Report on Hinduatan Unilever Limited

Executive Summary

HUL had started in 1933, by merging of three subsidiaries companies. After that company has grown organically and inorganically by acquiring and developing new product. The focus was always been toward customers whatever business or product line it entered. HUL has recognised the changing environment and grow accordingly, and there was always an influence of culture and history which pull HUL toward success. Employees are to be considered the main assets of the company. Customers are always at the center of whatever HUL did or doing. Currently HUL has five SBU’s with different set of products line and competing different points.

External environment provide many opportunities and pose many threats and HUL responded toward them accordingly. Particularly HUL needs to keep an eye open toward technological changes, ecological changes, and political changes because these changes are capable of changing entire strategies or capable of destroying the organisation if not respond accordingly.

HUL is competing in very tough FMCG industry in India which has very high entry and exit barriers because of heavy investment goes in to enter this industry. Internal rivalry is very high because of the presence of many players with similar products. HUL is using latest technologies to ensure efficiency within organisation and have built very strong relationship with suppliers and customers and other stake holders.

HUL is facing flank attack on different product line because of its highly diversified product range. HUL required ending competition by either acquisition or merger or both. This will improve the product line and improve market share.

For full report please ask me at: viopune@gmail.com