Log in

Relevant bibliographies by topics / Hindustan Unilever / Journal articles

To see the other types of publications on this topic, follow the link: Hindustan Unilever.

Journal articles on the topic 'Hindustan Unilever'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 30 journal articles for your research on the topic 'Hindustan Unilever.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Vishwanath, S. R., and Kulbir Singh. "Hindustan Unilever Ltd." Asian Case Research Journal 16, no. 02 (December 2012): 269–87. http://dx.doi.org/10.1142/s0218927512500113.

Full text

Abstract:

In early 2008 an analyst at a prominent Investment Bank in India was analyzing the dividend policy of Hindustan Unilever Limited (HUL), a well-known multinational. The case's protagonist, an equity analyst, must figure out the implications of the firm's dividend policy on the investment and financing activities and the valuation of the firm. She also has to decide what investment recommendation she should give in the light of the analysis. The case describes the Indian FMCG industry as India enters the new millennium. The case details HUL's financial position in an era of increasing competition. Priya must decide whether the dividend policy of HUL is sustainable.

APA, Harvard, Vancouver, ISO, and other styles

2

Radhagobinda Basak. "Corporate Restructuring through Demerger: A Case Study on Hindustan Unilever Limited." Think India 19, no. 3 (September 16, 2016): 22–28. http://dx.doi.org/10.26643/think-india.v19i3.7780.

Full text

Abstract:

Corporate restructuring decisions (demerger, etc.) are taken to enhance sustainability. Sustainability is enhanced if some more value for the stakeholders can be generated. Traditional measures like return on investment (ROI) can highlight short run sustainability well. But, to indicate long run sustainability, we need modern measures like economic value added (EVA). The present study highlights whether corporate restructuring through demerger adds value for the stakeholders. For this purpose, the demerger of Unilever India Exports Limited from Hindustan Unilever Limited has been taken as a case study. Hindustan Unilever Limited (HUL) demerged its fast moving consumer goods (FMCG) exports business into a wholly owned subsidiary Unilever India Exports Limited (UIEL) with effect from 1st April 2011. In this study, financial performance of HUL has been measured in pre and post demerger period respectively. Then performance of UIEL has also been measured after its incorporation. Performance has been measured under traditional and modern approach both. Finally a comparative analysis has been done between the performances in pre and post demerger period. On the basis of the comparative analysis it has been concluded that the demerger of UIEL is a value generating demerger.

APA, Harvard, Vancouver, ISO, and other styles

3

Rajani, N. Sree, and V. Bhargavi Reddy. "UNDERSTANDING YOGASUTRA: A FRAMEWORK FOR ECOLOGICAL VIRTUE ETHICS." International Journal of Research -GRANTHAALAYAH 5, no. 7 (July 31, 2017): 280–97. http://dx.doi.org/10.29121/granthaalayah.v5.i7.2017.2134.

Full text

Abstract:

Hindustan Unilever Limited (HUL), formerly known as Hindustan Lever Limited (HLL), is the largest consumer products company in India. The name HUL came into vogue in late June 2007. The Head office of the company is located in Mumbai. There are in all 41,000 employees of different categories working in the company. The company is headed by a non-executive Chairman (presently Mr. Hareesh Manwani. HUL is number one Fast Moving Consumer Goods (FMCG) Company in India.

APA, Harvard, Vancouver, ISO, and other styles

4

Ramani, Dr Vinod K. "Cost of capital: an empirical case study of hindustan unilever limited." Indian Journal of Applied Research 1, no. 9 (October 1, 2011): 1–2. http://dx.doi.org/10.15373/2249555x/jun2012/1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Gandhi, Sukhmani. "An insight into the Governance Disclosures of Hindustan Unilever Limited." International Journal of Management Studies VI, no. 4 (October 31, 2019): 70. http://dx.doi.org/10.18843/ijms/v6i4/10.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Das, Laxhminarayan. "Social Marketing: A Classic Case of Sustainability Model by Hindustan Unilever Ltd." IOSR Journal of Business and Management 1, no. 5 (2012): 6–8. http://dx.doi.org/10.9790/487x-01150608.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Kejriwal, Ms Rachana, and Dr Dipti Kumar Chakravorty. "Role of Advertisement Expenses on Fmcg Sector: Case Study of Hindustan Unilever Limited." IOSR Journal of Business and Management 16, no. 6 (2014): 100–107. http://dx.doi.org/10.9790/487x-1662100107.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Dr.S.V.Ramesh, Dr S. V. Ramesh, C. Karthick C.Karthick, and Bharath J. K. Bharath.J.K. "Impact of Socio-Economic Factors on Consumer Preference in Selective Products of Hindustan Unilever in Coimbatore City." Global Journal For Research Analysis 3, no. 4 (June 15, 2012): 138–40. http://dx.doi.org/10.15373/22778160/apr2014/46.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Shetty, Thara S., and B. S. Shreenidhi. "A Case Study on Corporate Social Responsibility Initiatives with Special Reference to Hindustan Unilever Limited." Anveshana: search for Knowledge 8, no. 2 (December 1, 2018): 59. http://dx.doi.org/10.23872/aj/2018/v8/i2/180672.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Kelly, Orla. "The Empowerment Paradox." Sociology of Development 6, no. 3 (2020): 296–317. http://dx.doi.org/10.1525/sod.2020.6.3.296.

Full text

Abstract:

An extensive literature is dedicated to examining the proliferation of private sector-led, market-based approaches to address gender inequality. Drawing on insights from feminist environmentalism and environmental sociology, I explore how and why this phenomenon is connected to the environmental crisis. First, I analyze the World Bank’s gender strategy papers for 2001–2023. I highlight the organization's role in entrenching a neoliberal discourse of women's empowerment that erases socio-ecological contexts. Next, I provide an overview of Project Shakti, a women’s empowerment program run by Hindustan Unilever, a subsidiary of the Unilever conglomerate and a corporate partner of the World Bank. Secondary data on program outcomes show that the organization’s selective use of gendered ideologies has increased HUL's rural market share. On the other hand, the benefits for participants are less clear, particularly when considered in the context of the program’s social and environmental footprint. Finally, I present the Exxon Mobil's Foundation's gender portfolio to illustrate how exclusive networks and non-participatory program evaluations have been used by private sector actors to normalize an understanding of women's wellbeing that is devoid of environmental considerations. Together, these cases illustrate how feminist ideals have been used to support elite economic agendas with high environmental costs, while also marginalizing those who seek sustainable development through systemic reform. This phenomenon exacerbates an environmental crisis that disproportionately affects the people these programs purport to empower.

APA, Harvard, Vancouver, ISO, and other styles

11

Pant, Anirvan, and J. Ramachandran. "Navigating identity duality in multinational subsidiaries: A paradox lens on identity claims at Hindustan Unilever 1959–2015." Journal of International Business Studies 48, no. 6 (April 28, 2017): 664–92. http://dx.doi.org/10.1057/s41267-017-0076-x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Khan, Saeed. "Corporate Social Performance of Indian FMCG Companies Introduction of CSR, framework and Karmayog CSR Ratings with three top Indian FMCG companies CSR initiatives." Issues In Social And Environmental Accounting 3, no. 2 (December 31, 2009): 180. http://dx.doi.org/10.22164/isea.v3i2.43.

Full text

Abstract:

Effective Corporate Social Responsibilities or CSR initiatives shall be taken keeping all the stakeholder‘s issues in mind including the legal, ethical, commercial and other expectations society has for the business. CSR initiatives in India are now taken by many companies. Especially for the<br />FMCG companies, where the major challenge is reduction of packaging<br />materials, these companies are doing work in the field of Environment, Health care, Education, Community welfare, Women's empowerment and Girl Child care. Companies like Hindustan Unilever started work on CO2 reduction also. The websites of these companies are providing information about their CSR initiatives but are found not updated regularly. For checking their CSR performance, Karmayog Rating is taken. The rating gives good insight on CSR ratings of major FMCG companies of India. The method of calculating the rating also discussed. In appendices, India‘s top three major FMCGs companies overall CSR initiatives are discussed.

APA, Harvard, Vancouver, ISO, and other styles

13

Raizada, Sumesh. "PATANJALI: Discoverer, Differentiator and Disruptor’." Business Management and Strategy 7, no. 2 (September 21, 2016): 56. http://dx.doi.org/10.5296/bms.v7i2.9951.

Full text

Abstract:

‘However old the product category may be, there is always a scope for innovation’. To be a disruptor, firm need to be an innovator in creating demand and adopting unique branding strategies. Present paper is a case study of Patanjali, a rapidly growing FMCG and Ayurveda brand in India, which has within a short span of time, changed the dynamics of MNC dominated market. Firms such as Hindustan Unilever, Nestle, P&G, Colgate Palmolive, Gillette, Dabur, Godrej Consumers, etc. are now revisiting their traditional marketing strategies, to retain their customers. Patanjali has demonstrated that a new entrant in a competitive market can very well succeed by becoming a game changer and differentiator. Present paper shall trace the journey of brand Patanjali and explore the distinguishing approaches that have brought it in the league of reputed brands. It shall attempt to identify the errors committed by the competitors and their possible future tactics to defend the market share. Upcoming challenges and expansion plans of the firm shall also be discussed briefly. Paper shall finally conclude by summarizing the sales strategies of Patanjali and key learnings out of them. The data and information have been sourced from the newspapers and related websites.

APA, Harvard, Vancouver, ISO, and other styles

14

Prashar, Sanjeev, Harvinder Singh, Kumar Saurabh, and Virinchi Acharlu Madanapalli. "Dove hair oil: marketing in India." Emerald Emerging Markets Case Studies 4, no. 3 (August 11, 2014): 1–12. http://dx.doi.org/10.1108/eemcs-06-2013-0104.

Full text

Abstract:

Study level/applicability The case is intended to be used by post-graduate students of Management in the courses of Marketing Management and New Product Management. This case may also be used in other courses like Consumer Behaviour and Strategic Marketing. Case overview Indian fast-moving consumer goods (FMCG) sector set to reach an astonishing INR165.62 trillion (US$3.6 trillion) by 2012 gave a tremendous opportunity to Hindustan Unilever Limited (HUL) to establish its footprint in all consumer packaged products. Dove, a brand of HUL, primarily catering to the premium segment of the market, launched Dove Elixir Hair Oil in November 2012 priced at INR185 (US$3.41) for 90 ml. This was five times higher than any other light hair oil in the market. The case brings out facts that describe market situations at that time and questions if a substantial market at higher end, for Dove hair oil, was available. Expected learning outcomes This case has been documented to help students understand the concept and applicability of brand extension strategy. The students shall learn the dynamics of this strategy in the market by answering the following questions: What are the factors that contributed to the growth of FMCG market in India? Evaluate HUL's decision to extend the brand Dove into other product categories? Was the market for Dove hair oil available at the higher end? What strategies should Dove use for its hair oil? Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

APA, Harvard, Vancouver, ISO, and other styles

15

Mehrotra, Sonia, Uday Salunkhe, and Ishani Chakraborty. "Patanjali: an Indian FMCG on growth path." Emerald Emerging Markets Case Studies 7, no. 2 (June 3, 2017): 1–35. http://dx.doi.org/10.1108/eemcs-07-2016-0159.

Full text

Abstract:

Subject area Strategy. Study level/applicability MBA. Case overview On 20 May 2016, the Management team at Patanjali Ayurved Limited (PAL), an Indian fast-moving consumer goods (FMCG) company, had assembled in their Haridwar office, India, to discuss their future growth plans. The team was in a celebratory mood, as their internal reports suggested the annual revenue forecasts for the year 2016-2017 to be INR 10bn, an increase of 100 per cent as compared to the previous fiscal year 2015-2016 that recorded annual revenues of INR 5bn. PAL incorporated in 2006 and co-founded by Acharya Balkrishna operated in four business segments of foods, personal care, home care and Ayurved products. The products sold under the brand name Patanjali were single-handedly promoted by Swami Ramdev (hereafter referred as Ramdev), a popular Yoga practitioner and preacher amongst the Indian masses, as well as PAL’s co-founder. Ramdev recommended PAL’s products in his yoga sessions on television and yoga shibirs which had led to huge positive “word-of-mouth” publicity for their brand Patanjali. Their fast-paced growth in less than a decade had generated a disruption in the Indian FMCG sector, resulting in a negative impact on the sales of established multinational corporations (MNCs) such as Colgate-Palmolive, Hindustan Unilever Limited (HUL), ITC Limited (ITC), besides the domestic players such as Dabur India Ltd. and Emami Ltd. This had led their FMCG competitors to launch plans to strengthen their product portfolios so as to provide a tough competition to PAL. The management team at PAL, though confident of achieving their annual revenue targets, were apprehensive of this new competition from the big players of the FMCG sector. Were they capable of continuing their success story? Going forward what strategic steps would ensure them a sustainable growth and a market leader position? The mood turned reflective as the team pondered on some of these questions. Expected learning outcomes The case is structured to enable discussion on: conducting and understanding a general environment analysis and industry and competitive analysis and critically evaluating the firm’s strategic positioning and scope in a competitive environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

APA, Harvard, Vancouver, ISO, and other styles

16

Attri, Rekha. "Anju Pharmaceuticals: riding the herbal wave." Emerald Emerging Markets Case Studies 7, no. 3 (July 24, 2017): 1–26. http://dx.doi.org/10.1108/eemcs-01-2017-0008.

Full text

Abstract:

Subject area Marketing management, consumer behaviour, digital marketing. Study level/applicability This case can be used for students studying marketing management courses and also for elective courses on consumer behaviour, digital marketing and strategic management in an MBA programme. Case overview This case is about Anju Pharmaceuticals which dealt in the manufacture and sale of ayurvedic/herbal products such as Panchsudha, Zalim Lotion, Ruz, Vama, Mekado etc. in Madhya Pradesh, India. Started in the year 1983, the company had still not been able to make a mark in the market. For quite some time now Mitesh, the third-generation proprietor of the company, was continuously reading articles which discussed how there has been a positive shift in the consumer preferences for products having herbal ingredients. Indian fast-moving consumer goods (FMCG) companies such as Patanjali, Dabur, Marico were banking on herbal components in their various key products such as toothpaste, shampoo and hair oil to expand their market share and some of these Indian companies seemed to be growing faster than bigger multinationals including Hindustan Unilever and Procter & Gamble. With the changes in consumer perception towards herbal products, Mitesh was hopeful that if he could gear up his distribution it would result in improving the bottom-line of the company. He had also started receiving queries from interested clients for third-party manufacturing and packaging of the ayurvedic products under the desired brand name. Mitesh was very much aware that to improve his bottom-line, just relying on efficient distribution would not suffice and he would need to come up with strategic alliances and newer ways of doing the business rather than just following what had been the norm for the last few years. The idea of becoming a third-party manufacturer somehow did not excite Mitesh because he felt that by going in for third-party manufacturing he would never be able to establish the brand identity of Anju Pharmaceuticals. He wanted his company to ride the FMCG herbal wave but how and at what cost were the big questions facing him. Expected learning outcomes After the successful completion of this case, the readers would be able to accomplish the following: gain insights into the problems faced by small businesses when they want to scale up their business. Get insights into the challenges/difficulties of adopting e-commerce by a small organization. Be aware of the changing consumer preferences for herbal and ayurvedic products and how companies are gearing up to cash on to the changing market opportunities. Comprehend the problem situation. Suggest ways of taking advantage of the current scenario to expand and grow the business. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

APA, Harvard, Vancouver, ISO, and other styles

17

Gambhir, Varinder K., Niraj Majmudar, Shubham Sodhani, and Neema Gupta. "Social Return on Investment (SROI) for Hindustan Unilever’s (HUL) CSR initiative on livelihoods (Prabhat)." Procedia Computer Science 122 (2017): 556–63. http://dx.doi.org/10.1016/j.procs.2017.11.406.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Ramanna, Vishwanath. "Hindustan Unilever Ltd." SSRN Electronic Journal, 2009. http://dx.doi.org/10.2139/ssrn.1493207.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

"Premium products lift Hindustan Unilever." Focus on Surfactants 2008, no. 5 (May 2008): 7. http://dx.doi.org/10.1016/s1351-4210(08)70174-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

"Supply Chain Management in Hindustan Unilever Limited." International Journal of Recent Technology and Engineering 8, no. 2S8 (September 17, 2019): 716–20. http://dx.doi.org/10.35940/ijrte.b1475.0882s819.

Full text

Abstract:

To rebuilt the modern bread market through the detail investigation of distributors’ problems. To increase the profit share of Modern Foods Industries Limited through efficient distribution channels To know the sales of different SKU’ s in Hyderabad market segment..To know the study of distributors problems in distributing the bread in this cut throat competition.To increase the sales through identifying the strong and weak segments..

APA, Harvard, Vancouver, ISO, and other styles

21

Basak, Radhagobinda. "Liquidity versus Profitability: A Study on Hindustan Unilever Limited." MANTHAN: Journal of Commerce and Management 4, no. 01 (January 25, 2017). http://dx.doi.org/10.17492/manthan.v4i01.9611.

Full text

Abstract:

As per the general notion, liquidity should have an opposite relationship with profitability. In case of Hindustan Unilever Limited, it has been observed that with the passage of time, the company was able to improve both its liquidity and profitability. The present paper seeks the reason behind this contradictory result. As per the findings of the paper, intelligent debtors and creditors management helped the company a lot to achieve higher profitability along with higher liquidity.

APA, Harvard, Vancouver, ISO, and other styles

22

Yadav, Himanshu. "Study of the BCG Matrix for Hindustan Unilever Limited." SSRN Electronic Journal, 2012. http://dx.doi.org/10.2139/ssrn.2124042.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Raj, Keerthan, and P. S. Aithal. "A ‘Desi’ Multinational –A Case Study of Hindustan Unilever Limited." International Journal of Case Studies in Business, IT, and Education, January 15, 2018, 1–12. http://dx.doi.org/10.47992/ijcsbe.2581.6942.0022.

Full text

Abstract:

India has become a second home to many multinationals’ over the years. The fact that India has second largest population in the world is alluring because it translates itself into a huge opportunity to encash for marketers across the globe. Hindustan Lever Limited which set foot as the subsidiary of Unilever has been one such multinational which has almost become a home grown brand. The strategies adopted by this corporate leaves no stone unturned in cashing in on the tiniest niche markets available. Reaching the four billion populations in the base of the pyramid markets has been a topic of research in recent times. Lot of exploratory and case studies have been made in this field. This paper is a study on the strategies developed by Hindustan Lever Limited which has been one of the most successful companies to foray into the emerging markets in South East Asia and successfully tapped the base of the pyramid in India. A case study using archival material and secondary information sources suggest that having a global lookout and one world one market strategy is not successful when attempting to cut into base of the pyramid segments in emerging markets. The critical aspect here is developing grassroots’ connection and social empathy which should translate to a cooperative spirit which will leverage the strengths and overcome the weaknesses.

APA, Harvard, Vancouver, ISO, and other styles

24

"Comparative Study on Financial Performance of Hindustan Unilever and Nestle India." Journal of Xidian University 14, no. 4 (April 27, 2020). http://dx.doi.org/10.37896/jxu14.4/334.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

"Relationship between Corporate Social Performance, Corporate Financial Performance and Financial Risk in Indian Firms." International Journal of Recent Technology and Engineering 8, no. 3S3 (December 16, 2019): 121–28. http://dx.doi.org/10.35940/ijrte.c1041.1183s319.

Full text

Abstract:

This study examines the relationship between Corporate Social Performance and Corporate Financial Performance and Financial Risk of BSE top 10 companies in India. The variables of Corporate Social Performance and Financial Performance and Financial Risk were used in this study. There was positive relationship between Corporate Social Performance, Corporate Financial Performance and Financial Risk, at Bajaj Finance Ltd, Reliance Industries Ltd, Bajaj Auto Ltd, State Bank of India, Hindustan Unilever Ltd, Asian Paints Ltd and Bharathi Airtel Ltd. The novelty of the study is that the analysis of this study focuses on CSP, CFP and Financial Risk in respect of Indian firms.

APA, Harvard, Vancouver, ISO, and other styles

26

Modi, Kinnari. "Cash Flow Statements of Hindustan Unilever Ltd. And I T C Ltd.: A Comparative Study." International Journal of Advanced Scientific Research and Management 4, no. 8 (August 1, 2019). http://dx.doi.org/10.36282/ijasrm/4.8.2019.1600.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Mohamad Khodori, Norainaa Farahin. "The Internal Factors and External Factors that Affected the Liquidity Risk on Hindustan Unilever Ltd, Mumbai, India." SSRN Electronic Journal, 2018. http://dx.doi.org/10.2139/ssrn.3182301.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

"Generation Y Consumer Perception of Patanjali Products in Kerala." International Journal of Innovative Technology and Exploring Engineering 8, no. 11 (September 10, 2019): 266–70. http://dx.doi.org/10.35940/ijitee.k1318.0981119.

Full text

Abstract:

FMCG is one of the sectors which are rapidly rising all over the world. There are many FMCG companies in India including Hindustan Unilever (HUL), Procter & Gamble (P&G), India tobacco company (ITC), Patanjali, etc.The objective of the study is to understand the consumer perception of Patanjali products in Kerala, India. The primary data was collected from a structured questionnaire with 100 respondents. The major finding in the study says that Quality and Natural product are the two main things that influences customer to buy Patanjali products in Kerala. Further analysis brought out the whether the Patanjali will sustain in the market or not, majority of the people told that they will buy the product again and they will recommend the product to their friends and relatives. So with this we can say that the Patanjali products will sustain in Kerala market

APA, Harvard, Vancouver, ISO, and other styles

29

Narayanan, Sajith, and Jyoti Ranjan Das. "Can the marketing innovation of purpose branding make brands meaningful and relevant?" International Journal of Innovation Science ahead-of-print, ahead-of-print (June 1, 2021). http://dx.doi.org/10.1108/ijis-11-2020-0272.

Full text

Abstract:

Purpose Purpose branding is a concept that has gained momentum in recent years. It is a marketing innovation that has the potential to change why and how companies work. Still, academic research on purpose branding is scarce. This paper aims to increase awareness about purpose branding and showcase how it can be implemented successfully through account of Hindustan Unilever Limited (HUL). Design/methodology/approach The study is based on qualitative research and case analysis of HUL by examining its published reports, its parent company’s trade publications, press articles and relevant studies in indexed journals. Findings Purpose branding is a marketing innovation that delivers increased value to all stakeholders. The account of HUL reveals that purpose branding reaps economic rewards for the organization. Practical implications A study by Havas Media group involving 300,000 customers across 33 countries found that the customers would not care if 74% of brands in the world disappeared. In such a context, purpose branding provides a way to make the brand meaningful and play a worthy role in consumers’ lives. HUL’s brands that used this approach grew by 69% and accounted for 75% of its overall growth, showing how other organizations can imbibe it into their brands. Originality/value Despite many trade publications on this trending topic, there is limited academic research on purpose branding. This paper focuses on understanding this concept and demonstrates its successful use by an organization.

APA, Harvard, Vancouver, ISO, and other styles

30

G Bhatt, Shruti, and Krupa B. Bhatt. "A Longitudinal Study on Dividend Policy and Shareholders’ Wealth Creation of FMCG Sector in India." BSSS Journal of Management, June 25, 2020. http://dx.doi.org/10.51767/jm1101.

Full text

Abstract:

The key aim of this research article is to analyze the performance of firms through dividend policy variables and shareholders’ wealth creation of the Fast moving consumer goods (FMCG) sector of India. The selected companies comprise of all listed Nifty FMCG Index firms in National stock exchange. The variables like Dividend payout ratio (DPR), dividend yield (DY) and dividend per share (DPS) for dividend policy analysis and Market value added (MVA) were examined over a period of 10 years (2010-2019). Authors used Statistical tools like Spearman’s Correlation, Kruskal Wallis (KW) H test and Post hoc test of Dunn-Bonferroni. Results found that there is a statistically significant and positive relationship between dependent and independent variables. KW test result shows that there is a significant difference between performance of sample firms. Post hoc test also validated the results of Kruskal Wallis test by considering pair wise comparison. Moreover, From the calculation of Market Value added (MVA), it was found that ITC added the highest wealth for its shareholders’ during the entire study period followed by Hindustan Unilever Limited (HUL) and Dabur India Limited. Godrej Industries added positive but lowest market value during the study period. All the selected firms created wealth for their shareholders. The study can be useful to the prospective investors and investment or brokerage firms to make investment decisions for the long term. Moreover, research can be further carried out by considering other areas like operational efficiency, Profitability and so on.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!