1. ON
“BENCHMARKING ON HR PRACTICES
& POLICIES”
Submitted in the Partial Fulfillment of PGDBM
Submitted By:
UDIT KAMTHANIA
ACADEMIC SESSION 2005-07
Under the guidance of:
External supervisor Internal Supervisor
Mr. Devendra Gupta Prof. Poonam Malik
Regional Manager HR, IMS Ghaziabad
DABUR India Limited

2. INSTITUTE OF MANAGEMENT STUDIES, GHAZIABAD

3. DECLARATION
I, Udit Kamthania student of Institute Of
Management Studies Ghaziabad MBA
(2005-2007) batch, hereby submitting my summer
project on the topic.
“BENCHMARKING ON HR PRACTICES
& POLICIES.”
Udit Kamthania
Roll No.
Enrollment No.

4. ACKNOWLEDGEMENT
In my Endeavour to express my corest feeling of the heart towards
Dabur India Ltd. words like thank fullness obliged sound hollow.
Words fall short at time of need so articulation of my feelings now seems
as if Herculean task.
The learning experience I have gained from being part of Dabur India
Ltd. for this small but enriched duration of two months can be
described by,
“Ambition is the way to success
Persistence if the vehicle you arrive in”
In preparing this project, I would like to special acknowledgement to
Mr. Devendra Gupta who suggested me with this project and also want
to indebted to the people of Dabur India Ltd. I am truly confident that
this project would help me in my career.
I have tried my level best to focus and articulate my knowledge.
Besides, I would like to thank my parents for their constant co-
operation and help. I am also thankful to all the HR personal for the
valuable insights provided by them.
Udit Kamthania
PGDBM Final Year
IMS-Ghaziabad(DC)

5. OBJECTIVES OF THE STUDY
The objective of the study is to find out the main HR practices &
policies of the different leading FMCG’s in India, like Hindustan
Liver Ltd. Nestle, ITC & Heinz India Pvt. Ltd. etc. they are not
only dominating the Indian market but abroad too. I have collected
the valuable information about these companies HR practices &
policies.
In the end I am satisfied with my efforts which I make to
achieve the objectives of the study.

6. BENCH MARKING
“Benchmarking is a tool to help you improve your business process. Any
business can be benchmarked.”
“Benchmarking is the process of identifying, understanding, and
adapting outstanding practices from organization anywhere in the world to
help your organization improve its performance.
“Benchmarking is simply about making comparisons with other
organizations and then learning the lessons that those comparisons
throw up.”
“Benchmarking is the continuous process of measuring products,
services and practices against the toughest competitors or those
companies recognized as industry leaders (best in class).”
For those approaching benchmarking for the first time the plethora of
definitions can be confusing, so it can help to focus on the learning and
sharing that goes on during the process. The benchmarking is made up of the
following steps;
• Identify what is to be benchmarked
• Create the goal of the benchmarking process somewhat better
;
(Quantify), best in class or best in all classes

7. • Identify comparative companies where these performance levels
exist or the function in questions;
• Determine data collection method and compare data;
• Determine current performance gap;
• Project future performance levels;
• Communicate benchmark findings and gain acceptance;
• Establish functional Goals;
• Develop action plans;
• Implement specific Excel and monitor progress;
• If necessary recalibrate benchmarks.
The case benchmarking is a compelling one. When used appropriately, it has
proved to be one of the most effective tools for bringing about quantum-
leaps in performance.
Benchmarking provides:
• An effective ‘wake-up call’ and helps to make a strong case for
change;
• Practical ways in which steps changes in performance can be
achieved by learning from others who have already undertaken
comparable changes;
• The impetus for seeking new ways of doing things and promotes a
culture that is receptive to fresh approaches and ideas; and
• Opportunities for staff to learn new skills and be involved in the
transformation process from the outset.

8. In the Private Sector
In the private sector, the purpose of benchmarking is to gain a competitive
edge. A benchmarking approach has become embedded in successful
commercial organizations as a means of seeking innovation outside the
industry paradigm-a way of keeping at the forefront of the competition.
Recent surveys show that benchmarking is the third most used management
tool. Benchmarking is also being recognized as a valuable tool for external
learning strategies.
In the Public Sector
Over recent years, public sector organizations across the world have
gradually been turning to benchmarking their public services. It has also
been recognized that efficient and effective public services play a vital part
in improving private sector competitiveness by reducing the burden on
business and compliance costs.
Benchmarking is one way of providing the stimulus needed for change in the
delivery of both core and non-core activities and for raising the standard of
public services by spreading good practices.
Encouraging the widespread and systematic use of benchmarking across the
public sector can help with improving performance and can assist individual
and organizational learning.

9. Types of Benchmarking
Benchmarking is a very versatile tool that can be applied in a variety of
ways to meet a range of requirements for improvement.
Different terms are used to distinguish the various ways of applying
benchmarking. The first word in each term relates to either the type of
partner or the purpose of benchmarking. At the outset of benchmarking
projects, it is vital to be clear on exactly what is to achieved through
benchmarking and apply an appropriate methodology.
Standard benchmarking terms include;
1. Strategic Benchmarking
2. Performance Benchmarking or Competitive Benchmarking
3. Process Benchmarking
4. Functional Benchmarking or Generic Benchmarking
5. Internal Benchmarking
6. External Benchmarking
7. International Benchmarking

10. Research Methodology
A research methodology defines what the activity of research is, how to
proceed, how to measure progress, and what constitutes success. It focuses
primarily on providing help with the tools and techniques used in the
research process.
These tools and techniques differ from discipline. Researchers also have
specific biases. Some will prefer qualitative over quantitative approaches or
vice – versa. Generally speaking, an integrated approach is advisable. A
study that contains only qualitative data or solely quantitative data misses
the rich texture of interpretation that an integrated approach makes possible.
To fulfill the objective, the research design was as
follows:
Collection of Primary Data: The primary data are those, which are
collected afresh and for the first time, and thus happen to be original in
character.
a. A survey was conducted where from the HR Personals I asked
about their views on various aspects of the recruitment &
selection procedure.
b. The sample size selected for the research was 10 FMCG’s.
c. The tool used for the primary data collection was a detailed
questionnaire.

11. The collection of primary data was done in two
phases:
a. Through individual interviews
b. Through telephonic interviews
Collection of secondary data: The secondary data are those, that
have already been collected by someone else and which have already
been passed through the statistical process.
Secondary data was collected through business magazines and from
internet.
The research instruments used:
1. For primary data:
 A detailed questionnaire to survey the HR departments
 Structured telephonic interviews
2. For secondary data:
 Internet
(www.google.com)
(www.altavista.com)
 Business Magazines
(Business World)
(Business India).

12. Research Design
It is a conceptual structure within which the research is conducted; it
comprises of the blueprint for the collection, measurement and analysis of
data.
The research design of this project in the former part is ‘Exploratory’ while
the later part is ‘Conclusive’ i.e. where on the basis of the findings and
analysis; suggestions have been given to improve the services in the
concerned areas.
Objectives Of Research
The objective of research is to discover answers to questions through the
application of scientific procedures. The main aim of research is to find out
the truth which is hidden and which has not been discovered yet. Though
each research study has its own specific purpose, we may think of research
objectives as falling into a number of following broad categories:--
I. To gain familiarity with a phenomenon or to achieve new insights
into it.
II. To portray accurately the characteristics of a particular individual,
situation or a group.
III. To determine the frequency with which something occurs or with
which it is associated with something else.
IV. To test a hypothesis of a casual relationship between variables.

13. THE OBJECTIVE OF THIS RESEARCH IS TO MAKE
COMPARATIVE ANALYSIS AMONG HR PRACTICES &
POLICIES OF DIFFERENT FMCG’s IN INDIA.
Limitations
 In face-to-face interviews:
The limitations in face to face interviews was that primarily people were
hesitant in giving their views apart from this the HR personal did’nt give the
answers to few of the questions saying that these things are confidential and
we cannot disclose these policies.
 In telephonic interviews:
The limitations in telephonic interviews was that the interviewee were not
very concentrated while responding to the questions, in many cases the
respondents were short of time due to which they again could not answer the
questions properly.

14. QUESTIONNAIRE
Questionnaire is considered as the heart of a survey operation. So, it should
be very carefully constructed. If it is not properly setup, then the survey is
bound to fail.
A questionnaire consist of a number of questions printed or typed in a
definite order on a form or set of forms. The questionnaire is distributed to
the respondents who are expected to read and understand the questions and
write down the reply in the space meant for the purpose in the questionnaire
itself.
The method of collecting data by mailing the questionnaires to the
respondents is most exclusively employed in various economic and business
surveys. Large samples can be made use of and thus the results can be made
more dependable and reliable.
Construction of Questionnaire:
A detailed questionnaire was prepared keeping in mind the various HR
practices & policies of FMCG’s.
Another thing that was kept in mind was that since people cannot spare
much time to answer the questionnaire, it was made in such a way that even
after covering the vast services, yet the questionnaire was short and precise
as all the questions barring a couple of them were close ended.

15. Dabur India Ltd.
Kaushambi Corporate Office
Corporate Office
DABUR INDIA LTD. Kaushambi Ghaziabad - 201010
Uttar Pradesh, India
Tel: +91 (0120) 3982000 (30 Lines)
+91 (0120) 3001000 (30 Lines)
Registered Office
8/3, Asaf Ali Road, New Delhi – 110 002
Tel: +91 (011) 23253488

16. COMPANY PROFILE
Founding Thoughts
“What is that life worth which cannot bring comfort to others.”
The doorstep ‘Daktar’
The story of Dabur began with a small but visionary endeavour by Dr.S.K.
Burman, a physician tucked away in Bengal. His mission was to provide
effective and affordable cure for ordinary people in far-flung villages. With
missionary zeal and fervour, Dr. Burman undertook the task of preparing
natural cures for the killer diseases of those days, like cholera, malaria and
plague. Soon the news of his medicines traveled and he came to be known as
the trusted ‘Daktar’ or Doctor who came up with effective cures. And that is
how his venture Dabur got its name – derived from the Devanagri rendition
of Daktar Burman.
Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic
Medicines. Reaching out to a wide mask of people who had no access to
proper treatment. Dr. S.K. Burman’s commitment and ceaseless efforts
resulted in the company growing from a fledgling medicines manufacturer in
a small Calcutta house, to a household name that at once evokes trust and
reliability. More than a century after Dr. S.K. Burman setup his company
with the vision of good health for all, Dabur has grown many fold. It is now
a leading nature base health and family care product company.

17. FOUNDER OF DABUR INDIA LIMITED
DR. S. K. BURMAN
(1856 - 1907)

18. NEW PARADIGMS
Gearing towards a new system where the direct involvement of the family is
limited, the Burmans have formulated a Family Council, which acts as an
interface between the family and the Board and management of Dabur.
The family members involvement has come in for a qualitative shift, with
fresh members being encouraged to develop their own ventures. These
proposed ventures are then presented to the Family Council for approval and
funding.

19. DABUR AT A GLANCE
Dabur India Limited has marked its presence with some very significant
achievements and today commands a market leadership status process
hygiene, dynamic leadership and commitment to our partners and
stakeholders. The results of our policies and initiatives speak for themselves.
 Leading consumer goods company in India with 4th largest turnover
of Rs.1329 Crore (FY02)
 2 major strategic business units (SBU) - Consumer Care Division
(CCD) and Consumer Health Division (CHD)
 3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and
Dabur International and 3 step down subsidiaries of Dabur
International - Asian Consumer Care in Bangladesh, African
Consumer Care in Nigeria and Dabur Egypt.
 13 ultra-modern manufacturing units spread around the globe
 Products marketed in over 50 countries
 Wide and deep market penetration with 47 C&F agents, more than
5000 distributors and over 1.5 million retail outlets all over India

20. CCD, dealing with FMCG Products relating to Personal Care and Health
Care
 Leading brands -
 Dabur - The Health Care Brand
 Vatika-Personal Care Brand
 Anmol- Value for Money Brand
 Hajmola- Tasty Digestive Brand
 and Dabur Amla, Chyawanprash and Lal Dant Manjan with
Rs.100 crore turnover each
 Vatika Hair Oil & Shampoo the high growth brand
 Strategic positioning of Honey as food product, leading to market
leadership (over 40%) in branded honey market
 Dabur Chyawanprash the largest selling Ayurvedic medicine with
over 65% market share.
 Leader in herbal digestives with 90% market share
 Hajmola tablets in command with 75% market share of digestive
tablets category
 Dabur Lal Tail tops baby massage oil market with 35% of total share

21. CHD (Consumer Health Division)
Dealing with classical Ayurvedic medicines
 Has more than 250 products sold through prescriptions as well as over
the counter
 Major categories in traditional formulations include:
-AsavArishtas
-RasRasayanas
-Churnas
- Medicated Oils
 Proprietary Ayurvedic medicines developed by Dabur include:
-NatureCareIsabgol
-Madhuvaani
- Trifgol

22. Dabur
Vision
“Dedicated to the Health & Well-Being of every Household”
PRINCIPLES
Ownership
This is our Company and we accept personal responsibility
and accountability to meet business needs.
Passion for Winning
We all are leaders in our area of responsibility with a deep commitment to deliver results.
We are determined to be the best at doing what matters the most.
People Development
People are our most important asset. We add value through result driven training,
While encouraging and rewarding excellence.
Consumer Focus
We have superior understanding of consumer needs and develop products to fulfill them.
Team Work
We work together on the principle of mutual trust and transparency in a boundary-less
organisation.
Innovation
Continuous innovation in products and processes is the basis of our success.

23. COMPANY HISTORY
Dabur India Ltd. made its beginnings with a small pharmacy, but has
continued to learn and grow to a commanding status in the industry. The
Company has gone a long way in popularising and making easily available a
whole range of products based on the traditional science of Ayurveda. And it
has set very high standards in developing products and processes that meet
stringent quality norms. As it grows even further, Dabur will continue to
mark up on major milestones along the way, setting the road for others to
follow.
1884 - Established by Dr. S K Burman at Kolkata
1896 - First production unit established at Garhia
1919 - First R&D unit established
Early 1900s - Production of Ayurvedic medicines
Dabur identifies nature-based Ayurvedic medicines as its area of
specialisation. It is the first Company to provide health care through
scientifically tested and automated production of formulations based on our
traditional science.

24. 1930 - Automation and up gradation of Ayurvedic products manufacturing
initiated
1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated 1936 - Dabur (Dr. S
K Burman) Pvt. Ltd. Incorporated
1940 - Personal care through Ayurveda
Dabur introduces Indian consumers to personal care through Ayurveda,
with the launch of Dabur Amla Hair Oil. So popular is the product that it
becomes the largest selling hair oil brand in India.
1949 - Launched Dabur Chyawanprash in tin pack
Widening the popularity and usage of traditional Ayurvedic products
continues. The ancient restorative Chyawanprash is launched in packaged
form, and becomes the first branded Chyawanprash in India.
1957 - Computerisation of operations initiated
1970 - Entered Oral Care & Digestives segment Addressing rural markets
where homemade oral care is more popular than multinational brands, Dabur
introduces Lal Dant Manjan. With this a conveniently packaged herbal
toothpowder is made available at affordable costs to the masses.
1972 - Shifts base to Delhi from Calcutta
1978 - Launches Hajmola tablet Dabur continues to make innovative
products based on traditional formulations that can provide holistic care in
our daily life. An Ayurvedic medicine used as a digestive aid is branded and
launched as the popular Hajmola tablet

25. 1979 - Dabur Research Foundation set up
1979 - Commercial production starts at Sahibabad, the most modern herbal
medicines plant at that time
1984 - Dabur completes 100 years
1988 - Launches pharmaceutical medicines
1989 - Care with fun The Ayurvedic digestive formulation is converted into
a children's fun product with the launch of Hajmola Candy. In an innovative
move, a curative product is converted to a confectionary item for wider
usage.
1994 - Comes out with first public issue
1994 - Enters oncology segment
1994 - Leadership in health care Dabur establishes its leadership in health
care as one of only two companies worldwide to launch the anti-cancer drug
Intaxel (Paclitaxel). Dabur Research Foundation develops an eco-friendly
process to extract the drug from its plant source
1996 - Enters foods business with the launch of Real Fruit Juice 1996 - Real
blitzkrieg Dabur captures the imagination of young Indian consumers with
the launch of Real Fruit Juices - a new concept in the Indian foods market.
The first local brand of 100% pure natural fruit juices made to international
standards, Real becomes the fastest growing and largest selling brand in the
country.
1998 - Burman family hands over management of the company to
professionals
2000 - The 1,000 crore mark Dabur establishes its market leadership status
by staging a turnover of Rs.1,000 crores. Across a span of over 100 years,

26. Dabur has grown from a small beginning based on traditional health care. To
a commanding position amongst an august league of large corporate
businesses.
2001 - Super specialty drugs with the setting up of Dabur Oncology's sterile
cytotoxic facility, the Company gains entry into the highly specialised area
of cancer therapy. The state-of-the-art plant and laboratory in the UK have
approval from the MCA of UK. They follow FDA guidelines for production
of drugs specifically for European and American markets
2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4
crore
2003 - Dabur demerges Pharmaceuticals business

27. Maintaining global standards
As a reflection of its constant efforts at achieving superior quality standards,
Dabur became the first Ayurvedic products company to get ISO 9002
certification
Science for nature
Reinforcing its commitment to nature this scientific landmark helps to
produce saplings of rare medicinal plants that are under threat of extinction
due to ecological degradation.
2005 - Dabur aquires Balsara
2006 - Dabur announces bonus after 12 years
2006 - Dabur crosses $2 bin market cap, adopts US GAAP. and its
conservation, Dabur Nepal, a subsidiary of Dabur India, has set up fully
automated greenhouses in Nepal.

28. Boards of Directors
Dabur has an illustrious Board of Directors who is committed to take the
company onto newer levels of human endeavour in the service of mankind.
The Board comprises of:
Chairman Vice-Chairman
Mr. V.C. Burman Dr. Anand Burman
Whole Time Directors
Mr. P.D. Narang Mr. Sunil Duggal Mr. Pradip Burman
Non Whole Time Promoters, Directors
Mr. Amit Burman
Independent Directors
His Highness Mr. Stuart Purdy Mr. P N Vijay Mr. R C Bhargava
Maharaja Gaj Singh

29. STRATEGIC INTENT
We intend to significantly accelerate profitable growth. To do this, we will:
 Focus on growing our core brands across categories, reaching out to
new geographies, within and outside India, and improve operational
efficiencies by leveraging technology
 Be the preferred company to meet the health and personal grooming
needs of our target consumers with safe, efficacious, natural solutions
by synthesizing our deep knowledge of ayurveda and herbs with
modern science
 Provide our consumers with innovative products within easy reach
 Build a platform to enable Dabur to become a global ayurvedic leader
 Be a professionally managed employer of choice, attracting,
developing and retaining quality personnel
 Be responsible citizens with a commitment to environmental
protection
 Provide superior returns, relative to our peer group, to our
shareholders

30. CORE VALUES
Ownership: This is our company. We accept personal responsibility, and
accountability to meet business needs
Passion For Winning: We all are leaders in our area of responsibility, with
a deep commitment to deliver results. We are determined to be the best at
doing what matters most
People Development: People are our most important asset. We add value
through result driven training, and we encourage & reward excellence
Consumer Focus: We have superior understanding of consumer needs and
develop products to fulfill them better
Team Work: We work together on the principle of mutual trust &
transparency in a boundary-less organisation. We are intellectually honest in
advocating proposals, including recognizing risks
Innovation: Continuous innovation in products & processes is the basis of
our success
Integrity: We are committed to the achievement of business success with
integrity. We are honest with consumers, with business partners and with
each other

31. WHY DABUR HAS CHANGE ITS LOGO
The New Dabur Identity modernizes the 100-year old equity of the Dabur
brand by subtly transforming the tree. While it retains the essence of the
banyan tree, it now projects a contemporary image, in consonance with
today's lifestyle.
The tree, a symbol of nature, is indelibly regarded as a provider of shelter,
food and protection. On a metaphysical plane, the tree is regarded as sacred,
trustworthy and a symbol of fertility. The new Dabur identity retains these
enduring and valuable attributes, while it adds a fresh, healthy and holistic
dimension to the tree.
In the new identity lock-up, distinct elements collaborate to tell a story, even
as they work independently to achieve the delineated objectives.
The new identity appropriates nature as the wellspring for Dabur. It conveys
Dabur's heritage, commitment and stability through the form and colours of
the tree; its branches and leaves. It also conveys that the brand stands for
wellness across age groups
The tree trunk mirrors the form for three people with their arms raised
conveying exultation in achievement. The broad trunk represents stability
and its multiple branches represent growth. Taken as a whole, the tree
appears well rooted, implying stability; and its abundant canopy implies that
it can provide amply for those who seek its produce and shade. Further, the
entire image, being well proportioned, evokes a harmonious, well-balanced,
wholesome and holistic brand.

32. In India, The tree is a symbol of life. It is a giver of fuel, food and
protection. It is a heaven for creatures it generously harbors in its foliage, as
well as in the shade of its canopy. The tree is held auspicious as it spreads
through the three spheres with its roots meshing through the earth, its trunk
rising through the terrestrial world and its branches reaching into the
heavens. This symbolism also occurs in cultures across the world. Keeping
these vital associations in mind, the tree in the new Dabur identity has been
carefully created to communicate Dabur's invaluable 100-year old legacy as
well as its future aspirations. It now takes on a younger avatar, in its form
and colors, and strikes a rapport with the consumer as a proactive brand with
a commitment to wellness and to nurturing an active lifestyle across age
groups.
The leaf is a vital part of a tree. Its functions include the manufacture of
food for the plant, transpiration and respiration. A tree full of leaves
represents growth, vitality, rejuvenation and renewal. The new Dabur
identity of a tree with a full canopy, bursting with leaves, conveys youth and
health. Its foliage captures the spirit of an evergreen tree that constantly
replaces its leaves as they age and fall. The new Dabur logo, of a tree that is
constantly renewing its leaf cover, thus signifies endurance, power and
longevity. The leaves in dual colors reflect the combination of stability and
freshness of thinking of the company & brand.
The soft orange color selected for the trunk, rather than a dark brown, is
redolent of warmth and energy. It suggests a young and youthful tree, thus
tactfully breaking down the association of the brand with advanced years. It
is a joyful, stimulating color that makes for a high-visual impact, yet does so
with a friendly, inviting and soothing stance.

33. The green colour of the leaves instantly indicates nature's freshness, life
and growth. The leaves are neatly divided into two colours: a fresh light
green that implies a young leaf, and a darker green that represents an older
and mature leaf. By juxtaposing these two colours in each leaf, the brand
indicates that it seamlessly blends the old and the new, and also offers a
product that is equally suited to the young and elderly. It indicates an on-
going process of growth, evolution and renewal.
The Dabur front
Dabur’s association with nature is evident in the simple yet unique logo. The
Dabur font has been created as an echo of the earlier font to preserve its
distinctive and established identity. Yet, it has moved on to a more
contemporary style.
The tip of the “D” emulates the apex of an aleaf thus infusing the alphabet
with a form and flow that discreetly suggests the effect of a leaf. The
defined yet gentle curve of “D” forms an arc of trust, caring and support.
The identical look
Dabur’s association with nature is evident in the simple yet unique logo. The
Dabur font has been created as an echo of the earlier font to preserve its
distinctive and established identity. Yet, it has moved on to a more
contemporary style.
The tip of the “D” emulates the apex of an aleaf thus infusing the alphabet
with a form and flow that discreetly suggests the effect of a leaf. The
defined yet gentle curve of “D” forms an arc of trust, caring and support.

34. PRODUCTS
HEALTH CARE
Dabur's Health Care range brings for you a wide selection of herbal
products, to provide complete care for varying individual needs. We derive
our products from the time-tested heritage of Ayurveda, backed by the most
modern scientific test and trials. That ensure unfailing quality and safety in
anything you pick.
Dabur Health Care Product Range
Dabur Chyawanprash- Hajmola Yumstick - Shilajit Gold -
Dabur Chyawanshakti- Hajmola Mast Masala - Nature Care -
Glucose D- Anardana - Sat Isabgol -
Hajmola - Shilajit -
Hajmola candy - Ring Ring -
Hajmola Candy Fun2 - Itch Care -
Pudin hara - Back-aid -
(Liquid and pearls) Shankha Pushpi -
Dabur Lal tail- Pudin hara G - Dabur Balm -
Dabur Baby olive oil- Dabur Hingoli - Sarbyna Strong -
Dabur Janma Ghunti-

35. PERSONAL CARE
Dabur presents its range of herbal personal care products, created to make
you look and feel good deep down. Bringing together the gentle touch of
nature and Ayurveda’s wisdom. Backed by the unfailing quality of Dabur
Products.
Dabur Personal Care Product Range
Amla Hair Oil - - Anmol Silky Black Shampoo
Amla Lite Hair Oil - - Vatika Henna Conditioning Shampoo
Vatika Hair Oil - - Vatika Anti-Dandruff Shampoo
Anmol Sarson Amla - - Anmol Natural Shine Shampoo
Gulabari -
Vatika Fairness Face Pack - - Dabur Red Gel
- Dabur Red Toothpaste
- Babool Toothpaste
- Dabur Lal Dant Manjan
- Dabur Binaca Toothbrush

36. Fo
r nearly 100 years, Dabur has specialised in developing and producing
herbal Ayurvedic formulations. Today Dabur's Ayurvedic Specialties has
over 260 medicines for treating a range of ailments and body conditions -
from common cold to chronic paralysis. This range is handled by Dabur
Ayurvedic Specialties Limited division, which constitutes 8% in Dabur's
total revenue of Rs.1899.57 crore.

37. FOODS
Stay healthy, stay fit - and eat only nature’s best.
With products from our Foods range that are pure and full of nutrition,
taking
care of your fitness while providing exciting flavours and tastes to your
dishes.
Dabur Food range
Tastes like eating a 100% Natural Fruit Juice Pure natural Honey
fruit
Hommade - a range Lemoneez is a Natural Capsico - a fiery red-
of Lemon Juice pepper sauce.
culinary ingredients
giving you 'The taste
of Indian Kitchen'.

38. SWOT ANALYSIS OF DABUR
STRENGTHS
• A trusted, successful & globally known brand
• Old brand recognition
• Good R & D department
WEAKNESSES
• Less Economies of Scale as compared to other big brands
• Poor Advertising of Dabur Nature Care
OPPORTUNITIES
• Increasing health consciousness among people
• Increasing Market share
• Brand Loyalty among people
THREATS
• Well-established Competitors
• Brands like Colgate, Pepsodent &Close up has
• High brand image & Consumer Awareness
• MNC’s can be a big threat to our Market share in terms of qualities
like:
o More Choice
o Cheaper Price
o More Margin to Distributors & Retailers

39. HINDUSTAN LEVER LIMITED
Corporate Communications Department
Hindustan Lever Limited
Hindustan Lever House
165/166, Backbay Reclamation
Mumbai - 400020
Maharashtra
India.
Tel: +91-22-39830000
Fax: +91-22-22871970
Email: henu.nagi@unilever.com

40. Introduction
Hindustan Lever Limited (HLL) is India's largest fast moving consumer
goods company, with leadership in Home & Personal Care Products and
Foods & Beverages. HLL's brands, spread across 20 distinct consumer
categories, touch the lives of two out of three Indians. They endow the
company with a scale of combined volumes of about 4 million tonnes and
sales of Rs.10,000 crores.
The mission that inspires HLL's 36,000 employees, including about 1,350
managers, is to "add vitality to life". With 35 Power Brands, HLL meets
everyday needs for nutrition, hygiene, and personal care with brands that
help people feel good, look good and get more out of life.
It is a mission HLL shares with its parent company, Unilever, which holds
51.55% of the equity. A Fortune 500 transnational, Unilever sells Foods and
Home and Personal Care brands in about 100 countries worldwide.

41. MISSION
Unilever's mission is to add Vitality to life. We meet everyday needs for
nutrition, hygiene, and personal care with brands that help people feel good,
look good and get more out of life.
The Vision
Our vision is to continue to be an environmentally responsible organisation
making continuous improvements in the management of the environmental
impact of our operations.
We will achieve this through an Integrated Environment Management
approach, which focuses on People, Technology and Facilities, supported by
Management Commitment as the prime driver.

42. PAST MILESTONES
Over 100 years' link with India
Chronology
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of
Sunlight soap bars, embossed with the words "Made in England by Lever
Brothers". With it, began an era of marketing branded Fast Moving
Consumer Goods (FMCG).
Soon after followed Lifebuoy in 1895 and other famous brands like Pears,
Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand
came to the market in 1937.
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati
Manufacturing Company, followed by Lever Brothers India Limited (1933)
and United Traders Limited (1935). These three companies merged to form
HLL in November 1956; HLL offered 10% of its equity to the Indian public,
being the first among the foreign subsidiaries to do so. Unilever now holds
51.55% equity in the company. The rest of the shareholding is distributed
among about 380,000 individual shareholders and financial institutions.
The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903,
the company had launched Red Label tea in the country. In 1912, Brooke
Bond & Co. India Limited was formed. Brooke Bond joined the Unilever
fold in 1984 through an international acquisition. The erstwhile Lipton's
links with India were forged in 1898. Unilever acquired Lipton in 1972 and
in 1977 Lipton Tea (India) Limited was incorporated.

43. Pond's (India) Limited had been present in India since 1947. It joined the
Unilever fold through an international acquisition of Chesebrough Pond's
USA in 1986.
Since the very early years, HLL has vigorously responded to the stimulus of
economic growth. The growth process has been accompanied by judicious
diversification, always in line with Indian opinions and aspirations.
Simultaneously, deregulation permitted alliances, acquisitions and mergers.
In one of the most visible and talked about events of India's corporate
history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HLL,
effective from April 1, 1993. In 1995, HLL and yet another Tata company,
Lakme Limited, formed a 50:50 joint venture, Lakme Lever Limited, to
market Lakme's market-leading cosmetics and other appropriate products of
both the companies. Subsequently in 1998, Lakme Limited sold its brands to
HLL and divested its 50% stake in the joint venture to the company.
HLL formed a 50:50 joint venture with the US-based Kimberly Clark
Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies
Diapers and Kotex Sanitary Pads. HLL has also set up a subsidiary in Nepal,
Nepal Lever Limited (NLL), and its factory represents the largest
manufacturing investment in the Himalayan kingdom. The NLL factory
manufactures HLL's products like Soaps, Detergents and Personal Products
both for the domestic market and exports to India.
The 1990s also witnessed a string of crucial mergers, acquisitions and
alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke
Bond acquired Kothari General Foods, with significant interests in Instant
Coffee. In 1993, it acquired the Kissan business from the UB Group and the
Dollops Icecream business from Cadbury India.

44. As a measure of backward integration, Tea Estates and Doom Dooma, two
plantation companies of Unilever, were merged with Brooke Bond. Then in
July 1993, Brooke Bond India and Lipton India merged to form Brooke
Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring
synergy in the traditional Beverages business. 1994 witnessed BBLIL
launching the Wall's range of Frozen Desserts. By the end of the year, the
company entered into a strategic alliance with the Kwality Icecream Group
families and in 1995 the Milkfood 100% Icecream marketing and
distribution rights too were acquired.
Finally, BBLIL merged with HLL, with effect from January 1, 1996. The
internal restructuring culminated in the merger of Pond's (India) Limited
(PIL) with HLL in 1998. The two companies had significant overlaps in
Personal Products, Speciality Chemicals and Exports businesses, besides a
common distribution system since 1993 for Personal Products. The two also
had a common management pool and a technology base. The amalgamation
was done to ensure for the Group, benefits from scale economies both in
domestic and export markets and enable it to fund investments required for
aggressively building new categories.
In January 2000, in a historic step, the government decided to award 74 per
cent equity in Modern Foods to HLL, thereby beginning the divestment of
government equity in public sector undertakings (PSU) to private sector
partners. HLL's entry into Bread is a strategic extension of the company's
wheat business. In 2002, HLL acquired the government's remaining stake in
Modern Foods.
In 2003, HLL acquired the Cooked Shrimp and Pasteurised Crabmeat
business of the Amalgam Group of Companies, a leader in value added
Marine Products exports.

45. PRESENT STATURE
Hindustan Lever Limited (HLL) is India's largest Fast Moving Consumer
Goods company, touching the lives of two out of three Indians with over 20
distinct categories in Home & Personal Care Products and Foods &
Beverages. They endow the company with a scale of combined volumes of
about 4 million tonnes and sales of Rs.10,000 crores.
HLL is also one of the country's largest exporters; it has been recognised as
a Golden Super Star Trading House by the Government of India.
The mission that inspires HLL's 36,000 employees, including over 1,350
managers, is to "add vitality to life." HLL meets everyday needs for
nutrition, hygiene, and personal care with brands that help people feel good,
look good and get more out of life. It is a mission HLL shares with its parent
company, Unilever, which holds 51.55% of the equity. The rest of the
shareholding is distributed among 380,000 individual shareholders and
financial institutions.
HLL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,
Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan,
Knorr-Annapurna, Kwality Wall's – are household names across the country
and span many categories - soaps, detergents, personal products, tea, coffee,
branded staples, ice cream and culinary products. They are manufactured in
close to 80 factories. The operations involve over 2,000 suppliers and
associates. HLL's distribution network, comprising about 7,000
redistribution stockists, directly covers the entire urban population, and
about 250 million rural consumers.

46. HLL has traditionally been a company, which incorporates latest technology
in all its operations. The Hindustan Lever Research Centre (HLRC) was set
up in 1958, and now has facilities in Mumbai and Bangalore. HLRC and the
Global Technology Centres in India have over 200 highly qualified scientists
and technologists, many with post-doctoral experience acquired in the US
and Europe.
HLL believes that an organisation's worth is also in the service it renders to
the community. HLL is focusing on health & hygiene education, women
empowerment, and water management. HLL has also responded in case of
national calamities / adversities and contributes through various welfare
measures, most recent being the village built by HLL in earthquake affected
Gujarat, and relief & rehabilitation after the Tsunami caused devastation in
South India.
Over the last three years the company has embarked on an ambitious
programme, Shakti. The programme now covers about 50,000 villages in 12
states. HLL's vision is to take this programme to 100,000 villages impacting
the lives of over a 100 million rural Indians.
HLL is also running a rural health programme – Lifebuoy Swasthya
Chetana. The programme endeavours to induce adoption of hygienic
practices among rural Indians and aims to bring down the incidence of
diarrhoea. It has already touched 70 million people in approximately 15000
villages of 8 states. The vision is to make a billion Indians feel safe and
secure.
If Hindustan Lever straddles the Indian corporate world, it is because of
being single-minded in identifying itself with Indian aspirations and needs in
every walk of life.

47. BUSINESSES
Home & Personal Foods New Ventures Exports
Care • Tea • Hindustan Lever • HPC
• Personal Wash • Coffee Network • Beverages
• Fabric Wash • Branded Staples • Ayush ayurvedic • Marine Products
• Home Care • Culinary Products products & • Rice
• Oral Care • Ice Creams services • Castor
• Skin Care • Modern Foods • Sangam
• Hair Care ranges • Pureit water
• Deodorants & purifiers
Talcs
• Colour Cosmetics

48. QUALITY POLICY
Hindustan Lever Limited considers quality as one of the principal strategic objectives
to guarantee its growth and leadership in the markets in which it operates.
The company is committed to respond creatively and competitively to the changing
needs and aspirations of our consumers through relentless pursuit of technological
excellence, innovation and quality management across our businesses, and offer
superior quality products and services that are appropriate to the various price points
in the market as well as to our commitment to building shareholder value.
The company recognises that its employees are the primary source of success in its
operations and is committed to training and providing them the necessary tools and
techniques as well as empowering them to ensure broad base compliance of this
policy in the organisation at all levels.
The company will maintain an open communication channel with its consumers and
customers and will carefully monitor the feedback to continuously improve its
products and services and set quality standards to fulfill them.
The company is committed to extend its quality standards to its contract
manufacturers, key suppliers and service providers and by entering into alliances with
them, to jointly improve the quality of its products and services. This policy is
applicable to production from its own facilities as well as to production that is
outsourced.
The company will periodically review this quality policy for its effectiveness and
consistency with business objectives.
The company delegates authority and responsibility for dissemination and
implementation of this policy to each Business and Unit Head.

49. ITC LIMITED
Registered Office:
ITC Limited,
37 J.L. Nehru Road,
Kolkata- 700071
India.
Tel: +91-33-22889371

50. HISTORY
ITC was incorporated on August 24, 1910 under the name of 'Imperial
Tobacco Company of India Limited'. Its beginnings were humble. A leased
office on Radha Bazar Lane, Kolkata, was the centre of the Company's
existence. The Company celebrated its 16th birthday on August 24, 1926,
by purchasing the plot of land situated at 37, Chowringhee, (now renamed
J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the
Company was historic in more ways than one. It was to mark the beginning
of a long and eventful journey into India's future. The Company's
headquarter building, 'Virginia House', which came up on that plot of land
two years later, would go on to become one of Kolkata's most venerated
landmarks. The Company's ownership progressively Indianised, and the
name of the Company was changed to I.T.C. Limited in 1974. In
recognition of the Company's multi-business portfolio encompassing a wide
range of businesses - Cigarettes & Tobacco, Hotels, Information
Technology, Packaging, Paperboards & Specialty Papers, Agri-Exports,
Foods, Lifestyle Retailing and Greeting Gifting & Stationery - the full stops
in the Company's name were removed effective September 18, 2001. The
Company now stands rechristened.
Though the first six decades of the Company's existence were primarily
devoted to the growth and consolidation of the Cigarettes and Leaf
Tobacco businesses, the Seventies witnessed the beginnings of a corporate
transformation that would usher in momentous changes in the life of the
Company.

51. ITC's Packaging & Printing Business Division, was set up in 1925 as a
strategic backward integration for ITC's Cigarettes business. It is today
India's most sophisticated packaging house.
In 1975 the Company launched its Hotels business with the acquisition of a
hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel
Chola'. The objective of ITC's entry into the hotels business was rooted in
the concept of creating value for the nation. ITC chose the hotels business
for its potential to earn high levels of foreign exchange, create tourism
infrastructure and generate large scale direct and indirect employment.
Since then ITC's Hotels business has grown to occupy a position of
leadership, with over 65 owned and managed properties spread across India.
In 1979, ITC entered the Paperboards business by promoting ITC
Bhadrachalam Paperboards Limited, which today has become the market
leader in India. Bhadrachalam Paperboards amalgamated with the Company
effective March 13, 2002 and became a Division of the Company,
Bhadrachalam Paperboards Division. In November 2002, this division
merged with the Company's Tribeni Tissues Division to form the
Paperboards & Specialty Papers Division. ITC's paperboards' technology,
productivity, quality and manufacturing processes are comparable to the
best in the world. It has also made an immense contribution to the
development of Sarapaka, an economically backward area in the state of
Andhra Pradesh. It is directly involved in education, environmental
protection and community development. In 2004, ITC acquired the
paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd
(BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to
improve customer service with reduced lead time and a wider product range.

52. In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and
British joint venture. Since inception, its shares have been held by ITC,
British American Tobacco and various independent shareholders in Nepal.
In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its
name was changed to Surya Nepal Private Limited (Surya Nepal).
In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper
manufacturing company and a major supplier of tissue paper to the cigarette
industry. The merged entity was named the Tribeni Tissues Division (TTD).
To harness strategic and operational synergies, TTD was merged with the
Bhadrachalam Paperboards Division to form the Paperboards & Specialty
Papers Division in November 2002.
Also in 1990, leveraging its agri-sourcing competency, ITC set up the
International Business Division (IBD) for export of agri-commodities. The
Division is today one of India's largest exporters. ITC's unique and now
widely acknowledged e-Choupal initiative began in 2000 with soya farmers
in Madhya Pradesh. Now it extends to 7 states covering over 3.5 million
farmers. ITC's first rural mall, christened 'Choupal Saagar' was inaugurated
in August 2004 at Sehore. The year 2006 witnessed the ramping up of the
Company's rural retailing network with 10 'Choupal Saagars' being
operational in three states of Madhya Pradesh, Maharashtra and Uttar
Pradesh. Nine more 'Choupal Saagars' are in an advanced stage of
construction and will be launched shortly.
In 2000, ITC's Packaging & Printing business launched a line of high
quality greeting cards under the brand name 'Expressions'. In 2002, the
product range was enlarged with the introduction of Gift wrappers,
Autograph books and Slam books. In the same year, ITC also launched
'Expressions Matrubhasha', a vernacular range of greeting cards in eight

53. languages and 'Expressions Paperkraft', a range of premium stationery
products. In 2003, the company rolled out 'Classmate', a range of
notebooks in the school stationery segment.
ITC also entered the Lifestyle Retailing business with the Wills Sport
range of international quality relaxed wear for men and women in 2000. The
Wills Lifestyle chain of exclusive stores later expanded its range to include
Wills Classic formal wear (2002) and Wills Clublife evening wear (2003).
ITC also initiated a foray into the popular segment with its men's wear
brand, John Players, in 2002. In December 2005, ITC introduced Essenza
Di Wills, an exclusive line of prestige fragrance products, to select 'Wills
Lifestyle' stores. In 2006, Wills Lifestyle became title partner of the
country's most premier fashion event - Wills Lifestyle India Fashion Week -
that has gained recognition from buyers and retailers as the single largest
B-2-B platform for the Fashion Design industry. To mark the occasion, ITC
launched a special 'Celebration Series', taking the event forward to
consumers.
In 2000, ITC spun off its information technology business into a wholly
owned subsidiary, ITC Infotech India Limited, to more aggressively
pursue emerging opportunities in this area. In a short span of 5 years, ITC
Infotech has already crossed over US$ 60 million in revenues. It also has a
joint venture with ClientLogic, a top five global Business Process
Outsourcing (BPO) provider.
ITC's foray into the Foods business is an outstanding example of
successfully blending multiple internal competencies to create a new driver
of business growth. It began in August 2001 with the introduction of
'Kitchens of India' ready-to-eat Indian gourmet dishes. In June 2002 ITC
entered the confectionery, staples and snack foods segments. In just five

54. years, the Foods business has grown to a significant size with 100
differentiated products, five distinctive brands, an enviable distribution
reach, a rapidly growing market share and a solid market standing.
In 2002, ITC's philosophy of contributing to enhancing the competitiveness
of the entire value chain found yet another expression in the Safety
Matches initiative. ITC now markets popular safety matches brands like
iKno, Mangaldeep, VaxLit, Delite and Aim.
ITC's foray into the marketing of Agarbattis (incense sticks) in 2003
marked the manifestation of its partnership with the cottage sector. ITC's
popular agarbattis brands include Spriha and Mangaldeep across a range of
fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani
and Nagchampa.

55. THE ITC PROFILE
ITC is one of India's foremost private sector companies with a market
capitalisation of over US $ 13 billion and a turnover of US $ 3.5 billion.
Rated among the World's Best Big Companies by Forbes magazine and
among India's Most Respected Companies by BusinessWorld, ITC ranks
third in pre-tax profit among India's private sector corporations.
ITC has a diversified presence in Cigarettes, Hotels, Paperboards &
Specialty Papers, Packaging, Agri-Business, Packaged Foods &
Confectionery, Information Technology, Branded Apparel, Greeting Cards,
Safety Matches and other FMCG products. While ITC is an outstanding
market leader in its traditional businesses of Cigarettes, Hotels,
Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share
even in its nascent businesses of Packaged Foods & Confectionery, Branded
Apparel and Greeting Cards.
As one of India's most valuable and respected corporations, ITC is widely
perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls
this source of inspiration "a commitment beyond the market". In his own
words: "ITC believes that its aspiration to create enduring value for the
nation provides the motive force to sustain growing shareholder value. ITC
practises this philosophy by not only driving each of its businesses towards
international competitiveness but by also consciously contributing to
enhancing the competitiveness of the larger value chain of which it is a
part."
ITC's diversified status originates from its corporate strategy aimed at
creating multiple drivers of growth anchored on its time-tested core
competencies: unmatched distribution reach, superior brand-building

56. capabilities, effective supply chain management and acknowledged service
skills in hoteliering. Over time, the strategic forays into new businesses are
expected to garner a significant share of these emerging high-growth
markets in India.
ITC's production facilities and hotels have won numerous national and
international awards for quality, productivity, safety and environment
management systems. ITC was the first company in India to be rated for
Corporate Governance by ICRA, an associate of Moody's Investors Service,
which accorded it the second highest rating, signifying "a high level of
assurance on the quality of corporate governance."
ITC employs over 20,000 people at more than 60 locations across India.
Ranked among India's most valuable companies by the 'Business Today'
magazine, ITC continuously endeavors to enhance its wealth generating
capabilities in a globalising environment to consistently reward more than
4,60,090 shareholders, fulfill the aspirations of its stakeholders and meet
societal expectations. This over-arching vision of the company is
expressively captured in its corporate positioning statement: "Enduring
Value. For the nation. For the Shareholder."

57. Vision
MISSION

58. FOODS
ITC made its entry into the branded & packaged Foods business in August
2001 with the launch of the Kitchens of India brand. A more broad-based
entry has been made since June 2002 with brand launches in the
Confectionery, Staples and Snack Foods segments.
The Foods business carries forward this proud tradition to deliver quality
food products to the consumer. All products of ITC's Foods business
available in the market today have been crafted based on consumer insights
developed through extensive market research. Apart from the current
portfolio of products, several new and innovative products are under
development in ITC's state-of-the-art Product Development facility located
at Bangalore.
Leadership in the Foods business requires a keen understanding of the
supply chain for agricultural produce. ITC has over the last 90 years
established a very close business relationship with the farming community
in India and is currently in the process of enhancing the Indian farmer's
ability to link to global markets, through the e-Choupal initiative, and
produce the quality demanded by its customers. This long-standing
relationship is being leveraged in sourcing best quality agricultural produce
for ITC's Foods business.
The Foods business is today represented in 4 categories in the market. These
are:
• Ready To Eat Foods
• Staples
• Confectionery
• Snack Foods

59. In order to assure consumers of the highest standards of food safety and
hygiene, ITC is engaged in assisting outsourced manufacturers in
implementing world-class hygiene standards through HACCP certification.
The unwavering commitment to internationally benchmarked quality
standards enabled ITC to rapidly gain market standing in all its 5 brands:
• Kitchens of India
• Aashirvaad
• Sunfeast
• Mint-O
• Candyman

60. LIFESTYLE RETAILING
Over the last six years, ITC's Lifestyle Retailing Business Division has
established a nationwide retailing presence through its Wills Lifestyle chain
of exclusive specialty stores. Beginning with its initial offering of Wills
Sport relaxed wear from the first store at South Extension, New Delhi in
July 2000, it has expanded its basket of offerings to the premium consumer
with Wills Classic work wear, Wills Clublife evening wear and a tempting
range of designer accessories that complete the Look.
With a distinctive presence across segments at the premium end, ITC has
also established John Players as a brand that offers a complete fashion
wardrobe to the youth of today. With its brands, ITC aspires to build a
dominant presence in the apparel market through a robust portfolio of
offerings.
ITC's Wills Lifestyle believes in the
philosophy of 'Enjoying the Change' - the
change that comes through actively
exploring one's own multifacetedness and
stretching one's limits. This season, Wills
Lifestyle presents a complete fashion
wardrobe that complements every facet of your lifestyle - at work, when
you're relaxed and while you party.

61. NESTLÉ INDIA LTD
Nestlé India Ltd.
Nestlé House, Jacaranda Marg
M Block, DLF City Phase II
Gurgaon 122 002 - Haryana
India
Phone : +91 124 238 93 00
Fax : +91 124 238 94 11

62. History:
1866 – 1905
In 1860s HENRI NESTLE, a Pharmacist, developed a food for babies who
were unable to breastfeed. His first success was a premature infant who
could not tolerate his mother’s milk or any of the usual substitutes. People
quickly recognized the value of the new product, after Nestle’s new formula
saved the child’s life, and soon, Farine Lactee Henri Nestle was being sold
in much of Europe.
1905 – 1918
In 1905 Nestle merged with the Anglo-Swiss Condensed Milk Company. By
the early 1900s, the company was operating factories in the United States,
Britain, Germany and Spain. I World War created new demand for dairy
products in the form of government contracts. By the end of the War,
Nestle’s production had more than doubled.
1918 – 1938
After the war Government contracts dried up and consumers switched back
to fresh milk. However, Nestle’s management responded quickly,
streamlining operations and reducing debt. The 1920s saw Nestle’s first
expansion into new products, with chocolate the Company’s second most
important activity.

63. 1938 – 1944
Nestle felt the effects of II World War immediately. Profits dropped from
$20 million in 1938 to $6 million in 1939. Factories were established in
developing countries, particularly Latin America. Ironically, the war helped
with the introduction of the company’s newest product, Nescafe, which was
a staple drink of the US military. Nestle’s production and sales rose in the
wartime economy.
1944 – 1975
The end of World War II was the beginning of a dynamic phase for Nestle.
Growth accelerated and companies were acquired. In 1947 came the merger
with Maggi seasonings and soups. Crosse & Blackwell followed in 1960, as
did Findus (1963), Libby’s (1971) and Stouffer’s (1973). Diversification
came with a shareholding in L’Oreal in 1974.
1975 – 1981
Nestle’s growth in the developing world partially offset a slowdown in the
company’s traditional markets. Nestle made its second venture outside the
food industry by acquiring Alcon Laboratories Inc..
1981 – 1996
Nestle divested a number of business 1980/1984. In 1984, Nestle’s improved
bottom line allowed the company to launch a new round of acquisitions, the
most important being American food giant Carnation.

64. 1996 +
The first half of the 1990’s proved to be favorable for Nestle: trade barriers
crumbled and world markets developed into more or less integrated trading
areas. Since 1996 there have been acquisitions including San Pellegrino
(1997), Spillers Petfoods (1998) and Ralston Purina (2002).There were two
major acquisitions in North America, both in 2002: in July, Nestle merged
its U.S. ice cream business into Dreyers, and in August, a USD 2.6bn
acquisition was announced of Chef American Inc..
At a Glance
Nestlé with headquarters in Vevey, Switzerland was founded in 1866 by
Henri Nestlé and is today the world's biggest food and beverage company.
Sales at the end of 2005 were CHF 91 bn, with a net profit of CHF 8 bn. We
employ around 250,000 people and have factories or operations in almost
every country in the world.
The Company's strategy is guided by several fundamental principles.
Nestlé's existing products grow through innovation and renovation while
maintaining a balance in geographic activities and product lines. Long-term
potential is never sacrificed for short-term performance. The Company's
priority is to bring the best and most relevant products to people, wherever
they are, whatever their needs, throughout their lives.

65. Business Principles
Since Henri Nestlé developed the first milk food for infants in 1867, and
saved the life of a neighbor’s child, the Nestlé Company has aimed to build
a business based on sound human values and principles.
While our Nestlé Corporate Business Principles will continue to evolve and
adapt to a changing world, our basic foundation is unchanged from the time
of the origins of our Company, and reflects the basic ideas of fairness,
honesty, and a general concern for people.
Nestlé is committed to the following Business Principles in all countries,
taking into account local legislation, cultural and religious practices:
• Nestlé's business objective is to manufacture and market the
Company's products in such a way as to create value that can be
sustained over the long term for shareholders, employees,
consumers, and business partners.
• Nestlé does not favor short-term profit at the expense of successful
long-term business development.
• Nestlé recognizes that its consumers have a sincere and legitimate
interest in the behavior, beliefs and actions of the Company behind
brands in which they place their trust and that without its consumers
the Company would not exist.
• Nestlé believes that, as a general rule, legislation is the most effective
safeguard of responsible conduct, although in certain areas, additional
guidance to staff in the form of voluntary business principles is
beneficial in order to ensure that the highest standards are met
throughout the organization.

66. Main Brands
Coffee Water Other beverages Shelf stable
• Nescafé • Nestlé Pure Life • Nestea, Nestlé,
• Taster’s • Nestlé Aquarel • Nesquik Nido, Nespray,
Choice • Perrier • Nescau Ninho,
• Ricoré • Vittel • Milo Carnation,
• Ricoffy • Contrex • Carnation Milkmaid, La
• Nespresso • S.Pellegrino • Libby’s Lechera, Moça,
• Bonka Klim, Gloria,
• Acqua Panna • Caro
Svelty, Molico,
• Zoégas • Levissima • Nestomalt
Nestlé Omega
Loumidis • Arrowhead • Nestlé Plus, Bear
• Poland Spring Brand, Coffee-
• Deer Park Mate
• Ozarka
• Hépar
• Ice Mountain
• Zephyrhills
ChilledNestlé Ice cream Nestlé Infant nutrition HealthCare
• Sveltesse • Antica Gelateria • Nan nutrition
• La Laitière del Corso • Lactogen • Nutren
• La • Dreyer's/Edy's • Beba • Clinutren
Lechera • Drumstick/Extrême • Nestogen • Peptamen
• Ski • Maxibon/Tandem • Cerelac • Modulen
• Yoco • Mega, Mövenpick • Neslac
• Svelty • Sin Parar/Sem • Nestum
• Molico Parar/Non Stop • Guigoz
• LC1 • Good Start
• Chiquitin

67. HEINZ INDIA LIMITED

68. INTRODUCTION
In 1869, HENRY JOHN HEINZ and a friend L. CLARENCE NOBLE
launched HEINZ and NOBLE & delivered his products from a horse-drawn
delivery wagon, now known as the “HEINZ HITCH.” His Ketchup (first
sold in 1876), pickles, jams, jellies and condiments were made of the finest
ingredients – picked when fresh, sorted for quality, packed in factories so
clean he invented the public factory tour. In 1886, overseas operations were
started.
In 1920s, Heinz introduced two new product lines:
a) Baby Food
b) Ready-to-serve Soup
In 1978, Heinz acquired –Weight Watchers International, now the largest
weight-loss program in the US.
In 1990, Heinz U.S.A. introduced the first fully recyclable plastic ketchup
bottle.
Today Heinz markets more than 5,700 varieties in over 200 countries and
territories. Nearly half of company sales come for non U.S. operations, and
nearly 70 percent of sales are from products without the Heinz brand name.
Brands include Heinz, Weight Watchers, Starkist, Ore-Ida, 9-Lives, The
Budget Gourmet, Ken-L ration, Kibbles’n Bits, Orlando, Wattie’s, Olivine,
Plasmon, Farley’s and Guloso.

69. In India Heinz entered in liberalization wave and acquired brands like
COMPLAN, FAREX, GLUCON-D to facilitate an easy entry. In India, its
Farex brand is growing faster than 30 percent. Heinz launched its brand in
Biscuit in Feb.2000 in India. In future, Heinz plans to make an aggressive
entry in India its global brand in a phased manner.
H. J. Heinz Company is one of the world's premier food companies.
Heinz is dedicated to providing superior food products that enhance the
lives and well being of people everywhere. Heinz strives to follow the
advice of its founder, "To do a common thing uncommonly well brings
success."
PURPOSE
In order to continue to be one of the world's premier food companies, Heinz
has developed these Global Operating Principles which will convey to its
employees and to the public Heinz's values and commitments. Heinz
respects its employees and these Global Operating Principles are intended to
promote the safe and fair treatment of all of its employees. Heinz requires
that its operating affiliates protect the environment and respect the cultural,
ethnic, religious, political and philosophical differences of people around
the world. We recognize that Heinz must be responsible for its Global
Operating Principles and will review our performance with a view toward
continued progress and improvement.

70. SCOPE:
These Global Operating Principles apply to all of the facilities owned by,
and all employees of, Heinz and its affiliates throughout the world. Heinz
has also developed a set of guidelines for firms with whom Heinz and its
affiliates worldwide have a contractual relationship, including contractors,
suppliers of goods and services, co-packers and joint venture partners. These
Supplier Guiding Principles are set forth separately in a statement of
principles for such business partners.
VISION
Our VISION, quite simply, is to be "THE WORLD'S PREMIER FOOD
COMPANY, OFFERING NUTRITIOUS, SUPERIOR TASTING FOODS
TO PEOPLE EVERYWHERE." Being the premier food company does not
mean being the biggest but it does mean being the best in terms of consumer
value, customer service, employee talent, and consistent and predictable
growth. We are well on our way to realizing this Vision but there is more we
must do to fully achieve it.
VALUES
Our vision will be supported by our VALUES, which define to the world
and ourselves who we are and what we stand for. Heinz has a proud tradition
of Pure Foods, Quality and Good Stewardship. To help you better
understand these values, we are building on the articulation crafted by Heinz
Europe, which has successfully incorporated these and other important
values under the acronym of PREMIER.

71. PREMIER VALUES:
• Passion . . . to be passionate about winning and about our
brands, products and people, thereby delivering superior value
to our shareholders.
• Risk Tolerance . . . to create a culture where entrepreneurship
and prudent risk taking are encouraged and rewarded.
• Excellence . . . to be the best in quality and in everything we do.
• Motivation . . . to celebrate success, recognizing and rewarding
the achievements of individuals and teams.
• Innovation . . . to innovate in everything, from products to
processes.
• Empowerment . . . to empower our talented people to take the
initiative and to do what's right.
• Respect . . . to act with integrity and respect towards all.

72. HEINZ'S RELATIONSHIPS:
Consumers
The needs, health and well being of our consumers are paramount. Heinz is
committed to providing high quality, safe and "pure food" products for all of
our consumers, which include our own employees and their families.
Environment
We value the environment and are dedicated to protecting it. We recognize
the relationship of our food processing operations to the environment, and
we aim to be efficient in the use of energy, raw materials, water and
packaging.
Partners
Our shareholders, customers and business partners expect that Heinz will
conduct its operations ethically and responsibly. Heinz and its employees
share these values. Heinz insists on honesty and integrity in all aspects of its
business and expects the same in its relationships with its business partners.
Heinz prohibits any illegal payments to any person, organization or
government.
Employees
All Heinz employees will be treated fairly and with respect. Heinz is
committed to providing a safe and healthful workplace for its employees.
Heinz will encourage pride in the workplace and in its products. Heinz
employees are required to comply with all applicable laws and regulations
and to avoid personal activities and financial interests which could conflict
with their commitment to their job.

73. Communities
Heinz believes in being a responsible corporate citizen in the communities
in which it and its affiliates operate. Heinz values its contribution to the
development of the communities where Heinz has operations.
HEINZ'S COMMITMENTS
Heinz-owned factories and facilities will operate in compliance with
applicable laws and regulations in every country in which Heinz operates. In
countries where specific laws are not well defined, Heinz will implement
standards that govern its operations which are consistent with these Global
Operating Principles.
Conditions of Employment
• Minimum Age for Employment? Heinz and its affiliates will not
knowingly hire anyone under the age of 16. If the local law requires a
higher minimum age limit, Heinz will comply with that requirement.
• Forced Labor? Heinz will not utilize forced labor or involuntary
prison labor.
• Abuse and Harassment? Heinz does not tolerate any form of physical
or sexual harassment or abuse of its employees.

74. • Equal Employment Opportunity/Diversity? No person or group of
people should be made to feel unwanted or unwelcome in a Heinz
workplace because of discrimination or stereotyping. Heinz
encourages and fosters a diverse global workforce. Heinz believes that
people everywhere should be employed and advanced on the basis of
their ability to do the job. It is therefore the continuing policy of Heinz
to afford equal employment opportunities to all qualified employees
and applicants. In accordance with this policy, all personnel decisions,
including but not limited to those relating to recruitment, hiring,
training, promotion, compensation and benefits, will continue to be
made based solely upon an employee's or applicant's qualifications,
skills and abilities and without regard to any condition or
characteristic that is not job-related. In addition, every Heinz location
is required to have a policy prohibiting illegal discrimination,
including harassment, and an accompanying set of policies
establishing a procedure for reporting and investigating complaints,
prohibiting retaliation and providing for appropriate disciplinary
action for violations.
• Freedom of Association? Heinz recognizes and respects each
employee's right to associate with any legally sanctioned organization.
The rights of labor unions must be respected.
• Work Hours, Work Week and Payment of Wages? Heinz will
comply with all applicable local laws.
• Training? Reasonable efforts will be made to provide appropriate job
training for every employee.

75. • Promotion? Preference for any promotion opportunities will be given
to employees based on merit and performance and other equitable
standards.
• Communications? Heinz will take appropriate steps to communicate
these Global Operating Principles to its employees, including posting
these Principles in the local language in an accessible place. All Heinz
locations will encourage constructive communications among
employees and management? Without fear of reprisal? Regarding
issues that impact their jobs or the company in general.
Occupational Health and Safety
• Occupational health and safety must be managed as an integral part of
all operational performance.
• All Heinz facilities are required to comply with Heinz policies and
national and local safety laws.
• Each Heinz-owned manufacturing location is required to implement
the Heinz Safety Process, and manage by its principles.
• Management must measure performance against safety goals that are
related to the Heinz Safety Process, and incorporate safety objectives
into annual business plans for safety.
• Each Heinz-owned manufacturing location must have access to a
dedicated and trained safety professional accountable to the location's
operational manager and must facilitate the implementation of the
Heinz Safety Process.

76. • All Heinz-owned locations will develop the capability to provide
occupational health care, whether internally or externally.
• Each occupational health care facility will comply with all applicable
national or local laws, if more stringent than Heinz Occupational
Health requirements.
• All internal facilities for occupational health care will be managed and
evaluated against the Heinz Occupational Health process.
• Occupational health and safety performance will be reported through
Heinz's global "Environmental, Health and Safety Report."
Emergency and Crisis Planning
• All Heinz locations and facilities will have in place a plan for
handling crises, such as accidents, natural disasters or criminal acts.
• All Heinz locations and facilities will have emergency plans for
evacuations, spills and natural disasters.
• Crisis plans and emergency plans will be well documented and
rehearsed and all lists of key personnel and responsibilities will be up
to date and accessible.
• All emergency signals and plans must be understandable by all
employees.
Accuracy of Communications
• Heinz is committed to accurate and truthful communications in its
business, including financial reporting.

77. Products and Services:
Heinz’s business is divided into six broad categories:
 Ketchup, Condiments and Sauces: e.g. celery sauce, pickled
cucumbers, sauerkraut, jams, jellies vinegar, pickles.
 Convenience Meals: Soup, beans and pasta meals.
 Tuna: Starkist, John West, Petit Navire and Greenseas brands.
 Frozen Food: Ore-Ida(branded potato processor), Weight Watchers
frozen entrees(weight loss program).
 Infant Foods: Farleys, Farex
 Pet Foods: 9 lives.

78. PROCTER & GAMBLE

79. HISTORY
1993, Procter & Gamble Home Products is incorporated as a 100%
subsidiary of The Procter & Gamble Company, USA. Procter & Gamble
Home Products launches Ariel Super Soaker.
In 1993, Procter & Gamble India divests the Detergents business to Procter
& Gamble Home Products.
In 1995, Procter & Gamble Home Products enters the Haircare Category
with the launch of Pantene Pro-V.
In 1997, Procter & Gamble Home Products launches Head & Shoulders
shampoo.
In 2000, Procter & Gamble Home Products introduced Tide Detergent
Powder - the largest selling detergent in the world.
In June 2000, Procter & Gamble Home Products Limited launched Pantene
Lively Clean its unique Pro-Vitamin formula cleans oil-build up, dirt and
grime in just one wash, delivering lively, free-flowing and sparkling-clean
hair.
In August 2000, Procter & Gamble Home Products Limited launched New
Ariel Power Compact detergent with a new global technology that breathes
new life into clothes, by removing dinginess from them and restoring the
original colors of the fabric, by detecting and removing deposits which are
left behind from successive washes.
In November 2000, Procter & Gamble Home Products Limited presented
India in the first International Hair Styling and Beauty Expert Contest- Hair

80. Asia Pacific 2000 in collaboration with Sri Lankan Association of
Hairdressers and Beautician.
During this period, Procter & Gamble Home Products also re-launched the
international range of Head & Shoulders, best-ever Anti-dandruff shampoo
with an improved formula, new pack-design and logo, in three variants -
Clean & Balanced, Smooth & Silky and Refreshing Menthol, which offers
the fine combination of anti-dandruff efficacy and hair conditioning.
In January 2001, Procter & Gamble Home Products Limited and Whirlpool
India Ltd. launched a special 'Ariel - Whirlpool Superwash' offer, making
washing machines more affordable to the people of Hyderabad. On purchase
of either a 500gms, 1kg or 1.5kg economy pack of New Ariel Power
Compact, consumers are automatically eligible to buy a Whirlpool Washing
Machine for as low as Rs.238/- in Equal Monthly Installments for 24
months, by filling in the application form that comes with the Ariel pack and
contacting any one of the Whirlpool dealers mentioned on the pack.
In June 2001, Procter & Gamble in partnership with the Association of
Beauty Therapy & Cosmetology (ABTC), India hosted the Pantene Artist
2001 a national stylist competition, which included categories such as Bridal
Dressing, Hair Cutting and Body Painting. Present at the event was world-
renowned hairdresser and stylist Jun L. Encarnecion, who demonstrated the
hottest international haircuts and styles in vogue via an interesting hairhsow.
Mr. Encarnecion has trained students in leading hairdressing schools like
Robert Fielding School of Hair Dressing (U.K), Pierre Alexander
International Academy (U.K), Vidal Sassoon Academy, (U.S.A) among
others and also enjoys the reputation of being the official hairdresser for the
1993 Miss Universe pageant.

81. In July 2001, Procter & Gamble Home Products Limited launched New
Ariel Total Compact with Magicare a New System of Washing that
completely removes stains without scrubbing, significantly reducing time
spent on washing clothes.
In September 2001, Procter & Gamble Home Products launched New
Pantene Pro-V range of five shampoos in India which gave consumers the
look they want Smooth & Silky for straighter hair, Volume & Fullness for
thicker hair, Balanced Clean for shinier hair, Lively Clean for livelier hair
and Anti-Dandruff for dandruff-free hair.
In April 2002, Procter & Gamble Home Products Limited announced the
launch of a special Ariel Bar Refund Offer along with its new Advanced
Ariel Compact. Under the Ariel Bar Refund Offer, consumers could
exchange their detergent bar on purchase of Advanced Ariel Compacts 1kg
and 500gms packs, and avail of a Rs.15 and Rs.7 discount respectively on
MRP.
In August 2002, Pantene unveiled the launch of the Shine Morning to Night
campaign that helps consumers get long lasting hair shine with regular use
of Pantene. The Shine Morning to Night campaign had two exciting
components to it The MTV Shine Your Soul contest where one could win
diamonds worth Rs.12.5 lacs and the launch of the Pantene Shine Booths
across the country to help achieve the shine that lasts from morning to night.
During the same period, Pantene also hosted Hair Asia Pacific 2002 the
biggest Hair Cutting & Styling event in Kuala Lumpur, Malaysia. Pantene
Hair Asia Pacific is a prestigious international hair cutting & styling contest
attracting expert hairdressers and beauty care advisors from more than 13
Asia Pacific countries.

82. Additionally, Pantene also hosted Pantene World Teen Queen contest in
Goa. Contestants from UK, USA, South Africa, Kenya, Tanzania, Mauritius,
Middle East and Hong Kong participated to win the coveted World Teen
Queen crown.
In January 2003, Procter & Gamble Home Products Limited reduced the
prices of Pantene and Head & Shoulders 7.5ml sachets from Rs. 4/- to Rs.
3/-, with no change in its superior product-quality or packaging, improving
affordability to a large number of Indian consumers.
In June 2003, Procter & Gamble Home Products Limited launched Pampers
- world’s number one selling diaper brand with sales of US$ 6 billion
annually. Pampers provides superior dryness for uninterrupted overnight
sleep, with just one pampers diaper. In India, Pampers Fresh & Dry is
available in a variety of three sizes – 4s, 10s and 25s.
In July 2003, Procter & Gamble Home Products Limited launched Pantene
Long Black, the ultimate solution for achieving the Long and Black hair
look, and Head & Shoulders Silky Black - the only shampoo in India to offer
the dual benefits of 100% dandruff-free as well as silky black hair.
In September 2003, Procter & Gamble Home Products Limited announced
that its superior quality Tide sachet is now available at Re. 1 per sachet and
its Ariel sachet at Rs. 2 per sachet, thus making the world’s best detergents
available at lower prices.
In January 2004, Procter & Gamble Home Products Limited announced the
launch of Rejoice – Asia’s No. 1 shampoo, in India. Rejoice’s patented
Micro-Silicone conditioning technology gives twice as smooth, and easy to

83. comb hair versus ordinary shampoos, at affordable prices in 100 ml bottles
and 7.5 ml sachets.
In March 2004, Procter & Gamble Home Products Limited reduced the
prices of Ariel and Tide bags (large packs) by 20-50%, while maintaining
the superior quality. The superior quality one kg pack of Tide now cleans a
family’s one month laundry in just Rs.23/-, while a one kg pack of Ariel
cleans a family’s one month laundry in just Rs.50/-.
In August 2004, Procter & Gamble Home Products Limited signed Preity
Zinta – Bollywood's #1 Actress, as Brand Ambassador for its Head &
Shoulders anti-dandruff shampoo that gives 100% dandruff-free soft
beautiful hair.
In October 2004, Procter & Gamble Home Products Limited launched New
Pantene Amino Pro-V Complex shampoos, which makes hair ten times
stronger.
In November 2004, Procter & Gamble Home Products Limited launched
New Tide Bar. The New Tide Bar is unique as compared to the available
detergent bars because of its three unique features: (i) It has green speckles
called Whiteons, which release a unique whitening action on reacting with
sunlight; (ii) Its technology also ensures that it lasts longer, does not dissolve
easily and delivers a good balance between bar-hardness and ease of
application on clothes and; (iii) It has a lemony & refreshing fragrance that
lingers on clothes hours after wash.

84. OUR PURPOSE
We will provide branded products and services of superior quality and value
that improve the lives of the world's consumers. As a result, consumers will
reward us with leadership sales, profit, and value creation, allowing our
people, our shareholders, and the communities in which we live and work to
prosper.
OUR VALUES
P&G is its people and the values by which we live.
We attract and recruit the finest people in the world. We build our
organization from within, promoting and rewarding people without regard to
any difference unrelated to performance. We act on the conviction that the
men and women of Procter & Gamble will always be our most important
asset.
Leadership
• We are all leaders in our area of responsibility, with a deep
commitment to deliver leadership results.
• We have a clear vision of where we are going.
• We focus our resources to achieve leadership objectives and
strategies.
• We develop the capability to deliver our strategies and eliminate
organizational barriers.

85. Integrity
• We always try to do the right thing.
• We are honest and straightforward with each other.
• We operate within the letter and spirit of the law.
• We uphold the values and principles of P&G in every action and
decision.
• We are data-based and intellectually honest in advocating proposals,
including recognizing risks.
Trust
• We respect our P&G colleagues, customers, and consumers, and treat
them as we want to be treated.
• We have confidence in each other's capabilities and intentions.
• We believe that people work best when there is a foundation of trust.
Passion for Winning
• We are determined to be the best at doing what matters most.
• We have a healthy dissatisfaction with the status quo.
• We have a compelling desire to improve and to win in the
marketplace.

86. OUR BRANDS
Fabric Care Hair Care
Baby Care
• Ariel Front-O- • Pantene Pro V
• Pampers
Mat • Head &
• Ariel 2 Shoulders
Fragrances • Rejoice
• Tide Detergent
• Dandruff
• Tide Bar Control

87. CAVINKARE
CORPORATE / REGISTERED OFFICE:
Cavinkare Pvt. Ltd.
Cavin Ville,
No. 12, Cenotaph Road,
Chennai – 600 018
Phone : 044 - 24317550
Fax : 044 - 24362879
Email : corpcomm@cavinkare.com

88. PROFILE
Every journey begins with the first step. The journey called CavinKare
began with a young mind taking the road less taken. In 1983 with a single
product offering, CavinKare started out as a small partnership firm. More
steps followed and with the innovative Entrepreneur C.K. Ranganathan at
the helm, CavinKare emerged into a successful business enterprise.
In line with the company’s progressive outlook,Beauty Cosmetics, the
earlier name, was rechristened to CavinKare in November 1998. 'Cavin' a
literary word in Tamil, symbolizes beauty and grace. The company logo
signifies dynamism, modernity, and a positive attitude towards the future -
the spirit of the people behind the phenomenon called CavinKare.
Smart marketing and a clear product positioning ensured CavinKare’s
growth from strength to strength, broadening its product portfolio
extensively. The company now markets ten major brands. The turnover
from all the companies in the CavinKare group touched Rs. 400 crores in
2003-2004.
Over the years, CavinKare has achieved significant milestones, and a
competitive edge with sound understanding of mass marketing dynamics.
The company offers quality hair care, skin care, personal care, food
products and home essentials, borne out of a keen understanding of
consumer needs.
Today, CavinKare has established a firm foothold in the national market.
Efforts towards self sufficiency with backward integration has allowed
CavinKare, along with its Group Companies manage its own advertising &
media buying, product packaging and research and development activities.

89. CORPORATE VISION
"We shall achieve growth by continuously offering unique products and
services that would give customers utmost satisfaction and thereby be a role
model."
CavinKare is a brand that has taken on the Hindustan Levers and P&Gs of
the world and survives impudently to tell the tale. The Chennai-based
FMCG company is emerging as a strong contender in the Indian market and
is quickly gaining market share in the haircare, personal care and skincare
markets. The market share may be small, but it’s growing rapidly, driven by
the company’s attempt to differentiate its brand from the competition.
The secret of CavinKare’s success online and off seems to be in its
aggressive approach to marketing. The website speaks to many different
audiences, and promotes itself as a brand that’s enthusiastically ready to
meet the needs of its consumers.
Like a delighted host, CavinKare divides its attention across audiences and
tries its best to be inclusive. There’s something for everyone – from
consumers to prospective employees to members of the media. And the site
speed is quick, unlike many Indian websites, so site visitors can easily look
around without tediously waiting for pages to load.

90. The site doesn’t shirk from providing information, both on its products and
the company. Although CavinKare has justified bragging rights, the brand
portrays itself as confident, rather than cocky, when naming its many
achievements and detailing its mission. But this information can be
considered dry when compared to the exciting promo pieces and ad
campaigns seen offline.
Along with featuring its products, it supports its brand by offering engaging
content. In Tips & FAQs, even those not intrigued by personal care will be
pulled into the Q&A formatted page of beauty tips. From making face
masks to getting smooth feet – many of the all natural remedies can be made
with products kept in the house, which keeps the site from being a pushy
online sales pitch. At the same time, this content retains and brings back
users for repeat visits.
The Contest Zone does this as well by offering rewards for participating the
site’s online contests. After registering by coughing out the typical personal
information (it’s not noted what it’s used for), users can log in and take part
in contests. Although filling out the registration doesn’t promise that once
you’re able to login there will even be a contest going on.
The site is well thought out, even if at first glance it’s unspectacular in its
overall look and feel. It steers away from the high-tech, scream-blast
experience and presents a site that has a simple, clean, honest, and
uncomplicated feel.
Is it too plain and simple? Visitors used to high-tech pages could perceive it
as dull, but after quickly navigating through the pages, finding ample
information on the company and products, interactive sections, and a spot to
get free personal care tips, it’s hard to complain about the experience. In

91. fact, CavinKare may be a good example of how the web, with its techno
pyrotechnics, has dulled our appreciation for the simple and uncomplicated.
VALUES & BELIEFS
Integrity
The company values honesty and truthfulness above everything else in all
its interactions. Our thoughts, words, and actions shall be the same. We
shall try our utmost to fulfill promises and honour commitments.
Fairness
The company shall be fair in all its dealings with people inside and outside.
We will follow rules, norms, and procedures, not only to the letter, but in
spirit as well; we will show common decency in all our dealings with
people; we will not exploit undue advantages; and we will respect the rights
of others.

92. Excellence
The company values highly all efforts that lead to high standards in
everyday work and results. We shall attempt to be the best in class in
anything we choose to work on. We shall encourage any individual, or
collective effort in promoting excellence.
Innovation
The company values innovative thinking, innovative approaches, and
innovative solutions in our regular work life. We will always look for better
ways of doing things; we will seek new ideas to solve problems; and we will
experiment with new concepts, ideas and solutions.
Openness
The company believes that openness to new ideas, thoughts and opinions
makes relationships stronger and more productive, we shall listen to others;
we shall openly discuss among colleagues all that is appropriate; and we
shall welcome ideas from everywhere.
Trust
The company believes that trust is an important ingredient for effective
functioning within the organisation and with the outside world. While we
shall protect our legitimate business interests, we would also approach the
people, issues and associations with straightforwardness, optimism, and
positive outlook.
Stretch
The company believes that people have infinite potential. We have an
extraordinary capability to exert and extent the limits of the possible. We
shall aim for stretch goals, ambitious targets, and ever- receding horizons.