Mission: Unilever's mission is to add Vitality to life. The company's cosmetic line is led by the Lakme brand; HLL also produces a line of Ayurvedic personal and healthcare items under the Ayush brand.
In addition to its domestic brand family, HLL sells bulk foods, including maize, rice, salt, and atta. HLL is also an active exporter, shipping its FMCG and food brands, as well as rice; marine products including surimi, shrimp, crabsticks, and others; and castor oil. HLL has completed a restructuring of its business in the first half of the s, streamlining its brand portfolio, from brands to 35 "power" brands, while exiting a number of businesses, such as teas sold to the Woodbriar Group in and specialty chemicals.
HLL is itself a subsidiary of Unilever, which controls England's Lever Brothers began importing their Sunlight brand soap into India in the late s. ByLever had introduced another of its brands, Lifebuoy, which became the company's longest-running successful brand in India. Other Lever brands followed into the beginning of the next century, including the Lux soap flake brand in ; and scouring powder Vim as well as soap brand Vinolia in Lever Brothers, by then well into an international expansion that would see the company become one of the world's top multinationals, also acquired and introduced a number of other brands into the Indian market, including Pear's soap, in ByLever Brothers, which also had entered areas such as food production, including edible oils and margarine, had merged with The Netherlands' Margarine Unie, forming Unilever.
Unilever's Indian sales were based Top Derma Company In India imports into the early s. The company had begun planning, however, to establish a manufacturing presence in the Indian subcontinent as early as The company began talks with the British and Indian authorities, and finally received permission to build its first factory in In that year, the company incorporated a new subsidiary, Hindustan Vanaspati Manufacturing Company, to produce edible oils.
That company opened a production facility in Sewri in Two years later, the company added another subsidiary, Lever Brothers India Limited, for the production of soap, and began construction of a factory next to its Vanaspati facility. That company launched production of Sunlight-branded soap at a factory in Bombay in In that year, as well, the company took over production at the Calcutta factory of another company, Northwest Soap, where it began producing the Lever brand family.
That factory, known as the Garden Reach factory, added production of a line of personal care products in This unit was created to provide marketing support for the company's other operations, tailoring the group's sales to the specifics of the Indian population. Through the s, Unilever's Indian unit began extending its sales network throughout India, building up its own sales team, and adding sales offices in Mumbai, Chennai, Calcutta, Karachi, and elsewhere.
The transition of Unilever's multiple businesses to the single Hindustan Lever Limited began in the s. Inthe three Indian companies were reorganized under a unified management. Nonetheless, the companies retained separate sales and marketing businesses. This effort began inwhen the company began training Indians for its junior and then senior management positions.
Bythe company appointed an Indian, Prakash Tandon, to the managing director's position. By the end of the decade, Tandon had taken over the chairman's position as well. By then, nearly all of the group's management positions were filled by Hindustan Company Owner. HLL was then taken public, as Unilever reduced its stake in the company in favor of domestic shareholders.
ByUnilever's stake in HLL had dropped to less than 52 percent. HLL already produced a wide range of consumer goods for the Indian market by the early s. Inthe company launched its own export operations as well, in a move made in part to bring foreign exchange capital into the struggling Indian economy. HLL's Qatar Masters Company reflected the company's own multifaceted operations.
In Jostens Yearbook Company to producing and supplying raw materials and finished products, including a number of specialty chemicals and tea, in the support of the international Unilever brand family, HLL also developed a bulk goods export business.
For this the company focused on Indian-specific goods, such as castor oil, Basmati rice, and a variety of marine products, including shrimp and surimi. HLL set up a new headquarters in Mumbai in The following year, the company entered the dairy industry, establishing its Etah dairy and launching the Anik brand of ghee a prepared butter product used in Indian cooking. The company also began producing animal feed that year. By the end of the decade, HLL had launched a number of other successful brands, including Signal toothpaste, Taj Mahal tea, Bru coffee, and Clinic shampoo, launched in By then, the company had firmly established itself as the leading producer of so-called "fast-moving consumer goods.
Part of the company's success came from its highly active Advantages Disadvantages Of Private Limited Company network.
A significant proportion of India's population, which would top one billion before the dawn of the 21st century, still lived in rural regions and in extreme poverty. For much of this population, personal care products remained luxury items.
Yet the company recognized the importance of building its brands in this region as well, and as such the company developed a vast sales network. Into the s, HLL also began diversifying beyond its consumer goods operations.
This led the group to begin producing fine chemicals Hindustan Company Owner Bythe company had received permission from Unilever to enter the production of industrial chemicals. The company began construction of a pilot plant for this operation in Taloja in World Record Striper Company Reviews unit was completed in In that year, HLL launched the construction of a larger Zoe Holding Company Glassdoor complex, at Haldia.
That facility began producing sodium tripolyphosphate in The production of these chemicals enabled HLL to begin producing synthetic detergents at Jammu in Through the s, HLL continued to develop its businesses. Inthe company set up an agri-products business, based in Hyderabad, which began producing hybrid seeds that year. HLL also added a new soap production facility in Khamgaon, and a personal products factory in Yavatmal that year.
HLL's growth had nonetheless been limited by restrictions put into place by the Indian government's quasi-socialist economic policies.
Inhowever, in New York And Company Sequin Skirt face of a major economic crisis, the government was forced to liberalize the country's economy. This opened up a new era of opportunity for Drug Company Lilly. A major step forward for the group came inwhen the company acquired its leading rival, Tata Oil Mills.
This brand targeted the country's middle class, which, with the liberalization of the country's economy, was also becoming one of the fastest growing segments of India's population.
In a further move to target this population, the company launched a new, high-end detergent brand, Surf Excel, in The company also had launched its first foreign subsidiary, establishing Nepal Lever Limited. That unit began producing soaps and detergents and other products within the HLL brand family, both for the Indian and Nepal market, as well as for the larger export market.
HLL also began developing a series of joint venture partnerships in the s. Inthe company teamed up with Tata, this time forming a joint venture with Tata's Lakme Ico Management Company group. By then, the company also had formed a joint venture with Kimberly-Clark, which began marketing the Cologuard Company Stock diaper and Kotex sanitary pad brands in India.
HLL also deepened its food brands during the s and into the s. The company acquired Kwality and Milkfood, which included the Kwality Wall's ice cream brand. HLL subsequently acquired full control of Modern Food in The first half of the Hindustan Company Owner nonetheless represented a difficult period for the company, which was faced with an economic slowdown in its core Indian markets. At the same time, HLL underwent a dramatic restructuring as part of the parent company's global "power brand" strategy.
The company began streamlining its brand portfolio, which had grown to some brands by the beginning of the decade, cutting that number back to just 35 brands by mid-decade. As part of this refocus, HLL also began selling off its noncore operations, including its chemicals businesses.
That process was completed in large part with the sell-off of the last of HLL's tea plantation and production units, Tea Estates India, which was sold to a subsidiary of the Woodbriar Group in By then, HLL appeared to have once again moved into a growth phase, posting revenue gains of 9 percent, and net profit growth of some 23 percent, over the previous year.
HLL also prepared to enter a new management era; inthe company appointed Douglas Baillie, who previously headed Unilever's operations in Africa, as the company's CEO. HLL appeared certain to clean up in India's consumer goods market for decades to come. Nirma Ltd. Toggle navigation. User Contributions:. Comment about this article, ask questions, or add new information about this topic: Name:.
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