Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 15 pages
Data source: Published sources
Topics:
Hindustan Lever Limited (HLL); Unilever; FMCG (fast moving consumer goods); Organisational restructuring; Organisational structure; Project millennium; e-Tailing; Power brands; Competition; Rural marketing; Personal care business; Business strategy; Malvinder Singh Banga; CK Prahalad; New business initiatives
Abstract
Hindustan Lever Limited (HLL), the largest FMCG (fast moving consumer goods) company in India, was struggling to increase its business by the late 1990s. To kick-start growth, HLL trimmed its brand portfolio of 110 brands to 30, initiated new business ventures and relaunched all its brands. Later in 2004, HLL was caught up in price wars with its arch rival Procter & Gamble that negated the gains, it achieved. In March 2004, HLL announced a major top management reshuffle and its business portfolio were reorganised into two divisions. The company official maintained that the strategy was to provide a sharper focus on key brands and categories and to simplify the organisational structure. The case study seeks to provided an insight into the organisational restructuring and discuss whether HLL would eventually pull itself out of the growth rut. A structured assignment ''304-575-4'' is available to accompany this case.
Location:
Other setting(s):
2004
Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 16 pages
Data source: Published sources
Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 17 pages
Data source: Published sources
Topics:
Hindustan Lever Limited (HLL); Unilever; FMCG (fast moving consumer goods); Organisational restructuring; Organisational structure; Project millennium; e-Tailing; Power brands; Competition; Rural marketing; Personal care business; Business strategy; Malvinder Singh Banga; CK Prahalad; New business initiatives
About
Abstract
Hindustan Lever Limited (HLL), the largest FMCG (fast moving consumer goods) company in India, was struggling to increase its business by the late 1990s. To kick-start growth, HLL trimmed its brand portfolio of 110 brands to 30, initiated new business ventures and relaunched all its brands. Later in 2004, HLL was caught up in price wars with its arch rival Procter & Gamble that negated the gains, it achieved. In March 2004, HLL announced a major top management reshuffle and its business portfolio were reorganised into two divisions. The company official maintained that the strategy was to provide a sharper focus on key brands and categories and to simplify the organisational structure. The case study seeks to provided an insight into the organisational restructuring and discuss whether HLL would eventually pull itself out of the growth rut. A structured assignment ''304-575-4'' is available to accompany this case.
Settings
Location:
Other setting(s):
2004
Related
Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 16 pages
Data source: Published sources
Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 17 pages
Data source: Published sources
Topics:
Hindustan Lever Limited (HLL); Unilever; FMCG (fast moving consumer goods); Organisational restructuring; Organisational structure; Project millennium; e-Tailing; Power brands; Competition; Rural marketing; Personal care business; Business strategy; Malvinder Singh Banga; CK Prahalad; New business initiatives