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Association Of Social Work Boards! Again, for I know. Ready to share new things that are useful. You and your friends."Our partnership with Hul offers the rural entrepreneur a profitable enterprise model while operating i-Shakti kiosks. Also, low cost delivery and customized products will result in higher advantage straight through enhanced economic gains for the rural consumers."
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~ Mr. Nachiket More
Executive Director, Wholesale Banking Group
Icici
"There's anticipated inherent in rural markets. That's where the increase will come from."
~ Sharat Dhall, Hindustan Lever's director of new ventures and marketing services
Sankaramma, the leader of the local Kanaka Durga self-help Group (Shg) belongs to K. Thimmapuram village's Muddaner Mandal in the Kadapa district of Andhra Pradesh. The hamlet has 350 households with a total citizen of 1200. Sankaramma's 5 hectares of agricultural land was not enough for six member family due to severe drought in the region. She started a enterprise in April 2003 with the Hindustan Unilever Ltd. By 2005, she had a quarterly monthly turnover of Rs.10,000 per month. Initially she sold door to door, but thereafter the customers started visiting her home for products. She sees scheme Shakti as a mean for the intriguing futures of her children. scheme Shakti also enabled her to furnish mid-day meals at the primary school in her village. Today, Sankaramma has come to be a key improvement shape in her village.
Usha Sarvatai, a mum of 2, traveled 32 km everyday to work. Her husband's earnings was not enough for the two children and their old parents. But the long length and the odd timings of the job forced Usha to quit the job. Then she got a call from the Government dept. To attend a meeting, convened by scheme Shakti. Usha became a Shakti Amma and started a new venture. In a short span the good relationships she industrialized with the villagers helped her do good business. She says, "I am happy fulfilling my family's requirements and citizen give me a lot of respect today." And she is now very eager to grow her enterprise in the years to come.
The list does not end here. Hindustan Lever Ltd., a subsidiary of Unilever is counting on thousands of women like Sankaramma and Usha Sarvatai to sell its products to the rural consumers it couldn't reach before. By 2005, around 13,000 poor women were selling the company's products in 50,000 villages in India's 12 states and contributed for 15% of the company's rural sales in those states . The women typically earned in the middle of and per month , often doubling their household earnings which was used to educate their children. Overall, around 30% of Hindustan Lever's earnings came from the rural markets in India
Started in the late 2000, scheme Shakti had enabled Hindustan Lever to passage 80,000 of India's 638,000 villages . Hindustan Lever's director of new ventures proudly expressed, "At the end of the day, we're in business. But if by doing enterprise we can do something positive, it's a great win-win model." Hindustan Lever was not the only enterprise recognizing the vast marketing inherent in rural India. With the saturation of urban market, the clubs started reengineering their businesses and products to target rural consumers who are poor but are rich in aspirations fueled by the media and other forces.
Unilever in India: enterprise and Growth
Unilever was the world's largest Fast intriguing buyer Goods (Fmcg) enterprise with a worldwide earnings of billion in 2005 . It's Indian subsidiary, the Hindustan Unilever minuscule (Hul) was the country's largest Fmcg enterprise with combined volumes of about 4 million tonnes and revenues near about .43 billion . Hul's major brands included Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's etc. These were man-made over 40 factories across the country .
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing enterprise . Thereafter the Lever Brothers India minuscule and United Traders minuscule were established in 1933 and 1935 respectively. In November 1956, these three clubs merged and form Hul. Unilever's share in Hul was 51.55% in 2005 and the remaining of the shareholding was distributed among about 380,000 personel shareholders and financial institutions. A foray of acquisitions followed thereafter . In 1984, the Brooke Bond joined the Unilever fold. Lipton was acquired in 1972 and Ponds in 1986 . Hul was following a increase strategy of diversification all the time in line with Indian opinions and aspirations.
The economic and political improvement in the 1990s had marked an inflexion in Hul's and the Group's increase curve. Economic liberalization permitted the enterprise to explore every singular goods and chance segment, without any constraints on output capacity. On the other hand, deregulation allowed alliances, mergers and acquisitions. In 1993, Hul merged with the Tata Oil Mills enterprise (Tomco) 1993 . In 1995, Hul formed a 50:50 joint venture with other Tata company, Lakme minuscule .
The enterprise had also made a string of mergers, acquisitions and alliances in the Foods and Beverages sector. Some of these were the acquisition of Kothari normal Foods (1992), Kissan (1993), Dollops Icecream enterprise from Cadbury India (1993), modern Foods (2002), Cooked Shrimp and Pasteurised Crabmeat enterprise of the Amalgam Group of clubs (2003) .
With 12.2% of the world citizen residing in the villages of India, the country's rural Fmcg market had a huge inherent . The Indian Fmcg sector was the fourth largest sector in the cheaper with a market size of .1 billion . The sector was anticipated to grow by over 60% by 2010. In 2005-2006 the urban India accounted for 66% of total Fmcg consumption, with rural India accounting for the remaining 34% . However, rural India accounted for more than 40% consumption in major Fmcg categories such as personal care, fabric care, and hot beverages . The Bid Fmcg clubs such as Hll, Nirma and Itc joined the foray to tap the huge potential.
In the 1990s, a local Indian firm, Nirma Ltd. Started providing detergents to the rural poor at the lowest cost. The enterprise had created a enterprise ideas with a new goods formulation, low-cost manufacturing, wide distribution channel, extra containers and value pricing. After a decade, Nirma became one of the largest branded detergent makers with a 38% market share and 121% return on its capital employed .
In 2002, Itc set up a network of internet-based kiosks, e-choupals, to help the farmers in their procurement process. The initiative began with the soya growers in Madhya Pradesh and then wide to cotton, tobacco, shrimp etc. Starting with six e-choupals in June 2000, Itc's Internet-based, rural initiative had connected 6,000 Indian villages with around 1,200 e-choupals by 2002. The setting up of each e-choupal entails an venture of Rs 1-3 lakh .The objectives behind e-choupals was to allow singular place procurement and buy point, allowing farmers to sell their products directly to Itc on the basis of updated current prices prevailing in the market. This eliminated middlemen and thus helped Itc to cut its costs.
In 2007, around 34% of the Fmcg products sales came from rural areas . The number of households that used Fmcg products in rural India had grown from 13.6 crore in 2004 to 14.3 crore in 2007 . This increase was achieved on an mean 1.8% year-on-year increase in the number of households, which use at least one Fmcg product. However, the increase in penetration level for the entire Fmcg products was not same. Agreeing to one study by a market explore firm Imrb, the monthly consumption of detergents and toilet soaps remained largely stagnant with a 92% penetration, but that of liquid shampoos grew from 68% in 2004 to 83% in 2007 . These figures revealed a shift towards higher-value products among the rural market, from toothpowder to toothpaste or from unbranded to branded products. Agreeing to the senior scheme director of Imrb International, Manoj K Menon, "One of the most necessary changes, includes growing preference towards branded products. For example, in the food and beverages segment, penetration of branded atta has gone up year-on-year by 8 per cent and branded salt by 3 per cent. The penetration of unbranded atta has decreased by 1 per cent and salt by 3 per cent."
The Hll Marketing Effort: Transition to Rural Market
Hul's competing advantage generated from three sources. First it's strong well established brands, second, its local manufacturing capacity and furnish chain and third its vast sales and distribution system. It was soon felt that Hul's sales and distribution ideas which had protected it from competitors would be soon replicated by its rivals and to allege its edge, the enterprise had to increase its reach beyond the urban markets. So far the operations of Hul included more than 2,000 suppliers and associates. The distribution network, consisted of 4,000 stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers .
Typically, the goods produced in each of the Hul's 40 factories were sent to a depot with the help of a carrying and forwarding agent (Cfa). The enterprise had its depot in every state of the country. The Cfa was a third party and got servicing fee for stock and delivery of the products. In each town, there was a redistribution stockist (Rs) who took the goods from the Cfa and sell them to retail outlets. By the late 1990s, the Hul administration realized inevitable problems with the existing sales model. First, the model was not viable for small towns with small citizen and small business. Hul found it high-priced to appoint one stockist exclusively for each town. Secondly, the retail revolution in the country changes the pattern the customers shop. Large retail self service shops were established. In the response of these problems, Hul redesigned its sales and distribution channel and the new ideas was known as 'diamond model' in the company. At the top end of the diamond, there were the self service retail market which constituted 10% of the total Fmcg market. The middle, fatter part of the diamond represented the profit-center based sales team. In the lowest of the pyramid was the rural marketing and distribution which accounted for 20% of the enterprise .
Almost three-fourth of the total 1.2 billion Indian citizen resided in the rural areas and majority of them had a very low per capita earnings (around 44% of that of urban India) . Urban market had reached the saturation point, thus changing focus on rural India. In comparison to just 5,161 towns in India there are 6,38,365 villages in India [Exhibit I]. Moreover, more than 70% of India's citizen lived in villages and made a big market for the Fmcg industry because of increasing disposal incomes and awareness level.
Exhibit I
Distribution of Villages in India
Source: Kash Rangan, Sehgal Dalip et. Al., "Global Poverty: enterprise Approaches and Solutions", http://www.hbs.edu/socialenterprise/pdf/3-Rangan&Rajan-Presentation.pdf
When Hll shifted to the rural India, it faced many problems. In difference with a low per capita earnings comparative to the urban citizens, there were some areas with enough money but their awareness level and consumerism was very low. Secondly, rural Fmcg interrogate was depended upon agricultural situation which was again depended upon monsoon. Transportation was also a major hindrance. Many of the rural areas were not connected by rail transport. The Kacha roads were unserviceable during the monsoon and interior villages get isolated. Also transportation, there was a qoute of distribution and Transportation facilities such as telephone, fax and internet. Moreover, the lives in rural areas were still governed by ethnicity and traditions and citizen did not naturally get used to new practices. For example, even rich and educated class of farmers does not wear jeans or branded shoes. The buying decisions in villages were slow and delayed. They wanted to give a trial and buy only after being satisfied. And, ultimately the poor illiterate villagers viewed taste more important than formal education and they valued sales citizen who could furnish practical solutions to their problems.
Hll approached the rural market with two criteria - the accessibility and viability [Exhibit Ii]. around 40% of the accessible rural market had high enterprise potential. To service this segment, Hll appointed a base stockist who was responsible for all outlets and all enterprise within his singular town. In the 25% of the accessible markets with low enterprise potential, Hll assigned a retail stokist who was responsible to passage all the villages at least once in a fortnight and send stocks to those markets. This enables Hll to sway the retailers stocks and quantities sold straight through prestige prolongation and trade discounts. Hll launched this Indirect coverage (Idc) in 1960s.
To cater the needs of the inaccessible market with high enterprise inherent Hll initiated a Streamline initiative in 1997. Hll appointed rural distributors and Star Sellers. The star jobber purchased goods from rural distributors and distributed them to retailers in small villages using the local mean of transport. In this way around 35% of the inaccessible rural market came under the operate of Hll. But a still untapped market - the inaccessible but low enterprise inherent market was left outside. The size of this untapped market was estimated to be around 500,000 villages with a citizen over 500 million . At this stage, scheme Shakti was conceived.
Exhibit Ii
Hll's coming to Rural Market
Low enterprise Potential High enterprise Potential
Accessible Markets Indirect Coverage (25%) Direct Coverage (40%)
Inaccessible Markets Space for Shakti Streamline (35%)
Source: V. Kasturi Rangan Rohithari Rajan, "Unilever in India: Hindustan Lever's scheme Shakti--Marketing Fmcg to the Rural", http://www.caseplace.org/d.asp?d=244 - 27k
Project Shakti
Hll soon realized that although it was enjoying a greater penetration in the rural market when compared with its competitor such as Nirma and Itc, its direct reach was restricted to only 16% . The Fmcg giant was desperate to increase this share. Hul saw its dream fulfillment in the vast Indian rural market. The enterprise was already engaged in rural improvement with the launch of the Integrated Rural improvement Programme in 1976 in the Etah district of Uttar Pradesh. This agenda was in tandem with Hul's dairy operations and covered 500 villages in Etah. Subsequently, the enterprise introduced similar programs in adjacent villages. These activities generally aimed at training farmers, animal husbandry, generating alternative income, health & hygiene and infrastructure development. The main issue in rural improvement was to generate income-generating prospects for the poor villagers. Such initiatives, connected with the company's core business, became victorious and sustainable and proved to be mutually useful to both the enterprise ant its rural customers. However, much remained to be done. scheme Shakti was conceived.
Following the pioneering work carried out by Grameen Bank of Bangladesh , Self Help Groups (Shgs) of rural women were formed by some institutions, Ngos and government bodies in villages across India. This group of normally 15 members contributed a small number of money to a base pool and then offered a micro-credit to a member of the group to spend in a generally approved economic activity. Partnering with these Shgs, Hll started its scheme Shakti in Nalgonda district of Andhra Pradesh in 50 villages in the year 2000. The group side of the scheme Shakti was that it was aimed to generate income-generating capabilities for underprivileged rural women, by providing a sustainable micro enterprise opportunity, and to enhance rural living standards straight through health and hygiene awareness. Most Shg women viewed scheme Shakti as a noteworthy enterprise proposition and are keen participants in it. There after it was extended in other states with the total drive of over 40,000 Shakti Entrepreneurs.
Hll offered a wide range of products to the Shgs, which were relevant to rural customers. Hul invested significantly in resources who work with the women on the field and furnish them with on-the-job training and support. Hul in case,granted the necessary training to these groups on the basics of enterprise management, which the women need to conduct their enterprises. For the Shg women, this translated into a much-needed, sustainable earnings contributing towards better living and prosperity. Armed with micro-credit, women from Shgs come to be direct-to-home distributors in rural markets [Exhibit Iii].
Exhibit Iii
Structure of Hll's market Reach in India
Source: Kash Rangan, Sehgal Dalip et. Al., "Global Poverty: enterprise Approaches and Solutions", http://www.hbs.edu/socialenterprise/pdf/3-Rangan&Rajan-Presentation.pdf
Shakti: How it works
In general, a member from a Shg was superior as a Shakti entrepreneur, generally referred as 'Shakti Amma' received stocks from the Hll rural distributor. After trained by the company, the Shakti entrepreneur then sold those goods directly to consumers and retailers in the village. Each Shakti entrepreneur normally serviced 6-10 villages in the citizen strata of 1,000-2,000 citizen with 4-5 major brands of Hll - Lifebuoy, Wheel, Pepsodent, Annapurna salt and Clinic Plus. Apart from these, other brands included Lux, Ponds, Nihar and 3 Roses tea. The Shakti entrepreneurs were given Hll products on a `cash and carry basis.' However, the local self-help groups or banks in case,granted them micro prestige wherever required. Agreeing to Dalip Sehgal, administrative Director, New Ventures & Marketing Services, Hll scheme Shakti was adding up to 15% of Hll sales in rural Andhra Pradesh. He added asserted that given the largeness of the country and backwardness of its women, scheme Shakti-like exertion would place everyone in a win-win situation.
I-Shakti: Crossing the Border
Encouraged by the goodwill and success of scheme Shakti, in August 2003, Hll launched an Internet-based rural information service, called I-Shakti, in Andhra Pradesh, in relationship with the Andhra Pradesh Government's Rajiv Internet hamlet Programme. I-Shakti was an It-based rural information service to furnish vital information to the rural citizen in fields like agriculture, education, vocational training, health, hygiene and the like [Exhibit Iv]. The objective behind the i-Shakti model was to give need based interrogate driven information and services in the villages.
The i-Shakti kiosk was operated by the Shakti Entrepreneur. This was anticipated to enlarge their relationship with their customers. Hul anticipated that this would enhance the productivity of the rural community and unlock economic and group progress.
Exhibit Iv
A snapshot of the 'i-Shakti' website
Source: "Hul Shakti-Changing lives in rural India.", http://www.hllshakti.com/sbcms/temp1.asp?pid=46802256 - 41k
I-Shakti was based on an interactive conference technology industrialized & patented by the Unilever Corporate explore Team, U.K. The ideas enabled an in-depth comprehension of each user needs and thereby improved the capability of services offered to them. The Aponline , had tied up with i-Shakti to launch assorted services. Moreover, straight through i-shakti, the Icici Bank and Hul jointly in case,granted assorted financial products and services such as life and normal insurance, venture products (Equity, Mutual Funds, Bonds), Icici Bank Pure Gold (gold coins), Personal Credit, Rural Savings Accounts and Remittances to the rural customer.
Redefinition Rural Distribution: Changing Lives
Having victorious in Nalgonda, in 2003 Hll planned to broaden Shakti to a 100 districts in Madhya Pradesh, Gujarat and Up. There were other plans such as to allow other clubs (except Hll's competitors) such as Nippo, Tvs Motor for mopeds, guarnatee clubs for Lic policies to get onto the Shakti network to sell their stocks. Sehgal was seeing proud when he announced, "We wanted to first stabilise the scheme before we can look at other companies. It requires somebody with scale and size to build a platform and then invite other clubs onto this platform." He added emphasized that Shakti was creating a win-win partnership in the middle of Hll and its consumers.
There were about 4.36 lakh women Shgs in Ap with approximately 58.29 lakh poor women. Ap alone had about half of the Shgs of the country. By 2005 the Shgs had mobolised Rs 1500 crore had mobilised as corpus. The rural women organised themselves into `thrift and credit' groups with a salvage of Re.1 a day which created a fund of more than Rs 800 crore. While the savings was there among the Shgs, there was no channel of investment. Hll tapped this huge overlooked network to launch scheme Shakti. Hll has able tp furnish a window of hope to spend and earn.
The impact of Hll was not all of a sudden. Hll witnessed 15% incremental sales from the villages of Ap, which accounted 50% of the total sales of Hll products in Ap. market analysts were perceiving a huge inherent in the rural foray of Hll. Nikhil Vora, Sr. Vice President of explore group Ask Raymond James believed that if there was one enterprise that could take on the onus of developing the rural markets, it was Hll. He added continued, "Hll contributes 20 per cent of the total Fmcg enterprise in the country. So, clearly, the onus is on Hll to grow the market. Returns may not happen in the next five years, but a lot of buyer comprehension and insights comes from an practice like scheme Shakti, which in turn can lead to goods innovation."
Hll acknowledged that for scheme Shakti to be victorious for the company's rural penetration, dealers and communicators must be well trained. It was unclear how dealers would achieve in an wide infrastructure. Although Hll's rural initiatives incurred huge costs to the company, it was anticipated that with the monsoon revival and greater rural incomes could decline the payback period for projects like Shakti. Moreover, the decreasing brand loyalty among urban consumers rural market had come to be an imperative. Agreeing to the Concurs K.N. Siva Subramanian, Sr. Vice President, Franklin Templeton India Ltd, "The (Hll) administration had recognized the impending saturation of the urban markets some time back and launched aggressive plans to capture the rural markets. However, a slowdown in the agricultural sector resulted in rural incomes remaining flat and affecting sales. We believe that by targeting lower price points and added increasing the distribution network, clubs can tap the inherent of rural markets. Initiatives like scheme Shakti will help them in establishing and consolidating their base in rural markets."
Hll would have to decide whether scheme Shakti could be repeatable in other countries. The Indian family structure and hamlet interaction furnish a unique diffusion mechanism that is an efficient vehicle for Shakti. whether this model could be successfully implemented in other countries must be added explored. Moreover, it need to find out whether the scheme Shakti or e-choupal like initiatives could be increased. There was no doubt that the regional brands, or even larger Fmcg companies, did not have the kind of distribution reach that Hll had established and in the long run, that could prove a winner for Hll.
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