Case Study Of Hindustan Unilever

Paul Polman (CEO) of Unilever Company reported that its business earned reputation based on integrity and interests in accordance with people, employees and brands. By investing for growth and making good balance over short term and long-term interests. Making sure code of practice should have practical values over day-to-day business and each one took after standards. Definite Information has been delineated in Table-1 [2].

Operation of Unilever around the world starts fragmenting, but Unilever continues to expand globally and investment made in R&D is increased.

This report aims to analyse the financial position of Unilever PLC within its daily operating activities and it also compares the company’s performance with its key competitor, the Proctor and Gamble Company (P&G). The report also includes background of both the companies and an industry overview. To better understand the performance of both the companies, the segmental analyses have been done for both region and products. Due to the global crisis, Unilever and P&G both are facing price rise and inflation pressures, also instability in the Eurozone. All these factors are strongly impacting their operation activity and long-term growth decision plan. Finally After a careful examination of the financial ratios of both the companies, we recommend Unilever as a good company to invest as compared to P&G .The reasons for the following can be seen in the report below.

Unilever has a loan fee administration strategy planned at upgrading net intrigue cost and diminishing unsteadiness. This is proficient by modifying the loan fee investigation of obligation and money puts over the act of financing cost switches.

In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.

Reliance is the biggest company of India in the world. Dhirubhai H. Ambani (1932-2002), is the owner of this industry. Reliance industry is a one type of clustered company in the India. Main headquarter of reliance industry in Mumbai, Maharashtra, India. Reliance company has own business in the fabrics, energy, telecommunication, natural materials, photo chemicals and oil –field. In the across of India reliance is third most of beneficial organization in the India and second largest company in the oil field corporation. The company has 107 rank in the terms of revenue and 128 in profit over the world. Reliance has name the list of 500 largest companies of the world. The company has 215 rank in the Furtune Global as of 2016. RIL

Likewise the stage maturity product life cycle shows that company implemented customer based marketing strategy to develop a wholesome connection between seller and customer via the campaignforrealbeauty.com website. In the decline of the Unilever product life cycle the company is still in the ongoing process of providing high quality product. (Cycle 6-5 pg 90)

Unilever differentiates itself from other market players by having a business model that approaches profitable growth and responsible growth together. It prides itself on doing business with integrity and taking into consideration the interests of those that their activities can affect. It has also a Code of Business Principles which must be upheld by all people at Unilever (Unilever, n.d.).

Hindustan Lever Limited, India’s leading and fast moving consumer goods (FMCG) and services Company, had enjoyed a competitive advantage as a lone provider of personal hygiene care products until the development of India’s economy. However, with the entry of multinational FMCG companies HLL started experiencing stagnant growth and lower profit margin, and was under pressure of rising its incomes and revenues. At this point HLL’s new ventures division identified the untapped and unexplored rural India (where two-thirds of the population lived), as a key source of growth and expansion for the future. To continue on its competitive edge, HLL designed an innovative approach to penetrate these rural markets, with a project called

East India Company was originally named “The Governor and Company of Merchants of London trading into East Indies”. It was incorporated in Britain on the 31st December 1600, by a charter of Queen Elizabeth which settled its constitution, powers and privileges. It obtained a royal charter from Queen Elizabeth I, granting it monopoly at the trade with the East. A joint stock company, shares primarily owned by British Merchants and aristocrats, the East India Company had no direct link to the British government. The Queen though had sovereign power over this polity. If the state of Britain was considered a polity, then East India Company, a corporation in modern sense of the term was a citizen of that polity. But if East India Company was considered a corporate polity, then the different shareholder groups were conceived as citizens of this polity called East India Company.

Keppel Corporation has expanded its business in more than 30 countries. They focuses on international network, resources and talents to build up their business. Keppel Corporation hopes to bring its chosen industry to a higher level, being a global company and bringing the lead for the benefits of all its shareholders. Keppel Operation operates mainly in Singapore, which most revenues contributes from it (54%), Brazil (27%), Fareast and other ASEAN countries (13%) and others (6%).

rted in 1973, the Australian descendant that started the company made many advancements and lead the company to boom on the market. However, as the brand grew and became more noticed the brand was bought out by Acushnet Company. This buyout brought Cobra into the same company as Titleist, Pinnacle, and Footjoy. This purchase hindered the brand’s staple of being at the edge of golf clubs. Acushnet relegated Cobra golf to the lower end of golf and allowed Titleist to maintain its high end market. This proved bad for the company, Cobra failed to meet the standards that Acushnet wanted and it even hurt some of Titleist performance in the market. This lead to Acushnet selling the brand to Puma. This was a very good purchase by the Puma company.

Unilever is the corporation that produces wide variety of products such as Axe deodorant, Vaseline, Surf detergent, and Lipton tea, among many other products used every day.

The study adopted quantitative research method to diagnose the effect of product branding on profitability of Unilever (GH) Limited. This is because the hypothesis formulated in the study could be best tested with mathematical models (Lisa, 2009). The study focused on Unilever (GH) Limited. Unilever (GH) Limited is of the largest listed companies in Ghana with long trust records of product branding, supported with coperate vision. The company owns more than 400 brands, which are put into four main categories - Refreshments, Foods, Personal Care and Home Care.

If the adage 'two heads are better than one' applies to business, then certainly Unilever is a prime example. The food and consumer products giant actually has two parent companies: Unilever PLC, based in the United Kingdom, and Unilever N.V., based in The Netherlands. The two companies, which operate virtually as a single corporation, are run by a single group of directors and are linked by a number of agreements. Unilever considers itself the second largest consumer goods firm in the world, trailing only Philip Morris Companies Inc., and produces numerous brand name foods, cleaning products, and personal care items. About 52 percent of revenues are generated in the foods sector; brands include Imperial and