Garnier was founded in 1904 in France by chemist Alfred Garnier. It launched haircare products using natural ingredients. In the 1980s, Garnier expanded into sun protection, hair coloring, and styling products. It further grew its expertise in skincare and bodycare in the 1990s and 2000s. Garnier has focused on building proximity to consumers by understanding their needs and using real people as brand spokespersons. It remains committed to offering natural, affordable, and innovative beauty products.
Unilever is an Anglo-Dutch multinational consumer goods company that owns over 400 brands of food, beverages, cleaning agents and personal care products. It has a presence in around 190 countries and annual global turnover of nearly €50 billion. Unilever focuses on meeting everyday needs for nutrition, hygiene and personal care through brands that help consumers feel good and get more out of life.
L'Oreal has had great success in India through strategic localization of their products, services, and business practices. They have customized products for Indian weather conditions and beauty routines. L'Oreal also invests heavily in education and partnerships with local salons. This high level of engagement with customers and salon owners has helped L'Oreal build strong brand loyalty while also establishing a competitive advantage in innovation and customer service. Their ability to reach both mass and premium markets through varied pricing and distribution channels has contributed significantly to L'Oreal's leadership position in the Indian cosmetics industry.
L'Oréal, World Leader In Beauty: Makeup, Cosmetics, Haircare and Perfume. An ...Tomno Enock
A Power Point Presentation on the historical background, steps to success, awards and achievements as well as initiatives of L'Oréal. All in respect to entrepreneuership.
My teammate Ron Keenan and I presented this based on the Harvard Business Review case (same name) dated May 2012 and additional research that we performed.
L'Oreal is a global cosmetic brand operating in 130 countries with 23 brands and annual turnover of 17.5 billion Euro. It has strengths in global presence, 66,600 employees across 130 countries, 38 factories worldwide, and reputation for innovative products. The document discusses L'Oreal's brand portfolio and classification, campaigns like Colour of Hope for ovarian cancer research, Maybelline's success and brand strategy. It faces challenges in maintaining brand differentiation across its portfolio and targeting the right audiences. L'Oreal's future plans include entering new markets, increasing e-commerce, and launching organic and innovative new products.
This document provides information about a major cosmetics company. It was founded in 1909 by a French chemist and is now the world's largest cosmetics group. The company has over 32 brands, employs over 86,000 people globally, and had sales of €26.9 billion in 2015. It is committed to responsible innovation through green chemistry and developing safe, high-quality products for all people.
Garnier was founded in 1904 in France by chemist Alfred Garnier. It launched haircare products using natural ingredients. In the 1980s, Garnier expanded into sun protection, hair coloring, and styling products. It further grew its expertise in skincare and bodycare in the 1990s and 2000s. Garnier has focused on building proximity to consumers by understanding their needs and using real people as brand spokespersons. It remains committed to offering natural, affordable, and innovative beauty products.
Unilever is an Anglo-Dutch multinational consumer goods company that owns over 400 brands of food, beverages, cleaning agents and personal care products. It has a presence in around 190 countries and annual global turnover of nearly €50 billion. Unilever focuses on meeting everyday needs for nutrition, hygiene and personal care through brands that help consumers feel good and get more out of life.
L'Oreal has had great success in India through strategic localization of their products, services, and business practices. They have customized products for Indian weather conditions and beauty routines. L'Oreal also invests heavily in education and partnerships with local salons. This high level of engagement with customers and salon owners has helped L'Oreal build strong brand loyalty while also establishing a competitive advantage in innovation and customer service. Their ability to reach both mass and premium markets through varied pricing and distribution channels has contributed significantly to L'Oreal's leadership position in the Indian cosmetics industry.
L'Oréal, World Leader In Beauty: Makeup, Cosmetics, Haircare and Perfume. An ...Tomno Enock
A Power Point Presentation on the historical background, steps to success, awards and achievements as well as initiatives of L'Oréal. All in respect to entrepreneuership.
My teammate Ron Keenan and I presented this based on the Harvard Business Review case (same name) dated May 2012 and additional research that we performed.
L'Oreal is a global cosmetic brand operating in 130 countries with 23 brands and annual turnover of 17.5 billion Euro. It has strengths in global presence, 66,600 employees across 130 countries, 38 factories worldwide, and reputation for innovative products. The document discusses L'Oreal's brand portfolio and classification, campaigns like Colour of Hope for ovarian cancer research, Maybelline's success and brand strategy. It faces challenges in maintaining brand differentiation across its portfolio and targeting the right audiences. L'Oreal's future plans include entering new markets, increasing e-commerce, and launching organic and innovative new products.
This document provides information about a major cosmetics company. It was founded in 1909 by a French chemist and is now the world's largest cosmetics group. The company has over 32 brands, employs over 86,000 people globally, and had sales of €26.9 billion in 2015. It is committed to responsible innovation through green chemistry and developing safe, high-quality products for all people.
L'Oréal is a French cosmetics company founded in 1909 that has grown to be a global leader in beauty products. It operates in over 130 countries with over 60,000 employees worldwide. L'Oréal focuses on five areas of beauty and has four divisions of brands that target different consumer segments from mass to luxury. The company's mission is to create products that meet the diverse beauty needs of over a billion consumers globally through constant innovation in ingredients and formulations. L'Oréal invests heavily in research and development to drive this innovation and understands beauty needs locally through consumer insights in different markets.
HUL India - Shampoo's product portfolioSangini Shah
The document discusses the FMCG sector and shampoo market in India. It provides details about HUL, the market leader in FMCG, and its portfolio of food, personal care and home care brands. Regarding shampoos, it notes that the market is growing but still has low penetration. It analyzes the market share of major shampoo brands such as Sunsilk, Head & Shoulders, Pantene, Dabur and Clinic. The document then focuses on Clinic All Clear shampoo, providing a SWOT analysis and details on its variants, positioning and new product launches. It maps major shampoo brands based on anti-dandruff effectiveness and availability. Finally, it summar
L'Oreal is a global beauty company with core businesses in hair color, hair care, skin care, color cosmetics, and fragrances. In 2010, L'Oreal's sales were 19.5 billion euros with half coming from outside Europe. L'Oreal focuses on global markets like China, India, Brazil, and Mexico, and spends 3.5% of revenue on research and development. L'Oreal has practices like focusing on globalization and localization, organizational learning to share knowledge across regions, acquiring brands to expand its portfolio and presence, and diversifying employees to drive more creativity and innovation. The company faces challenges in catering to local customer needs and preferences in different markets, identifying new markets
This document provides information on Unilever Bangladesh Ltd's marketing mix strategies for several of their popular brands. It discusses Unilever's product offerings, pricing, placement, and promotion tactics for Lux soap, Dove body wash, Surf Excel detergent, and Close-Up toothpaste. Unilever aims their products at mass market consumers as well as middle and upper class segments. They utilize various advertising channels, sales promotions, and community programs to promote brand awareness and loyalty. The report also provides a brief overview of Unilever Bangladesh's operations and their contributions to the local economy and society.
L'Oreal's objective is to increase Garnier's presence in the Dutch market without negatively impacting its own market share. It recommends launching Garnier Synergie skin care products and increasing distribution of L'Oreal Recital. In the long term, it suggests developing improved products for both brands and monitoring the Synergie anti-aging line. Implementing this strategy involves carefully positioning the brands, coordinating the launch, and mitigating risks like cannibalization or a highly competitive market. The expected results are increased market share and profits for L'Oreal-Garnier in the Dutch skin care and hair color markets.
How does Unilever apply different strategies to gain competitive advantage?Tasmi Turin
Unilever is an Anglo-Dutch multinational consumer goods company that owns over 400 brands in foods, beverages, cleaning agents, and personal care products. It has a dual-listed structure with headquarters in both London and Rotterdam. Unilever was founded in 1930 from the merger of British soap maker Lever Brothers and Dutch margarine producer Margarine Unie. Today it is the world's third largest consumer goods company, employing over 173,000 people globally.
Unilever was founded in 1929 through the merger of Lever Brothers and Margarine Unie. It is now one of the world's leading fast moving consumer goods companies with over 400 brands and annual sales of €48.4 billion. In Pakistan, Unilever was established in 1948 and now operates six factories with over 25 brands and 1,500 employees. Its major competitors in Pakistan include Nestle, Procter & Gamble, and Reckitt Benckiser across food and beverages, home care, and personal care products.
The Unilever Sustainable Living Plan aims to double the size of Unilever's business while reducing its environmental footprint and increasing positive social impacts over 10 years. It identifies problems like population growth, resource scarcity, and health issues. Initiatives include making products more sustainable by reducing waste and greenhouse gases, ensuring sustainable sourcing of materials, and improving health, hygiene and nutrition through brands. Unilever leverages its global scale, innovation capabilities and focus on high-impact projects to work towards these sustainability goals.
Unilever - History, Evolution, Present and the FutureGreg Thain
A comprehensive background of Unilever containing its History and Origins, Early Evolution, Modern Business, Global Expansion, Company Structure, Recent Efforts and Company DNA. As one of the chapters of the book FMCG: The Power of Fast-Moving Consumer Goods by authors Greg Thain and John Bradley. For more details on their success story and that of other leading FMCG companies, check www.fmcgbook.com or Amazon http://amzn.to/1jRyd20.
- Clinic All Clear is a shampoo brand owned by Hindustan Unilever that is focused on treating dandruff. It has various variants and is one of the leading brands in India with a strong market presence.
- The shampoo market in India is growing, driven by increasing awareness of hair care and a rising middle class. Major players are expanding their product lines and promoting new launches to gain market share.
- Clinic All Clear targets urban, upper middle class consumers and positions itself as an effective anti-dandruff shampoo, distributing through retailers while promoting through celebrity endorsements.
These slides talk about the major keys that lead to the success of L'Oreal as a global leader in beauty and cosmetics.
Prepared during a Marketing Internship under the guidance of Prof. Sameer Mathur, IIM Lucknow. Reference taken from book - Kotler-Keller: Marketing management
Marketing plan of Unilever Bangladesh | Marketing plan (LUX)AurponArafat
This document provides a market plan for Unilever's LUX brand in Bangladesh. It discusses Unilever's target market as the urban and sub-urban middle and upper middle class. It reviews LUX products, marketing environment, competition and distribution channels. A SWOT analysis is presented. The marketing strategy discusses the 4Ps - product, price, place and promotion. Objectives, budgets and controls are also summarized. Unilever aims to maintain its market leadership through innovative products and aggressive marketing campaigns while expanding to new segments.
The document provides an overview of Garnier, a sub-brand of L'Oreal focused on hair and skin care products. It discusses Garnier's product lines and marketing strategies in India. Key points include:
1) Garnier produces hair care products like the Fructis line and recently expanded into skin care. It focuses on using natural fruit extracts in its formulations.
2) In India, Garnier focuses on the natural hair care market and established itself among the middle and upper middle class. It effectively promotes its wide range of affordable products.
3) An analysis finds the Indian hair care market is valued at $200 million and growing, with colorants showing strong growth.
Unilever is one of the world's leading suppliers of fast-moving consumer goods. It aims to provide people around the world with products that are good for them and good for others. Unilever has over 163,000 employees from 20 nationalities and sells its products in over 170 countries. It invested €89 million in community programs in 2009 and €891 million in R&D worldwide. Unilever has strong category positions in areas like personal care, homecare, savory/dressings/spreads, ice cream and beverages.
L'Oreal has evolved into the world's largest beauty company through strategic acquisitions of local brands across 140 countries. It invests heavily in R&D through 14 research centers to innovate products that meet diverse beauty needs globally. L'Oreal's success comes from understanding that beauty varies locally and launching products like Maybelline Wonder Curl mascara tailored to regional preferences discovered through market research.
The document discusses the hair care landscape in India and opportunities for Dove shampoo brand extension. It notes that the hair oil category has the largest market share at 53% while shampoo accounts for 30% and is growing. Dove is looking to expand its brand into the shampoo category as the market is expected to reach $2.5-3 billion by 2018. Key drivers include product innovation, the emerging men's grooming sector, and increasing concerns about hair and appearance. Dove shampoo could leverage its existing brand equity and parent company HUL's market leading position.
The Indian shampoo industry is dominated by Hindustan Unilever Limited (HUL) which launched popular brands like Sunsilk and Clinic Plus in the 1960s-1980s. HUL focused on expanding rural distribution through affordable sachet sizes. The top three shampoo brands in India are Clinic Plus, Head & Shoulders, and Chik. The shampoo market faces challenges like low usage frequency and perceptions of chemicals. It is segmented based on benefits into cosmetic, anti-dandruff, and herbal categories. Rural consumers and sachet sizes are a key focus area. Popular brands target different age groups and genders and use celebrity endorsements in their advertising.
This document provides an overview and marketing plan of Unilever. It discusses Unilever's products, objectives, mission, vision, strategies, marketing mix, SWOT analysis, and recommendations. Unilever is a British-Dutch multinational consumer goods company that owns 400 brands and focuses on 14 key brands. The objective is to learn about Unilever's marketing strategy, plan, and mix. It analyzes Unilever's strengths, weaknesses, opportunities, and threats, and provides recommendations to attract more customers and differentiate Unilever's products.
Hindustan Unilever Limited (HUL) is India's largest FMCG company, formed through mergers and acquisitions since the 1930s. It is 52% owned by Unilever. Surf Excel is HUL's premium detergent brand, launched in 1959. Over the decades, Surf Excel has strengthened its brand through innovations, effective marketing strategies like TV advertisements and children's events. However, it faces threats from competitors and operates in a low-margin detergent sector. The document discusses HUL's history, Surf Excel's marketing strategies and performance analysis metrics like sales growth and EBITDA margins.
L'Oréal is a French cosmetics company founded in 1909 that has grown to be a global leader in beauty products. It operates in over 130 countries with over 60,000 employees worldwide. L'Oréal focuses on five areas of beauty and has four divisions of brands that target different consumer segments from mass to luxury. The company's mission is to create products that meet the diverse beauty needs of over a billion consumers globally through constant innovation in ingredients and formulations. L'Oréal invests heavily in research and development to drive this innovation and understands beauty needs locally through consumer insights in different markets.
HUL India - Shampoo's product portfolioSangini Shah
The document discusses the FMCG sector and shampoo market in India. It provides details about HUL, the market leader in FMCG, and its portfolio of food, personal care and home care brands. Regarding shampoos, it notes that the market is growing but still has low penetration. It analyzes the market share of major shampoo brands such as Sunsilk, Head & Shoulders, Pantene, Dabur and Clinic. The document then focuses on Clinic All Clear shampoo, providing a SWOT analysis and details on its variants, positioning and new product launches. It maps major shampoo brands based on anti-dandruff effectiveness and availability. Finally, it summar
L'Oreal is a global beauty company with core businesses in hair color, hair care, skin care, color cosmetics, and fragrances. In 2010, L'Oreal's sales were 19.5 billion euros with half coming from outside Europe. L'Oreal focuses on global markets like China, India, Brazil, and Mexico, and spends 3.5% of revenue on research and development. L'Oreal has practices like focusing on globalization and localization, organizational learning to share knowledge across regions, acquiring brands to expand its portfolio and presence, and diversifying employees to drive more creativity and innovation. The company faces challenges in catering to local customer needs and preferences in different markets, identifying new markets
This document provides information on Unilever Bangladesh Ltd's marketing mix strategies for several of their popular brands. It discusses Unilever's product offerings, pricing, placement, and promotion tactics for Lux soap, Dove body wash, Surf Excel detergent, and Close-Up toothpaste. Unilever aims their products at mass market consumers as well as middle and upper class segments. They utilize various advertising channels, sales promotions, and community programs to promote brand awareness and loyalty. The report also provides a brief overview of Unilever Bangladesh's operations and their contributions to the local economy and society.
L'Oreal's objective is to increase Garnier's presence in the Dutch market without negatively impacting its own market share. It recommends launching Garnier Synergie skin care products and increasing distribution of L'Oreal Recital. In the long term, it suggests developing improved products for both brands and monitoring the Synergie anti-aging line. Implementing this strategy involves carefully positioning the brands, coordinating the launch, and mitigating risks like cannibalization or a highly competitive market. The expected results are increased market share and profits for L'Oreal-Garnier in the Dutch skin care and hair color markets.
How does Unilever apply different strategies to gain competitive advantage?Tasmi Turin
Unilever is an Anglo-Dutch multinational consumer goods company that owns over 400 brands in foods, beverages, cleaning agents, and personal care products. It has a dual-listed structure with headquarters in both London and Rotterdam. Unilever was founded in 1930 from the merger of British soap maker Lever Brothers and Dutch margarine producer Margarine Unie. Today it is the world's third largest consumer goods company, employing over 173,000 people globally.
Unilever was founded in 1929 through the merger of Lever Brothers and Margarine Unie. It is now one of the world's leading fast moving consumer goods companies with over 400 brands and annual sales of €48.4 billion. In Pakistan, Unilever was established in 1948 and now operates six factories with over 25 brands and 1,500 employees. Its major competitors in Pakistan include Nestle, Procter & Gamble, and Reckitt Benckiser across food and beverages, home care, and personal care products.
The Unilever Sustainable Living Plan aims to double the size of Unilever's business while reducing its environmental footprint and increasing positive social impacts over 10 years. It identifies problems like population growth, resource scarcity, and health issues. Initiatives include making products more sustainable by reducing waste and greenhouse gases, ensuring sustainable sourcing of materials, and improving health, hygiene and nutrition through brands. Unilever leverages its global scale, innovation capabilities and focus on high-impact projects to work towards these sustainability goals.
Unilever - History, Evolution, Present and the FutureGreg Thain
A comprehensive background of Unilever containing its History and Origins, Early Evolution, Modern Business, Global Expansion, Company Structure, Recent Efforts and Company DNA. As one of the chapters of the book FMCG: The Power of Fast-Moving Consumer Goods by authors Greg Thain and John Bradley. For more details on their success story and that of other leading FMCG companies, check www.fmcgbook.com or Amazon http://amzn.to/1jRyd20.
- Clinic All Clear is a shampoo brand owned by Hindustan Unilever that is focused on treating dandruff. It has various variants and is one of the leading brands in India with a strong market presence.
- The shampoo market in India is growing, driven by increasing awareness of hair care and a rising middle class. Major players are expanding their product lines and promoting new launches to gain market share.
- Clinic All Clear targets urban, upper middle class consumers and positions itself as an effective anti-dandruff shampoo, distributing through retailers while promoting through celebrity endorsements.
These slides talk about the major keys that lead to the success of L'Oreal as a global leader in beauty and cosmetics.
Prepared during a Marketing Internship under the guidance of Prof. Sameer Mathur, IIM Lucknow. Reference taken from book - Kotler-Keller: Marketing management
Marketing plan of Unilever Bangladesh | Marketing plan (LUX)AurponArafat
This document provides a market plan for Unilever's LUX brand in Bangladesh. It discusses Unilever's target market as the urban and sub-urban middle and upper middle class. It reviews LUX products, marketing environment, competition and distribution channels. A SWOT analysis is presented. The marketing strategy discusses the 4Ps - product, price, place and promotion. Objectives, budgets and controls are also summarized. Unilever aims to maintain its market leadership through innovative products and aggressive marketing campaigns while expanding to new segments.
The document provides an overview of Garnier, a sub-brand of L'Oreal focused on hair and skin care products. It discusses Garnier's product lines and marketing strategies in India. Key points include:
1) Garnier produces hair care products like the Fructis line and recently expanded into skin care. It focuses on using natural fruit extracts in its formulations.
2) In India, Garnier focuses on the natural hair care market and established itself among the middle and upper middle class. It effectively promotes its wide range of affordable products.
3) An analysis finds the Indian hair care market is valued at $200 million and growing, with colorants showing strong growth.
Unilever is one of the world's leading suppliers of fast-moving consumer goods. It aims to provide people around the world with products that are good for them and good for others. Unilever has over 163,000 employees from 20 nationalities and sells its products in over 170 countries. It invested €89 million in community programs in 2009 and €891 million in R&D worldwide. Unilever has strong category positions in areas like personal care, homecare, savory/dressings/spreads, ice cream and beverages.
L'Oreal has evolved into the world's largest beauty company through strategic acquisitions of local brands across 140 countries. It invests heavily in R&D through 14 research centers to innovate products that meet diverse beauty needs globally. L'Oreal's success comes from understanding that beauty varies locally and launching products like Maybelline Wonder Curl mascara tailored to regional preferences discovered through market research.
The document discusses the hair care landscape in India and opportunities for Dove shampoo brand extension. It notes that the hair oil category has the largest market share at 53% while shampoo accounts for 30% and is growing. Dove is looking to expand its brand into the shampoo category as the market is expected to reach $2.5-3 billion by 2018. Key drivers include product innovation, the emerging men's grooming sector, and increasing concerns about hair and appearance. Dove shampoo could leverage its existing brand equity and parent company HUL's market leading position.
The Indian shampoo industry is dominated by Hindustan Unilever Limited (HUL) which launched popular brands like Sunsilk and Clinic Plus in the 1960s-1980s. HUL focused on expanding rural distribution through affordable sachet sizes. The top three shampoo brands in India are Clinic Plus, Head & Shoulders, and Chik. The shampoo market faces challenges like low usage frequency and perceptions of chemicals. It is segmented based on benefits into cosmetic, anti-dandruff, and herbal categories. Rural consumers and sachet sizes are a key focus area. Popular brands target different age groups and genders and use celebrity endorsements in their advertising.
This document provides an overview and marketing plan of Unilever. It discusses Unilever's products, objectives, mission, vision, strategies, marketing mix, SWOT analysis, and recommendations. Unilever is a British-Dutch multinational consumer goods company that owns 400 brands and focuses on 14 key brands. The objective is to learn about Unilever's marketing strategy, plan, and mix. It analyzes Unilever's strengths, weaknesses, opportunities, and threats, and provides recommendations to attract more customers and differentiate Unilever's products.
Hindustan Unilever Limited (HUL) is India's largest FMCG company, formed through mergers and acquisitions since the 1930s. It is 52% owned by Unilever. Surf Excel is HUL's premium detergent brand, launched in 1959. Over the decades, Surf Excel has strengthened its brand through innovations, effective marketing strategies like TV advertisements and children's events. However, it faces threats from competitors and operates in a low-margin detergent sector. The document discusses HUL's history, Surf Excel's marketing strategies and performance analysis metrics like sales growth and EBITDA margins.
L'Oreal is a global leader in the skin care industry, generating 11.4% of the industry's value. It has over 23 global brands across different product categories including hair care, skin care, hair color, makeup, and fragrances. L'Oreal has positioned itself as both a high-end luxury brand and affordable brand for mass consumers. It promotes its products through various advertising channels and celebrity endorsements to remain a top competitor in the skin care market.
This document provides information about Dove Beauty Bar's group members and marketing strategies in Pakistan. It discusses Dove's product range, pricing at Rs. 80 then lowering to Rs. 50, distribution through PUL's 2,500 redistribution stockists and over 1 million retail outlets, and promotional campaigns like Dove Self Esteem Fund and REAL beauty campaign. Dove segments consumers based on demographics like gender (females), income (high, upper middle), and psychographics (changing perceptions of beauty). It targets working women and higher income groups. Dove positions itself as a personal care brand providing maximum moisturization compared to soap.
The document summarizes information about the skincare brand Nivea. It discusses Nivea's history starting in 1911, its global presence and market leadership position. Nivea is owned by German company Beiersdorf and is known for its blue and white packaging. The document outlines Nivea's strengths such as brand recognition, distribution network and marketing efforts. It also discusses opportunities for growth in new markets and segments like men's grooming. Nivea faces threats from competition and has faced criticism over some ad campaigns. The document reviews Nivea's strategies over time to strengthen its brand positioning and reconnect with customers through its core Nivea Crème product.
Nivea establishes category points of parity before introducing points of difference to promote its brands. It became a leader in skin cream by emphasizing benefits like "gentle," "protective," and "caring." As Nivea expanded into new categories like deodorants and shampoos, it recognized the importance of first establishing that its products perform their basic functions well before leveraging its brand associations. Once basic performance was proven, Nivea's heritage and positioning could be introduced as compelling differentiators. The document recommends Nivea increase its focus on male customers to capture more market share.
Dove is a personal care brand owned by Unilever that was introduced in India in 1995. Through its "Real Beauty" campaign featuring everyday women, Dove became the third best-selling body lotion brand in India, ahead of competitors. The brand was initially priced too high for Indian consumers but became more successful after lowering its price. Dove targets women of all ages and segments the market based on demographics like gender and income, as well as psychographics like changing perceptions of beauty.
L'Oréal is a French cosmetics company founded in 1909 that is now the world's largest cosmetics company. It has 27 international brands, including Maybelline New York and Garnier, and markets thousands of hair, skin, and makeup products globally. L'Oréal achieves high profits through competitive pricing strategies like adopting dual prices that make products affordable for mainstream consumers while maintaining a premium image. It promotes its brands through various advertising channels including fashion magazines, celebrity endorsements, and social media, as well as through salons and retailers.
Marico is an Indian consumer goods company founded in 1987 and headquartered in Mumbai. It produces beauty and wellness products including hair oils, edible oils, and personal care items. Marico owns several leading brands in India such as Parachute coconut oil, Saffola edible oil, and Hair & Care hair oil. Parachute has over 50% market share in India's coconut oil category and is the top-selling brand. Marico focuses on marketing its products affordably to mass consumers through retail stores and television, print, and digital advertising.
- Dove is a personal care brand owned by Unilever that produces soap and beauty products.
- Dove positions itself as more than just a soap but a mild moisturizing beauty bar. It markets itself as containing deep moisturizers for the skin.
- Dove targets all women through campaigns promoting confidence in personal beauty regardless of age, shape or size.
The document summarizes information about the Marico company and its Parachute brand of coconut hair oil. Marico was founded in 1957 in Mumbai, India and is a leading consumer products company in India. Parachute is Marico's flagship brand and India's leading hair oil. It has dominated the hair oil category for decades with a 53% market share. Parachute is positioned as a pure coconut oil that nourishes hair, and through constant innovation, has remained India's most trusted haircare brand.
Dove's brand definition and market positioning have evolved over time. In the 1950s, Dove positioned itself as a gentle beauty soap that did not dry skin. Its marketing emphasized functional benefits. By 2007, Dove's "Real Beauty" campaign featured diverse models to appeal to women's self-esteem and redefine beauty. Dove now has an extensive product line including skin care, hair care, and deodorants. Its unconventional marketing strategies using real women have brought it recognition and loyalty among customers who feel the brand celebrates beauty in all shapes and sizes.
HUL is India's largest FMCG company that owns many leading brands in home and personal care, beauty, and foods and refreshments. It dominates various product categories with market shares over 50%. HUL positions its brands differently based on target segments - Fair & Lovely targets fairness, Dove promotes natural beauty. Pepsodent is for families while Close-Up builds confidence in youth. HUL faces competition but has strengths in its brand portfolio, distribution network, and social responsibility programs. Opportunities exist in India's growing population and changing lifestyles.
Pond's vision is to be a beauty crusader that redefines everyday beauty for Indian women and licenses beauty to every woman through caring products. The brand will focus on daily beauty needs through affordable products across different life stages. Pond's will educate consumers and lead category creation by identifying new beauty segments and needs. Key areas of focus include daily skincare ranges, expanding target segments, and inclusive beauty products that define everyday beauty.
This document discusses sales promotion strategies for Parachute coconut hair oil in India. It summarizes Marico's market position and brands in hair oils. The key strategies proposed include a loyalty program offering points for gifts, awareness camps in schools, rural promotions partnering with folk theaters, retail displays and awards, and incentives for collecting used packaging for recycling. Business promotions recognize top sales employees and distributors. The communication strategy aims to strengthen the brand's association with pure coconut oil.
This document discusses sales promotion strategies for Parachute coconut hair oil in India. It summarizes Marico's market position and brands in hair oils. The key promotion strategies proposed include a loyalty program offering points for gifts, awareness camps in schools, rural sponsorships of folk theaters, retailer displays and awards, and tours for sales partners. The existing communication focuses on nourishment themes while new strategies could emphasize Parachute as the pure coconut oil standard through demonstrations and explaining innovative packaging benefits.
Marico began as Bombay Oil Industries, which separated its marketing division to form Marico Foods in 1988. Marico is now a leading consumer products company in India with a turnover of Rs. 2661 crore and net profit of Rs. 232 crore in 2009-2010. Under the leadership of Chairman and Managing Director Harsh Mariwala, Marico has transformed from a traditional commodity business into a leading beauty and wellness company with several awards. Marico's popular brands include Parachute, Saffola, Hair & Care, and Mediker, serving hair care, skin care, and heart care markets. The company has a market share of 55-57% in coconut oil and distribution reach
Marico Over The Wall Season 2 Round 2 Business Case Competition Slide.
#Bangladesh
#OTW
#Marico
#MaricoMatters
#OverTheWall
#DareToDisrupt
#CampusCompetition
L'Oreal is a French cosmetics company founded in 1909. It has over 500 products and focuses on hair color, skin care, sun protection, makeup, perfumes, and hair care. L'Oreal targets younger people and older women with its "Because you're worth it" slogan. It has 41% of the global beauty market share. When it entered India, L'Oreal segmented the market based on gender, age, income, and psychology to target young, affluent middle class women. It positioned itself as a premium brand and differentiated itself from local brands by investing in beauty education and training.
L'Oreal is a French cosmetics company founded in 1909. It has over 500 products and focuses on hair color, skin care, sun protection, makeup, perfumes, and hair care. L'Oreal targets younger people and older women with its "Because you're worth it" slogan. It has 41% of the global beauty market share. When it entered India, L'Oreal segmented the market based on gender, age, income, and psychology to target young, affluent middle class females and working women seeking hair solutions. It positioned itself as a premium brand through celebrity endorsements and education programs while also offering more affordable options.
Promoted Tweets, Accounts, and Trends on Twitter allow businesses to target audiences and increase exposure. Promoted Tweets reach current and potential followers, Trends appear prominently on timelines for mass exposure, and Promoting Accounts builds communities to engage with and spread messages. Analytics also provide tracking of ad activity and customer behavior to improve campaigns. Businesses are only charged for engagement with Promoted content.
Weekend Getaway Bakeri Group - Real Estate Campaign Idea & Promotion PlanNikhil Saraf
This document provides a campaign idea and promotion plan to sell residential plots. The objective is to position the plots as providing a promise of a weekend home in nature for rest and family time. The promotion plan uses a multi-pronged approach across various media channels like television, print, radio, outdoor, and online to maximize outreach. Key target audiences are males aged 35-45 years with families and high incomes living in Ahmedabad. The plan outlines strategies for each media including identifying appropriate programs, publications, and platforms to engage the target demographic.
Kiehl's Case Study - Company & Industry Analysis vis-a-vis Men's Grooming Nikhil Saraf
Analyzed the status of Kiehl’s:
- SWOT analysis of the Kiehl’s brand when it comes to male beauty products
- Business performance
- Products (packaging, visuals, ranges, geography, claims, USP <unique>)
- Market share and ranking
- Positioning and image
- Pricing
- Consumers
- PR & Digital strategy
- Retail strategy
- Merchandising
- In-store & online activities
[Entry for Loreal Brandstorm 2014]
The document describes unconventional uses for plungers including using them as toilet paper holders, clothes hangers, book shelves mounted on walls, ash trays, and even devices for catching rats and roaches. It suggests that plungers can be used for fun activities like parties and can solve problems that have occurred since 1932, implying plungers have many unexpected practical and entertaining purposes beyond their normal function of unclogging drains.
The document argues that cannabis should be legalized and regulated similarly to alcohol. It notes that cannabis was legally consumed in India until 1985 and is still legally consumed during some Hindu festivals. The document advocates that cannabis should be legally sold but with restrictions on activities like driving under its influence, and it should not be sold to children.
Pharma Sales and Distribution Management in India - OverviewNikhil Saraf
This document provides an overview of the pharmaceutical sales and distribution management structure in India. It describes the organizational structure including heads of various business units and therapeutic areas. It outlines the roles and responsibilities of various sales, marketing and training positions. It also describes processes for recruitment, evaluation, promotion and training of sales representatives. Finally, it discusses supply chain management practices around distribution, inventory management and relationships with distributors.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
Economic analysis of independent film making in IndiaNikhil Saraf
This document discusses independent filmmaking in India, including the value chain and key players involved. It outlines several requirements for independent cinema to thrive, such as film festivals, dedicated venues, and audience building initiatives. It then examines various aspects of the independent film process in more detail, from development and financing to distribution models. Crowdsourcing is presented as an emerging method for independent film production. Overall, the document provides a comprehensive overview of the economic considerations and challenges of the independent film industry in India.
Analysis of the issue of fair dealing : India TV vs YashRaj & Saregama vs Via...Nikhil Saraf
Analysis of the issue of Fair Dealing / fair use as not infringing the Copyright Act using the cases:
(1) Delhi High Court - Judgment 21st Aug, 2012 India TV Independent News Services Pvt. Ltd & Ors v Yasraj Films Pvt Ltd.
(2) Saregama India Ltd. v Viacom 18 Motion Pictures & Ors. (March 2013)
Media Planning for Kiehl's :
- The Media, Advertising, Consumer Relationship
- Brands, Markets and Consumer Understanding
- Objective setting and Budgets
- Media Weights and Scheduling Strategies
- Consumer Engagement and Digital Media
- Principles of Planning Media Strategy
- Media Mix decisions
- Media Plan
Integration Marketing Communication Plan - Dunkin donutsNikhil Saraf
Dunkin Donuts focuses on providing quick, no-frills service and simplicity for its target demographic of working professionals and families aged 18-45. Its ideal customer enjoys the coffee and doughnut combination for an easy morning breakfast or snack. Dunkin Donuts appeals to customers who prefer convenience and routine over flashy marketing. The document then proposes repositioning Dunkin Donuts to focus on offering healthy but indulgent snacks for busy working parents and their families through a new product line of nut-topped doughnuts and a marketing campaign centered around the theme of "Going Nuts".
The document analyzes Coca-Cola's "Liquid & Linked" content strategy, which is based on the idea that stories spread value through owned, earned, shared, and paid media, with social media at the heart. It discusses eight principles of the strategy, including embracing customers as a new sales force, listening and engaging, thinking big but starting small and scaling fast, prioritizing speed over perfection, disrupting or being disrupted, not accepting the status quo, playing well with others, and giving consumers shareworthy content to feel like stars. It cites examples from brands like IKEA, Nike, and Gatorade that exemplify the strategy.
Asian Paints has a strong social media presence across Facebook, Twitter, Pinterest, YouTube and its website. Its recent campaigns like #HusbandsAreUseless and #speechless have significantly increased engagement on Facebook and Twitter. While content generation is a strength, channels are not always optimized for visibility. Opportunities exist in leveraging festivals to drive sales and growing followers on newer platforms like Pinterest and Instagram. The strategy proposed focuses on creating emotional connections through relationships-based content, synchronizing campaigns across channels, and empowering homeowners with virtual design tools.
Group 14 presented a market analysis and brand strategy for a proposed men's grooming brand called Infititas. The global men's grooming market is valued at $433 billion and growing at 3% annually. Key opportunities include skin care, fragrances, and hair care. Infititas would target busy urban professionals aged 25-35 seeking convenient, multi-functional grooming solutions. The brand's essence is "Simplified solutions for men's grooming" and it would differentiate by being a specialist brand exclusively focused on solving men's grooming needs quickly and conveniently.
The document discusses barriers to eye care services faced by Aravind Eye Care and their efforts to overcome them. Cultural and perceptual barriers include stereotypes, lack of education, transportation issues, age, acceptance of services, and costs. Aravind addresses these barriers through community outreach like home visits, screening camps, vision centers, and partnerships. Their solutions propose a holistic approach including policy advocacy, community education starting in childhood, low-budget awareness campaigns, engaging leaders, and linking rural hospitals to larger sites.
This document analyzes trends in the coffee retail industry in India. It discusses key consumer segments for coffee, including young professionals, business travelers, and intellectuals. A survey found that coffee consumption is highest among 18-25 year olds, graduates, professionals, and individuals with incomes under 5 lakh rupees. Coffee consumption varies by gender, age, education, and occupation. Customers prioritize price, quality, flavor, experience, and comfort when selecting coffee retailers. The outlook for the coffee sector in India is positive due to growing incomes and urbanization driving demand for coffee shop experiences.
Nestle Refrigerated Foods: Contadina Pasta & Pizza (A) - Case AnalysisNikhil Saraf
Nestle Refrigerated Foods (NRFC) was considering extending its successful Contadina pasta brand into refrigerated pizza. It had two options for the pizza product: "Pizza with Toppings" or "Pizza Only". Research showed the "Pizza with Toppings" concept was more popular with consumers but pricing may be too high. NRFC followed guidelines to develop new products through idea generation, testing, and evaluation. While the large pizza market presented an opportunity, launching the product required addressing challenges of price positioning and competition from Kraft.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
This document provides an overview of Amazon.com, Inc. including its business description, products and services, global presence, financials, competitors, and recent milestones. It also analyzes Jeff Bezos as the entrepreneur who founded Amazon and established its culture of metrics, low prices, and continuous innovation. The document discusses Amazon's shift to using software-based recommendations and its focus on proprietary technology and infrastructure to gain a competitive advantage.
India & It's Neigbours - Macroeconomic & Business PerspectiveNikhil Saraf
India & It's Neighbors - Macroeconomic & Business Perspective
a preliminary investigation into the linkages between India’s growing economic and political clout and its correlation, if any, to the business opportunities present in the South Asian region keeping in mind the macroeconomic perspective.
The past, present and future business relations and growth opportunities of the countries have been analyzed and discussed. This provides a perspective on the changing trends in the market access, foreign trade and policy reforms between the different countries.
India & It's Neigbours - Macroeconomic & Business Perspective
Dove Elixir Launch Analysis
1. DOVE ELIXIR LAUNCH
Consumer Dynamics
- Young women in the SEC A category who are beauty and hair conscious
have been targeted
- Grandmothers used in TV ads to build emotional connect and
traditional knowledge imparted to youngsters
- Emotional and rational appeal used in the ads
- Targets the fact that young women don’t have time to oil their hair at
night and Dove Elixir provides a quick fix [30 minute oiling solution]
- Consumer fantasy for exotic ingredients (Hibiscus, Lavender, Rose)
coupled with traditional oils (Olive, Argan, Almond) [Precious hair oil
with real ingredients]
- Trying to inculcate a forgotten habit into daily routine by customising
the product in that fashion
- Trying to do away with the stigma attached with oiling hair; thus a non
sticky/greasy oil with flashy packaging
Category Dynamics
- The hair oil category can be divided into i) Daily ii) Therapeutic use
- Dove Elixir is targeting a market untapped previously by providing a
daily solution to a therapeutic cause
- Daily market captured by coconut oil and is dominated by women consumers
around the world
- Three main perceived benefits are – Nourishment, Hairfall prevention
and strengthening and Dove Elixir targets all three with its launch
campaign [Print + TV]
- The category is witnessing a growth rate of 14% and has a very high
penetration rate (Aprrox 90%); both of which are good news
- Category seems to be at a mature stage with limited innovation
Competition
- In light of its unique positioning, Dove Elixir faces stiff competition from
both daily use and therapeutic brands
- Marico’s Parachute and Dabur Vatika capture a major chunk of the
market, 29% and 14% respectively and are synonymous with hair oil
- The differentiating factor is its target audience (Young Sec A women),
its unique packaging and pricing; all of which are very different from its
competitors
- Pitted against Brands like Keo Karpin Olive oil and Bajaj Almond Drops
which are used for the purpose of overnight oiling and promise Vitamin
E and Shinier hair respectively
- Various shampoos and conditioners which promise intensive hair care
can also be considered as competition [Dove, Livon, Garnier etc.]
- Home remedies and hair spa which provide quick and easy solutions
also offer stuff competition
Entry Time
- Launched in the latter half of 2012 (November)
- Late entrant into the market
- At a time when the market is was stagnant with limited innovation and
clear leaders in the category
- Product was accepted by the women in light of its unique positioning
even though the claims were being challenged
- Good reception and fairly positive reviews
NIKHIL SARAF