Nitin Paranjpe teaches Operations Management via Xpert

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About Nitin Paranjpe

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  • You joined Hindustan Unilever (HUL) as a management trainee in 1987 and have been part of the company’s journey since then. Could you share some of the key events for HUL during this period?
  • All FMCG players have been targeting the semi-rural and rural markets in recent years. How much of an advantage do you feel you have here because of your long history in India and your early entry into these markets?
  • You have come up with some other new initiatives also in distribution recently. Can you tell us about the Mission Bushfire that was kicked off earlier this year and the concept of the HUL Perfect Store?
  • What are your market shares in the different categories that you are present in? How have these changed in recent years?
  • What is an innovation for you - new products, tweaking of products, or new ways of reaching consumers?
  • I thought with your experience in India you would come up with a model which was exportable to other developing markets.?
  • Five quarters of double-digit growth. And, Mr Paranjpe, you have been in charge for the last three years?
  • Did you plan your career trajectory? How should young professionals look at their career and growth?
  • what are your views on people being focused on career planning?
  • You’ve been with Unilever for more than 30 years. Do you think there is merit in sticking to one organization?
  • What are some of your beliefs that have guided you through your journey?
  • What were your priorities when you took over as CEO and managing director of HUL in April 2008?
  • What do you attribute your success to?
  • What did your failures teach you?
  • What is your advice for managers and leaders?
  • What do you love about the new generation that is joining the workforce?
  • What is the new generation missing?
  • What do you look for in the people you hire?
  • Tell us something we haven’t heard about you in the media?
  • Mr. Paranjpe, what do you see as the most pressing challenges for India's public health?
  • What is your vision for India in terms of health and development over the next decade?
  • What is the role of the private sector in building a healthier India?
  • What is your growth target and what are the key pillars of your growth strategy?
  • The Unilever Sustainable Living Plan has been cited as the first of its kind, with bold targets put out in the public domain. What is the thinking behind the plan?
  • Hindustan Unilever has produced a video to promote child handwashing in India that has drawn more than seven million views on YouTube, and the video was a huge success at GBCHealth's annual conference. How do you think such initiatives by businesses can have an impact on health concerns in India?
  • Water borne diseases are a major cause of deaths, and large parts of the country don’t have safe drinking water. How are you addressing this?
  • Large parts of India don’t have access to any water, let alone potable water, How to address this problem?
  • Clean water, Sanitation these issues are quite large. How much of a difference can HUL make?
  • If you look at your various businesses and the different categories that you are present in, where do you see maximum growth coming from?
  • Any businesses or categories that have been particularly disappointing? How are you planning to strengthen these?
  • The FMCG market has been seeing intense competition in recent years thanks to new players, high spends on advertising and high trade spends. How has the company responded to that?
  • HUL entered a new category — of water filters — in 2004 with its product Pureit. Could you tell us about the concept itself and why HUL entered this category?
  • Some analysts feel HUL has not been launching enough new products or new categories. Do you think that HUL should be doing more on this front?
  • What are some of the biggest challenges HUL faces?

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