Strategic Management of
HINDUSTAN UNILEVER LIMITED
Presented by Group 1
Name Roll No.
Milind Chandane 09
Sunita Kadam 14
Samrat Mazumder 28
Kaushal Patel 42
Vaibhav Gupta 49
Divya Suresh 61
TABLE OF CONTENTS
1. Objective of Strategic Management Cycle
2. Introduction of Hindustan Unilever LTD
3. History of Hindustan Unilever
4. Mission and Vision
5. HUL Brands
6. Financial Highlights and Brands
7. Financial Performance
8. BCG Matrix of HUL
9. Sustainability strategy
10. STRATEGIC PLANNING
o Strategy adopted by HUL
o Action plan by HUL
o MICHAEL PORTER’ FIVE FORCES ANALYSIS
o HUL – PORTER’S FIVE FORCES
o SWOT ANALYSIS OF HINDUSTAN UNILEVER
o PEST ANALYSIS
11. STRATEGIC IMPLEMENTATION
12. Awards, Felicitations and Milestones
1. OBJECTIVE OF STRATEGIC MANAGEMENT CYCLE
Strategic Management Cycle plays a very important role in the success of any business.
Statements of vision tend to be quite broad and can be described as a goal that represents an inspiring, overarching, and emotionally driven destination. Mission statements, on the other hand, tend to be more specific and address questions concerning the organization's reason for being and the basis of its intended competitive advantage in the marketplace. Strategic objectives are used to operationalize the mission statement. That is, they help to provide guidance on how the organization can fulfill or move toward the "high goals" in the goal hierarchy-the mission and vision. As a result, they tend to be more specific and cover a more well-defined time frame.
Most of strategic objectives are directed toward generating greater profits and returns for the owners of the business, others are directed at customers or society at large. Strategic objectives should follow certain criterias:
• Measurable: There must be at least one indicator (or yardstick) that measures progress against fulfilling the objective.
• Specific: This provides a clear message as to what needs to be accomplished.
• Appropriate: It must be consistent with the vision and mission of the organization.
• Realistic: It must be an achievable target given the organization's capabilities and opportunities in the environment. In essence, it must be challenging but doable.
• Timely: There needs to be a time frame for accomplishing the objective.
Even effective strategic planning efforts that result in the best and most appropriate decisions for a company’s long term success can come up short on delivering performance improvements if they do not have the necessary support. Strategic Management, a three-step process that includes Planning, Execution, and Monitoring, is a more powerful means of optimizing the long-term performance of an organization. The last key to success is Repetition of the process.
Successful strategic management must not end with the last annual planning meeting or with the final compilation of the strategic planning document. Once the strategies are chosen and the implementation plan is outlined, the entire organization must follow through with the execution of the plan’s objectives and the periodic monitoring of implementation progress and changes in the business environment. In this way, the managers maintain accountability for meeting their commitments and the ability to make changes to the plan as the environment changes.
To continue to build upon and leverage the success of the strategic management system, the team then repeats the planning process. With each iteration they become more skilled with the planning tools, more aware of their capacity for effective change and more confident in their ability to understand...