MARKETING MANAGEMENT

ORGANISATION REPORT ON

HINDUSTAN UNILIVER LIMITED

Submitted by
ETHISHAM J (200292601015)
GOKULAKRISHNA. R (200292601018)
RAMYA J (200292601049)

MASTER OF BUSINESS ADMINISTRATION

www.crescent.education

JULY 2021

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 CRESCENT INSTITITE OF SCIENCE AND TECHNOLOGY

BONAFIDE CERTIFICATE

Certified that these MARKETING MANAGEMENT report on “HINDUSTAN UNILEVER

LIMITED” is Bonafide work of ETHISHAM J (2000292601015), R. GOKULAKRISHNA

(2000292601018) RAMYA J (200292601049), Who carried out the project under my

Guidance.

SIGNATURE

Dr. CHANDRIKA SRINIVAS

PROFESSOR

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CHAPTER TITLE PAGE
No No
TABLE OF TITLE
1 HINDUSTAN UNILIVER LIMITED 4
1.1 Marketing objective of the study 4
2 HUL product mix 4
2.1 Product line 5
2.2 Product width 5
2.3 Product depth 6
3 STDP strategies 6
3.1 Market segentation 6
3.2 Target strategies 6
3.3 Positioning strategy 7
4 Level of product in HUL 7
4.1 Core benefit 7
4.2 Generic brand 7
5 Competitors of HUL 8
6 Product life cycle 9
6.1 PLC of lifebuoy 9
6.2 Four stages of PLC 9
6.3 PLC of dove 10
7 Pricing strategies 11
7.1 Pricing strategy of LUX 11
7.2 Pricing strategy of Lifebuoy 12
8 Channels of distribution 13
9 Sales promotion scheme 14
10 Public relation 15
11 Digital marketing 15
11.1 Strategies of HUL 16
12 Summary of SEMA report 2021 16
13 Summary of the assiginment 18

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 1- HINDUSTAN UNILIVER LIMITED
Hindustan Unilever Limited (HUL) have149,000 people across the world, over 400 brand
names in over 190 countries, a global company with a global purpose. It is a subsidiary
of Unilever, an Anglo-Dutch company. Its products include foods, beverages, cleaning
agents, personal care products, water purifiers and other fast-moving consumer goods. With
over 85 years of heritage in India, HUL is India’s largest fast-moving consumer goods
company. On any given day, nine out of ten Indian households use our products, giving us a
unique opportunity to build a brighter future. We are known for our great brands, the positive
social impact.

1.1 Marketing Objectives of the Study.

The main objective of this project is to find, what are the steps Hindustan Unilever Ltd.is
adapting to be market leader and to differentiate itself from its competitors.
• To study various brands of HUL.
• To study the competitive brands in the market of home care products food brands,
personal care products.
• To find the market share of the HUL brands and its competitive brands.
• To determine the key areas of strength and weakness for HUL brands, to develop a
promotion plan for brand communication of the HUL.
• To study a various marketing strategy of HUL.

2- HUL PRODUCT MIX

2.1. Product Line
A group of related products manufactured by a single company.For example,a cosmetic
company's makeup product line might include foundation,
concealer,powder,blush,eyeliner,eyeshadow, mascara and lipstick products that are all
cosely related. The same company might also offer moce than one product line. Product
line of HUL shown below:

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2.2Product Width:
Product width means number of different product lines carries by the company and as per as
HUL is considered the company has following product width viz;
PERSONALWASH
Personal SKINCARE AND COSMETICS
Care HAIR CARE
DEQDORANTS
ORAL CARE
FABRIC CARE
Home KITCHEN AND FLOOR CARE
Care
TEA
Food COFFEE
FOOD
ICE CREAM
Consumer WATER PURIFIER
goods

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2.3 Product Depth:
The amounts of sub-products offered by a business within a particular line of products.
Increasing a company product depth can involve adding new related products o an existing
product line or increasing the number of varieties of a particular product offered. The product
line depth of the company can be depicted from the following table give below.

LUX
Lux Weight 100 gm.120 gm.150 gm
Lux Almond 100 gm.120 gm.150 gm
Lux Orchid 100 gm.120 gm.150 gm
Lux Fruit 100 gm.120 gm.150 gm
Lux Saffron 100 gm.120 gm.150 gm
Lux sandalwood 100 gm.120 gm.150 gm
Lux Rose 45gm. 100gm.120 gm.150 gm
Lux International 45gm. 100gm.120 gm.150 gm
Lux Chocolate 100 gm 120 gm.150 gm
Lux oil and Honey Glow 100 gm 120 gm.150 gm

3- S-T-D-P STRATEGIES OF HUL

3.1. Market Segmentation

✓ The company claims that LUX is the highest selling beauty soap in Bangladesh.
Moreover, some survey reports also reveal the same result.
✓ Though LUX is the highest selling beauty soap in Bangladesh, it does not go for
traditional mass marketing. Moreover, as a beauty soap LUX does not even segment
its market according to gender.
✓ The SEC divides the population in five segments starting from A to E, where A
categorizes the highly educated and high-income earners holders and sequentially
in descending order categorizes the opposite.

3.2. Targeting Strategies

LUX is not a highly expensive but an affordable product. That is why the company targets
urban and sub urban upper middle- and middle-class people who are the second highest
population of segment of the country. From the segmentation of customer according to SEC
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they target category A, B and C, because they are assumed to be financially well-off and can
afford to buy LUX.
3.3. Positioning Strategies
• Positioned as a film stars choice
• Product extensions— Fragrance and ingredients
• Variants like moisturizer, sunscreen & cleanser Reach their target market through
Advertisement
• Price Range: brands positioned at different price points.

4- LEVELS OF PRODUCTS IN HUL

4.1. Core Benefits.
• Soft moisturized skin.
• Swiss moisturizers.
• Fragrance composed by the world's best perfume experts.
• Infused with the fragrance of delicate white florals and Swiss moisturisers.
• Gently cleans and leaves skin smelling beautifully fresh.
• feel fabulous every day.

4.2. Generic Brand

LUX Is Generic Brand Widely Used by all Segment of Society, so company should consider
all segment of society while launching its different type of product. Customer like best quality
product on any price, so company should use latest technology to their products and provide
best quality to the customers. Customer’s behaviour always looks for some extra benefit with
purchasing. They demand for affordable price for product and good schemes with purchasing.
Company targets only youth between 15 to 35 years who are conscious of beauty and skin but
in current scenario all people are more conscious regarding their skin and beauty, so company
should also consider them while manufacturing the product. The company has to give some
discounts or offers at the time of special occasions i.e., festivals. Visual media is the best for
LUX Soap because most of the respondents well aware of TV programs, Ads give along with
special programs in popular TV channels to increase the sales. And also, people are well
known about the celebrity which shows in the advertisement of the lux soap.

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 5- COMPETITORS OF HUL

ITC PROCTOR & GAMBLE

COLGATE PALMOLIVE NESTLE

LOREAL DABUR

GODREJ PATANJALI

EMAMI MARICO

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 6- PRODUCT LIFE CYCLE

6.1 Product life cycle of Lifebuoy

One of the oldest brands of HUL & positioned as health and hygiene soap, Lifebuoy. It had
completed more than 110 years of a life cycle; a brand still enjoys a strong consumer faith
in FMCG markets.

6.2 Four stages of PLC:

Market Development: (1895-1930)

• Lifebuoy entered Indian shores as an effective disinfectant in 1895 targeting

Indian blue collared men and later on children and women.
• Successfully accepted with the promise that the soap kills germs and keeps the
body healthy, the price penetration was rapid.

Market Growth: (mid 1930-1969)

• By mid-1930s demand for lifebuoy increased to such an extent that lever

started manufacturing lifebuoy at several places in India.it is (only monopoly) of
the “health and hygiene” product platform

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 • Advertising efforts were limited due to high costs involved in print and other
media sources and they focused majorly on hard working, savings-minded and
economic class of people.
• 70% of the total population adopted lifebuoy as a routine and day-to-
day requirement.
• By 1967, company ranked one among the top five private sector firms in terms of
sales with a turnover of INR932.8 million.
• Consumers picturized any red soap as a lifebuoy.

Market Maturity: (1970-1992)

• During the late 1970s witnessed the signs of maturity with sales growth but at a
slower pace due to increased competitors.
• Liberalization of markets during the 1990s, soap industry witnessed rapid growth
and consumer markets flooded with a wide variety of new soap products.

Market Decline: (1996-2000)

• Monopoly was challenged due to increase in a number of competitors amongst

the soap bar manufacturing sectors.
• As the income level increased, people preferred expensive soaps. The high
growth rate of services sector at the rate of 10.5% during 1999-2000 compared
with 7.1% during 1993-94.
• With consumers demanding more benefits in soap market, sales of
lifebuoy’s carbolic soap started diminishing in rural markets.
• By 1996, growth fell from 69% in 1992 to 45% in 1996.
• End of 20th century, lifebuoy witnessed a steady decline in market share.
• Lifebuoy’s marginal growth of 4.5% during 2000 marked a decline of its PLC.

6.3 PLC of Dove:

The new product Dove Deep Pure face wash grew extremely quickly in the market due to the
strong reputation and the success of many products launched by the brand in skin care
category earlier. Their products have been in the market for over five decades.

The product Dove Deep Pure is in the “maturity” stage. The product has cleansing,
moisturizing and scrubbing properties. It is an all season product and can be used entire year.
Thus, the life cycle of the product can be called as a long period.

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 The product life cycle for the women’s face wash would be considered to be in the mature
stage of the cycle. As a whole, Dove is trying to maintain the status and maturity of the
brand’s face wash.

POTENTIAL GROWTH PRODUCT SEGMENT

1. The acne face wash, is considered to be in the growth phase. It was launched few years
ago. The brand does not have much visibility in the acne section where players like
Himalaya, Neutragena have captured a considerable share of the market.
2. The men’s care line within Dove’s brand has much more room for growth due to the fact
that their market share is much lower than other women’s brands.

QUALITY AND PROMOTION

Outside of the “offers” tab on their website, Dove realizes how important the health of their
consumer’s skin is and takes pride in the quality of its products. Dove has the option for
loyal customers to become a Dove Insider, which includes first-looks at products and
exclusive savings.

7- PRICING STRATEGIES

7.1 Pricing strategy of LUX

Lux is a product which speaks to the middle class and target a large volume of customers.
Lux is highly economical and is positioned as an affordable Luxury soap for all. The price of
the soap ranges from Rs 5 to Rs 40 for different SKUs. Lux focuses on being a cost leader
and has adopted a competitive pricing mechanism in its marketing mix so as to compete with
other players and survive in the market. This is further achieved by being a mass producer
which has resulted in achieving economies of scale. The first mover advantage that Lux had
has resulted in it being a market leader in 5 countries. Thus the pricing strategy of Lux soaps
and gels has enabled the brand to retain its position as a market leader. The new products or
variants also launched by Lux are priced keeping in mind the consumer's purchasing power
and hence the brand always ensures its products are affordable.

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7.2 Pricing strategy of lifebuoy
Lifebuoy is one of the most popular and used soap brands in India. In urban and rural
markets, the brand has gained a familiar and likable status due to its penetrating pricing. A
125 gm lifebuoy soap costs about Rs26. Bodywash costs around Rs175. Lifebuoy keeps its
product prices relatively lower than the prices of its competition. Hence the pricing strategy
in its marketing mix is mostly driven by competition. This has been an advantage for the
brand and has led to making it one of the most popular choices among Indians.

8- CHANNELS OF DISTRIBUTION OF HUL

1. HUL Distribution ModelOverviewHUL’s (previously known as HLL) products are

distributed through a network of 4,000 redistributionstockists, covering 6.3 million
retail outlets reaching the entire urban population, and about 250 millionrural
consumers.: Indirect Phase 1A: Van coverage model; Phase 2: Phase 3: Project based
direct (fixed distributor based in Operation Shakti for smaller route) coverage for large
village to supply Streamline villages (<2000 large villages (pop. to smaller nearby
(Star Sellers) pop.) 50,000) villages

2. Rural Distribution ModelPhase 1A: Direct CoverageHUL appointed a common

stockist to service all outlets within a town and sell a limited selection of thebrand
portfolio.

3. Phase 2: Operation StreamlineGoods are distributed from C&F agents to rural

distributors, each one having 15-20 sub-stockists (StarSellersStar Sellers would
purchasestock from a local distributor and then distribute stock to retailers in smaller
villages using local meansof transport (e.g. motorcycles, rickshaws).Phase 3: Project
ShaktiProject Shakti targeted the very small villages (<2,000) and tapped into pre-
existing women’s Self HelpGroups (SHGs. Project Shakti has beenexpanded to
5,00,000 outlets.

4. How HUL expanded its distribution networkPreviously . Network of 2,700

redistribution stockists and sub-stockists to supply products to stores in large villages.
For smaller villages with a population of less than 5,000, its products were sold
through wholesalers. Shopkeepers from these villages would travel to these
wholesalers and to pick up their supplies as and when it suited them..Late 1990s -
Project Streamline Created a hub and spoke system and appointed sub-dealers in 2001
Expanding its reach through Project Shakti, where it used women entrepreneurs in
distant villages to stock and sell its brands. Based on this insight, the company set
aboutgetting its redistribution stockists to start offering as many as 250 SKUs to stores
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 in villages with apopulation of over 5,000.. Most distributors make about 2-2.5 percent
on the goods sold.

5. Rural distributors usually have two weeks’ worth of stock with shopkeepers and one
week’s worth ofinventory, which allows them to turn them over 17 times a year
leading to a return of at least 34percent. This takes care of their cost of capital as well
as allowing them to invest in technology. In other places, mobile phone applications
are used to key in this data, which is then automaticallyuploaded.HUL can now get
almost real-time information on consumer behaviour and demand patterns, instead
ofhaving to rely on its distributors for such dataHUL often partners with its
distributors to help them raise capital and maintain their business.Other InitiativesLast
Mile ChallengeIn villages with a population of below 2,000, use of the men folk called
Shaktimaan, who is givenproducts to sell as well as a sturdy bicycle to take to villages
within a 5-kilometre radius.

6. Perfect StoresAimed at improving availability by maintaining and building assortment

in outlets and ensuring bettervisibility of HUL products at the point of
purchase.Project ExpressPartnering with businesses like mobile telecommunications,
which have a similar wide reach. We havepartnered with Tata Teleservices Limited to
increase our rural foot print and give a fillip to ruraldistribution as well as the earnings
potential of Shakti.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
minimumnumber of JIT depots attached for stock requirements. All brands and packs
required for the set ofmarkets which the MD and JITs service in a given area are sent
to the mother depot by all manufacturingunits.

9- SALES PROMOTION SCHEME

Hindustan Unilever is a very large company with lots of brands and products so its promotional
policies are varied and extensive. It has taken the help of advertisements to create
consciousness about its products. Sharing product knowledge through the print media like
periodicals and various newspapers is also a good promotional strategy.

Sometimes coupons are attached with local newspapers to advertise and promote the products.
Hindustan Unilever has utilized the electronic media for its promotions as the ads are on
television at regular intervals. It has also posted detailed information about its products along
with advertisements on the websites to maintain consumer awareness. Hindustan Unilever has
maintained attractive product appearances with detailed and complete information about the
product on its packaging in at least three languages.

Discounts are provided along with various schemes to attract the customers during off seasons
and during special occasions. Sales push is also possible through various contests, free
samples, and lowered prices of introductory products and endorsement of products
by celebrities. Sakshi Talwar is associated with Vim, Yami Gautam in Kwality Walls, Actor
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Kareena Kapoor is associated with Lakme, Actor Kajol is associated with Knorr soups, and
Varun Dhawan in Ponds men’s range and Anoushka Sharma is associated with Bru. In order
to arouse the interest of the consumers various staffs’ are hired who provide a live product
demonstration through the stalls at particular public places.

ADVERTISING COMPAIGNS

NEWSPAPER ADVERTISEMENT

TV COMMERCIALS

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Presenting its new proposition on glow, beauty brand Lux has relaunched its product line with
its latest campaign titled ‘Chand Sa Roshan Chehra’, starring star couple Kareena Kapoor
Khan and Saif Ali Khan. Inspired by popular cultural references on moonlit glow and
beauty, Wunderman Thompson South Asia has tailored the campaign for multiple regions
within the country with multilingual songs, all perfectly embodying the ‘glowing’ proposition
of Lux’s product relaunch.
10-PUBLIC RELATION

In 1998-99, HUL (then HLL), launched a direct consumer contact project – ‘Project
Bharat’, which covered 2.2 crore households. Each household was given a box which consists
shampoo, talcum powder, tooth paste and skin cream, along with educational and instructional
literature. This project has helped HLL to eliminate barriers to trials and protect product and
brands.
In 2001, HLL launched project ‘Shakti’, under which self-help-groups are given the option of
distributing companies product as sustainable income generating activity.
In 2002, HLL launched another project, ‘Lifebuoy Swasthya Chetna’, which aims to cover 5
crore people in 15,000 villages in ten states to generate awareness about good health and
hygiene.
‘Project Sunlight’ launched in 2010, aims to make sustainable living desirable by inspiring
people to look at the possibilities of a world where everyone lives well and within the natural
limits of the planet

11-DIGITAL MARKETING
According to 2020 report Currently, over 80 experiments are underway to accelerate the
company's journey on digital transformation,

"They a five-pronged strategy to continue to thrive drive purpose into our brands and enhance
societal impact, build a future-fit organisation, nurture talent in the new age, innovate for the
future, and reimagine the business across the value chain by leveraging data and technology,"

Marketing has always been a strength area for HUL. However, this time HUL wanted to
connect with its consumers at a level which was deeper than just looking at consumer as mere

15
revenue generating agents. It wanted to look at them as people rather than just consumers. That
is when HUL incorporated digital channels into its mainstream marketing strategy.
It adopted a digital framework internally, called ‘Turbo charging digital’. That became the key
enabler in their ‘Crafting Brands for Life’ approach putting people first in whatever they do
and unlocking the magic of their brands.
A breakthrough innovation soon was born out of the turbo charging agenda. It was called the
Digital Command Centre.

Approach and strategy Adopted by HUL

A Digital Command Centre is an integrated brand communications facility that enables real-
time management of marketing campaigns. It has state-of-the-art tools for advanced digital
listening and monitoring trends that enable marketers to respond immediately to conversation
opportunities on the web.
HUL’s Digital Command Centre enabled its brand teams to translate real-time data and metrics
into information and subsequently into insights. Features like real-time visualization of key
performance parameters, trends dashboards and analytics allowed HUL to make effective
dynamic and instantaneous decisions that helped build the company’s online presence.
The command centre was actually developed in partnership with Mindshare and featured
live data-streams and technology curated with other key global digital partners. if the
countrycan bend the growth curve and deliver a consistent growth rate of 9 percent and
above, it could transform into a USD 10 trillion economy by 2032.

12-SUMMARY OF SEMA REPORT 2021

https://sites.sema.org/market-research/
Speciality equipment market association 2021 is based on the requirements and sales of the
aftermarket product In US. Even though 2020 has altered the vehicle landscape for many, the
specialty-equipment market had shown impressive growth over the past 10 years with industry
retail sales climbing nearly 4% to a new high of $46.2 billion in 2019, according to the new
“2020 SEMA Market Report.” The report provides a comprehensive review of the automotive
specialty-equipment market, market-sizing by vehicle segment, purchasing channels and
trends
SEMA estimates that with the impact of COVID-19, industry retail sales will likely be down
12% in 2020. However, most economists think that the recession hit its lowest point in mid-
April, and companies within the specialty-equipment industry are optimistic about sales

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moving forward. By Q4 of 2020, nearly 50% of industry businesses expect their sales to be
the same as or even better than 2019.

In-store purchases accounted for the largest share of 2019 retail sales, representing almost 60%
of the total. It is highly likely that online purchases will spike in 2020 due to COVID-19, but
SEMA expects that many consumers will return to in-store shopping once restrictions are
loosened. Forty-four percent of consumers used search engines or review websites; 40% went
directly to manufacturers’ own websites; and 37% sought advice or recommendations from
friends or relatives.

Pickup upgrades are the largest sector of the specialty-equipment industry, accounting for 31%
of 2019 retail sales, although mid-range cars, CUVs and SUVs (including the Jeep Wrangler)
are also major components of the market. Fifty-nine percent of specialty-automotive
consumers are under the age of 40, and younger drivers are more likely than older drivers to
buy performance parts or accessories and make heavier modifications to their vehicles.

Where do People Like to Buy Aftermarket Products?

About 60% of 2019’s retail sales came by way of brick and mortar locations. Most of which
belonged to chain stores (NAPA, AutoZone, etc.) because that’s where consumers look for
disposables like wax and cleaning products.

Between physical store and online sales combined, specialty shops actually accounted for the
second largest total percentage (20%) of 2019 sales. The online channels are popular for
researching “easy-to-install” and cheaper products, but consumers continue to seek out in-
person expert advice when tackling more complex projects.Consumers are also more likely to
buy from a local store over Amazon

Consumer Purchase by Vehicle Segment

Pickups accounted for the vast majority of 2019 sales (31%) and Mid Range, SUV, and CUV
are also heavily modded at 15%, 14%, 13% respectively. The U.S. passenger vehicle fleet
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increased by just under 2 million cars and light trucks from 2019 to 2020. In truth, the 15%
drop in new registrations versus 2019 was not nearly as bad as it could have been. In the mid-
2000s recession, new vehicle sales fell more than 50% between 2007 and 2009. This time
around, sales began to recover fairly quickly after a heavy demand shock in March and April.
Most new vehicles were from the ’20 and ’21 model years. Conversely, the vehicles taken out
of operation were almost all from 2010 and earlier (i.e., more than 10 years old)

CUVs, SUVs, and vans all saw single-digit percentage decreases in sales versus 2019. Pickups
also took a hit, falling 23%, but even so, these declines were smaller than those among the car
segments. In truth, 2020 seems to have exacerbated the long-term trend of shifting from cars
to trucks in the United States. CUVs, in particular, may be stealing market share from cars.

SUMMARY

• Hindustan Unilever Limited (HUL) have149,000 people across the world, over 400
brand names in over 190 countries, a global company with a global purpose.
• A group of related products manufactured by a single company. a cosmetic company's
makeup product line might include foundation, concealer, powder, blush, eyeliner,
eyeshadow, mascara and lipstick products that are all cosely related.
• Product width of the company based on the type of the product personal care, home
care, food, consumer product
• Product depth of lux is subdivided based on the flavour weight and age group of the
consumer.
• HUL has the one of the bestmarketing strategy for more than years in the mainly in the
soap industry
• Best product at affordable price is the targeting strategy this strategy failed after the
20th century as the income of the consumers got increased and they attracted towards
the high value product.
• HUL has the major product extension from the year 2000 to 2010 they followed
different modes to make them stable at the market but as of now they have gradual
decrease of 4.75% annually in the soap market from the year 2010-2020
• Cost benefit of the LUX and the different strategies in the marketing based on the sales
make the lux sucessful for more than 18 years
• It is used as the widely used brand ny all the segment society
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• HUL is one of the oldest brand which completed more than 110 years, before 2000, 70%
of people used lifebuoy, all the red colour soap is lifebouy on the customer point of
view, it has the huge monopoly market.
• In 1985 lifebouy targetteed the blue collared man women and children as the affective
disinfectant
• Mid 1930 the demand got increased rapidly so the company started manufacturing in
many other states in india.
• 1967 lifebuoy ranked one among the top 5 country with the revenue of 934.8million
• Liberalization in the1900s make the soap industry flooded with the wide variety of new
products.
• 1992 the growth fell by 69 % and 45% in 1996.
• Pricing strategy of lux it target the middle class customer so the price ranges from Rs 5
to 40
• HUL products are distributed through a network of 4,000 redistributionstockists,
covering 6.3 million retail outlets
• Rural Distribution ModelPhase, Phase 2: Operation StreamlineGoods, Phase 3: Project
ShaktiProject Shakti targeted the very small villages
• Hindustan Unilever is a very large company with lots of brands and products so its
promotional policies are varied and extensive. Sometimes coupons are attached with
local newspapers to advertise and promote the products
• Hindustan Unilever has utilized the electronic media for its promotions as the ads are
on television at regular intervals.
• In 1998-99, HUL (then HLL), launched a direct consumer contact project – ‘Project
Bharat’, In 2001, HLL launched project ‘Shakti’, In 2002, HLL launched another
project, ‘Lifebuoy Swasthya Chetna’, Project Sunlight’ launched in 2010, aims to make
sustainable living desirable.
• Currently, over 80 experiments are underway to accelerate the company's journey
on digital transformation,
• They a five-pronged strategy to continue to thrive drive purpose into our brands and
enhance societal impact, build a future-fit organisation, nurture talent in the new age,
innovate for the future, and reimagine the business across the value chain by leveraging
data and technology
• Speciality equipment market association 2021 report summary based on the
requirements and sales of the aftermarket product In US

19