With the liberalization of the Indian economy and the opening of markets to foreign multinational companies such as Procter & Gamble, the Indian subsidiary of Unilever – Hindustan Lever Ltd. (HLL) – was grown under the pressure, sales and profits. HLL had a long and stellar record of leadership in India (with a market share of almost 60%) in categories such as soaps, detergents and shampoos. To penetrate documents HLL innovative approach to rural markets (with a population of less than 1,000), where two-thirds … Read more »

With the liberalization of the Indian economy and the opening of markets to foreign multinational companies such as Procter & Gamble, the Indian subsidiary of Unilever – Hindustan Lever Ltd. (HLL) – was grown under the pressure, sales and profits. HLL had a long and stellar record of leadership in India (with a market share of almost 60%) in categories such as soaps, detergents and shampoos. To penetrate documents HLL innovative approach to rural markets (with a population of less than 1,000), where two-thirds of the Indian population lives with a scheme called “Shakti” (means empowerment). The central question is: How should the company and make it profitable scale Shakti
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from
V. Kasturi Rangan,
Rohithari Rajan
Source: HBS Premier Case Collection
24 pages.
Publication Date: Feb 23,, 2005. Prod #: 505056-PDF-ENG
Unilever in India: Hindustan Lever Project Shakti – Marketing FMCG to the Rural Consumer HBR case solution

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