August 2019 (Revised April 2020)
Case
HBS Case Collection

Transforming Hindustan Unilever

By: Krishna G. Palepu and Rachna Tahilyani

Format:Print
| Language:English
| Pages:18

Abstract

In October 2013, when Sanjiv Mehta had taken over the reins of Unilever’s business in India and the larger South Asia region, Hindustan Unilever (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.