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Unilever in India : hindustan lever's project shakti--marketing FMCG to the rural consumer / V. Kasturi Rangan & Rohithari Rajan. [Case Study]

By: Rangan, V. Kasturi.
Contributor(s): Rajan, Rohithari.
Material type: materialTypeLabelBookPublisher: Boston, MA : Harvard Business School, 2005Edition: Revised: June 27, 2007.Description: 24 p. : ill, map ; 30 cm.Subject(s): Market Entry and Exit Business Subsidiaries Multinational Firms and Management Consumer Products Industry Beauty and Cosmetics Industry IndiaDDC classification: Summary: With liberalization of India's economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever--Hindustan Lever Ltd. (HLL)--was under pressure to grow revenues and profits. HLL had a long and stellar record of market leadership in India (with market shares of nearly 60%) in categories such as soap, detergent, and shampoos. Documents HLL's innovative approach to penetrate rural markets (with populations less than 1,000), where two-thirds of India's population lives, with a scheme named "Shakti" (meaning empowerment). The central question is: How should the company scale Shakti and make it profitable?
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Case Study Indian Institute for Human Settlements, Bangalore
CS0018 (Browse shelf) Available CS0018

With liberalization of India's economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever--Hindustan Lever Ltd. (HLL)--was under pressure to grow revenues and profits. HLL had a long and stellar record of market leadership in India (with market shares of nearly 60%) in categories such as soap, detergent, and shampoos. Documents HLL's innovative approach to penetrate rural markets (with populations less than 1,000), where two-thirds of India's population lives, with a scheme named "Shakti" (meaning empowerment). The central question is: How should the company scale Shakti and make it profitable?

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