International Journal of Applied Research and Studies (iJARS)

ISSN: 2278-9480 Volume 2, Issue 6 (June- 2013)

www.ijars.in

Case Study

Rural Marketing: A Case Study on Hindustan Unilever Limited

Author:
Manpreet Kaur *

Address For correspondence:

Assistant Professor, Guru Gobind Singh College for Women, Sector – 26, Chandigarh

Abstract:

In recent years, rural markets have acquired significance, as the overall growth of the
economy has resulted into substantial increase in the purchasing power of the rural
communities. On account of green revolution, the rural areas are consuming a large quantity
of industrial and urban manufactured products. In this context, a special marketing strategy,
namely, rural marketing has emerged. This paper is an attempt to find out the various
initiatives taken by HUL to reach the rural consumer. Hindustan Unilever is the pioneer and
largest player in India’s FMCG market. HUL was the first company to step into the Indian
rural marketing. HUL started its first effort towards going rural 1960’s onwards, through
indirect coverage of accessible rural market through its urban network stockists and
distributors. HUL proactively engaged in rural development in 1976 with Integrated Rural
Development Programme in Etah district of Uttar Pradesh. In 1990, HUL launched
‘Operation Streamline’ for distribution of products to inaccessible rural markets with High
potential using unconventional transport like bullock carts, tractors and bicycles and
appointed rural distributors and star sellers. In 2000, HUL started Project Shakti to reach
inaccessible low potential rural markets. This project has reached 100,000 villages. HUL
embarked upon Project Samuriddhi in 2003 to create sustainable villages in Dadra and Nagar
Haveli. Today HUL’s products touch the lives of two out of every three Indians.

INTRODUCTION

Over the past few years, the rural markets have emerged as one of the most lucrative markets
for Indian companies. In the recent past, many organizations have forayed into rural areas and
this has proved fruitful and beneficial for them. The Indian rural markets provide abundant
opportunities for organizations to enter and operate profitably. The large population base of
rural India enables the companies to earn a reasonable amount of revenue. According to a
white paper prepared by CII-Technopak, the rural market grew at an impressive 25% in the

manpreetkaurleo@yahoo.co.in * Corresponding Author Email-Id

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year 2008 and by the year 2010-11 has grown to approximately 720-790 million customers
with a size of US$425 bn. Rural India has emerged as a large market for numerous goods and
services such as financial services, FMCG, healthcare and telecommunications. In today's
competitive scenario, the rural markets are as vital as the urban markets for marketers.

Rural Markets are Becoming More Important

The rural markets have become a favourable destination for marketing companies in view of
the following reasons:

 Competition in Urban Markets - The level of competition in the urban markets has
intensified and is increasing tremendously. It is also stated by many experts that the urban
markets are almost saturated. Therefore, penetration into rural markets is inevitable for
sustained business growth. The rural markets are relatively untapped and this provides
better scope for growth.

 Changing Consumption Pattern in Rural Areas - The consumption pattern in rural

India and the demand for new products have shown an encouraging trend. The purchasing
power of rural consumers has increased significantly over the past decade. This, in turn, has
transformed the consumption pattern.

 Improved Lifestyle - The rural consumer is no longer dependent only on traditional

products. For instance, in most villages, shampoos have substantially replaced the
traditional product shikakai which the rural people have been using since years. Similarly,
the use of gas cylinders has become popular in place of conventional chulas. Today, the
consumption basket of rural people is not limited to agricultural and allied products. They
are keen on buying modern products that can augment their style of living.

 Huge Population Base - The huge population base in rural India provides a massive
opportunity for the companies to sell their products and services on a sizeable scale. Apart
from a large population, the increased presence of media and higher literacy level has
created a lot of awareness amongst them.

 Rapidly Growing Market - At a conference organized by the Confederation of Indian

Industry (CII-Northern Region), Somak Ghosh, President, Corporate Finance and
Development Banking said, "India's rural markets are growing at double the rate of urban
markets. The total number of rural households has risen from 135 million in 2001-02 to 153
million in 2009-10 giving a tremendous push to the rural retail opportunity." The rural
consumer is changing and is now willing to experiment with new products. On the one
hand, they purchase products of basic necessity, while on the other hand they are even
buying luxury products that can offer some comfort. Therefore, the opportunities in these
markets are quite large and need to be explored.

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Following table shows the contribution of rural market to total all India market:
Table-1: Contribution of ‘Rural Market’ to All– India Market *

*Source – LG Rur al Mar ke ting Report 2006

THE FOUR P’s IN RURAL MARKETING

The 4 Ps of marketing might have to be modified as per the requirements and expectations
of the rural people.

 Rural Product Strategy

The rural markets generally prefer simple and easy to use products. The packaging has
to be convenient and cost-effective. Sophisticated packaging that only adds to the cost
and does not provide any additional convenience is of no help. For instance, the sachet
revolution played a great role in making many consumer products popular in the rural
areas. The product literature should be simple and easy to grasp. The information
provided should outline the functional benefits clearly and in a transparent manner. The
products should be able to cater to the distinct needs of rural customers and provide
value for money.

Examples

o HUL developed a combined soap and shampoo that was cost-effective and also less harsh
on hair than ordinary soaps. HUL launched the new soap-cum shampoo ‘Breeze 2-in-1’

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o LG Electronics launched its Sampoorna television with Devanagari script on-screen

display, which also provided better signal reception in rural areas.
o Bank of India introduced the concept of Bhumiheen credit cards to extend credit card
facilities to landless farmers.
o Nokia has introduced mobile phones for rural markets with features that suit the rural
users such as local language, call limits, etc.

 Rural Pricing Strategy

The rural customer is price sensitive and expects value for money. Therefore, the pricing
has to be in line with this expectation. Marketers have to therefore devise strategies that can
make their products affordable for rural customers. Many companies have opted to offer
their products in smaller units so as to make them more viable for the rural markets. More
importantly, the concept of value engineering should be applied to rural markets to make
the products affordable. This technique involves replacing costly raw materials with
cheaper ones, without sacrificing quality and functionality. This concept has already been
implemented in the food industry, where soya protein has replaced milk protein in many
food products. Although soya protein is cheaper as compared to milk protein, the nutrition
value remains the same. However, if the product belongs to an expensive category like high
end mobile phones, then the positioning has to be done in a way that the product is
perceived as a bundle of utilities by the rural customer, which still provides value for
money in its category.

Examples

o Godrej has introduced its Cinthol, Fair Glow and other Godrej products in 50 gram
packs that are priced at Rs. 4-5, particularly for the markets of Uttar Pradesh, Madhya
Pradesh and Bihar.
o Lux toilet soap is made available in 25 gram packs in rural areas.
o Philips introduced its free power radio, a radio that does not require power or battery for
operation, for Rs. 995.
o Tata Tea introduced a new brand of tea, Agni Sholay, in three different packs to cater to
the needs of all the segments in rural areas. It was priced at Rs. 31.50, Rs. 13 and Rs.
6.50 respectively for 250, 100 and 50 gram packs.

 Rural Place Strategy

All possible efforts should be made to make the products available at the doorstep of the
target audience. Direct contact with the local vendors and retailers has to be established.
Cooperative societies, public distribution system, feeder markets, village weekly markets,

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fairs and festivals can be utilized to ensure adequate distribution of one's products.
Formulating an integrated and efficient channel of distribution remains a challenge for the
marketers. However, several companies have been able to establish a distribution system that
has catered to the rural people efficiently.

Examples

o ITC, through its format echoupal, uses the Internet to communicate and reach out to the
rural people.
o Hindustan Unilever uses vans to deliver its products to local vendors and retailers in rural
areas, thus vastly improving its reach. The delivery vans serve as mobile warehouses.
o Ajanta India distributes its products (toothpaste, toothbrush, shaving cream, etc.) through
the paan wala as well as through chemist stores. The company has approximately 700
distributors all over the country.
o Many companies even use animal carts to carry their products, so that they can reach even
the remotest areas which are not connected by motor able roads.

 Rural Promotion Strategy

The promotional activities should be undertaken through media that are comfortable and
appropriate for the rural areas. Positive word-of-mouth through local reference groups and
opinion leaders is considered as the key to success in the rural markets. Traditional art forms
such as puppet shows and street plays or creating awareness through village panchayat
members can prove to be fruitful. Other methods like distribution of pamphlets, use of mobile
publicity vans and advertising on walls can also assist in establishing a relationship with the
rural masses.

Examples

o Asian Paints selected some opinion leaders in the villages and painted their houses to
demonstrate that the colour does not come off.
o Life Insurance Corporation of India made use of puppet shows to create awareness
amongst the rural people regarding the importance of insurance products.
o ICICI Prudential promoted its product in the haats, mandis and other local markets
organized in the rural areas. It also educated the rural people by advertising through
mobile vans.
o Many companies use folk theatre formats as a means to promote their products. The
Government of India utilized this medium for selling seeds and fertilizers.

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From Four P's to Four A's

The traditional four P's of marketing -- product, price, place and promotion, as outlined above
-- have been replaced by a different framework for analysis. "A number of companies have
worked on various elements of the marketing mix to improve the four A's -- affordability,
awareness, availability and acceptability -- for rural markets," he says. "FMCG companies
innovated on package sizes to introduce low price points. They have customized promotional
strategies for rural markets using local language and talent. Some FMCG players continue to
expand rural penetration (HUL's Project Shakti, Tata Tea's Gaon Chalo). Coca-Cola's
Parivartan program has trained more than 6,000 retailers to display and stock products. Dabur
has created a training module ASTRA (Advanced sales training for retail ascendance) in
several regional languages. A number of auto companies have launched rural-specific
campaigns."

RATIONALE FOR THE STUDY

Over the years, the Government of India and various state governments have been
emphasizing development of rural areas through investments in improving infrastructure,
increasing productivity and by promoting modern agricultural methods. They have also been
formulating and implementing schemes for employment generation. These efforts have re-
sulted in making India's rural economy comparatively more vibrant and prosperous.

This article documents the various initiatives taken by India’s largest FMCG company
Hindustan Unilever Limited to capture the rural market

METHODOLOGY

Primary data is collected through personal contact. Secondary literature is drawn from
proprietary sources available on various websites. The other sources include research papers
published in online and printed journals, news agencies, blogs, etc. The literature sourced has
further been edited and categorised to make it suitable to study the considered objective. This
exploratory research investigates the various initiatives taken by Hindustan Unilever Limited
to reach the rural consumer.

DISTRIBUTION STRATEGIES OF HUL

In rural India particularly, availability determines volumes and market share, because the
consumer usually purchases what is available at the outlet, influenced very largely by the
retailer.
Hindustan Lever Limited has a distribution network which is one of their key strengths that
helps them reach their products across the length and breadth of our vast country. To meet the
ever-changing needs of the consumer, HUL has set up a distribution network that ensures

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availability of all its products, in all outlets, at all times. This includes, maintaining
favourable trade relations, providing innovative incentives to retailers and organizing demand
generation activities among a host of other things.
Therefore, over the decades, Hindustan Lever has progressively strengthened its distribution
reach in rural India, which today has about 33 lac outlets. Direct rural distribution in
Hindustan Lever began with the coverage of villages adjacent to small towns. The company's
stockists in these towns were made to use their infrastructure to distribute products to outlets
in these villages. But this distribution mode could only be extended to villages connected
with motorable roads, and it could cover about 25% of the rural population by 1995.

THE EVOLUTION OF HUL'S DISTRIBUTION NETWORK

The first phase of the HUL distribution network had wholesalers placing bulk orders directly
with the company. Large retailers also placed direct orders, which comprised almost 30 per
cent of the total orders collected. The company salesman grouped all these orders and placed
an indent with the Head Office. Goods were sent to these markets, with the company
salesman as the consignee. The salesman then collected and distributed the products to the
respective wholesalers, against cash payment, and the money was remitted to the company.
The focus of the second phase, which spanned the decades of the 40s, was to provide desired
products and quality service to the company's customers. In order to achieve this, one
wholesaler in each market was appointed as a "Registered Wholesaler," a stock point for the
company's products in that market. The company salesman still covered the market,
canvassing for orders from the rest of the trade. He would then distribute stocks from the
Registered Wholesaler through distribution units maintained by the company. The Registered
Wholesaler system, therefore, increased the distribution reach of the company to a larger
number of customers.
The highlight of the third phase was the concept of "Redistribution Stockist" (RS) who
replaced the RWs. The RS was required to provide the distribution units to the company
salesman. The RS financed his stocks and provided warehousing facilities to store them. The
RS also undertook demand stimulation activities on behalf of the company. HUL soon
realized that the RS would be able to provide customer service only if he was serviced well.
This knowledge led to the establishment of the "Company Depots" system. This system
helped in trans-shipment, bulk breaking, and provided a stock point to minimize stock-outs at
the RS level.
In the recent past, a significant change has been the replacement of the Company Depot by a
system of third party Carrying and Forwarding Agents (C&FAs). The C&FAs act as buffer
stock-points to ensure that stock-outs do not take place. The C&FA system has also resulted
in cost savings in terms of direct transportation and reduced time lag in delivery. The most
important benefit has been improved customer service to the RS.
The role performed by the Redistribution Stockists has also undergone changes over the
years. Financing stocks, providing manpower, providing service to retailers, implementing
promotional activities, extending indirect coverage, reporting sales and stock data, screening
for transit damages are some of the functions performed by the RS today. HUL has grown

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manifold over the years. In the process, the number of factories and the number of SKUs too
have increased. In order to rationalize the logistics and planning task, an innovative step has
been the formation of the Mother Depot and Just in Time System (MD-JIT). Certain C&FAs
were selected across the country to act as mother depots. Each of them has a minimum
number of JIT depots attached for stock requirements. All brands and packs required for the
set of markets which the MD and JITs service in a given area are sent to the mother depot by
all manufacturing units. The JITs draw their requirements from the MD on a weekly or bi-
weekly basis. At present, HUL's products, manufactured across the country, are distributed
through a network of about 7,000 Redistribution Stockists covering about one million retail
outlets. The distribution network directly covers the entire rural population.
In addition to the ongoing commitment to the traditional grocery trade, HUL is building a
special relationship with the small but fast emerging modern trade. Its scale enables HUL to
provide superior customer service including daily servicing, improving their range
availability whilst reducing inventories. HUL is using the opportunity of interfacing more
directly with its consumers in this retail environment through specially designed
communication and promotions. This is building traffic into the stores while yielding high
growth.
An IT-powered system has been implemented to supply stocks to redistribution stockists on
a continuous replenishment basis. The objective is to catalyse HUL’s growth by ensuring that
the right product is available at the right place in right quantities, in the most cost-effective
manner. For this, stockists have been connected with the company through an Internet-based
network, called RS Net, for online interaction on orders, despatches, information sharing and
monitoring. RS Net covers about 80% of the company's turnover. Today, the sales system
gets to know every day what HUL stockists have sold to almost a million outlets across the
country. RS Net is part of Project Leap, HUL's end-to-end supply chain, which also includes
a back-end system connecting suppliers, all company sites and stretching right upto stockists.
RS Net has come as a force multiplier for HUL Way, the company's action-plan to maximise
the number of outlets reached and to achieve leadership in every outlet, by unshackling the
field force to solely focus on secondary sales from the stockists to retailers and market
activation. HUL Way has also led to implementing best practices in customer management
and common norms and processes across the company. Powered by the IT tools it has further
improved customer service, while ensuring superior availability and impactful visibility at
retail points.

HUL’S RURAL MARKETING STRATEGIES

HUL has been at the forefront of experimenting with innovative methods to reach the rural
consumer.

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INDIRECT COVERAGE APPROACH

HUL started its first effort towards going rural 1960’s onwards by indirect coverage of
accessible rural market with high business potential through its urban network of stockists
and distributors. Under this approach company vans were replaced by vans belonging to
Redistribution Stockists, which serviced a select group of neighbouring markets. Rural areas
with lower business potential but accessible were assigned to retail stockist accessing all
villages on fortnightly basis.

OPERATION HARVEST

The reach of conventional media and, hence awareness of different products in rural markets
was weak. It was also not always feasible for the Redistribution Stockist to cover all these
markets due to high costs involved. Yet, these markets were important since growth
opportunities were high. Operation Harvest endeavoured to supplement the role of
conventional media in rural India and, in the process, forge relationships and loyalty with
rural consumers. Operation Harvest also involved conducting of product awareness
programmes on vans.

CINEMA VAN OPERATIONS

These are typically funded by the Redistribution Stockists. Cinema Van Operations had films
and audio cassettes with song and dance sequences from popular films along with also
comprising of advertisements of HUL products.

PROJECT STREAMLINE
In 1998, HUL took its first tentative step to expand rural distribution. The target was to reach
inaccessible rural markets with high business potential. Through Project Streamline, HUL
created a hub and spoke system and appointed sub-dealers who had the opportunity to serve
villages in their vicinity. This project covered villages with population of 2000. The pivot of
Streamline is the Rural Distributor (RD), who has 15-20 rural sub-stockists attached to him.
Each of these sub-stockists is located in a rural market. The sub-stockists then performs the
role of driving distribution in neighbouring villages using unconventional means of transport
such as tractor, bullock cart, etc and transport suitable to interconnecting roads, like cycles &
scooters . The sub stockist is known as the Star seller for that area. The star seller reaches the
product to retailers in villages in his area and collects the money from them as stocks are
purchased by him on credit from the distributor. Hindustan Lever is thus trying to circumvent
the barrier of motor able roads. As a result, the distribution network, as of now, directly
covers about 50,000 villages, reaching about 250 million consumers. The company
simultaneously uses the wholesale channel, suitably incentivising them to distribute company
products. The Streamline system has extended direct HUL reach in rural markets to about
37% of India's rural population from 25% in 1995 and the number of HUL brands and SKUs
stocked by village retailers has gone up significantly.

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HUL has in the recent past established a common distribution system in rural areas for all its
products. Given the number of brands and their packs the rural retailer usually requires, one
HUL representative can take all the products from the company portfolio that he needs. This
common distribution system is now fully operational, under one Regional Sales Manager
exclusively dedicated to rural markets of each region of the country.

While the model served the company well, HUL had little or no control over the distribution
chain. Smaller regional brands would come along, offer better mark ups and sell goods on
credit and take away a significant portion of business in a short span. Significantly, the
shopkeeper who stocked HUL products felt no loyalty to the company and could switch sides
overnight.

PROJECT SHAKTI
Project Shakti was initiated to reach inaccessible rural markets with low potential with a
target to reach villages with population below 2000. Started in 50 villages of Nalgonda
district of Andhra Pradesh, HUL has been implementing Project Shakti since 2001. Under the
project HUL has partnered with Self Help Groups (SHGs) of rural women. SHG were offered
the option of distributing relevant products of the company as a sustainable income-
generating activity. The model hinges on a powerful win-win relationship where the SHG
engages in an activity which brings sustainable income while Hindustan Lever gets an
interface to interact and transact with the rural consumer. A member from a SHG is selected
as a Shakti entrepreneur, referred to as 'Shakti Amma', to become direct-to-home distributors
of HUL products in rural markets. HUL has invested resources to provide on the job training
and support to such Shakti Ammas. The Shakti Ammas receives goods from the HULs rural
distributor which is then sold directly to consumers and retailers in the village. Each Shakti
Amma usually services 6‐10 villages. Shakti Ammas are provided HUL products on a `cash
and carry basis and also avail micro credit from SHG or local Banks wherever required. Wide
range of products relevant to rural customers are marketed through this route – like Lifebuoy,
Lux, Ponds,Wheel, Clinic Plus , Nihar, Pepsodent, Annapurna salt and 3 Roses tea. A typical
Shakti entrepreneur conducts business of around Rs.15000 per month, which gives her an
income in excess of Rs.1000 per month on a sustainable basis. As most of these women are
from below the poverty line, and live in extremely small villages (less than 2000 population),
this earning is very significant, and is almost double of their past household income. For
HUL, the project is bringing new villages under direct distribution coverage. On its
commencement in Andhra the project resulted in 15% increase in rural sales in Andhra. HUL
extended the project to other states of the country. Currently, there are over 45,000 Shakti
entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million
homes. Plans are being drawn up to cover more states, and provide products/services in
agriculture, health, insurance and education. This will both catalyse holistic rural
development and also help the SHGs generate even more income. This model creates a
symbiotic partnership between HUL and its consumers, some of whom will also draw on the
company for their livelihood, and helps build a self-sustaining virtuous cycle of growth.

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In 1999, HUL stated its policy to double its turnover in next five years. It took ten years to
double its sales. This was achieved with the help of initiatives taken by the company at rural
level. HUL implemented innovative projects of ‘Project Shakti’ and ‘Operation Bharat’ and
result is shown the following table:

Table-2: Financial Performance of HUL –10 Year Track record **

** Source - HUL Corporate website. www.hul.co.in

THE LAST MILE CHALLENGE – Project Shakti – Extended Through Shaktimaan

In expanding its reach to villages with a population below 2,000, HUL is making use of the
men folk in Shakthiammas’ families enabling HUL to service an additional 200,000 villages.
Each Shaktimaan is given products to sell as well as a sturdy bicycle to take to villages within
a 5-kilometre radius. Only 20,000 top performing Shaktiammas have been given the option of
having their men folk work with them. The number of products or SKUs they carry is
restricted to about 50. HUL had initially estimated it could add about 300,000 stores through
this route but has already received suggestions on 400,000 stores that can be added.

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Table-3: HUL Rural Distribution Snapshot ***

*** Pictorial representation of HUL Distribution Network

HUL’s “Khushiyon Ki Doli” – A new Campaign Strategy

The latest brand building initiative by the HUL in the rural India is “Khushiyon Ki Doli”.
The main motto behind the campaign is to create awareness with the use of technology and
engaging the common mass. Four set of dolis or palkis are moved all around the village.
Equipments like LCD TV, a DVD Player and a small generator is there in each of these dolis
or palkis. The village housewives are the main target of audience. The wide ranges of HUL’s
products commercials are shown on the LCD’s. As a common human habit it has been
observed that the rural masses always look upon the urban mass. HUL’s new campaign can
easily grasps the attention of rural housewives and children. As soon the LCD’s are on, the
rural crowds stands in awe keeping close view of the video with full concentration since it’s
something new for them. The commercials of Surf Excel, Close Up toothpaste, Huggies
diapers etc all have enchanted the rural lot. To make the campaign more interesting HUL has
also organised few games at the end with prizes like special offers on bundles of products few
sachet as prizes.

Khushiyon Ki Doli, which was launched in 2010 in three states – Uttar Pradesh, Andhra
Pradesh and Maharashtra – was an outstanding success. Through this initiative more than
one crore (10 million) consumers were contacted directly in more than 28,000 villages
across these three states in 2010. Through this initiative about 170,000 retailers were also
contacted in these villages in 2010. In 2011, HUL extended this initiative to five states –

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West Bengal, Bihar, Maharashtra, Andhra Pradesh and Uttar Pradesh, thereby covering
around 70K villages, 25 million consumers and 4 lakh retailers.

Three stages of the programme:

The module follows a three-step process, starting with awareness, moving on to consumer
engagement and finally retail contact.

The first step of spreading awareness is achieved through a team of promoters who head to
each village and invite the villagers to a point what is known as ‘Mohallas’. At the meeting
point ‘Mohallas’ make them aware of the company, its products, their benefits & healthy &
hygiene habits. In every village, there are about 4-5 teams who conduct these events in local
language / dialect for small focused groups so that it allows for greater engagement and
involvement for the consumers. During this activity, brands are introduced with the help of
TVCs & short AV's that are played continuously. The promoters by way of ‘live’
demonstrations bring alive the hygiene benefits of using such brands, which in turn shall
improving the quality of their daily life. To increase the ‘fun’ element and enhance
involvement, promoters also conduct simple quizzes and games around the brands and daily
hygiene habits. As part of this activation, we offer schemes both for the participating
consumers and also local retailers for generating trial among consumers,this helped in
enhancing availability at village retail point.

Post the mohalla activity, the promoters go from home to home and conduct consumer home
visits to generate trial where they offer attractive promotions / purchase schemes to the
consumers. Similarly, there is another team which visits all the shops in the village which
ensures improved availability and visibility of our brands.

FUTURE INITIATIVE - Gateway to Rural: Beyond FMCG

Hindustan Unilever Ltd (HUL), which targets to have a million outlets in rural areas by 2011-
end, has initiated a project named 'Gateway to Rural: Beyond FMCG'. In a bid to penetrate
deeper into rural India in a cost-effective manner, the company is in talks with telecom firms,
banks and financial services companies to create a joint distribution model to cover India's
6.38 lakh villages. In light of this HUL has initiated a pilot project with India's largest bank,
the State Bank of India (SBI) in Maharashtra and Karnataka. HUL's Shakti Ammas, have
doubled up as customer service-providers and opened around 1,000 accounts for rural folk. If
this exercise proves scalable, HUL plans to roll it out across the country over the next 12
months.

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CONCLUSION

HUL has been following a sustained approach to tap the vast potential of India’s rural market.
The evolution of HUL’s rural marketing strategies from an indirect approach to rural area to
the door step marketing through Shaktiamma shows that the company has come a long way
since it took its first rural initiative back in the 1960’s. A variety of changes are on the
horizon which would impact rural distribution plans of HUL -

 Technology of digital maps – to study existing rural distribution reach and to draw up
plans for increasing reach. Maps help for smarter route planning.
 Improved road infrastructure across the country leading to improved access to even
remotest of villages.
 Reach of Television to rural area has rural consumers watching all programmes and
ads as in the city. Aspiration to use same products as city folks is on the rise and
buying habits of rural consumers is changing accordingly.

References

1. Azad, Priyanka(2010, November), “Go Rural: Marketing Mantra for the Competitive
Era” Marketing Mastermind, pp.20-23.
2. Baijoor, Harish. (2009, June18). Knowledge@wharton.
3. Krishnamacharyulu, C.S.G. and Ramakrishna, Lalitha (2002). Rural Marketing.
4. Paul,Nidhi(2010 May),HUL’s “Khushiyon Ki Doli” – A new Campaign Strategy.
www.technospot.in

5. Ramkishen,Y. (2004, 2nd Edition). Rural & Agricultural Marketing.

6. Sestiamohan, V.V. Narayana, M.S & Babu, Ramesh(2008, December), “Rural
Marketing: Understanding Rural Markets: A competitive edge in tapping the potential
in Rural India”, Marketing Mastermind, pp.37-42.
7. Srivastava, Samar. (2010, September). Hindustan Unilever’s Bharat Darshan,Forbes
India.

8. Srivastava, Arpita. (2008, November), “Effective Product Positioning Strategies for

the Rural Markets – A Winning Proposition”, Marketing Mastermind, pp.42-47.
9. Subramanian, Samanth. (2009 March), “ Mother of all rural marketing schemes”.
www.livemint.com
10. Vijayraghavan, Kala. Malviya,Sagar. (2011 May), “Hindustan Unilever taps banks,
telecom firms to reach rural India wider”, www.economictimes.indiatimes.com
11. HUL Corporate website. www.hul.co.in

Manuscript Id: iJARS/ 506 14