COMPARATIVE ANALYSIS - MARKET SHARE OF VENDING PRODUCTS OF HIDUSTAN UNILEVER LIMITED WITH IT’S CO

On “COMPARATIVE ANALYSIS - MARKET SHARE OF VENDING PRODUCTS OF HIDUSTAN UNILEVER LIMITED WITH IT’S COMPETITORS” For the partial fulfillment of the requirement for the degree of “Master of Business Administration” From SRM University, Modinagar

2009

Project Supervisor: Ms. Swati Bhatt (Faculty, Management Studies)

Submitted By: Md. Arif Khan MBA 3rd Sem. Reg .no. 35084061

SRM, INSTITUTE OF MANAGEMENT AND TECHNOLOGY, MODINAGAR SESSION 2008-10

ACKNOWLEDGEMENT

Any activity big or small is a result of collective effort of several individuals. From the very beginning of human civilization to this complex world, we are dependent on each other for accomplishment our goals. The project report of5 such magnitude could not be accomplished without the assistance of several people who participated directly or indirectly. This project report is also the result of collective effort and support of several individuals who have been given me their valuable contribution in fulfillment of the work. Exchange of ideas generates a new object to work in a better way. So whenever a person is helped and cooperated by others, his heart is bound to pay gratitude and obligation to them. Acknowledgement is not merely a formality but an expression of deep sense of gratitude and cumulative appreciation.

First of all, I would like to give special thanks to the almighty whose blessing helped me to complete this project. Completing a task is never a one man effort. Before explaining my project report, I give my sincere gratitude and thanks to MS. PRIYANKA SRIVASTAVA (TERRITORY SALES INCHARGE) of HINDUSTAN

UNILEVER

LIMITED

and

MR.

SOMNATH

(PROSPECTING OFFICER) of HINDUSTAN UNILEVER LIMITED to provide a proper guidance and a right approach from time to time, to accomplish the goal. They shared ideas with me to complete my project.

They have always been guiding and suggesting me like teacher, guide and mentor as well.

I also acknowledge my heartiest gratitude to Ms. Swati Bhatt a faculty member of SRM UNIVERSITY MODINAGAR , who helped me

a lot and give me a right direction in completing the project. I am also grateful

to

all

my

faculty

members

of

SRM

UNIVERSITY,

MODINAGAR, who have helped me in completing this project. It shall be an injustice, if I don’t express thank to my friends who helped me in completing my project report.

It is my earnest duty to express most gratitude and honor to my parents.

DR.M.S KHAN

PREFACE

Unless the knowledge is applied in the practical field, it cannot attain perfection and maturity. A project work is the scientific and systematic study of real issue and problems with the application of management principles, concept and skills. The essential ingredients of a project are that it should contain scientific collection of data its analysis and interpretation that lead to valid conclusions and feasible suggestion. Project work is an essential part of partial fulfillment of the syllabus of B.B.A. I have prepared this report during

my

summer

training

at

HIDUSTAN

UNILEVER

LIMITED. This study has given real exposure to corporate marketing and the confidence to face the challenges before me in course of sale the products of HUL. I have conducted my study under the subject “MARKET SHARE OF VENDING MACHINE PRODUCTS OF HIDUSTAN UNILEVER LIMITED”. The whole report is to be divided into six chapters, each dealing with the different aspects of the study the report has been return in a very comprehensive way with a suitable heading of each chapter. The last chapter deals with some recommendations which will be help full to the company in countering its competition as well as having an edge over them. I have tried my best to do justice and be honest in analyzing the topic but “TO ERROR IS HUMAN” and I am not an exception to it, hence, weakness and shortcoming is unintentional.

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CONTENTS

EXECUTIVE SUMMARY PART - I COMPANY PROFILE  Introduction to the Company  Board of Directors  Corporate Purpose  Code of Business Principles  Quality Policy  Environmental Policy  Safety Principles  Factory Locations  Business  Brand Position in India and Other Countries  Export Portfolio  Food & Beverages  Water Reforms  Demand & Success  Marketing Strategies  Financial & Marketing Profile

PRODUCT PROFILE  Product Lipton  Lipton Vending Machine

5

PART - II STATEMENT OF THE PROBLEM SIGNIFICANCE OF THE STUDY OBJECTIVE OF THE STUDY IMPORTANCE OF THE STUDY THEORETICAL PROSPECT OF THE STUDY

REASEARCH AND METHODOLOGY  Marketing research  Methodology  Research Design  Collection of Data

SWOT ANALYSIS DATA ANALYSIS AND INTERPRETATION CONCLUSION RECOMMENDATION BIBLIOGRAPHY

QUESTIONNIARE

6

EXECUTIVE SUMMARY Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. HUL's distribution network, comprise about 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers. HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's – are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products.

During my summer training at HUL, I completed the project in corporate sale and market share of vending machine products of HUL which are divided into three parts. These are: 

A

detailed

study,

consisting

of

technical

details,

corporate sale etc. of vending machine of HUL. 

An observational study conducted of vending machine and market share of HUL’s products.



A detail understanding of all the competitive brands of HUL’s vending machine.

In my first part, a report is made on a detailed study, comprising the technical details of the vending machine, the aspects of corporate sale of vending machine. The technical details of the 7

machine is necessarily to be understood before moving into the market so that one could discuss the plus points of the machine over the competitors’ machine. Further, the detail understanding in this kind of sale is done through meetings with probable customers which include the key area of selling along with all the glamour features such as brand reflecting, essentiality of the products to provide all the comfort required by the customers. The study is done by surveying the different factories/ offices located at Noida and nearby. The study is then tabulated, analyzed and result extracted.

In the second part, an observational study is conducted in respect of market share of corporate sale of HUL’s products. This will reflect my views and measures. It also includes the visits of the places where others competitor’s similar products were installed to get their performance feedback and identified the hidden opportunities to sell HUL’s products. The study is then tabulated, analyzed and the result extracted.

In the third part, method adopted for competitors analysis involved surveying and observational study of all the competitive brands of HUL’s vending machine such as Nescafe, Georgia, Coffee Day etc. followed by the comparison of same. To conducting the observational study, a large data has been collected while visiting the various companies/ offices by way of discussions. The data collected has further been enhanced with sub categories such as, consumptionwise requirement, type of brew (i.e. Tea or Coffee) consumption etc.

The data obtained, are tabulated, analyzed and result and recommendation are worked out.

8

COMPANY PROFILE

9

INTRODUCTION Hindustan Unilever Limited (HUL), having great recognition nationally/ internationally, is India's largest fast moving consumer goods company, touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. They endow the company with a scale of combined volumes of about 4 million tones and sales of Rs.10,000 crores.

Historical Events in HUL: In the summer of 1888, visitors to the Kolkata harbor 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 (in short 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. 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 10

present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986.

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. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1995, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Lever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994, KimberlyClark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Nepal Lever Limited (NLL), and its factory represents the largest manufacturing investment

in

the

Himalayan

kingdom.

The

NLL

factory

manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India.

As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in July 1993, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered 11

into a strategic alliance with the Kwality Ice-cream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Specialty Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories.

In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods.

Present Stature: Apart from dealing with soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products business, HUL is also one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India. In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports.

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HUL has traditionally been a company, which incorporates latest technology in all its operations. The Hindustan Unilever Research Centre (HLRC) was set up in 1958, and now has facilities in Mumbai and Bangalore. HLRC and the Global Technology Centers

in India have over 200 highly qualified scientists and technologists,

many with post-doctoral experience acquired in the US and Europe.

Company’s Role in other areas: HUL believes that an organisation's worth is also in the service it renders to the community. HUL is focusing on health & hygiene education, women empowerment, and water management. It is also involved

in

education

and

rehabilitation

of

special

or

underprivileged children, care for the destitute and HIV-positive, and rural development. HUL has also responded in case of national calamities /adversities and contributes through various welfare measures, most recent being the village built by HUL in earthquake affected Gujarat, and relief & rehabilitation after the Tsunami caused devastation in South India.

In 2001, the company embarked on an ambitious programme, Shakti.

Through

Shakti,

HUL

is

creating

micro-enterprise

opportunities for rural women, thereby improving their livelihood and the standard of living in rural communities. Shakti also includes health and hygiene education through the Shakti Vani Programme and creating access to relevant information through the Shakti community portal. The program now covers 15 states in India and has over 31,000 women entrepreneurs in its fold, reaching out to 100,000 villages and directly reaching to 150 million rural consumers. The company has fixed target that by the end of 2010, Shakti aims to have 100,000 Shakti entrepreneurs covering 500,000 13

villages, touching the lives of over 600 million people. HUL is also running a rural health programme – Lifebuoy Swasthya Chetana.

The programme endeavors to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhea.

It has already touched 70 million people in approximately 15000

villages of 8 states.

“A

vision to make a billion Indians feel safe and secure”

Entire products range were not possible in such a short span of time, I have been given opportunity to look into the market share and selling opportunities of Tea/ Coffee Vending Machine dealt by the company particularly in and around Noida.

14

Company Profile: HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic,

Peps dent, Close-up, Lakme,

Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's – are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured over 80 factories spread all over in India. The operations involve over 2,000 suppliers and associates. HUL has a distribution network, comprising about 4,000 redistribution stockiest, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers.

Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL and Group companies have about 16,000 employees, including 1200 managers.

The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company's nationwide operations. For this, HUL is organized into two selfsufficient divisions - Home & Personal Care & Foods - supported by certain central functions and resources to leverage economies of scale wherever relevant.

Board

of

Directors

&

Management

Structure: 15

At the apex is the Board, headed by the Chairman, and comprising 5 whole time Directors and 5 independent non-executive Directors. The day to day operations are supervised by the National Management comprising the Vice Chairman, Managing Director (HPC), Managing Director (Foods) and the Finance Director. HUL is organized into two self-sufficient divisions - Home & Personal Care & Foods - supported by certain central functions and resources to leverage economies of scale wherever relevant. The company can achieve its success due to right decisions taken by learned member of Board and the employees who implant their decisions.

BOARD OF DIRECTORS: Mr. Harish Manwani Chairman

Mr. Manwani, MBA from Mumbai University, joined HUL in 1976 in Sales and Marketing assignments, he became Divisional Vice President - Marketing. Mr. Manwani joined the Board of HUL in 1995, responsible for the Personal Products business. In addition, he held regional responsibility as the Category Leader for Personal Products for the Central Asia and Middle East (CAME) Business Group. Mr. Manwani worked as Senior Vice President in UK responsible for the Global Hair Care and Oral Care Categories. In 16

2001, he was appointed President of the Home & Personal Care (HPC) - Latin America Business Group and in 2004, as President and Chief Executive Officer of the HPC - North America Business Group. In April 2005, he was elevated to the Unilever Executive as President – Asia & Africa.

Mr. Douglas Baillie CEO and Managing Director

Mr. Douglas Baillie graduated from the University of Natal in business finance, marketing and business administration and joined Unilever SA in 1978, then in Australia till 1987. After working in different capacity in South Africa and London, Mr. Baillie was appointed Managing Director Lever Pond’s South Africa in 1997 and National Manager, Unilever South Africa, in May 2000. Later, he assumed the responsibilities as the Chief Executive Officer (CEO) of Hindustan Unilever Limited. Mr. Baillie is also the Group Vice President responsible for Unilever’s business in South Asia, which includes Sri Lanka, Pakistan and Bangladesh.

Mr. D. Sundaram Finance & IT Director

17

Mr. D. Sundaram is post-graduate from Madras University and a Fellow of the Institute of Cost and Works Accountants of India (FICWA). He joined Hindustan Unilever in 1975 as a Management Trainee. He worked in different capacity at various locations like London, Africa and Middle East Group ect. In August 1996 he elevated to the position of Senior Vice President–Finance, Central Asia and Middle East Group with responsibility for Finance, IT and business strategies for Unilever companies in the Indian subcontinent, North Africa and the Middle East countries. He returned to India in May 1999 as Finance & IT Director of HUL.

Mr. Nitin Paranjpe Executive Director

Mr. Nitin Paranjpe after obtaining a degree in BE (Mech) and MBA in Marketing (JBIMS) from Mumbai joined the Company as a Management Trainee in 1987. During 2001, he was Assistant to the Unilever Chairman & Executive Committee in London. In 2004, he became Vice President – Home Care (Laundry & HHC) India responsible for the top and bottom-line of the Homecare business. In

18

March 2006, Mr. Paranjpe became the Executive Director for the Home & Personal Care business.

19

Mr. Sanjiv Kakkar Director

Mr. Sanjiv Kakkar is BA (Economics) and PGDM from IIM Ahmadabad with 23 years work experience. Mr. Kakkar joined the Company in June 1984 and has worked in various Sales and Marketing assignments. In March 2006, Mr. Kakkar was appointed as Executive Director - Foods and joined the Management Committee on 1st January 2007. Sanjiv was appointed as the Executive Director - Sales and Customer Development in May 2007.

Mr. A. Narayan Director

Mr. A. Narayan is the Managing Director and CEO of ICI India Limited. He is also the Chairman of ICI India Research & Technology Centre. Mr. Narayan joined the Board as Independent Non-Executive Director in 2001.

20

Mr. V. Narayanan Director

Mr. V. Narayanan is a post-graduate from Madras University.

He was Chairman and Managing Director of the erstwhile Pond's (India) Ltd. He is now Chairman of the Academy of Management Excellence. He joined the Board as Independent Non-Executive Director in 1987.

Mr. D. S. Parekh Director

Mr. D. S. Parekh holds a FCA degree from England & Wales.

Mr. Parekh has held senior positions in Grindlays and Chase Manhattan. He is the Executive Chairman of Housing Development Finance Corporation. Mr. Parekh joined the Board as Independent Non-Executive Director in 1997.

21

Mr. C. K. Prahalad Director

Professor C. K. Prahalad is the Harvey C. Fruehauf Professor of Business Administration at the University of Michigan at Ann Arbor, the US. His contribution to business strategy is globally recognised. He joined the Board as Independent Non-Executive Director in 2000.

Mr. S. Ramadorai Director

Mr. S. Ramadorai is the Chief Executive Officer of Tata Consultancy Services. Mr. Ramadorai is also Chairman of Tata Technologies Ltd. and Chairman of CMC Ltd. He joined the Board as Independent Non-Executive Director in 2002.

22

DIVISIONS: If Hindustan Unilever straddles the Indian corporate world, it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life. Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL and Group companies have about 16,000 employees, including 1200 managers. The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company's nationwide operations.

Each division is self-sufficient with dedicated resources and assets in sales, marketing, commercial, and manufacturing. The two divisions are further reorganized into categories. Typically, each category and each function - Sales, Commercial, Manufacturing - is headed by a Vice President. They with their respective Managing Director, comprise that Division's Management Committee.

For managing sales operations, HUL divides the country into four regions, with regional branches in Delhi, Kolkata, Chennai and Mumbai. Headed by a Regional Manager, they comprise Regional Sales Managers and Area Sales Managers, assisted by dedicated field forces, comprising Sales Officers and Territory Sales In charges.

In Marketing, each category has a Marketing Manager who heads a team of Brand Managers dedicated to each or a group of brands. The commercial team of a Division is responsible for its supply chain management. There are teams dedicated to sourcing, planning

and

logistics.

Each

Division

has

a

nationwide

manufacturing base, with each factory peopled by teams of

23

Production, Engineering, Quality Assurance, Commercial and Personnel Managers.

CENTRAL FUNCTIONS: HUL's Central Functions are Finance, Human Resources, Technology, Research, Information Technology, Legal & Secretarial, and Corporate Affairs. Their services are shared across the company.

But wherever

necessary, managerial resources

are dedicated

exclusively to a business. For example, each Division now has dedicated HR managers.

HUL believes that while it leverages the scale of a large corporate, it must also retain the soul of a small company. Its organisation structure, which has and will continue to evolve with time, is aimed at achieving this knitting.

CORPORATE PURPOSE: Unilever's mission is to add Vitality to life. They meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life. Their deep roots in local cultures and markets around the world give them strong relationship with consumers and are the foundation for future growth. They bring wealth of knowledge and international expertise to the service of local consumers - a truly multi-local multinational.

Their long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn

24

continuously. To succeed also requires, they believe, the highest standards of corporate behaviour towards everyone working with them, the communities they touch, and the environment on which they have an impact. This is their road to sustainable, profitable growth, creating long-term value for their shareholders, their people, and their business partners. They are committed to safe and healthy working conditions for all employees and do not use any form of forced, compulsory or child labour.

25

CODE OF BUSINESS PRINCIPLES: They have set out code of business principles in different areas which they try their best to follow these principles I find necessary to reproduce as such: “Standard

of Conduct

We conduct our operations with honesty, integrity and openness, and with respect for the human rights and interests of our employees.

We shall similarly respect the legitimate interests of those with whom we have relationships.

Obeying the Law Unilever companies and employees are required to comply with the laws and regulations of the countries in which we operate.

Employees Unilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of our company.

We will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed.

We are committed to safe and healthy working conditions for all employees. We will not use any form of forced, compulsory or child labor.

We are committed to working with employees to develop and enhance each individual's skills and capabilities.

26

We respect the dignity of the individual and the right of employees to freedom of association.

We

will

maintain

good

communications

with

employees

through

company based information and consultation procedures.

Consumers Unilever is committed to providing branded products and services which consistently offer value in terms of price and quality, and which are safe for their intended use. Products and services will be accurately and properly labelled, advertised and communicated.

Shareholders Unilever will conduct its operations in accordance with internationally accepted principles of good corporate governance. We will provide timely, regular and reliable information on our activities, structure, financial situation and performance to all shareholders.

Business Partners Unilever is committed to establishing mutually beneficial relations

with

our suppliers, customers

and business

partners.

In our business dealings we expect our partners to adhere to business principles consistent with our own.

Community Involvement Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfill our responsibilities to the societies and communities in which we operate.

Public Activities 27

Unilever companies are encouraged to promote and defend their legitimate business interests.

Unilever

will

organizations,

co-operate

with

governments

and

other

both directly and through bodies such as trade

associations, in the development of proposed legislation and other regulations which may affect legitimate business interests.

Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.

The Environment Unilever is committed to making continuous improvements in the management of our environmental impact and to the longer-term goal of developing a sustainable business.

Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice.

Innovation In our scientific innovation to meet consumer needs we will respect the concerns of our consumers and of society. We will work on the basis of sound science, applying rigorous standards of product safety.

Competition Unilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations.

Business Integrity Unilever does not give or receive, whether directly or indirectly, bribes or other improper advantages for business 28

or financial gain. No employee may offer, give or receive any gift or payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management.

Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained.

Conflicts of Interests All Unilever employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company.

Unilever employees must not seek gain for themselves or others through misuse of their positions.

Compliance

–

Monitoring

–

Reporting Compliance with these principles is an essential element in our business success. The Unilever Board is responsible for ensuring

these

principles

are

communicated

to,

and

understood and observed by, all employees.

Day-to-day

responsibility

is

delegated

to

the

senior

management of the regions and operating companies. They are responsible for implementing these principles, if necessary through more detailed guidance tailored to local needs.

Assurance of compliance is given and monitored each year.

Compliance with the Code is subject to review by the Board

29

supported by the Audit Committee of the Board and the Corporate Risk Committee.

Any breaches of the Code must be reported in accordance with the procedures specified by the Joint Secretaries. The Board of Unilever will not criticise management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions.

The Board of Unilever expects employees to bring to their attention, or to that of senior management, any breach or suspected breach of these principles.

Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so.

In this Code the expressions 'Unilever' and 'Unilever companies' are used for convenience and mean the Unilever Group of companies comprising Unilever N.V., Unilever PLC and their respective subsidiary companies. The Board of Unilever means the Directors of Unilever N.V. and Unilever PLC.”

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QUALITY POLICY: HUL considers quality as one of the principal strategic objectives to guarantee its growth and leadership in the markets in which it operates. The company is committed to respond creatively and competitively to the changing needs and aspirations of the consumers through relentless pursuit of technological excellence, innovation and quality management across their businesses, and offer superior quality products and services that are appropriate to the various price points in the market as well as to their commitment to building shareholder value. The company trains/ provides necessary tools & techniques to its employees as well as is empowering them to ensure broad base compliance of the policy of the organisation at all levels.

The company is committed to fulfill its legal and statutory obligations and international standards of product safety and hygiene and will not knowingly sell product that is harmful to consumers or their belongings. It will institute systems and measures to monitor compliance in order to meet its responsibilities to consumers. The company will maintain an open communication channel with its consumers and customers and will carefully monitor the feedback to continuously improve its products and services and set quality standards to fulfill them.

The company is committed to extend its quality standards to its contract manufacturers, key suppliers and service providers and by entering into alliances with them, to jointly improve the quality of its products and services. This policy is applicable to production from its own facilities as well as to production that is outsourced. The

31

company will periodically review this quality policy for its effectiveness and consistency with business objectives.

The company delegates authority and responsibility for dissemination and implementation of this policy to each Business and Unit Head.

ENVIRONMENT POLICY: HUL supplies high quality goods and services to meet the daily needs of consumers and industry. In doing so, the Company is committed to exhibit the highest standards of corporate behaviour towards its consumers, employees, the societies and the world in which we live. The company recognises its joint responsibility with the Government and the Public to protect environment and is committed to regulate all its activities so as to follow best practicable means for minimizing adverse environmental impact arising out of its operations. The company is committed to making its products environmentally acceptable, on a scientifically established basis, while fulfilling consumers' requirements for excellent quality, performance and safety.

The aim of the Policy is to do all that is reasonably practicable to prevent or minimise, encompassing all available knowledge and information, the risk of an adverse environmental impact arising from processing of the product, its use or foreseeable misuse. This Policy is applicable to all company operations covering its plantations, manufacturing, sales and distribution, research & innovation centers and offices. This document defines the aims and

32

scope of the Policy as well as responsibilities for the achievement of the objectives laid down. Accordingly, HUL aims for:  Ensure safety of its

products and operations for the

environment  Develop, introduce and maintain environmental management systems  Assess environmental impact of all its activities and set annual improvement objectives and targets and review  Reduce Waste, conserve Energy and explore opportunities for reuse and recycle.  Provide appropriate training to all employees to implement the Policy  Encourage suppliers and co-packers to develop and employ environmentally superior processes and ingredients  Work in partnership with external bodies and Government agencies

to

promote

environmental

care,

increase

understanding of environmental issues and disseminate good practice.

To implement the environment policy the Board and the Management Committee of HUL is committed to conduct the company

operations

in

an

environmentally

sound

manner.

Accordingly, they, including their manufacturing units and Research & Innovation Centres, ensure the following standards:  Set

mandatory

standards

and

establish

environmental

improvement objectives and targets  Ensure implementation of HUL Policy on environment and compliance with Unilever and HUL environmental standards and the standards stipulated under relevant national / local legislation 33

 Review environment performance of the company once every quarter and recognize exemplary performance.  Nominate a senior line manager responsible for environmental performance

RESEARCH AND INNOVATION CENTRES: Since most new products and processes are developed in these Units, certain additional responsibilities devolve on them to ensure implementation of the Environment Policy of the company. In addition to the Unit Head's responsibilities outlined above, the heads of these units will:  Ensure that a formal and systematic risk assessment exercise is undertaken during the process/product development stage with specific reference to environmental impact.  Transfer technology to the pilot plant and main production through a properly documented process specification which will clearly define environmental impact and risks associated with processes, products, raw material and finished product handling, transport and storage.  Ensure that treatment techniques are developed for any wastes generated as a result of the new product/process and is incorporated into the process specifications.

34

SAFETY PRINCIPLES: The Company recognises its responsibility to ensure safety and protection of health of its employees, contractors and visitors in all its operating sites, which include manufacturing, sales and distribution, research laboratories and offices during work and work related travel. HUL's Occupational Safety and Health Policy is based on and supported by the following eight Principles. These Principles have the same status as the Company's Code of Business Principles:  All injuries and occupational illnesses are preventable  All operational exposures can be safeguarded  Safety evaluation of all business processes is vital  Working safely is a condition of employment  Training all employees to work safely is essential  Management audits are a must  Employee involvement is essential  All deficiencies must be reported and corrected promptly

FACTORY LOCATIONS: The year was 1923. Lord Leverhulme, the legendary founder of Lever Brothers, was visiting India. The nationalist sentiment in India was for locally manufactured products. Lord Leverhulme, who believed that what is good for a country is equally good for the company, responded to that aspiration because he too shared that dream.

His dream ultimately was realized in 1934. In September 1934, after more than a decade of discussions in London and in India, a 35

Lever factory was allowed to sprout on the land that had been reclaimed by the Bombay Port Trust at Sewri. From here, a month later rolled out the first cake of Sunlight soap to be manufactured in India. The same year, Lever Brothers took over the Garden Reach Factory in Kolkata. These two factories were the first in a manufacturing base, which today literally dots the length and breadth of India i.e. from Assam to Gujarat; from Uttaranchal to Kerala.

Hindustan

Unilever's

diverse

product

range

is

today

manufactured in about 80 factories. In addition, the company outsources from 150 other units. The operations involve 2,000 suppliers and associates.

DEVELOPING BACKWARD AREAS: Several HUL factories are situated in backward areas. The company has consciously responded to the national policy of development of backward areas by setting up manufacturing units in these places, which provide several direct and indirect employment opportunities for these areas, and leads to general economic development of these regions through industrialization. In fact, all major investments of HUL, in recent years, have been either in ACategory backward areas or No-Industry Districts. These include factories in Khamgaon and Yavatmal (Maharashtra), Chhindwara (Madhya

Pradesh),

Orai,

Sumerpur

and

Khalilabad

(Uttar

Pradesh), Haldia (West Bengal), Silvassa (Dadra & Nagar Haveli), Pondicherry, Goa, Doom Dooma (Assam), Hardwar (Uttaranchal)

36

and Barotiwala (Himachal Pradesh). Since 2001 itself, HUL has set up nine new factories in backward areas.

Equally, HUL has an enviable track record in taking over sick enterprises, in response to requests from Government, and converting them into viable operations. The company's units at Mangalore and Rajpura all bear testimony to this achievement. In the process, HUL has saved precious jobs and developed local economies. HUL's manufacturing facilities, like the Khamgaon soap plant and the Sumerpur detergent bar unit, are recognised as among the best in the Unilever world.

HUL has adopted Total Productive Maintenance (TPM) for achieving manufacturing excellence since 1994. As on date, TPM is in different stages of implementation in 28 factories. Four HUL factories have already received the TPM Consistency Award, and 14 factories have been awarded with the TPM Excellence Award.

Businesses: Home & Personal Care • Personal Wash

• Fabric Wash

• Home Care 37

• Oral Care

• Skin Care

• Hair Care

• Deodorants & Talcs • Colour Cosmetics

Foods 38

• Tea

• Coffee

• Branded Staples

• Ice Creams

39

New Ventures

• Hindustan Unilever Network • Ayush ayurvedic products & services • Sangam • Pureit water purifiers

Water Purifiers Exports • HPC • Beverages • Marine Products • Rice • Castor

40

BRAND POSITION IN INDIA AND OTHER COUNTRIES Today, HLL is one of India’s 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 HLL has developed into a viable & competitive sourcing base for Unilever world wide in Home and Personal Care & Foods & Beverages category of products. HLL 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.

HLL Exports offers high level of service with flexibility and responsiveness thorough out the supply chain. It has a dedicated organization structure to support this endeavour 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 HLL to position itself as a key sourcing hub for Unilever and also become a preferred partner for Global customers in categories they operate.

HUL 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 . HLL enjoys 41

international recognition within Unilever and outside for its quality, reliability and speed of customer service.

HUL Exports geography comprises, at present, countries in Europe, Asia, Middle East, Africa, Australia, North America etc

42

EXPORTS PORTFOLIO: The categories under HPC include products in Skin care, Oral care, Pears, Personal Wash & Lakme range.  Skin Portfolio includes Mass & Masstige Skin (Cream & lotions under Fair & Lovely and Dove brands), Shampoos and Conditioners (under Sunsilk brands), Vaseline & Talc (under Ponds brands). In the past the focus market was in Middle East and Asia, which is now slowing changing with current exports to European countries and robust plans to source different products to US in the near future.  Oral Care consists of Tooth Paste and Tooth Brush (under Pepsodent, Close-up, Mentadant and Signal brands). The exports are to Asian and European countries.  Pears Category consists of Bars, Hand Wash, Body Wash and Shower Gel. Pears is being sold globally including to North America / UK to the GCC / African countries extending up to Singapore and Australia. While the bar remains the most popular product, the brand has now extended to hand wash, shower gel, body wash and face wash. Currently Pears is celebrating its 200 year anniversary which shows the rich heritage and the strong brand equity it enjoys over generations.  Personal wash category predominantly consists of Lux, Fair & Lovely Soap, Lifebuoy Hand wash  Lakme Products are mainly exported to the countries with Indian Ethnic population or to geographies where the brand enjoys strong equity. The markets include Nepal, Bangladesh, United Kingdom & Maldives.

43

FOOD & BEVERAGES: The categories under F&B include products in Tea, Coffee & Processed Foods range.  Tea Category Includes: Tea Bags (includes Tea Bags, Flavored Tea Bags and Square Tea Bags), Instant Tea, Bulk Tea & Packet Tea. The branded packet tea, and instant tea are for Unilever's ready-to-drink tea business. The branded teas are Brooke Bond, Brooke Bond Red label, Brooke Bond Taj Mahal, Lipton, Lipton Yellow Label, Lipton Green Label, Lipton Brisk and Lipton 3-in-1 premix.  Coffee Category consists of Instant coffee & special coffee Beans (under Bon and Bru brands). The focus market for Bon is CIS markets while Bru is mainly sold to Ethnic markets / Indian diaspora world-wide. Both Bon and Bru straddle the entire gamut of formats comprising of spray dried coffee, granulated, freeze dried and pre mixes.  Processed Foods categories include Fruit Spreads / Jams, Soup Powders, Salt, Wheat Flour, Tomato Ketchup and Custard Powder. The branded processed food items consists of Kissan, Knorr, Annapurna, Captain Cook, Brown & Polson brands.

Marine Products: HLL offers a comprehensive portfolio, ranging from Surimi, Crabsticks to Shrimps and several value-added products. Among its customers is Icelandic, the world's third largest seafood company. In addition, HLL has also become a part of Unilever's supply chain in 44

seafoods for Europe too. HUL Marine Products brands are Ocean Diamond, Ocean Excellence, Shogun, Hima, Gold Seal, Tara and Prima.

Rice: The categories are Basmati Rice and Basmati Rice-based ready-toeat rice meals. The brands are Gold Seal, Indus Valley, Rozana and Annapurna.

Castor: The products are Castor Oil, Castor-oil based products, like hydrogenated castor oil, 12 - Hydroxy Stearic Acid, Ricinoleic Acid (used in grease and lubricant industry, paints and surface coatings, cosmetics, emulsifiers), and Speciality Castor Oils (USP grade, BP grade, DAB 10) etc used in pharmaceutical preparations. HUL Castor brand is Topsol.

WATER REFORMS: Hindustan Lever Limited has launched Pureit, the most advanced in-home water purifier in the world. It is the only purifier that gives you water that is ‘as safe as boiled water' without boiling, and without needing electricity or continuous tap water supply. This is why it is the most advanced inhome water purifier in the world.

Pureit gives water that is free from harmful viruses, bacteria and parasites because it has a Pureit Germkill Battery™ that is a combination of unique technological breakthroughs. Therefore, it provides 100% protection from all water related diseases like

45

jaundice, diarrhea, typhoid and cholera. Pureit also removes cancer causing pesticides that may be present in drinking water. Pureit meets the germkill criteria of the toughest regulatory agency in the USA, the Environmental Protection Agency (EPA), for protection against harmful viruses, bacteria and parasites, and getting microbiologically safe drinking water. Pureit has been designed not only to give guaranteed germkill performance, but it also improves the clarity of drinking water. It makes the water odorless, so that there is no residual smell of chlorine. And finally, it gives good tasting water. Pureit provides water that is ‘as safe as boiled' water through a combination of unique technologies: 

A unique Microfibre Mesh™ that removes visible dirt



A unique Compact Carbon Trap™ that removes the remaining dirt, parasites and even pesticides



A Germkill Processor™, whose stored germkill power targets and kills all harmful viruses and bacteria



A unique Polisher™ that gives clear, odourless and good tasting water



A Germkill Battery Life Indicator™ that lets consumers know when the germkill power of the battery kit is over and needs to be replaced

46

DEMAND & SUCCESS: Home to over 700 million people, rural India comprises not only over 70% of India's billion-strong population, but also over 12% of the world's population. The rural population already accounts for substantial consumption of Fast Moving Consumer Goods and also consumer durables. About 50% of the sales of soaps & detergents are generated in rural India. Similarly, almost half the demand for black & white television sets, pressure cookers, table fans, sewing machines also comes from there.

But the potential is even larger, both in terms of consumption and penetration. The fact that 70% of the population accounts for only 50% of even relatively well-penetrated categories, like soaps & detergents, indicates the enormous scope of consumption-led growth in these categories. Therefore such categories will derive growth out of increased usage. In categories, which are relatively less penetrated, like personal products, rural India offers an even bigger growth

opportunity

through

greater

penetration

and

then

consumption. For example only three out of 10 consumers in rural markets use shampoo or skin care products. Therefore growth in such categories will emerge, as more consumers purchase these products, and then continue to use them regularly.

Hindustan Lever has taken many initiatives over the decades to create markets in the rural hinterlands, by marketing relevant products, at affordable prices. A unique example is Hindustan Lever's Lifebuoy soap. In rural India, health is of paramount importance, because indisposition is very directly related to loss of income. Lifebuoy, whose core equity is health and hygiene, has for decades now been synonymous with soap in rural India. At the

47

same time, if products have to come up the order in the rural purchase hierarchy, they have to be affordable. If rural India today accounts for about half of detergents sales, it is because HLL has developed low-cost value-for-money branded products, like Wheel.

The company has also taken initiatives to create markets even for apparently premium products, by offering them in pack sizes, like sachets, whose unit prices are within the reach of rural consumers.

For example, initiated in the 1980s, sachets (Rs.2, Re.1, or 50 paise) today constitute about 55% of Hindustan Lever's shampoo sales.

With media reach gradually increasing, rural consumers today, where the media has its footprints, share the same aspirations with their urban counterparts.

For decades now, Hindustan Lever has also taken initiatives to circumvent the limitation in communication channels, by innovatively leveraging non-conventional media. Among them are wall paintings, cinema vans, weekly markets (haat), fairs and festivals. Given the rural consumer's fascination for cinema, the cinema vans show popular movies, interspersed with products advertisements. Weekly markets, fairs and festivals are parts and parcel of rural life. They give an opportunity to address consumers, spread over many tiny hamlets, at one location. The occasions are used to demonstrate product benefits and also sell such products.

Such demonstrations have played a significant role in creating, for example, the detergents market in rural India. In recent times, such demonstrations are being deployed to illustrate how visible clean is not hygienic clean, and how using soap is essential to prevent easily avoidable infections.

Communication through fairs and festivals are backed by direct consumer contact. For example, in 1998-99, Hindustan Lever implemented a major direct consumer contact, called Project 48

Bharat, which covered 2.2 crore homes. Each home was given a box, at a special price of Rs.15, comprising a low unit price pack of shampoo, talcum powder, toothpaste and skin cream, along with educational leaflets and audio-visual demonstrations. The project has helped eliminate barriers to trial, and has strengthened salience of both particular categories and brands. Similarly in 2002, Hindustan Lever has launched a similar large-scale direct contact, called Lifebuoy Swasthya Chetana, which already covers 70 million people in 18,000 villages of 8 states. The project is intended at generating awareness about good health and hygiene practices, and specifically how a simple habit of washing hands is essential to maintaining good health. The initiative will involve interaction with students and senior citizens, who act as change agents.

Generating awareness pays dividends only when steps are taken to ensure constant availability of products. In rural India particularly, availability determines volumes and market share, because the consumer usually purchases what is available at the outlet, influenced very largely by the retailer. Therefore, over the decades, Hindustan Lever has progressively strengthened its distribution reach in rural India, which today has about 33 lakh outlets. Direct rural distribution in Hindustan Lever began with the coverage of villages adjacent to small towns. The company's stockists in these towns were made to use their infrastructure to distribute products to outlets in these villages. But this distribution mode could only be extended to villages connected with motorable roads, and it could cover about 25% of the rural population by 1995.

Therefore in 1998, Hindustan Lever launched Project Streamline to further extend its distribution reach. Under this 49

initiative, the company identifies sub-stockists in a large village, connected by motorable road to a small town. This sub-stockiest in turn distributes the company's products to outlets in adjacent smaller villages using transportation suitable to interconnecting roads, like cycles, scooters or the age-old bullock cart. Hindustan Lever is thus trying to circumvent the barrier of motorable roads. As a result, the distribution network, as of now, directly covers about 50,000 villages, reaching about 250 million consumers. The company simultaneously uses the wholesale channel, suitably incentivising them to distribute company products. HLL has in the recent past established a common distribution system in rural areas for all its products. Given the number of brands and their packs the rural retailer usually requires, one HLL representative can take all the products from the company portfolio that he needs. This common distribution system is now fully operational, under one Regional Sales Manager exclusively dedicated to rural markets of each region of the country.

Over time, Hindustan Lever will further strengthen its rural distribution through mutually beneficial alliances with rural Self Help Groups (SHGs). Over the last five years, financial institutions, NGOs and government organizations are working closely to establish SHGs, whose objective is to alleviate poverty through sustainable income-generating activities. Since 2001, Hindustan Lever is implementing Project Shakti, whereby SHGs are being offered the option of distributing relevant products of the company as a sustainable income-generating activity. The model hinges on a powerful win-win relationship; the SHG engages in an activity which brings sustainable income, while Hindustan Lever gets an interface to interact and transact with the rural consumer.

50

HUL vision for Project Shakti is to scale it up across the country by 2005, creating about 25000 Shakti entrepreneurs, covering 100,000 villages, and touching the lives of 100 million rural consumers. Begun with 50 groups in Nalgonda district of Andhra Pradesh, with the support of local authorities, the project has been extended, as of now, to about 50,000 villages in 12 states.

A typical Shakti entrepreneur conducts business of around Rs.10,000 - Rs 15,000 per month, which gives her an income of about Rs 700 - Rs.1000 per month on a sustainable basis. As most of these women are from below the poverty line, and live in extremely small villages (less than 2000 population), this earning is very significant, and is almost double of their past household income. The full benefit of Project Shakti will be realised after some years.

At the supermarkets Self-service stores and supermarkets are fast emerging in metros and large towns. To service modern retailing outlets in the metros, the company has set up a full-scale sales organisation, exclusively for this channel. The business system delivers excellent customer service, while driving growth for the company and the store.

At the same time, innovative marketing initiatives are taken to provide consumers with experience of our brands at the store itself, through product tests and in-store sampling.

In the villages

51

The company has also revamped its sales organisation in the rural markets to fully meet the emerging needs and increased purchasing power of the rural population. The company has brought all markets with populations of below 50,000 under one rural sales organisation. The team comprises an exclusive sales force and exclusive redistribution stockists, under the charge of dedicated managers. The team focuses on building superior availability, while enabling brand building in the deepest interiors. HUL’s distribution network in rural India already directly covers about 50,000 villages, reaching about 250 million consumers, through about 6000 substockists.

MARKETING STRATEGIES: IT-powered system has been implemented to supply stocks to redistribution stockists on a continuous replenishment basis. The objective is to catalyse HUL’s growth by ensuring that the right product is available at the right place in right quantities, in the most cost-effective manner. For this, stockists have been connected with the company through an Internet-based network, called RSNet, for online interaction on orders, despatches, information sharing and monitoring. RS Net covers about 80% of the company's turnover.

Today, the sales system gets to know every day what HLL stockists have sold to almost a million outlets across the country. RS Net is part of Project Leap, HUL’s end-to-end supply chain, which also includes a back-end system connecting suppliers, all company sites and stretching right upto stockists.

Hindustan Lever is simultaneously creating new channels, designed on the same principle of holistic contact with consumers –

52



Project Shakti,

HUL’s partnership with Self

Help Groups of rural women, is becoming an extended arm of the company's operation in rural hinterlands.

Started in 2001, Project Shakti has already been extended to about 50,000 villages in 12 states - Andhra Pradesh, Karnataka, Gujarat, Madhya Pradesh, Tamil Nadu, Chattisgarh, Uttar Pradesh, Orissa, Punjab, Rajasthan,

Maharashtra

and

West

Bengal.

The

respective state governments and several NGOs are actively involved in the initiative. The SHGs have chosen to partner with HLL as a business venture, armed with training from HLL and support from government agencies concerned and NGOs. 

Hindustan Lever Network (HLN) is the company's arm in the Direct Selling channel, one of the fastest growing in India today. It already has about 3.5 lakh consultants - all independent entrepreneurs, trained and guided by HLN's expert managers. HLN has already spread to over 1500 towns and cities, covering 80% of the urban population, backed by 42 offices and 240 service centres across the country. It presents a range of customised offerings in Home & Personal Care and Foods.



Out-of-Home

consumption

of

products

and

services is a growing opportunity in India, as elsewhere in the world. Hindustan Lever is already the largest player in the hot beverages out-of-home segment, with over 15000 tea and coffee vending points. The company is 53

expanding the network aggressively, in the education, entertainment, leisure and travel segments. HUL’s allaince with Pepsi will significantly strengthen this channel. 

Health & Beauty Services

are Hindustan

Lever's simultaneous foray to meet the increasing consumer need for such products and services. Lakme Salons provide specialised beauty services and solutions, under the recognised authority of the Lakme brand. The Ayush Therapy Centres provide easy access to authentic Ayurvedic treatments and products.

Hindustan Lever, which once pioneered distribution in India, is today reinventing distribution - creating new channels, and redefining the way current channels are serviced. In the process it is converging product availability, with brand communication and brand experience.

FINANCIAL & MARKETING PROFILE: In last five years, HUL has shown steady growth in sales turnover (Rs. in Crores) YEARS

Sales

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 (up to June’07)

10951.61 11096.02 10888.38 11975.53 12087.28 3481.00

Profit

After

Taxation 1731,32 1804.34 1199.20 1354.51 1890.53 493.00 54

For June Quarter 2007, HUL’s total Sales grew by 12.9% with the FMCG business growing by 13.4% and whereas net profit grew by 29.6%.

Sales FMCG Net Profit

2005-06 (up

2006-07 (up to

to June’06)

June’07)

3083.00 3097.00 381.00

3481.00 2731.00 493.00

Growth%

12.9 13.4 29.6

Home & Personal Care (HPC) Business grew 11.1%. All brands in Laundry and Shampoo continued to perform well. Personal Wash growth was driven by a strong performance in Lux and Breeze. Skin category was impacted by a planned reduction of stocks in the distribution pipeline in preparation for Fair & Lovely relaunch in July 2007. Oral Category growth was led by Close Up. The key innovations during the quarter were the launches of Dove Hair Care, Clinic All Clear variants for men, Lifebuoy Skin-guard, Lakme Sun Expert and Peps dent Centre Fresh.

Foods business had another quarter of impressive performance registering a sales growth of 25%. The Beverages business grew by 21% with all Tea brands, Taj, 3 Roses, Red Label and Taaza, performing well. Bru Coffee continued its excellent performance this quarter. Knorr and Kiss an brands were the drivers of a 38% growth in the Processed Foods category. Ice-cream business had a robust 24% growth.

The key innovations during the quarter were the

launches of Knorr Chinese mixes, Bru Iced Cappuccino and the Moo Ice-cream range.

55

National rollout of the Water business is progressing well and now covers all Southern states, Maharashtra and West Bengal.

Consumer acquisition and brand building has met all action standards and production capacity is being enhanced for further rollout.

Judicious price increases together with buying efficiencies and aggressive cost saving initiatives helped sustain gross margins despite the impact of escalating costs. Advertising and Promotion spends continued to be competitive and the lower expenditure for the quarter reflects the planned phasing of activities and the lower spend in a channel pending conclusion of negotiations. The Profit before Interest and Tax (PBIT) has increased by 20.4%, and PBIT margin for the quarter at 14.5% of Sales was 90bps above prior year. Profit after Tax (PAT) grew by 24.4% and Net Profit was higher by 29.6%.

MARKETING PROFILE: Overall Market performance of HUL is impressive, however the results shows that the market share is not buoyant in favour of HUL during the same period in respect of the following commodities:

Market Share Performance June Qr. ‘06 June Qr. ‘07 Laundry 35.3 37.8 Personal Wash 54.6 54 Hair 48 47.5 Skin Care 54.3 55.1 Oral 30.2 30 Tea 25.5 24.3 Instant Coffee 47.7 47.4

56

57

PRODUCT PROFILE

58

3.1 PRODUCT – LIPTON

Lipton is one of the world's great refreshment brands, making a big splash in the global beverages market with tea-based drinks including leaf tea, infusions, ready-to-drink tea and other healthy, refreshing alternatives to soft drinks. Making a big splash in the global beverages market Lipton continues to lead as the global tea beverage market, making a big splash with a variety of tea-based drinks.

59

Keeping it green As well as enabling consumers to drink better and live better, Lipton is also good for the environment. Sustainable farming practices, both within their owned and third party tea estates, is vital for their future. One example of the many environmental and ethical measures being taken is the 'Trees 2000' programme in Kenya, which sees Lipton planting 40000 indigenous trees every year to curb deforestation. There's nothing better than a thirst-quenching cup of tea to help one face the day. An independent panel of nutrition experts has agreed that leaf tea is second only to water as the ideal beverage for hydration due to its many qualities.

Nutrition Enhancement Programme Although sugar levels in Lipton Ice Tea are already much lower than standard carbonated soft drinks, they're lowering them further by around 10% in much of the range.

Innovations Lipton is growing fastest in ready-to-drink teas including the international Lipton Ice Tea range, the Lipton Brisk range in North 60

America and a range of Lipton ready-to-drink teas in Asia which can be served hot or cold. Other recent flavour innovations cater to changing and adventurous tastes, for example, green teas and the Lipton Fusion blends of iced tea and exotic fruit juice varieties. Leaf tea remains a favorite in many markets and Lipton is making it tastier and easier to make with innovations including Lipton Pyramid tea bags that give the leaves more room to move and Lipton Cold Brew tea bags that allow iced tea to be freshly brewed in cold water in just five minutes. Lipton has also recently entered the green tea market, launching both leaf and ready-to-drink varieties.

Key facts 

tea is the world's favorite beverage, after water



independent scientists also place leaf tea second only to water as the most ideal beverage in the world



all leaf teas are naturally zero calories and so can help with weight management programs



Lipton tea provides flavonoid antioxidants. Antioxidants are thought to help keep our body healthy by preventing every day wear and tear by free radicals



Studies observing large populations and their eating and lifestyle habits over a long period show that regular tea 61

drinking may help maintain heart health. A number of studies showed that people consuming tea (without milk and sugar) on a regular basis as part healthy lifestyle tend to maintain better heart health better than those who do not drink tea. 

Lipton is the world's best-known and best-selling brand of tea, with sales of nearly €3 billion today. Lipton is the global market leader in both leaf and ready-to-drink tea, with a global market share nearly three times larger than its nearest rival



available in over 110 countries, Lipton is particularly popular in Europe, North America and the Middle East and parts of Asia



tea revitalizes mind and body



tea – half the caffeine of a regular cup of coffee



all teas – black, green, oolong or white provide an antioxidant boost



just one 200ml cup of Lipton Yellow Label will provide around 135mg of antioxidants

62

Product range

Lipton Yellow Label tea

Lipton Green Tea

Lipton Iced Tea

Lipton Ice Tea

63

Lipton Tea gets health seal of approval There is nothing better than a thirst-quenching cup of tea to help you face life's challenges. Not only does it taste great, but also it offers you an antioxidant boost with zero calories.

Antioxidant health properties To confirm this, every Lipton pack is now stamped with the AOX Seal, highlighting Lipton Tea's antioxidant health properties and underlining the brand's commitment to consumers' vitality and well-being. Many people do not realise that black and green tea contains virtually the same amount of antioxidants. In fact, whether black, green, oolong, white, in a Lipton ready to drink or leaf tea, will provide you with antioxidants.

Re-thinking your drinking habits The AOX Seal is just one way Lipton is helping people rethink what they drink by reminding them of tea's health and vitality credentials. The 'Tea Can Do That' campaign across North America

64

is highlighting the positive effects of tea drinking on body and mind with the message: 'Drink Better Everyday...Live Better Everyday'.

Scientists say that tea is second only to water!

A recent publication by a group of key nutrition experts has highlighted that tea is second only to water as the best beverage for hydration in the world. Why? It is naturally zero calories, and a source of many good things including L-theanine and antioxidants.

In addition, tea is hydrating – and not dehydrating despite popular belief.

LIPTON VENDING MACHINE: Coffee and tea are important in any office. Working professionals feel the need for these beverages intermittently during their hectic schedule. Increasing labor costs and the need for instant availability have brought in vending machines. With this in mind, many companies have installed beverage vending machines to provide their employees refreshments.

65

Option 1: 2 LANE

DIMENSIONS

MACHINE

HEIGHT - 635 MM WIDTH - 270 MM DEPTH - 540 MM

WEIGHT

30 KG

POWER

230 VOLTS / 50 HZ

SUPPLY

AVAILABLE OPTIONS OF 2 INGREDIENTS STAGGERED DISPENSING OPTION FOR TEA BAG DISPENSING RATE - 5 CUPS/MIN (100 ML EACH)

OPTIONS TEA COFFEE

TEMPRATURE INTERLOCKING

WATER SOURCE - ON LINE / WATER BOTTLE

Option 2: 66

2 LANE MACHINE

HEIGHT - 630 MM DIMENSIONS

WIDTH - 310 MM DEPTH - 495 MM

WEIGHT POWER SUPPLY

27 KG 220 VOLTS / 50 HZ

CANISTER

1 KGS

CAPACITY

AVAILABLE OPTIONS OF 2 INGREDIENTS STAGGERED DISPENSING OPTION FOR TEA BAG DISPENSING RATE - 4 CUPS/MIN (100 ML EACH) TEMPRATURE INTERLOCKING AUTO CLEANING WATER SOURCE - FILTER PROVIDED WITH

THE

WATER

OPTIONS TEA COFFEE

JAR

(TROLLEY CAN BE PROVIDED. HEIGHT REQUIRED 900MM.)

67

Option 3: 4 LANE MACHINE DIMENSIONS

HEIGHT - 635 MM WIDTH - 445 MM DEPTH - 545 MM

WEIGHT

30 KG

POWER SUPPLY

230 VOLTS / 50 HZ

AVAILABLE OPTION OF 4 INGREDIENTS STAGGERED DISPENSING OPTION FOR TEA BAG OPTION FOR

CAPPUCCINO

/ MOCHA

DRINKS DISPENSING RATE - 5 CUPS/MIN (100 ML EACH) TEMPRATURE INTERLOCKING WATER SOURCE - ON LINE / WATER BOTTLE ON M/C

OPTIONS 1.

TEA

2.

COFFEE

3.

CAPPUCCINO

4.

5.

TEA W/O SUGAR (TEA BAG ) BLACK COFFEE

68

Option 4: 6 LANE MACHINE DIMENSIONS

HEIGHT - 645 MM WIDTH - 445 MM DEPTH - 580 MM

WEIGHT

35 KG

POWER SUPPLY

230 VOLTS / 50 HZ

AVAILABLE OPTION OF 6 INGREDIENTS STAGGERED DISPENSING OPTION FOR 1.

TEA BAG OPTION FOR CAPPUCCINO / MOCHA 2.

DRINKS DISPENSING RATE - 5 CUPS/MIN (100 ML EACH) 3.

TEMPRATURE INTERLOCKING WATER SOURCE - ON LINE / WATER BOTTLE ON M/C

4.

5.

6.

7.

8.

OPTIONS TEA COFFEE CAPPUCCINO LEMON TEA TEA W/O SUGAR (TEA BAG ) TOMATO SOUP BLACK COFFEE BLACK TEA

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PART - II

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STATEMENT OF THE PROBLEM

Broadly speaking this study has been under taken on a detail study, consisting of areas covering all the aspects of corporate sale and detail understanding of all the competitive brands of vending machine. In India, vending machine market since past few years, is flooded with different varieties of vending machine of different companies. In such a situation the consumer is in dilemma in preferring a particular product because different brands of vending machine amongst them.

With much competition of different companies producing similar products the study is also aimed at those potential consumers of vending machine of different brands and the other company’s brands like Nescafe, Georgia, Amazon and Coffee Day etc.

Consumer varies tremendously in size of consumption of brew (i.e. Tea and Coffee) and taste. Also these factors have been taken into consideration while ascertaining the consumer preference for vending machine.

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SIGNIFICANCE OF THE STUDY Although this study is conducted at small level (only Noida and nearby) yet the findings and suggestions of it will help the management of the organization i.e. Hindustan Unilever Limited, in better way to understand the detail study of areas covering all the aspects of corporate sale of vending machine and it will also consist the detail understanding of the competitive brands of HUL’s vending machine. The study will also help the organization in making decision regarding promotional schemes and also identified the hidden opportunity in the certain other area other than corporate sale. So that, the corporate consumer may be find the product more attractive due the persons working therein may become demanding of HUL’s vending machine.

OBJECTIVE OF THE STUDY The main objective of the study to utilize my theoretical knowledge in realm of marketing world to understand the complex/ competitive market situations and gain experience with the organization, where I utilise eight weeks time to understand the difference between practical and theoretical knowledge.

The study has been conducted to understand the detail study of all the aspects of retailing concerned with the HUL’s vending machine. The specific objective, which under taken in my study, is to understand the corporate sale, the competitive brands of HUL’s vending machine and walk through the product sale in corporate

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world which reflect my own personal views and measures even the near by areas with hidden opportunity.

IMPORTANCE OF THE STUDY Importance for the students: This course does not answer all the problems which arise in the practical field. There are many certain formulas for analyzing particular problems, but the aim of the study is to develop ability of decision making. A right decision at the right time itself helps the organization to run efficiently.

Therefore, the eight weeks training is most important for the students of management.

Summer training in any organization gives an idea in taking tactfully right decision at right time when problems come to an executive. So finding the solution of the problem, right decision making and knowledge of different types of marketing activities gives much more importance to the study.

Importance for the company:

Though

toady’s market is very competitive for all type of consumables, but I find that Vending Machine market is more competitive market in a view that (1) it is industrial or office consumable product, thus can be defined as corporate sale, (2) It is everybody’s requirement but not essentially required by every one and (3) Only reputed Brands are in the market. Therefore, every seller of this product has uphill task while selling the products. In such a market, it becomes highly imperative to take account of the constantly changing brand perception.

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It is here that this project becomes important as it aims to understand all the aspects of corporate selling, the detail study of all the competitive brands of HUL’s products. The observational study made during the training would help the marketing division of HUL to devise effective market strategy for the given area that would ultimately help to strengthen their position in the market, would enhance brand preference amongst the consumers.

THEORETICAL PERSPECTIVE OF THE STUDY Consumer is the sovereign in the market. All economies activity in

the

market

namely,

production,

distribution,

exchange,

consumption are governed, regulated and adjusted in accordance with the needs and wishes of the consumers. Analysis of consumer behavior has considerable importance in marketing management, with the changing in its philosophy. In the early days these was basically sellers market, very few products concentrated in quality and reasonable price structure, with the emergence of the competitors market started flooding with goods and services, so each seller found it difficult to sell products if unable to communicate the consumers in respect of products’ quality and reasonable price.

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RESEARCH METHODOLOGY

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MARKET RESEARCH: Marketing research has become most important tool for decision making in the field of marketing due to the following reasons.  Business environment is changes very rapidly which needs to continuous modification and improvement.  It provides correct and reliable information about customer, competitors and ones own activities to the manager, so that the huge amount spent on marketing activities to be utilized properly.  Since modern business is customer oriented, it (MR) provides the producer a systematic and analytical approach based on assessment on customer requirements, which helps the producer in maximization of net profit by producing such products that fulfill the customer’s utmost level of satisfaction.

Thus marketing research is a systematic gathering, recording and analysis of data about the problem facing the company. It helps the marketing manager to develop and analyze new information, which is further helpful in developing marketing strategy. Now it can be said that marketing research covers a very wide variety of activities ranging from analysis of marketing potential and market share to studies of customers satisfaction and purchase intention.

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METHODOLOGY: The basic needs of any research are data and method of collecting it. Data is an information on the basis of which inference are drawn, therefore, data become a very important and vital factor in research study. The main purpose behind framing a methodology is to desirable the research procedure which includes research design, data sources, data collection method, research instructions, and sampling plan.

RESEARCH DESIGN: This

is

the

comprehensive

master

plan

of

the

study

undertaking given the general statement of the method used and procedure followed. It help the researcher to insure that the requisite data, in accordance with the topics of the study of all the aspects of corporate management, it will also be consist of detail understanding all the competitive brands of HUL, and an Questionnaire study will be conducted of own walk in different companies with the reference of HUL (DELHI JAIPUR HIGHWAY GURGAON) was descriptive in nature. It is a kind of study, which is undertaken when the researcher is interested in knowing to which vending machine is operating and tries to take an appointment so that I can explain about my product. The purpose of this study is to insure about the “which type of vending machine is installed in the company”. Thus, the research design used for study was descriptive research design.

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COLLECTION OF DATA:

DATA SOURCE: The various sources of information can be broadly divided into two categories.  Primary source  Secondary source

Primary source: Sources from where first hand information is gathered directly are called PRIMARY DATA. In case of the above study primary source of collecting data was provided by the company.

Secondary data: The source of information, already gathered for some other purpose from other sources such data are called secondary data. These data can be available from different magazines, journals and company profiles. So, with regards to my study to collect the secondary data I went through the company records, magazines, internet and news papers.

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DATA COLLECTION METHOD The following method is widely used for collecting data: Questionnaire  In the above-mentioned method, questionnaire methods were mainly used for the undertaken topic. Survey method was mostly used for collecting data through Questionnaire study with the helped of the framed questionnaire. regarding survey a detailed study are conducted which is consists of areas covering of all the aspects of corporate sector, this survey is also includes the detail understanding of all the competitive brands of HUL through the framed questionnaire to understand the physiology of the competitors, further, an o study will be conducted of own walk in different companies to identify the hidden opportunities in the near by areas, according to the need and permission of the very organization on behalf on which I was appointed for the survey.

LIMITATIONS: Although all the efforts have been made to make the results as accurate as possible, yet the survey suffers from some limitations.

Following are some of the limitations of the study. The purpose of mentioning these limitations is not to dilute the quality of the results

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rather to enable the reader to judge the validity of the result regarding the study. Following are some limitation of the study.  Sample sizes are limited due to certain constraint.  Lack of funds was the major obstruction to limit my survey to a small sample of respondents.  Duration of study is also limited further intensive study field wise.  Finding of the study, which was done only at Noida 1-4, 57-63, Okhla Phase2, Greator Noida, Hozari Complex Phase2 Noida, Udyog Vihar, Surajpur G.Noida, and NSEZ Noida.  Last but not the least ‘Weather’ was the most important constraint because it changes continuously. However, the limitation has been judiciously counter balanced as far as practicable. However the research of this type cannot be absolutely fixed in a perpetual framework of time but in spite of some inherent limitations, think that the very report may be useful for the particular organization.

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SWOT ANALYSIS

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SWOT ANALYSIS: It is one thing to discern attractive opportunities in the environment; it is another to have the necessary competencies to succeed in these opportunities.

Each business needs to evaluate strengths and weaknesses periodically. In examining its pattern of strengths and weaknesses, clearly the business does not have to correct all of its weakness nor gloat about all of its strengths. The big question is whether the business should limits itself to those opportunities where it now possesses the required strengths or should consider better opportunities where it might have to acquire or develop certain strengths.

A market opportunity is an area of need in which a company can perform profitably. Opportunities can be listed and classified according to their attractiveness and the success probability. The company’s success probability depends on whether its business strengths not only match the key success requirements for operating in the target market but also exceed those of its competitors. Mere competence does not constitute the competitive advantage. The best performing company will be one of that can generate the greatest customer value and sustain it over time.

Some development in the external environment represents threats. An environmental threat is a challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to sales or profit deterioration.

SWOT

ANALYSIS

OF

HINDUSTAN

UNILEVER

LIMITED SWOT: Analysis is important technology by the company can reap its position future and can over comes its negative aspects. Therefore, swot analysis plays an important role of formulating the business strategies for any 82

company, which is obvious best on its strength, weakness, opportunity and threats.

Strength of the organization 1. HUL has tie-ups with giant companies; 2. HUL has a monopoly in tea sector; 3. HUL provides best services to its customers; 4. HUL tie-up with EUREKA FORBES LIMITED for auditing monitoring the quality; 5. Performance and upkeep of HUL vending machine; 6. HUL has Pre-approved machine manufacturers with strength QC process; 7. HUL has a dedicated well-equipped Technical team, sales and support teams for 24X7 Assistance; and 8. HUL vending machine has remote locking facility.

Weakness of the organization 1. HUL gives less importance to small companies.

2. HUL does not give much importance of having coffee corner.

Opportunity for the organization 1. HUL has lot of small account, which it can cover.

2. HUL has its chikori mix coffee.

Threat for the organization 1. HUL biggest threat is Nescafe coffee.

2. HUL should concentrate on small accounts as Nescafe create big difference by having an upper hand in that sector.

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DATA ANALYSIS

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DATA ANALYSIS AND INTERPRETATION: BRAND MIX This question tries to find out the number of brands available in each competitor of HUL products. Through the analysis of the below bar graph it is very much clear that the HUL products are leading to their competitors in respect of the number of brand mix present in the market.

40

35

35

30

30 25 20

15

15

10

10

5

5

5

AC HI NE NO M

E CA FE CO FF E

AZ O N AM

IA G EO RG

LI PT O N

NE S

CA FE

0

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MARKET POSITION OF DIFFERENT COMPANIES PRODUCT The above graph and table shows that HUL product are leading to their competitors in respect of brand mix, regal and inc.5 are the main competitors of HUL products in respect of brand mix.

25% 35%

5%

20% 5%

NESCAFE AMAZON

10%

LIPTON CAFECOFFEE

GEORGIA NOMACHINE

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Market Share of different company’s Vending Machine in OKHLA

Nas Café

28%

Amazon Georgia 52%

0% 12%

8%

Café Coffee Day Lipton No Machine

0%

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Market Share of different company’s Vending Machine in NOIDA

31%

32%

Nas Café Amazon Georgia Café Coffee Day

0% 19%

5%

13%

Lipton No Machine

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Market Share of different company’s Vending Machine in G.Noida and NSEZ

18%

0% 6%

48%

Nas Café Amazon Georgia

3% 25%

Café Coffee Day Lipton No Machine

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CONCLUSION: The project on corporate marketing gives the deep understanding of all the aspect of corporate marketing, which covers all the key area of selling along with all the glamour features such as brand reflecting, ambience, soothing music, staff with the apt attitude to provide all the comfort required by the customers. I have tried my level best to cover all the aspect of corporate marketing of HUL offices along with the competitor’s analysis of the HUL product. In spite of some limitations, the project is completed covering the detail study of corporate marketing.

Really, this project was like a challenge for me, I have accepted and completed with the best of our efforts, knowledge and skills. The study gives some of the conclusion, which is follows:  HUL established a strong position in the HUL product in market.  HUL brand doing well in the market.  Nescafe

is a European brand so it is our greatest strength in the

business.  There is a huge competition in corporate market.  Eventually I conclude by saying that I fell top of the world when I think about my association which are having there business not only with the country but also having there business outside the country with these brand. It makes me feel top of the world when I say that I have worked on retail management of Hindustan Unilever Limited.

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RECCOMMENDATION:  Approximately 48% market share is left, in and around Noida, where no machine is installed and which shows substantial sale of machine could be made in this area by persuading the probable customers.  HLL should motivate its staff members to be more committed and loyal to the company so that they can do value addition to HLL by serving better to the customers. Motivation for store staff members include launching of incentive schemes like providing commissions and awards like for the best who achieve the maximum sales target in the year.  HLL should promote segmental targeting i.e. it should come up with schemes for focused target segment.  HLL should train its staff members and their sales employees from time to time to make them aware of latest retailing techniques.  HLL should formulate corporate strategy focusing especially on Tea, coffee and daily uses Product because there is vast potential to be tapped by tea and coffee in Indian Market as well as through out the world.  HLL should focus to their promotional activities because in respect of promotional activities HLL are very far behind from their competitors especially from Nescafe, Georgia, Amazon, and Cafe Coffee Day.  There is much more focused required to the window display of the HLL products because in respect of window display HLL products is very far behind from their competitors especially from Nescafe, Georgia, Amazon , Cafe Coffee Day.  The requirement, which is demanded by the store manager, is not fulfill on time. Therefore, it is recommended that the requirements of the store are fulfill on time so the customer are not return due the nonavailability of proper stock.

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 Last but not the least there is a vast potential to be tapped in the retail sectors of vending machine in these days companies are coming every where the traditional types of outlets are their extinction, people in these days preferred the branded product so more focused are given to the retail management and enhanced the brand image of HLL product.

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BIBLIOGRAPHY

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BIBLIOGRAPHY: 

CONCERND BOOKS 1.)

MARKETING MANAGEMENT--- KOTLER PHILIP

2.)

RESEARCH METHODOLOGY-----KOTHARI C.R. MAGAZINES

 1.)

BUSINESS WORLD

2.)

BUSINESS INDIA NEWSPAPERS

 1.)

THE HINDUSTAN TIMES

2.)

TIMES OF INDIA

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STUDENT DECLARATION I am MD. ARIF KHAN Student of MBA here by declared that the research report entitled ‘COMPARATIVE ANALYSIS- MARKET SHARE OF VENDING PRODUCTS OF HUNDUSTAN UNILEVER LIMITED WITH ITS COMPETITORS is completed and submitted under the guidance of MS. SWATI BHATT is my original work. The imperial finding in this report is based on the data collected by me. I have not submitted this project report to SRM-IST or any other University for the purpose of compliance of any requirement of any examination or degree.

DATE:

MD. ARIF KHAN

PLACE:

MBA III SEM ROLL NO. 3508461

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ACKNOWLEDGEMENT At the very beginning, I wish to render my deep sense of gratitude with special thanks and due regard to MS .PRIYANKA SRIVASTAVA (TERRITORY SALES INCHARGE, HINDUSTAN UNILEVER LIMITED) whom I required the privilege of working. His invaluable guidance and thoughtful consideration had been the key motivating factor throughout my project, which enabled me to complete my project so efficiently and effectively.

I wish to express my respectable thanks and gratitude to MS . SWATI BHATT, (Faculty of M.B.A. SRM UNIVERSITY) theoretical knowledge about the subject.

I feel immense pleasure to offer my thanks to faculty members, who cooperated in analysis of data and helped me to understand some behavioral aspects of consumers. I am very thankful to my friends who directly and indirectly helped me in collection of data and material related to the research topic.

MD.ARIF KHAN

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