totul despre p&g

8/8/2019 Totul Despre P&G

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ACKNOWLEDGEMENT

We would like to thank our Professor K.C Prakash for giving us the opportunity to enhance our

knowledge on the subject. We are also grateful for his support and encouragement all

throughout.We also thank our peer members who have enriched our knowledge with immense

discussions on the topic.

Sl.No. Topic Pg. No.

1. Company Profile 2

2. Detailed description of the company 8

3. Industry Profile 20

4. 4 Ps Analysis 38

5. Competetive Anaysis 47

6 Competitive Advantage 52

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7. Promotion Strategies 54

8. Pricing Strategies 57

9. Market Analysis 60

10. Market Strategies 61

11. Recommendations 63

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COMPANY PROFILE

Three billion times a day, P&G brands touch the lives of people around the world.

This is the company which is rooted in the principles of personal integrity, respectfor the individual and doing what's right for the long-term. Before analyzing thecompany on various parameters lets first have a view of the company profile.

Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500, Americanmultinationalcorporation based in Cincinnati, Ohio, that manufactures a wide range ofconsumergoods. It is a brand behemoth. The world's number one maker of householdproducts courts market share and billion-dollar brands. As of 2008, P&G is the 6thlargest corporation in the world by market capitalization and 14th largest UScompany by profit. It is 10th in Fortune's Most Admired Companies list (as of 2007).P&G is credited with many business innovations including brand management, thesoap opera, and "Connect & Develop" innovation.

According to the Nielsen Company, in 2007 P&G spent more on U.S. advertisingthan any other company; the $2.62 billion it spent is almost twice as much asGeneral Motors, the next company on the Nielsen list. P&G was named 2008Advertiser of the Year by Cannes International Advertising Festival. est company inthe world in Fast Moving Consumer Goods (FMCG) industry.

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It manufactures nearly 300 brands (such as: Ariel, Blend-a-Med, Bonux,Head&Shoulders, Pampers, Always, Fairy, Gillette, Wella) to nearly five billioncustomers, competing in 160 marketplaces. More than 130 000 employees in morethan 80 countries worldwide work everyday to provide products of superior qualityand value to the world's consumers. As the companys global involvement,commitment and operations have grown, it has continually analyzed and adaptedthe way it does business.

It is a company whose actions reflect its ethics and whose people live their values,As a build from within organization, it sees over 90% of our people start at anentry level and then progress and prosper throughout the organization. This means

it invests heavily in talent, through training and development opportunities.

HISTORY

William Procter, a candlemaker, and James Gamble, a soapmaker, formed distinctcompanies. The two men, immigrants from England and Ireland respectively whohad settled earlier in Cincinnati, might never have met, had they not married

sisters, Olivia and Elizabeth Norris.[6]

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Since both their industries used similar resources, the Panic of 1837 caused intensecompetition between the two and as a result it led to discord with the family.Alexander Norris, their father-in law decided to call a meeting where he convinced

his new sons-in-law to become business partners. On October 31, 1837, as a result ofthe suggestion, a new enterprise was born: Procter & Gamble.

The company prospered during the nineteenth century. In 1859, sales reached onemillion dollars. By this point, approximately eighty employees worked for Procter &Gamble. During the American Civil War, the company won contracts to supply theUnion Army with soap and candles. In addition to the increased profits experiencedduring the war, the military contracts introduced soldiers from all over the countryto Procter & Gamble's products. Once the war was over and the men returnedhome, they continued to purchase the company's products.

In the 1880s, Procter & Gamble began to market a new product, an inexpensive

soap that floats in water. The company called the soap Ivory. In the decades thatfollowed, Procter & Gamble continued to grow and change. The company becameknown for its progressive work environment in the late nineteenth century. WilliamArnett Procter, William Procter's grandson, established a profit-sharing program forthe company's workforce in 1887. He hoped that by giving the workers a stake in thecompany, they would be less inclined to go on strike.

Over time, the company began to focus most of its attention on soap, producingmore than thirty different types by the 1890s. As electricity became more and morecommon, there was less need for the candles that Procter & Gamble had madesince its inception. Ultimately, the company chose to stop manufacturing candles in1920.

In the early twentieth century, Procter & Gamble continued to grow. The companybegan to build factories in other locations in the United States, because the demandfor products had outgrown the capacity of the Cincinnati facilities. The company'sleaders began to diversify its products as well and, in 1911, began producing Crisco,a shortening made ofvegetable oils rather than animal fats. In the early 1900s,Procter & Gamble also became known for its research laboratories, where scientistsworked to create new products. Company leadership also pioneered in the area ofmarket research, investigating consumer needs and product appeal. As radiobecame more popular in the 1920s and 1930s, the company sponsored a number ofradio programs. As a result, these shows often became commonly known as "soapoperas".

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Throughout the twentieth century, Procter & Gamble continued to prosper. Thecompany moved into other countries, both in terms of manufacturing and productsales, becoming an international corporation with its 1930 acquisition of the

Newcastle upon Tyne-basedThomas Hedley Co. Procter & Gamble maintained astrong link to the North East of England after this acquisition. In addition, numerousnew products and brand names were introduced over time, and Procter & Gamblebegan branching out into new areas. The company introduced "Tide" laundrydetergent in 1946 and "Prell" shampoo in 1950. In 1955, Procter & Gamble beganselling the first toothpaste to contain fluoride, known as "Crest". Branching out onceagain in 1957, the company purchased Charmin Paper Mills and beganmanufacturing toilet paper and other paper products. Once again focusing onlaundry, Procter & Gamble began making "Downy" fabric softener in 1960 and"Bounce" fabric softener sheets in 1972. One of the most revolutionary products tocome out on the market was the company's "Pampers", first test-marketed in 1961.Prior to this point disposable diapers were not popular, althoughJohnson & Johnson

had developed a product called "Chux". Babies always wore cloth diapers, whichwere leaky and labor intensive to wash. Pampers simplified the diapering process.

Over the second half of the twentieth century, Procter & Gamble acquired a numberof other companies that diversified its product line and increased profitssignificantly. These acquisitions included Folgers Coffee, Norwich EatonPharmaceuticals, Richardson-Vicks, Noxell, Shulton's Old Spice, Max Factor, and theIams Company, among others. In 1994, the company made headlines for big lossesresulting from leveraged positions in interest rate derivatives, and subsequentlysued Bankers Trust for fraud; this placed their management in the unusual positionof testifying in court that they had entered into transactions they were not capableof understanding. In 1996, Procter & Gamble again made headlines when the Food

and Drug Administration approved a new product developed by the company,Olestra. Also known by its brand name Olean, Olestra is a substitute for fat incooking potato chips and other snacks that during its development stages is knownto have caused anal leakage and gastro-intestinal difficulties in humans.

Procter & Gamble has expanded dramatically throughout its history, but itsheadquarters still remains in Cincinnati. {Source, Ohio History Central.}

In January 2005 P&G announced an acquisition ofGillette, forming the largestconsumer goods company and placing the Anglo-DutchUnilever into second place.

This added brands such as Gillette razors, Duracell, Braun, and Oral-B to theirstable. The acquisition was approved by the European Union and the Federal Trade

Commission, with conditions to a spinoff of certain overlapping brands. P&G hasagreed to sell its SpinBrush battery-operated electric toothbrush business to Church& Dwight. It also divested Gillette's oral-care toothpaste line, Rembrandt. Thedeodorant brands Right Guard, Soft & Dri, and Dry Idea were sold to DialCorporation.[7] The companies officially merged October 1, 2005.

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P&G's dominance in many categories of consumer products makes its brandmanagement decisions worthy of study. [8] For example, P&G's corporate strategistsmust account for the likelihood of one of their products cannibalizing the sales of

another.[9]

PURPOSE AND MISSION:

The company has its mission statement as follows-:

We will provide branded products and services of superior quality and value thatimprove the lives of the world's consumers, now and for generations to come. As aresult, consumers will reward us with leadership sales, profit and value creation,allowing our people, our shareholders and the communities in which we live andwork to prosper.

Values:

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P&G is its people and the values by which we live.

P&G attracts and recruits the finest people in the world. It has built the organization

from within, promoting and rewarding people without regard to any differenceunrelated to performance. It acts on the conviction that the men and women ofProcter & Gamble always will be their most important assets.

Integrity

Proctor & Gamble

always tries to do the right thing.

is honest and straightforward with customers and employees

upholds the values and principles of P&G in every action and decision.

is data-based and intellectually honest in advocating proposals, includingrecognizing risks.

Passion for Winning

Proctor & Gamble

Is determined to be the best at doing what matters most.

has a healthy dissatisfaction with the status quo.

Has a compelling desire to improve and to win in the

marketplace.

Leadership

The employees are all leaders in our area of responsibility, with a deepcommitment to delivering leadership results.

The company has a clear vision of where it is going.

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The focus is on achieving leadership objectives and strategies.

Capabilties are developed to deliver the strategies and eliminate organizational

barriers.

Trust

There is mutual respect among the colleagues, customers andconsumers,

Employees have confidence in each other's capabilities andintentions.

The company believes that people work best when there is afoundation of trust.

Ownership

The organization accepts personal accountability to meet the business needs,improve the systems and help others improve their effectiveness.

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DETAILED DESCRIPTION OF COMPANY

P&Gs business is focused on providing branded consumer goods products. Their

goal is to provide products of superior quality and value to improve the lives of theworlds consumers. They believe thiswill result in leadership sales, profits and valuecreation, allowing employees, shareholders and the communities in which theyoperate to prosper. Their products are sold in more than 180 countries primarilythrough mass merchandisers, grocery stores, membership club stores and drugstores. They continue to expand their presence in other channels includingdepartment stores, salons and high frequency stores,the neighborhood storeswhich serve many consumers in developing markets. They have on-the-groundoperations in approximately 80

countries.

They market environment is highly competitive, with global, regional and localcompetitors. In many of the markets and industry segments in which they sell theirproducts, they compete against other branded products as well as retailers private-label brands. Additionally, many

of the product segments in which they compete are differentiated by price (referredto as premium, mid-tier and value-tier products).

Generally speaking, they compete with premium and mid-tier products and are wellpositioned in the industry segments and markets in which they operate oftenholding a leadership or significant market share position.

Organizational Structure

Our organizational structure is comprised of three Global Business Units (GBUs) anda Global Operations group. The Global Operations group consists of the MarketDevelopment Organization (MDO) and Global Business Services (GBS).

Global Bussines Units

Our three GBUs are Beauty, Health and Well-Being, and Household Care. Theprimary responsibility of the GBUs is to develop the overall strategy for our brands.

They identify common consumer needs, develop new product innovations andupgrades, and build our brands through effective commercial innovations,marketing and sales.

Under U.S. GAAP, the business units comprising the GBUs are aggregated into sixreportable segments: Beauty; Grooming; Health Care; Snacks, Coffee and Pet Care;Fabric Care and Home Care; and BabyCare and Family Care. The following providesadditional detail on our GBUs and reportable segments and the key product andbrand composition within each.

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Managements Discussion and Analysis

Effective July 1, 2007, the company's operations are categorized into 3 "Global

Business Units" with each Global Business Unit divided into "Business Segments,"according to the company's June 2007 earnings release.

Beauty Care

Beauty segment

Grooming segment

Household Care

Baby Care and Family Care segment

Fabric Care and Home Care segmentHealth & Well-Being

Health Care

Snacks, Coffee and Pet Care

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Beauty:

We are a global market leader in beauty and compete in markets which comprise

approximately $230 billion in global retailsales. Most of the beauty markets in which

we compete are highlyfragmented with a large number of global and local

competitors.They are the global market leader in hair care with over 20% of

theglobal market share. In skin care, we compete primarily with theOlay brand,

which is the top facial skin care retail brand in the world.They are also one of the

global market leaders in prestige fragrances,primarily behind the Gucci, Hugo Boss

and Dolce & Gabbanafragrance brands.

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Grooming:

This segment consists of blades and razors, face and shave preparation products(such as shaving cream), electric hair removal devices and small household

appliances. They hold leadership market share in the manual blades and razors

market on a global basis and in almost all of the geographies in which they

compete.

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behind Mach3, Fusion, Venus and the Gillette franchise. Their electric hair removaldevices and small home appliances are sold under the Braun brand in a number ofmarkets around the world, where we compete against both global and regional

competitors. Our primary focus in this area is in electric hair removal devices, suchas electric razors and epilators, where we hold over 30% and over 50% of the maleand female markets, respectively.

Health and Well-Being

Health Care: They compete in oral care, feminine care, and pharmaceuticals andpersonal health. In oral care, there are several global competitors in the market,and theyhave the number two market share position at approximately 20% of theglobal market. They are the global market leader in the feminine care category withabout one-third of the global market share. In pharmaceuticals and personal health,we have approximately one-third of the global bisphosphonates market for the

treatment of osteoporosis under the Actonel brand. They are the market leader innonprescription heartburn medications and in respiratory treatments behindPrilosec OTC and Vicks, respectively.Snacks, Coffee and Pet Care: In snacks, wecompete against both global and local competitors and have a global market shareof approximately 10% in the potato chips market behind our Pringles brand. Theircoffee business competes almost solely in North America,where we hold aleadership position with approximately one-third of the U.S. market, primarilybehind our Folgers brand. They have announced plans to separate our coffeebusiness and merge it with The J. M. Smucker Company in a transaction that isexpected to close in the second quarter of fiscal 2009. In pet care, they compete inseveral markets around the globe in the premium pet care segment,behind theIams and Eukanuba brands. The vast majority of their pet care business is in North

America, where they have about a 10% shareof the market.

Household Care

Fabric Care and Home Care: This segment is comprised of a variety of fabric careproducts, including laundry cleaning products and fabric conditioners; home careproducts, including dish care, surface cleaners and air fresheners; and batteries. Infabric care, they generally have the number one or number two share position inthe markets in which we compete and are the global market leader, withapproximately one-third of the global market share. Their global home care marketshare is about 20% across the categories in which they compete. In batteries, wecompete primarily behind the Duracell brand and have over 40% of the global

alkaline battery market share.Baby Care and Family Care: In baby care, theycompete primarily in diapers, training pants and baby wipes, with over one-third ofthe global market share. They are the number one or number two baby carecompetitor in most of the key markets in which they compete,primarily behindPampers, the Companys largest brand, with annual net sales of approximately $8billion.

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Global Operations

Market Development Organization

MDO is responsible for developing go-to-market plans at the local level. The MDOincludes dedicated retail customer, trade channel and country-specific teams. It isorganized along seven geographic regions:

North America, Western Europe, Northeast Asia, Central & Eastern Europe/MiddleEast/Africa, Latin America, ASEAN/Australia/India and Greater China.

GBS provides technology, processes and standard data tools to enablethe GBUs and

the MDO to better understand the business and better serve consumers andcustomers. The GBS organization is responsible for providing world-class solutionsat a low cost and with minimal capital investment.

Strategic Focus

P&G is focused on strategies that it believes are right for the long-term health of theCompany and will increase returns for shareholders.

The Companys annual financial targets are:

Organic sales growth of 4% to 6%. This is comprised of:

3% to 5% pre-Gillette organic sales growth target, plus

1% of growth acceleration behind revenue synergies associated with the Gilletteacquisition.

Diluted net earnings per share (EPS) growth of 10% or better,excluding the netimpact of Gillette dilution.

Free cash flow productivity of 90% or greater (defined as the ratio of operatingcash flow less capital expenditures to net earnings).

Capital spending at or below 4% of net sales annually.

In order to achieve these targets, we focus on our core strengths of consumerunderstanding, branding, innovation, go-to-market capability

and global scale and scope against the following growth areas:

Grow our leading brands in our biggest markets and with our winning customers.

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Shift our portfolio mix to faster-growing businesses with higher gross margins thatare less asset-intensive.

Grow disproportionately in developing markets and with value consciousconsumers.

To sustain consistent and reliable sales and earnings growth in line with ourfinancial targets, we have identified four key enablers:

Building a diversified and balanced portfolio of businesses, brands andgeographies to deliver consistent, reliable top- and bottom-line growth. Theirportfolio of businesses provides a unique combination of stability, scale and growth.

They compete primarily in 22 global product categories and are a market leader inover two-thirds of these categories. In addition, their portfolio includes

24 brands that generate over $1 billion in annual sales and 20 brands that generate

between $500 million and $1 billion in annual sales. Combined, these 44 brandsaccount for 85% or more of their sales and profits. These brands are platforms forfuture innovations that will drive sales growth, expand categories for retailcustomers and differentiate brands in the minds of consumers. Their geographicportfolio includes a healthy balance of developed and developing marketbusinesses. Approximately 40% of sales are generated from the United States, ourhome market, and developing markets account for approximately 30% of sales.

Investing in innovation and core P&G capabilities and strengths to enable us toreach more of the worlds consumers with quality, affordable products. This includes

expanding our presence in markets and reaching more consumers where we areunderrepresented,including value-conscious consumers.

Leveraging the Companys organizational structure to drive clear focus,accountability and improved go-to-market capability.

The GBU organizations leverage their consumer understanding to develop theoverall strategy for our brands. They identify common consumer needs, developnew products and build our brandsthrough effective marketing innovations andproduct upgrades.

The GBU is focused on winning the second moment of truth

when the consumer uses the product and evaluates how well the product meets hisor her expectations.

The MDO develops go-to-market plans at the local level, leveraging theirunderstanding of the local consumers and customers.

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The MDO is focused on winning the first moment of truth

when a consumer stands in front of the shelf and chooses a product from among

many competitive offerings.

Global Business Services operates as the back office for the GBUs and theMDO, providing cost-effective world-class technology, processes and standard datatools to better understand the business and better serve consumers and customers.GBS personnel, or highly efficient and effective third-party partners, provide theseservices.

Focusing on cost improvement and cash productivity. Each organization isevaluated on its ability to support the Companys financial goals and increase totalshareholder return. This includes an evaluation of net sales growth, earningsgrowth, profit margin expansion and cash productivity. Our organizations areevaluated on their ability to generate cash, for example, by increasing productivity,Improving capacity utilization, meeting capital spending targets and reducingworking capital required to run the business.

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RESULTS OF OPERATIONS

Net Sales

Net sales increased 9% in 2008 to $83.5 billion behind 4% unit volume growth, afavorable 5% foreign exchange impact and a positive 1% pricing impact. Favorableforeign exchange resulted primarily from the strengthening of European and othercurrencies relative to the U.S. dollar. Price increases were taken across a number ofour businesses primarily to offset higher commodity costs. Mix had a negative 1%impact on net sales primarily due to disproportionate growth in developing regions,where selling prices are below the Company average. Each reportable segmentposted year-on-year volume growth, with mid-single-digit growth in Fabric Care andHome Care, Baby Care and Family Care, Grooming and Health Care and low-single-digit growth in Beauty and Snacks, Coffee and Pet Care. Each geographic regionposted year-on-year volume growth except Western Europe, which was down low-

single digits due to the impact of divestitures.Excluding the impact of acquisitionsand divestitures, every geographic region delivered year-on-year volume growth.Volume grew primarily behind initiative activity on key brands and continueddouble-digit growth in developing regions. Organic sales increased 5% behindorganic volume growth of 5%, which excludes the impact of acquisitions anddivestitures. Each reportable segment posted year-on-yearorganic sales andorganic volume growth.

Net sales increased 12% in 2007 to $76.5 billion. Sales were up behind 9% unitvolume growth, including the impact of an extra three months of Gillette results in

2007. Organic volume increased 5%. Developing regions continued to lead thegrowth with double-digit increases for the year. All reportable segments increasedorganic volume for the year except the Snacks, Coffee and Pet Care segment.Higher pricing, primarily in coffee and Health Care, contributed 1% to sales growth.

Product mix had no net impact on sales as a more premium product mix driven bythe additional three months of Gillette results in 2007 was offset by the negativemix impact of disproportionate growth in developing markets, where the averageunit sales price is lower than the Company average. Favorable foreign exchangecontributed 2% to net sales growth. Organic sales increased 5% versus 2006 witheach reportable segment posting year-on-year growth.

Management and staff

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Current members of theboard of directors of Procter & Gamble are: Alan Lafley,Clayton Daley Jr., Charles Lee, Ralph Snyderman M.D., Margaret Whitman, W. J.McNerney Jr., Lynn Martin, Johnathan Rodgers, Ernesto Zedillo, Scott Cook, Rajat Gupta,

Patricia Woertz, and Kenneth Chenault.

In 2007, the P&G's Canadian division was named one ofCanada's Top 100 Employers,as published in Maclean's magazine, the only consumer products company to receivethis honor.

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http://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Alan_Lafleyhttp://en.wikipedia.org/w/index.php?title=Clayton_Daley_Jr.&action=edit&redlink=1http://en.wikipedia.org/wiki/Charles_Leehttp://en.wikipedia.org/wiki/Margaret_Whitmanhttp://en.wikipedia.org/w/index.php?title=W._J._McNerney_Jr.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=W._J._McNerney_Jr.&action=edit&redlink=1http://en.wikipedia.org/wiki/Lynn_Martinhttp://en.wikipedia.org/w/index.php?title=Johnathan_Rodgers&action=edit&redlink=1http://en.wikipedia.org/wiki/Ernesto_Zedillohttp://en.wikipedia.org/wiki/Scott_Cookhttp://en.wikipedia.org/wiki/Rajat_Guptahttp://en.wikipedia.org/wiki/Patricia_Woertzhttp://en.wikipedia.org/wiki/Kenneth_Chenaulthttp://en.wikipedia.org/wiki/Canada's_Top_100_Employershttp://en.wikipedia.org/wiki/Maclean'shttp://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Alan_Lafleyhttp://en.wikipedia.org/w/index.php?title=Clayton_Daley_Jr.&action=edit&redlink=1http://en.wikipedia.org/wiki/Charles_Leehttp://en.wikipedia.org/wiki/Margaret_Whitmanhttp://en.wikipedia.org/w/index.php?title=W._J._McNerney_Jr.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=W._J._McNerney_Jr.&action=edit&redlink=1http://en.wikipedia.org/wiki/Lynn_Martinhttp://en.wikipedia.org/w/index.php?title=Johnathan_Rodgers&action=edit&redlink=1http://en.wikipedia.org/wiki/Ernesto_Zedillohttp://en.wikipedia.org/wiki/Scott_Cookhttp://en.wikipedia.org/wiki/Rajat_Guptahttp://en.wikipedia.org/wiki/Patricia_Woertzhttp://en.wikipedia.org/wiki/Kenneth_Chenaulthttp://en.wikipedia.org/wiki/Canada's_Top_100_Employershttp://en.wikipedia.org/wiki/Maclean's


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Procter & Gamble brands

24 of P&G'sbrands have more than a billion dollars in net annual sales and another

18 have sales between $500 million and $1 billion.

Billion dollar brands

Always is a brand offeminine hygiene products, including maxi pads,pantiliners(sometimes called Alldays), and feminine wipes.

Ariel is a brand of washing powder/liquid, available in numerous forms andscents.

Actonel is brand of Osteoporosis drug Risedronate co marketed by Sanofi-Aventis.

Bounty is a brand ofpaper towel sold in the United States, Canada and theUnited Kingdom

Braun is a small-appliances manufacturer specializing in electric razors,coffeemakers, toasters, and blenders.

Crest is a brand oftoothpaste.

Dawn is a brand of dishwashing detergent.

Downy/Lenoris a brand of fabric softener.

Duracell is a brand of batteries and flashlights.

Fusion is a brand of mens wet shave razors, and is the quickest P&G brand tohave reached $1 billion in annual sales

Gain is a brand of laundry detergent and fabric softeners.

Gillette is a safety razormanufacturer.

Head & Shoulders is a brand of shampoo.

High Endurance is a deodorant by Old Spice

Ivory is a soap

Nice 'n Easy is a hair color product.

Olay is a brand of women's skin care products.

Oral-B is a brand of toothbrush.

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http://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Always_(brand)http://en.wikipedia.org/wiki/Feminine_hygienehttp://en.wikipedia.org/wiki/Sanitary_napkinhttp://en.wikipedia.org/wiki/Pantilinershttp://en.wikipedia.org/w/index.php?title=Feminine_wipe&action=edit&redlink=1http://en.wikipedia.org/wiki/Ariel_(laundry)http://en.wikipedia.org/wiki/Actonelhttp://en.wikipedia.org/wiki/Sanofi-Aventishttp://en.wikipedia.org/wiki/Sanofi-Aventishttp://en.wikipedia.org/wiki/Bounty_(brand)http://en.wikipedia.org/wiki/Paper_towelhttp://en.wikipedia.org/wiki/Braun_(company)http://en.wikipedia.org/wiki/Crest_(toothpaste)http://en.wikipedia.org/wiki/Toothpastehttp://en.wikipedia.org/w/index.php?title=Dawn_Dishwashing_Liquid&action=edit&redlink=1http://en.wikipedia.org/wiki/Downyhttp://en.wikipedia.org/wiki/Duracellhttp://en.wikipedia.org/wiki/Laundry_detergenthttp://en.wikipedia.org/wiki/Global_Gillettehttp://en.wikipedia.org/wiki/Safety_razorhttp://en.wikipedia.org/wiki/Head_&_Shouldershttp://en.wikipedia.org/w/index.php?title=High_Endurance&action=edit&redlink=1http://en.wikipedia.org/wiki/Old_Spicehttp://en.wikipedia.org/wiki/Ivory_(soap)http://en.wikipedia.org/wiki/Nice_%E2%80%98n_Easyhttp://en.wikipedia.org/wiki/Olayhttp://en.wikipedia.org/wiki/Oral-Bhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Always_(brand)http://en.wikipedia.org/wiki/Feminine_hygienehttp://en.wikipedia.org/wiki/Sanitary_napkinhttp://en.wikipedia.org/wiki/Pantilinershttp://en.wikipedia.org/w/index.php?title=Feminine_wipe&action=edit&redlink=1http://en.wikipedia.org/wiki/Ariel_(laundry)http://en.wikipedia.org/wiki/Actonelhttp://en.wikipedia.org/wiki/Sanofi-Aventishttp://en.wikipedia.org/wiki/Sanofi-Aventishttp://en.wikipedia.org/wiki/Bounty_(brand)http://en.wikipedia.org/wiki/Paper_towelhttp://en.wikipedia.org/wiki/Braun_(company)http://en.wikipedia.org/wiki/Crest_(toothpaste)http://en.wikipedia.org/wiki/Toothpastehttp://en.wikipedia.org/w/index.php?title=Dawn_Dishwashing_Liquid&action=edit&redlink=1http://en.wikipedia.org/wiki/Downyhttp://en.wikipedia.org/wiki/Duracellhttp://en.wikipedia.org/wiki/Laundry_detergenthttp://en.wikipedia.org/wiki/Global_Gillettehttp://en.wikipedia.org/wiki/Safety_razorhttp://en.wikipedia.org/wiki/Head_&_Shouldershttp://en.wikipedia.org/w/index.php?title=High_Endurance&action=edit&redlink=1http://en.wikipedia.org/wiki/Old_Spicehttp://en.wikipedia.org/wiki/Ivory_(soap)http://en.wikipedia.org/wiki/Nice_%E2%80%98n_Easyhttp://en.wikipedia.org/wiki/Olayhttp://en.wikipedia.org/wiki/Oral-B


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Pampers is a brand of disposable diapers

Pantene is a brand of haircare.

Prilosec OTC is a brand of heartburn medicine co-marketed by AstraZeneca.

Pringles is a famous brand of potato chips.

Puffs is a type of facial tissue.

Secret is a deodorant

Tide is a brand of laundry detergent.

Vicks is a brand of over-the-counter medicines

Wella is a brand of hair care (shampoo, conditioner, styling, hair color).

Whisperis a brand of pantyliners

Manufacturing

Procter & Gamble manufactures its products across the globe. Manufacturingoperations are based in the following geographies

US

Canada

Latin America

Europe

China (31 wholly-owned factories) and other parts of Asia

Africa

P&G LOGO

The company received unwanted media publicity in the 1980s when an urban legend spread thattheir previous corporate logo was a Satanic symbol. The accusation is based on a particularpassage in the Bible, specifically Revelation 12:1, which states: "And there appeared a greatwonder in heaven; a woman clothed with the sun, and the moon under her feet, and upon herhead a crown of twelve stars." Since P&G's logo consists of a man's face on a moon surroundedby thirteen stars, some have claimed that the logo is a mockery of the heavenly symbol alluded

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http://en.wikipedia.org/wiki/Pampershttp://en.wikipedia.org/wiki/Diapershttp://en.wikipedia.org/wiki/Pantenehttp://en.wikipedia.org/wiki/Prilosec_OTChttp://en.wikipedia.org/wiki/AstraZenecahttp://en.wikipedia.org/wiki/Pringleshttp://en.wikipedia.org/wiki/Puffshttp://en.wikipedia.org/wiki/Secrethttp://en.wikipedia.org/wiki/Tide_(detergent)http://en.wikipedia.org/wiki/Vickshttp://en.wikipedia.org/wiki/Wellahttp://en.wikipedia.org/wiki/Whisperhttp://en.wikipedia.org/wiki/Urban_legendhttp://en.wikipedia.org/wiki/Satanismhttp://en.wikipedia.org/wiki/Biblehttp://en.wikipedia.org/wiki/Book_of_Revelationhttp://en.wikipedia.org/wiki/Woman_of_the_Apocalypsehttp://en.wikipedia.org/wiki/Pampershttp://en.wikipedia.org/wiki/Diapershttp://en.wikipedia.org/wiki/Pantenehttp://en.wikipedia.org/wiki/Prilosec_OTChttp://en.wikipedia.org/wiki/AstraZenecahttp://en.wikipedia.org/wiki/Pringleshttp://en.wikipedia.org/wiki/Puffshttp://en.wikipedia.org/wiki/Secrethttp://en.wikipedia.org/wiki/Tide_(detergent)http://en.wikipedia.org/wiki/Vickshttp://en.wikipedia.org/wiki/Wellahttp://en.wikipedia.org/wiki/Whisperhttp://en.wikipedia.org/wiki/Urban_legendhttp://en.wikipedia.org/wiki/Satanismhttp://en.wikipedia.org/wiki/Biblehttp://en.wikipedia.org/wiki/Book_of_Revelationhttp://en.wikipedia.org/wiki/Woman_of_the_Apocalypse


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to in the aforementioned verse, and hence the logo is Satanic. Where the beard meets thesurrounding circle, a mirror image of the number666can be seen when viewed from inside thelogo, and this has been interpreted as the reflected number of the beast, again linked to Satanism.

Also, there are two horns like a lamb that are said to represent the false prophet. Theseinterpretations have been denied by company officials, and no evidence linking the company tothe Church of Satan or any other occult organization has ever been presented. The company hassued and attempted to sue a number of companies like Amway and individuals who have spreadrumors of this type, in some instances because they sell competitive products and have spreadsuch rumors for the purpose of tarnishing P&G's image to increase sales of their own brands.

As stated in one of the resulting lawsuits, the logo originated in 1851 as the symbol for their Starbrand of candles. It was later altered to show the man in the moon overlooking 13 stars, whichwere meant to commemorate the original 13 colonies.[17]

An example of one such rumor was the fabricated account that the president of P&G hadappeared on a Saturday edition ofThe Phil Donahue Show. He declared that he was a Satanistand that the company's logo was Satanic. This rumor circulated despite the facts that thecompany's president has never made such a statement in public, had never appeared on PhilDonahue's show, and that Donahue's show never ran on Saturdays. Later variations of this rumorreplaced the Donahue show with Geraldo Rivera's show.[18]

However, the continuous media coverage prompted P&G to adopt an entirely new logoconsisting of just the letters P&G. In television commercials in China, the former P&G logo stillappears at the end of each commercial, and up until 2004, it appeared at the end of eachcommercial in Japan.

Original Logo

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http://en.wikipedia.org/wiki/666_(number)http://en.wikipedia.org/wiki/666_(number)http://en.wikipedia.org/wiki/Number_of_the_beasthttp://en.wikipedia.org/wiki/Church_of_Satanhttp://en.wikipedia.org/wiki/Amwayhttp://en.wikipedia.org/wiki/13_colonieshttp://en.wikipedia.org/wiki/The_Phil_Donahue_Showhttp://en.wikipedia.org/wiki/Satanisthttp://en.wikipedia.org/wiki/Phil_Donahuehttp://en.wikipedia.org/wiki/Phil_Donahuehttp://en.wikipedia.org/wiki/Geraldo_Riverahttp://en.wikipedia.org/wiki/666_(number)http://en.wikipedia.org/wiki/Number_of_the_beasthttp://en.wikipedia.org/wiki/Church_of_Satanhttp://en.wikipedia.org/wiki/Amwayhttp://en.wikipedia.org/wiki/13_colonieshttp://en.wikipedia.org/wiki/The_Phil_Donahue_Showhttp://en.wikipedia.org/wiki/Satanisthttp://en.wikipedia.org/wiki/Phil_Donahuehttp://en.wikipedia.org/wiki/Phil_Donahuehttp://en.wikipedia.org/wiki/Geraldo_Rivera


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New Logo

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INDUSTRY PROFILE

What are Fast Moving Consumer Goods (FMCG)?Products which have a quick turnover, and relatively low cost are known as FastMoving Consumer Goods (FMCG). FMCG products are those that get replaced withina year. Examples of FMCG generally include a wide range of frequently purchasedconsumer products such as toiletries, soap, cosmetics, tooth cleaning products,shaving products and detergents, as well as other non-durables such as glassware,bulbs, batteries, paper products, and plastic goods. FMCG may also includepharmaceuticals, consumer electronics, packaged food products, soft drinks, tissuepaper, and chocolate bars.

A subset of FMCGs are Fast Moving Consumer Electronics which include innovativeelectronic products such as mobile phones, MP3 players, digital cameras, GPS

Systems and Laptops. These are replaced more frequently than other electronicproducts.

White goods in FMCG refer to household electronic items such as Refrigerators,T.Vs, Music Systems, etc.

In 2005, the Rs. 48,000-crore FMCG segment was one of the fast growing industriesin India. According to the AC Nielsen India study, the industry grew 5.3% in valuebetween 2004 and 2005.

Indian FMCG Sector

The Indian FMCG sector is the fourth largest in the economy and has a market sizeof US$13.1 billion. Well-established distribution networks, as well as intensecompetition between the organised and unorganised segments are thecharacteristics of this sector. FMCG in India has a strong and competitive MNCpresence across the entire value chain. It has been predicted that the FMCG marketwill reach to US$ 33.4 billion in 2015 from US $ billion 11.6 in 2003. The middleclass and the rural segments of the Indian population are the most promisingmarket for FMCG, and give brand makers the opportunity to convert them tobranded products. Most of the product categories like jams, toothpaste, skin care,shampoos, etc, in India, have low per capita consumption as well as low penetrationlevel, but the potential for growth is huge.

The Indian Economy is surging ahead by leaps and bounds, keeping pace with rapid

urbanization, increased literacy levels, and rising per capita income.

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Source: Naukrihub.com

The companies mentioned in Exhibit I, are the leaders in their respective sectors.

The personal care category has the largest number of brands, i.e., 21, inclusive ofLux, Lifebuoy, Fair and Lovely, Vicks, and Ponds. There are 11 HLL brands in the21, aggregating Rs. 3,799 crore or 54% of the personal care category. Cigarettesaccount for 17% of the top 100 FMCG sales, and just below the personal carecategory. ITC alone accounts for 60% volume market share and 70% by value of allfilter cigarettes in India.

The foods category in FMCG is gaining popularity with a swing of launches by HLL,ITC, Godrej, and others. This category has 18 major brands, aggregating Rs. 4,637crore. Nestle and Amul slug it out in the powders segment. The food category hasalso seen innovations like softies in ice creams, chapattis by HLL, ready to eat riceby HLL and pizzas by both GCMMF and Godrej Pillsbury. This category seems to

have faster development than the stagnating personal care category. Amul, India'slargest foods company, has a good presence in the food category with its ice-creams, curd, milk, butter, cheese, and so on. Britannia also ranks in the top 100FMCG brands, dominates the biscuits category and has launched a series ofproducts at various prices.

In the household care category (like mosquito repellents), Godrej and Reckitt aretwo players. Goodknight from Godrej, is worth above Rs 217 crore, followed byReckitt's Mortein at Rs 149 crore. In the shampoo category, HLL's Clinic and Sunsilkmake it to the top 100, although P&G's Head and Shoulders and Pantene are alsotrying hard to be positioned on top. Clinic is nearly double the size of Sunsilk.

Dabur is among the top five FMCG companies in India and is a herbal specialist.

With a turnover of Rs. 19 billion (approx. US$ 420 million) in 2005-2006, Dabur hasbrands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. AsianPaints is enjoying a formidable presence in the Indian sub-continent, SoutheastAsia, Far East, Middle East, South Pacific, Caribbean, Africa and Europe. Asian Paintsis India's largest paint company, with a turnover of Rs.22.6 billion (around USD 513million). Forbes Global magazine, USA, ranked Asian Paints among the 200 BestSmall Companies in the World

Cadbury India is the market leader in the chocolate confectionery market with a70% market share and is ranked number two in the total food drinks market. Itspopular brands include Cadbury's Dairy Milk, 5 Star, Eclairs, and Gems. The Rs.15.6billion (USD 380 Million) Marico is a leading Indian group in consumer products and

services in the Global Beauty and Wellness space.

Outlook

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There is a huge growth potential for all the FMCG companies as the per capitaconsumption of almost all products in the country is amis amongst the lowest in theworld. Again the demand or prospect could be increased further if these companies

can change the consumer's mindset and offer new generation products. Earlier,Indian consumers were using non-branded apparel, but today, clothes of differentbrands are available and the same consumers are willing to pay more for brandedquality clothes. It's the quality, promotion and innovation of products, which candrive many sectors.

The personal care sector of P&G is considered for this project.The Pantene shampoois taken as a representative of this sector and it will be further analyzed on thevarios parameters.

First of all let us have a look at the various competitors of P&G in this sector andthat too in the shampoo product line

The Brand that is selected for this analytical report isPantene.We will analyze thevarious competitors of P&G in the personal care segment.Some of them areHindustan Unilever Ltd, Colgate Palmolive,ITC,Marico Industries,Dabur, For everycompany we have discussed only one product from the Hair Care segment in detail.

UNILEVER

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Unilever is a multi-national corporation, formed ofAnglo-Dutch parentage that ownsmany of the world's consumer productbrands in foods,beverages, cleaning agents andpersonal care products. Unilever employs nearly 180,000 people[1] and had a worldwiderevenue of almost40 billion in 2005.

Unilever is a dual-listed company consisting of Unilever NV in Rotterdam,Netherlandsand Unilever PLC in London, England. This arrangement is similar to that ofReedElsevier, and that ofRoyal Dutch Shell prior to their unified structure. Both Unilevercompanies have the same directors and effectively operate as a single business.

The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschowwhile Patrick Cescau is Group Chief Executive, who will retire at the end of 2008. MrPaul Polman will succeed Patrick Cescau as Group Chief Executive. The company iswidely listed on the world's stock exchanges

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http://en.wikipedia.org/wiki/Multi-national_corporationhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Consumer_producthttp://en.wikipedia.org/wiki/Brand_nameshttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Beveragehttp://en.wikipedia.org/wiki/Cleaning_agenthttp://en.wikipedia.org/wiki/Personal_care_productshttp://en.wikipedia.org/wiki/Eurohttp://en.wikipedia.org/wiki/Dual-listed_companyhttp://en.wikipedia.org/wiki/Rotterdamhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Reed_Elsevierhttp://en.wikipedia.org/wiki/Reed_Elsevierhttp://en.wikipedia.org/wiki/Royal_Dutch_Shellhttp://en.wikipedia.org/wiki/Michael_Treschowhttp://en.wikipedia.org/wiki/Multi-national_corporationhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Consumer_producthttp://en.wikipedia.org/wiki/Brand_nameshttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Beveragehttp://en.wikipedia.org/wiki/Cleaning_agenthttp://en.wikipedia.org/wiki/Personal_care_productshttp://en.wikipedia.org/wiki/Eurohttp://en.wikipedia.org/wiki/Dual-listed_companyhttp://en.wikipedia.org/wiki/Rotterdamhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Reed_Elsevierhttp://en.wikipedia.org/wiki/Reed_Elsevierhttp://en.wikipedia.org/wiki/Royal_Dutch_Shellhttp://en.wikipedia.org/wiki/Michael_Treschow


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History

Unilever was created in 1930 by the merger of British soapmakerLever Brothers

and Dutch margarine producer Margarine Unie, a logical merger as palm oil was amajor raw material for both margarines and soaps and could be imported moreefficiently in larger quantities.

In the 1930s the business of Unilever grew and new ventures were launched inLatin America. In 1972 Unilever purchased A&W Restaurants' Canadian division butsold its shares through a management buyout to former A&W Food Services ofCanada CEO Jeffrey Mooney in July 1995.[4] By 1980 soap and edible fats contributed

just 40% of profits, compared with an original 90%. In 1984 the company boughtthe brand Brooke Bond (maker ofPG Tips tea).

In 1987 Unilever strengthened its position in the world skin care market byacquiring Chesebrough-Ponds, the maker ofRag, Pond's, Aqua-Net, Cutex NailPolish, Pepsodent toothpaste, and Vaseline. In 1989 Unilever bought Calvin KleinCosmetics, Faberg, and Elizabeth Arden, but the latter was later sold (in 2000) toFFI Fragrances. [5]

In 1996 Unilever purchased Helene Curtis Industries, giving the company "apowerful new presence in the United States shampoo and deodorant market". [6]

The purchase brought Unilever the Suave and Finesse hair-care product brands andDegree deodorant brand. [7]

In 2000 the company absorbed the American business Best Foods, strengthening itspresence in North America and extending its portfolio of foods brands. In a singleday in April 2000, it bought, ironically, both Ben & Jerry's, known for its calorie-rich

ice creams, and Slim Fast.

The company is fully multinational with operating companies and factories on everycontinent (except Antarctica) and research laboratories at Colworth and PortSunlight in England; Vlaardingen in the Netherlands;Trumbull, Connecticut, andEnglewood Cliffs, New Jersey in the United States; Bangalore in IndiaPakistan; andShanghai in China.Its Indian arm is known as Hindustan Unilever Ltd.

Hindustan Unilever Ltd.

Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan LeverLimited , is India's largest consumer products company and was formed in 1933 as

Lever Brothers India Limited. It is currently headquartered in Mumbai, India and its41,000 employees are headed by Harish Manwani, the non-executive chairman of theboard. HUL is the market leader in Indian products such as tea, soaps, detergents, asits products have become daily household name in India. The Anglo-Dutch companyUnileverowns a majority stake in Hindustan Unilever Limited.

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http://en.wikipedia.org/wiki/Soaphttp://en.wikipedia.org/wiki/Lever_Brothershttp://en.wikipedia.org/wiki/Margarinehttp://en.wikipedia.org/wiki/Margarine_Uniehttp://en.wikipedia.org/wiki/Palm_oilhttp://en.wikipedia.org/wiki/Latin_Americahttp://en.wikipedia.org/wiki/A&W_(Canada)http://en.wikipedia.org/wiki/Brooke_Bondhttp://en.wikipedia.org/wiki/PG_Tipshttp://en.wikipedia.org/wiki/Rag%C3%BAhttp://en.wikipedia.org/wiki/Pond's_Creamshttp://en.wikipedia.org/wiki/Pepsodenthttp://en.wikipedia.org/wiki/Vaselinehttp://en.wikipedia.org/wiki/Faberg%C3%A9_(cosmetics)http://en.wikipedia.org/wiki/Elizabeth_Ardenhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Best_Foodshttp://en.wikipedia.org/wiki/Ben_&_Jerry'shttp://en.wikipedia.org/wiki/Slim_Fasthttp://en.wikipedia.org/wiki/Colworth_Househttp://en.wikipedia.org/wiki/Port_Sunlighthttp://en.wikipedia.org/wiki/Port_Sunlighthttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Vlaardingenhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Trumbull,_Connecticuthttp://en.wikipedia.org/wiki/Englewood_Cliffs,_New_Jerseyhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Shanghaihttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Harish_Manwanihttp://en.wikipedia.org/wiki/Teahttp://en.wikipedia.org/wiki/Soapshttp://en.wikipedia.org/wiki/Detergentshttp://en.wikipedia.org/wiki/Great_Britainhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Unileverhttp://en.wikipedia.org/wiki/Soaphttp://en.wikipedia.org/wiki/Lever_Brothershttp://en.wikipedia.org/wiki/Margarinehttp://en.wikipedia.org/wiki/Margarine_Uniehttp://en.wikipedia.org/wiki/Palm_oilhttp://en.wikipedia.org/wiki/Latin_Americahttp://en.wikipedia.org/wiki/A&W_(Canada)http://en.wikipedia.org/wiki/Brooke_Bondhttp://en.wikipedia.org/wiki/PG_Tipshttp://en.wikipedia.org/wiki/Rag%C3%BAhttp://en.wikipedia.org/wiki/Pond's_Creamshttp://en.wikipedia.org/wiki/Pepsodenthttp://en.wikipedia.org/wiki/Vaselinehttp://en.wikipedia.org/wiki/Faberg%C3%A9_(cosmetics)http://en.wikipedia.org/wiki/Elizabeth_Ardenhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Best_Foodshttp://en.wikipedia.org/wiki/Ben_&_Jerry'shttp://en.wikipedia.org/wiki/Slim_Fasthttp://en.wikipedia.org/wiki/Colworth_Househttp://en.wikipedia.org/wiki/Port_Sunlighthttp://en.wikipedia.org/wiki/Port_Sunlighthttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Vlaardingenhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Trumbull,_Connecticuthttp://en.wikipedia.org/wiki/Englewood_Cliffs,_New_Jerseyhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Shanghaihttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Harish_Manwanihttp://en.wikipedia.org/wiki/Teahttp://en.wikipedia.org/wiki/Soapshttp://en.wikipedia.org/wiki/Detergentshttp://en.wikipedia.org/wiki/Great_Britainhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Unilever


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The company was renamed in late June 2007 "Hindustan Unilever Limited".

Introduction

. The company focuses on efficient delivery to consumers with an improved supplychain, brand building initiatives and innovation, which has helped the company tosustain its leadership position in the overall FMCG category in India.

It offers foods, beverages, home care, and personal care products. Its operationsare divided into seven reportable divisions: soaps and detergents, personalproducts, beverages, foods, ice creams, exports, and other operations.

The company derives 44.3% of its revenues from soaps and detergents, 26.6% frompersonal care products, 10.5% from beverages, and the rest from foods, ice creams,exports, and other products.

Brands in the Personal Care category

The personal care product family or category is further sub-divided into sevencategories:

Personal Wash:

Lux

Liril

Hamam

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Lifebuoy

Breeze

Dove

Rexona

Pears

Laundry:

Surf Excel

Rin

Wheel

Sunlight

Hair Care:

Sunsilk Naturals

Clinic

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Deoderants:

Axe

Rexona

Skin Care:

Fair & Lovely

Ponds

Aviance

Vaseline

Oral Care:

Pepsodent

Close Up

Cosmetics:

Lakme

Sunsilk

Launched in 1964, Sunsilk is the largest beauty shampoo brand in the country.Positioned as the 'Hair Expert', Sunsilk has identified different hair needs and offers

the consumer a shampoo that gives her the desired results.

The benefits are more compelling and relevant since the variants are harmonised interms of the product mix - fragrance, colour and ingredients are all well linked tocue the overall synergy. The range comes in premium packaging and design. Theaccent is on "It knows you, and hence knows exactly what your hair needs".

brand ofhair care products for women produced by the Unilevergroup. It waslaunched in 1954 in the United Kingdom. By 1959, it was available in eighteendifferent countries worldwide. Currently, Sunsilk products are available in over 50countries throughout Asia, The Middle East,North Africa and Latin America, where isknown as Sedal. In Brazil, this brand is known as Seda.

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Old Campaign

In the early years, Sunsilk focused much of its marketing attention on gaininginternational presence. To do this, they targeted different market segments orcountries with specialized products designed to address hair "issues" of eachculture. For example in the UK, the core benefit in the 1960s was shiny hair.

High interest internationally led to a dramatic decline in support in the UnitedStates and UK. Because of this, many years went by with little or no advertisingwhich caused the brand to be viewed as targeted at older women. Although thiswas not Sunsilk's intention the outcome was inevitable.

During the 1980s a push viewed by many Unilever insiders as "last-ditch" was madeto revitalize the brand in Australia followed by other countries [1]. The advertisingfeatured Beverly Hills stylist Dusty Fleming and although this was successful inAustralia the impact on the brand in the UK was catastrophic. By 1991 the formerNo1 shampoo product was delisted in the UK.

Because of the brand loyalty among older users, combined with almost a generationof non-use, Sunsilk found it very difficult to gain market share and attract a youngeraudience.

A new campaign was launched to recruit younger users. To do this, products alsoneeded rejuvenating. Sunsilk decided that in addition to segmenting marketscountry by country, they should also segment by hair type within each market. Thenew products focused on hair color, texture, feeling, dryness, etc. The updated

Sunsilk campaign, "Get Hairapy", followed the same strategy, marking a bold movetowards users in their 20s and upwards said to be in their "quarter-life crisis". Thetarget audience was also defined as single, fashion-conscious, working women whoeconomized when looking good: women "on-the-go".

The new product lines, which feature product threesomes include: Anti-Flat, Anti-Poof, Hydra TLC, Straighten-Up, De-Frizz, No Major Issues, ThermaShine, BeyondBrunette Color Boost (Auburn tones and non-highlighted brunette colorers) andBlonde Bombshell (all over blondes and highlighters).

Sunsilk also updated its website to reflect its realigned image. The new site,www.gethairapy.com, became the main focus of the campaign. Commercials and

print ads encouraged direct response via the website which included a "get hairapy"blog.

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The blog is written by "The Hairapy Guys", a trio of young men with "Queer Eye forthe Straight Guy" appeal. The aim of the Hairapy Guys is to act as lifestyle specialistswith thoughts and tips on hair care, dating and other typical twenty-something

issues. The blog tagline is "help you laugh away your hair and life problems". Themyspace account attracts as many as 18,000 subscribers. The Hairapy Guys havealso been incorporated into various television shows such as the Best Week Everwhere they engage in celebrity gossip, Flavor of Love with 30-second promos onthe hairstyles of the would-be girlfriends, and fashion shows on the E! channel.

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Life Can't Wait

Sunsilks latest campaign, Life Cant Wait, aims to inspire women all over the globe

to live their lives to the fullest. To launch Sunsilks campaign the brand unveiledtheir Life Can't Wait advertisement during the Super Bowl XLII on February 3 2008.

The founding idea behind the campaign is that hair can dramatically alter a girlsmood and actions. The philosophy behind it is that by taking appearance into theirown hands, girls are equally taking positive steps towards being more in control oftheir life: Hair On= Life On

The Life Can't Wait campaign features three of the world's most iconic women;Madonna, Shakira and Marilyn Monroe, who all symbolise the power of expression andmaking life happen. Spanning four continents and fifteen countries, the campaignshowcases these universal icons and reveals significant and life-defining momentsin their lives: moments which inspired them to discover themselves, their identities

and their always-evolving styles.

Sunsilk is targeting young women across the world, giving them the opportunity toshare with each other their own life stories fitting the Life Cant Wait theme of howthey have thrown caution to the wind and taken a chance which resulted in a lifechanging experience!

The US were first to launch Life Can't Wait, and have hosted an event where girlswith great hair shared their life can't wait stories. Girls from the USA voted for theirwinner, a DJ from California named Tatiana.

Background to the campaign

Created by DeGrippes Gobe in Paris, the Life Can't Wait campaign was born fromthe global insight that hair, more than any other physical attribute, plays a crucialrole in a girl's power to transform and express herself. Research conducted in sixcountries with 3,000 women revealed the universal truth that twenty-somethingwomen find having "good" hair can be a trigger for seizing opportunities.

The Sunsilk Global Survey was carried out by Sunsilk in Thailand, India, Brazil, USA,Russia and Mexico between August and September 2007. One finding from theresearch was that eight out of ten girls (84%) worldwide had missed out onsomething good such as a pay rise or a blind date because they didnt have theconfidence to act instantly and take risks.

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ITC LIMITED

ITC is one of India's foremost private sector companies with a market capitalisationof nearly US $ 19 billion* and a turnover of over US $ 5.1 Billion. ITC is rated among

the World's Best Big Companies, Asia's 'Fab 50' and the World's Most ReputableCompanies by Forbes magazine, among India's Most Respected Companies byBusinessWorld and among India's Most Valuable Companies by Business Today. ITCranks among India's `10 Most Valuable (Company) Brands', in a study conducted byBrand Finance and published by the Economic Times. ITC also ranks among Asia's50 best performing companies compiled by Business Week.

ITC has a diversified presence in Cigarettes, Hotels, Paperboards & SpecialtyPapers, Packaging, Agri-Business, Packaged Foods & Confectionery, Information

Technology, Branded Apparel, Personal Care, Stationery, Safety Matches and otherFMCG products. While ITC is an outstanding market leader in its traditionalbusinesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is

rapidly gaining market share even in its nascent businesses of Packaged Foods &Confectionery, Branded Apparel, Personal Care and Stationery.

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As one of India's most valuable and respected corporations, ITC is widely perceivedto be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source ofinspiration "a commitment beyond the market". In his own words: "ITC believes that

its aspiration to create enduring value for the nation provides the motive force tosustain growing shareholder value. ITC practices this philosophy by not only drivingeach of its businesses towards international competitiveness but by alsoconsciously contributing to enhancing the competitiveness of the larger value chainof which it is a part."

ITC's diversified status originates from its corporate strategy aimed at creatingmultiple drivers of growth anchored on its time-tested core competencies:unmatched distribution reach, superior brand-building capabilities, effective supplychain management and acknowledged service skills in hoteliering. Over time, thestrategic forays into new businesses are expected to garner a significant share ofthese emerging high-growth markets in India.

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ITC's Agri-Business is one of India's largest exporters of agricultural products. ITC isone of the country's biggest foreign exchange earners (US $ 3.2 billion in the lastdecade). The Company's 'e-Choupal' initiative is enabling Indian agriculture

significantly enhance its competitiveness by empowering Indian farmers throughthe power of the Internet. This transformational strategy, which has already becomethe subject matter of a case study at Harvard Business School, is expected toprogressively create for ITC a huge rural distribution infrastructure, significantlyenhancing the Company's marketing reach.

ITC's wholly owned Information Technology subsidiary, ITC Infotech India Limited, isaggressively pursuing emerging opportunities in providing end-to-end IT solutions,including e-enabled services and business process outsourcing.

ITC's production facilities and hotels have won numerous national and internationalawards for quality, productivity, safety and environment management systems. ITC

was the first company in India to voluntarily seek a corporate governance rating.

ITC employs over 25,000 people at more than 60 locations across India. TheCompany continuously endeavors to enhance its wealth generating capabilities in aglobalising environment to consistently reward more than 3,75,000 shareholders,fulfill the aspirations of its stakeholders and meet societal expectations. This over-arching vision of the company is expressively captured in its corporate positioningstatement: "Enduring Value. For the nation. For the Shareholder."

Brands in Personal Care:

TC launched an exclusive line of prestige fine fragrances under the Essenza Di Willsbrand in mid 2005. The Essenza Di Wills range of perfumes reinforces ITCs traditionof bringing world-class products to Indian consumers to enrich the quality of theirlives.

Essenza Di Wills embodies a fine balance between the classic and the contemporary.The brand personifies exclusivity, innate style, sophistication and magnetism.The Essenza Di Wills line has been developed with the assistance of Frenchperfumery experts to give it the mystique and premium luxury quality that go withthe best of international brands.

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Inizio, the signature range under Essenza Di Willscaptures the very essence of attraction between a manand a woman with its two distinct lines - Inizio Femme

(for women) and Inizio Homme (for men). The women'sfine fragrance revolves around 'Floral Fruity Musky'notes while the men's fine fragrance is centered on'Oriental Woody Fruity' notes. The bath and body careproducts share the same olfactory signature of the finefragrances, to offer a harmonized grooming experience.

he latest addition to the Essenza Di Wills portfolio is the Aqua range for men (AquaHomme) that offers a distinctive and fresh aquatic fragrance. The Aqua rangeincludes an After-Shave Lotion, a Deodorant, a Hair & Body Shampoo and a BathingBar.

Essenza Di Wills has significantly enhanced its brand salience in the lifestyle spaceby being the associate sponsors of the Wills Lifestyle India Fashion Week, thecountry's most premier fashion event that brings together the leading designers ofthe country.

The Essenza Di Wills fashion line, specially designed for the brand by one of Indiasleading designers, Varun Bahl, received high appreciation at the Spring-Summershow in September 2007. Essenza Di Wills is available at Wills Lifestyle stores,select John Players stores and select premium outlets.

In September 2007, ITC launched Fiama Di Wills, a premium

range of personal care products comprising shampoos,conditioner, shower gels and soap. This premium range is aunique blend ofnature and science that promises gentle effectivecare. It is an outcome of 4 years of extensive researc

iama Di Wills Shampoos developed in collaboration with Cosmetech Labs Inc., USA,offers a range of five variants. Each of these is designed to deliver a specific hairbenefit to the consumer :

Everyday Mild (with extracts of Thyme &Juniper) is a gentle caring shampoo suitable fordaily use.

Aqua Balance (with extracts of MagnoliaBlossoms & Watercress) is a gentlemoisturizing shampoo ideal for dry, dull hair.

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Volume Boost (with extracts of Rosemary & Sage) is a gentle volumizing shampooideal for thin, limp hair.

Silky Strong (with oils of Macadamia Nut and Babassu) helps make hair smooth,silky and strong and is ideal for weak, damaged hair.

Shine in Style (with extracts of Chamomile and Green Tea) makes hair shiny andmanageable, easy to style and is ideal for dull to normal hair.

Each of these shampoos can be complemented with Fiama Di WillsPolishing Drops conditioner. This gentle conditioner enriched withAvocado Oil and Burdock extract promises to make hair shiny, softand smooth. It also gives the additional benefits of UV protection asit contains Sunflower Seed extract, which is a natural UV absorber.

The Fiama Di Wills product line also consists of a 3-variant range of transparent

shower gels which are unique as they come with suspended beads:

Mild Dew (enriched with soft beads, peach andavocado extracts) is for soft, moisturized skin.

Clear Springs (enriched with jojoba beads, sea weedand lemongrass extracts) is for clear healthy skin.

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Exotic Dream (enriched with glitter beads, bearberryleaves and black currant extracts) is for stimulatingfreshness.


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The Fiama Di Wills range of soaps has been launched

under the sub - brand SkinSense. The first variant to beintroduced in this range is Soft Green. This is a gentlecaring soap, which helps enhance retention of skinproteins making skin look beautiful and youthful.

Between February and June 2008, ITC expanded its personal care portfolio with thelaunch of Vivel Di Wills and Vivel brands. Vivel Di Wills, a range of soaps, and Vivel,a range of soaps and shampoos, cater to the specific needs of a wide range ofconsumers.

Backed by consumer insights, these ranges offer the unique value proposition ofproviding the multiple benefits of Nourishment, Protection and Hydration in everysingle product. Thus providing, the ever-discerning consumer, complete care.

The Vivel Di Wills range is available in two variants. Its unique carton pack has beendeveloped by ITC's design team to provide a novel consumer experience.

Vivel Di Wills Sheer Radiance is enriched with Olive Oil, toprovide skin lustre to make it radiant.

Vivel Di Wills Sheer Crme is enriched with Shea Butter,to moisturize skin to make it soft and supple.

The Vivel range of soaps is available in four variants:-

Vivel Young Glow is enriched with Vitamin E and FruitInfusions which help in providing youthful glow to the skin.

Vivel Satin Soft is enriched with Vitamin E and Aloe Verawhich help the skin feel beautifully soft.

Vivel Sandal Sparkle is enriched with Sandalwood Oil andActive Clay which helps in providing clear skin.

Vivel Ayurveda Essence is enriched with multiple AyurvedicIngredients which help protect skin from germs and harshenvironment, keeping it healthy and beautiful.

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The Vivel range of shampoos is available in three variants:-

Vivel Shine & Glow is suitable for dull to normal hair

and is enriched with Green Tea Extract andConditioners. It adds shine to hair.

Vivel Soft & Fresh is suitable for dry to normal hairand contains Extra Conditioners and Soya Protein. Itmakes hair soft and fragrant.

Vivel Volume & Bounce is suitable for oily to normalhair and contains Jojoba Oil and Conditioners. It addsvolume and bounce to hair.

In the popular segment, ITC has launched a range of soaps and shampoos under thebrand name Superia.

Superia Soaps enriched with natural ingredients give radiant glowing skin. SuperiaSoaps are available in four variants :

1.

Fragrant Flower: with the fragrance of Rose & LavenderOil

2.

Soft Sandal: with the fragrance of Sandal & Almond Oil

3.

Natural Glow: with Neem & Coconut Oils

4.

Healthy Glow: with Orange Oil

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Superia shampoos with triple conditioners and natural ingredientsbring a natural shine to hair. Superia shampoos are available in twovariants:

Shiny Black with Triple Conditioners and the natural goodness ofHibiscus & Brahmi extracts.

Vibrant Green with Triple Conditioners and the natural goodness ofAmla & Arnica extracts.

Another addition to the Superia shampoo portfolio, Superia MaxiProtect Active Health shampoo contains Dandruff Fighter along withVitamins & Soya Protein. It fights multiple types of dandruff causinggerms and leaves hair & scalp feeling clean & healthy.

DABUR

Dabur India Limited is India's leading FMCG company with

interests in health care, personal care and foods. Dabur has a history of more than

100 years and the company has carved a niche for it self in the field of Ayurvedic

medicines. The products of Dabur are marketed in more than 50 countries

worldwide. The company has 2 major strategic business units (SBU) - Consumer

Care Division (CCD) & Consumer Health Division (CHD), and 3 Subsidiary Groupcompanies - Dabur Foods, Dabur Nepal and Dabur International. Dabur International

has 3 step down subsidiaries - Asian Consumer Care in Bangladesh, African

Consumer Care in Nigeria and Dabur Egypt.

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The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a

health care products manufacturing facility in a small Calcutta pharmacy. In 1896,

as a result of growing popularity of Dabur products, Dr. Burman set up a

manufacturing plant for mass production of formulations. In early 1900s, Dabur

entered the specialized area of nature based Ayurvedic medicines. In 1919, Dabur

established research laboratories to develop scientific processes and quality checks.

In 1936, Dabur became a full-fledged company with the name Dabur India (Dr. S.K.

Burman) Pvt Ltd. Dabur shifted its operations to Delhi in 1972. Dabur became a

Public Limited Company in 1986 and Dabur India Limited came into existence after

reverse merger with Vidogum Limited. In 1992, Dabur entered into a joint venture

with Agrolimen of Spain to manufacture and market confectionary items in India. In

1994, Dabur raised its first IPO. In 1998, day to day running of the company was

handed over to professionals. In 2000, Dabur achieved a turnover of Rs 1000

crores. In 2005, Dabur acquired Balsara. Dabur crossed $ 2 billion market cap in2006.

Some of the well-known brands of Dabur are: Amla Chyawanprash, Hajmola, Lal

Dantmanjan, Nature Care, Pudin Hara, Babool Toothpaste, Hingoli, Dabur Honey,

Lemoneez, Meswak, Odonil, Real, RealActiv and Vatika.

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VATIKA SHAMPOO

The natural shampoo that conditions from deep within, while gently cleansing and

nourishing your hair. Created by the Vatika Expert with a perfect balance of naturalingredients like henna, green almonds and Shikakai. Unlike chemical shampoos thatare harsh, Vatika is mild on your hair, leaving it soft, silky and radiant, with thegentle and caring touch of nature.

More then Vatika basic care,vatika dandruff shampoo is popular.

For persistent dandruff problem, Vatika Anti-Dandruff Shampoo is the naturalchoice. This herbal treatment is completely safe and cures dandruff from within.

Enhancing your hairs natural beauty, without damaging or making it

Vatika Anti - Dandruff Shampoo uses the natural goodness of lemon and henna.Cleaning and curing difficult dandruff, while conditioning the hair to give it body andstrength.

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CAVIN KARE

Success is a journey not a destination. CavinKare began with a young mindchoosing the road less taken. In 1983 with a single product, CavinKare started outas a small partnership firm. The Company that began its journey as Chik India Ltdwas renamed as CavinKare Pvt. Ltd (CKPL) in 1998. With innovative EntrepreneurC.K. Ranganathan at the helm, CavinKare emerged into a successful businessenterprise.

Smart marketing and clear product positioning not only ensured CavinKare's growthbut also helped the company broaden its product portfolio extensively. Thecompany now markets ten major brands. Over the years, CavinKare has achieved acompetitive edge with sound understanding of mass marketing dynamics. The

company offers quality Personal care (hair care, skin care, home care) and Foodproducts borne out of a keen understanding of consumer needs and keeping upcompany's the values of innovation and customer satisfaction.

Today, CavinKare, having established a firm foothold in the national market, isincreasing its popularity in the international arena. A dedicated Research &Development centre, equipped with latest equipment and technologies, constantlysupports the various divisions in their endeavour. The Company, which primarilyrelied on contract manufacturing for many years has now set up its own world classplant at Haridwar to cater to the demand of both domestic and internationalmarket.

CavinKare has touched a turnover of over 5000 million INR in 2007-2008. The

Company has employee strength of 976, an all India network of 1300 Stockistscatering to about 25 lakh outlets nationally. CavinKare's astute professionalism,innovative products and consistent quality are results of its significant corporatepractice.

CHIK SHAMPOO

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Just a mention of Chik Shampoo today gives rise to varied perceptions. To the ruraland semi urban population of India, it is the preferred daily shampoo. To the marketand its players, the second largest selling shampoo in the country. To the

competition, a case study in competitive strategy

In a highly competitive FMCG category that seemed impenetrable to mostmarketers. Chik Shampoo identified a humongous opportunity in rural and semiurban India and created waves with its entry into these markets. Combininginnovative sachet packing, strategic pricing (At Re.1 and 50p) and a strong andmotivated distribution network, Chik Shampoo transformed the very nature ofshampoo packaging and usage.

THE CHIK PROMISE

With a tropical climate round the year, it is indeed a difficult task to maintain hairsoftness and shine. Added to this, tangled hair has come to be the most commoncomplaint to girls and women. The Research and Development team at CavinKarerecognized softness and manageability to be the key issues in the maintenance and

nourishment of hair.

This paved the way for a unique formula Active Double Conditioners that cut

across age, sex and loyalists of other shampoos to adopt Chik Shampoo. Further,

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extensive communication targeted at the rural and semi urban masses showcased

the possibility of soft and manageable hair. The iconic Chik Girl in every Chik

Shampoo commercial tr

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