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CHAPTER - I
INTRODUCTION
TO
HINDUSTAN
UNILEVER
PUREIT WATER
BUSINESS
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Pureit is the world’s most advanced in-home water purifier. Pureit, a breakthrough
offering of Hindustan Unilever (HUL), provides complete protection from all water-
borne diseases, unmatched convenience and affordability.

Pureit’s unique Germ kill Battery technology kills all harmful viruses and bacteria and
removes parasites and pesticide impurities, giving you water that is "as safe as boiled
water". It assures your family 100% protection from all water-borne diseases like jaundice,
diarrhea, typhoid and cholera. What’s more, it doesn’t need gas, electricity or continuous tap
water supply.
Pureit not only renders water micro-biologically safe, but also makes the water clear,
odourless and good-tasting. Pureit does not leave any residual chlorine in the output
water.
The output water from Pureit meets stringent criteria for microbiologically safe
drinking water, from one of the toughest regulatory agencies in the USA, EPA
(Environmental Protection Agency).
The performance of Pureit has also been tested by leading scientific and medical institutions
in India and abroad.

This patented technological breakthrough has been developed by HUL. This state-of –the-art
engineering developed by a team of over 100 Indian and international experts from HUL and
Unilever Research Centres has made Pureit possible at the consumer price of just Rs. 2000

Pureit runs with a unique ‘Germ kill Battery Kit’™ that typically lasts for 1500 litres* of
water. The ‘Germ kill Battery Kit’™is priced at Rs.365. This means consumers will get 4
litres of water that is ‘as safe as boiled water’ ™ for just one rupee, which works out to an
extremely affordable 24 paisa per litre.

Pureit in-home purification system uses a 4 stage purification process to deliver “as safe as
boiled water” without the use of electricity and pressurized tap water. Pureit purifies the input
drinking water in four stages, namely;

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1. Micro-fibre Mesh TM - Removes visible dirt
TM
2. Compact Carbon Trap - removes remaining dirt, harmful parasites & pesticide
impurities
3. Germ kill Processor TM – uses 'programmed chlorine release chlorine technology' and its
stored germ kill process targets and kills harmful virus and bacteria
TM
4. Polisher – removes residual chlorine and all disinfectant by-products, giving clear
odourless and great tasting water
5. Battery Life Indicator - Ensures total safety because when the germkill power is
exhausted, the indicator turns red, warning you to replace the battery
Advanced Auto-Switch off - In case, the battery is not changed when it turns fully red, as an
additional assurance of safety, the advanced Auto-Switch off will automatically switch-off
the flow of water.
Protect your loved ones with a Pureit today!

You can ask for a free home demonstration of Pureit. A trained Pureit Water Expert will visit
your home and give you a detailed demonstration of how Pureit works.

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OBJECTIVES

1. To Sell the Pureit water filter in the market and to do door to door marketing.

2. To determine the factors influencing the choice of customers regarding Pureit water filter.

3. To know the perception of customers regarding Pureit water filter.

4. To determine the customer’s satisfaction regarding Pureit water filter.

To fulfil these objectives in our summer training we were guided by our external guide and
he has sent us in different place of Raipur city to promote Pureit water filter and to get the
information regarding the persons who wants to purchase water purifier. We used to go
societies, flats, home and talks with residents who show their interest to purchase and then we
note their name and contact number. So that we can able to contact them again.

The main objective of this calling was to reach out to the customers and give information
about safe drinking water habits within the customers and give information about the pureit
water purification device and its usability with the customer.

Our purpose in unilever was to meet the everyday needs of people everywhere to anticipate
the aspirations of our consumers and customers and to respond creatively and competitively
with brands products and services which raise the quality of life.
I believe that to succeed requires the highest standards of corporate behaviour towards our
customers and the societies and the world in which we live.

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CHAPTER - II
COMPANY PROILE

5

Hindustan Unilever Limited (HUL) 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. The company’s Turnover is Rs.
17,523 crores (for the financial year 2009 - 2010)

HUL is a subsidiary of Unilever; one of the world’s leading suppliers of fast moving
consumer goods with strong local roots in more than 100 countries across the globe with
annual sales of about €40 billion in 2009 Unilever has about 52% shareholding in HUL.

Hindustan Unilever was recently rated among the top four companies globally in the list of
“Global Top Companies for Leaders” by a study sponsored by Hewitt Associates, in
partnership with Fortune magazine and the RBL Group. The company was ranked number
one in the Asia-Pacific region and in India.

The mission that inspires HUL's more than 15,000 PWE’S, including over 1,400 managers, is
to help people feel good, look good and get more out of life with brands and services that are
good for them and good for others. It is a mission HUL shares with its parent company,
Unilever, which holds about 52 % of the equity.

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 HUL in November 1956; HUL offered 10%
of its equity to the Indian public, being the first among the foreign subsidiaries to do so.

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Unilever now holds 52.10% equity in the company. The rest of the shareholding is distributed
among about 360,675 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.

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, HUL 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.

The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in
HUL's and the Group's growth curve. Removal of the regulatory framework allowed the
company to explore every single product and opportunity segment, without any constraints
on production capacity.

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 HUL, effective from April 1, 1993. In 1996, HUL and yet
another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever
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 HUL and divested its
50% stake in the joint venture to the company.

HUL 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. HUL
has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory
represents the largest manufacturing investment in the Himalayan kingdom. The UNL factory
manufactures HUL's products like Soaps, Detergents and Personal Products both for the
domestic market and exports to India.

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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 Ice-cream business from Cadbury India.

As a measure of backward integration, Tea Estates and Doom Dooma, two plantation
companies of Unilever, were merged with Brooke Bond. Then in 1994, 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 Ice-cream Group families and in 1995 the
Milk food 100% Ice-cream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal
restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL 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 HUL, thereby beginning the divestment of government equity in public
sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic
extension of the company's wheat business. In 2002, HUL acquired the government's
remaining stake in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the
Amalgam Group of Companies, a leader in value added Marine Products exports.

HUL launched a slew of new business initiatives in the early part of 2000’s. Project Shakti
was started in 2001. It is a rural initiative that targets small villages populated by less than
5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it
benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over
100,000 villages across 15 states and reaching to over 3 million homes.

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In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush
product range and Ayush Therapy Centres.

Hindustan Unilever Network, Direct to home business was launched in 2003 and this
was followed by the launch of ‘Pureit’ water purifier in 2004.

In 2007, the Company name was formally changed to Hindustan Unilever Limited after
receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond
and Surf Excel breached the the Rs 1,000 crore sales mark the same year followed by Wheel
which crossed the Rs.2, 000 crore sales milestone in 2008.

On 17th October 2008, HUL completed 75 years of corporate existence in India.

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COMPANY HIERARCHY

MR. NITIN PARANJPE CEO AND MANAGING
DIRECTOR

MR. R. SRIDHAR CHIEF FINANCIAL OFFICER

MR. GOPAL VITTAL
EXECUTIVE DIRECTOR,
HOME & PERSONAL CARE

MR PRADEEP BANERJEE EXECUTIVE DIRECTOR
SUPPLY CHAIN

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WHAT DO WE MEAN BY TRANING AND EFFECTIVENESS?

Training is an important factor in all firm’s business strategy, but firms don’t assess the
impact of training programme over the PWE’S all the time. Training is effective only if it
produces desired outcome. When the organization is implementing a training programme,
there should be an ideal forum on which the evaluation scheme can be build and assessment
of effectiveness of training and development activities can be done. The article elucidates the
impact of an effective training programme on the career growth and development of PWE’S.
The author has also put forward some suggestions for increasing the effectiveness of the
training that will help the organization to step into a bright future.

Training and Development-
Intensifying business performance is an expedition, not a destination. The success of business
operations depends upon the ups and downs of the employee performances. Hence the HR
managers started looking for the methods to boost the performance and efficiency of its
workforce to carry out the work today and to train them for meeting tomorrow’s goal.
Training programmes had developed many years back, but now-a-days, it became a crucial
factor in companies with certain objectives in mind. Training and development practices
should boost up performance and develop the skills, knowledge and expertise of the PWE’S.
The vital objective of training is to build up right ability and capability in the labour force so
that they can perform to meet the needs, wants and expected returns of the employer.

The training procedure comprises of three phases:

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Phase 1: Pre-training: - This may also be called as the preparation phase. The process starts
with an identification of the circumstances requiring more efficient performance. A firm’s
concern prior to training lie primarily in four areas: Clarifying the precise objectives of
training and what the organization expects to make use of the participants after training;
selection of appropriate participants; building favourable expectations and inspiration in the
participants before training; and planning for any changes that improved task performance
requires in addition to training.

Phase 2: Training: - During the course of the training, participants focus their attention on
the new impressions that seem useful, thought-provoking and engaging. There is no
guarantee that the participants will in fact learn what they have chosen. But the main reason
remains; trainees explore in a training situation what interests them, and a training
institution’s basic task is to offer the required opportunities.

Phase 3: Post-Training: - This may be called as the “follow up” phase. When the trainees go
back to job after attending the training, a practice of adapting change begins for each one
participated. The newly acquired skills and knowledge undergo modification to fit the work
condition. Participants may find their organizations offering support to use the training and
also the support for continuing contact with the training institution. On the other hand, they
may step into a quagmire of distrust. More effective behaviour of people on the job is the
prime objective of the training process conducted by an organization as a whole.

Assessment of Training- What is the Need?
Corporate, today, expend large amount of money on imparting training and development
practices. But prior to spending such vast amount, they should analyze the need for
conducting training to the workforce. There are chances in which firms can make mistakes if
they are not assessing the training needs. An employee, for sure, requires training when he is
found to be not capable enough to meet the goals of the organization and when there is a gap
between the current performance and expected performance. Meagreness in recital occurs due
to the lack of sufficient knowledge and expertise, monotonous management or any other
personal and official issues. All these problems spotted can be tackled by providing an
effective training programme to the right employee and at the right point of time.

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Training Effectiveness
The effectiveness of training is a measurement of learning. It is determined by comparing
post-test scores with pre-test scores and then measuring the net change. There are several
methods to measure this—on a per-student basis, on a per-“skill point” base or on a per-dollar
basis. Let’s look at the skill-point base, which measures the cost of raising a student’s skill by
one unit."

This is dangerously wrong! Let me explain!

The difference between a pre-test score and a post-test score can be for many reasons, several
of which may actually apply together. Without any root cause analysis to identify the causal
links between the different scores (pre-test and post-test) all you can truthfully say about this
situation is that the pre-test scores were X and the post-test scores were Y - you cannot say
WHY they are like this.

This does NOT mean there is no link, just that you haven't demonstrated one - and this is
where evaluation practitioners get in to bother - yes, even if you follow Kirkpatrick or
Phillips' approach - you have to have PROOF when the CFO and CEO ask for it -
CORRELATION IS NOT CAUSATION!!!

A measurement of learning is not training effectiveness - it's a measure of learning! You can
learn everything required, but fail to put it to require use and the required outcomes are not
achieved. Training in organisations is ALMOST ALWAYS about achieving a better
performance or capability than is currently available - it's about OUTCOMES that favour the
customer and the shareholder - it's not about learning - that's a bonus (in my humble
opinion!).
Generally effectiveness measures are defined in terms of the extent to which a set of
objectives are met. It would be quite easy to have a large overlap here with efficiency
measures.
(Training) efficiency is generally defined as the number of units output for the number of
units input. Taking a similar theme I suggest training efficiency can be measured several
ways

PRE- TRAINING GIVEN TO PWE:

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Model 1: ‘Trained Hiring’ led by Career Launcher

Program Duration: 30 days (15 days Classroom training + 15 days OJT)

CLASS ROOM TRAINING

In this period of 15days they are given full knowledge of the product and many tests are
taken through cases, live selling, and demos of the product is also given to them in the class
room. And they are given full training on the ODPEC process of direct selling of the product
this process is explained below:

ODPEC
• O – OPENING A CALL

• D – DEVELOPING THE NEED

• P – PRESENTING A SOLUTION

• E – ELIMINATING DOUBTS

• C – CLOSING THE SALE

OPENING THE CALL:
- What is the importance of opening the call?
- What would be its outcome??

Are the customers compelled to allow all sales persons into their homes?? There would be at
least 3-5 sales persons knocking their doors for one or the other product. So why should the
customer allow US?
We say if we make 60 contacts we will be able to get 6 demos, i.e., 1 out of every 10
customers convert into a prospect. Is this uniform with all PWEs?? We have PWEs who

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make 35 contacts and are able to generate 6 hot prospects but there are PWEs who make 60
contacts but manage to get only 2-3 hot prospects. So this is where opening the call plays a
significant role.
Can we have a mock session??
(Make at least 5 PWEs with different LOS to do mock opening and ask the others to observe
and tell what went right/wrong and if they were the customers whether they will allow this
PWE inside for further discussion)

DO’s
Good Morning Madam!!
I am Firoz sabir coming from Pureit, Hindustan Lever Limited the makers of Surf, Hamam,
and Ponds etc.
“You could use one of the below Attention Grabbing Statements”
I am here to tell you how you could get 5 liters of as safe as boiled water for just Re.1/-
(OR)
I am here to tell you as to how you could safeguard your family from waterborne diseases
like Typhoid, Cholera, Diarrhea
(OR)
I am here to tell you as to how you could get as safe as boiled water without hassles of
boiling, power and continuous supply of tap water
May I know what water you use for drinking purposes??

Developing the Need:
Why should we develop the needs of a customer??
There are 3 components which makes a person to buy a product. It is “MAN”
M – Money
A – Authority
N – Need
“A person will buy a product if he has the money, the authority to buy and also has a need for
it”. That is why we say Developing the need is important as it plays a vital role in the
decision making process.

- Is there a need for pure drinking water in Raipur City?

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- Do people in Raipur City face problems in getting safe drinking water?

- Are there many cases of water borne diseases in Raipur City?

NEED

CURRENT PROPOSED

METHOD SOLUTION

Figure.2.1
There is a need and right now they are following one method or the other to achieve their
need. How do we make them feel that we are here to identify their needs, the problems faced
in the current method and give a solution?

There could be different types of need bases questions depending on the type of drinking
water they use. Let’s take a common example of a customer who boils water.
NEED BASED QUESTIONS:
1. How many times you boil water in a day?
2. What time of the day you boil water?
3. How much time you boil the water?
4. How many days once you change your gas?
5. If you are not boiling for example, how many days will your gas last?
6. What do you think could be your approximate saving on this?

After making them self analyze their needs and the problems they are facing thereof we need
to start off with proposing a solution to them.

Proposing the Solution:
Normal scenario what happens?? We start off with opening our demo kits and start of with
saying this is Hindustan lever Pureit. The capacity is 18 lts. Top chamber……

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Customers will buy only when they feel that we are not there to sell but to give them a
solution to their existing problems. We need to give a demonstration, but also we need to give
them the Feature Advantage Benefit.

For Example, we talk about Polisher.
Feature - Removes unwanted color, smell, excess chlorine present in the water
Advantage – Excess chlorine content is hazardous to health, your drinking will not even have
0% chlorine content. Sometimes piped water will have unwanted color and smell and when
you boil also this would not go, but polisher will make sure the unwanted color and smell is
removed.
Benefit – You could enjoy crystal clear drinking water which is free from unwanted color and
smell and excess chlorine

Eliminating Doubts:
- Ask if there is any doubt the customer has about the product, usage and the
advantages thereof
- Any doubt clear it

Closing the Sale:
We need to keep our eyes and ears open to get any kind of buying signals. It could be verbal
as well as non verbal. We should be able to identify such signals which will lead to a definite
sale.

Closing Statements:
1. Sir, Pureit comes in 2 colors Burgundy and Royal Blue. Which one would you like to
go for?
2. Our mode of payment can be through Cash/Cheque/Credit card? How would you like
to make the payment?
3. Can we deliver the product today so that you can start getting its benefit immediately?

If the customer has not made a decision you could talk about installment scheme, so that he
needs to pay only Rs.300/- towards down payment and balance in installments.

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If we do all these 100% picture perfect we would be able crack good sales through cold
calls!!

Happy Selling!!

POST-TRAINING GIVEN TO PWE:

Model 2: ‘Project Trainee

Program Duration: 30 days (8 days of standard induction + 22 days of OJT)

INDUCTION PROGRAM FOR PWE (8 DAYS):

Induction is a process of familiarizing the new recruits to the organization functioning so that
they become productive in the least possible time; they are a means of honing the workforce
to greater efficiency, precision, and perfection.

Every business, large or small, needs a well-planned induction process. The induction process
has to provide all the information that new PWE’S and others need, and are able to
assimilate, without being overwhelming or diverting them from the essential process of
integration into a team.

The Process

The term 'induction' is generally used to describe the whole process whereby PWE’S blend in
or acclimatize to their new jobs. The aim of the induction process is to help new PWE’S
make a smooth, positive adjustment to the workplace. Induction training is all about the
basics as well like: shift timings; holiday routine; casual/sick leave policy; location of the
cafeteria; dress code; Health and Safety, Terminology, jargon, glossary, definitions of local
terms, Organization overview and structure etc. etc.

Induction enables the new employee to gain familiarity with the work environment and to
acquire a sense of belonging that will build a commitment to the organization.

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A successful induction process has three objectives -

Helps new PWE’S settle in

Helps new PWE’S comprehend their responsibilities and what is expected of them

Ensures the employer receives the benefit of the new employee as quickly as possible

An induction process should also be;

Flexible and interesting

Employee centred

Meets equal opportunities requirements

The Need for Induction

Recruitment is an expensive business as it takes time, money and effort to find the right
people to join your company. Efficiently organized and delivered induction training will be
your new PWE’S' first proper impression of you and your enterprise; this makes it an ideal
occasion to reinforce their decision to come and work for you.

The purpose of induction is to ensure the effective integration of staff into the organization
for the benefit of both parties. Research has shown that a well planned induction program
increase staff retention. A well conducted induction ensures new hires are retained, and then
settled in speedily and comfortably in a constructive role.

New PWE’S also need to understand the organization's goals, values and philosophy;
personnel practices, ethics, integrity, corporate social responsibility and the job they're
required to do. An effective induction process shortens the time it takes to get the new
employee to settle down.

An induction process is not simply for new PWE’S. The same benefits can be received by
staff who have been promoted or transferred or those who have returned from a long period
of absence.

After induction of PWE they are given field knowledge by (OJT) on job training to PWE
which is explain as given below:

ON THE JOB TRAINING (22 DAYS):

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As the name implies, on the job training involves PWE’S training at their place or work.

The most common methods of on the job training are:

- Demonstration / instruction; showing the trainee how to do the job

- Coaching - a more intensive method of training that involves a close working relationship
between an experienced employee and the trainee

- Job rotation - where the trainee is given several jobs in succession, to gain experience of a
wide range of activities (e.g. a graduate management trainee might spend periods in several
different departments)

- Projects - PWE’S join a project team - which gives them exposure to other parts of the
business and allow them to take part in new activities. Most successful project teams are
"multi-disciplinary"

Advantages of on the job training

- Generally more cost effective

- Less disruptive to the business - i.e. PWE’S are not away from work

- Training an employee in their own working environment, with equipment they are familiar
with and people they know can help they gain direct experience to a standard approved by the
employer

- PWE’S may find that they have more confidence if they are supervised and guided as they
feel they are doing the job right

- PWE’S may feel more at ease being taught or supervised by people they know rather than
complete strangers at an external training course

- Managers or supervisors can assess improvement and progress over a period of time and
this makes it easier to identify a problem intervene and resolve problems quickly

- On the job training is also productive, as the employee is still working as they are learning

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- As training progresses and the employee begins to feel more confident, this confidence
would allow them to work at a higher standard and ultimately be more productive

- Training "on-the-job" provides an opportunity to get to know staff they might not normally
talk to

Disadvantages of on the job training

- Teaching or coaching is a specialist skill in itself; unless the trainer has the skills and
knowledge to train, this would mean that the training will not be done to a sufficient standard

- The trainer may not be given the time to spend with the employee to teach them properly,
which would mean substandard training has been achieved and learning has only been half
done

- The trainer may possess bad habits and pass these on to the trainee

CAREER LAUNCHER OF PWE:

This can be explained as given below diagram.

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CHAPTER – III
RESEARCH
METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research methods or techniques but also the methodology.

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It is well known fact that the most important step in marketing research process is to define
the problem. Choose for investigation because a problem well defined is half solved. That
was the reason that at most care was taken while defining various parameters of the problem.
After giving through brain storming session, objectives were selected and the set on the base
of these objectives. A questionnaire was designed major emphasis of which was gathering
new ideas or insight so as to determine and bind out solution to the problems.

Purpose but the research objectives can be listed into a number of broad categories, as
following:-

• To gain familiarity with a phenomenon or to achieve new insights into it. Studies with this
object in view are termed as exploratory or formulate research studies.

• To portray accurately the characteristics of a particular individual, situation or a group.
Studies with this object in view are known as descriptive research studies.

•To determine the frequency with which something occurs or with which it is associated with
something else. Studies with this object in view are known as diagnostic research studies.

DATA SOURCE

Research included gathering both Primary and Secondary data. Primary data is the
first hand data, which are selected a fresh and thus happen to be original in character. Primary
Data was crucial to know various customers and past consumer views about bikes and to
calculate the market share of this brand in regards to other brands.

Secondary data are those which have been collected by someone else and which
already have been passed through statistical process. Secondary data has been taken from
internet, newspaper, magazines and companies web sites.

RESEARCH APPROACH

The research approach was used survey method which is a widely used method for
data collection and best suited for descriptive type of research survey includes research
instrument like questionnaire which can be structured and unstructured. Target population is

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well identified and various methods like personal interviews and telephone interviews are
employed.

SAMPLING UNIT

It gives the target population that will be sampled. This research was carried in Raipur
CITY (C.G.).

DATA COMPLETION AND ANALYSIS

After the data has been collected, it was tabulated and findings of the project were
presented followed by analysis and interpretation to reach certain conclusions.

SCOPE

My project was based on the Sales and Marketing Strategy of Pureit Water filters and data
was taken in the City Raipur only.

SWOT ANALYSIS
Let’s analyze the position of pureit water purifier in the current market set-up, evaluating its
strengths, weaknesses, threats and opportunities available.

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STRENGTHS

• Price of the device is economical.
• Easy to handle and to maintain the device.
• Dos not require electricity which is lead to energy saving.
• Widespread distribution network.
• High performance products across all categories.
• Good TV advertisement.

WEAKNESSES

• Poor after sale services.
• Need to improve the sales and distribution of the product.
• Need to improve local channel advertisement.
• No kind of product innovation.
• Less manpower in the zone.

THREATS
• Compition from Tata swach, acuagard (acuashure) others.
• Price related to others is high.
• No discounts and offers are given.
• They are offering better purifiers (Multistage Purifiers).

OPPORTUNITIES
• This product can penetrate in the rural market.
• Economical in price can give a wide area for the product sales.
• A new and open segment for the product.

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CHAPTER – IV
RESULT &
DISCUSSION

ANALYSIS & INTERRETATION
PER TRAINING QUESTIONS
Q1. Do you like the process of training given to you by the trainer?

Very Good Good Average Bad Very Bad

27

Figure4.1

So we can say that training to the PWE are satisfied with knowledge given to them.

Q2. The information given to you is sufficient to you?


Figure4.2

Many of the PWE are in average so they need to get more information from the trainer.

Q3. Case study and demo given to you for your knowledge are sufficient?


28

Figure4.3

Yes they like demos and case give to them help them to get real situation and analysed the
working condition.

Q4. Do you like environment provide her for training is?


Figure4.4

PWE trainees like the condition provided by the company.

Q5. OJT (ON THE JOB TRAINING) is good for your training?


29

Figure4.5

40% are agreed that OJT help them to get more practical knowledge.

POST TRAINING QUESTIONS

Q1. The training given to you help in selling?


Figure4.6

Yes it helps PWE to selling of the product and achievement on their targets.
Q2. Is your customer are satisfied with your services?

30

Figure4.7

About 56% said
their customers
are satisfied
with their
services.

Q3.Did your
productivity has
increased?


Figure4.8

In total about 33% of PWE productivity increased

Q4. Do you like to get training in interval of time?

31

Figure4.9

Yes they like to be trained in interval of time
Q5. Rate the training given to you was.

Figure4.10

50% of the Trainees felt that training give to them improves there selling skills.

32

CHAPTER – V
CONCLUSION

33

After completing the summer training in sales and marketing from HINDUSTAN
UNILEVER WATER DIVITION (PUREIT) doing sale by cold call around the Raipur city
and it near areas I have come to know about how training to an employee PWE is necessary
before going to field because of proper training and guidance given to me I have know about
selling methods and customer behaviour in the present working scenario what are the demand
of the customer and how to handle those demands and supply the necessary products to
customer.

By doing cold call for pureit water filter in the city we visited house, societies, flats etc for
selling and giving information about the product which was of two types MO5 which was of
Rs2000 and Auto fill which is for Rs3200 we learned about the direct face to face marketing
the main purpose of this SUMMER TRAINING was to know about strategies and methods of
direct marketing and to know about the methods working of the sales department.

Strategies of HUL selling were reaching to initial customers and to educate about the product
and are base usage to the customer. This product was introduced in a new segment focusing
to the middle and lower middle class of people and there need of drinking purified water at a
cheap cost thus this product do not requires any kind of electricity or gas or running water for
purification.

Cold call is the process where PWE approaches to customers home and his working place to
demonstrate the functions of the device and it usability in the day today life.

SUGGESTION

 Its need to focus on those areas where water impurities are maximum.

 To organise health camps in near the schools colleges.

 To organise social campaigns and to give demos in public areas and societies.

 To advertise in city by posters and holdings near railway stations, schools,
hospitals and kiosk near this areas.

 Try to get customer referrals in there referral.

 As it is introduced a new segment in the market about 80% of the market is
open for pureit water filters.

34

SAFETY IN HINDUSTAN UNILEVER
ZERO INJURY- Any person associated with or working on the behalf of HUL should not get
hurt.
As a company, HUL believes in safety first in all the aspects of work. Hence safety is
considered as the top most priority in the culture.
With respect to your work you shall be engaged in outdoor travelling and required to travel to
and fro between home and workplace and also to and fro between safe water zones and the
destination location for the purpose of –

• Delivery
• Demonstration
• GKB that is Germ Kill Battery delivery or component consumables services
• Delivery of coupons
• Attending customer, service complaints

In brief the following points need to remembered by all the deputies and braking of the given
safety rules may lead to disciplinary action.

• Both rider and pillion rider must wear ISI approved crash helmet whilst riding a two-
wheeler.
• Never use mobile phone or hand free while riding or driving or crossing road.
• Never consume alcohol before or while driving or riding a vehicle.
• Always cross tracks only at the designated crossing.
• Always walk on sidewalk or footpath.
• Never enter or exit from a moving bus or train.
• Never hang out or climb on the roof of the train or bus.

This is some of the safety measures and rules regarding travelling and walks on the road
which every employee has to follow in the HUL.

35

QUESTIONNAIRE
GENERAL INFORMATION

NAME: ____________________________________________________________
ADDRESS: _________________________________________________________
_________________________________________________________
OCCUPATION: _____________________________________________________
CONTACT NO.: _____________________________________________________

PER TRAINING QUESTIONS
Q1. Do you like the process of training given to you by the trainer?


Q2. The information given to you is sufficient to you?


Q3. Case study and demo given to you for your knowledge are sufficient?


Q4. Do you like environment provide her for training is?


Q5. OJT (ON THE JOB TRAINING) is good for your training?


36

GENERAL INFORMATION

NAME: ____________________________________________________________
ADDRESS: _________________________________________________________
_________________________________________________________
OCCUPATION: _____________________________________________________
CONTACT NO.: _____________________________________________________

POST TRAINING QUESTIONS

Q1. The training given to you help in selling?


Q2. Is your customer are satisfied with your services?

Q3.Did your productivity has increased?


Q4. Do you like to get training in interval of time?


Q5. Rate the training given to you was.


37

BIBLIOGRAPHY

Websites- www.google.com

www.scribd.com

www.wikipidea.com
www.hul.co.in

38

BIBLIOGRAPHY

BOOK NAME: IKYA (SUMMER INTERNSHIP TRAINING MANUAL)

BOOK NAME: ASHWATTHAPAH (BEHAVIOURAL SCIENCE)

39

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