Strategy Implementation Project Report
FMCG Sector
Group members:
Khaja Zubair Ahmed (19/206)
Noel Roychoudhary (19/211)
Rahul Kumar (19/217)
Sohom Karmakar (19/231)
Soumya Barman (19/348)
INDEX
Contents
1.
Hindustan Unilever Limited............................................................................................................................................ 2
1.1
BUSINESS STRATEGY ........................................................................................................................................ 2
1.2
ORGANIZATION STRUCTURE .......................................................................................................................... 5
1.3
LEADERSHIP STYLE OF CEO ............................................................................................................................ 6
1.4
CAUSAL RELATIONSHIP BETWEEN STRATEGY, STRUCTURE AND LEADERSHIP IN STRATEGY
IMPLEMENTATION ......................................................................................................................................................... 6
2.
Patanjali........................................................................................................................................................................... 8
2.1
BUSINESS STRATEGY ........................................................................................................................................ 8
2.2
ORGANIZATIONAL STRUCTURE ................................................................................................................... 11
2.3
LEADERSHIP ...................................................................................................................................................... 11
2.4
CAUSAL RELATIONSHIP BETWEEN STRATEGY, STRUCTURE AND LEADERSHIP IN STRATEGY
IMPLEMENTATION ....................................................................................................................................................... 12
3.
ITC ................................................................................................................................................................................ 13
3.1
BUSINESS LEVEL STRATEGY ........................................................................................................................ 13
3.2
ITC ORGNISATIONAL STRUCTURE .............................................................................................................. 15
3.3
LEADERSHIP STYLE OF ITCS EXECUTIVE CHAIRMAN .......................................................................... 15
3.4
CAUSAL RELATIONSHIP BETWEEN STRATEGY, STRUCTURE AND LEADERSHIP IN STRATEGY
IMPLEMENTATION ....................................................................................................................................................... 16
4.
REFERENCES: ............................................................................................................................................................ 18
1. Hindustan Unilever Limited
The key to HULs outstanding performance lies in the brilliant basics of quality, service, execution and cash
generation according to its Annual Report published for FY 2015-16. Unilever Sustainability Plan (USLP) is the
blue print of their strategy to achieve their vision
Unilever Sustainable Living Plan
Winning Decisively
USLP Model
1.1 BUSINESS STRATEGY
1.1.1 HULs Growth Strategy
Competitive Beating the industry growth rate
Growth
Consistent
Growth
Maintaining healthy growth rate over the period of time
Profitable
Growth
Widening the margin and at the same time maintaining
competitive investment
Responsible
Growth
Maintaining continued progress in sustainability priorities
1.1.2 HUL Competitive Strategy
Integrated Cost Leadership/Differentiation
HUL addresses each and every cluster in both urban and rural area through micromarketing, delivering product
mix addressing different customer segments, increased throughput from retails outlets, building emerging
channels and develop new market across the categories.
Cost Leadership
Maximizing the mix
End-to-end cost focus
Manufacturing Efficiency: HUL applies its long-term manufacturing capability relying on efficient capacity
creation and new technological implementation that supports volume flexibility. Using their World Class
Manufacturing Principles which indulges in RCA (Root Cause Analysis) and elimination of non-value adding
activities. This enables improvement in efficiency as well as enhancement of cost performance.
Supply Chain Efficiency: HUL employs Project Symphony, to look into end-to-end value chain in aspects of
optimum pricing, materials, supply chain cost, trade spends, taxation, treasury, insurance and overheads. Using a
new IT tool they have been able to achieve significant inventory reduction which helped in releasing substantial
cash flow for the business. The fiscal witnessed 5% saving in end-to-end supply chain cost.
Economies of Scale: HUL leverages on the efficiency of the value chain network to achieve significant economies
of scale.
Differentiation
HUL employs innovation to create new products, and to achieve enhanced customer engagement. On top of that,
its varied social benefitting programs and community development programs helps it in distinguishing itself from
other top peers.
Service Delivery Standards: They focus on reducing consumer complaints and improving product quality
standards. This results in improved customer service as well as overall customer experience. The customer
engagement was up by 67% and the customer complaints went down by 20% as compared to the last fiscal.
Innovation: Continuous innovation across the product portfolio, driving the core brand through innovation and
premiumisation, building the craftsmanship in the marketing, building brand with purpose, harnessing non TV
platforms, ecommerce for advertisement and making use of big data to tap into customer insights. 40 innovation
networks have been executed during the last fiscal amounting to about 60% of the entire product portfolio. The
company is focused on bigger and faster innovations and capability development in order to get future ready
under all circumstances.
Analytical Intervention: HUL launched an analytical platform to utilize the potential of big data in analysis of
business operations. This one, with successful integration platform specific external data and internal data
provides holistic view of the business which help in driving operations, by increasing controls and providing new
technological abilities to support business growth.
Offering Social and Environment Friendly Benefits:
Social: HUL employs social initiatives like Project Shakti which motivated women entrepreneurs across rural
India as well as mass contact programs for developing healthy habits for selling and distributing HUL products
across markets. Also Prabhat is an initiative launched by HUL that contributes to the development of local
communities around their manufacturing sites. All these help in improving reach and accessibility of the company
along with carrying a positive message.
Environmental: In order to reduce environmental impact, HUL used biomass as a major fuel for manufacturing
purposes as well as contributes to water conservation by reducing ground water extraction. They also source most
of their products like tea, tomatoes etc. from sustainable sources across India.
Thus long-term value creation as discussed above is ensured by investments in marketing and promotions,
applying world class manufacturing methods, use of innovation and a talented and workforce to deliver consistent,
profitable and responsible growth.
1.2 ORGANIZATION STRUCTURE
HUL has over 16,500 employees and more than 1500 managers. The organization structure aims to incorporate
speed and flexibility in taking decisions and implementing them in order to cater to the changing needs and
demands characterizing the FMCG category.
The organizational structure is Divisional Structure. At the apex there is a non-executive Chairman and
the CEO and MD who is reported by the Executive Directors of every division, (products and functions). Apart
from this, there are a group of 5 independent directors in the board. Each product division has dedicated resources
for managing manufacturing, sales and marketing functions and every such function is headed by a vice president.
Sales is managed region wise with regional head offices situated in Kolkata, Mumbai, Delhi and Chennai.
Marketing is headed by a marketing manager who leads a team of brand managers for each brand.
Leadership Structure
Sales Structure
1.3 LEADERSHIP STYLE OF CEO
Mr. Sanjiv Mehta, and is the current CEO of HUL and his leadership style as participative, or the mixed control
style of leadership. He is not only a great leader, but a man of supreme compassion, humility, competence and
listenership. His leadership style is validated by the facts that not only does he formulate the strategy, he is also a
hardcore implementation person. He has an eye for detail and doesnt refrain to roll up his sleeves and dive to
work if need arises. Being an extremely down to earth person, he lends a patient hearing to suggestions and
approaches of employees across the ladder and applies his commercial acumen and years of experience to take
the final call.
1.4 CAUSAL RELATIONSHIP BETWEEN STRATEGY, STRUCTURE AND LEADERSHIP IN STRATEGY
IMPLEMENTATION
The success of the strategy followed by the firm will depend on different factors like competitive environment,
structure of the organization, business processes, organizational hierarchy and leadership.
HULs Market Strategy
As a leading fast consumer goods company, Hindustan Unilever (HUL) has already well established brands and
they are the market leaders in most of their respective product categories.
Seventeen HUL brands were the Most Trusted brands of 2015 and nine of their brands were in the most
valuable Indian Brand
Brand Portfolio
HUL has 35 brands in 20 different categories.
Product Categories
Deodorants, soaps, shampoos,
toothpastes,
skin care, packaged
foods, cosmetics, tea, coffee,
ice cream, and water
detergents,
purifiers
Brands
Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair
& Lovely, Ponds, Vaseline, Lakm, Dove,
Clinic Plus, Sunsilk, Pepsodent, Closeup,
Axe, Brooke Bond, Bru, Knorr, Kissan,
Kwality Walls and Pureit .
It is necessary for HUL to fortify its successful brand and continue to invest in it in order to maintain its current
market leadership. But it is necessary for HUL to invest in research and development to encourage the
development of new brands and products. Hence by following the above strategy, they can penetrate the market
with their successful brand and launch the new products in the non-performing markets.
Analyzer strategy, in which an organization tries to maintain its current market strategy and seeks to be
innovative, is ideal for HUL.
Combined Typology of Business-Level Competitive Strategy
Emphasis on new product-market growth
Heavy Emphasis
Market
Strategy
No Emphasis
Prospector
Analyzer
Units
with
strong
core
business;
actively seeking
to expand into
related product
Differentiation Units Primarily markets with
concerned with differentiated
offerings
attaining
growth through
Units
with
aggressive
strong
core
pursuit
of
business;
product-market
actively seeking
opportunities
to expand into
Cost
related product
markets with
Leadership
low
cost
offerings
Defender
Reactor
Units primarily
concerned with
maintaining a
differentiated
position
in
mature markets
Units with no
clearly defined
product market
development or
Units primarily
competitive
concerned with
strategy
maintaining a
low
cost
position
in
mature markets
Analyzer
Second-in strategy: Low investment in research and development, combined with imitation of demonstrably
successful products; surveillance mechanisms mostly limited to marketing, some research and development
Matrix structure: Loose matrix structure combining both functions and product groups; moderately centralized
control system with vertical and horizontal feedback loops; some conflict resolution through product managers,
some through normal hierarchical channels.
Founder Mentality
Entrepreneurial spirit
2. Patanjali
2.1 BUSINESS STRATEGY
Corporate strategies:
Patanjali leverage Baba Ramdevs following and through cost leadership and quality focused approach penetrated
the Indian market and created a new market for swadeshi, shudh and herbal products of low cost for general
public.
Single umbrella brand strategy (The branded house):
Patanjali uses only a single brand for all its products, which means Patanjali Ayurveda itself is a brand. For
example Apple has different products like Mac, iPod, iPhone etc. But, all the products are called Apple products.
The reason behind such strategy is to build a brand image through one or more superior products and use it sell
other products under the same brand name, no matter how different the product category is. While advertising
Patanjali does not promote individual product, instead they promote the whole brand which helps in investing
less in marketing and advertisement.
Product diversification strategy:
The products marketed by Patanjali can be broadly classified into three categories:
a) Medicinal Value products (Ayurved and herbs);
b) Food products (food and juices);
c) Home care products
In April, 2012 Patanjanli announced its entry into the retail sector with 100 products in its portfolio in the
categories of health care, home care, digestive, cosmetics and toiletries etc.
To understand the product/market strategy of Patanjali, Ansoffs Matrix can be used as following:
Existing products
Existing market
New market
New products
Baba Ramdev started with yoga and spiritual lessons in Sanskar and Aastha channel. Even before Patanjali got
into FMCG business, Baba Ramdev who is the face of the company had a large number of followers of his yoga
techniques. He was able to build trust among his followers and thus it became easy for Patanjali FMCG products
to penetrate into households. From ayurvedic/herbal medicines Patanjali diversified into FMCG products.
Competitive strategies
Integrated Cost leadership and differentiation strategy:
Low cost leadership
Also, Patanjali Ayurveda delivers premium product at low cost. The Patanjali products are 15-40% cheaper than
its competitors. Pricing strategy was used as a penetration strategy to enter the Indian price-sensitive market.
Patanjali is able to offer such discounts because of negligible advertisements and promotion compared to
competitors. Patanajali is also saving in not having a brand ambassador and leveraging Baba Ramdevs following.
Patanjali achieved cost leadership through backward integration and forward integration, better procurement
sources, low investment in advertisement, strong distribution channels and low cost operations.
a. Backward integration: Patanjali is well connected with the farmer community. To reduce wastage and
help farmers Patanjali has taken various steps. It identified areas, villages, SHGs, farmers for growing
crops of desired standard both in quality and quantity. Provide required tools and support to the farmers
to grow the quality crops. They also gave financial support to the farmers. Patanjali entered into forward
marketing contract with some farmers.
b. Procurement: The farm products are collected from the mobile collection centers and primary collection
centers. This cuts the middlemen and helps reducing procurement cost. They also go for bulk procurement
which reduces the cost further.
c. Distribution channel: Patanjali products are sold through three channels. Patanjali Chikitsyalayas
(Clinics), Patanjali Arogya Chikitsyalayas (health and wellness centers) and non-medicinal outlets which
are called Swadeshi Kendras. Apart from all these they have 15,000 exclusive outlets in India. Retail
stores are also part of their sales channel and they also have tied up with well-known retail chains in India.
Patanjali also has online presence.
d. Low investment in advertisement: Patanjalis expenditure on advertisement and promotion is lesser than
that of competitors. They leverage Baba Ramdevs following for their promotion in place of having a
brand ambassador and hence saving money. Patanjali also relied on word-of-mouth promotion.
e. Low cost operation: The low cost processing of the raw material and high volume output ensures economy
of scale and capacity utilization. They ensure that nothing from the procured raw material is wasted. Even
the waste is utilized in many ways. For example, ashes are spread over the farms to increase the fertility
of the land.
Differentiation strategy
The blue ocean created by Patanjali for swadeshi, shudh and herbal products is the differentiation Patanjali
is offering compared to other FMCG players in the market.
Blue Ocean created:
BUYER UTILITY
PRICE
COST
There is high buyer
utility in Patanjalis
business idea. It boasts
on providing quality and
shudh (Pure) products
l bli
Prices are 20-30% lower
than the competitors.
Hence, the price offering is
acceptable for the target
consumers
(general
The enormous
Patanjali Food
and Herbal Park
and availability
of
modern
machines gives
YES
YES
YES
BLUE OCEAN
ADOPTION
A market for herbal,
ayurvedic and shudh
(pure) products. Authentic
organic products with value
pricing.
Patanjali has already
created
a
captive
market by the use of
Yoga. It has created an
inclination to use
YES
2.2 ORGANIZATIONAL STRUCTURE
The organization structure has Acharya Balkrishna as the Managing Director of Patanjali Ayurveda, Swami
Muktanand and Bharat as board representatives. Below the board, structure is divided into three verticals, Foods,
Toiletries and Ayurveda which is headed by the respective vertical heads. Apart from this, the structure consists
of vice presidents under each verticals function, such as R&D, exports, marketing, sales, HR etc. Patanjali has
200 employees in the general manager and above levels. The company has overall more than 10,000 employees
including contractual workers.
In Patanjali, reporting relationships are grouped based on functional area because the work division is based on
different verticals. Specialization. It implies that Patanjali Ayurveda Limited follows product based
organizational structure overall, but under each product line (i.e. food, toiletries and Ayurveda) the functions
(i.e. HR, Sales, Marketing, Export and R&D) are separate and follows a functional structure. The decision
making is moderately centralized in Patanjali, i.e. decision authority is held by top managers and functional
heads of Patanjali. Implementation is straight forward in a centralized organization.
2.3 LEADERSHIP
The CEO of Patanjali - Acharya Balkrishna follows an External Control style. He is a hands-on leader and
participates in decision making. Starting from product inception to marketing requires primary approval from
him. Acharya Balkrishna closely monitors product innovation and its evolution of every product and even
approves the final design and packaging.
He is very result oriented leader. He knows what he is looking for in the business in terms of numbers and what
needs to be done to achieve the set targets. For example: to achieve a revenue target of INR 50,000 crores by end
of next 5 years, company has announced an ambitious roadmap of its intention to enter new segments (dairy
products etc.).
2.4 CAUSAL RELATIONSHIP BETWEEN STRATEGY, STRUCTURE AND LEADERSHIP IN
STRATEGY IMPLEMENTATION
From our analysis it can be inferred that Patanjali created the blue ocean for swadeshi, Shudh and Herbal
products and then diversified into FMCG goods. Patanjali has focused more on integrated cost leadership and
differentiation strategy to compete against other prominent FMCG players like HUL, ITC, Colgate etc. It has
implemented various strategies to keep its cost lower than the competitors which implies its high competitor
orientation. Backward integration with farmers, low investment in advertisement and promotion, low cost
operations, own distribution channels and procurement from Patanjali Food and Herbal park has allowed Patanjali
to stick to low operational and administrative costs implying its low cost orientation. The primary focus on cost
shows its moderate customer orientation and innovation orientation. Apart from the business strategy, from the
analysis of organizational structure and the leadership style of Acharya Balkrishna i.e. involvement in decision
making; it can be inferred that Patanjali follows a moderately centralized decision making strategy. Apart from
this, functional structure of Patanjali implies that it has moderate specialization.
High
Low
High
Low
Low
High
Customer
orientation
Low
High
Moderate
Moderate
Moderate
Moderate
High
Moderate
High
Low
Moderate
Low
Moderate
Moderate
Moderate
Moderate
Formalization Centralization Specialization
MANAGEMENT DOMINANT
CUSTOMER-CENTRIC INNOVATORS
COMPETITOR-CENTRIC COST
CONTROLLERS
MIDDLE GROUND
Competitor Innovation
orientation orientation
Low
Low
Moderate
High
Internal/cost
orientation
Low
Moderate
Based on our analysis it can be concluded that the organizational archetype of Patanjali is Competitor-centric
cost controllers with moderate centralization, specialization, customer orientation and innovation orientation,
high competitor orientation and cost orientation.
3. ITC
ITCs underlying business model relies on creating value by driving each of its businesses under its name towards
international competitiveness. ITC has a diversified portfolio of businesses which led to its corporate strategy
being aimed at creating multiple drivers of growth anchored on its time-tested core competencies: unmatched
distribution reach, superior brand-building capabilities, effective supply chain management and acknowledged
service skills in hotel businesses. Over time, the strategic forays into new businesses are expected to garner a
significant share of these emerging high-growth markets in India
3.1 BUSINESS LEVEL STRATEGY
Integrated Cost Leadership and differentiation Strategy
The key to ITCs outstanding performance lies in The Companys relentless efforts to pursue extreme
competitiveness, make societal value creation the core of its business strategy, invest in game-changing R&D and
science-led innovation as well as state-of-the-art infrastructure in turn making the future even more sustainable
and profitable according to its Annual Report published for FY 2015-16.
COST LEADERSHIP
Being a large conglomerate, ITC enjoys a cost leadership advantage over its competitors mainly through achieving
backward integration as well as economies of scale.
Supply Chain Integration: The principal advantage that ITC enjoys over its competitors is its superior Supply
Chain integration. Owing to this, the transport cost reduces drastically and the company can be more efficient in
maneuvering its goods to the distributors. With a superior last mile distribution already in place due to its erstwhile
tobacco business, it makes ITCs job much easier. This superiority helps in reducing cost immensely and creates
a competitive advantage over its peers.
Economies of Scale: Because of its size and presence of a lot of diversified products in its portfolio, ITC enjoys
immense economies of scale through backward integration of its supply chain. This further helps in cost reduction.
DIFFERENTIATION
ITC thrives on its status of a unique global Indian company whose business priorities are synchronized with
the larger national interests. It differentiates itself from other Indian companies by maintaining its Indian status
to the core and remains an exemplary Indian enterprise across three sectors of its economy agriculture,
manufacturing and services.
Creating Multi-Business Enterprise: No other Indian company has such a reach as ITC has through its
diversified business portfolio of FMCG, Paperboards & Packaging, Agri-Business, Hotels and Information
Technology. This creates a unique brand identity and points to ITCs ability to create sustainable brands. Such a
diverse offering presents a unique value-proposition in front of the consumer by leveraging the Brand ITC as a
whole.
Building World-class Indian Brands: World-class Indian brands of ITC thrive to create, capture and retain
larger value within the country. Prior to 1990s, that is, before the economic liberalization India was not exposed
to the multitude of foreign brands and ITC was the sole company catering to the needs of the Indians. This helped
in creating a unique identity at a later stage when people perceived the company as one of their own amidst foreign
companies like HUL and P&G. It carefully positioned its product portfolio across all the product categories to
preserve this Indian status that it has built meticulously over the years.
Investment for Innovation and Environment: ITC originally was exclusively in the tobacco business. However,
with increased health concerns and carcinogenic risks involved with tobacco, ITC diversified to become the giant
conglomerate it has become today. In order to shed that image, it has constantly engaged in R&D to improve its
processes and moved to adapt more environment-friendly ones. This fosters breakthrough innovation and creates
powerful sources of sustainable competitive advantage for the country. The state-of-the-art ITC Life Sciences &
Technology Centre in Bengaluru is engaged in building innovative products as well as creating cross-business
synergies. In agri-business, for example, it has successfully developed new crop varieties with higher yield and
better quality. Further, ITC positions its efforts as an active contributor towards the intellectual property of India,
which in turn helps it to create and enduring value for the nation. All these together distinguish ITC from its
competitors by conveying a unique value proposition distinctly different from its competitors across product
portfolio.
3.2 ITC ORGNISATIONAL STRUCTURE
The organizational structure is function wise divisional Structure. At the apex there is an office of executive
director reported by the heads of different divisions namely country program, institutional development, market
development and other functions like Human Resources, Finance, and Information Technology. The country
program are further subdivided into geography wise
3.3 LEADERSHIP STYLE OF ITCS EXECUTIVE CHAIRMAN
Y.C. Deveshwer took over as Chairman of ITC in the year 1996, when the organization was in a crisis. The
organization was facing tax demands and the plans of diversification backfired resulting in huge losses. Hence,
he had two tasks at hand; i) To cut down the loss, ii) To diversify.
Chairman and the board practiced mixed leadership style, who leads, guides, involves and influences the members
in discharging their duties and responsibilities. They practiced participative style of leadership to take major
decisions wherein all the board of directors where encouraged to discuss their own ideas, share their views and
then arrive upon a decision. In addition to that, the decisions were made with prior knowledge of the
consequences, which resulted in minimum negative impact on the organization.
To manage an organization, which is in diverse businesses, the mixed style of leadership was suitable. Mixed
style of leadership enabled full autonomy to heads of divisions of ITC in terms of implementing the decision
taken up by the board. The members of the board also guided and controlled the divisions by supervising the
management of the divisions. This enabled grooming of young leaders in the organizations.
3.4 CAUSAL RELATIONSHIP BETWEEN STRATEGY, STRUCTURE AND LEADERSHIP IN STRATEGY
IMPLEMENTATION
After minimizing the losses of ITC and stifling the move of British American Tobacco to wrest control over ITC,
Chairman and the board had to rebuild the organization to become countrys top FMCG Company, in terms of
market share and revenue. Y. C. Deveshwer articulated a vision for ITC, which emphasized contribution to
country in a sustainable manner through the businesses in which ITC was present. ITC diversified in to many
businesses like stationery products, foods, paperboard products etc.
The organizational structure of ITC is Middle Ground, where the chairman and board of directors are responsible
for decisions related to the firm and the management of divisions are responsible for implementing the decisions
taken by the board. This is in line with strategy and the mission of the firm
Delegation
Styles of
managing
Participation
Direction
Collaboration
Coercion
To drive the reconstruction of the organization the Chairman and board had a unique style viz. Delegation,
Direction, Participation.
Direction: The Chairmen, along with the consensus from the board made a decision for the benefit of
shareholders, customers and employees. The sustainability factor was also accounted in the decisionmaking.
Delegation: The mixed control system of leadership made delegation of responsibilities easy. The
implementation of the decision had to be followed in the manner specified by the board.
Participation: The members of the board and the heads of the division were equally involved in the
implementation phase. This enabled innovative practices to be followed, identification and nurturing of
young leaders.
ITC had flourished under the leadership of the Chairman and has become a leading FMCG company in India with
revenues of 537.5 billion in a sustainable manner. This was possible due to the direction set by the leader and his
team of business heads implementing the same.
4. REFERENCES:
1) http://marketingbuzzar.com/2016/02/patanjaliusinginnovativeideologiestobuildabreakthroughbrand/
2) A CASE STUDY OF PATANJALI AYURVED PVT LTD. BABA RAMDEV-JACK OF ALL TRADES
By Sajitha S Kumar
3) A Yogic Business Revolution: Back to the Future! by Dr.Harish B. Bapat1, Dr.Vishal Khasgiwala2
4) INDIAN MONK WHO WANTS A BILLION-DOLLAR COMPANY: A YOGIC BUSINESS REVOLUTION
Dr. Priyanka Rawal
5) How Patanjali uses modern brand strategy to grow past Colgate and challenge P&G, Unilever, by Mahesh
murty
6) PATANJALI AYURVED: Waiting in the wings, Edelweiss research
7) http://www.thehindubusinessline.com/catalyst/thesecretbehindpatanjalisriseandrise/article9300591.ece
8)https://introspectmarketing.wordpress.com/2016/02/21/making-sense-of-the-patanjali-phenomenon-asuccessful-blue-ocean-strategy-2/
9) http://www.youthkiawaaz.com/2016/07/patanjali-ayurveda-why-business-is-booming/
