Association of Business Executives (ABE)

Assignment on

CORPORATE MANAGEMENT IN ACTION

FORTUNE SCHOOL OF TECHNOLOGY & MANAGEMENT, SINGAPORE

Submitted by:-

Prashant Singh

A.B.E. MEMBERSHIP No.W09527

1

(PGDBM)

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. The company’s

Turnover is Rs. 17,523 crores (for the financial year 2009 - 2010)

HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving

consumer goods with strong local roots in more than 100 countries across the globe

with annual sales of about €40 billion in 2009 Unilever has about 52% shareholding

in HUL.

Hindustan Unilever was recently rated among the top four companies globally in the

list of “Global Top Companies for Leaders” by a study sponsored by Hewitt

Associates, in partnership with Fortune magazine and the RBL Group. The company

was ranked number one in the Asia-Pacific region and in India.

The mission that inspires HUL's more than 15,000 employees, including over 1,400

managers, 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.

2

Contents

INTRODUCTION:................................................................................................................................4

CORPORATE GOVERNANCE:..........................................................................................................5

CORPORATE SOCIAL RESPONSIBILITIES:...................................................................................6

FOREIGN DIRECT INVESTMENT:...................................................................................................9

SWOT ANALYSIS:..................................................................................................................................11

STRENGTH:...................................................................................................................................11

WEAKNESS:..................................................................................................................................11

OPPORTUNITIES:.........................................................................................................................12

THREATS:......................................................................................................................................12

CONCLUSION:..................................................................................................................................13

REFERENCES:.......................................................................................................................................14

APPENDIX 1:........................................................................................................................................15

PESTEL ANALYSIS:............................................................................................................................15

POLITICAL/LEGAL ENVIRONMENT:..............................................................................................15

ECONOMIC ENVIRONMENT:........................................................................................................16

SOCIO-CULTURAL ENVIRONMENT:..............................................................................................17

TECHNOLOGICAL ENVIRONMENT:...............................................................................................17

ENVIRONMENT:...........................................................................................................................18

APPPENDIX 2 (Learning Log table):......................................................................................................19

3

I NTRODUCTION:

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 food & beverages. They endow the company with a scale of

combined volumes of about 4 million tonnes and sales of over Rs. 17523 crores. 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. The Anglo-Dutch company Uni lever owns a majority

stake (52%) in Hindustan Unilever Limited.

HUL was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as

Hindustan Lever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co.

Ltd. and United Traders Ltd.. It is headquartered in Mumbai, India and has employee strength

of over 15,000 employees and contributes for indirect employment of over 52,000 people.

The company was renamed in June 2007 to ³Hindustan Unilever Limited´.

In 2007, Hindustan Unilever was rated as the most respected company in India for the past 25

years, one of India’s leading business magazines. The rating was based on a compilation of

the magazines annual survey of India’s Most Reputed Companies over the past 25 years.

HUL is the market leader in Indian consumer products with presence in over 20 consumer

categories such as soaps, tea, detergents and shampoos amongst others with over 700 million

Indian consumers using its products. It has over 35 brands. Sixteen of HUL’s brands featured

in the AC Nielsen Brand Equity list of 100 Most Trusted Brands Annual Survey (2008).

According to Brand Equity, HUL has the largest number of brands in the Most Trusted

Brands List. It’s a company that has consistently had the largest number of brands in the Top

50 and in the Top 10 (with 4 brands).

Hindustan Unilever's distribution covers over 1 million retails outlets across India directly

and it’s products are available in over 6.3 million outlets in India, i.e., nearly 80% of the retail

outlets in India. It has 39 factories in the country. Two out of three Indians use the company’s

products and HUL products have the largest consumer reach being available in over 80 per

cent of consumer homes across India.

HUL was one of the eight Indian companies to be featured on the Forbes list of World’s Most

Reputed companies in 2007.

4

PREVIEW OF CORPORATE GOVERNANCE:

Corporate Governance refers to the way a corporation is governed. It is the technique by

which companies are directed and managed. It means carrying the business as per the

stakeholders’ desires. It is actually conducted by the board of Directors and the concerned

committees for the company’s stakeholder’s benefit. It is all about balancing individual and

societal goals, as well as, economic and social goals. (Anand, September 10,2007)

CORPORATE GOVERNANCE:

Hindustan Unilever Limited believes that for a Company to be successful, it must maintain

global standards of Corporate Conduct towards all its stakeholders. The Company's

foundation has therefore been rooted to stringent Corporate Governance principles. At

Hindustan Unilever, we believe that the principles of fairness, transparency and

accountability are the cornerstones for good governance. The HUL Code of Business

Principles reflects the Company's commitment to these principles. It is the Company's

endeavour to continue to achieve highest governance levels.

As regards the compliance with the requirements of Clause 49 of the Listing Agreement with

the Stock Exchanges, the Company is in full compliance with the norms and disclosures. I

believe that for a Company to be successful it must maintain global standards of Corporate

Conduct towards all its stakeholders and The Hindustan lever Company's foundation has

therefore been rooted to stringent Corporate Governance principles. At Hindustan Unilever,

we believe that the principles of fairness, transparency and accountability are the

cornerstones for good governance. The HUL Code of Business Principles reflects the

Company's commitment to these principles. It is the Company's endeavour to continue to

achieve highest governance levels. (Lever, May 25,2010)

As regards the compliance with the requirements of Clause 49 of the Listing Agreement with

the Stock Exchanges, the Company is in full compliance with the norms and disclosures.

5

PRE-VIEW OF CSR:

Corporate Social Responsibility (CSR) has been in existence for a while but recently it has

become central to the strategic decision making of every organisation. So every organisation

has a CSR policy and produces a report of its activities. It has become central to the strategic

management of every organisation. It is a complex subject and there are a number of complex

issues involved in developing CSR strategies and policies. (Crowther & Aras, 2011)

CORPORATE SOCIAL RESPONSIBILITIES :

Greening Barriers:

 Water Conservation and Harvesting

HUL's Water Conservation and Harvesting project has two major objectives:

1. It’s reduce water consumption in its own operations and regenerate sub-soil water tables at

its own sites through the principles of 5R - Reduce, Reuse, Recycle, Recover and Renew;

2. HUL helps adjacent villages to implement appropriate models of watershed

development.                     

 SHAKTI - Changing Lives in Rural India

Shakti is HUL's rural initiative, which targets small villages with population of less than 2000

people or less. It seeks to empower underprivileged rural women by providing income-

generating opportunities, health and hygiene education through the Shakti Vani programme,

and creating access to relevant information through the iShakti community portal.

In general, rural women in India are underprivileged and need a sustainable source of income.

NGOs, governmental bodies and other institutions have been working to improve the status

of rural women. Shakti is a pioneering effort in creating livelihoods for rural women,

organised in Self-Help Groups (SHGs), and improving living standards in rural India. Shakti

provides critically needed additional income to these women and their families, by equipping

and training them to become an extended arm of the company's operation.

 

6

Health & Hygiene Education

Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene initiative which was started in

2002. LBSC was initiated in media dark villages (in UP, MP, Bihar, West

Bengal, Maharashtra, Orissa) with the objective of spreading awareness about the importance

of washing hands with soap.

The need for a program of this nature arose from the fact that diarrhoeal diseases are a major

cause of death in the world today. It is estimated that diarrhoea claims the life of a child every

10 seconds and one third of these deaths are in India. According to a study done by the

London School of Hygiene and Tropical Medicine, the simple practice of washing hands with

soap and water can reduce diarrhoea by as much as 47%. However, ignorance of such basic

hygiene practices leads to high mortality rates in rural India.

Economic Empowerment of Women

The Fair & Lovely Foundation is HUL's initiative which aims at economic empowerment of

women across India. It aims to achieve this through providing information, resources, inputs

and support in the areas of education, career and enterprise. It specifically targets women

from low-income groups in rural as well as urban India. Fair & Lovely, as a brand, stands on

the economic empowerment platform and the Foundation is an extension of this promise. The

Foundation has renowned Indian women, from various walks of life, as its advisors. Among

them are educationists, NGO activists, physicians. The Foundation is implementing its

activities in association with state governments. (Crowther & Aras, 2011)

Special Education & Rehabilitation

 Under the Happy Homes initiative, HUL supports special education and rehabilitation of

children with challenges.

Asha Daan:

The initiative began in 1976, when HUL supported Mother Teresa and the Missionaries of

Charity to set up Asha Daan, a home in Mumbai for abandoned, challenged children, and the

destitute.

7

Ankur:

In 1993, HUL's Doom Dooma Plantation Division set up Ankur, a centre for special

education of challenged children. The centre takes care of children with challenges, aged

between 5 and 15 years. Ankur provides educational, vocational and recreational activities to

over 35 children with a range of challenges, including sight or hearing impairment, polio

related disabilities, cerebral palsy and severe learning difficulties.

Kappagam:

Encouraged by Ankur's success, Kappagam ("shelter"), the second centre for special

education of challenged children, was set up in 1998 on HUL Plantations in South India. It

has 17 children. The focus of Kappagam is the same as that of Ankur.

Anbagam:

Yet another day care center, Anbagam ("shelter of love"), has been started in 2003 also in the

South India Plantations. It takes care of 11 children. Besides medical care and meals, they too

are being taught skills such that they can become self-reliant and elementary studies.

PRE-VIEW OF FDI :

Foreign direct investment, commonly known as FDI, "... refers to an investment made to

acquire lasting or long-term interest in enterprises operating outside of the economy of the

investor." The investment is direct because the investor, which could be a foreign person,

company or group of entities, is seeking to control, manage, or have significant influence

over the foreign enterprise. (Kolodkin, 2009)

8

FOREIGN DIRECT INVESTMENT :

This article considers key issues relating to the organization and performance of large

multinational firms in the post-Second World War period. Although foreign direct investment

is defined by ownership and control, in practice the nature of that "control" is far from

straightforward. The issue of control is examined, as is the related question of the "stickiness"

of knowledge within large international firms. The discussion draws on a case study of the

Anglo-Dutch consumer goods manufacturer Unilever, which has been one of the largest direct

investors in the United States in the twentieth century. After 1945 Unilever's once successful

business in the United States began to decline, yet the parent company maintained an arms-

length relationship with its U.S. affiliates, refusing to intervene in their management.

Although Unilever "owned" large U.S. businesses, the question of whether it "controlled"

them was more debatable.

Some of the central issues related to the organization and performance of multinationals

after the Second World War can be illustrated by studying the case of Unilever in the United

States. Since Unilever's creation in 1929 by a merger of British and Dutch soap and

margarine companies, 1 it has ranked as one of Europe's, and the world's, largest consumer-

goods companies. Its sales of $45,679 million in 2000 ranked it fifty-fourth by revenues in

the Fortune 500 list of largest companies for that year. (Jones, December 9, 2002)

Unilever's longevity as an inward investor provides an opportunity to explore in depth a

puzzle about inward FDI in the United States. For a number of reasons, including its size,

resources, free-market economy, and proclivity toward trade protectionism, the United

States has always been a major host economy for foreign firms. It has certainly been the

world's largest host since the 1970s, and probably was before 1914 also. Given that most

theories of the multinational enterprise suggest that foreign firms possess an "advantage"

when they invest in a foreign market, it might be expected that they would earn higher

returns than their domestic competitors. This seems to be the general case, but perhaps not

for the United States. Considerable anecdotal evidence exists that many foreign firms have

experienced significant and sustained problems in the United States, though it is also

possible to counter such reports with case studies of sustained success.

9

Finally, I have learnt from the story of Unilever in the United States that provides rich new

empirical evidence on critical issues relating to the functioning of multinationals and their

impact. It made me understand the issue of what is meant by "control" within multinationals.

Management and control are at the heart of definitions of multinationals and foreign direct

investment (as opposed to portfolio investment), yet these are by no means straightforward

concepts. A great deal of the theory of multinationals relates to the benefits or otherwise of

controlling transactions within a firm rather than using market arrangements. In turn,

transaction-cost theory postulates that intangibles like knowledge and information can often

be transferred more efficiently and effectively within a firm than between independent firms.

There are several reasons for this, including the fact that much knowledge is tacit. Indeed, it

is well established that sharing technology and communicating knowledge within a firm are

neither easy nor costless, though there have not been many empirical studies of such intra

firm transfers.  Orjan Sövell and Udo Zander have recently gone so far as to claim that

multinationals are "not particularly well equipped to continuously transfer technological

knowledge across national borders" and that their "contribution to the international diffusion

of knowledge transfers has been overestimated. This study of Unilever in the United States

provides compelling new evidence on this issue.

PRE-VIEW OF SWOT ANALYSIS:

SWOT analysis is a tool that originated in the business world (Learned et al., 1969) but is

useful for any kind of strategic planning. It's a relatively quick way to look at your Strengths,

Weaknesses, Opportunities and Threats. Although it is not a substitute for an in-depth

analysis, it can set the stage for one. (Fine, 2010)

Two types of swot analysis –Internal factor and external factor .Each factor have two sub

types .So I have here down who effect on organization.

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SWOT ANALYSIS:

STRENGTH:

HUL enjoys a formidable distribution network covering over 3400 distributors and 16 million

outlets. This helps them maintain heavy volumes, and hence, fill the shelves of most outlets.

The new sales organization named 'One HUL' brings "Household and Personal Care" and

foods distribution networks together, thereby aligning all the units towards the common goal

of achieving success. HUL has been continuously able to grow at a rate more than growth rate

for FMCG Sector, thereby reaffirming its future stronghold in Indian market.

Project Shakti - Rural India is spread across 627,000 villages and possesses a serious

distribution challenge for FMCG Cos. HUL has come up with a unique and successful

initiative wherein the women from the rural sector market HUL products, and hence, are able

to reach the same wavelength as of the common man in village. Apart from product reach, the

initiative also creates brand awareness amongst the lower strata of society. This has brought

about phenomenal results.

WEAKNESS:

HUL's market dominance, originating from its extensive reach and strong brand presence,

allowed it to raise the prices even as raw materials were getting cheaper. Hence, though the

volumes decreased, the margins grew, and company was able to earn more profits. But higher

margins attracted competition in areas of operations. HUL's strategy remained focused on

creating power brands and earning higher margins. It was not left with any other option but to

try cutting down the costs in order to protect volumes, if not increase it.

HUL's weakness was its inability to transform its strategies at the right time. They continued

with the same old strategy which helped them gain profits but was not genuine in this

changed environment. HUL's risk aversion and market myopia led to stagnation of business,

and ferocity of competition forced it into a defensive mode. Lack of pricing power in core

business and absence of growth drivers have put HUL on a deflationary mode.

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OPPORTUNITIES:

India is one of the world's largest producers of FMCG goods but its exports are miniscule as

compared to production. Though Indian Cos. have been going global, their focus is more

towards Asian countries because of the similar preferences. HUL is one of the top companies

exporting FMCG goods from India. An expansion of horizons towards more and more

countries would help HUL grow its consumer base and henceforth the revenues.

Opportunity in Food Sector - The advent of modern trade has opened up greater opportunities

for HUL to diversify its brand and strength its food division. It could look at introducing

products from its parents stable like margarines and could also look at expanding its Knorr

range of products.

It’s well-placed to take advantage of future FMCG Growth - HUL reach out 80% of 207

million households in the country through various brands. It has a very well-defined product

portfolio spread across many product categories

Penetration levels for some major categories like skin-cream (22%), shampoo (38%),

toothpaste (48%) and processed foods, continue to remain low offerings but great growth

opportunities products.

THREATS:

ITC has reduced its dependence on the cigarettes business - Contribution of the core business

in revenues has come down from 87% in FY99 to 70% in FY05. Over a period of five years,

ITC has extended its presence into areas like foods, retailing, hotels, greetings, agri, paper,

etc. These are businesses that can give it growth impetus in the long run. With ITC gaining

momentum in each of these businesses, it is turning into a consumer monolith, and hence, the

greatest threat to HUL's Business.

12

CONCLUSION:

Thus from the study of HUL it can be understood that being so large and so extensive in

brands it has allocated equal importance to each of its product and services. Moreover being

so evident in each of its segment which is widely used by Indian as well as world wide

customers; HUL is not only focusing in major brands but also on those brands which are not

performing well and new products are brought into market by viewing the importance of

Innovation in this changing environment. I have analysis; HUL is corporate governance,

Corporate Social Responsibilities, Foreign Direct Investment, Swot analysis, Pestel analysis

all about effect on Hindustan Unilever Limited market growth, competition product quality

and global effect. Mostly this company export your product in foreign country. It’s selling all

home& personal appliances product in world. As bees are treated as social insects, committed

to prioritising the colony’s needs and working together. Such team work and a passionate

commitment to achieve a shared goal is what help HUL create milestones.

EVERY SMALL ACTION MAKES A BIG DIFFERENCE

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REFERENCES:

Albert, U.F., 14 May 2008. PESTEL ANALYSIS: A REPORT ON UNILEVER. Codewit Publications, Helsinki,

Finland.

Anand, S., September 10,2007. In Essentials of Corporate Governance. John Willy& Sons. p.224.

Anon., 2008. karmayog. [Online] Available at:

http://www.karmayog.org/csr1to500/csr1to500_20164.htm [Accessed 2009].

Crowther, D. & Aras, G., 2011. In Corporate Social Responsibility. 1st ed. p.144.

Fine, L.G., 2010. In Swot Analysis.

Jones, G., December 9, 2002. Unilever Case Study. Reserch & Ideas.

Kolodkin, B., 2009. US Foriegn Policy. FDI.

Lever, W.H., May 25,2010. Corporate Governance Report. Annual Report. MUMBAI.

Manwani, H., 2010. Hindustan Unilever Limited. [Online] Available at: www.hul.co.in.

14

APPENDIX 1:

PESTEL ANALYSIS:

POLITICAL/LEGAL ENVIRONMENT:

Unilever, as a matter of policy, set a standard as to the way of tackling political issues.

Unilever has its tactical way of handling political issues. First, in the 1960s, many countries

began to nationalize foreign firms which also affected Unilever.

This was a call for local equity participation in foreign firms. Thus, so many companies were

subject to local control on prices, imports, employment of expatriates and so on. As a result

of the adverse effect of nationalization policy, in the 1970, many US companies e.g. IBM and

coca cola left India. There was fear by foreign companies on certain issues such as

knowledge leakage, loss of trademark etc. this was also hazardous for Unilever as its control

over operation in the market was reduced. For example UAC, a subsidiary of Unilever,

whose operation was in many African countries (Cameroon,

Ghana, Ivory Coast, Nigeria, etc.), was focused on as its profit margin and rate of easy

remittance of profit to its Anglo-Dutch parent was enormous. Nationalizing UAC hampered

Unilever’s control over the market where UAC operates.

However, in my opinion Unilever use its experience and goodwill to make contacts in many

countries to bargain with government so as to modify their regulations. In central and south

America, Unilever only engaged in lobbying rather than active politicking. In other words,

Unilever never get involved in sponsoring political parties.

Today, as I can review that Unilever has gained political ground using its tactical strategy and

experience. Unilever is a member of many organizations all over the world. The aim is to

create favourable business environment, and also facilitate corporate reputation management.

15

ECONOMIC ENVIRONMENT:

Unilever market environment is becoming highly competitive especially in the Western

Europe. Procter & Gamble (P&G) is one of the major competitors in the European market.

More so, there are so many discounters in the European market resulting from EU free trade

policy. This has had adverse effect on Unilever’s profit potentials Retailer’s are pressurising

FMCG producers to reduce prices of their products.

Consumers on the other hand would not want to buy expensive product or brands due to

current economic tide. Competition in EU has grown so strong that Unilever is facing

difficulties in places like France, Netherlands.

In the developing countries and the emerging economies (Asia and Africa), where there are

political instability, I was able to figure out that Unilever has adopted its company strategy to

ensure that its profitability drive is sustained. Some Products are packaged in small size for

low or regular income earner, for affordability.

In some developing countries, Nigeria to be precise, there was uncertainty about duties to be

paid by companies due to inflation and fluctuation of currency. From the news reveal my

knowledge was updated and I came to know that The effect on Unilever was a decrease in

profit in 2005 compared to 2004, though there was increase in turnover. In 2004 and 2005 the

profit after tax were N2.167 billion (naira) and N1.616 billion (naira) respectively, while in

the turnover in 2004 and 2005 were N28.6 billion (naira) and N33.4 billion (naira)

respectively, which indicates increase in turnover but decrease in profit. Also the low per

capital income of people affects Unilever’s market. Over 30% of Africa population lives on

less than $1 per day.

16

SOCIO-CULTURAL ENVIRONMENT:

Unilever has continued to maintain momentum in its socio-cultural environment in line with

its sustainability drive. The company is working relentlessly to bring improve hygiene and

better nutrition to people in Asia, Africa and Latin America, especially the poor and obesity.

Over 30% of Africa population lives on less than $1 per day. By this, Unilever strengthens it

goodwill. However, the low literacy of consumers affects marketing vehicles such as

advertisement in print media. This therefore requires employment of more resources, for

instance to enhance face-to-face communication.

Besides, Unilever employs about 100 nationalities. It ensures that diversity works for

everybody both employees and consumer alike. In order to achieve and ensure that diversity

works amongst employees, Unilever employed the strategy of diversity toolkit so as to

manage and leverage diversity. Unilever is focused on building an exclusive culture and

embracing difference, which resulted in high demand of its products in the developing and

emerging markets.

TECHNOLOGICAL ENVIRONMENT:

Right in the 1930s, Unilever continue to diversify. Business continue to boom in the 1950s

with new technology being invented to boast production and enhance quality products for

consumer, competitors improving their products using new inventions.

Unilever did not relent its effort in R&D. Since 2000, Unilever has been spending on IT to

improve its business especially in the area of e-business so as to improve brands

communication and market through internet, making transaction simple along chain.

Today, as I have analysed Unilever is trying to minimize cost through IT efficiencies at

global level. In addition, I was able to figure out Unilever Technology Venture works in

collaboration with Unilever R&D group to help Unilever meet consumers’ needs. Area of

concern is genomics, advanced bioscience, advanced materials science and nanotechnology.

In 2003, Unilever installed and commissioned “pallet live storage system” from Bitto Storage

System Ltd. This was meant to store its frozen products. The facilities include: pallet live

storage systems, carton live storage systems, pallet racking, boltless shelving, plastic bins.

17

ENVIRONMENT:

In recognition of local legislation, and to keep its corporate responsibilities, Unilever

designed management system. Unilever has respect for consumer health and safety. This

policy is to ensure all Unilever operators establish a formal environmental management

system. Training programs are being arranged in various regions/business groups to ensure

compliance with the company Standard for Occupational Health and Safety Environmental

Care (SHE). This framework is based on the ISO 14001 management

Unilever had also worked in conjunction with government of countries of its operation as

regards waste management. For instance in Ghana, 2004, over 21 tones of wastes were

supplied to small and medium size recycling businesses in Accra, Ghana, by Unilever to

reduce the amount of plastic waste sent to landfill.

18

APPPENDIX 2 (Learning Log table):

DATE Topics To Learn What I have

learned and in

my classroom

My Findings Next steps

18 March 2011 Those actions

that determine

whether an

organization

survives,

Prospers or dies.

Discuss the need

to measure the

performance of

operations in

order to assess

effectiveness

Performance of

operations.

Today I learn

how determine

whether an

organization

survives.

I explored HUL

survives in a

highly

competitive

environment in

the today’s

market

31 March 2011 Swot analysis  SWOT analysis

is to examine the

internal and

external factors

that help or

hinder your

department in

achieving each

of your

objectives

I analysis in

HUL how to

improve product

quality and

change to

strength or

opportunities

I find HUL

have grown

significantly by

identifying

employment

needs, revising

their curricula to

meet those

needs, and

advertising this

match to

prospective

people. It’s

Converting

refers to actively

working to

19

convert threats

or weaknesses

into strengths or

opportunities.

25 March

2011

Foreign Direct

Investment(FDI)

Today is my

teacher gives to

me some notes

and article

related to FDI

I read and

learned about

how to

Implement FDI

After learned

how Hindustan

Unilever Ltd

manage product

market

portfolio.

6 April

2011

Pestel analysis In these topics I

learn what pestel

is and what to

use these factors

in any

organization.

Pestel Is very

impotent factors

for profitability

in markets

HUL has

implemented

PESTLE for its

success.

9 April

2011

Corporate

Governess,

Ownership

structure.

Shareholding

Structure

I read and learn

about

How to manage

corporate

product market

portfolio.

After learned

HUL manage

good product

market

portfolio.

20