SDM Institute for Management Development
SUBMITTED TO:
DR. H. GAYATHRI
A Project By:
Abhishek Kumar(9061)
Dilip T P(9074)
Rishad Modi(9086)
Robin Garg(9098)
Sonali Basu(9110)
SDM Institute for Management Development Page 1
Contents
Contents.................................................................................................................2
About HUL..............................................................................................................3
History.................................................................................................................... 6
Product...................................................................................................................7
Price..................................................................................................................... 14
Place..................................................................................................................... 15
Promotion............................................................................................................. 17
SWOT Analysis......................................................................................................23
Ansoff’s Model......................................................................................................25
Segmentation, Targeting and Positioning.............................................................27
Competitor Analysis..............................................................................................29
Recommendations................................................................................................35
Bibliography......................................................................................................... 36
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About HUL
Hindustan Unilever Limited formerly Hindustan Lever Limited,
is a wholly owned subsidiary of Unilever and India’s largest
consumer products company and has an annual turnover of over
Rs 44,476 cores. The Company was incorporated in 1933 but its
products have been sold in India since 1888. In its journey of over
100 years the company has always operated with the singular
belief that ‘what is good for India is good for HUL’. Lever Brothers
India Limited came into being in 1956 as Hindustan Lever Limited
through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co.
Ltd. and United Traders Ltd. It is headquartered in Mumbai, India
and has employee strength of over 15000 employees. The
company was renamed in late 2007 to "Hindustan Unilever
Limited" to provide the optimum balance between maintaining the
heritage of the Company and the future benefits and synergies of
global alignment with the corporate name of "Unilever".
HUL is India's largest Fast Moving Consumer Goods Company,
touching the lives of two out of three Indians. Hindustan Unilever
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Limited is a part of the €40 billion Unilever Group. HUL’s mission is
to “add vitality to life” through its presence in over more than 400
brands spanning 14 categories of home, personal care and food
products. It has presence in over 100 countries and employs more
than 174,000 people worldwide. The company meets every day
needs for nutrition, hygiene, and personal care, with brands that
help people feel good, look good and get more out of life.
In 2007, Hindustan Unilever was rated as the most respected
company in India for the past 25 years by Business World, one of
India’s leading business magazines. The rating was based on a
compilation of magazines annual survey of India’s Most Reputed
Companies over the past 25 years. It has over 35 brands. Sixteen
of HUL’s brands featured in the AC Nielsen-Brand Equity list of 100
Most Trusted Brands Annual Survey (2008). According to Brand
Equity, HUL has the largest number of brands in the Most Trusted
Brands List. HUL has consistently had the largest number of
brands in the Top 50 and in the Top 10 (with 4 brands). Hindustan
Unilever distribution covers over 1 million retail outlets across
India directly and its products are available in over 6.3 million
outlets in India, i.e. nearly 80% of the retail outlets in India. It has
35 factories in across India, with major hubs being Assam,
Uttaranchal, Himachal Pradesh, Pondicherry and Dadra & Nagar
Haveli. The Anglo-Dutch company Unilever owns a majority stake
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(52%) in Hindustan Unilever Limited. HUL was one of the eight
Indian companies to be featured on the Forbes list of World’s Most
Reputed companies in 2007.
HUL is one of India’s largest exporters of branded Fast Moving
Consumer Goods. It has been recognized by the Government of
India as a Golden Super Star Trading House.
Type Public
Founded 1933
Headquar Mumbai, India
ters
Key peopl Mr. Harish Manwani
e (Chairman)
Industry FMCG
Products Tea, soap, detergents,
deodorant etc.
Employee 15,000
Parent Unilever
Website http://www.hul.co.in/
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History
Axe was launched in France in 1983 by Unilever. It was inspired
by another of Unilever's brands Impulse. Impulse was a fragranced
deodorant body spray for women that promised wearers male
attention. Unilever were keen to capitalize on Axe's French
success and rolled it out in the rest of Europe from 1985 onwards,
later introducing the other products in the range. Unilever were
unable to use the name Axe in the UK and Ireland due to
trademark problems so it was launched as Lynx.
The European launch of the deodorant was followed by success
in Latin America and moderate impact in Asia and Africa. In the
new millennium the brand has launched with great success in the
USA and Canada. The company has also consolidated its
deodorant portfolio by moving some of the other over-lapping
male deodorants into the Axe brand such as South Africa's Ego
brand.
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Product
A number of lifestyle trends — including a growing willingness
by men to spend both time and money on their appearance and
increased activity within the men's magazine market — have
favoured the men's toiletries and fragrances market. At the same
time, however, demographic trends have worked against it, with a
decrease in the number of younger men, particularly within the
key 25 to 34 age group. The market for men's toiletries and
fragrances has developed in tandem with a number of lifestyle
changes affecting the population in general, and men in particular.
These include a growing interest in health, fitness and appearance
among consumers, with the rise in gym attendance having been of
particular consequence to the market for men's toiletries. There
have also been changes in men's perceptions of themselves,
meaning that they are more willing to show their `feminine sides'.
However, despite many attempts to `label' this phenomenon,
there is now a recognition that these changes have been more
subtle than first thought and that changing the habits of men is
not particularly easy.
The development of the men's magazine market, which began in
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earnest during the late 1980s, was very important in providing
direct contact with male consumers through advertising. However,
this sector declined sharply (in both volume and value terms) in
2006 and 2007.
Demographic trends (in particular, the ageing population) have not
been particularly favourable to the men's toiletries and fragrances
market. However, between 2003 and 2007, there was a significant
increase in the number of men in the 15 to 24 age range. These
men tend to be mass-market consumers and their numerical
strength, combined with a willingness to spend time and money on
skincare products and grooming routines, has been beneficial to
the male toiletries market in general.
Although the male toiletries market has not performed as
spectacularly as once predicted, the 2003 to 2007 period
witnessed steady progress; however, growth has slowed after its
peak in 2005. In 2007, sales of male fragrances showed a slightly
lower growth rate compared with 2006, but around the same level
as in the previous 2 years. There is still plenty of room for growth
in the former market, in particular as the current generation of
young males reach a more mature life stage and, hopefully, will be
more willing and able to spend on premium products. Growth in
the male fragrances market will be less strong — the current
economic climate may mean that consumers are less able to
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spend significant amounts of money on premium fragrances as
gifts or as personal indulgences.
Axe, or Lynx, is a brand of male grooming products, owned by
Anglo-Dutch Company Unilever who manufactures a range of
products in the health & beauty, household cleaning, food and ice
cream categories.
Axe's lead product is a deodorant body spray. The brand also
includes deodorant sticks, aftershaves and shower gels. In most of
the world the brand is named Axe; in Australia, New Zealand,
Ireland, and the United Kingdom it is named Lynx due to conflicts
regarding the trademark.
Axe, the deodorant that is considered cool, fashionable
and stylish by young men was launched in India in 1999. Available
in more than 60 countries around the world, it is a world leader in
male toiletries. Axe has a mix that is completely harmonised
globally – from its proposition and communication to the product,
as available on the shelf. Axe is available in five fragrances: Java,
Pulse, Dimension, Voodoo and Phoenix. Axe has become the
leading male deodorant brand in India within just one year of its
launch. Consumers associate a lifestyle of cool clubs, cool music
and cool fashion with Axe. The youth view it as an icon which
introduces many 'firsts' to their world of music and dance – like the
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first "World's Longest Dance Party" and the first ever 'Axe Voodoo
Island Party'.
The Deodorant market in India is:
• Worth Rs. 1500 cores.
• Growing at 12% CAGR.
• Deodorant sprays account for 98% of the market share.
• Young consumers in urban areas, regard deodorants as a
necessity rather than an indulgence.
• Axe had 33 per cent market share in December 2008
• Urban centres account for 80% of market.
• Men’s deodorants started late, but have captured more than
60% of the market share.
AXE Variants
From its launch, the yearly fragrance variant of Axe has played
a key part in the success of the brand, by offering something new
each year. The type of fragrance variants have evolved over time.
In 2003 Axe variants showed clever ways they helped men get
women. In 2003 the Pulse fragrance showed how it gave geeky
men the confidence to dance to get women. This was followed by
Touch, Unlimited, and Clix and in 2007 vice was marketed on a
theme of making "nice" women become "naughty".
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In 2008 a different direction was taken when a chocolate
scented body spray, Dark Temptation, was released.
Year of Edition Description Comments
launch name
1999 Java Variant name is taken Discontinued
from a geography
1999 Voodoo An abstract variant Caused some
controversy with
Christian groups who
objected to the use of
black magic imagery
2000 Phoenix An abstract variant The name references
the myth of the Phoenix
2002 Dimensio An abstract variant Inspired by the Sony's
n PS2 Third Place
advertising which is
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also targeted at young
men
2003 Pulse A European variant Used the Make Love
suggests that it gives dance track which
geeks added reached number 1 in
confidence so they can UK.
pull off crazy dance
moves to impress girls
and be irresistible.
2005 Unlimited Unlimited is all about Mimics the Crouching
China and kungfu and Tiger Hidden Dragon
doing unlimited stunts Chinese kungfu film.
to get girls
2006 Click or This variant makes men Uses Nick Lachey in the
Clix so attractive to women advertising that is out-
they will need a clicker scored by a hotel
to keep score of the worker who wears Clix.
number of women who Axe gave away free
check them out clickers to promote the
scent. The lynx version
uses Ben Affleck in the
advertising instead of
Nick Lachey.
2008 Dark A chocolate smelling Advertising features a
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Temptati fragrance that implies man who turns into
on that because women chocolate when he
like chocolate, they will sprays himself with
find men who smell of Axe. He then goes on to
chocolate irresistible. be eaten by a series of
women
Axe also launches limited edition variants from time to time
that may be on sale for a few months or over a year.
Year of Edition Description Comments
launch name
2007 AXE 3 A pack of two cans of Spraying 2 cans
Axe. One is called 1, together costs two
the other is called 2. times as much money
Both should be sprayed
together to make a new
smell
2007 Recover A burst of invigorating One of the 3 scents
citrus notes on a clean released by AXE/LYNX
masculine woody under LIMITED EDITION.
background!
2007 Shock Prepare yourself with One of the 3 scents
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the cooling effects of released by AXE/LYNX
AXE Shock shower gel under LIMITED EDITION.
with glacier water and
deep sea mint
Price
HUL priced their AXE deodorant at Rs. 120/- when they entered
the Indian market in 1999. This was a part of their strategy to skim
the market by controlled promotion and selling through selective
outlets only. Over the years, in order to gain market share, HUL
did not go for a drastic price rise and slowly brought the product
down to the common man. In the initial few years, the brand was
established and over the next few years, HUL made the most of
this brand name by reducing the price and making their product
AXE, accessible. The current price of the standard 150ml of the
deodorant is Rs. 150/-
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Place
Axe relies on a system of flooding Indian Cosmetic shops &
grocery shops in semi-urban and urban areas with their
deodorants. Axe is also made available in Supermarkets. On the
shelf, they place all the variants side-by-side. This helps improve
visibility. Place of purchase is shown in the following graph:
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Axe has an efficient distribution channel which is taken care of by
HUL which covers the diverse geographical boundaries of the
country. Sales & Distribution of HUL covers the consumers mainly
with the combination of Clearance and Forwarding(C&F) and
stockiest who indirectly deal with the retail outlets. The C&F agent
then supplies the goods to the authorized stockiest. These stockiest
are also classified into 2 categories called U1 and U2 on the basis of
the products that they stock. The U2 stockiest deals with high profile
products of HUL like Lakme and Axe. The stockiest in HUL system
are commonly referred to as Re Stockiest (RS). Each Stockiest is
then responsible for distributing the goods to the retail counters in
his region. On an average Each Stokes caters to 700-900 retail
outlets of the city. The retailers then provide the goods to
consumers. The entire Sales and distribution channel is integrated
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through eCRM software called “UNIFY” which are installed in every
PC system of the C&F, Stockist. The company has up to date record
of the inventory position of all the stockists. A stockist is required to
maintain a minimum level of inventory. If the stock position goes
below a critical level order is automatically triggered and the
company sends the goods to the stockist. All operations thus take
place online.
Promotion
HLL launched its Axe brand of deodorants in India. Priced at Rs.
120 per 150 ml, Axe was Unilever's largest selling male toiletry
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brand in the world. HLL came up with a 'missing women'
campaign, where one hoarding showed the Manhattan skyline,
minus the Statue of Liberty with the tag line - Courtesy Axe.
Another example was the print ad that Axe ran on Valentine's Day
of 2000, in leading English daily.
The brand launch was very quiet and theoretically the brand
was having the strategy of Slow Skimming i.e. High Price Low
Promotion. Axe at that time was the leading men's deo brand in
Europe and was popular in India in the Grey market ( available in
duty paid shops) .HLL may have launched this brand inspired by
the volume of Axe sold in the Grey market. At that time, the deo
market was a nascent one with an estimated market size of Rs 72
crore. HLL had the brands Denim and Rexona and was ruling the
market. Axe was priced at a premium above the Denim brand
which was positioned as a male deo brand.
Axe initially was launched in the fragrance Java, Alaska and
Atlantic. HLL did not bother to fine tune its promotional mix to the
Indian market but just imported the product from Europe. And IT
CLICKED.
Axe in 2002 was having a market share of over 35% and soon
HLL phased out Denim brand to concentrate on this Star. Axe is
the naughtiest brand in the Indian market. The brand is targeted
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at male aged 16-25. Internationally this brand targets male aged
15-25. The biggest strength of this brand is the underlying
message or the DNA which is that the brand users are high on
Confidence and always for the Axe users, girls make the first
move. The brand assumes that men want(Likes) to be seduced.
That feeling (of being seduced) gives a big boost of self confidence
to a man. Although many brands take this proposition, Axe just
made it perfect.
In 2005, Axe had a high profile launch of its new fragrance
CLICK and before that there was Axe Land campaign and followed
by Axe-Academy, then Axe Voodoo and the latest one
Phenomenon.
The power of this big idea has ensured that Indian consumers lap
up the foreign commercials without any hitch.
Also advertising agencies played a very important role in
producing the proper advertising to make the product get into
consumers’ minds.
HUL has a dedicated website for its popular male deodorant
brand, Axe, besides an online fan club, and engages customers via
online games. HUL’s Axe Chocolate, is being heavily promoted
online and through mass media campaigns.
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Another online campaign of axe includes a website
‘axevice.com’. This website was launched when the variant ‘Vice-
City’ was launched. This website is very interesting and lets the
user act as a detective to solve certain crimes which consist of
‘nice girls turning naughty’ and attacking men. The culprit
obviously is a can of axe deodorant which is found at all the crime
scenes. The boy uses that and is then attacked by a girl who is
otherwise nice, but because of the axe fragrance, turns naughty.
The whole process of solving the crime is not only very interesting
but is also successful in positioning Axe as the ultimate fragrance
which could get you closer to women!
The Talktime scratch card scheme is on purchase of specially
marked combo packs of Axe Deodorant sprays having scratch card
inside, which could be worth up to Rs 100 with unique code
number (UCN). The promotion period was from May 15th 2009 to
August 15th 2009.
A 24 hour online campaign by Axe Dark Temptation, a
chocolate fragrance deodorant brand, was aimed to engage the
target audience of Axe and inform them that November 2008 is
being celebrated as Chocolate Month in India. As part of this
activity, members of the audience could send free chocolate
packages to girls, if the latter were ready to accept them.
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A dark man was placed at the
centre of the Yahoo.in homepage. A
fixed banner ad on the right side
displayed an Axe Dark Temptation
deodorant bottle. In the next few
seconds, the bottle flew towards the
dark man and sprayed deodorant. As
a result, the man got converted into
a chocolate man and walked towards
the banner ad. Once inside the
banner ad, the consumer
engagement began, as visitors were
given the option to click on the ad in
order to get a surprise.
When a visitor clicked on the banner ad, the headlines and content
on the homepage changed into chocolate related stories, even
presented in chocolate colour. Images got replaced with the
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images of girls. The chocolate man started walking towards the
Yahoo! India logo, which got morphed into a brown coloured logo,
with chocolate dripping from it. Soon after, the girls in the images
also started walking, one by one, towards the chocolate man. The
banner ad and all the image boxes from where the girls moved
out, displayed the message: To send a box of chocolates, log on to
Axeffect.com.
A visitor could close the campaign or reach the site, Axeffect.com,
developed by WebChutney, an interactive agency. On the site, he
could fill a form and submit the name of the girl to whom he
wanted to send the chocolates.
Hindustan Unilever Ltd (HUL), which owns the Axe brand, carried
out the banner ad campaign for 24 hours across other portals as
well, such as Zapak.com, Indiatimes.com and msn.co.in. However,
it was only at the Yahoo! India site that the content and images of
the homepage were morphed with the chocolate effect of Axe
Dark Temptation.
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SWOT Analysis
Strengths:
1. Brand image and Brand Name
2. Perfect positioning of the product
3. Cap design with a difference
Weakness:
1. Gender specific product
2. Priced a little low which may affect the brand image with the
affluent
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3. All fragrances are priced at Rs. 150 by which they may be
overlooking segmenting the market based on price
Opportunities:
1. A whole new gender left to explore
2. Rapidly growing market
Threats:
1. Duplication of Axe deosprays may affect the brand image.
2. Competitors have come out with innovative marketing
strategies including spoofs of the Axe commercials.
3. International players are entering the market to taste some of
the huge market share that is available, here in India.
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Ansoff’s Model
1. Market Penetration
• Attract users of competitors’ products. By using ‘the axe
effect’. Very intense and effective branding of the product.
• Convert non-users into users. By convincing them that using
axe attracts the opposite sex.
• Increase product usage. An innovative 3-in1 combination which
lets you mix fragrances but also increases usage at the same
time.
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• Increase the frequency of purchase. New flip design which
sprays more quantity that a normal spray.
• Find new applications for current users.
2. Market Development
• Expand geographically. Strategic expansion to newer countries
since its inception.
• Target new segments. First high pricing for skimming the crowd
and then strategically reduced the price and started targeting
new segments.
3. Product Development
• Product reformulation strategy: chocolate flavour
• Product feature addition strategy - 24 hour protection against
body odour
• Product line extension strategy - New versions
4. Diversification
• Related - Shampoos, shower gels, powders, shaving cream,
after shave.
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Segmentation, Targeting and
Positioning
1. Geographic Segmentation:
• Urban areas
2. Demographic:
• Age: 15 – 35 yrs
• Gender: Strictly Male
• Income: Middle, upper-middle and lower-upper
3. Psychographic:
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• Lifestyle: Surrounded the opposite sex, Very outgoing, popular
among the ladies
• Personality: Charming
4. Behavioural:
• Occasion: Regular
• Benefits: Quality, Popularity
• Usage rate: Heavy users
• Attitude towards product: Enthusiastic
The brand has tried positioning itself in the minds of its consumers
as a medium through which getting in touch with the opposite sex
becomes easier. Moreover, the brand positions itself through
advertisements, that any person, irrespective of his looks, can
attract the prettiest of women, thanks to the magic of Axe. Axe has
successfully tapped the latent desire among its male audience of
being popular among the opposite sex. The uniqueness lies in the
direct approach that Axe has adopted to reach the minds of the
consumers.
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Competitor Analysis
“Deodorants are a lucrative category and are highly under-
penetrated. So, every player in this space has ample scope to
innovate”. Axe, currently is the leading brand in India with a market
share of 33% (A C Nielsen, 2009).
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The No 2 slot is currently occupied by Set Wet Zatak at 9.1 per cent.
(BUSINESS STANDARD-JUNE 1,2009). Paras Pharma has been
promoting its deodorant brand Zatak aggressively during the last
two years. Its campaign featuring foreign models has been popular
among various segments. Moreover Paras has been able to give an
international look for this Indian brands.
Zatak has released a new television commercial which is a spoof of
the popular Axe commercials. The ad has generated lot of media
interests with various business portals discussing this move.
The ad shows a skinny man literally using the axe (not the deodorant
but the real one) in a movement that is similar to that in the Axe
commercials. Then two girls walk towards him and the man thinks
that they are coming for him but they actually walk past him towards
another hunk (the Zatak guy).
Although many reports suggest that Zatak is taking on competition
head on with Axe, some have a different view. Zatak is a small brand
compared to Axe. Paras also has limited resources to fight the
mighty giant, HUL. So this strategy is aimed to gain more eyeballs at
the expense of the big boy Axe.
Paras is not aiming to dethrone Axe from its leadership position;
definitely not in the near future. Zatak is trying to start small and
carve a small market for itself without directly competing with the
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leader. It is attacking players of its own size or local and regional
players. Another option is to go in for is the frontal attack which is a
high risk, high pay-off strategy. This strategy will work effectively if
the current leader is not serving the customer segment properly.
Zatak has chosen to attack Axe directly. Although it is a high risk
strategy, for a brand like Zatak, it has some advantages. This
strategy reinforces the positioning of the brand. If one observes
closely, Zatak is having the same positioning as Axe. i.e. girls getting
attracted to boys because of the fragrance of the deodorant. Zatak
has been driving this positioning using its various commercials. The
current campaign is pitching the brand opposite to Axe and hence
conveying to the customers that Zatak is the alternative to Axe.
Deodorant is a category where customers are loyal but willing to
experiment. Since the investment is low, customers tend to try new
fragrances and brands. But most of the customers have their
favourite brands and fragrances. In the market Axe has been
dominating and there is virtually no strong alternative for Axe. So by
attacking Axe directly, Zatak is putting itself into a position alongside
Axe. So even if it does not become number 1 it can be a successful
number 2.
Now the risk is with regard to HUL's response to this spoof. HUL
currently is not planning to retaliate. But it will definitely be watching
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the moves of Zatak. Zatak should also be careful not to take these
spoofs too far with follow ups. Too much spoofs can give a
perception that Zatak does not have an identity of its own.
Zatak is seen as the direct competitor to Axe and is also doing well
because it’s been pricing its products a little cheaper. (Rs 130 for
200 ml) For Axe the way forward will require them to bring the prices
of their products down and look to set up a manufacturing hub in
India. For Zatak, it’s about consolidating their position without losing
out their consumers to newer entrants.
There are other suitors too for the No.1 slot. NIVEA Men’s Deodorant,
Sport for Men, which entered the market at the end of 2007, has
already overtaken Park Avenue. It’s the number-three deodorant
brand with a market share close to 9%. Nivea deodorant moved from
being the No 7 player in the category in 2007 to being the No 3
player in 2008. This was supported considerably through the launch
of NIVEA Deodorant Energy Fresh for Women. The brand also
engaged the young Indian consumer through innovative below the
line activations. NIVEA Deodorant Sport went to young male
consumers with ‘What’s your Sport’ activation that brought alive an
element of sport in their day to day activities. The younger female
audience was addressed with the NIVEA Soft ‘Stay Simply Beautiful’ -
road show.
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Nivea is present in 600 stores across the country. Its Price ranges
from Rs 143 to 200 Vol- 120ml, 150 ml.
The growth in the deodorant industry prompted two other players to
enter this segment earlier this month. While Henkel launched Fa
Mens Extreme with film actor Bipasha Basu as its brand ambassador,
Elder Health Care along with VLCC launched Fuel for Men.
Henkel has entered the male deodorant segment with the launch of
Fa Men-Xtreme brand of deodorants. Fa Men-Xtreme comes in three
variants– Speedster, Energy Zone and Cool Wave. Launched in
March pan-India,
Fa is positioned on the platform of Freshness. It has the tagline "Feel
Good Freshness ".
The brand has roped in the bollywood diva Bipasha Basu as the
brand ambassador. The brand is running its first television
commercial across various channels.
But the positioning of its line extension is not in sync with the parent
brand. Fa Xtreme is not complementing the core brand ‘Manthra’ of
Fa. Instead it is moving in the direction of brands like Axe and Set
wet. This is causing a brand dilution.
Fa could have used the "freshness" platform for its men's range. No
deo brand has taken the freshness platform (except Cinthol). Hence
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Fa Xtreme could have easily created a distinct place in the men's
grooming category if it had followed its parent brand's positioning.
FA Men Xtreme is priced at an MRP of Rs 140(150 ml).
There are other international players like Adidas, Nike, Police and
Park Avenue who have established themselves in India with a fair
amount of the market share with them. They are priced close to
each other leading to increase in competition. The customer buys
one of these products either because he is very loyal to that brand or
because he might just like the fragrance of a particular brand.
Nike was launched by the house of Nike Perfumes in 1929. Nike
Casual is a trendy accessory for men of all age groups. Vol 150ml. Rs
187 to Rs 459 range.
CavinKare is also set to join hands with Paris-based $3.5 billion
fragrance products maker, Coty, to establish Adidas brand personal
care products in India. Under the proposed agreement, CavinKare
will be responsible for the branding, marketing and distribution of
Adidas deodorants in the country. (Vol 150 ml Rs. 199-549). The
market for male deodorants at an average price of Rs 140 per bottle
is roughly 21.4 million cans per annum.
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Recommendations
1. Setting up a production plant in India to reduce costs and
improve distribution.
2. Entry into the perfume industry under the same name.
3. Address both the genders. Release a deodorant for women.
4. Entry into the soap entry under the same brand name to
compete with ‘Cinthol’ in the ‘soap for men’ segment.
5. Axe deodorant should come up with a break open seal to avoid
duplication and refilling.
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SDM Institute for Management Development Page 36
