Hindustan Lever Limited: Levers for change

case from London Business School

Case summary

Situation Analysis

In 1991, HLL achieved record growth in volume sales in detergent group and was able to recapture market share from its biggest competitor Nirma. In 1980s Nirma was biggest detergent brand in India with more than 60% market share. HLL could double its volume by 1995 by taking opportunity of 20% growth rate of detergent market. The new threat was deregulation of Indian market by govt. which would increase competition in market.

Prior to 1975, HLL was biggest player in detergent with 40% market share. HLL brand surf was premium product, which lead in both volume and price.
Detergent business had no regulatory constrains; basic technology was easy, with low capital input. With world wide rise in crude oil prices, HLL had to double price between 74 and 75.This created opportunity for local manufacturers.

Competitive Advantage of Nirma
In 1969, low cost detergent Nirma was launched. Low cost strategy that helped Nirma to compete against HLL were
1. The operation cost of Nirma was low. It was more labor oriented and was able to utilize advantage of low labor cost.
2. The levels in distribution network were less as compared to HLL and provided it’s channel partners the opportunity to rotate money at faster rate. Stockiest were appointed as commission agents to avoid CST.
3. It vertically integrated by producing packaging material, chemical and maintain fleet of trucks for raw material deliveries.
This helped Nirma in maintaining its low cost advantage and was successful in implementing its low cost strategy against HLL.

Competitive Advantage of HLL
HLL followed strategy to develop dual competitive advantage
1. R&D team was given task of producing low cost detergent that gives better performance than Nirma.
2. Nirma model of operational cost reduction was adopted and for this HLL setup Stepan chemicals in Punjab and detergent under brand name Wheel was introduced
3. Supplies of wheel were sent directly to the stockiest bypassing HLL’s carrying and forwarding agents.

Sustainability of competitive Advantage
Nirma’s competitive advantage was mainly from its operational efficiency. Which could be copied and HLL was successful in copying the same. HLL was able to achieve that efficiency.
HLL competitive advantage came from its R&D. It not only reduced operational efficiency but was able to deliver better quality product giving HLL dual competitive advantage. It cannot be copied easily and helped HLL to redefine competition in market.

HBS case analysis : Samsung Electronics

HBS 9-705-508 by Jorden I siegel and James Jinho Chang

HBS case analysis: Samsung Electronics

Semiconductor industry has seen average growth rates of 16% per year since 1960.Semiconductors were classified into two broad categories, memory chips and logic chips. Memory chips would be further classified into DRAM, SRAM, flash memory.

DRAM represent approx 55 % of memory market and SRAM and flash memory represent 10% and 32 % respectively. Share of DRAM has reduced from 80% to 67% due to saturation I computer. Flash memory and SRAM market was expanding by extensive use of memories in telecommunication and consumer electronics.

Rivalry within industry: Industry was experiencing fierce rivalry by increase in industry capacity and normal cyclical downturn. Many Chinese firms were ready to enter the market. Chinese competitors were willing to sacrifice profits for market share.

Suppliers: With the growth of industry, supplier become more concentrated and would offer 5% discount on bulk purchases.

Substitute: There was no effective substitute for memory chips.

Buyers: Buyers were largely OEM, with no one controlling more than 20% of global PC market. OEM would negotiate hard for price as memory represented 4-12% of PC cost and 4-7% of mobile phone cost. Buyers would pay 1% premium for reliability of product. Buyers were highly fragmented.

Entry Barrier: Entry barriers were high. It involves high capital investment and complex technology. Chinese firm with help of joint venture and agreements were in position to get license and technology for manufacturing. Finance was now available for foreign partners to rip the benefit of low cost access to manufacturing resources and talented local engineers.

Samsung offered over 1200 different variations of DRAM. Unlike competitors, Samsung tried to create new uses for DRAMs. Samsung had launched new DRAM products with product-specific applications in laptops and personal game players. It enabled Samsung in creating new markets that were unavailable to its competitors.

Samsung was market leader in memory chip technology and constantly remained ahead of its competitors. Samsung was able to create new market was developing new applications of memory and latest better technology. This had provided Samsung dual advantage of cost and value over its competitors. It was like crating Blue Ocean in every few years. The Chinese counterparts were sinking the profitability of market as they has easy access to raw materials.

Samsung had two options one is to actively collaborate with Chinese partners. Collaboration would provide access to local Chinese market which was growing rapidly and access to cheap resources and local talented engineers. Risk was to loose its unique culture and intellectual rights were not fully protected.

Alternative option is to invest heaily in cutting edge memory products and niche markets and leave low end of the market for Chinese.

HBS case analysis : Fabindia Overseas Pvt. Ltd.

Executive Summary

Fabindia was founded in 1960 with a mission to provide work and employment to India’s skilled rural artisans and to protect traditional weaving and printing skills.

Change in customer consumption pattern and increased income per capita has given boost to domestic sales of Fabindia. In last five years (2002-06), turnover of Fabindia has increased by 335% and profit by 422%.

Fabindia’s vision is to expand to 200 stores and grow its revenue to Rs 8.6 billion by FY 2011.

Key challenges in achieving target revenue of Rs 8.6 billion are additional capital requirement, shortage of qualified personnel, threat from new retail chains, increasing rental rates, and uncertainty in supply.

This document is intended to analyse different possible alternatives like increasing product line, establishment of new store with external and internal financing options, development of franchisees to achieve target revenue without compromising with vision of organization.

Situation Analysis

Rapid scale-up would require more qualified personnel and formalization in organization. Absence of organized retail sector in India has lead to shortage of qualified personnel.

New retail chains like Pantaloon, Trend Ltd, Shoppers World, ITC have entered in garments sector posing potential threat to Fabindia. 70% of Fabindia’s revenue are generated from garments. Small players like, privately owned Anokhi, Govt. owned Khadi, State Govt owned Phullkari, Rajasthali, Chunari etc have also expanded and opened their shops in major cities of India.

New product lines were introduced and have shown positive results. In last two years organics and body care revenue has seen a growth of 100 times.

Increasing number of shops will require more investments due to increasing rental and property rates. Another major challenge for Fabindia could be capital for expansion. For desired exponential growth Fabindia may require additional external capital.

Supply chain of Fabindia is based on trust with uncertainty of supplies from it’s rural suppliers. Estimate of supply has always problem for Fabindia.

Problem Statement

To grow in terms of revenue to Rs 8.6 billion by FY 2011.

Alternatives and their impact

  1. Increase efficiency of existing stores

In last five years operational expanses has increased from 21.8 % to 26.04 % of revenue. It has reduced the profitability of organization. An expected saving of Rs 55 million expected. (Source: Exhibit 5)

  1. Increase Export Activity

After Fabindia’s main UK based customer, Habitat was acquired by larger firm. Fabindia was not able to utilize its export potential and has seen negative growth. In 1965, revenue from export was at Rs 2 million. Currently export revenue has declined to Rs 1.02.

Exploring new market and clients may result in better results. Additional revenue of Rs 2 million can be generated by focusing on exports.

  1. Collaboration and franchisee model

Franchisee model may have multiple advantages like increased market presence, saving on labor cost, rental cost, and managing cost.

Franchisee model may also tarnish image of Fabindia and franchisee may use Fabindia brand name to promote its own products. A carefully legally bounded agreement may be required.

An additional average revenue of 3 million (10% of average Fabindia store sales) may be expected from each franchisee store.

  1. Setting up new store (with external investing)

Average rental rates are at Rs 400/sq feet, Fabindia store size is 400 sq feet for small stores and 8000 sq feet for large stores. Currently Fabindia has 49 stores and additional 151 stores of medium size (4000 feet) will make an additional rental cost of Rs 241.6 million per month. (Table 1.1)

A new store on rental may have average Rs 19.2 million rental cost per year with revenue of Rs 30 million per year.

Other costs may include hiring personnel, salary and other maintenance cost.

5 Setting up new store (with internal investing)

Fabindia has reserves and surplus of Rs 338.51 million. Rental cost of new store would be Rs 19.2 million per year

15 stores can be established providing additional revenue of Rs 450 million per year. (assuming average return per store as Rs 30 million)

6 Including more product line

Garment sector is facing competition by organized retail sector.

Including diverse product line like food and personal care can generate new source of revenue while reducing competition. Concept like organic departmental store may be used.

Organics and body care were introduced in 1998, till 2004 revenue from organics were very less. In last two years organics revenue has seen a growth of 100 times contributing Rs 25 million to revenue. Expected growth opportunities and additional revenue could be huge. Assuming moderate growth of 10 times in next two years may result in 250 millions of revenue and 500 million in next 5 years.

7 Increase advertisement and marketing of Fabindia products

Apart from opening of new stores advertisements are not issued. Fabindia is sustaining on its quality and perceived value as spread by word of mouth. Advertisement and spreading awareness could result in 5-10% increase in sales. Expected returns could be 125 millions per year by advertisement budget of Rs 50 million (0.03 of sales revenue) which is far below than industrial norms of 1 to 1.5 percent.

Criterion for evaluation

  1. Consistency with organizational mission

No compromise with mission.

  1. Extent of revenue contribution

An activity with higher level of revenue contribution will be selected.

  1. Profitability

The activity must be profitable when implemented.

  1. Requirement of additional work force

Activity with minimum additional requirement of workforce will be given preference.


Evaluation of Alternatives

Each alternative is evaluated against each criterion. Our target is to increase revenue of Fabindia, thus each alternative will be judged against the extent of additional revenue it can generate.

Points equal to additional revenue is provided to each alternative. We may choose one for more alternatives to maximize our revenue function as all these activities are mutually exclusive.

Increase efficiency of existing stores

Consistency with organizational mission : Yes

Extent of revenue contribution : Nil

Profitability: Yes (Rs 55 million)

Requirement of additional work force : Nil

External capital requirement : No

Result : zero points awarded to alternative

Increase Export Activity

Consistency with organizational mission : Yes

Extent of revenue contribution : Rs 2 million per year

Profitability: Yes

Requirement of additional work force : little or not required

External capital requirement : little or not required

Result : 2 points awarded

Collaboration and franchisee model

Consistency with organizational mission : Yes

Extent of revenue contribution : Rs 453 million from 151 new stores (Rs 3 million per franchisee)

Profitability: Yes

Requirement of additional work force : little or not required

External capital requirement: little or not required

Result : 453 points awarded (Table 1.2)

Setting up new store (with external investment)

Consistency with organizational mission : Depend new investing partner

Extent of revenue contribution : Rs 4530 million from 151 new stores (Rs 30 million per store)

Profitability: Yes

Requirement of additional work force : large

External capital requirement : yes (approx 2500 million will be required)

Result : rejected as mission can’t be compromised

Setting up new store (with internal investment)

Consistency with organizational mission : Yes

Extent of revenue contribution : Rs 450 million from 15 stores (Rs 30 million per store)

Profitability: Yes

Requirement of additional work force : medium

External capital requirement : No

Result : 450 points awarded

Including more product line

Consistency with organizational mission : Yes

Extent of revenue contribution : Rs 500 million

Profitability: Yes

Requirement of additional work force : little or not required

External capital requirement: little or not required

Result : 500 points awarded

Increase advertisement and marketing of Fabindia

Consistency with organizational mission : Yes

Extent of revenue contribution : Rs 125 million

Profitability: Yes

Requirement of additional work force : little or not required

External capital requirement: little or not required

Result : 125 points awarded

Evaluation result

Increase efficiency of existing stores : zero points

Increase Export Activity :2 points

Collaboration and franchisee model : 453 points (151 stores)

Setting up new store (with external investment): 0 points

Setting up new store (without external investment): 450 points (15 stores)

Including more product line : 500 points

Increase advertisement and marketing of Fabindia : 125 points


Recommendations

With current growth rate of 50% Fabindia could achieve its revenue target of 8.6 billion by FY 2011. Fabindia has to maintain the growth rate of 45% for next 5 years. Following actions may be taken from maintaining growth rate of 45%.

    1. Fabindia should setup 15 more stores which could generate Rs 450 million. More stores may be opened as and when Fabindia has its own capital.
    2. Fabindia should look for partners for franchisee and extensively create more franchisees and must increase their number to 150 in next 3 years.
    3. More product lines in organic should be included and organic products should be boosted.
    4. Better marketing and advertisement by allocating a budget of Rs 50 million.

Action Plan

Organic and body care

Organic and body care product line should be promoted, as these product line has shown 100 times growth in last 2 years. Fabindia should focus on organics and body care products.

Sales Target for organic and body care products.

Year

Sales Target

2007

100 million

2008

250 million

2009

350 million

2010

450 million

2011

500 million

Franchisee stores

We should first concentrate on franchisee model before opening own stores. This will save our case reserves. Franchisees should be increased to approx 150 numbers in next 3 years.

Year

No of new franchisee

Total no of additional stores

2007

50

50

2008

50

100

2009

51

151

Establishing new stores

New store should be set up in three phases starting from year 2009.

Year

No of new stores

Total no of additional stores

2009

5

5

2010

5

10

2011

5

15

Revenue targets (source table 1.4)

Year

Addition Revenue

2007

250 million

2008

550 million

2009

953 million

2010

1203 million

2011

1403 million


Appendix A

Table 1.1 Rental Cost calculation

Store Size

Average Rent

Annual rent

Small (500 sq feet)

Rs 400/month

Rs 2.4 million

Medium (4000 sq feet)

Rs 400/month

Rs 19.2 million

Large (8000 sq feet)

Rs 400/month

Rs 38.4 million

Table 1.2 Franchisee Stores and expected revenue

Year

No of new franchisee store

Total no of franchisee

Revenue per store

Total revenue

2007

50

50

3 million

150 million

2008

50

100

3 million

300 million

2009

51

151

3 million

453 million

Table 1.3 Establishing New Stores

Year of operation

No of new stores

Total no of additional stores

Revenue per store

Total revenue

Rental charges (@19.2 million per year)

2009

5

5

30 million

150 million

96 million

2010

5

10

30 million

300 million

192 million

2011

5

15

30 million

450 million

288 million

Table 1.4 Expected additional revenue

Year

Revenue from organics and body care

Revenue from franchisee stores

Revenue from new stores

Total Revenue

2007

100 million

150 million

250 million

2008

250 million

300 million

550 million

2009

350 million

453 million

150 million

953 million

2010

450 million

453 million

300 million

1203 million

2011

500 million

453 million

450 million

1403 million