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Corporate Strategy Followed by HUL
Corporate Strategy Followed by HUL
• Improvement in Portfolio Products: The company invests a good amount of its fund in the
research and development to continuously improve their existing products and come up
with something new that will provide more value to the customers.
The company continue to lead the digital transformation with significant investments in
advanced data analytics, automation, robotics and artificial intelligence across the whole
value chain. They are collaborating with experts, cultivating an entrepreneurial mindset in
their employees and driving transformative experiments to unlock value in their journey
from mass marketing to massive customisation.
Change in job management structure and capacity building : Apart from physical and
mental health, the Company focuses on continuous learning and building organisational
capabilities of its people:
Sparkle: It is a technology tool designed for capability management of shop-floor Blue
collar employees.
Unilever Future Leaders Programme (UFLP): Your Company identifies talent early and
invests to build capability through this flagship programme.
70:20:10 Capability Building: Your Company follows the 70:20:10 capability building
approach with 70% capability built on the job through live assignments, 20% through
coaching, short-term projects and exposures and 10% through classroom, virtual and e-
learning.
People Planning Processes: Leaders at each level review and assess talent on both, the
“What” and the “How’” of performance through an objective process. Capability building
and career plans for talent form an integral part of this process.
Growth through Diversity of Experience: Job rotation and diversity of experiences are
integrated at all stages of the employee career.
Develop deep level expertise: Job rotation and diversity of experiences are integrated at all
stages of the individual’s career.
Consumer preferences are changing. They are taking newer paths for purchasing brands and
increasingly seeking brands that are purpose-driven and which they can trust. HUL Sustainable Living
brands are a key differentiator in this regard. The company is continuously building brands with
purpose. It is constantly innovating across its portfolio to address the unmet needs of the
consumers. HUL is focused on strengthening the core, entering new segments and speeding up
innovation cycles. With rapid digitisation and changing consumer preferences, it is customising
brand messages for different communication channels – traditional and digital. HUL is developing
new markets for its brands through on-ground sampling as well as marketing their ‘trial packs’. To
capitalise on the growing trend of ‘naturals’, they have built a strong portfolio of brands and
products. HUL is constantly evaluating and innovating its ‘naturals’ portfolio to win in the future.
To win in the marketplace, HUL has a robust Customer Development agenda. It works with
customers to understand consumer demand, focus on fulfilling the demand and tirelessly create new
demand through market development. This is driven by the ‘Winning In Many Indias’ (WiMi) strategy
that allows it to get closer to customers and consumers by providing tailor-made products across
categories and geographies. As far as demand capture is concerned, its focus has been on driving
quality of coverage and increasing the assortment using data-centric and analytical approach. With
respect to demand fulfilment, process and technology interventions have been used for improving
service and efficiencies. For demand-generation, HUL strategy encompasses winning in traditional
trade, winning in ‘route-to-market’ as well as winning in emerging channels like modern trade and e-
commerce.
The workforce of the company is their biggest strength. They are driven by purpose and are fully
empowered to excel in our fast-changing market. The company continuously strive to develop the
right capabilities and skills needed for different ways of working and new entrepreneurial leadership
qualities.
The success of HUL depends largely on their ability to attract and retain the most talented
individuals. They motivate and inspire them with a mission and a purpose that resonates with the
long-term aims and the values of the Company. HUL retained the 'No. 1 Employer of Choice'
amongst key business schools for the seventh year in a row. HUL has been driving employee well-
being through several initiatives focused on the four aspects of well-being – Physical, Mental,
Emotional and Purposeful. The employee agenda focuses on creating a balanced and inclusive
workforce. This focus not only underpins the Company’s longstanding values, especially tolerance
and respect, but also guarantees the diversity of thought and ideas on which our business depends
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