PREFACEThe first real insight of an organization for management student comes only during his preparation of project work because student first interacts with real practical work. This is first introduction to industry and its working. This project work synthesize the theoretical concept learn in the class room and its practical orientation in organization.In my project I have studied the A comparative study of customer satisfaction with services provided by private and public sector bank.The First chapter introductory stage of this research report is based on introduction of Public sector and private sector bank, its objective, importance, scope & limitation.The Second chapter deals with research methodology. The process of carrying out the whole research problem is defined in it. It contains information about the objectives of the research, methods of data collection, sampling and sample design.The Third chapter is data analysis and interpretation. This is the most important section of the project work. This section contains the analysis of all the data collected so far and they are interpreted to produce the final conclusion. It contains all the tables and charts which depicts the result.The four chapter contains the finding and recommendation of the research. This is based on the data analyzed and interpreted in the previous chapter. This is the most important section of the research report for a report is evaluated on the validity ad correctness of findings.The fifth chapter depicted conclusion which concludes the whole report, that is, gives a brief description of the process employed so far. And later chapters contain bibliography. Which describes the list of sources from where the matter and information is collected? It contains the list of books, authors, web sites use etc.

ACKNOWLEDGEMENT

Many thanks to the God, who has sent me on this earth and by mercy of him, I would be able to accomplish this research.A person who has always encouraged me towards positive and used to say Nothing can be impossible if you are working hard with heart and soul. The Word regard is very small for him and I dont know what word will be appropriate for him, that person is my elder Brother Md. Moaz Ansari.I express my deep sense of gratitude and regards to Mr. Vijay Kumar Pandey (Lecturer, Dept. of management studies, T.E.R.I., P.G. College affiliated to Veer Bahadur Singh Purvanchal University) under whose guidance I completed this project, I am thankful to her valuable guidance, gentle encouragement and pains she took in guiding me throughout the study.Some of my Friend, Dipika, Priti, and anshu. Whose suggestion for what is Right or Wrong has shown my aim and objectives of life.Again, I heartily express my regard to all the above person mentioned and pray to the God May live them long. Juhi PandeyBBA 6th Sem.

INTRODUCTIONHindustan 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 companys Turnover is Rs. 20, 239 crores (for the 15 month period January 1, 2008 to March 31, 2009). Hindustan unilever limited is a subsidiary of Unilever, one of the worlds leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of 40.5 billion in 2008. 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 add vitality to life". The company meets everyday needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds about 52 % of the equity. Heritage HULs heritage dates back to 1888, when the first Unilever product, Sunlight, was introduced in India. Local manufacturing began in the 1930s with the establishment of subsidiary companies. They merged in 1956 to form Hindustan Lever Limited (The company was renamed Hindustan Unilever Limited on June 25, 2007). The company created history when it offered equity to Indian shareholders, becoming the first foreign subsidiary company to do so. Today, the company has more than three lakh resident shareholders. HULs brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Sunsilk, Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr, Annapurna, Kwality-Walls - are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured in over 35 factories, several of them in backward areas of the country. The operations involve over 2,000 suppliers and associates. HUL's distribution network covers 6.3 million retail outlets including direct reach to over 1 million. HUL has traditionally been a company, which incorporates latest technology in all its operations. The Hindustan Lever Research Centre (now Hindustan Unilever Research Centre) was set up in 1958Doing well by doing goodHUL believes that an organisations worth is also in the service it renders to the community. HUL focuses on hygiene, nutrition, enhancement of livelihoods, reduction of greenhouse gases and water footprint.It is also involved in education and rehabilitation of special or underprivileged children, care for the destitute and HIV-positive, and rural development. HUL has also responded in case of national calamities / adversities and contributes through various welfare measures, most recent being the relief and rehabilitation of the people affected by the Tsunami disaster, in India. HULs Project Shakti is a rural initiative that targets small villages populated by less than 5000 individuals. Through Shakti, HUL is creating micro-enterprise opportunities for rural women, thereby improving their livelihood and the standard of living in rural communities. Shakti also provides health and hygiene education through the Shakti Vani programme.The program now covers 15 states in India and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000 villages and directly reaching to over three million rural consumers. HUL also runs a rural health programme, Lifebuoy Swasthya Chetana. The programme endeavours to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhoea. It has already touched 120 million people in approximately 50, 676 villages across India. If Hindustan Unilever straddles the Indian corporate world, it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.

TypePublic companyBSE:500696

IndustryFast Moving Consumer GoodsFMCG)

Founded1933

HeadquartersMumbai,India

Key peopleHarish Manwani(Chairman), Nitin Paranjpe (CEO and Managing Director)

ProductsHome & Personal Care, Food & Beverages

Revenue17,873.44crore(US$3.97 billion)(2009-2010)

Net income2,202.03crore(US$488.85 million)

EmployeesOver 65,000 direct & indirect employees

ParentUnileverPlc (52%)

Websitewww.hul.co.in

History of HULIn the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight 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 Manufacturing 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 subsidiaries 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 Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international 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 economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed 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 appropriate 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 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 Products 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. As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Ice-cream Group families and in 1995 the Milk-food 100% Ice-cream marketing and distribution rights too were acquired. Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods. In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports. HUL launched a slew of new business initiatives in the early part of 2000s. Project Shakti was started in 2001. It is a rural initiative that targets small villages populated 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 entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002 In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush product range and Ayush Therapy Centr es. Hindustan Unilever Network, Direct 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 share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in 2008. On 17th October 2008, HUL completed 75 years of corporate existence in India

Vision of Hindustan unilever limitedUnilever products touch the lives of over 2 billion people every day whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack. A clear direction The four pillars of our vision set out the long term direction for the company where we want to go and how we are going to get there: We work to create a better future every day We 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. We've always believed in the power of our brands to improve the quality of peoples lives and in doing the right thing. As our business grows, so do our responsibilities. We recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.Purpose & principles of hulOur corporate purpose states that to succeed requires "the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact."Always working with integrityConducting our operations with integrity and with respect for the many people, organisations and environments our business touches has always been at the heart of our corporate responsibility.Positive impactWe aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society.Continuous commitmentWe're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business.Setting out our aspirationsOur corporate purpose sets out our aspirations in running our business. It's underpinned by our code of business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports our approach to governance and corporate responsibility.Working with othersWe want to work with suppliers who have values similar to our own and work to the same standards we do. Our Business partner code, aligned to our own Code of business principles, comprises ten principles covering business integrity and responsibilities relating to employees, consumers and the environment.

MARKETING STRATEGYOF HINDUSTAN UNILEVER LIMITED1)HULS NEW GROWTH STRATEGY: After having fought a bitter price battle for market share with its rivals, Hindustan Unilever Ltd (HUL), Indian subsidiary of the Anglo- Dutch consumer goods company Unilever Plc, is now working on a new growth strategy for its laundry business. Price cut or hike is not a long-term growth strategy. Pricing, in fact, is now passe, insists Sudhanshu Vats, category head, home care. Our strategy for growth, now is focused on product innovation, new consumer and retail trends and aggressive marketing and promotions, he said. This comes even as Unilever is scouting for a potential buyer for its laundry business in the US. HUL says it is quite upbeat about the segment and says the laundry segment is one of its key growth areas. We have done key innovations across the product portfolio and it is working for us, says Vats. We successfully migrated from Rin Supreme to Surf Excel and Wheel Smart Srimatiwhich was rolled out in 2006is also on the right track. HULs market share in the laundry segment grew to around 37.8% in the quarter ended June from 35.5% in the same period last year, according the market research firm ACNielsen. However, this time, the increase was not at the expense of price war with its multinational rival Procter & Gamble Co. P&G also gained 0.5 percentage points, up to a 7.6% share. Nirma Ltd, the Ahmedabad- based manufacturer, however, saw its market share dip by 1.7% percentage points to 13.5%. Wheel, a value brand that, according to Vats contributes around 50% of HULs laundry segment revenues, increased its market share by 2 percentage points in the same period, with a total share of about 18%. According to ACNielsen, the laundry industry in India was worth Rs7,908 crore in 2006 and rose 8.4% over 2005. HUL doesnt report its laundry revenues separately but puts them under the soaps and detergent category. In 2006, HULs soaps and detergents segment contributed around Rs5,596 crore to the companys total sales of Rs12,103 crore. Laundry has been an attractive segment in the past and is likely to keep growing in the near future. The recent price war between companies led to erosion in their profitability but now, the industry is stabilizing, says Unmesh Sharma, an analyst at Macquarie Securities here. According to Vats, the laundry business is witnessing a surge in demand from cities and HUL is focusing on Tier I and II cities to tap that demand.

FIVE PS OF MARKETINGProduct Satisfaction suffices. But delight dazzles the average company will compete for customer by conforming to her expectation consistently. But the winner will surpass them by constantly exceeding her expectation, delivering to her door step additional benefits which she would never have imagined possible. Hindustan Unilever Ltd(HUL) offer such product. The wide variety products offered by the company include: The companys popular products include: Bathing soaps : Lux, Lifebuoy, Liril, Hamam, Breeze, Dove, Pears and Rexona Laundry items : Surf Excel, Rin and Wheel Skin care: Fair & Lovely, Ponds and VaselineHair care: Sunsilk and Clinic Oral care: Pepsodent and Close up Deodorants : Axe and Rexona Colour cosmetics : Lakme Ayurvedic: Ayush Tea: Brooke Bond and Lipton Coffee : Bru Foods: Kissan, Annapurna and Knorr Ice cream:kwality walls

Pricing Make no mistake. Second P of marketing is not another name for blindly lowering prices and relying on this strategy alone to increase sales dramatically. The strategy used by Hindustan Unilever Ltd(HUL) is for matching the value that customer pays to buy the product with the expectation they have about what the production is worth to them. Hindustan Unilever Ltd(HUL) has launched various products which cater to all customer segments. So every customer segment has different price expectation from the product. Therefore maximizing the returns involves identifying right price level for each segment, and then progressively moving through them.

Physical Distribution Place BRAND ISNT THE ONLY ANY MORE.Marketers and finance manager need a new term to evaluate their business: Distribution Equity. It takes much more time and effort to build, but once built, distribution equity is much together to erode. The fundamental axiom of Indian consumer market is this: You can set up a state-of the-art manufacturing facility, hire the hottest strategies on the block, swamp prime television with best Ads, but the end of it all, you would be know of selling your products. The cardinal task before the Indian market is managing is to shoe-horn its product on retail shelves. Buyers are paying for distribution equity not brand equity and market shares. Why does the company need distribution equity more anything in India? With technology and competitive pressure slash in it is becoming increasing difficult for marketers to retain a unique product differentiation for ling period. In a product and price parity situation, the brand that sells more is the one that reaches the highest number of customers.India The operations involve over 2,000 suppliers and associates. HUL's distribution network, comprising about 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers.television has already primed and population for consumption, and the marketer who can get to the to the consumer ahead of competition will give a hard to overtake lead. But getting their means managing wildly different terrains-climate, language, value system, life style, transport and communication network. And your brand equity isnt going to help when it comes to tackling these issues. Own distribution network consist of clearing and forwarding (C&F) agents & distribution stockiest. This network of distribution can either contact wholesalers and which in turn retailers or the distributors can contact to the retailers directly. Once the stock product reaches retailers, the prospective customers can have access to the product. Hindustan Unilever Ltd(HUL) distributes the product in the manner stated above.Hindustan Unilever Ltd(HUL) distribution network has expanded. Beside use of improved logistics, Hindustan Unilever Ltd(HUL) is also attempting to improve the distribution quality. To address the issue of product stability, it has installed visi colors at several outlets. This helps in maintaining consumption in summer when sales usually drops due to the fact that the heal effects product quality and thereby off takes. Looking at the low penetration of few products, a distribution expansion would itself being incremental volume. The other reason is arch rival Procter & Gamble Co. reaches more than a million retailers. This increase in distribution is going to be accompanied by reduction in channel costs. Hindustan Unilever Ltd(HUL) marketing costs, at 18% of total costs, is much higher than Procter & Gamble Co. The company is looking to reduce this parity level. At Hindustan Unilever Ltd(HUL), they believe that selling FMCG is it like selling soft drinks.Promotion If an advertisement is to communicate effectively, the receiver must at least half want it to, and be prepared too take step toward the sender. Effective advertising is rarely hectoring or loudly explicit. It often both attracts and generates arm feelings. More often than not, a successful campaign has a stronger element of the unexpected a quality that good advertising shares with much worthwhile literature. To penetrate into the inner recesses of her memory, communication must first ensure exposure, grab her attention evoke her comprehension, grab her acceptance and then extract retention competing with thousands of other units of communication trying to do the same. Finding showed that the adults felt too conscious to be seen consuming a product actually meant for children. The strategic response address the emotional appeal of the band to the child within the adult.Naturally, that produced just the value vacuum that Hindustan Unilever Ltd(HUL)was looking to fill. Thereafter it was the job of the advertising to communicate customer the wonderful feeling that he could experience by re-discoursing the careful, unself conscious, pleasure seeking child within himself a graft these feeling onto the Ad campaign like hasso to khul k hasso for close up, cream bathing bar for dove soap and daag ache hai for surf excel have been sure shot winner with the audience. It has also launched Pureit, a home water purifier which supplies drinking water without boiling/need of electricity , As well as outdoor and radio ads, ad agency contract has created communication for cinemas and even ATM machines for the brand. All ICICI s ATM a message flashes on the screen as soon as customer insert his ATM card. Something familiar is planned for phone-book as well. In cinemas, Hindustan Unilever(Ltd)has a message on-screen just before the lights are dimmed to give them a chance to get their product There will also be after dinner sampling in restaurants to begin with, 30 catteries in Mumbai have been selected. Ad spend in 2000 was about 14% of sales and the management said that plans to maintain as spend at this level in the current year also. And since any discussion today would be incomplete without mention e word, the management plans to tap this new channel of marketing. Beside the company website (i.e. www.unilever.com), that the company has launched, it had also entered into various marketing relationship with other portals, specially targeted during festivals and events such as Valentines day, etc. Its a combination of spiffing up its key brand, researching and improving the newer products that havent taken off,supported with high ad spends that Hindustan Unilever(Ltd) hopes will see it emerges stronger after the current slowdown, as well as expand the market.

Positioning In the 1970s consumers were ready to pay more for more, and luxury goods flourished. In the 1980s, consumers began to demand more for same, and the discounting era grew strong. Todays consumer demanding more for less, and the winner will be that super value marketers. Some of todays most successful companies recognize those customers are more educated and able to recognize true customer value Positioning is simply concentrating on an idea or even a word defines that company in the mind of the consumer. It is more efficient to market one successful concept to one large group of people than 50 product or service ideas to 50 separate groupPositioning is a must when customer attitude have changed and product have strayed away from the consumers long standing perception of them Hindustan Unilever(Ltd) is an anchor in sea of consumer products. As a variety of competitive claims assails her senses, today customer uses complicated decision making process to assess the alternative before making a purchase. Since Hindustan Unilever(Ltd) is more clearly associated with a particular set of attributes in terms of benefits and prices, the quicker becomes her search process. Positioning of individual product: Lifebuoy is one of Unilevers oldest brands with more than a hundred-year history, as www.unilever.com informs. Lifebuoy has become more than just a red bar of soap today the brand provides hygiene and health solutions for families

Fair & Lovely, a hot-selling fairness cream, which promises a lighter skin tone for many of Indias complexion-conscious consumers HINDUSTAN UNILEVERS MARKET SEGMENTATION Market place for any product is comprised of many different segments of consumers, each with different needs and wants. Markets segmentation can be defined in a number of ways such as: Demographic variables (e.g. Consumers are groups, gender, material states income etc) The lifestyle of consumers (i.e. their interests and activities) the benefits which consumers look for in a product or on the occasions when the product might be consumed. Hindustan Unilever(Ltd) takes into account all these factors when producing a range of products. It targets different segments within the market, such as the: Break segment products which are normally consume as a snatched break and often with tea and coffee. Impulse segment these products are often purchase on impulse, used these and then. They include product such as close up. Take home segment this describes product that are normally purchased in supermarkets, taken home consumed at a later stage.

AN UNMATCHED BRAND PORTFOLIO

DIVERSIFICATION OF HINDUSTAN UNILEVER LIMITEDHOME CARE PRODUCTS:

Surf Excel was introduced in 1959. It is apioneer in the Indian detergent powder market, Surf Excel has constantly upgraded itself over the years, to answer the constantly changing washing needs of the Indian homemaker. Today Surf Excel offers outstanding stain removal ability on a wide rangeof stains. Surf Excel quick wash is powered with a path-breaking technology- it reduces water consumption and time taken for rinsing by 50%. It is a significant benefit, given the acute water scarcity in most of India.VIM BARCreated in 1885, the Vim brand is still innovating and using the magic of natural ingredients to create unbeatable results over a hundred years later.

Key Facts Vim was the original hand dishwashing brand: so we invented the whole category! Vim is sold in four continents, is the leading hand dishwashing brand in twenty countries, and is available to more than 2 billion people around the world. Vim began life as a soap (both in England, and in Thailand, where King Rama V asked Unilever to supply his household with soap), but is now available as a complete range of hand dishwashing including bars, powders and liquids.

Cif- The Worlds leading cream cleaner which gives you the power to deal with the toughest dirt is now in India.Key Facts Cif is the number 1 cream cleaner in the World. It is the number one cleaner in various countries including France, Germany, Russia. Its a 500 million Euro Brand. Cif is Sold in 51 countries around the globe.Food brandsHUL is one of Indias leading food companies. Our passion for understanding what people want and need from their food - and what they love about it - makes our brands a popular choice

In the year 1962, Brooke Bond India creates the branded roast and ground coffee segment launching Deluxe Green Label. 1968 gave birth to the first instant coffee chicory mix under the brand name Bru. Key Facts Number 1 Coffee brand in India Unilever's only Coffee brand Enjoys a rich heritage, came into existence in 1962 under the brand name Deluxe Green Label Consistently offering better and newer products to the consumer through improved packaging solutions and innovative product formats Enjoys a strong presence at various out of home locations.

Unilever is the world's biggest ice cream manufacturer, operating under the Heartbrand. Heartbrand products are sold in more than 40 countries worldwide and has an annual turnover of 5 billion Also sold as Algida in Italy & Turkey, Langnese in Germany, Kibon in Brazil, Streets in Australia and Ola in the NetherlandsTAJ MAHAL Taj Mahal was launched in 1966 by Brooke Bond. Taj Mahal is the most premium brand of tea in the Indian market. It was the first brand to launch tea bags and is the only tea brand in India to be sold in Vacuum sealed packs. Since 2006, Saif Ali Khan is the brand ambassador. Personal care brandsOur personal care brands, including Axe, Dove, Lux, Pond's, Rexona and Sunsilk, are recognised and love by consumers across India. They help consumers to look good and feel good and in turn get more out of life.

Launched first in the US in 1957; is one of the leading brands of Unilever globally. Dove has its footprint in 80 countries worldwide with a range of superior products from bar, lotions, body washes, face care and creams. It is the leading bar brand in UK, US and Canada. Fastest growing hair category brand in IndiaLAKME Lakme was the first major beauty brand in India and takes pride in being the expert on Indian Beauty for over 50 years. It is complete beauty brand spanning colour cosmetics, skin care & hair styling products and extending to beauty services through the network of Lakme Beauty Salons. Its bond with beauty and fashion is manifested through the Lakme Fashion Week, which is now the largest fashion event of its kind in the country. Lakme has a foot print of over 1200 assisted sales outlets, which is the largest span of outlets with Beauty Advisors in the country.

Lifebuoy, an undisputed market leader for 112 years, has a compelling vision to make 5 billion people across the world, feel safe and secure by meeting their personal care hygiene & health needsKey facts Undisputed Leader in the soaps market of India, with 18.4% share. Turnover of 350 milliona year globally, 200 million in India. Has a consumer base of 140 Million households in India The iconic jingle of Lifebuoy tandrusti ki raksha.. is almost like the health anthem of India and Indians Recent Awards:Voted in the top 10 most trusted brands in India in the Brand Equity Survey (came in at No. 9 in 2008 as well)Marketing excellence awards for its recent innovations and activations: Gold at the Emvies 2008 for best use of media innovation ASIA Pacific CSR Award 2007, for Lifebuoy Swasthya ChetnaWATER

Pureit is the worlds most advanced in-home water purifier. Pureit, a breakthrough offering of Hindustan Unilever (HUL), provides complete protection from all water-borne diseases, unmatched convenience and affordability.Pureits unique Germkill Battery technology kills all harmful viruses and bacteria and removes parasites and pesticide impurities, giving you water that is "as safe as boiled water". It assures your family 100% protection from all water-borne diseases like jaundice, diarrhea, typhoid and cholera. Whats more, it doesnt need gas, electricity or continuous tap water supply.Pureit not only renders water micro-biologically safe, but also makes the water clear, odourless and good-tasting.Pureit does not leave any residual chlorine in the output water The output water from Pureit meets stringent criteria for microbiologically safe drinking water, from one of the toughest regulatory agencies in the USA, EPA (Environmental Protection Agency).

PRODUCT INNOVATIONS Clean clothes, less waterRinsing clothes is the most water- and time-consuming part of hand washing. How are we helping?

Helping hand washIn India, our laundry detergent Surf Excel is used mostly for hand washing. When washing clothes by hand, its rinsing that often takes most time and uses most water water that is extremely scarce, especially if you live in the dry, southern states of Andhra Pradesh and Tamil Nadu.Understanding the problemWe wereasked if we could improve Surf Excel so less rinsing is needed, while still getting clothes as clean as before. This is the challenge our innovation team took up.First we had to understand the hand wash process really well. Typically people keep rinsing till all the lather has gone. That often takes four rinses, which means four buckets of water.We knew we could cut the number of rinses by adding one of a number of anti-foam ingredients commonly used in machine-washing detergents. That would make the lather rinse more quickly. But we also know that people like the foam when theyre washing because its a sign that things are getting clean.Reduced rinsingSo we had to find just the right ingredient that doesnt suppress lather significantly during the main wash, yet aids significant foam reduction during the rinsing step. We tested several until we found one that doesnt kick in until the concentration of surfactant active is lower in other words when washing is complete and rinsing begins - then rebalanced the formulation until we got it just right.This is how new Surf Excel Quick Wash can deliver a good lather at the washing stage, and reduce the need for the rinsing saving two bucketfuls of water per wash.We have supported the launch of Surf Excel Quick Wash with an advertising campaign that promotes the message that you can have cleaner clothes with less lather with the aim of helping to reduce the water used in washing even more in the future.Knorr: a revolution in stockKnorr helps home-cooks provide natural and nutritious meals for their families in a convenient way.

Closer to homeBy interacting closely with consumers, we realised that the jelly format of Knorr Stock Pot is very close to home-made bouillon in how it looks and smells and how you use it. Unilever chefs and product developers worked closely together to cook and stabilise, in a natural way, rich bouillons with big and fresh pieces of vegetables and herbs. We have applied for patents around this innovative technology.Knorr Stock Pot is easy to use and melts naturally into food, developing a great aroma and taste, while keeping the salt dosage in the end dish flexible. The protected packaging locks in the goodness of the bouillon, requiring no artificial preservatives.Global launchConsumers around the world are enjoying Knorr Stock Pot. The first country to launch in 2007 was China, where there was no bouillon cube market, and soup-consumption is very high. Chinese home-cooks love the convenient way to create the dense soups their mothers and grandmothers made. Now, home-cooks in the UK, Ireland, France, Spain, Belgium, Greece and many countries to follow are expanding their repertoire and creating wonderful, wholesome dishes for their families.Pioneering technology for Magnum TemptationSince its launch in Europe in the early 90s, Magnum has grown to be one of Unilevers biggest brands, bringing real chocolate indulgence to the adult ice cream market. However it became widely imitated and there was a need to re-establish both its superiority and leadership.The ideaIn line with the consumer trend for experiencing greater sensory pleasure, we decided to launch a new product platform that delivered a premium and complex experience the blow me away concept. This would allow the more discerning consumer to trade up to a super premium level compared with the core range of Magnum.Different challengesThe total offering required a step change in the visual, tactile and organo-leptic experience. In other words, a unique new sensual shape, perfect finish on the chocolate coating and exceptional ice cream quality.We wanted to incorporate the highest ever levels of inclusions. For instance, one would have sauce combined with chocolate and brownie chunks. Another, almond pieces smothered in chocolate and caramel sauce. And we wanted it delivered in an impulse format, by which we mean ice cream on a stick rather than in a tub.All of this demanded inspired creativity from our ice cream R&D experts.New technologyWe developed a new forming process based around continuous extrusion that allowed us to shape in three dimensions whilst dosing the inclusions. Evolved over a decade by the team at Colworth, this pioneering cold roller technology was set to revolutionise the stick format.Extensive testing included a continuous 3-day production trial. We also had to secure patents, design registrations and freedom to operate agreements. To deliver this innovation on time and in full required outstanding collaboration between R&D, Brand Development, Supply Chainand all support functions.Packaging designDeveloped through Open Innovation with a strategic partner, the novel and visually attractive packaging is integral to the premium nature of the concept. Smart design struck the right balance of minimal environmental impact through renewable material use with effective product protection. Whats more, it establishes a consumer ritual: remove the seal and open the box to reveal the naked product on a soft cellulose inlay, surrounded by the gold inside of the carton. Reminiscent of a jewellery box in function and graphic design, each variant has its own signature colour within the carton.In-market resultsIn 2007, we launched Magnum Temptation in Italy, Spain and Switzerland. In 2008, we went into the rest of Europe with a dark chocolate variant. In 2009, we expanded capacity and introduced a fruit variant to cover the range of consumer preference.As a breakthrough innovation Magnum Temptation has achieved the expected success delivering incremental sales. This means that it did not impact the sales of the core range. The products are now being rolled out across the world.Intelligent deodorantOur Rexona deodorant uses body-responsive micro-capsule technology that kicks in when its needed most, giving people the confidence to face the day's more stressful situations.The challengeInstances of stress whether expected or unforeseen can make people sweat more than usual. However, at times like these most deodorants cant cope. Our challenge was to develop a product that offered extra protection at such moments, delivering additional freshness and giving consumers the confidence that comes from knowing they look in control.Responsive technologySince deodorants deal primarily with physical sweat, we set about developing a technology that could also cope with emotional sweat. In partnership with key suppliers, our scientists developed a new anti-perspirant Rexona Activreserve whose special micro-capsules of odour protection are activated when the body responds to stressful situations.These capsules sit on the skins surface. When pressure or stress cause a sudden, uncontrollable burst of sweat in the underarms, the sweat dissolves the capsules giving extra odour protection when its most needed. So whether an individual is sweating a lot or a little, the technology will always release the right amount of protection.Smoother, straighter hairTheres a good reason why sunsilk is the number one hair care brand in Asia, Latin American and the Middle East, and the fastest-growing in Europe - tip-targeting technology.

Smooth & straight without heavinessWe recently launched a new sunsilk Silky Straight and Smoothing range especially for those of you looking for a smooth, sleek and straight look. We saw that older products out there sometimes just made hair look heavy and greasy, instead of naturally silky.Technology that knows the differenceSo we focused our research on why, and what we could do about it. From our extensive research on hair fibres, we know that the roots and tips of our hair have different surface chemistries that, ideally, require slightly different treatment - not an easy thing to do standing under the shower in a hurry to get to work.Acting where it is needed? We developed a new technology that within one shampoo can target conditioning actives to go to work where they are needed most. A bifunctional polymer, possessing one domain that attaches to droplets of conditioning active and a second domain that seeks out weathered or damaged hair, is used. Conditioning droplets, covered by these polymers, deposit preferentially where conditioning is needed typically the tips smoothing kinks and frizz and helping to naturally weight your hair to look silky straight.Now we also have a Sunsilk Silky Straight conditioner and a Straightening Cream, all helping your hair to look naturally smooth and sleek, root-to-tip, without heaviness or greasiness. To help you look good, and feel good.

PatanjaliThe conceptualization of the Patanjali Food and Herbal Park Limited at Padartha Haridwar is the result of initiative shown by the Special Purpose Vehicle (SPV), constituted for the purpose, headed by Acharya Balkrishan Ji, International Authority in Ayurveda, and the Ministry of Food Processing Industry, Govt. of India under Vision 2015 of Ministry of Food Processing Industries. Vision 2015 of Ministry of Food Processing Industries aims to raise the processing of perishables in the country from existing 6 % to 20 %, value addition from 20 % to 35 % and the share in global food trade from 1.5 % to 3 % by year 2015. Under their Mega food park scheme, the Ministry of Food Processing Industries (MoFPI), Govt. of India, encourages the like minded entrepreneurs to form a special group called SPV with the specific aim of developing basic infrastructure for an agglomeration of food industries enabling them to grow into a thriving agro- based industrial hub. The larger purpose is to provide a growth stimulus to the rural economy by creating a demand for their conventional and nonconventional produce and also to meet the growing demand for quality based products in the urban world. A successful backward and forward linkage makes the model an engine for uplifting the rural economy of the country out of the vortex of stagnation, where it finds itself today.

With the first of its kind in the country coming up at Padartha, Haridwar surrounded by an appropriate catchment area of an impoverished hilly economy of Uttarakhand, this initiative is a great challenge for the present and holds a great promise for the future.By creating post harvest handling infrastructure PFHPL will also help reduce post harvest losses of perishables from the current levels of 30% - 35% which is approximately Rs. 50,000 Crores per annum.To realize the Vision 2015, MoFPI has pledged support under the Mega Food Park Scheme (MFPS). Each Mega Food Park (MFP) will be subsidized with an amount of Rs. 50 Cr on a milestone & progress achievement basis.Central State Minister for the Food Processing Industries, Govt. of India, Shri. Subodh Kant Sahay, laid the foundation stone of this park. An estimated investment of Rs. 500 crores is being invested on this project, covering an approximate area of 100 acres. It is estimated that about 20,000 people will get an employment opportunity through this project. This food park will produce agricultural products, products related to nature and products related to herbs and plants.This project aims to make the farmers economically strong, as they will get their own market to sell their products at a right price. As per the visionaries of the project, it is just the beginning and there is a long way to go from here. In the long run India will be the sole provider of food materials to the Middle East and hence, will be playing a major role in removing the food crisis of the world.

Vision, Values and Objectives Vision of Patanjali Trust To build a disease free world by making every individual physically strong, emotionally balanced, socially responsible and spiritually awakened Values: Patanjali derives their values from MAHARISHIPATANJALI: P-Purity of Products for our loving people A-Attend the needs of our customers with care T-Truthful to the people we share their problems A-Attend the needs of our customers with care N-Nature to be our best Teacher-alround harmony J-Joy of work, Team spirit, Stress Free environment for a friendly work place.A-Add value to products innovate always L-Live with our Scriptures back to Vedas ,Shashtras,Upanishds I-Inculcate Unity of Self ,family ,nation and the world through Yoga

Idea behind establishment of Patanjali Food and Herbal ParkIndia had been a called Golden Bird for it had a climate, cultivable conditions and resources that formed a perfect combination for agriculture. Our country has been an agri-based economy, but the present conditions do not seem to be very positive for our coming generations. The mass suicide of 16,000 farmers every year proves that our defunct government on one hand raises issues of food security for our country but on other hand is unable to give the farmers of our country good price of their production, resulting in huge debts on them and leading them to a path of ending their and their familys life or finding other easy means of crime to raise money.The Green Revolution in year 1960 brought with it a huge change in Indian agricultural scenario. But, we did not realize that this introduction of new seeds, fertilizers and techniques will lead to huge costs of production in future due to the increasing costs of these technologies and decreasing size of land holdings.It is not only the monetary losses, but excessive use of fertilizers and chemicals lead to increased level of pollution in our soil and water bodies. These poisonous chemicals also kill nature friendly bacterias which have proved to be a resistive mechanism for various diseases. The present condition is that these chemicals get transferred to infants via feeding and are laying a foundation for increasing instances of dangerous diseases like cancer, diabetes, blood pressure, heart problems etc. According to a statistical data 24 lakh people every year develop cancer. Also, according to the medical departments around 8 crore people in India who have highest chances of developing cancer are those who are either involved in spraying of these chemicals or are anywhere exposed to these chemicals. Every year around 90 thousand metric tons of pesticides and insecticides in solid form, 1crore litres of it in liquid form and 1.90 crore metric tons as fertilizer is sprayed. Unfortunately only 2% of these chemicals are actually utilized and rest 98% is resulting in adding to the pollution to our atmosphere. The need for present conditions calls for a total switchover from these harmful chemicals to natural fertilizers like vermin compost, manures etc. Patanjali Food and Herbal Park is trying to contribute in promoting the natural manures based, zero budget agriculture for the health and prosperity of our country.This food park is a step to create and implement a whole plan of food processing not only in states like; Uttarakhand, Haryana, Punjab, UttarPradesh, Himachal, Rajasthan, Gujrat; but to almost whole of India based on natural techniques of agriculture.Rationale of Patanjali Herbal Park Keeping in mind the strategy to combine our resources to write a blueprint for a developed agriculture in India, Patanjali Food and Herbal Park has a goal to address some burning issues related to agriculture. Providing farmers with high quality seeds keeping in mind their nutritional content and help in increasing the agricultural produce. In alignment with World Trade Organization attempting to reduce production costs and providing people with quality food products. Development of natural resources and their proper utilization in providing masses with food of high quality. Use of natural manures to maintain ecological balance and eradication of chemicals from our environment. Integration of small and landless farmers for protection of their rights and promoting production of herbs to them. Promoting agri-based businesses for eradication of poverty and value addition for increasing employment opportunities. Bringing agricultural practices to international standards for reduction of cost of production and standardization. Providing farmers with excellent seeds and resources for cultivating and nurturing a goal for healthy world. Saving the cultivable land from being used for other purposes. Sensitizing people with nutritional aspects related with various foods and their promotion. Promotion of minimizing the use of pesticides and insecticides. Developing techniques for water resource management and their promotion. To dismantle the multi-layer commission agencies in the existing supply chain. Encourage public private partnership in agro industry. Encourage non-conventional farming for traditional agro-products.

Objectives of Patanjali Food parkThe various objectives are:1) Improve value chain: To build up a sustainable and viable value chain from farm to fork, for all agro based products. The various interventions to overcome the challenges in the prevailing value chain system is to; i. Create new infrastructure and upgrade the existing infrastructureii. Trade facilitationiii. Market demand driven Productioniv. Meeting global standards of Qualityv. Linking farmers to the markets2) To maximize the returns to the farmers for their farm produce by buildings strong and rich backward linkage while slashing the intermediaries and introducing concepts like journal marketing etc.3) To produce quality yet affordable agro based consumables for all market segments that include the world market as well.4) Revitalizing the rural and hilly economy of the catchment area of the processing centre, by creating a reliable, reachable and round the year market for the farmers produce.5) Stimulate investments in the agro and food processing industry6) Establish state of the art infrastructure for the processing centres of agro products and showcase a successful, modern and efficient agro based business venture to the world7) Establish a platform for the business interactions, discussions, and workshops for the various stakeholders like farmers, retailers, banks, industrialists, academicians and government.8) To be a knowledge resource to the agriculture sector in terms of markets, quality and quantity of production, diversifications of farming activities, organize farming, micro-irrigation etc.

Organization Structure:The organisation structure of Patanjali Food Park is depicted in the diagram below:The management team consists of Board of Directors assisted by Managing Director and Chief Operating Officer. PFHPL will manage the project in a manner that it is structured in its hierarchy with delegated and clearly defined roles and responsibilities of each member. The well structured hierarchy helps in achieving the results with higher efficiency.The management team is aided by a capable advisory and executive team of professionals to meet the financial requirements, legal regulations and other techno commercial aspects required to run a successful agri-business project. The team consists of highly skilled people from various prestigious institutes across the country including the IIMs.

Patanjali Food and Herbal ParkThe Patanjali Mega Food Park (PMFP) has been envisaged to help in creation of enabling infrastructure for food processing and a comprehensive farm-to-plate supply chain system. This is aimed at reducing wastages and ensuring value addition, especially in perishables like fruits and vegetables. This is further aimed at reviving the agricultural sector by increasing the returns for farmers besides making processing more economically viable and help creating large employment opportunities particularly in the rural areas.The scheme also will create opportunity to attract investment in the infrastructure for food processing in general paving the way for processing a range of value added products. Additionally the scheme is expected to help the efforts of the Government of India to promote secondary agriculture in the country.

Establishment of Mega Food Parks is one such important step towards creation of agri infrastructure with various other added advantages. The Mega Food Park, Patanjali Food and Herbal Park Limited (PFHPL) will be an appropriate platform which can be suitable to address the problems of wastages of fresh produce, further augmenting the availability of fruits, vegetables and other perishables to the consumers round the year and also reward the farmers with improved stable prices with assured buyback mechanisms. Furthermore, the Mega Food Park aims to provide the state of the art infrastructure for food processing in the state on the basis of a pre-identified cluster. This will establish a raw material supply chain for each cluster and facilitate induction of latest technology and foster inter-agency linkages for pooling of resources for activities complementary to food processing it will provide quality assurance through better process control and capacity building, also give major importance to quality control and cold chains scheme.In our country where farmers often do not get their right share financially, for their products at present, the Food Park Scheme comes as a rescuer. Intermediaries cheat these poor farmers and hinder the urban economic growth from reaching the downtrodden farmers. With the opening up of this food park, industries will approach the farmers directly and farmers will get their own market. Improper and unhealthy food is the biggest reason of diseases in this world. With the advent of this food park, people will get uncontaminated and pure food. In a nutshell, it can be summarized that this food park will give prosperous life to the 40 crore people of the rural population and promote healthy living to the 70 crore population. This project which initiated at Rs. 5000 crore is expected to expand and grow upto Rs. 1 lakh crore. In its own way, this food park is a unique one. The main objective of this park is to smoothen the supply of products to people and in this way farmers will earn profit. The scheme visualizes the farmers and laborers as self-reliant and self-sufficient. And aims produce fruit and vegetable extracts, flour with herbal technology, so that it is beneficial for the health of the people in general.It is planned that daily 650 tons of material will be processed in this food park. The food park would have all the facilities from the procurement of material to the final product dispatch. Processing and packaging will be done here using the state of art technologies. In this way, it would be the largest food park of the world. It is estimated that if the all the farmers of in Uttarakhand, alone, are involved in this project, then just 3 months material can be made available for the food park. Production and procurement of raw materials needs to be increased, and therefore farmers and laborers from Himachal Pradesh, Punjab, Haryana, Rajasthan Jammu and Kashmir are being called in to assist in this project. The central government is investing Rs. 50 crores and Patanjali is investing Rs. 500 crores in this project.This huge project aims at implanting 32 processing units, through which high quality fruit extracts, pulp, candies, herbal products and many more beneficial products can be extracted. Many industrialists will be participating in this mega project as a co-operative service provider to build up mutual basic infrastructure. The food park is a boon for the vegetable and food growers as they will be able to dispose of their entire farm production in bulk to this mega park. In addition to this, producers will be given training to grow suitable plants like amla and alovera in vacant barren lands. Patanjali yogapeeth will develop such 100 centres which will provide high quality seeds and fertilizers to the farmers.The complete project will remove the role of intermediaries and provide economical benefits to the farmers, producers and other people of the area. This project will lead our country to a new era of health and prosperity. The day the farm products will turn into the raw materials for the processing units, their farmers will get their right financial share and improve their economic condition. This is only possible by adopting the direct disposal of farm produce to food and processing industries.Apart from setting up a unit for manufacturing the herbal ashes, a unit for manufacturing bio-diesel from crude palm oil is also planned. This unit would be launched in the second phase of the project. Also there is a plan to establish a biodiesel plant and a cattle farm to promote indigenous and self dependency. To achieve this, farmers will be encouraged for the Jetroffa cultivation and cattle breeding. Machines have already been placed to produce essence made from cow urine (Gomutra).The waste products left after food and herbal processing will be used for the production of bio gas and electricity. The leftovers after getting bio gas and electricity will be utilized for making bio fertilizers and bio pesticides. More than 100 centres of Patanjali Yogpeetha across the entire Uttarakhand region will provide techniques of getting high quality seeds and fertilizers and also impart training about improved methods of farming. With the help of these centres, the farm produce will be brought to the food park. In this way the farmers will get the maximum benefits on their farm production in terms of money and will bring revolution in the farming practices of India. After the complete construction of Patanjali Food and Herbal Park, it will become the worlds largest juice factory with the capacity of producing 400 metric ton juices every day. The plant has already been procured from Sweden. For the production of packaged food, contracts are concluded with the farmers to grow related crops.

4.1. Product CategorizationAccording to the nature of the product we can also categories these products into three major parts. This are-A. Ayurvedic MedicineB. CosmeticsC. Processed FoodBusiness Model Under this initiative, farmers are being directly connected to the processors. The initiative aims to seek maximum value addition by backward as well as forward integration between the farmers, factory and the market. We can say that here the supply chain doesnt have any intermediator in between but rather its a direct from supplier to producer to consumer. This also helps in reducing the cost because it avoids the unnecessary commission cost and other related charges of the intermediateries.

ProducerConsumers Farmer

Around 20-25 farmers form a self help group after being motivated by Patanjali and plan specific production. There are a number of such groups forming clusters in various places . These clusters collect their harvest and turn them in the collection centres operated by the company. There are 5 primary processing centres to which the collection centre sends all the food products collected. Four PPCs located in Uttarakhand region are in Bijnaur, Saharanpur, Meerut and Muzzafarnagar. From there PPC the collection is sent to the Central Processing Centre in Addak for the last phase value addition.The PPC have their own warehouse and the company promotes contract farming. It also provides the farmers technical aids and environment friendly fertilizers under the contracts. There is a fixed common minimum rate for the farmers produced which is decided with the inclusion of local government. In case the requirement of certain products is not fulfilled, the company outsources from outside.

Strategy for Low Cost OperationPatanjali has been well connected, through the backward integration, with the farmer community. As discussed earlier in this document we have situations in which agricultural products are thrown out in the road because of lack of markets and at the same time the country witnesses situations in which the same product is sold at alarmingly high price in other part of the country, Patanjali Food and Herbal Park is an attempt to control this disparity. It aims to reduce the wastage, give better standards of living to farmers and also to make products available at a cheaper rate to a wider market.1. Backward Integration:In an attempt to reduce the wastage and help the farmers the Patanjali Food Park has took the following steps in the backward integration process: Identification of areas, villages, SHGs, farmers for growing crops of desired standard both in quality and quantity. Provide necessary technology and knowhow to the farmers attached to the company. Provide financial assistance to the registered farmers. To enter into forward marketing contract with the registered farmers. Ensuring direct and decent remunerations to the farmerAs in this step there is no involvement of third party, a huge part of excess cost is saved here.

2. Procurement:The authorities then collect the farm products from these farmers through their own Mobile Collection Centres and Primary collection centres which cut downs the cost of the commission and intermediateries. They collect the farm products which are produced by these farmers promptly thus helping the farmers avoid storage costs and loss due to perished crops. Moreover they also collect products which are going waste due to unavailability of markets in huge quantity. For eg: Recent procurement of 15 tonnes of C-grade apples from farmers in the Chamoli district.They have their own mobile collection centres located in vicinity of the areas of agricultural production and also they go for bulk procurement of agricultural products.3. Logistics: Safe and quick transportation of agricultural products from collection centre to the main processing centres with a view to reduce wastage of perishable produce.Excellent Logistic facilities help them transport things from their mobile collection centres to processing centres which avoids wastage 4. Operation:Low cost processing of farm produce by ensuring high volume processing which in turn ensures economy of scale and capacity utilization. They also make sure that nothing from the procured raw material is being wasted. Even the waste which comes after processing is collected and is used for many purposes; like a part of it is turned in to ashes and spread over the farms to increase the fertility of the land. Taking a completely eco-friendly measure, a biogas plant for power generation has also been planned and the waste generated from the plant is to be used for making bricklets to be used in boilers. High volume production which will ensure economies of scale and the effective re-usage of waste products also helps in reducing costs.5. Sales and Distribution: Supply of Quality products through a wide net work of Patanjali sale centres throughout the country. They also provide online shopping, post office counters also sell their product6. Promotion: Promotion of their product is done by their own trusts. New Marketing Strategies & Plans are being developed as the Food Park aims to provide access to retail markets.Food processing Industry in India Indian Food Processing Industry ranks 5th in the world in terms of production, consumption, exports and expected growth. It is the largest producer of milk, pulses, sugarcane and tea in the world and a major producer of wheat, rice, fruits and vegetables. The Indian food industry is estimated to be worth over US$ 200 billion and is expected to grow to US$ 310 billion by 2015. The Indian food processing industry is estimated at US$ 70 billion. It contributed 6.3 per cent to Indias GDP in 2003 and had a share of 6 per cent in the total industrial production. India is one of the worlds major food producers but accounts for only 1.7 per cent (valued at US$ 7.5 billion) of world trade in this sector this share is slated to increase to 3 per cent (US$ 20 billion) by 2015. India with arable land of 184 million hectares, produces annually 90 million tonnes of milk (highest in the world), 150 million tonnes of fruits & vegetables (second largest), 485 million livestock (largest), 204 million tonnes food grain (third largest), 6.3 million tonnes fish (3rd largest), 489 million Poultry and 45,200 million eggs. Processing level is very low i.e. around 2% for fruits & vegetables, 26% for marine, 6% for poultry and 20% for buffalo meat, as against 60-70% in developed countries The share of Indias export of processed food in global trade is only 1.5%. Average Growth rate of FPI during the last five years (upto 2003-04) has been 7.15%.7.1Food Processing Units In Organised Sector (Numbers)

Source : Ministry of Food Processing Industries, Annual Report

Major players in food processing industrySome of the major players in the Indian Food processing Industry are:Company Products

DABUR INDIA LtdFruit juices, cooking paste, honey

ITC Branded wheat flour, biscuits, ready to-eat food, confectionary

HUL Ice cream, branded wheat flour, bread, sauces, jams.

RASNA (PIOMA INDUSTRIES) Instant drink, health drink, soft drink concentrates, flavours

PEPSI Soft drinks, potato chips, snack food, fruit juices

CARGILL Vegetable oils

NESTLE Coffee, chocolates, confectionary,instant noodles, milk products,beverages, health drinks

GLAXOSMITH KLINE Health drinks

Market and CompetitionIndian FMCG market is a market which has a very wide range of customers. There are many competitors in all the categories and although they all have similar products available at almost similar prices, Patanjali is trying to prove itself different through their marketing strategies. However, entry to this business is easy (low entry barriers) and this fact has been utilized very efficiently to result in combined benefit for both Patanjali and the consumers.Competitive Grid

ProductPatanjali Brands Competitor Brands

Sharbat/SquashAmla, Bel, Brahmi, Gulab, Keshar Badam, Orange, Nimbu, MangoKissan Squash, Rooh-afza, Minute Maid, Rasna

JuiceAloeVera,Anar, Amla, orangeReal and Kissan Juices

JamSeb ,Pineapple and Mix JamKissan, SIL, Tops, Druk

SaltSaindha NamakTata, Annapurna

ChayawanprashSada.Special Chyawanprash,Dabur, Baidyanath, Zandkesari Jiwan

FlourAarogya AataAashirwad, Annapurna

CandyAmla, AnardanaHajmola

As seen from the above table the major products of the Patanjali Food park are Sharbath (Juice concentrates), Jam ,Salt, Chyawanaprash, Flour and candy. The advantage with all these products is that these are made of natural products and dont have any side effects at all. But as there are so many players existing in the market, that Patanjali products have a tough competition to face with. Marketing System of Patanjali Marketing of the Patanjali group is viable through the detailed marketing strategy which addresses each target group. Broadly the marketing strategy includes the following: i. The most important promotional activity involvs yoga campaign by Baba Ramdev and the Patanjali Trust.ii. Advertising through business journals and newspapers in India and abroad with the help of an advertising agency.iii. The Company has established a web site in the Internet. This will ensure international visibility and marketing.iv. Group regularly Interact to Industry and Business Associations.v. Group also has interaction with foreign embassies/trade counsels in India.vi. They are also bringing out attractive brochures and other literature with the help of advertising agency.

Research and Development in PatanjaliIn order to keep in pace with the latest developments in the Agricultural sector and also to look for new innovative methods of production, Patanjali has to its credit a well developed Research and Development section. The main aims of their R&D section are: To conserve and preserve more agricultural lands and increase their productivity To introduce more hybrid varieties of seeds and crops To retain the nutritional content in the processed food. To study the botanical behaviour at various geographies and to find the best possible techniques of cultivation and suitable crops accordingly Search and unearth the age old homely and Ayurvedic recipes using natural ingredients to replace the chemical contents of shampoos and soaps. To develop agro- technology of potential agricultural plants. To avoid problems of adulterants and artificial synthesizers in the food. To prepare more herbarium specimen sheets and establishment of Herbarium of dried specimens of all the economic useful plant species e.g. roots, leaves, flowers, seeds, bark, fruits etc. To multiply agricultural plants through tissue culture and biotechnology. To develop agro technology based on indigenous methods of seed selection and organic farming etc.SWOT AnalysisStrengths: Natural products without any kind of side effects. Innovative Aspects. Presence of Established distribution networks in urban areas. Solid Base of the trust. Social Responsibility to make people healthy. Weaknesses: Strong Competitors & availability of substitute products. Low exports levels. High price of some products. Absence of Established distribution networks in rural areas. Very less promotional activities.Opportunities: Large domestic market over a billion populations . Untapped rural market. Changing Lifestyles & Rising income levels, i.e. increasing per capita income of consumers. Export potential and tax & duty benefits for setting exports units.Threats: Tax and regulatory structure. Controversy created by other groups regarding Patanjali products. Removal of import restrictions resulting in replacing of domestic brands. Temporary Slowdown in Economy can have an impact on FMCG Industry. Schemes for welfare of farmers at Patanjali Food and Herbal ParkA.Food Processing Research and DevelopmentFor the testing and development of of new technologies, full-fledged laboratories have been established at the food park. In order to develop techniques at par with international standards; individuals specializing in botany, microbiology etc. life sciences study and experiment various aspects. The various aspects looked after by this branch of food park are; Establishment of aryurvedic, cosmetic, packaging technology, business centers etc. Proper utilization of natural resources at Food and Herbal Park, eventually generating employment opportunities for 30 thousand people at park itself and self employment opportunities for others. Promotion of plantation of herbs that will not only increase their production but will also help in their conservation. Training of farmers from time to time. To promote increase in consumption of natural and healthy foods and also organizing campaigns for sensitizing people about ill-effects of fast foods. B.Natural Resource and Environment Management This is an attempt to make natural resources environment friendly with proper use of technology and conserve them. Developing proper technology to clean environment by using the natural waste and cow dung to make manure by proper methods. Promoting and making available the technology of vermin-compost. Conservation of cows of Indian breed and telling people about their proper care and utilization.C.Research on Organic Resources and AgricultureThis division includes the use of technology for protection of environment. Genetic engineering will be used to make anti-pest resistant species, use of technology to identify water-bodies by presence of chemicals like arsenic, fluoride, nitrogen etc and their treatment so that our environment could be protected by harmful poisonous pollutants. D.Value Addition of Organic Waste MaterialIn this project the waste generated out of agricultural processes would be value added as it would be used for making bio-gas. A captive power plant is being established. This would be the first plant in country to totally run a factory by using waste materials.E.Food ecurity and Quality ManagementFood industry plays a very important role in economy of a country. So is the role of quality of food. Keeping in mind ISO 4000 and ISO 22000 is to be implemented. With the use of hazard analysis critical control point based security mechanism quality control Patanjali food park is probably worlds best and it is Indias first USA, FDA food processing plant. To match our products standards with the best of worlds standards, world class clean room and packaging facilities are implemented.

F.Establishment of Multi Chamber Cold StorageStorage of perishable food products is a major problem in our country. To save the produce from any kind of wastes a multi chamber cold storage facilities have been developed. With this facility other value adding facilities like grading, packing, pre cooling are also available at the plant. With the working of this plant all seasonal fruits and vegetables will be available throughout the year.G.Technical Assistance and ImplementationThe communication of latest trends and technologies to masses plays a crucial role in agricultural development. This food park aims at maximum participation of farmers in the knowledge management and creates a blueprint to pick best technologies, and carries out their evaluation and feedback programmes with farmers. Self help groups at village level like sehkari samiti, farmers interest groups etc are also at focus for giving technical assistance and facilities of loans etc.H.Creating Common Perception about Food Processing among Masses and GovernmentPatanjali as an organization is trying to create a common platform for masses and government for proper utilization of the resources and proper implementation of schemes of Government. Various public organizations like APEDA, National Horticultural Board will be brought in the picture for making a strong backward linkage and managing a proper supply chain. This will further help in, Cutting down wastage which will further lead to food security. Increase the share of revenue that farmer gets for his produce. Maintain a responsive and efficient supply chain. Cutting down on the commission that agents get in between every stage and making the produce cheap for masses. Setting international standards at every stage of food industry. Creating facilities which will help in catering to seasonal needs for processing, packaging, storage etc. To establish 5 processing and 10 collection centers at the initial stage of implementation.I.Organizing Food Expo, Fairs and ExhibitionsTrade center is being established at Patanjali for trade and agri expos, food and technology expo etc. Under this, one roof information about all the technologies and developments, that take around the world will be available and masses will be sensitized with healthy eating habits.

J.Inclusion of women in agriculture and women empowermentThis center aims for the empowerment of women and their inclusion in the agriculture as throughout India 60-70 % of agricultural work is done by women. The plan is to develop groups of women which will be trained and guided for a collective production. They will be trained for the secondary activities related to agriculture like animal husbandry etc. and women self help groups will be promoted.

Various units inside Food ParkFood processing unitFlour mills for grain processingThese mills will cater to Arogya atta, Navratna atta and Organic atta. These mills use the technology to slowly grind the grains so that they do not lose their nutritional content. Dalia making unit has also been established. Spices and Pulses processing unitThe main aim of this unit is to do proper processing of grains and they can be value added. All pulses will be processed in this unit.Juice UnitEstablishment of Juice Plant for processing of Fruits and vegetables. This is the first ultramodern technology based Juice palnt in India where processing of more than 400 tons of fruits and vegetables can be done daily.Products of patanjali food park are of high standard, free of preservatives and have medicinal properties. They will be available at minimum cost to people. On priority basis in the beginning juices of Amla, Aloeveera, gourd, carrot, bitter gourd, tomato, wheat extract, tulsi, mint etc will be sold for better health of the people.Ayurvedic UnitAccording to Shastras, Ayurveda is the basic mantra to know the life that can give a new life to man. Production of Ayurvedic herbs and plants can bring prosperity to farmers. Today there is a need to develop Ayurvedic medication according to standards. Patanjali Ayurved is working in this field with great precision to provide high quality medicines to people at the lowest cost. According to the demand of the people of the country, Patanjali has established an Ayurvedic Medicine unit in a very vast areaHerbs/Extract UnitThis unit is established to store herbs, fruits and vegetables for a long time and to make them easily available to people. In the beginning this unit will make powder of Amla, Aloe Vera, Bitter gourd, gourd etc.Patanjali Food Park and Patanjali family is promoting Organic Farming at war scale. It will not only provide employment to more than 30000 people but it will also provide self-employment to people related with farming, labor selling etc. Through Food Park eatables will be properly processed and will be made healthy. An extraction unit is also being set up at Food Park which will help in extracting maximum medicinal values from the herbs. The biggest cold storage is also established at Food Park where raw and semi processed produced to be used by various processing units can be stored.Beauty Products UnitPatanjali Ayurved is producing high quality beauty products like soaps, shampoo, creams, toothpaste etc.. These products will help in keeping the body pure and clean.Detergents UnitThis unit is established to manufacture washing soaps and powders which are made up of harmless chemicals and herbs.

SUGGESTIONS AND RECOMMENDATIONS

As it is obvious from the study the products of HUL have approached the high water mark of sale in the global consumer market. However, there are genuine reasons to observe that they have yet to attain the cutting edge status on many counts. In this regard a few suggestions can be made to give the required boost to the marketing prospects of HUL products. These can be summed up as follows: An attempt should be made by HUL management to tap all the potentials offered by the global market by devoting a more substantial, efficient and better equipped resource base. This task can be accomplished in the first place by implementing a stronger and more ending distribution channel for various products so that even those sections of consumers who are not accessible so easily, can be covered with greater ease. Efficient infrastructural base coupled with better and more comprehensive advertising strategies should be resorted to; though HUL is presently surfing ahead of others on the path of taking some great initiatives it should be more concerned about it for the purpose of corporate image building. The price structure for various products should be more within the limit of affordability for consumers; the grassroots consideration in this regard should not be ignored. Here, the policy of loco-centric rather than uniform price structure would certainly be more advantageous. HUL should go for more planned and sensible marketing and advertising strategies with a view to accomplishing the task of global brand image buildings. Hyper marketing and retailing network should get special attention as vital components of HULs marketing policyCONCLUSIONIn recent years, the FMCG sector declined due to down trading. Also because of presence of large number of companies trying to seize this opportunity, this force the old HUL for the change and thus, their transformation has resulted in a new HUL, which has successfully faced this challenge and reversed this trend. It has done so by substantially strengthening their brands and building capabilities. This has already begun to yield benefits and they are returning to growth. Volume growth is being followed by value growth, which in turn is bringing profit growth. India is one of the most exciting markets offering great potential.Over the next 10 years, the per capita income in India is likely to double. In FMCG, there is an opportunity to catalyze penetration, increase usage, and upgrade consumers. As a result, the FMCG market is expected to grow to over Rs.100,000 crores from its current base of Rs.40,000 crores. The new Hindustan Lever see an exciting opportunity for growth. They have 35 powerful brands covering all segments, with leading market positions in most. Today, these are stronger and more relevant to the consumer than ever. The people are energized by the scale of the opportunity and determined to seize it. The scale of the business and operations gives them the resources needed.They are delivering good services and the changes they brought in the products are well taken by the customers, by this they are generating sustainable profitable growth