A macro prespective

SUCCESS STORIES OF
INTERNATIONAL CORPORATE
ENTITIES IN INDIA - A MACRO
PERSPECTIVE
NOVEMBER 2013

1.1 Reaping benefits from its demographic profile........................................................... 4
2. FDI OVERVIEW
........................... 41. ADVANTAGE INDIA - UNLOCKING GROWTH FROM MACRO FACTORS
............................................................................................................................ 10
1.4 Scaling to world's largest consumption market by 2030.......................................... 9
..................................................................................................... 173. REGULATORY FRAMEWORK
CONTENTS
SUCCESS STORIES OF INTERNATIONAL CORPORATE
ENTITIES IN INDIA - A MACRO PERSPECTIVE
1.2 Rising income levels.......................................................................................................... 6
1.3 Spending triggered by an expanding middle class ..................................................... 7
2.2 Services rule FDI inflows ................................................................................................. 12
2.3 Developed economies are major investors ...................................................................13
3.1 Key policy initiatives by regulatory and supervisory bodies...................................... 18
2.1 India among the top five attractive destinations globally .......................................... 11
2.4 Abundant investment opportunities offered by sectors in India .............................. 14
3.2 Highlights of FDI Policy: April 2013................................................................................ 19
4. CASE STUDY - UNILEVER ........................................................................................................ 20
4.1 Historical background....................................................................................................... 20
4.2 Company overview ............................................................................................................ 22
4.3 Celebrating more than 100 years of success in India ................................................ 23

4.4 The journey so far ............................................................................................................ 23
5. CONCLUSION............................................................................................................................... 31
CONTENTS
SUCCESS STORIES OF INTERNATIONAL CORPORATE
ENTITIES IN INDIA - A MACRO PERSPECTIVE
4.5 Differentiating to cater to Indian needs....................................................................... 26
4.6 Key advantages offered by India to HUL ..................................................................... 28

……………………………………………………………………………………………………………………….……………………….......................
Success Stories of International Corporate Entities in India – A Macro Perspective 4
1. ADVANTAGE INDIA – UNLOCKING GROWTH FROM MACRO FACTORS
The liberalisation of India’s economy in 1991 led many multinational enterprises to foray into Indian
markets. India attracted cumulative FDI inflows of USD287.1 billion during FY01–131
.
One of the key drivers for companies entering India is a large consumer market. Attractive
demographics in addition to rising incomes and consumerism are driving growth in a host of industries.
Therefore, multinational companies have expanded in India in search of growth. For successfully tapping
the Indian market, these companies often have to introduce new products and develop strategies for
marketing to a diverse population base.
The availability of a skilled labour pool has also attracted international companies. India has one of the
youngest population bases among emerging economies. With education levels increasing, companies
find it cost-effective to set up base in India for tapping this skilled labour force. Therefore, influx of both
service-oriented industries such as financial services outsourcing and manufacturing companies such
as auto-ancillary have increased in the past decade.
An additional attraction is India’s strategic location. Companies find it cost effective to not only produce
in India but also export from the country. For instance, India has emerged as an export hub for
international players in the automobile sector. Companies have set up manufacturing units, primarily in
the southern region, that cater to the large domestic automobiles market as well as their global
factories.
1.1. Reaping benefits from its demographic profile
India’s growing, young population base is a demographic dividend. India – currently, home to about 1.3
billion people – is anticipated to overtake China to become the most populous nation in the world by
2022.2
More than half of India’s total population is below the age of 25 years and about 65.0 per cent
below the age of 35 years. Currently, India’s median age is 26.5 years vis-à-vis China (35.9 years) and
the US (37.1 years). It is estimated that by 2020, India’s average age will hover around 29 years as
compared to 37 years in China and the US, 45 in Europe, and 48 in Japan. This demographic advantage,
if utilized effectively, would help differentiate India’s growth story from that of other emerging and
developed nations. Moreover, it offers a base for sustainable growth in the domestic economy.
1
DIPP; Up to February 2013
2
World Population Prospects: The 2010 Revision by United Nations

……………………………………………………………………………………………………………………….……………………….......................
Figure 1
India’s working age population* (mn) to outpace China by 2025e
Source: United Nations, Aranca Research,
* working age population is considered at 15–64 years, e: estimate
India’s future to be driven by young and well educated workforce
Growth would be supported with a large pool of young and working population base. India’s working age
population (15–64 years) is expected to rise by around 163 million by 2025 as per United Nations’
estimates. India is projected to account for more than three-fourths of the aggregate increase in the
global working age population during 2012–25e3
. Nearly a million people are expected to add up to the
current labour force every month, touching 982 million by 2025e. As per IMF estimates, this factor alone
can add 2.0 per cent growth to the GDP per capita each year for the coming 20 years.
Literacy level in India has risen significantly in the past decade. During 2001–11, India's literacy rate
improved by 9.2 per cent to reach 74.0 per cent, as per Census 2011. Literacy rate among urban
population is 84.1 per cent (79.9 per cent in 2001), while that in rural population is 67.8 per cent (58.7 per
cent in 2011). This improvement can be attributed to the jump witnessed in high school enrolment rate
backed by a favourable policy environment at the state and central levels.
3
e: estimate
-200
300
800
1,300
1,800
India
China
Europe
US
Brazil
Russia
India
China
Europe
US
Brazil
Russia
India
China
Europe
US
Brazil
Russia
2012e 2025e 2050e
inmillions
0-14 15-64 65+

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Figure 2
Rising literacy rate in India
Source: Department of Commerce, Aranca Research
Figure 3
GDP per capita (USD bn) rising higher
Source: Central Statistical Organisation, Aranca Research
f: forecast, e:estimate
1.2. Rising income levels
The pace of economic growth has scaled up considerably over the past decade. As per the IMF, in 2013,
India’s economy is expected to grow by around 5.7 per cent, and thereafter, by 6.2 per cent in 2014
supported by a strong domestic consumption and encouraging policies. India’s citizens have benefitted
from this growth with a sharp rise in their standard of living. The per capita income measured in real
52%
64%
39%
65%
75%
54%
74%
82%
65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Persons Male Female Persons Male Female Persons Male Female
1991 2001 2011
0
1
2
3
4
5
6
7
8
9
10
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY11
FY12e
FY13fCAGR 5.3%

……………………………………………………………………………………………………………………….……………………….......................
terms (at 2004–05 constant prices) rose at a CAGR of 5.5 per cent during FY00–12, from USD4.4 billion
in FY00 to an estimated USD8.5 billion in FY12, as per the Central Statistical Organisation (CSO). It is
forecasted to further rise to USD8.7 billion in FY13. The rate of growth of per capita income rose from 4.5
per cent during FY01–06 to 6.0 per cent during FY07–13.
1.3. Spending triggered by an expanding middle class
Over the period, the strong economic growth of India has not only raised millions above the poverty line
but has also given rise to an emerging middle class. This middle class population is considered the
backbone of India’s consumption-driven economy. It is projected to overtake the US and Europe in terms
of consumption in the years to come, touching 583 million by 2025, which equals the current Australian
population. This would translate to a 41 per cent share in the total Indian population in 2025 up from
around 5 per cent in 20054
. Also, India’s share in the global middle class population is expected to rise to
11 per cent by 2020 and 23 per cent by 2030.
Furthermore, rising urban populace is one of the most important demographic shifts, which has been
instrumental in shaping India’s consumption patterns. As per the 2011 Census, the level of urbanisation
has increased from 27.8 per cent in 2001 to 31.2 per cent in 2011. Also, share of urban population in the
total population is increasing, from 10.8 per cent in 1901 to 17.3 per cent in 1951 and 31.2 per cent in 2011.
By 2030, India is projected to account for 15.6 per cent of the overall increase of 1.4 billion people in
urban areas worldwide. The key growth driver behind the unprecedented growth is the urban growth
followed by overall population rise.
Figure 4
Rising global share of India’s middle class
Source: OECD Development Centre, Working Paper, Aranca Research
4
McKinsey Global Institute
0%
20%
40%
60%
80%
100%
2009 2020 2030
China India Japan United States Europe Others

……………………………………………………………………………………………………………………….……………………….......................
Figure 5
Urban share in India’s population on a rise
Source: Census 2011, World Bank, Aranca Research
The higher purchasing power of the middle class population, increased disposable income, and rising
levels of urbanisation serve as a trigger for Private Final Consumption Expenditure (PFCE). The per
capita PFCE has surpassed growth in the per capita income, reflecting higher consumption. In the past
two decades, PCFE has registered a CAGR of 6.2 per cent vis-à-vis 5.0 per cent in per capita income. In
constant (2004–05) prices, the PFCE is estimated at USD741.9 billion in FY12 as against USD687.2 billion
in FY11. Majority of this expenditure is driven by demand for food. However, this consumption pattern is
changing, as expenditure on discretionary items is increasing with rising income levels. There is
increasing demand for durables such as white goods, automobiles, and services like hotels, restaurants,
and tourism. This is evident from the rise in spending on sectors such as transport & communication
and hotels; the share of hotels in overall consumption expenditure was 2.6 per cent in FY12 compared to
2.3 per cent in FY11, and that for transport services increased to 8.3 per cent from 8.1 per cent during the
same period.
Figure 6
Per capita PFCE (USD bn) trending higher
0%
20%
40%
60%
80%
100%
1901 1951 1981 1991 2001 2011
Urban Rural
0
100
200
300
400
500
600
700
800
900
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY11
FY12e
FY13f
CAGR 6.5%

……………………………………………………………………………………………………………………….……………………….......................
Figure 7
Key indicators in consumption patterns
1.4. Scaling to world’s largest consumption market by 2030
The rising level of urbanisation and aspirations among the lower economic group is shaping the Indian
consumer market today. By 2030, India is expected to become the largest middle class consumer
market, surpassing both the US and China. The expanding productive population not only induces
growth but also triggers personal spending – aggregated consumers spending of USD13.0 trillion in
2030. The burgeoning consumer base of India is attracting attention worldwide not only because of its
volumes but also because of the shifting nature of demand. Moreover, the consumption pattern in India
is quite different compared to other emerging economies, as a major proportion of GDP is consumed in
India. As per the CSO estimates, more than two-thirds of the GDP was consumed in FY12, which is
considerably higher than that in China.
India tops the global consumer confidence index list
India leads the Nielsen Global Consumer Confidence Index at 121 points, much above China (108 points)
in Q4 2012. India has witnessed momentum from its Q2 and Q3 figures, where it was steady at 119 points.
For the same period last year, India’s index stood at 122. The new Indian consumer is keen to upgrade,
thus keeping the spending climate optimistic. The saving rate is coming down, as 54 per cent of
respondents in India would prefer to save the extra cash in Q4 compared to 62 per cent in Q3. The
majority of spare cash is expected to be spent on discretionary items, with 39 per cent willing to spend
on new technology and products and 36 per cent on new clothes.
27% 28% 29%
19% 20% 20%
12% 12% 11%
8% 8% 8%
35% 33% 32%
0%
20%
40%
60%
80%
100%
FY09 FY10 FY11
Misc Transport & Communication Rent, water, fuel and power Clothing & footwear Food

……………………………………………………………………………………………………………………….……………………….......................
Figure 8
India – Largest consumer market by 2030
Source: OECD Development Centre, Working Paper, Aranca Research
* excluding India and China
Figure 9
Consumer confidence index score
Source: Nielsen Global Consumer Confidence Index, Aranca Research
2. FDI OVERVIEW
Since liberalisation took place in 1991 India has been witnessing increased FDIs. The major factors
driving investor confidence include a young population base, burgeoning middle class, urbanisation, and
increasing disposable incomes leading the demand-driven economy. The demand side drivers are
supported by robust and transparent institutional framework, rising business confidence and ease of
11%
23%4%
4%17%
10%
19%
18%
7% 6%
13%
18%
29% 20%
0%
20%
40%
60%
80%
100%
2020 2030
India MENA North America Asia pacific*
Ctl & South America China Europe Sub-Saharan Africa
USD55.7 trUSD35.0 tr
80
90
100
110
120
130
140
1Q2011
2Q2011
3Q2011
4Q2011
1Q2012
2Q2012
3Q2012
4Q2012
India World China
Optimism

……………………………………………………………………………………………………………………….……………………….......................
doing business, and strong domestic growth. India’s attractiveness as a favoured destination is reflected
in the tremendous growth in FDI inflows – CAGR of 31.7 per cent to USD46.8 billion in FY12 from USD9.0
billion in FY06. India’s FDI inflows remained buoyant even during the global crisis period supported by
confidence in the robust domestic growth expected after recovery and steady profits earned by foreign
companies.
Figure 10
Equity dominate FDI inflows (USD bn) between FY01 and FY13*
Source: DIPP, Aranca Research
* April 2012 to February 22, 2013
FDI in India has mainly been by way of equities and re-invested earnings. The figure demonstrates that
contribution of equity towards the total FDI inflows has been increasing; equity accounted for 77.0 per
cent of the total inflows during FY12 as against 59.6 per cent during FY01. On the other hand, the
proportion of re-invested earnings declined to 17.5 per cent in FY12 from earlier 33.5 per cent in FY01.
Moreover, the sharp rise of 154.7 per cent in FY07 was also driven by 175.8 per cent jump in equity.
2.1. India among the top five attractive destinations globally
Beginning its journey with less than USD1 billion in 1990, the rising FDI inflow to India has supported
scaling up its rank in the global landscape. In 2012, India stood at the second position, an improvement
from the third position in 20105
. Moreover, India is considered the second most desired destination for
transnational corporations during 2010–126
.
India ranked fourth globally in terms of volume of FDI projects. In 2012, the country had 704 FDI projects.
The rising attractiveness has led to an increase in India’s share in FDI globally. The Department of
Industrial Policy and Promotion (DIPP) has set a goal to increase the share of Indian FDI in total global
inflows to 5 per cent by 2017, up from 1.3 per cent in 2007.
5
ATKearney FDI Confidence Index, 2012
6
UNCTAD survey projects
0
5
10
15
20
25
30
35
40
45
50
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY11
FY12
Equity Re-invested earnings Other capital

……………………………………………………………………………………………………………………….……………………….......................
Figure 11
India ranks high in FDI attractiveness survey
Source: ATKearney FDI Confidence Index, 2012, Aranca Research
Table 1
India among top five destinations (201)
Number of projects
Country 2011 2012 y-o-y
US 1,892 1,671 -11.7%
China 1,270 944 -25.7%
UK 896 812 -9.4%
India 869 704 -19.0%
Brazil 491 432 -12.0%
Source: FDI Intelligence, Aranca Research
2.2. Services rule FDI inflows
The services sector has garnered the largest share of FDI inflows over the years. The services sector
(including financial and non-financial services) attracted cumulative FDI of over USD37.2 billion over
FY00–13*, thus accounting for an average 19 per cent of FDI inflows during the period. The sector was
largely driven by the Banking and Financial Services Industry (BFSI) (accounted 59 per cent of services
during FY00–11). Infrastructure sector followed with 11 per cent, led by rising investments in townships
and housing developments during FY00–13*. Telecommunications stood third with 7 per cent during the
same period.
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
China
India
Brazil
US
Germany
Australia
Singapore
UK
Malaysia
SouthAfrica

……………………………………………………………………………………………………………………….……………………….......................
Figure 12
Sectoral break-up of equity FDI inflows (FY13*)
2.3. Developed economies are major investors
The FDI dynamics in India has undergone a gradual change over the recent years. The trend indicates a
gradual shift, with investments from developed economies increasing over the last few years. Mauritius
and Singapore are being used as channels to mobilise funds and make investments, and these countries
form a major part of these inflows, contributing around 48 per cent in FY00–13*. Excluding Mauritius and
Singapore, India’s largest investor is the UK, with cumulative inflows worth USD17.5 billion (9 per cent of
the total) during the same period, followed by Japan with USD14.4 billion (8 per cent), and the US with
USD11.1 billion (6 per cent). However, in FY13*, Japan with 10 per cent overtook the UK (5 per cent share).
Table 2
Top 10 destinations for FDI inflows (USD billion) during FY10–12
Country FY11 FY12 FY13* Total
Mauritius 7.0 9.9 9.0 25.9
Singapore 2.7 7.9 1.1 11.7
UK 1.7 5.3 2.0 8.9
Japan 1.6 3.0 2.1 6.6
Cyprus 1.2 1.4 1.7 4.3
Netherlands 0.9 1.6 0.5 3.0
USA 1.2 1.1 0.5 2.8
Germany 0.2 1.6 0.6 2.5
France 0.7 0.7 0.6 2.0
UAE 0.3 0.4 0.2 0.9
Total 21.4 35.1 20.9 77.4
19%
11%
7%
6%
5%5%4%
4%
4%
3%
31%
Services
Construction
Telecom
Computer
Pharmaceuticals
Chemicals
Automobile
Power
Metallurgical
Hotel & Tourism
Others

……………………………………………………………………………………………………………………….……………………….......................
2.4. Abundant investment opportunities offered by sectors in India
An emerging middle class with rising disposable incomes, change in consumption patterns, under-
penetrated markets, and an urbanised economy present a huge potential for various industries. The
Indian demographic profile is set to attract investments in sectors spanning fast moving consumer
goods (FMCG), infrastructure, pharmaceuticals, life sciences, automobiles, IT, banking and insurance,
among others, in the coming years. Different geographies, based on their expertise and value
propositions, have achieved success in diverse sectors in lucrative Indian markets. US- and Europe-
based companies have made their mark on India’s luxury and high-end technology space in a bid to
diversify amid faltering domestic economies. Meanwhile, companies from the Asia-Pacific region have
made an impact with technological innovations catering to mass market segments such as consumer
goods and automobiles. On the other hand, their Gulf counterparts have established a strong foothold in
the infrastructure and real estate domain.
Infrastructure – A USD1 trillion opportunity
An aggregate value of investments worth over USD1 trillion has been marked for infrastructure in the
12th
Five-Year Plan. The key sectors expected to receive bulk of these investments are power (31.0 per
cent), followed by telecom (25.0 per cent) and road & bridges (12.0 per cent). Investments are required to
create new infrastructure and revamp existing facilities. This would require significant outlays from both
the public and private sector players, offering a platform for global firms to increase their presence in
the Indian infrastructure market. Middle East players have been in the forefront of capturing this
infrastructure opportunity. Dubai Ports World, RAK Investment Authority, RAK Ceramics, Zamil
Industrial Investment, and Construction Products Company, among others, have made huge
investments in India. Likewise, companies such as Caterpillar, Siemens, and Honeywell from the US and
the UK have established a strong presence in India with their advanced engineering solutions.
Figure 13
Infrastructure investments in India (FY12–17)
Source: Government of India Planning Commission, Aranca Research
0
2
4
6
8
10
12
0
50
100
150
200
250
FY12 FY13 FY14 FY15 FY16 FY17
Investments (USD bn) - LHS Share of GDP (%) - RHS

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Figure 14
Investments planned by sector (FY12–17)
Source: Government of India Planning Commission, Aranca Research
Financial Services – Penetration levels to improve
Over the period, India has attracted huge investments in the Banking & Financial Services Industry
(BFSI). Low penetration of banking and insurance offers ample scope for further growth. Although the
banking sector has expanded in India, around 65.0 per cent of the Indian population remains unbanked.
This offers strong prospects for foreign banks to enter India with innovative low-cost delivery schemes to
tap the emerging middle class population of India. Likewise, the insurance market in India, with only 3.4
per cent penetration in life insurance and less than 1.0 per cent in non-life insurances, offers huge
potential. While foreign banks are allowed to operate in India with a FDI cap of 74 per cent, insurance
players need to partner with a local player. The cap for FDI in insurance is expected to be raised from 26
per cent to 49 per cent.
Banking & financial services companies worldwide have been attracted to the underpenetrated markets
in India. Prominent global banks, including the Hong Kong and Shanghai Banking Corporation (HSBC),
Standard Chartered Bank, and the Development Bank of Singapore Limited (DBS), offer banking
services in India. Global insurance companies, such as Bupa Life Insurance, AXA, and Allianz, have
collaborated with local partners to expand into India.
31%
25%
12%
10%
7%
6%
4%
2%
2%
1%
Power
Telecom
Road & Bridges
Irrigation
Railways
Oil & Gas
Water Supply
Ports
Airports
Storage

……………………………………………………………………………………………………………………….……………………….......................
Figure 15
Banking sector penetration in India (2011)
Source: Deloitte: India matters – Winning in growth markets
Figure 16
Insurance sector penetration very low (2011)
Source: World Insurance Report 2011, Aranca Research
Consumption-driven sectors remain attractive
The shifting trend towards manufacturing sector showcases capabilities: supply side with low-cost
labour force and global competency in the manufacturing and demand side with rising consumption and
expanding middle class. Driven by these factors, sectors such as retail, pharmaceutical, and FMCG,
among others, are set to benefit in the coming future.
FMCG: The sector expanded at a CAGR of 17.3 per cent during 2006–11. Riding on the untapped rural
demand and rising middle class, the sector is set to grow in segments like packaged foods, toiletries,
35%
65%
Population with
bank account
Population without
bank account
3.4%
0.7%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
Life Insurance Non-life Insurance

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beverages, detergents, edible oil, and cosmetics. Moreover, the under-penetrated markets in rural
regions offer tremendous opportunities for the basic household and skin care products. International
companies such as Unilever, Procter & Gamble, and Colgate Palmolive have been the early movers,
garnering a dominant share in the Indian marketplace.
Healthcare: The healthcare industry in India has risen at a CAGR of 19.1 per cent during 2005–11. The
industry is poised to touch USD 275.6 billion by 20207
, thereby reflecting a great need for investments.
The number of beds per 1,000 people in India stands at around 0.9, way below the global average of 2.9
beds8
. Driven by a large untapped market, many foreign players have forayed into the Indian market –
Columbia Asia Group and Amcare Labs to name a few.
Pharmaceutical: The Indian pharmaceutical sector has increased at a CAGR of 12.4 per cent during
FY08–11 and is expected to further expand by 15.3 per cent between FY12 and FY149
. Demand for
pharmaceutical products is expected to rise, triggered by the low levels of drug penetration, rising
government and private spending on healthcare, improved medical insurance penetration, and rise in
chronic lifestyle-driven diseases. Companies from advanced economies such as the US and Europe have
been able to gain a prominent share in India’s pharmaceutical segment. Players such as Abbott,
AstraZeneca, Aventis Pharma, Burroughs Wellcome, GlaxoSmithKline, Merck, Novartis, Pfizer Limited,
and Wyeth Lederle are among the few early movers who have capitalised on such benefits.
Education: With nearly 150 million people belonging to age group of 18–23 years, the education sector in
India is one of the most attractive markets for foreign players. In FY11 alone, 17 million enrolments in
higher education took place, which is set to grow further. The 12th
Five-Year Plan has targeted enrolment
of 10 million additional seats in the higher education system. Foreign players have collaborated with
Indian groups – Usha Martin Education & Solutions partnered with Pearson Education to begin a chain
of 200 K12 schools in India. Also, Apeejay Institute of Design (AID), New Delhi and Apeejay Stya University
(ASU), Haryana have signed MoUs with three leading Dutch universities – AKV St. Joost and Avans
University of Applied Sciences, Willem de Kooning Academy Rotterdam, and University of Applied
Sciences Rotterdam.
3. REGULATORY FRAMEWORK
The optimistic view among investors backed by strong macro-economic factors present in India has
been encouraged by more than two decades of reforms by the Indian government. The Indian
government liberalised the regulatory framework for foreign investment by its Statement on Industrial
Policy in 1991. Since then the regulatory policy for foreign investment has been regularly amended to
make it progressively more investor-friendly, which has supported consistent inflow of investments to
India. Inflows into India increased steadily from less than USD0.1 billion in FY91 to USD46.6 billion in FY12.
7
Fitch estimates
8
World Health Statistics
9
Barclays Capital Equity Research

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3.1. Key regulatory and supervisory bodies
The key regulatory body responsible for policy pronouncements on FDI is the DIPP, Ministry of
Commerce & Industry, Government of India. The administrative and compliance features of the FDI
policy including the modes and instruments of investments are embedded in the Foreign Exchange
Regulations, which are released by the Reserve Bank of India. Foreign investments may be made either
through the automatic route or by prior approval from the relevant government body.
Figure 17
Routes for foreign investments in India
Source: Aranca Research
Proposals for foreign investment under Government route are considered by the Foreign Investment
Promotion Board (FIPB). The figure below provides an indicative list of sectoral guidelines for FDI inflows
through Automatic or Government Route. These limits are amended by the Indian government each year.
In addition to these laws, FDI is subjected to sector-specific laws. For instance, the banking sector is
governed by its separate banking law and Insurance sector is regulated by Insurance Regulatory
Development Authority (IRDA).
Foreign Investments
Automatic Route Prior Approval Route
Investments in sectors
requiring government
approval
Previous venture in India
in the same field as
stipulated
Investment exceeding
sectoral caps for
Automatic Route to the
extent permitted

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Table 3
Sectoral details for FDI
Sector/Activity % of FDI Cap/Equity Entry Route
Agriculture 100% Automatic
Mining 100% Automatic
Petroleum and Natural Gas 100% Automatic
Non-Banking Finance Companies (NBFC) 100% Automatic
Insurance 26% Automatic
Trading (including sourcing from MSEs) 100% Automatic
Industrial Parks – new and existing 100% Automatic
Construction Development
Townships, Housing, Built-up infrastructure
100% Automatic
Airports – Greenfield projects 100% Automatic
Pharmaceuticals 100%
Greenfield-Automatic
Brownfield-Government
Banking –Private sector 74% including investment by FIIs Automatic up to 49%
Telecom Services 74% Automatic up to 49%
Airports – Existing projects 100% Automatic up to 74%
Defence 26% Government
Banking – Public Sector 20% (FDI and Portfolio Investment) Government
Multi-Brand Retail Trading 51% Government
Single-Brand product retail trading 100% Government
Power Exchanges 49% (FDI and FII together) FDI-Government
Some sectors in which FDI is currently prohibited are Lottery Business, chit funds, nidhi companies,
trading in transferable development rights (TDRs), real estate business, tobacco industry, and sectors
not open to the private sector, including Atomic Energy and Railway Transport (other than Mass Rapid
Transport Systems). Apart from the above-mentioned sectors, foreign technology collaboration in any
form including licensing for franchise, trademark, brand name, and management contract is prohibited
for Lottery Business, and Gambling & Betting activities.
3.2. Highlights of FDI Policy: April 2013
FDI in retail trading (except single-brand product retailing) up to 51 per cent is allowed.
FDI limit for Asset Reconstruction Companies (ARC) has been raised to 74 per cent from 49 per cent.
However, limit for a single FII is set at 10 per cent of the total paid up capital of the ARC.
The cap limit for various broadcasting services has been increased to 74 per cent.
FDI in power exchanges is set at 49 per cent (inclusive of limits of 26 per cent and 23 per cent on FDI
and FII investments, respectively). However, FII investments would be allowed in secondary markets
only and non-resident investor (including individuals acting in unison) can hold not more than 5 per
cent of the equity in power exchanges.

……………………………………………………………………………………………………………………….……………………….......................
Non-Banking Finance Companies (NBFC) having foreign investment of 75–100 per cent, and
minimum capitalisation of USD50 million are permitted to set up as many step down subsidiaries for
specific NBFC activities without additional capital.
Allows 49 per cent stake of foreign players in domestic airlines.
FDI from Pakistani nationals and companies has been allowed.
Through the Automatic Route, Indian companies having FDI are allowed downstream investment in
a Limited Liability Partnership (LLP). However, company and the concerned LLP should operate in
sectors where 100 per cent FDI is permitted (automatic route), and there are no FDI-linked
performance conditions.
Impact of the New Policy
The recent policy reforms in FDI in retail, aviation, and broadcasting as well as the positive decisions on
tax amendments (deferral of GAAR) have boosted investor confidence and inflows into India. Major
strides have been witnessed in the retail sector. Due to the easing of government norms to allow 100 per
cent FDI in single-brand retail and 51 per cent FDI in multi-brand retail, many foreign retailers have
shown interest in entering the Indian market. Japan’s Uniqlo and Sweden’s Hennes and Mauritz are
among the recent global apparel labels to have entered India. Furthermore, the Cabinet Committee on
Economic Affairs recently approved Swedish furniture major IKEA’s USD1.9 billion investment proposal
in India – the largest ever FDI in single-brand retail. Some of the other international players in single-
brand retail include Decathalon, Pavers, Fossil, and Promod. Moreover, in the aviation sector, Etihad
Airways Public Joint Stock Company (PJSC) plans to acquire a 24 per cent stake in Jet Airways (India)
Ltd – the first aviation deal since the FDI rule was liberalised.
4. CASE STUDY – UNILEVER
4.1. Historical background
Established in 1930, Unilever is an Anglo-Dutch consumer goods company formed by the merger of
Britain-based Lever Brothers and Dutch-based Margarine Unie. Lever Brothers, a British soap-maker
was founded in 1885, while Margarine Unie – a Dutch margarine producer – was formed in the 1920s.

……………………………………………………………………………………………………………………….……………………….......................
Figure 18
Unilever timeline
Portfolio reshaped in 2002 through acquisitions and the sale of 87 businesses generating
USD9.5 billion of sale proceeds. For 15 consecutive years, Unilever has been named food sector
leader in the Dow Jones Sustainability Indexes, the only company ever to achieve such an
accolade in the sector
1930s
Focused on expanding in the
European markets; by 1950s,
expanded its product portfolio
across areas ranging from
chemicals, packaging, frozen
foods, fish production, to
transport, animal feed, research,
and advertising
1950s
1971
Through acquisition of Brooke
Bond, further expanded interests in
the tea segment
1984
1986
Acquisition of Helene Curtis
Industries to strengthen its hair
care and deodorant portfolio in the
US
1996
Focused on African, Asian, and Latin
American markets (Entered India in
1931)
Lipton International is acquired and
Unilever's tea business becomes
one of the largest in the world
Acquires Naarden which doubles
Unilever's business in fragrances
and food flavours Acquisition of
Chesebrough-Pond’s, Inc to bolster
position in the global skin care
market
2000
2001
PRESENT
US-based big brands such as Best
Foods, Ben & Jerry's, and Slim
Fastin are acquired
Unilever has cut its brands from
1,600 to 900

……………………………………………………………………………………………………………………….……………………….......................
4.2. Company overview
Unilever is one of the world’s leading suppliers of FMCG with annual sales of over USD65 billion. Today,
Unilever has a vast customer base of around 2 billon spread across 190 countries. The company has one
of the largest portfolios of global brands with around 14 brands having sales of over USD1.3 billion.
Globally, it leads in products such as savoury foods, dressings, tea, spreads, ice cream, deodorants, and
mass skin care. Through its expansion strategy, the company holds significant share in developing and
emerging economies, approximately 55 per cent of the sales come from developing and emerging
markets.
Figure 19
Product-wise revenue break-up (2012)
Source: Company Website, Aranca Research
Figure 20
Region-wise revenue break-up (2012)
Source: Company Website, Aranca Research
35%
28%
19%
18% Personal Care
Foods
Refreshment
Home Care
40%
33%
27%
Asia/Africa/RUB
Americas
Europe

……………………………………………………………………………………………………………………….……………………….......................
4.3. Celebrating more than 100 years of success in India
The era of marketing branded FMCG in India was started by Unilever. The company’s entry into India
dates back to 1888, when Sunlight soap was first exported to India by Lever Brothers (UK). Introduction
of Lifebuoy in 1895, Vanaspati in 1918, and Dalda in 1937 followed thereafter.
However, Unilever officially forayed in the Indian markets in 1931 by forming its subsidiary Hindustan
Vanaspati Manufacturing Company. Given the growth prospects, Unilever incorporated two more
subsidiaries: Lever Brothers India Limited in 1933 and United Traders Limited in 1935. In November 1956,
the successful merger of these three companies gave rise to Hindustan Unilever Limited (HUL). HUL
became the first foreign subsidiary to offer equity to the Indian public. The current share of the parent
company in HUL is 52.5 per cent. Today, the company has more than 70 manufacturing locations (own
and outsourced) and an employee base of 16,000 in India.
4.4. The journey so far…
With strong support from its parent company, HUL gradually expanded its foothold in the Indian markets.
HUL continued recording strong growth with support from its established in-house products. Apart from
organic growth, the company expanded its product portfolio through acquisitions. Liberalisation of the
Indian economy in 1991 allowed HUL to undertake a series of mergers and acquisitions (M&A). The
M&As began with Tata Oil Mills Company (TOMCO) merging with HUL in 1993. Moreover, the
international acquisition of Lipton in 1972 and Brook Bond in 1984 by Unilever facilitated formation of
Brooke Bond Lipton India Limited (BBLIL) in 1994 – a merger between Indian subsidiaries Brooke Bond
India and Lipton India. After this merger, BBLIL was merged with HUL in 1996. During 1998–2000,
Pond’s and Modern Foods were merged into HUL. Over the years, HUL has been constantly reviving its
strategies to synchronise with the Indian market trend, and has been successful in maintaining its
stronghold. The different strategies enabled the company to cater to the urban and rural needs.
Today, HUL is the largest FMCG company in India. Its product portfolio has over 35 brands spread
across different categories such as fabric cleansing, skin cleansing, hair care, skin care, toothpaste,
beverages, processed foods, ice cream, and water purifiers. Segment-wise, soaps and detergents
contribute a major chunk of revenues (around 48 per cent), followed by personal care products (31 per
cent), beverages (12 per cent), and packaged foods (6 per cent). Some of the leading brands include Lux,
Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Pond’s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk,
Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s, and Pureit.

……………………………………………………………………………………………………………………….……………………….......................
Figure 21
Segment-wise sales break-up (FY12)
Source: Company website and financials, Aranca Research
Table 4
Strategies adopted in the past decade
Year Strategy Description
2000 Power Brands
Restricted focus on marketing of
fewer brands
2005-06 Masstige
Making premium brands (prestige)
available for a larger base (mass)
2007 One Unilever
Establishing leadership position in
fast-growing markets
2010 Pump Up The Volumes
Delivering volumes alongside value
from Indian operations
Source: Company reports, Aranca Research
Leading the Indian FMCG space
Over the years, HUL has been able to sustain its leading position in the competitive Indian market place.
The company enjoys a lion’s share in majority of its product categories.
Household Care: The Indian detergents segment has been expanding at an annual growth rate of 10–11
per cent over the past five years. HUL with its dominant position – 38 per cent share in the detergent
segment – is well positioned and has benefitted from this growth.
48.1%
31.0%
11.8%
6.2%
2.9% Soaps & Detergents
Personal Products
Beverages
Packaged Foods
Others

……………………………………………………………………………………………………………………….……………………….......................
Personal Care: The segment includes personal wash products, hair care products, oral care products,
cosmetics, etc. HUL is a leader with a market share of 45 per cent in the soap segment, over 30 per cent
share in the oral care segment, and close to 50 per cent share in skin care segment.
Food & Beverages: Within the branded tea segment, HUL and Tata Tea together command a market
share of close to 40 per cent.
Figure 22
Leading with 45% share in soap segments
GCPL: Godrej Consumer Products Limited
Figure 23
Leading with 38% share in detergent segment
45%
10%
8%
HUL
GCPL
Wipro
38%
21%
5%
HUL
P&G
Nirma

……………………………………………………………………………………………………………………….……………………….......................
Awards and Achievements – 2012
At the sixth position, HUL was the highest ranked FMCG company among the world's most
innovative companies recognised by Forbes in 2012
HUL stood first at FICCI Water Awards 2012 under the category of ‘community initiatives by industry’
for its Gundar Basin Project, a water conservation initiative
Bagged 13 awards at the Emvies 2012 Media Awards organised by the Advertising Club Bombay in
September 2012
Won four awards at the Spikes Asia Awards 2012, which included one Grand Prix, one Gold Award,
and two Silver Awards
Won the Golden Peacock Occupational Health and Safety Award for 2012 in the FMCG category
Pond’s Talcum Powder’s packaging innovation bagged a Silver Award for cost and waste reduction
at the 24th
DuPont Global Packaging Award in 2012
HUL & Star Bazaar bagged silver award for ‘Creating Consumer Value through Joint Promotional
and Event Forecasting’ at the 13th
Efficient Consumer Response (ECR) Asia Pacific Conference in
2012
Eighteen of HUL’s brands featured in the ACNielsen Brand Equity list of 100 Most Trusted Brands
Annual Survey (2012)
Direct reach with more than 2 million stores and more than 2,700 distributors in India
No 1 and strong No 2 in 95 per cent of its Indian operations
Recent investment plans
February 2013: Plans to set up its first Asian aerosol deodorant manufacturing facility in Khamgaon,
Maharashtra, with an investment of USD75 million. The facility would employ over 150 people and cater
to markets in India as well as South East Asia, including Malaysia, Thailand, Singapore, and Vietnam.
4.5. Differentiating to cater to Indian needs
HUL was quick to understand the dynamics of the Indian market. With its early mover advantage, it
captured a considerable market share across all its product categories. Most of the company’s
strategies are focussed towards rural markets given the underlying growth potential offered by rural
India amid saturating urban marketplace. Rural population accounts for around 70 per cent of India’s
total population.

……………………………………………………………………………………………………………………….……………………….......................
Figure 24
Rural strategies adopted by HUL
The late 90s witnessed the launch of Project Bharat – an initiative by HUL for expanding in rural markets.
The initiative was unique and the largest ever home-to-rural operation undertaken by any company at
that time. The project was a huge success that extended its product reach to over 13 million rural
households in just over a year.
The remarkable success achieved in its first project encouraged HUL to continue undertaking initiatives
targeted towards rural market. In 1999, the company launched Project Streamline with a view to expand
rural distribution system. Through a hub-and-spoke model, a network of rural sub-stockist was
developed, thereby improving its control on the rural supply chain.
Project Streamline was followed by Project Shakti in 2001 – the most successful project till date. The
project was aimed at increasing distribution network in small villages alongside empowering rural
women. The rural population working in Project Shakti are considered as Shakti entrepreneurs. Started
as a small pilot project in few villages in Andhra Pradesh, it expanded to 13,000 entrepreneurs in 12
states in early 2000. Currently, Project Shakti represents over 45,000 entrepreneurs covering more than
100,000 villages across 15 states. In 2011, through Project Shakti, HUL collaborated with State Bank of
India to provide banking facilities to low-income individuals in small villages. Project Shakti is a win-win
model, as it not only supports expansion of the company’s rural channel but also improves its brand
positioning in the rural India, besides providing income-generating opportunities for rural women.
The recent addition to the company’s rural outreach programmes is Project ‘Khushiyon Ki Doli’ started
in 2011. The campaign aimed at connecting the media-dark villages to HUL’s hygiene brands, thus
simultaneously creating awareness about the importance of personal hygiene. Initially, the campaign
was launched in Uttar Pradesh, Andhra Pradesh, and Maharashtra. The company was successful in
connecting with more than 10 million consumers and about 170,000 retailers spread across over 28,000
villages in these states. Successful implementation of this project led to further extension of this project
Project
Bharat:
Entering the
rural market
Project
Streamline:
Expansion of
distribution
network in the
rural areas
Project Shakti:
Expansion of rural
distribution
networks using
rural population as
brand
ambassadors
Project Khushiyon
ki Doli:
Promotion of its
hygiene products in
rural India
1998
1999-2000
2001-present
20011-present

……………………………………………………………………………………………………………………….……………………….......................
to West Bengal and Bihar. Today, 25 million consumers and 400,000 retailers spread across 70,000
villages are connected by this campaign.
In addition to expanding its rural distribution network, HUL has modified its products to cater to the rural
needs. For instance, after success of its premium Taj Mahal Tea, popular Red Label, and middle-income
targeting Taaza, HUL introduced Brooke Bond Sehatmand to cater to the rural population. Through this
new offering where each granule of tea is infused with vitamins, the company tapped the 200 million
undernourished rural Indians. Also, HUL began the sachet revolution in the shampoo segment for its
rural customers, and today these shampoo sachets contribute 70 per cent of HUL’s shampoo sales in
India10
.
Apart from targeting the rural population, HUL has modified its strategies to cater to the urban market.
It recently launched washing powders specific for washing machines, a liquid alternative of Surf Excel,
and a fabric conditioner, among others, targeted at the urban populace in small towns that are willing to
pay a premium for upgrading their home care brands.
4.6. Key advantages offered by India to HUL
Growing FMCG market supported by under-penetrated markets
The rising population backed by emerging middle class offered a huge opportunity for Unilever. The
Indian FMCG market has recorded an average annual growth of about 11 per cent over the last decade.
Furthermore, the changing consumption patterns driving growth in new categories, such as processed
and packaged food, and mouth wash, has benefitted the company.
Factors such as easy access to raw materials, inexpensive labour costs, and presence across the entire
value chain position India well compared to other emerging countries. The inexpensive labour coupled
with availability of raw materials has helped in lowering production cost for Unilever. The raw material
advantage is driven by varied agro-climatic condition offered by India, thus enabling extended supply for
FMCG sub-segments. India is the leading producer of milk, livestock, coconut, sugarcane, spices, and
cashew nuts, and it is the second largest in rice, wheat, and fruits & vegetables production. Likewise,
India has ample supply of caustic soda and soda ash –major raw materials in soaps and detergents.
10
Kashyap and Raut, Page 159

……………………………………………………………………………………………………………………….……………………….......................
Figure 25
Penetration levels in India (2012)
Source: Dabur India- Edelweiss India Conference 2013, Aranca Research
Figure 26
Per capita consumption (USD) (2012)
Source: Dabur India- Edelweiss India Conference 2013, Aranca Research
Indian operations recorded a CAGR of 9.4 per cent over 2003–12
Unilever’s increased dependence over the emerging and developing markets reflect the instrumental
role that these economies have played in its growth story. The company targets developing and
emerging markets (D&E) to account for 75 per cent of its turnover by 2020. India is a key part of this,
reflected through HUL‘s remarkable success. Unilever’s plan to increase its stake in its Indian
subsidiary testifies the increased importance of Indian operations to the parent company. Moreover,
India is home to one of its six global R&D centres.
0%
20%
40%
60%
80%
Toothpaste Shampoo Hair Oil Skin Cream Mosquito
Rep.
Inst.
Noodles
Hair Dyes Floor
Cleaners
Urban Rural
0
1
2
3
4
5
6
7
8
9
China Indonesia India Malaysia Thailand
Skincare Shampoo Toothpaste

……………………………………………………………………………………………………………………….……………………….......................
Figure 27
HUL’s revenue (USD bn) recorded a CAGR of 9.4% during 2003 and FY12
Source: Company financials, Aranca Research,
* rebased to 12 months
India through its massive untapped consumer base provides a significant potential for the company’s
growth. Unilever has successfully increased its stronghold over this customer base, which is apparent
through HUL’s increasing revenue – a CAGR of 9.4 per cent between 2003 and FY12. This has translated
to increased contribution to the global revenues. HUL is well positioned to tap the Indian consumer
market, which is expected to grow 3.6 times over 2010–2011
. There remains room for further expansion.
The penetration levels and per capita consumption in India are low, especially in the rural segment. HUL
has one of the largest rural distribution networks in the industry and is, therefore, well positioned to
exploit the untapped potential of this market. Around 40 per cent of HUL’s revenues are generated from
rural India.
Unilever replicates the Indian model in its other markets
The successful implementation of Project Shakti in India helped the company in boosting sales in the
personal wash, fabric wash, shampoos, and oral care and skin care segments. As emerging countries
account for nearly 44 per cent of its global revenues, Unilever plans to replicate Project Shakti to tap the
rural markets in Asia, Africa, and Latin America. Currently, the campaign is being tailored to meet the
requirements of Sri Lanka, Vietnam, and Bangladesh. The campaign is being promoted as Joyeeta and
Saubaghya in Bangladesh and Sri Lanka, respectively. Unilever is betting on the success from this
model to support the recessionary trends in the developed markets – the US and Europe.
In addition to other emerging markets, the Indian model is being implemented in advanced economies
such as Europe. The innovations developed for the Indian market are offered at similar lower prices
points – a pound in recession-hit regions of Europe. Moreover, the water purifier “Pure it” manufactured
for Indian consumers is now being sold in more than 15 countries.
11
BCG/CII report, 2012
0
1
2
3
4
5
6
2003 2004 2005 2006 2007 FY09* FY10 FY11 FY12
CAGR 9.4%

……………………………………………………………………………………………………………………….……………………….......................
5. CONCLUSION
The relaxation of investment norms in India in 1991 resulted in many international companies entering
Indian markets. The favourable policy environment offered a lucrative option for multinational
companies looking for diversifying their businesses. The opportunistic investment climate, a fast-
growing, low-cost, domestic consumption-driven economy, and a rising middle class with higher
disposable income are some of the prime factors that make India an attractive investment destination.
The country attracted cumulative FDI inflows of USD287.1 billion during FY01–1312
.
India has received FDI from companies in diverse sectors globally. The majority of the investments were
in the services sector, primarily in the banking & financial services space. This can be attributed to the
immense opportunity arising from low penetration levels in the banking and insurance sector. Advanced
economies such as the UK, the US, Japan, France, and the Netherlands are the major investors in India.
Companies from these regions have succeeded mainly in the high-tech sectors and the luxury segment.
A slowdown in their domestic markets led such companies to enter the Indian market. Moreover, UAE
and Japan are among the top 10 investors in India. Firms from the UAE have primarily tapped into India’s
infrastructure sector – the second-largest sector in terms of foreign investments. Backed by their
expertise in the segment, these companies aim to benefit from the USD1 trillion worth of infrastructure
opportunity. On the other hand, Asia-Pacific companies have established a strong foothold in the mass
market sectors of electronics and automobile. The India advantage, along with opportunities across
various sectors, would continue to lure investments into the country.
12
DIPP; Up to February 2013

……………………………………………………………………………………………………………………….……………………….......................
DISCLAIMER
India Brand Equity Foundation (IBEF) engaged Aranca to prepare this report and the same has been
prepared by Aranca in consultation with IBEF.
All rights reserved. All copyright in this report and related works is solely and exclusively owned by IBEF.
The same may not be reproduced, wholly or in part in any material form (including photocopying or
storing it in any medium by electronic means and whether or not transiently or incidentally to some
other use of this report), modified or in any manner communicated to any third party except with the
written approval of IBEF.
This report is for information purposes only. While due care has been taken during the compilation of
this report to ensure that the information is accurate to the best of Aranca and IBEF’s knowledge and
belief, the content is not to be construed in any manner whatsoever as a substitute for professional
advice.
Aranca and IBEF neither recommend nor endorse any specific products or services that may have been
mentioned in this report and nor do they assume any liability or responsibility for the outcome of
decisions taken as a result of any reliance placed on this report.
Neither Aranca nor IBEF shall be liable for any direct or indirect damages that may arise due to any act
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