Please Share:: 
India Equity Research Reports, IPO and Stock News
Visit http://indiaer.blogspot.com/ for complete details �� ��
Key Takeaways
Core essence: HUL is investing in categories and channels of tomorrow, to gain from
changing consumption patterns and demographic dividend.
Industry insights
The Indian consumer has come of age. Media explosion, rising income levels and
increasing role of women in the decision making will increase demand for personal
care and processed foods.
Rural India offers huge opportunity and HUL has increased its distribution by 0.6m
outlets to cater to rising demand in rural India.
As far as urban demand is concerned, there is an upgradation wave in urban India
and new products are gaining acceptance at a fast rate.
Modern trade offers huge opportunity for players like HUL to launch new products
and garner higher share.
Company vision and strategy
Focus on new products for tomorrow, like fabric softeners, hair conditioners,
deodorants in personal care, and creamy spread, soy juice, Knorr Soupy and Kissan
Nutrismart.
Channels of tomorrow: strength in modern trade, higher share and profitability.
Capabilities of tomorrow: capture premiumization, portfolio approach with
products across the pyramid.
Sustainability: looking to add 1b consumers globally, with environment friendly
approach.
Gain market share in existing categories and create new categories for the long
term.
Offer high quality products at right prices and strong execution in the field with
better service.
Key triggers/milestones/challenges
Product pricing: competitive pricing with high quality
New launches: to focus on personal care and food products
Competitive intensity: to grow ahead of competition with competitive pricing
Increase in share of higher margin personal care in total sales.
Mr Nitin Paranjpe was appointed
EVP South Asia and CEO Hindustan
Unilever, India in April 2008. He is
CEO & MD of Unilever's Indian
business.
He joined Hindustan Lever as a
management trainee in 1987 and
worked in several sales and
marketing roles. In 1996 he was
appointed Branch Manager for the
south region and in 1999 he became
a member of the Project Millennium
Team.
In 2000, Mr. Paranjpe moved to
London and was involved in a review
of the organisational structure. In
2001 he was Assistant to the Unilever
Chairman & Executive Committee in
London. On return to India in 2002,
he became Category Head-Fabric
Wash & Regional Brand Director
(Asia) for some laundry and
household cleaning brands. In 2004
he became Vice President - Home
Care (Laundry & Household Care)
India.
Mr. Paranjpe holds a BE Mechanical
degree from the College of
Engineering Pune, India and an MBA
in Marketing from Jamnalal Bajaj
Institute of Management Studies,
Mumbai.
India Equity Research Reports, IPO and Stock News
Visit http://indiaer.blogspot.com/ for complete details �� ��
Key Takeaways
Core essence: HUL is investing in categories and channels of tomorrow, to gain from
changing consumption patterns and demographic dividend.
Industry insights
The Indian consumer has come of age. Media explosion, rising income levels and
increasing role of women in the decision making will increase demand for personal
care and processed foods.
Rural India offers huge opportunity and HUL has increased its distribution by 0.6m
outlets to cater to rising demand in rural India.
As far as urban demand is concerned, there is an upgradation wave in urban India
and new products are gaining acceptance at a fast rate.
Modern trade offers huge opportunity for players like HUL to launch new products
and garner higher share.
Company vision and strategy
Focus on new products for tomorrow, like fabric softeners, hair conditioners,
deodorants in personal care, and creamy spread, soy juice, Knorr Soupy and Kissan
Nutrismart.
Channels of tomorrow: strength in modern trade, higher share and profitability.
Capabilities of tomorrow: capture premiumization, portfolio approach with
products across the pyramid.
Sustainability: looking to add 1b consumers globally, with environment friendly
approach.
Gain market share in existing categories and create new categories for the long
term.
Offer high quality products at right prices and strong execution in the field with
better service.
Key triggers/milestones/challenges
Product pricing: competitive pricing with high quality
New launches: to focus on personal care and food products
Competitive intensity: to grow ahead of competition with competitive pricing
Increase in share of higher margin personal care in total sales.
Mr Nitin Paranjpe was appointed
EVP South Asia and CEO Hindustan
Unilever, India in April 2008. He is
CEO & MD of Unilever's Indian
business.
He joined Hindustan Lever as a
management trainee in 1987 and
worked in several sales and
marketing roles. In 1996 he was
appointed Branch Manager for the
south region and in 1999 he became
a member of the Project Millennium
Team.
In 2000, Mr. Paranjpe moved to
London and was involved in a review
of the organisational structure. In
2001 he was Assistant to the Unilever
Chairman & Executive Committee in
London. On return to India in 2002,
he became Category Head-Fabric
Wash & Regional Brand Director
(Asia) for some laundry and
household cleaning brands. In 2004
he became Vice President - Home
Care (Laundry & Household Care)
India.
Mr. Paranjpe holds a BE Mechanical
degree from the College of
Engineering Pune, India and an MBA
in Marketing from Jamnalal Bajaj
Institute of Management Studies,
Mumbai.
No comments:
Post a Comment