA OF FOCUS OF PROMOTION?

It was found that almost 3/4th of the respondents wanted a complete change in the
format currently followed by the companies. 26% of the respondents wanted the
promotions to focus on communication that too in the local language. An equal number
of 25% respondents wanted the promotion to focus on the utility of the product
Rather than just pushing it into the life cycle of rural people. 24% of the respondents
wanted fair price to be declared on the promotions so that they could decide upon the
purchase and also prevent them from being cheated by dealers. Only 13% respondents
wanted high class ambassadors in the promotions.

AREA OF PROMTION
COMMUNICATION
AMMBASDOR
UTILITY
SPECIFICITY
PRICE

Competitive
pressure

Brand relevance

Ability to call shots/pricing power

45

SWOT
STRENGTH
Variety of products
Distribution Network
Brand image
Quality Management
Innovation and R&D strength

THREATS
From High Class Competitor
Proctor & Gamble
Pantene
Dabur
Babool
Dabourlal Dent Manjan
Reckitt Benckiser
Dettol
Palmolive
Colgate, Nirma

46

OPPORTUNITIES
Huge Market
Increasing per capital income
Increasing consumption pattern
Potential for making more impact of brand image.
Coming in technology e.g. in water purifiers

WEAKNESS
Not able to compete with local competitor in the rural market
Not focus on upper class population
Pricing policy is not good

CONCLUSION
47

Hindustan Unilever ltd. Is a leading FMCG company in India and from last three
consecutive years has shown accelerated growth in FMCG portfolio. Customers in India
are also spending more in FMCG as their standard of living is growing. HUL has placed
itself successfully in the position of market leader in FMCG products. Though there was
some downfall in sales and profit of the company in the beginning of this decade but
after that HUL has shown considerable rise in both sales and profit. The future of the
company is also looking bright as FMCG market in India is still expanding and so we
can safely conclude that HUL will be able to secure its number one position in FMCG
product.

HUL has also started project SHAKTI that has provided it direct reach to rural market.
This may be considered a revolutionary step since the urban market is reaching its
saturation level and there is a huge scope exploring rural market. This will also be
helpful not only increasing its market share but also fight competition.

SUGGESTIONS

48

1) Suggestion: It is recommended that the HUL should focus more on the utility of the
products while promoting in the rural areas. The life-style of these people is different
from those in the urban areas. These people want value for their money, so they want
the promotions to be more informative rather being more glamorous. The value-formoney means that people will definitely buy, but they will buy only that product which
suits their needs. If once they purchase a wrong product they will never purchase it
again. This word-of-mouth may spread across and company might lose in the long run.
2) Suggestion: The HUL should provide full information in the rural promotions starting for
the need, utility, availability, price and the pack sizes available. It is recommended that
the pack sizes should be small and the pricing should be done in coinage system
example: Re.1, Rs.2, Rs.5, Rs.10 etc. This increases the affordability among the rural
consumers.
3) Suggestion: It is recommended that the brand ambassadors should be relevant to the
product and must look like he/she would be using the product in the daily life style.
Merely promoting the product by glamorous model may generate sales in urban areas
but for rural areas, information is of prime importance than glittering dances and
models. The companies should be very specific for choosing the brand ambassadors for
the rural areas as it may either boost up the sales or completely wash them out of the
market.
4) Suggestion: It is recommended that the HUL should have separate strategies for rural
as well as urban markets and should take care of addressing the needs of the rural
people in their promotions. They need information so they should be provided with it.
The rural promotions should use high profile celebrities but only to an extent and not in
all products. The rural mass is very specific and may discard the product completely if
not satisfied. For new entrants in this market it is recommended to have a start from a
small portion and then increase gradually..

QUESTIONARIE
NAME-

AGE49

OCCUPATIONMARITAL STATUS-

DATE-

For customer
1) How you select the product for shopping?
A. Brand
B. Quality
C. Price
D. Service
2) How you get information about product?
A. Posters
B. Neighbor
C. Advertising
D. Shopkeeper
3) How often you are used to go for shopping?
A. Daily
B. After 3-4 days
C. Weekly
D. Monthly
4) From which area you are belonging?
A. Rural
B. Semi urban
C. Urban
D. District head quarters
5) Your annual income?
A. 45000 to 100000 Rs.
B. 100000 to 150000 Rs.
C. 150000 to 250000 Rs.
D. 250000 or above
6) How much do you invest on consumption?
a. <30%
b. 30-60%
c. 60-80%
d. >80%
7) During purchase what in influence your purchase?
a. Price
b. Quality
c. Packaging
d. Experiment
50

e. Influence by others
8) Do you prefer any particular brand? ( If yes which brand )
a. Yes
b. No
9) Do you know about the presence of different products of different Companies in the
same category?
a. Yes
b. No
10)Have you ever tried them?
a. Yes
b. No
11) Are you satisfied with the products you are using?
a. Yes
b. No
12). Do you want any changes in the product?
a. Yes
b. No
13)Who are used to go for shopping?
A. Husband
B. Wife
C. Servant
D. Other
14)How you pay the bill of shopping?
A. Credit
B. Cash
C. Debit card
15)How much quantity you purchase for shopping?
A. On daily basis
B. In bulk

16)Where else you used to go for shopping?

A. Haat
B. Stall
C. Village fair
D. Toluca & district headquarter
17) Which company brand you would like most to purchase?
A. Procter &gamble
B. HUL
C. Nirma
D. Local brand
18) Who more convince you to buying that brand or product?
A. Shopkeeper
B. T.V. adv.
C. Neighbor
51

D. Other
19) Why are you more loyal to that product?

For shopkeeper and dealer

20) For how many days you store product at shop?
A. 3-4 days
B. 1 week
C. 1 month
21) After how many days you got supply after order?
A. Within day
B. 1 day
C. Within week
22)Which type of product you like to store more on shop?
A. HUL
B. NIRMA
C. PRO.& GAMBLE
D. LOCAL BRAND
23) Are you convince customer to purchase any special product?
A. Yes
B. No
C. Some time when the customer in confusion.
24)Why you using store that product more?

25)What is the market share of HUL?

26)How much is the consumption of HULs product with respect to the

Products of other companies?

..
52

27)Do you think customers are satisfied with the products and services you
are
offering?

28)What are the ways to get the feedback from customers?

29)On which part customers are really not satisfied?

.
30)How do you find the changing tastes and preferences in customers?

What is HUL is doing to tackle this problem?

BIBLIOGRAPHY
In order to make this project we have taken the help of the following websites & books:

www.wikipedia.com
www.oppapers.com
www.hul.co.in
www.scribd.com

Besides it various books are also consulted to prepare project report.

AUTHORS NAME BOOKS

H.L. Ahuja Modern Microeconomics
Theory and Application
C.K. Kothari Research Methodology
53

54