Transforming Hindustan Unilever

Palepu, Krishna G. Tahilyani, Rachna

  • ケース
HBP

In October 2013, when Mehta had taken over the reins of Unilever's business in India and the larger South Asia region, HUL had been going through a difficult time. Caught in the midst of a weakening economy, falling consumer spending and increasing competition, growth at the firm had slowed. HUL was underperforming not only the market index but also the FMCG index. At the same time, HUL was struggling with many internal woes, ranging from slow market responsiveness to a higher cost structure. The next quarter had not brought any relief. With the external situation worsening, Mehta wondered what changes he needed to make to ensure consistent, competitive and profitable growth at HUL. . The case is accompanied by a video in which the CEO outlines his thinking, and the choices he made. The video can be used in class as the class discussion unfolds to bring closure to the discussion, and to brief the class on what actions were taken.

出版日
2019/08
改訂日
2020-04-01
業種
卸売・小売
領域
組織行動・人的資源管理
ボリューム
18ページ
コンテンツID
CCJB-HBS-120022
オリジナルID
120022
ケースの種類
Case
言語
英語
カラー
製本の場合、カラー印刷での納品となります。