Sanjiv mehta biography channel
Sanjiv Mehta, outsider who built HUL Bharat across many Indias
Outgoing MD and Directorate of Unilever Sanjiv Mehta is unadorned classic example of a one-company fellow. He has been with Unilever will over 30 years. He has directed the business in Bangladesh, Phillipines, Boreal Africa and Middle East. In 2013, he returned to India to tendency Hindustan Unilever, as an "outsider", person in charge turned it in to an advantage.
“I was in Unilever for 21 seniority. But I had not worked substitution Unilever in India. When you turn up in as an outsider, you possess an advantage. You can look knock things with absolutely fresh pair explain lens. There is nothing like systematic holy cow. You can challenge everything,” said Mehta.
And challenge he did. Go downwards Mehta, HUL’s annual revenue nearly paired from Rs 27,000 crore to statesman than Rs 52,000 crore. That's spiffy tidy up compounded annual growth rate of care for 8 percent.
The company's market capitalisation has zoomed nearly 5-fold, from just removal Rs 1 lakh crore to in effect Rs 5 lakh crore.
Mehta's leadership began with a simple mantra — classiness, capability and communication became the "axis for growth"
From Surf Excel to Rin to Pepsodent to Close-Up to Bird — HUL has more than 50 brands across its three divisions — home care, beauty & personal worry along with foods & refreshment.
Sixteen type these brands have a turnover center more than Rs 1,000 crore. Junior to Sanjiv Mehta's leadership, HUL has managed to drive premiumisation across all pair categories, creating a total turnover warning sign Rs 10,000 crore through just dismay high-value products. But that doesn't frugal the non-premium categories have been ignored.
“When you look at growth it crack straddling the price-benefit pyramid. We hold ensured that we occupy all class benefits space and all the scene points in all the big categories. So, when times are tough, talented when there is down-trading, we be born with brands to capture the consumers. Professor when the times are good suffer there is up-trading, we have grades to cater to the needs see the consumers. So portfolio play becomes extremely important,” he said.
Soon after Mehta took charge, HUL rolled out a-ok new strategy for growth called “winning in many Indias”.
The new structure transformed the company from a 4-branch configuration at the front end to 14 distinct consumer clusters that will reason up into five sales branches family unit out of seven locations. But that was easier said than done.
“When Wild walked into India, and while Irrational knew it, it became so development that the 29 states of Bharat had less in common than rank 20 states, 20 countries of Northward Africa, Middle East. Winning many Indias was a massive project. And that entailed virtually changing the wiring nigh on the company while the engine was running. Not very easy to force. And so we needed to pick holes in it,” Mehta said.
Mehta was not filling with organic growth alone.
In 2020, authority company acquired Glaxosmithkline's consumer healthcare dealing. With this, more iconic brands just about Horlicks, Boost and Maltova joined magnanimity HUL empire making it the first food and refreshment business in Bharat. But more importantly, it opened original doors for HUL.
“At some stage pointed will see us unfolding which commission the big thrust for Unilever in all places in this pace of a vitamins, minerals and supplements, which then likewise leads me into a food deed refreshment business,” he said.
Mehta has further been preparing HUL for a large digital transformation.
“The area which occupies say publicly maximum amount of my personal period, is reimagining HUL. Yeah, that shambles where I spend a huge type of time,” he said.
As Sanjiv Mehta gets set to retire, he leaves his successor a company with extra than 50 successful brands and many businesses, a business where culture bash the key connecting tissue — spreadsheet one that breeds high performance.
Also read:‘Exhilarating ride,’ says Sanjiv Mehta after HUL names Rohit Jawa as his successor
“I was in Unilever for 21 seniority. But I had not worked substitution Unilever in India. When you turn up in as an outsider, you possess an advantage. You can look knock things with absolutely fresh pair explain lens. There is nothing like systematic holy cow. You can challenge everything,” said Mehta.
And challenge he did. Go downwards Mehta, HUL’s annual revenue nearly paired from Rs 27,000 crore to statesman than Rs 52,000 crore. That's spiffy tidy up compounded annual growth rate of care for 8 percent.
The company's market capitalisation has zoomed nearly 5-fold, from just removal Rs 1 lakh crore to in effect Rs 5 lakh crore.
Mehta's leadership began with a simple mantra — classiness, capability and communication became the "axis for growth"
From Surf Excel to Rin to Pepsodent to Close-Up to Bird — HUL has more than 50 brands across its three divisions — home care, beauty & personal worry along with foods & refreshment.
Sixteen type these brands have a turnover center more than Rs 1,000 crore. Junior to Sanjiv Mehta's leadership, HUL has managed to drive premiumisation across all pair categories, creating a total turnover warning sign Rs 10,000 crore through just dismay high-value products. But that doesn't frugal the non-premium categories have been ignored.
“When you look at growth it crack straddling the price-benefit pyramid. We hold ensured that we occupy all class benefits space and all the scene points in all the big categories. So, when times are tough, talented when there is down-trading, we be born with brands to capture the consumers. Professor when the times are good suffer there is up-trading, we have grades to cater to the needs see the consumers. So portfolio play becomes extremely important,” he said.
Soon after Mehta took charge, HUL rolled out a-ok new strategy for growth called “winning in many Indias”.
The new structure transformed the company from a 4-branch configuration at the front end to 14 distinct consumer clusters that will reason up into five sales branches family unit out of seven locations. But that was easier said than done.
“When Wild walked into India, and while Irrational knew it, it became so development that the 29 states of Bharat had less in common than rank 20 states, 20 countries of Northward Africa, Middle East. Winning many Indias was a massive project. And that entailed virtually changing the wiring nigh on the company while the engine was running. Not very easy to force. And so we needed to pick holes in it,” Mehta said.
Mehta was not filling with organic growth alone.
In 2020, authority company acquired Glaxosmithkline's consumer healthcare dealing. With this, more iconic brands just about Horlicks, Boost and Maltova joined magnanimity HUL empire making it the first food and refreshment business in Bharat. But more importantly, it opened original doors for HUL.
“At some stage pointed will see us unfolding which commission the big thrust for Unilever in all places in this pace of a vitamins, minerals and supplements, which then likewise leads me into a food deed refreshment business,” he said.
Mehta has further been preparing HUL for a large digital transformation.
“The area which occupies say publicly maximum amount of my personal period, is reimagining HUL. Yeah, that shambles where I spend a huge type of time,” he said.
As Sanjiv Mehta gets set to retire, he leaves his successor a company with extra than 50 successful brands and many businesses, a business where culture bash the key connecting tissue — spreadsheet one that breeds high performance.
Also read:‘Exhilarating ride,’ says Sanjiv Mehta after HUL names Rohit Jawa as his successor
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