Vision
We work to create a better future every day. We to help people feel good look good and get
more out of life with brands and services that are good for them and good for others. We
will inspire people to take small everyday actions that can add up to a big difference for
the world. We will develop new ways of doing business that will allow us to double the
size of our company while reducing our environmental impact.
Mission
The mission that inspires HUL is to help people feel good, look good and get more out of
life with brands and services that are good for them and good for others. It is a mission
HUL shares with its parent company, Unilever, which holds about 52 % of the equity.
HISTORY
HUL touches the lives of two out of every three Indians everyday Part of the €40 billion
Unilever Group. The Group has more than 400 brands spanning 14 categories of home,
personal care and food products. Presence in over 100 countries and employs more than
174,000 people worldwide The Company was incorporated in 1933 but its products have
been sold in India since 18883
COMPANY OVERVIEW
India’s largest FMCG Company Headquartered in Mumbai.
Over 700 million consumers.
More than 15,000 employees, including 1,300 managers.
More than 200 highly qualified scientists and technologists
CORE COMPETENCY
The wide distribution network:
Operation involves 2000 suppliers & associates
7000 re-distribution stockiest
6.3 million Retail outlets reaching the entire urban & 250 million rural customers.
Products manufactured in 40 factories across India.
HUL aim is not only to enable easy access to their brands, but also to touch consumers
with a 3 way convergence of
o Product availability.
o Brand communication
o And higher levels of brand experience
MODERN TABLE: The innovative marketing initiatives are taken to provide consumers
with experience of our brands at the store itself, through product tests and in store
sampling.
THE EVOLUTION OF HUL’S DISTRIBUTION NETWORK
The first phase of the HUL distribution network had wholesalers placing bulk orders
directly with the company. Large retailers also placed direct orders, which comprised
almost 30 per cent of the total orders collected. The company salesman grouped all these
orders and placed an indent with the Head Office. Goods were sent to these markets, with
the company salesman as the consignee. The salesman then collected and distributed the
products to the respective wholesalers, against cash payment, and the money was remitted
