The document discusses Project SHAKTI by Hindustan Unilever Ltd., which aimed to solve the challenges of distributing products in rural Indian markets. It notes that 70% of Indians live in rural villages with lower per capita incomes than urban areas. Hindustan Unilever faced two major stumbling blocks in reaching rural markets: 1) the scattered and low population villages resulted in low consumption potential per market, and 2) poor transportation infrastructure made access to remote rural areas difficult and costly. The company addressed this through a rural distribution model that involved both direct coverage of higher population villages by appointing local distributors and stockists, and indirect coverage of smaller villages through star sellers reporting to distributors and stockists.
The document discusses Project SHAKTI by Hindustan Unilever Ltd., which aimed to solve the challenges of distributing products in rural Indian markets. It notes that 70% of Indians live in rural villages with lower per capita incomes than urban areas. Hindustan Unilever faced two major stumbling blocks in reaching rural markets: 1) the scattered and low population villages resulted in low consumption potential per market, and 2) poor transportation infrastructure made access to remote rural areas difficult and costly. The company addressed this through a rural distribution model that involved both direct coverage of higher population villages by appointing local distributors and stockists, and indirect coverage of smaller villages through star sellers reporting to distributors and stockists.
The document discusses Project SHAKTI by Hindustan Unilever Ltd., which aimed to solve the challenges of distributing products in rural Indian markets. It notes that 70% of Indians live in rural villages with lower per capita incomes than urban areas. Hindustan Unilever faced two major stumbling blocks in reaching rural markets: 1) the scattered and low population villages resulted in low consumption potential per market, and 2) poor transportation infrastructure made access to remote rural areas difficult and costly. The company addressed this through a rural distribution model that involved both direct coverage of higher population villages by appointing local distributors and stockists, and indirect coverage of smaller villages through star sellers reporting to distributors and stockists.
Rural Distribution Models 70% Indian Population reside in Rural Villages.
Rural per Capita Income is approx. 44% of that in Urban India.
As HLL sought to reach rural markets, it hit two Stumbling blocks.
1. Size: Scattered Rural Markets
Low per Capita consumption rates
Aggregate Rural Population was tremendous but the potential of each of the 638,000 scattered was very low.
2. Reach: Very low or No air and rail connectivity between Urban and Rural Areas.
Poor Road connectivity.
It took additional cost to access Remote markets.
Appointing a local stockiest was not a viable option.
Rural Distribution Model: Population Number of Villages % of Total Less than 200 114,267 17.9 200 499 155,123 24.3 500 999 159,400 25.0 1000 1999 125,758 19.7 2000 4999 69,135 10.8 5000 9999 11,618 1.8 10000 and above 3,064 0.5 Total 638,365 100% Table A: Distribution of Villages in India HLLs approach to rural distribution
A c c e s s i b i l i t y
Streamline Turnover per market Indirect Coverage Direct Coverage Direct coverage
Factory Depot Stockiest / Distributor Trade
Indirect Coverage Village 1 Village 2 Village 3 Village 4 Village 5 Stockist Streamline