Project Report on Sales and Distribution Management (Autosaved) Fdkjaskl
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Transcript of Project Report on Sales and Distribution Management (Autosaved) Fdkjaskl
Internship Report on
SALES AND DISTRIBUTION MANAGEMENT IN (HUL)
BY
AMIT KUMAR
ID- ASM12PGDM006
Submitted to
ACHARYA SCHOOL OF MANAGEMENT, BANGALORE
In partial fulfillment of the requirements for the award of the degree of
POST GRADUATE DIPLOMA IN MANAGEMENT
Under the guidance of
INTERNAL GUIDE EXTERNAL GUIDEProf: RAVI KUMAR SANJAY GUPTA
ACHARYA SCHOOL OF MANAGEMENT
Department of PGDM (2012-2014)Dr Sarvepalli Radhakrishnan Road
Soldevanahalli, Hesarghatta Main Road, Bangalore -560090
1
CERTIFICATE
This is to certify that AMIT KUMAR bearing Roll Number ASM1204003, is a bonafide
Student of Post Graduate Diploma In Management, Acharya School of Management
(Batch 2012-14), Approved by AICTE, Ministry of HRD, New Delhi. Internship report on
“SALES AND DISTRIBUTION MANAGEN (C.G)” is prepared by him/her under the
guidance of Prof: RAVI KUMAR, in partial fulfillment of the requirements for the award
of Post Graduate Diploma in Management.
Signature of Internal Guide Signature of Head & Mgmt Studies
Prof: RAVI KUMAR
2
Internship Completion Certificate
It is here by certified that Mr. /Ms. _AMIT KUMAR , student of the Acharya School of Management has completed the Internship at our organization _TRIMURTI ENTER-PRISES BHILAI from_27-OCT-2013_ to _04-01-2014 successfully.
Mr. AMIT KUMAR during his/her stay at our organization has performed the assigned
worked satisfactorily and conduct was good. The student has attended all days for com-
pleting his/her internship.
Reporting Officer (With Name, Designation Contact Number & Seal)
3
DECLARATION
I AMIT KUMAR, hereby declare that the Internship report entitled “SALES AND DISTRI-BUTION MANAGEMENT IN (C.G) ”with reference to “TRIMURTI ENTERPRISES BHI-LAI” prepared by me under the guidance of (Prof: RAVI KUMAR) , faculty of the Acharya School of Management.
I also declare that this Internship project is towards the partial fulfillment of the curricu-
lum requirements of PGDM Program at the Acharya School of Management.
I have undertaken this project for a period of 10 weeks. I further declare that this
project is based on the original study undertaken by me and has not been submitted
for the award of any degree/diploma from any other University/Institution.
Place: Bangalore Signature of the student
Date: 22-Jan-2014
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TABLE OF CONTENTS
CONTENTS Page No
Chapter 1: Executive Summary 06
Chapter 2: Objective of the Study 08
Chapter 3: Industry Profile 10
12
Chapter 4: Company Profile 35
Chapter 5: SWOT Analysis 43
Chapter 6: Methodology of data collection 46
Chapter 7: Analysis and Findings 55
Chapter 8: Recommendations 64
Chapter 9: Conclusion 68
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CHAPTER 1
EXECUTIVE SUMMARY
6
Executive Summary
The main objective of the project is to get the full knowledge of
the distribution network of the products of the HUL and how they are
using the distribution network as a key differentiating factor from its
competitors. This is also to find the preferences of customer and there market
knowledge and product information, information about the presence of the rivals
of HUL and all the other options they have in the market. HUL are also look -
ing to tap the market in rural sector, so they also taking into considera-
tion the needs and wants of the people there. The study was done with reference
to many products of HUL and there distribution channel in DURG, BHILAI of (C.G).
It was a useful learning to understand the working of HUL.
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CHAPTER 2
OBJECTIVE OF THE STUDY
8
Objective of the Study
To understand the distribution network of Hindustan Unilever Ltd.
To find the ways to use the distribution network as the key differentiating factor from its competitors.
Scope of the study
The scope of the study is confined to distribution networks in DURG, BHI-LAI only, as the project duration is short time.
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Limitayion of study
The distributors showed lack of interest due to time constraint or some other personal issues.
CHAPTER 3
INDUSTRY PROFILE
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Industry Profile
Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer pack-
aged goods. Items in this category include all consumables (other than groceries/
pulses) people buy at regular intervals. The most common in the list are toilet soaps,
detergents, shampoos, toothpaste, shaving products, shoe polish, packaged foodstuff,
and household accessories and extends to certain electronic goods. These items are
meant for daily of frequent consumption and have a high return.
The Indian FMCG sector with a market size of US$14.8 billion is the fourth largest sec-
tor in the economy. The FMCG market is set to double from USD 14.7 billion in 2008-09
to USD 30 billion in 2012. FMCG sector will witness more than 60 per cent growth in ru-
ral and semi-urban India by 2010. Indian consumer goods market is expected to reach
$400 billion by 2010.Hair care, household care, male grooming, female hygiene, and
the chocolates and confectionery categories are estimated to be the fastest growing
segments. At present, urban India accounts for 66% of total FMCG consumption, with
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rural India accounting for the remaining 34%. However, rural India accounts for more
than 40% consumption in major FMCG categories such as personal care, fabric care,
and hot beverages. In urban areas, home and personal care category, including skin
care, household care and feminine hygiene, will keep growing at relatively attractive
rates. Within the foods segment, it is estimated that processed foods, bakery, and dairy
are long-term growth categories in both rural and urban areas.The growing incline of ru-
ral and semi-urban folks for FMCG products will be mainly responsible for the growth in
this sector, as manufacturers will have to deepen their concentration for higher sales
volumes.
Major Players in this sector include Hindustan Unilever Ltd., ITC (Indian Tobacco Com-
pany), and Nestlé India, GCMMF (AMUL), Dabur India, Asian Paints (India), Cadbury
India, Britannia Industries, Procter & Gamble Hygiene and Health Care, Marico Indus-
tries, Nirma, Coca-Cola, Pepsi and others. As per the analysis by ASSOCHAM, Compa-
nies Hindustan Unilever Ltd, Dabur India originates half of their sales from rural India.
While Colgate Palmolive India and Marico constitutes nearly 37% respectively, however
Nestle India Ltd and GSK Consumer drive 25 per cent of sales from rural India.
A rapid urbanization, increase in demands, presence of large number of young popula-
tion, a large number of opportunities is available in the FMCG sector. The Finance Min-
ister has proposed to introduce an integrated Goods and Service Tax by April 2010.This
is an exceptionally good move because the growth of consumption, production, and em-
ployment is directly proportionate to reduction in indirect taxes which constitute no less
than 35% of the total cost of consumer products - the highest in Asia.. The bottom line is
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that Indian market is changing rapidly and is showing unprecedented consumer busi-
ness opportunity.
CHAPTER 4
COMPANY PROFILE
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Company Profile
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sun-
light soap bars, embossed with the words "Made in England by Lever Brothers". with it,
began an era of marketing branded Fast Moving Consumer Goods (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 Manufac-
turing Company, followed by Lever Brothers India Limited (1933) and United Traders
Limited (1935). These three companies merged to form HUL in November 1956; HUL
offered 10% of its equity to the Indian public, being the first among the foreign sub-
sidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of the
shareholding is distributed among about 360,675 individual shareholders and financial
institutions.
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
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Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an interna-
tional 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 present in India since 1947. It joined the Unilever
fold through an international acquisition of Chesebrough Pond's USA in 1986.
Since the very early years, HUL has vigorously responded to the stimulus of eco-
nomic growth. The growth process has been accompanied by judicious diversification,
always in line with Indian opinions and aspirations.
The liberalization of the Indian economy, started in 1991, clearly marked an in-
flexion in HUL's and the Group's growth curve. Removal of the regulatory framework al-
lowed 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
1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture,
Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appro-
priate 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, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary
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Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its
factory represents the largest manufacturing investment in the Himalayan kingdom. The
UNL factory manufactures HUL's products like Soaps, Detergents and Personal Prod-
ucts both for the domestic market and exports to India.
The 1990s also witnessed a string of crucial mergers, acquisitions and alliances
on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari
General Foods, with significant interests in Instant Coffee. In 1993, it acquired the
Kissan business from the UB Group and the Dollops Ice-cream business from Cadbury
India.
HUL launched a slew of new business initiatives in the early part of 2000’s.
Project Shakti was started in 2001. It is a rural initiative that targets small villages popu-
lated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural
affluence even as it benefits business. Currently, there are over 45,000 Shakti en-
trepreneurs covering over 100,000 villages across 15 states and reaching to over 3 mil-
lion homes.
In 2002, HUL made its foray into Ayurvedic health & beauty center category with
the Ayush product range and Ayush Therapy Centers. Hindustan Unilever Network, Di-
rect to home business was launched in 2003 and this was followed by the launch of
‘Pure-it’ water purifier in 2004.
In 2007, the Company name was formally changed to Hindustan Unilever Limited
after receiving the approval of shareholders during the 74th AGM on 18 May 2007.
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Brooke Bond and Surf Excel breached the Rs. 1,000 crore sales mark the same year
followed by Wheel which crossed the Rs. 2,000 crore sales milestones in 2008.
On 17th October 2008, HUL completed 75 years of corporate existence in India.
BRANDS
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. Sixteen of HUL’s brands fea-
tured in the ACNielsen 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 has consistently had the largest number of brands in the Top 50,
and in the Top 10 (with 4 brands).
The company has a distribution channel of 6.3 million outlets and owns 35 major
Indian brands. Its brands include Kwality Wall's ice-cream, Knorr soups & meal
makers, Lifebuoy, Lux, Pears, Breeze, Liril, Rexona, Hamam and Moti soaps, Pure-
it water purifier, Lipton tea, Brooke Bond (Roses, Taj Mahal, Taaza, Red Label)
tea, Bru coffee, Pepsodent and Close Up toothpaste and brushes,
and Surf, Rin and Wheel laundry detergents, Kissan squashes and jams, Annapurna
salt and atta, Pond's talcs and creams, Vaseline lotions, Fair and Lovely creams, Lakme
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beauty products, Clear, Clinic Plus, Clinic All Clear, Sunsilk and Dove shampoos, VIM
dishwash, Ala bleach, Domex disinfectant, Modern bread, Axe deo sprays and Comfort
fabric softeners.
MILESTONE ACHEIVED
Five of HUL's leading brands – Lux, Dove, Pears, Clinic Plus and Sunsilk – won
the Reader's Digest Trusted Brand 2008 Awards.
Four HUL brands featured in the top 10 list of the Economic Times Brand Eq-
uity's Most Trusted Brands 2008 survey
HUL was awarded the Bombay Chamber Civic Award 2007 in the category of
Sustainable Environmental Initiatives.
HUL was selected as the top Indian company in the FMCG sector for the Dun &
Bradstreet - American Express Corporate Awards 2007.
HINDUSTAN UNILEVER LIMITED INDIA’S LARGEST FMCG COMPANY
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19
HUL DISTRIBUTION NETWORK
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MANUFACTITS ALL ACROSS INDIA
C&F 1 C&F 2 C&F 3 C&F 4 C&F 5 C&F 6 C&F 7
STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS
WHOLESALERS
RETAILERS
CUSTOMERS
This is the whole Distribution Chain of HUL to cover the rural market. The company
have remarkably worked upon to make the supply chain from manufacturers to retailers
simple with very few number of mediators and jobbers. It has helped them to maintain
the transparency in the cycle and also have let them established a prompt delivery
process. The products are manufactured in the factories all across India and then is
supplied from there to the various Carriage and Forwarding (C&F) units which are 5-10
per state depending on the area they have to cover and are established by the com-
pany. These C&F units then supply the products to the various Wholesalers confined to
their area only and according to the wholesalers demand. The wholesalers then supply
the products to the semi-wholesalers and the retailers as per the volume of their order.
Then the semi-wholesalers deliver the products to the retailers and customers.
STAGE 1-
In this stage the products reach to the Carriage and Forwarding unit from various manu-
facturing units established all across India. The volume of the delivery depends upon
the quantity required/ordered by the C&F unit. The depot sends the request of the vol-
ume of the products to the Head Office, which then order the various factories to supply
the products to the mentioned depot. The supply is met within a week. HUL has 45
C&F’s with 7000 stockists and 2000+ suppliers and associates to target the market.
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MANUFACTURER
C&F
STAGE 2-
The C&F then supplies the products according to the demand of various wholesalers.
Each of the depot cover a region assigned to them.
Each C&F acquires 5-7 trucks and hire 4-5 more trucks to supply products everyday.
They work on the concept of advance payment by DD by the wholesalers and deposit
them in the bank which is transferred to the head office.
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C&F
WHOLESALERS
HUL DISTRIBUTION NETWORK IN RURAL MARKET
IN Rural Geographic Regions of India the product which should be made by the manu-
factures can be delivered through by C & F unit and these unit provide stock in the hand
of the merchant wholesalers. Wholesaler delivers the product or stock to the different
retailers (who sales stock in breaking bulk) through by agents. The main difference in
urban and rural areas distribution networks are the agent who made relation between
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ALL ACROSS INDIA
C&F 1 C&F 2 C&F 3 C&F 4 C&F 5 C&F 6 C&F 7
STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS
WHOLESALERS
RETAILERS
CUSTOMERS
AGENTS
merchant wholesalers to retailers. Retailers can sell stock in small quantity to the ulti-
mate consumers.
\
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CHAPTER 5
SWOT ANALYSIS
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SWOT ANALYSIS
Strengths HLL en joys a fo rmidab le d is t r ibu t ion ne twork cover ing over 3400 d is -
t r ibu to rs and 16 million outlets. This helps them maintain heavy volumes,
and hence, fill the shelves of most outlets. The new sales organization named 'One
HLL' brings "Household and Personal Care “and foods distribution networks to-
gether, thereby aligning all the units towards the common goa l o f ach iev ing
success . HLL has been con t inuous ly ab le to g row a t a ra te more than
growth rate for FMCG Sector, thereby reaffirming its future stronghold in In -
dian market. P r o j e c t S h a k t i R r a l I n -
d i a i s s p r e a d a c r o s s 6 2 7 , 0 0 0 v i l l a g e s a n d p o s s e s s e s a s e r i o u s
d is t r ibu t ion cha l lenge fo r FMCG Cos . HLL has come up w i th a un ique
and success fu l i nitiative wherein the women from the rural sector market HLL prod-
ucts, and hence, are able to reach the same wavelength as of the common man
in village. Apart from product reach, the in i t i a t i ve a lso c rea tes b rand
awareness amongs t the lower s t ra ta o f soc ie ty . Th is has brought about
phenomenal results.
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Weakness
HLL's market dominance, originating from its extensive reach and strong brand pres-
ence, allowed it to raise the prices even as raw materials were getting cheaper. Hence,
though the volumes decreased, the marg ins g rew, and company was
ab le to earn more p ro f i t s . Bu t h igher marg ins a t t rac ted competition in
areas of operations. HLL's strategy remained focused on creating power
brands and earning higher margins. It was not left with any other option but to try cut-
ting down the costs in order to protect volumes, if not increase it. As shown in above fig-
ure, the key differentiators for an FMCG player are ability to call shots and pricing
power, and HLL has shown weakness over both the re factors. HLL's weakness
was its inability to transform its strategies at the right time. They continued w i th the
same o ld s t ra tegy wh ich he lped them ga in p ro f i t s bu t was no t gen -
u ine in th is change e nvironment. HLL'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
HLL on a deflationary mode.
Opportunities
India is one of the world's largest producer of FMCG goods but its exports are miniscule
as compared to p roduc t ion . Though Ind ian Cos . have been go ing
g loba l , the i r focus i s more towards As ian countries because of the simi-
27
lar preferences. HLL is one of the top companies exporting FMCG goods from
India. An expansion of horizons towards more and more countries would help HLL grow
its consumer base and henceforth the revenues. Opportunity in Food Sector - The ad-
vent of modern trade has opened up greater opportunities for HLL to diversify its brand
and strength its food division. It could look at introducing products from its par -
ents stable like margarines and could also look at expanding its Knorr range of
products. 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. Penetra-
tion 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, agro, paper, etc. These are busi-
nesses that can give it growth impetus in the long run. With ITC gaining mo -
28
mentum in each of these businesses, it is turning into a consumer monolith,
and hence, the greatest threat to HLL's Business. SSKI India has gone on to say,
"they maintain Out performer on ITC with a price target of Rs. 2200, while our under
performer call on HLL remains unaltered (price target of Rs. 160)."
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CHAPTER 6
METHODOLOGY OF DATA COLLECTION
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Methodology of Data Collection
The Data for this project was collected through Primary and Secondary sources.
PRIMARY DATA:
It is essential to collect PRIMARY DATA to make sample survey. A successful and
the most popular technique of data collection is through a questionnaire, thus a ques-
tionnaire was framed and distributed manually among different people who are resid-
ing in the CHATTISGARH region.
SECONDARY DATA:
This Report is dedicated to Secondary information about company profile and
various decisions taken by the company regarding product line expansion, prod-
uct line pruning and various other matters related to product line. I have collected
this information with the help of internet and journals. This report gives you rele-
vant information about various activities taken by Hindustan Unilever limited.
31
DATA COLLECTION TOOL:
I have collected all the information with the help of Internet, Journals and Sec-
ondary source.
SAMPLE PLAN
Units- People residing in the Chhattisgarh region.
Size- 43 respondents.
ANALYSIS OF DATA
Three preliminaries should be followed for analyzing the data:-
1. Editing
2. Classifying
.
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CHAPTER 7
ANALYSIS AND FINDINGS
33
1. Do you keep products of HUL in your outlet/shop?
a).Yes 88 b). No 12 .
2. Why don’t you keep the products of HUL in your shop or why did you stop keep-ing its products?
a). erratic supply 4
b). lack of demand 2
c). low margin 2
d). no supplier 3
34
Do you keep products of HUL in your outlet/shop?
88
12
0
10
20
30
40
50
60
70
80
90
100
Yes No
e). don’t know about the company 1
2. From whom do you purchase your product?
1). Distributor 25
2). Dealer/ Agent 40
3). Agency 18
35
Why don’t you keep the products of HUL in your shop?
4
2 2
3
1
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
1
erratic supply
lack of demand
low margin
no supplier
don’t know about thecompany
4). Wholesaler 17
3. How do you rate the delivery process of the distributor/dealer?
a) Excellent 25
b) Above Average 33
c) Average 38
d) Below Average 4
e) Extremely Poor 0
36
From whom do you purchase your product?
25
40
18
17
Distributor
Dealer/ Agent
Agency
Wholesaler
37
How do you rate the delivery process of the distributor/dealer?
25
33
38
4 0
Excellent
Above Average
Average
Below Average
Extremely Poor
4. Are you satisfied with the distributor/dealer behavior?
Yes 68
No 32
38
Are you satisfied with the distributor/dealer behavior?
68
32
0
10
20
30
40
50
60
70
80
1
Yes
No
5. Are you satisfied with the delivery of the goods supplied by distributor/ dealer?
Yes 71
No 2
39
Are you satisfied with the delivery of the goods supplied by distributor/ dealer?
71
29
Yes
No
6. Are they providing you adequate supply of goods?
Yes 76
No 24
40
7. Is the distributor taking the damages/ compensation regularly?
Yes 78
No 22
41
Are they providing you adequate supply of goods?
76
24
0
10
20
30
40
50
60
70
80
1
Yes
No
Is the distributor taking the damages/ compensation regularly?
78
22
0
10
20
30
40
50
60
70
80
90
1
Yes
No
8. What is the mode of payment to the distributor/ Dealer by Retailer?
Cash 62
Credit 24
Cheque 14
42
9. Are they providing you any discount on cash payment?
Yes 52
No 48
43
What is the mode of payment to the distributor/ Dealer by Retailer?
62
24
14
Cash
Credit
Cheque
10. Any extra benefit for the increment of the sales given by them?
Windows Display 75
Long term sales plan 20
Canopy 5
44
146
47
48
49
50
51
52
53
52
48
Are they providing you any discount on cash payment?
Yes
No
1. Can agents regularly make aware you about the new products of HUL regular or
not?
45
75
20
5
Any extra benefit for the increment of the sales given by them?
Windows Display
Long term sales plan
Canopy
Yes 72
No 28
FINDINGS
46
Can agents regularly make aware you about the new products of HUL regular or not?
72
28
0
10
20
30
40
50
60
70
80
1
Yes
No
1. 88% of distributer keep HUL product in their outlet.
2. 25% of retailor purchase our product from distribute.
40% of retailor purchase our product from dealer or agents.
18% of retailor purchase our product from agencies.
17% of retailor purchase our product from wholesaler
3. 68% of retailor are satisfied with our distributer or dealer behavior.
4. 71% of retailor satisfied with the delivery of goods supply by distributer /dealer.
5. 76% of dealer providing adequate supply if goods
6. 52% of dealer providing cash discount.
7. 72% of distributer provide information about new launch of HUL products.
8. Majority of 33% of retailor do not keep the stocks due to low margins.
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CHAPTER 8
RECOMMENDATIONS
Recommendations
48
HUL should serve channel partners and customers by replacing damaged prod-
ucts continuously.
HUL should improve the response time and try to deliver products on time.
HUL should encourage to the dealer to provide cash discount.
HUL should increase the quality of packaging of their product to decrease the
damages.
Launching for several sales promotional schemes for existing wholesaler and dis-
tributors instance, it has started the ‘Vijeta – Rista jeet ka’ scheme last year to
provide a platform for the wholesaler and HUL to grow the business by earning
points and redeem them.
49
CHAPTER 9
CONCLUSION
Conculaction
With the study of the topic we can know about the distributor relationship with the retail -
ers of the largest firm in retail Sector are:
50
HINDUSTAN UNILEVER LIMITED.
With the study it can be easily known how the retailers are been selected HINDUSTAN
UNILEVER LIMITED (Super value store) and what the terms and conditions regarding
the selection of the retailers and what are the benefits being provided to the retailers
and what are the various benefits being provided to the retailers in order to increase
their sales.
The company is making there strategies regarding the customer and the various prod-
uct assortment being provided to the retailers and whether the distributor is helping the
retailers in managing the demand of the retailers and also the sales agent behavior and
delivery man behavior affects the sale of the retailers as well as the distributor.
So, my study is visualize the distribution channel of the HINDUSTAN UNILEVER LIM-
ITED in rural areas and they say that retailers liked
ARTICLES:WEBLIOGRAPHY
Books:-
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C R Kothari (Research Methodology)
Websites:-
www.hul.com
www.google.com
Magazines & Newspapers:-
Business World
Economic Times
The Times of India
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