sip information

Selling Of Vending Machine

A Summer Internship Report on

General Training at HUL with Special Reference to SELLING OF VENDING MACHINE

Submitted toPrestige Institute of Management & Research, IndoreTowards partial fulfilment forThe degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

Under the Guidance ofProf. Sunil Kumar Verma

Submitted by:Vibhor KhandelwalSession: 2013-15

Prestige Institute of Management & Research, Indore (M.P.)[An Institution approved by AICTE/UGC, Approved programAffiliated to DAVV, INDORE]Indore-452010CERTIFICATE OF APPROVAL

We approve this Summer Project Report titled General Training at Hindustan Unilever Limited with special reference to promotion and selling of vending machine as a certified study in management carried out and presented in a manner satisfactory to warrant its acceptance as a prerequisite for the award of Master Of Business Administration in Marketing Management for which it has been submitted. It is understood that by this approval we do not necessarily endorse or approve any statement made, opinion expressed or conclusion drawn therein but approve the Summer Project Report only for the purpose it is submitted.

Power Pro Enterprises(Authorised concessionary of HUL)2014

PIMR, IndorePage 2

PREFACE

The project is a part of the academic curriculum required for the fulfilment of the two years full time programme, pursuing Master of Business Administration in PRESTIGE INSTITUTE OF MANAGEMENT AND RESEARCH, INDORE.

The project called Summer Internship Programme was undertaken at HINDUSTAN UNILEVER LIMITED. The project aimed at analysing the market potential of HUL Vending Products with respect to its competitors.

The study was carried out interacting closely with the sales team as well as distributors and dealers of UJJAIN REGION. It also involved face to face interaction between different customers and corporate individuals.

The project has shown a significant light on the market share of different products under Vending Division (Lipton Tea, Bru Coffee, Taj Mahal Tea Bags and some other products) with respect to its competitors like Nestle, Georgia, Wagh Bakri, and Amazon etc.

Academically, the project provides a unique opportunity to have an exposure to real life business environment and to have an insight into the management ins and outs, thus helping learning to be more purposeful and meaningful.

2014

PIMR, IndorePage 3

ACKNOWLEDGEMENT

After the completion of Summer Internship Report work, words are not enough to express our feelings about all those who helped us to reach our goal, feeling above this our indebtedness to the almighty for providing us this moment in life.

First and foremost, we take this opportunity to express our deep regards and heartfelt gratitude to our guide Prof. Sunil Kumar Verma, PIMR, Indore for his inspiring guidance and timely suggestions in carrying out our internship successfully. He has also being a constant source of inspiration for us. Working under his guidance has been an opportunity for us to learn more and more. We extend our deepest gratitude to Dr. Yogeshwari Phatak, Director, PIMR, Indore for providing all the necessary facilities and true encouraging environment to bring out the best of our endeavours.Last but not the least we thank our family for their support, patience, blessings and understanding while completing my research.

Vibhor Khandelwal

2014

PIMR, IndorePage 6

CERTIFICATE BY FACULTY GUIDE

This is to certify that Vibhor Khandelwal of Master of Business Administration (MM) in academic year 2013-15 has completed his SUMMER TRAINING PROJECT work on General Training at HUL with Special Reference to SELLING OF VENDING MACHINE. It is a bona fide presentation of work by him under my guidance and supervision.

Guided by:

Prof. Sunil Kumar Verma

Date:

DECLARATION

I, undersigned, hereby declare that the following project title:

General Training at HUL with Special Reference to SELLING OF VENDING MACHINE is an authentic work done by me.

The information and data given in this report are true to the best of my knowledge.

I also acknowledge that I took the help of primary & secondary data collection through various available resources.

VIBHOR KHANDELWALEXECUTIVE SUMMARY

Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch Company UNILEVER. Both Unilever & HUL have established themselves well in the Fast Moving Consumer Goods (FMCG) category. Unilever is a multinational consumer goods company and its products are grouped into 4 main segments: Personal Care, Home Care, Foods and Refreshment. Unilever owns more than 400 brands among which the main selling ones are: Axe, Dove, Knorr, Lipton, Lux, Surf, Sunsilk etc. Unilever was a result of the merger between the Dutch Margarine Company, Margarine Unie, & the British soap maker, Lever Brothers, way back in 1930. For 84 years, Unilever was the undisputed market leader but now faces though competition from Procter & Gamble and Colgate-Palmolive.

The project gives a comprehensive idea about the SALES AND PROMOTION OF VENDING PRODUCT of one of the most important business sector in India, the FAST MOVING CONSUMER GOODS (FMCG) sector. The project was an endeavour to study the existing Vending Business and the Liptons presence in it.

The objective of the training was to identify customer requirement Lipton Tea/ Coffee Vending Machine by the cold calling process, survey for promotion, using marketing strategies and selling of tea / coffee vending machine in various organization & to study the customer feedback process for installed machines at Ujjain City.

The summer training was conducted for 45 days at Ujjain city under the guidance of S.T. Enterprises & HUL Vending Division Team from bottom to the top level key persons where I was able to understand each & every small step with developed, forecast for the next opportunities and the enhancement of the business with the help of clear aim & vision resulting into Customer Satisfaction.

2014

The task of installing a vending machine gets accomplice after several rounds of negotiations the respective company representative is made acquainted with the benefit his organization will get with Lipton. For this, a comprehensive cost-benefit has to be presented to him to convert the prospect into key account of HUL. Once an order is placed, the Lipton crew along with the distributor installs the Lipton Vending Machine. Proper and regular technical support and proper providing service of premixes are provided for machine. PIMR, IndorePage 76

CONTENTS

CHAPTERTITLEPAGE No.

Chapter 19-651.1 Introduction101.2 History121.3 Vision & Mission201.4 Organizational Structure241.5 Financial Performance281.6 Personnel Policies321.7 Products & Services Offered381.8 Areas of Operation411.9 Vending Scenario In India471.10 Technical Specification of Vending Machine501.11 Competitor Products63Chapter 266-672. Introduction to the Project67Chapter 368-693. SWOT Analysis69Chapter 470-724.1 Conclusion714.2 Suggestion72Chapter 573-745. Future implication of study74Chapter 675-766. Observations & learning76Chapter 777-787. Recommendations78Chapter 879-808. Bibliography80

CHAPTER 11.1 INTRODUCTION

INTRODUCTIONHindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 80 years in India and touches the lives of two out of three Indians.

HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others.

With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls and Pureit.

The Company has over 16,000 employees and has an annual turnover of INR 27408 crores (financial year 2013 - 2014). HUL 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 49.8 billion in 2013. Unilever has 67.25% shareholding in HUL.

Hindustan Unilevers distribution covers over 1 million retail outlets across India directly and its products are available in over 6.3 million outlets in the country, nearly 80% of all retail outlets in India. The company claims that two out of three Indians uses its many home and personal care products, foods and beverages. HUL works to create a better future everyday and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others.

1.2 HISTORYHISTORY

In 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).Followed by 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 67.25% equity in the company. The rest of the shareholding is distributed among about three lakh 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 Icecream 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 Icecream Group families and in 1995 the Milk food 100% Icecream 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, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of Pureit 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 Rs 1,000 crores sales mark the same year followed by Wheel which crossed the Rs.2000 crores sales milestone in 2008.On 17th October 2008, HUL completed 75 years of corporate existence in India.InJanuary 2010, the HUL head office shifted from the landmark Lever House, at Backbay Reclamation, Mumbai to the new campus in Andheri (E), Mumbai.On 15thNovember, 2010, the Unilever Sustainable Living Plan was officially launched in India at New Delhi.In March, 2012 HULs state of the art Learning Centre was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai.In April, 2012, the Customer Insight & Innovation Centre (CIIC) was inaugurated at the Hindustan Unilever campus at Andheri, MumbaiHUL completes 80 years of corporate existence in India on October 17, 2013. CHRONOLOGY OF KEY EVENTS

YEARMILESTONES

1888Sunlight soap introduced in India.

1895Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai, Chennai, Kolkata, and Karachi.

1902Pears soap introduced in India.

1903Brooke Bond Red Label tea launched.

1905Lux flakes introduced.

1913Vim scouring powder introduced.

1914Vinolia soap launched in India.

1918Vanaspati introduced by Dutch margarine manufacturers like Van den Berghs, Jurgens, Verschure Creameries, and Hartogs.

1922Rinso soap powder introduced.

1924Gibbs dental preparations launched.

1925Lever Brothers gets full control of North West Soap Company.

1926Hartogs registers Dalda Trademark.

1930Unilever is formed on January 1 through merger of Lever Brothers and Margarine Unie.

1931Hindustan Vanaspati Manufacturing Company registered on November 27; Sewri factory site bought.

1932Vanaspati manufacture starts at Sewri.

1933Application made for setting up soap factory next to the Vanaspati factory at Sewri; Lever Brothers India Limited incorporated on October 17.

1934Soap manufacture begins at Sewri factory in October; North West Soap Company's Garden Reach Factory, Kolkata rented and expanded to produce Lever brands.

1935United Traders incorporated on May 11 to market Personal Products.

1937Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM.

1939Garden Reach Factory purchased outright; concentration on building up Dalda Vanaspati as a brand.

1941Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company acquires own sales force.

1942Unilever takes firm decision to "train Indians to take over junior and senior management positions instead of Europeans".

1943Personal Products manufacture begins in India at Garden Reach Factory.

1944Reorganisation of the three companies with common management but separate marketing operations.

1947Pond's Cold Cream launched.

1951Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and Ghaziabad Vanaspati factories bought.

195565% of managers are Indians.

1956Three companies merge to form Hindustan Unilever Limited, with 10% Indian equity participation.

1957Unilever Special Committee approves research activity by Hindustan Unilever.

1958Research Unit starts functioning at Mumbai Factory.

1959Surf launched.

1961Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205 managers are Indians.

1962Formal Exports Department starts.

1963Head Office building at Backbay Reclamation, Mumbai opened.

1964Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk shampoo launched.

1965Signal toothpaste launched; Indian shareholding increases to 14%.

1966Lever's baby food, more new foods introduced; Nickel catalyst production begins; Indian shareholding increases to 15%. Statutory price control on Vanaspati; Taj Mahal tea launched.

1967Hindustan Unilever Research Centre opens in Mumbai.

1968Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine Chemicals Unit commissioned at Andheri; informal price control on soap begins.

1969Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched

1971Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to Unilever Special Committee - plan approved; Clinic shampoo launched.

1973Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha.

1974Pilot plant for industrial chemicals at Taloja; informal price control on soaps withdrawn; Liril marketed.

1975Ten-year modernisation plan for soaps and detergent plants; Jammu project work begins; statutory price control on Vanaspati and baby foods withdrawn; Close-up toothpaste launched.

1976Construction work of Haldia chemicals complex begins; Taloja chemicals unit begins functioning.

1977Jammu synthetic Detergents plant inaugurated; Indian shareholding increases to 18.57%.

1978Indian shareholding increases to 34%; Fair & Lovely skin cream launched.

1979Sodium Tripolyphospate plant at Haldia commissioned.

1980Dr. A. S. Ganguly takes over as Chairman from Mr. T. Thomas; Unilever shareholding in the company comes down to 51%.

1982Government allows 51% Unilever shareholding.

1984Foods, Animal Feeds businesses transferred to Lipton.

1986Agro-products unit at Hyderabad starts functioning - first range of hybrid seeds comes out; Khamgaon Soaps unit and Yavatmal Personal Products unit start production.

1988Launch of Lipton Taaza tea.

1990Mr. S. M. Datta takes over as Chairman from Dr. A. S. Ganguly.

1991Surf Ultra detergent launched.

1992HUL recognised by Government of India as Star Trading House in Exports.

1993The erstwhile Brooke Bond India acquires the Kissan brand from the United Breweries Group, giving HUL an entry into the foods business.

1994HUL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the company, the biggest such in Indian industry till that time.

HUL forms Unilever Nepal Limited, HUL and US-based Kimberley-Clark Corporation form 50:50 joint venture - Kimberley-Clark Lever Ltd. - to market Huggies diapers and Kotex feminine care products. Factory set up at Pune in 1995; HUL acquires Kwality and Milk food 100% brand names and distribution assets. HUL introduces Wall's.

1995HUL enters branded staples business with salt; HUL recognised as Super Star Trading House.

1996HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint ventures - Lakme Lever Ltd.; HUL enters branded staples business with salt; HUL recognised as Super Star Trading House.

1996Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Datta; Merger of Group company, Brooke Bond Lipton India Limited, with HUL, with effect from January 1; HUL introduces branded atta; Surf Excel launched.

1997Unilever sets up International Research Laboratory in Bangalore; new Regional Innovation Centres also come up.

1998Group company, Pond's India Ltd., merges with HUL with effect from January 1, 1998. HUL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in Lakme Lever Ltd.

2000Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the Unilever Board; HUL acquires 74% stake in Modern Food Industries Ltd., the first public sector company to be disinvested by the Government of India.

2002HUL enters Ayurvedic health & beauty centre category with the Ayush range and Ayush Therapy Centres.

2003Launch of Hindustan Lever Network; acquisition of the Amalgam Group

2004Pureit test marketing in Chennai

2006Brooke fields food operations moved to Mumbai

2007Company name formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007

Sales of Brooke Bond and Surf Excel each cross the Rs 1,000 crores mark

2008HUL completes 75 years on 17th October 2008Pureit national launch across India

2010HUL moves to its new headquarters Unilever House in Andheri, Mumbai. Pureit international launch. Unilever Sustainable Living Plan launched in India

2013HUL completes 80 years on October 17 2013

1.

1.3 VISION &MISSIONVISIONUnilever is a unique company, with a proud history and a bright future. We have ambitious plans for sustainable growth and an intense sense of social purpose. We meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. Sustainability is at the heart of our business, and through our brands, we seek to inspire people to take small everyday actions that can add up to a big difference for the world.Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for our future growth. We will bring our wealth of knowledge and international expertise to the service of local consumers a truly multi-local multinational.Our long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn continuously.To succeed also requires, we believe, the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact.This is our road to sustainable, profitable growth, creating long-term value for our shareholders, our people, and our business partners.A CLEAR DIRECTIONOur purpose is to make sustainable living commonplace. We work to create a better future every day, with brands and services that help people feel good, look good, and get more out of life.In 2009, we launched The Compass our strategy for sustainable growth. It sets out our clear and compelling vision to double the size of the business, while reducing our environmental footprint and increasing our positive social impact and gives life to our determination to build a sustainable business for the long term. This is captured in theUnilever Sustainable Living Plan.By combining our multinational expertise with our deep roots in diverse local cultures, were continuing to provide a range of products to suit a wealth of consumers. Were also strengthening our strong relationships in the emerging markets we believe will be significant for our future growth.And by leveraging our global reach and inspiring people to take small, everyday actions, we believe we can help make a big difference to the world."We cannot close our eyes to the challenges that the world faces. Business must make an explicit and positive contribution to addressing them. Im convinced we can create a more equitable and sustainable world for all of us by doing so, says Unilever CEO Paul Polman.But this means that business has to change. The Unilever Sustainable Plan is a blueprint for sustainable growth. And in 2014 we are strengthening our Plan with new commitments to drive further transformational change.OUR PRIORITIES & PRINCIPLESUnilever is committed to supporting sustainability and providing our consumers around the world with the products they need to look good, feel good and get more out of life.Five key priorities provide the foundation for our brands campaigns. Read some examples of how different brands are upholding these principles.A BETTER FUTURE FOR CHILDREN Our oral care brands Signal and Close-Up encourage children to brush their teeth day and night for optimal dental health. We also partner the FDI World Dental Federation, supporting oral health programmes around the world. Brands such as Omo and Persil have helped parents believe the unconventional philosophy that Dirt is good. Children learn through play, and mud spatters and grass stains can easily be removed with effective laundry products. Unilever also partners the World Food Programme and launched the Together for Child Vitality initiative to bring our expertise in nutrition to children in some of the worlds poorest countries.A HEALTHIER FUTURE Our Flora/Becel margarine brands have been scientifically proven to help reduce cholesterol levels Vaseline has launched the Vaseline Skin Care Foundation, providing research into skin conditions and support for people affected by them Lifebuoy soap has long had a presence in developing markets around the world, and its campaign to promote hand washing with soap was celebrated by 200 million people across 53 countries in 2013.A MORE CONFIDENT FUTURE Doves Campaign for Real Beauty uses real women instead of models in its advertising campaigns. The brand has also launched the Dove Self Esteem Fund which educates and inspires millions of young women Our Sunsilk hair care brand has partnered some of the worlds leading hair specialists to co-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks and uncontrollable curls Close-Up toothpaste provides an affordable oral care solution for consumers in developing markets, allowing them to take care of their dental health and closer with confidence.A BETTER FUTURE FOR THE PLANET Were aiming to grow our business while reducing our environmental footprint and working across the supply chain for every brand to do so Our Laundry brands, including Surf, Omo, Persil and Comfort, have launched the Cleaner Planet Plan together, encouraging consumers to change their laundry habits to reduce water and energy consumption Our Lipton tea brand backs sustainable forest management projects in AfricaA BETTER FUTURE FOR FARMING & FARMERS Many of our brands contain ethically and sustainably sourced ingredients that are independently certified Among these are Lipton tea, which is accredited by the Rainforest Alliance, and Ben & Jerrys ice cream, which includes Fair-trade vanilla and almonds in various flavours Around half our raw materials come from agriculture and forestry, so were working towards making our key crops 100% sustainable.

MISSIONUnilevers mission is to add vitality to life they meet everyday needs for nutrition, hygiene and personal cares with brands that help people feel good, look good and get more out of life.

PRINCIPLES OF HULAlways working with integrityConducting our operations with integrity and with respect for the many people, organizations 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.

1.4 ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL STRUCTUREHindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) Company. It is present in Home & Personal Care and Foods & Beverages categories. HULhas over 16,500 employees, including over 1500 managers.The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the companys nationwide operations.The BoardThe Board of Directors of the Company represents an optimum mix of professionalism, knowledge and experience. The total strength of the Board of Directors of the Company is eight Directors, comprising Non-Executive Chairman, three Executive Directors and four Non-Executive Independent Directors.

Mr. Harish Manwani - ChairmanMr. Harish Manwani (60) assumed charge as the Non-Executive Chairman of the Company with effect from 1st July, 2005. He isalso the Chief Operating Officer of Unilever and a member of Unilever Leadership Executive (ULE).

Mr. Sanjiv Mehta - CEO and Managing DirectorMr. Sanjiv Mehta (53) joined the Board of the Company in October 2013. He is also the Executive Vice President for Unilever in South Asia and a member of Unilevers Global Market Executive.

Mr. P. B. Balaji - Chief Financial OfficerMr. P. B. Balaji (44) joined the Company as a Management Trainee in May 1993 and has worked in number of roles in finance and supply chain over a period of 20 years.

Mr Pradeep Banerjee - Executive Director, Supply ChainMr. Pradeep Banerjee (55) joined the Company as a Management Trainee in 1980.

Mr. Aditya Narayan - Independent DirectorMr. Aditya Narayan (62) began his career as a Management Trainee with ICI India Limited (now Akzo Nobel India Limited) in 1973.

Mr. S. Ramadorai - Independent DirectorMr. S. Ramadorai (69) has been in public service since February 2011, currently acting as Chairman of National Skill Development Agency (NSDA) in the rank of a Cabinet Minister.

Mr. O. P. Bhatt - Independent DirectorMr. O. P. Bhatt (63) is the former Chairman of SBI (State Bank of India). In the 36 years that Mr. Bhatt served at SBI, he worked on several important national and international assignments.

Dr. Sanjiv Misra - Independent DirectorDr. Sanjiv Misra (66) is a retired Indian Administrative Services (IAS) officer and a former member of the 13th Finance Commission, a constitutional position with the rank of a Minister of State.

Management CommitteeThe day-to-day management of affairs of the Company is vested with the Management Committee which is subjected to the overall superintendence and control of the Board.The Management Committee is headed by Mr. Sanjiv Mehta and has functional heads as its members representing various functions of the Company.

Mr. Sanjiv Mehta - CEO and Managing DirectorMr. Sanjiv Mehta (53) joined the Board of the Company in October 2013. He is also the Executive Vice President for Unilever in South Asia and a member of Unilevers Global Market Executive.

Mr. P. B. Balaji - Chief Financial OfficerMr. P. B. Balaji (44) joined the Company as a Management Trainee in May 1993 and has worked in number of roles in finance and supply chain over a period of 20 years.

Mr. Hemant Bakshi - Executive Director, Home & Personal CareMr. Hemant Bakshi (50) joined the Company in June 1989 and has worked in various sales and marketing assignments spanning across Personal Products and Home Care categories.

Mr Pradeep Banerjee - Executive Director, Supply ChainMr. Pradeep Banerjee (55) joined the Company as a Management Trainee in 1980.

Mr Dev Bajpai Executive Director, Legal and Company SecretaryMr Dev Bajpai (46) is a Fellow Member of the Institute of Company Secretaries of India and has a law degree from University of Delhi.

Executive Director, Foods & RefreshmentMs. Geetu Verma (48) has over twenty five years of marketing, business and innovation experience in leading FMCG firms P&G, Seagram, PepsiCo in India and Europe.

Mr. Manish Tiwary - Executive Director, Sales and Customer DevelopmentMr. Manish Tiwary (42) joined the Company in June 1995 and has worked in various sales, marketing and general management assignments across HUL.

Mr. BP Biddappa - Executive Director, HRMr. BP Biddappa (47) joined Hindustan Unilever Limited in 1992. He has held global positions for Unilever - with Unilever Maghreb (Casablanca), Unilever Bangladesh as HR Director and then in Unilever Asia, Singapore as Vice President, Human Resources for the Supply Chain in Asia, Africa and Russia.

1.5 FINANCIAL PERFORMANCE

FINANCIAL PERFORMANCE10 years financial performance track record and trendSource-HUL OFFICIAL WEBSITESource-HUL OFFICIAL WEBSITEFINANCIAL POSITIONBalance sheet(Rs crore)Mar ' 14Mar ' 13Mar ' 12Mar ' 11Mar ' 10

Sources of funds

Owner's fund

Equity share capital216.27216.25216.15215.95218.17

Share application money-----

Preference share capital-----

Reserves & surplus3,060.782,457.773,296.782,443.572,364.68

Loan funds

Secured loans-----

Unsecured loans-----

Total3,277.052,674.023,512.932,659.522,582.85

Uses of funds

Fixed assets

Gross block4,162.923,868.953,564.353,531.503,581.96

Less : revaluation reserve----0.67

Less : accumulated depreciation1,740.861,576.051,416.881,362.401,419.85

Net block2,422.062,292.902,147.472,169.102,161.44

Capital work-in-progress319.78215.64215.45288.76273.96

Investments3,094.122,330.662,438.211,260.671,264.08

Net current assets

Current assets, loans & advances7,162.446,673.276,157.146,444.135,818.89

Less : current liabilities & provisions9,721.358,838.457,445.347,503.146,935.52

Total net current assets-2,558.91-2,165.18-1,288.20-1,059.01-1,116.63

Miscellaneous expenses not written-----

Total3,277.052,674.023,512.932,659.522,582.85

Notes:

Book value of unquoted investments605.05515.87153.38108.91466.46

Market value of quoted investments2,592.651,982.782,469.281,279.49953.58

Contingent liabilities991.20894.211,009.23922.92468.49

Number of equity shares outstanding ( Lakh )21626.9621624.7221615.1221594.7221816.87

1.6 PERSONNEL POLICIES

RECRUITMENT PROCESSA job at Hindustan Unilever Limited is not just a job; it is the beginning of a career made by you. Working at HUL offers unique opportunities for personal and professional development, along with several benefits and a work culture that embraces diversity. So whether youre looking for an internship, post graduate opportunities, or a job opening to progress your professional career, at HUL you can shape your own career growth path. Find a job that you love, excel in and is rewarding as you work with the brands and people that drive our sustainable business growth.HUL believe in investing in the future. This helps achieve our missiondouble the size of the business while reducing environmental impact. Their investment - You. Whether youre a post graduate looking for on-job training through our Future Leaders Programme, or a student looking for a hands-on internship, our programmes help build leaders of tomorrow.Working at HUL gives you an opportunity to work on exciting brands, challenging projects and gain experience at one of the leading consumer goods companies. The training will help you learn to take calculated risks, cope with corporate pressures and hone your leadership skills. At HUL, we build better futures.HUL is an Indian FMCG major and hence constantly follows the predefined best practices for its recruitment and selection process. The HR managers at HUL do the personnel planning or the vacancy planning through the below resources.The internetOnline based job portalsEnglish and Hindi news papersOn campus recruitmentAfter completing the personnel planning the HR managers at HUL try to find out which channel of recruitment to be followed.

SAFETY AND HEALTH POLICY FOR EMPLOYEESSafety PrinciplesHUL's Occupational Safety and Health Policy is based on and supported by the following eight Principles.

These Principles have the same status as the Company's Code of Business Principles: All injuries and occupational illnesses are preventable All operational exposures can be safeguarded Safety evaluation of all business processes is vital Working safely is a condition of employment Training all employees to work safely is essential Management audits are a must Employee involvement is essential All deficiencies must be reported and corrected promptlyThis document will form the basis for the concerned Line / Organisations in developing KPI's for their respective functions / sites.Safety & Health PolicyHindustan Unilever Ltd (HUL) recognizes people as its most important asset and is committed to a safe and healthy work environment impacting those working on, visiting or living near our operations. Management at all levels will be responsible and will be held accountable for the occupational safety and health performance of the Company. At the same time it is the duty of every employee to work in a safe manner so as not to endanger himself / herself or his/her colleagues at work and during travel. This is a condition of employment.HUL is committed to make, handle, use, transport, sell or dispose of products, in a safe and environmentally sound manner. HUL aims to prevent occupational injuries and ill health through the following actions: Integrate safety into all business processes. Proactively evaluate risk of occupational injury / illness and implement actions to mitigate the risk. Design, adapt, operate and maintain technology, plants and other facilities within the designated safety criteria throughout their working life. Develop, introduce and maintain safety and health management systems across the Company to meet concern standards as well as statutory requirements for safety and health. Verify compliance with these standards through regular auditing. Set continual improvement objectives and targets and review these periodically to ensure that these are being met at the individual unit and corporate levels. Inculcate safety as a personal value through behavioural intervention at all levels, recognition of positive behaviour and continuous correction of unsafe behaviour. Involve all employees in the implementation of this Policy and provide appropriate training. Provide for appropriate dissemination of information on safety and health at work and travel through suitable communication networks both within HUL and among stakeholders. Implement Mandatory Minimum Standards at Third Party co-packers and dedicated warehouses.

Where does this policy apply? All own/leased sites Manufacturing, Research/Innovation, Offices, Depots, Warehouses In-house purchased services i.e. canteen, travel desk, IT implementation etc. Sites of associates with HUL holding > 24%while carrying out operations of making, handling, using, transporting, selling or disposing off of our productsWho does the policy apply to? All employees at business anywhere Contractors and visitors while at our own sitesWhen does it apply? At work (our employees, contractors and visitors) Travel between home and work of our employees Business related travel including stay out of headquarter All Company organised business events i.e. training programmes, conferences, business related get-togethers, annual sports etc.Implementation ResponsibilityHUL Management at all levels is responsible for Policy implementation. Every site shall prepare a responsibility matrix with respect to this Policy. Such SHE responsibilities shall form an integral part of overall job responsibilities of all employees.

All Unilever and HUL Standards, Rules and Procedures on Occupational Safety and Health, including those that may be specific to a site are integral to this Policy and its implementation. All employees are required to ensure strict adherence.TRAINING AND DEVELOPMENT

The needs of individual are objectively identified & necessary interventions are planned for identified groups, which get rolled out in a phased manner through training calendar.The training and development program is charted out to cover the number of trainees, existing staff. The programs also cover the identification of resource personnel for conducting development program, frequency of training and development programs and budget allocation.Training and development programs can also be designed depending upon job requirement and analysis. Selection of trainees is also facilitated by job analysis.The company has a strong focus on manpower training according to their requirements. The internal training department aims at improving the skill sets relevant to the work profile of employees. This includes improving communication, Different skills, E-mail programming, Operation systems.The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

Training Design:-

The trainer Before starting a training program, a trainer analyses his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees A good training design requires close scrutiny of the trainees and their profiles.Age, experience, needs and expectations of the trainees are some of the important factors that affect training design.

Training climate A good training climate comprises of ambience, tone, and feelings, positive perception for training program, etc.

Trainees learning style The learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics After formulating a strategy, trainer decides upon the content to be delivered.Trainers break the content into headings, topics and ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents Contents are then sequenced in a following manner: From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors: Trainees background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc.

Meaning of training & development according to HUL: -The need for Training and Development is determined by the employees performance deficiency, computed as follows. Training & Development Need = Standard Performance Actual Performance.

Training: Training refers to the process of imparting specific skills. An employee undergoing training is presumed to have had some formal education. No training program is complete without an element of education. Hence we can say that Training is offered to operatives.

Development: Development means those learning opportunities designed to help employees to grow. Development is not primarily skills oriented. Instead it provides the general knowledge and attitudes, which will be helpful to employers in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company.

Carrier Development:-Hindustan Unilever provided both vertical and lateral growth prospects for its employees in all the business units present in India. India was one of few countries where all the different business divisions Research, Development, Testing, Consulting, Sales & Marketing, andSupport had a significant presence. Employees could move between the business units according to their areas of interest. Moreover, employees were provided with exposure to different business units by way of mentoring from senior employees of Unilever.

1.7 PRODUCT & SERVICE OFFERED

PRODUCT & SERVICE OFFEREDHUL Digital Fully Automatic Vending Machine

Advantages of this product:

Hot tea and coffee on your fingertips for 24 hours that too economic. No need to preserve milk and store spices, tea and coffee. Home like tea- coffee without gas stove, utensils and efforts Hot, healthy and pure tea-coffee always.

Usefulness Small office (for 5 or more peoples), corporate offices and shops Factories, banks, showrooms, caterers, school, colleges Pan-cold Drink shops, hotels, guest houses, meeting hall, cinema hall Canteen, fast food restaurant, cyber cafe and public places like clubs

Vending MachineAVending machineis an automaticmachinethat sellsfoodsuch as canned soups and packaged sandwiches,snackssuch aspotato chips,chocolate bars, and candy, hot drinks (coffee,tea, andhot chocolate); colddrinks(juice, bottled water,soft drinks, and in some cases,milkorchocolate milk); or other items such as newspapers and tissue paper.HUL is one of the prominent manufacturer, supplier and exporters of a wide range of vending machines. Apart from this, they also deal in delicious and aromatic Tea and coffee premixes, health drink and beverages.

There are many machines available details below:Machine DetailsPrice

2 Lane Machine (cute model)Rs.14500/-

2 Lane Machine (regular model)Rs.15500/-

3 Lane MachineRs.17000/-

4 Lane MachineRs.19500/-

Below mention are the details of our product and service offered:

CONSUMABLESPACK.RATE/PACK (RS.)

LIPTON CARDAMOM TEA1KG315

LIPTON HOT LEMON TEA1KG265

LIPTON DIET WHITENER750GM.360

TAJ MAHAL TEA BAGS100s130

BRU COFFEE PREMIX1KG300

KNORR TOMATO SOUP1KG600

LIPTON NORMAL SUGAR DW1KG245

LIPTON MASALA TEA1KG315

1.8 Areas of Operation

Areas of OperationOut of Home BusinessHindustan Unilever Limited (HUL) is India's largest Fast MovingConsumer Goods Companywith a heritage of over 75 years in India and touches the lives of two out of three Indians.HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others.With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, packaged foods, ice cream,tea and coffee machinesand water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls and Pureit.Talks about OOH businessOOH is an arm of HUL- Foods business that caters to the on-premise F&B requirements, using state-of-the-art vending machines, liketea vending and coffee vending machineswith branded premixes enabling people to sip their favourite beverages when outside the comfort of their homes. So whether one is at work, or at a mall / multiplex, or in a college cafeteria, or simply waiting at the airport / railway station, they can enjoy their favourite drink at the push of a button.We also into B2B and supply our products directly to caterers, confectionary manufacturers, ship chandlers and others to meet their bulk requirements.OOH business is about providing consumers with arefreshingbranded beverage experiencewhile they are Out of Home,at work, wait and play. We reach our customer beyond their homes, and offer quality service and products.There are primarily 4 verticals in OOH business:-1. Vending2. Institutional Bulk Supplies3. Unilever Foods Solution4. Experience

Where we workProject Laser Beam is targeting the Satkhira district in the South West of Bangladesh and Indonesias Nusa Tenggara Timur (NTT) district.

Fighting malnutritionActivities are concentrating on the Satkhira district in the South West of Bangladesh. Bangladesh is among the most densely populated countries in the world with a high vulnerability to annual monsoon floods and cyclones.Satkhira is especially prone to natural disasters and its ground water is contaminated with arsenic. Regular floods destroy crops, majorly impacting food security. 40% of the population (or 60 million people) are undernourished; 7 million of them are children. Few charities currently operate in the region and no programme similar to Project Laser Beam is in place.The programme is also focusing on Indonesias Nusa Tenggara Timur (NTT) district, which has a population of approximately 4 million people. A number of charities currently operate in the region. Indonesia also has a history of natural disasters and struggles with overpopulation and widespread poverty. It is one of seven countries that are home to two-thirds of the worlds hungry. 18% of the worlds underweight children under five come from Indonesia.

Unilever Sustainable Living PlanProject Laser Beam goes right to the heart of the Unilever Sustainable Living Planwhich has pledged to help more than 1 billion people take action to improve their hygiene habits and to bring safe drinking water to 500 million people. This will help reduce the incidence of life-threatening diseases like diarrhoea.Nutrition is another important part of the Plan. By 2020, Unilever will double the proportion of its portfolio that meets the highest nutritional standards based on globally recognised dietary guidelines. This will help hundreds of millions of people to achieve a healthier diet.

PRODUCTS OF HUL FOOD, DRINK AND WATER PURIFIER

HOME CARE

PERSONAL CARE

1.9 VENDING SCENARIO IN INDIA

VENDING SCENARIO IN INDIAIn India consumption of soft drinks is higher in the urban areas than in rural areas. India is the largest producer of tea in the world accounting for 28% of the total global production, at 857 million kgs. Apart from the major tea players in the country like Brooke Bond, Lipton, etc now metro, cash and carry India, the international leader in sell-service wholesale, is also offering its range of premium tea bags under its H-line and HORECA select brands to cater to the table and kitchen needs of the hospitality industry. Popular flavours in tea are cardamom, ginger, masala, lemon and green tea. With increasing awareness about the health benefits of tea in terms of its antioxidant qualities, consumption of various varieties of tea is expected to increase even more. India is the sixth prime producer of coffee in the world after Brazil, Vietnam, Columbia, Indonesia and Ethiopia. The country accounts for around 4.5% of the global coffee production. Much of the coffee production takes place in the southern states of the country and in the hilly regions of Assam, Nagaland and Arunachal Pradesh. India is famed for its Monsoon Malabar variety.The strategy of installing vending machines in organizations, offices, institutes, etc give huge consumer base which earlier was scattered and was being served by various retailers and roadside Chaiwallas with no guarantee of being served by a particular companys products always. By installing vending machines in offices, companies, and institutes, food & beverage companies are consolidating their consumer base as on an average 2 out of 4 times a consumer consume a particular companys product only. This step also helps in brand building for companies as their vending machines will substantially increase brand visibility and brand recall of their products.Major Companies in the market are as follows:1. HUL2. Nestle3. Cafe Coffee Day4. Godrej5. Georgia6. Amazon

Solutions through Vending Machine:

Following are some reasons for growth of this market:

TIME SAVING COST SAVING VARIETY CHOICE EASY TO USE HYGIENIC LOW MAINTENANCE RELIABLE

The services provided by HUL vending are as follows:

WIDE COVERAGE STRONG RESOURCING SAFETY QUALITY CONSISTENCY

1.10 TECHNICAL SPECIFICATIONS OF VENDING MACHINE

TECHNICAL SPECIFICATIONS OF VENDING MACHINE

2 Lane Cute Model

SpecificationsModel Details

Machine Dimension (W*D*H) mm220*440*625

No. Of Options2

Premix Capacity (Each Lane)1.2 Kg each

Water Tank Capacity20 Litres. (Bubble Top)

Dispensing Rate (Cups/Min.)03-05 Cups

Weight of Machine18 Kg

Max. Load1.4 kw

Power Supply230V AC, 15A

Auto CleaningYes

Water FillingBubble Top

Machine BodyGI Sheet

Top CoverGI Sheet

TrayMoulded

Boiler Capacity2.0 Litres. (Insulated)

Mixing Unit1

Temperature InterlockingNo

Digital Counters (For Each Lane)Yes

Separate Hot Water OptionYes

Password Locking In PCBYes

Half Cup FacilityYes

2 Lane Robo ModelSpecificationsModel Details


No. Of Options2





Max. Load2.2 kw


Auto CleaningYes



Top CoverStainless Steel

TrayMoulded


Mixing Unit2

Temperature InterlockingYes





3 Lane ModelSpecificationsModel Details


No. Of Options3





Max. Load2.2 kw


Auto CleaningYes




TrayMoulded


Mixing Unit3






4 Lane ModelSpecificationsModel Details


No. Of Options4





Max. Load2.2 kw


Auto CleaningYes




TrayStainless Steel


Mixing Unit4






TEA AND COFFEE PREMIXESTried and tested especially by connoisseurs; our premixes are such a beautiful blend of unique flavours; it will be hard to go back. From the biggest coffee, tea andtea bag manufacturers; we offer the best coffee andinstant tea premixes.

Bru Coffee PremixWith the launch of Cappuccino in 2007, Bru pioneered the launch of instant coffee premixes in India for the youth. Bru's specially selected and freshly roasted coffee beans offer a great cup of aromatic coffee

Bru Hot Coffee PremixBRU Hot Coffee Premix provides a rich taste and essence. Specially prepared for coffee drinkers, they contain no artificial flavours, colors and preservatives.

Knorr Soup Powder(Vending)

Soup are the starter that are had before the main course. But people all over the world have soups as snack. We offer nutritionally rich tomato soup powder that are mixed in boi;ed water and served hot. The delicious soup mixes offered by us are prepared from fresh vegitable and spices.

Lipton Cardamom Tea PremixWe offer hot tea with cardamom. We are engaged in offering a wide range of Lipton cardamom Machines. These products are commonly used in restaurants, canteens and various retail outlets.

Hot Lemon Tea PremixLemon flavour brings out that real punch of the fruit and is an excellent choice for a hot or iced tea. We are well equipped with proper warehousing facilities to store our products.

Lipton Dairy WhitenerLipton Dairy Whitener comes with sugar or without sugar. The Dairy Whiteners provide the users a delectable and unforgettable taste.

Other Variants: Lipton Instant Tea Premix Lipton Masala Tea PremixTaj Mahal Tea Bags Brooke Bond Tea Bags

1.11 COMPETITOR PRODUCTS

COMPETITOR PRODUCTS

The three chief competitors of Hindustan Unilevet Limited in Tea and coffee vending business are Nescafe, Tata, Cafe coffee day which have their presence in the market with following products:

Cafe Coffee DayCafe Coffee Day, India's favorite coffee shop where the young at heart unwind. We're a division of India's largest coffee conglomerate, the Amalgamated Bean Coffee Trading Company Limited (ABCTCL) popularly known as Caf Coffee Day. With Asia's second-largest network of coffee estates (10,500 acres) and 11,000 small growers, Coffee Day has a rich and abundant source of coffee. This coffee goes all over the world to clients across the USA, Europe and Japan, making us one of the top coffee exporters in the country.

TATA TEATata Coffee Ltd. Asia's largest integrated coffee and producers of the world's finest coffee is the third largest player in the Industry. This is a natural extension from the Instant Coffee Division, India's first export oriented soluble coffee, which has loyal and satisfied customers all over the world.

Product rangeTata Coffee brings you the freshness of the world's best coffee inA. Coffee premix100% Pure - Tata CafChicory blend - Tata KaapiCoffee premix without sugar - Tata Kaapi without sugarB. Instant teaPlainCardamomLemonC. Tetley Tea bagsPlain tea bagsFlavoured tea bags (Peach, Ginger, Earl Grey, and Masala)D. Dairy whitenerNormal sugarLow sugarSugarlessE. Almond premixF. Hot Chocolate drinkG. Tomato soupH. Roasted coffee beans are also available for vending machines.

NESCAFENestl isthe world's leading Nutrition, Health and Wellness Company. Our missionof "Good Food, Good Life"is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.

TheCompanywas founded in1866 by Henri Nestl in Vevey, Switzerland, where our headquarters are still located today. We employ around 2, 80,000 people and have factories or operations in almost every country in the world.

COMPARATIVE RATE CHARTProductsHULRate per kgNestleRate per kgTATARate per kgOthersRate per kg

Cardamom Tea315300315250

Ginger Tea290290300270

Lemon Tea265250240220

Tea bag15011012090

Coffee300275275250

Soup600550565480

CHAPTER 2 INTRODUCTION TO THE PROJECT 2. INTRODUCTION TO THE PROJECTThis project give a comprihensive idea about the consumption pattern of hot beverage in the institutes. One of the most important business sector in India, the FAST MOVING CONSUMER GOODS (FMCG) sector. The project was an endavour to study the existing Vending business and the HULs presence in it. It also tries to analyze HULs pricing, promotion, marketing strategies, distribution channel and alternatives.It aim at installation of Vending Machines in a company and has been executed in following three stages. Cold Calling. Meeting repesentative admistration/human resource head & negotiations. Installation of Lipton Vending Machine.The task of installiing a Vending machine get accompile after several round of negotiations the respective company representative is made acquainted with the benefit his organization will get with Lipton. For this, a comprihensive cost benefit has to be presented to him to convert the prospect into key account of HUL.Once a order is placed, The Lipton crew along with the distributor install the Lipton Vending machine. Proper and regular technical support is provided for machine management. The Lipton team also trains for a smooth operations of the lipton Vending machine, which will help to maximize per cup cost.

CHAPTER 3 SWOT ANALYSIS

3. SWOT ANALYSIS

Strengths:

1. Strong brand image, price quantity and variety.2. Durability of HUL Vending Machine is higher than other competitors due to fully stainless steel body.3. Machine is fully automated with auto flushing technology.4. Corporate social responsibility.5. Premix of HUL Vending Machine has high quality.

Weakness:

1. Strong competitors.2. Low export level.3. High price of some product.4. High advertising cost.5. Limited success in changing consumption habits of people.

Oppourtunities:

1. Large domestic market.2. Untapped rural market.3. Challenging lifestyle and rising income level i.e. incresing per capita incomeof consumers.4. Brand growth through incresaed consumption depth and frequency of usage.

Threats:

1. Tax and regulatorystructure.2. Slowdown in economy can have an impact of FMCG industry.3. Low priced consumption now present in all categories.4. Seasonality.

CHAPTER 4 CONCLUSION AND SUGGESTION

4.1 CONCLUSIONBefore my SIP, I had very little knowledge about the marketing and its fundamentals. Now after undergoing training for 45 days at HUL there ia tremendous increase in my knowledge about marketing. I have also gained a lot of knowledge about the HUL company and its various products, policies and also about its competitors. The product which I have sold up till now are machine and premixes. Although nobody can claim complete expertise but there is slite change from my point of view. I have learnt about various fundamental and technical aspects, which affect marketing in short and long run.HUL is one of the top FMCG in India with strong retail outlets. It has one of the largest networks in the country and Indias premier online portl is www.hul.ac.inOut of home business has been identified as an important channel to drive growth. The business is confident of growing its tea and coffee business through innovation coupled with an aggressive marketing and distribution drive.Our initiative have help us to estabilish a strong presence in this segment, distribution width of Vending machine has increased.The domestic coffee business achieved excellent growth in volumes and profits. Bru expresso an innovative coffee premix, which delivers a creamy, frothy coffee cup, has also been launched.Through this study product positioning of machine was also known as throughout the internship promotion of machine was done as well as through the survey conduct perception of customer was found favorable as many customer were interested in vending machine after they were given whole information about it. It has positioned itself on two main parameters that are easy in useand pure beverages. 4.2 SUGGESTIONS

Company should try to improve its after sales services to retain its customers.Company should try to reduce the cost of machine as competitors like Nestle, Tata, Godrej, Cafe coffee day etc have lower cost of machine and company prefers cost effective machines.Sometimes especially industry labourers prefer very strong tea. So company can have two option for tea, normal tea and strong tea so that disadvantage of consistent taste can also be removed to certain extent and taste as a hindrance for selling vending machine can also be removed to certain extent.As people are not that interested in looks and metallic body of machine. Company can go for plastic body which could save cost as well as it will be lighter in weight.The delivery of machine should be faster as soon as the deal is cracked..

CHAPTER 5 FUTURE IMPLICATIONS OF STUDY

5. FUTURE IMPLICATIONSThe whole study conducted was useful for many parties.

Firstly, it is useful to company as they got to know what customer mostly prefes in an vending machine i.e what are the most desirable factor required in vending machine by the customer and so that company according to customer need can modify or bring change in machine to increase its sales. They also got to know weather the customer who already have the machine installed in their office are satisfied with the services or not, if not they can go to the customers and solve their problems.

Secondly, it is useful for corporate as well as they can come to know about this product, its features, its advantage and disadvantage and if it is benificial to them they take decision whether to buy machine or not.

Thirdly, it is useful to researchs who are conducting their research on similar topic.

CHAPTER 6OBSERVATIONS & LEARNING

6. OBSERVATION & LEARNINGSome point observed by me in training and literally I have learned. In future I will utilize this steps for fullfill my objective.My thought about HUL during my internship project HUL is Indias largest FMCG company therefore it has covered largest region in india. HUL is working in Urban area as well as rural area also. Integraed and efficient supply chain and well spread manufacturing units. Attractive design and distintive feature of machine. The distribution are required to check quality to maintain standards. Aggresive sales team and capable manpower resources. Better market response in Ujjain city. Excellent range of tea and coffee prmixes providing flexibility of sweetness and diet option for concerned people.

My future benefits from the training I have learned about various market issues and how to handle such issues. I have improved my communication skills. I have also improved my presentation skills. I have understood importance of decipline in corporate life. I learnt about customer handling. How can I intract with customers.

CHAPTER 7RECOMMENDATION

7. RECOMMENDATION

Proper Promotional offers must be introduced. Regular Customer Feedback must be taken. After Sales Service Support needs to be improved. Premixes must be supplied at a nominal charge. Aggressive Marketing activities should be carried out so as to survive in a competitive market.

CHAPTER 8 BIBLIOGRAPHY

8. BIBLIOGRAPHYThere are several source which provided me with the valuable information about Hindustan Unilever Limited. This information helped me in enhancing the affectivity of this presentation.

BOOKS: Kotler, Philip. (1999):Marketing Management Prentice Hall of India Pvt. Ltd., New Delhi. Saxena, Rajan. (2003):Marketing Management Tata McGraw-Hill Publishing Company Limited. New Delhi

Websites: http://www.hul.co.in/ http://www.fnbserviceshul.com/ http://www.google.co.in/ http://www.wikipedia.com/ http://www.financialexpress.com/ http://www.businessworldindia.com/

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