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india¶s first fully automatic water purifier

It starts-stops-purifies-stores water that is as safe as boiled,even if you are not around. It¶s insta serve jug keeps water

always ready to be served.

Features

Automatic Features

Safety Features

No electricity Automatic

on/off feature

Automatic

storage

Insta-serve

ug

i

*MRP ± Rs 6,900

Features

Automatic Features

Safety Features



World-classgermkill safety

End of lifeindicator

Auto safety lock

COMPARISON CHART

*

K ey safety features Pureit Marvella Leading UV in-lin

Removes harmful viruses, bacterias and parasites

End of life indicator

Automatic safety lock

Fully automatic features Pureit Marvella Leading UV in-lin

4.5 litres of storage capacity

Insta-serve jug

Automatic filling

No electricity

* Based on the published information in respective product manual/company's website/independeagency certification as on 30th June 2010.

Hindustan Unilever Pureit Water Purifier

Hindustan Unilever Pureit Marvella

Introducing Pureit Marvella

India's first fully automatic water purifier



This is a new introduction from Pureit Water Filter as a wall hanging model. connected direct to tap. It

is just for Rs.6900/-

It works without electricity and once connected to tap it starts, stops, fills, purifies water and gives 'As

Safe As Boiled' water even when you are not around .......Automatically.

At HUL- 'We Care' - Now Pureit has brought a new product.It can be attached to your kitchen tap!Thus you can have continueous 'Filtered Waterr Supply'.No extra Electricity.No extra Gas.No ExtraExpense.

Considering the need of customers-We now have TWO Models.

One 'On Line-Auto Fill' at Rs.3200 per pc



Other 'Off Line'. at Rs.2000 per pc.

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The same Table of concessions apply for bulk supply and "Corporate Gifting".

We market :

Qty. Discount :

single pointdelivery

single pointdelivery

Discount :multipledeliverylocation

multipledeliverylocation

below 25 2% Rs. 1960 1% Rs. 1980

25 - 49 5% Rs. 1900 3% Rs. 1940

50 - 99 7% Rs. 1860 5% Rs. 1900

100 and above 10% Rs. 1800 7% Rs. 1860

Welcome to the world of Hindustan Unilever Pureit Water Filter ± the most advanced in-home water

purifier in the world! Pureit, a breakthrough offering of Hindustan Unilever, comes with many unique

benefits ± complete protection from all water-borne diseases, great convenience, and unmatched

affordability. Pureit¶s unique Germkill BatteryTMtechnology kills all harmful viruses and bacteria and

removes parasites and pesticide impurities, giving you water that's 'as safe as boiled water

TM

. Itassures your family of 100% protection from all water-borne diseases like jaundice, diarr hoea, typhoid

and cholera. What¶s more, it doesn¶t need gas, electricity or continuous tap water supply. You will be

further reassured to know that Pureit meets the stringent germ-kill criteria of the Environmental

Protection Agency (EPA), the toughest regulatory agency in the USA. Protect your loved ones with a

Pureit Water Purifier today!



Recently we are accredited to market Pureit water filter for export in bulk in India's neighbour hood

countrys. Provided payment terms are full advance and freight arranged by consignee at his cost. We

will provide spares when required. For more details visit - http://www.pureitwater.com

W hen Shapoor Mistry, Chairman of Eureka Forbes, made a rare public appearance at a pressconference to announce the launch of new variant of Aquasure, it emphasised his company's visionto provide pure and safe drinking water to every Indian home. Today the pioneer and leader in water

purification is targeting the mass market with value-for-money (VFM) products. Competing with Eureka Forbes is one of the largest FMCG majors in the country, Hindustan Unilever Ltd (HUL), with its Pureit brand.

Both players are looking at segmenting the VFM storage water purifier market with new products andtechnologies to provide the benefits of pure drinking water by riding up and down the price valuechain. Mistry emphasises, ³The new Aquasure is being launched to offer affordable solutions that arewithin easy reach for all.''

Pegged at Rs 2,290, Aquasure has been riding the price value chain from the time it launched its firstproduct in 2005 at Rs 1,500. In fact, Aquasure existed as the Forbes Aquasure brand in the Eureka

Forbes portfolio where it consisted of RO (reverse osmosis) and UV (ultraviolet) water purifiers. Aquasure entered the storage segment in 2005 at the bottom of the pyramid. HUL started at thebottom end of the market with Pureit at almost the same time.

Unlike the high-end RO and UV filters, it is the lower end of water purification with non-electrical,storage water purifiers, which is growing faster today.

According to Marzin Shroff, CEO (Direct Sales) and Senior Vice-President (Marketing), EurekaForbes, ³There is a dramatic growth of 60-65 per cent at the mass VFM segment where Aquasure iscurrently positioned compared to the top end of RO and UV filters which have reduced growth ratesat 25 per cent.''

When HUL and Eureka Forbes entered the storage water purifier market almost at the same time in2005, HUL decided to test-launch its product in Tamil Nadu while Eureka Forbes decided to go pan-India.

However, both have adopted different strategies to make a mark in the segment. HUL has decided toreplicate its FMCG strategy in its water business. It has decided to straddle the water purificationpyramid completely in terms of pricing and products in the home water drinking segment. Having



entered the premium segment with Pureit Marvella, there are chances of it bringing out moreupgraded products with increasing price points to cater to all sets of consumers.

³We would look at the entire pyramid of water purification and if there is an unmet consumer need likean RO or UV filter we would look at it. Ideally, we would like to play the full pyramid in this business interms of price points and convenience,'' says Vikram Surendran, General Manager - Water, HUL anda former employee of Eureka Forbes. RO and UV filters require electricity and water unlike thestorage devices which currently come under HUL's Pureit franchise.

In fact, from the time HUL launched its initial Pureit products (Classic and Compact) pegged upwardsof Rs 1,000, it has been going up the price value chain with brands such as Autofill (Rs 3,200) andnow Marvella (Rs 6,900). HUL is riding on its distribution strengths to make the Pureit brand availableacross the country. Nearly 75 per cent of HUL's existing distributors have been roped in to sell the

brand and additional distributors with expertise in durables retailing and direct-to-home selling agentsare also supporting the business.

³We are leveraging the strengths of our existing distributors who form the backbone of the distributionchannel and then layering it with other specialised distributors,'' adds Surendran.

Claiming to reach three million consumers across towns with a population in excess of 50,000, HUL isalso undertaking pilot studies of its other distribution channels such as the direct selling network (HULNetwork) and Project Shakti (a microfinance scheme). However, the FMCG major believes theremight be limitations to selling the water purification devices through the traditional FMCG channels.

³There is a significant difference between selling soap and a water purifier. We are still testing thesechannels to see if it will work,'' says Surendran.

While HUL is trying to find a foothold in the nascent category, an established player such as EurekaForbes too has set its strategy in place.

For instance, it has decided to sell Aquasure through the trade unlike its iconic brand Aquaguardwhich has been sold through the direct sales route all these years. Aquasure has been positioned asa µfighter' brand in the VFM segment with its pricing and costs which, on an average, are almost 25per cent less than the Aquaguard brand in the overlapping segments such as the RO and UV filters.



Today, Aquasure has 16 SKUs offering five different technologies under its franchise. ³We haveproactively approached the bottom of the pyramid with Aquasure as we saw an opportunity in thesegment. The product was meant for the smaller cities with water problems and required noplumbing,'' says Shroff.

Going forward, prices are also likely to stabilise in the Rs 450-crore storage water purifier segment. As Shroff observes, ³Prices should stabilise between Rs 1,500 and Rs 2,500.'' With the market largeenough to accommodate more players, it is not pricing but new technologies which are expected to

grow the category.

ugust 23, 2010 15:20 IST

Hindustan Unilever Ltd. has marked its entry into the premium water purifier segment with the launch

of Pureit µMarvella¶. India¶s first fully-automatic water purifier, Pureit µMarvella¶ is a premium µin-line

water purifier that reiterates Pureit¶s proposition of providing µas safe as boiled water¶. Targeted at the

discerning Indian consumer, Pureit µMarvella¶ is an aspirational product and is poised to become thepreferred choice for modern households.

Pureit µMarvella¶ is a fully-automatic water purifier that does not need electricity for the

purification process to take place.

In addition, it does not need running water due to its auto-storage facility that allows it to store up

to 4.5 liters of drinking water.

It meets the stringent germkill criteria of EPA (Environmental Protection Agency), USA and uses

a technique that kills and removes harmful virus, bacteria, parasites and other impurities from water.

Pureit µMarvella¶ is priced at Rs. 6900/- and is available at all leading retail outlets across the

country.

The Five Secrets Of A Successful Launch

By Michael Shoppel and Philip Davis

Each year, millions of dollars are wasted when products enter the market ill prepared to

meet customer expectations and requirements. Insufficient customer feedback and lack of

customer involvement during the development process are the key reasons for

unsuccessful launches. Conversely, feedback from customers in your target market is the

number one factor leading to successful product and website introductions.

Customer-oriented development organizations have long championed the principle

of active collaboration with target users during the development process. But even themost ardent promoters of bringing customers and partners into the product development

process confront challenges when attempting to migrate the concept into practice.

Early access programs, alpha and beta programs, pilot programs, and field trials are

examples of customer feedback programs. These programs have both quantitative (e.g.

find and fix bugs, assess interoperability, evaluate performance, etc.) and qualitative

goals (e.g. market readiness, user acceptance, feature set completeness). These programs

are logistically complex, and require a high degree of interaction with customers and your

development team. While product teams are in many cases well prepared to manage the



complexity of developing products, they are typically untrained, unequipped and

unprepared for simultaneously managing customer feedback.Successfully validating

your product with feedback from your target market will maximize market acceptance

and minimize post launch costs. In this white paper we will explore the five key factors

leading to successful customer feedback programs. These are the five secrets of a

successful launc

1.

Recognize the value of customer feedback during development

R eturn on investment (R OI) in customer feedback programs can be measured by the

following formula: quantity + quality + timeliness of customer feedback divided by

program-specific costs + opportunity costs. While maximizingR OI for a customer

feedback program is a primary objective, minimizing the opportunity costs associated

with under-executed programs is of equal or greater importance. Opportunity costs

include unscheduled or costly follow-up releases to ³fix´ the product, higher than

expected support costs, weaker than expected market acceptance, lost customer feedback

to validate and endorse the product, and lost marketing feedback to understandimportance/satisfaction indicators which drive the development of the next release.

Traditional ROI criteria: For most organizations, baseline reasons for inviting current

and prospective customers to evaluate new or next generation products and services

include:

E valuating and tuning performance across multiple customer configurations and

environments

Obtaining suggestions and requests for enhancements

Gathering usability feedback and statistics

Finding and fixing bugs

Avoiding incompatibilities with complementary products

Newer ROI criteria: Competition, product complexity, and the number of stakeholders in

new product introductions are all increasing, while development cycle time is decreasing.These

factors have raised the bar by which customer feedback programs are measured to include:

Gathering feedback for use in marketing and public relations

Preparing the entire organization for the ³real´ launch

Creating word of mouth ³buzz´ among highly valued, early adopter customers who act

as references in the marketplace

Preparing third party developers

Preparing the channel (sales force, distributors, retailers, and product and service

trainers)

Forging stronger working relationships with key customers

Execution of a successful product launch begins months before the actual launch, and it

starts with successful incorporation of feedback from your target market



2. Assign adequate resources for effective program execution

The weeks immediately preceding a product launch are typically the most hectic for anyproduct

development team. There are literally hundreds of critical activities that must beaccomplished

Examples include:

Finalize the product

Press and analyst briefings

Create and print marketing collateral

Notify/train the sales force and channels

Complete the documentation

It is a fact of product development that customer feedback programs occur at a time in the

development process when product teams are at their busiest. Customers need the

maximum amount of attention and support when product teams have the least time to

spare. At this most hectic time, additional resources are also required to ensure success of

the customer feedback programs. These tasks encompass:

Program planning and process management

Target customer profiling, recruiting, and qualification

Product fulfillment

Proactive customer engagement, follow-up and feedback management

R apid resolution of customer problems, µpreventive¶ technical support

Feedback analysis and metric reporting to the product team and management

Measurement of return on investment (R OI)

Your organization makes an impression with each point of contact, from recruiting, to

regular interaction and follow-up, through program wrap up. Customers state that themost unsatisfactory aspect of participating in customer feedback programs is lack of

communication from the product or service provider. In the words of one customer:

³Give me some assurance that I¶m not wasting my time. If my feedback goes

unanswered, then I¶m not sure if you didn¶t get it, it¶s unimportant, or it¶s being ignored.

R aise my confidence level in your company.´

Product teams find it difficult to estimate the time, resources, and intra-company (and in

some cases inter-company) collaboration required to successfully prepare and execute

customer feedback programs. In addition, resources must be available to evaluate

program results and prioritize actions. In the vast majority of cases, resource

requirements are significantly underestimated and those resources are then siphoned fromthese critical tasks to accomplish other activities. As a result, the effectiveness of the

launch is put at risk.

Do you know what your target customers really think about your product?

Are you certain it is easy to use?

Does it interoperate in the different customer environments?

The only way to know for certain is to ask your target customers ± and that requires

resources.



3. Define objectives and the right process

The ultimate success of the product launch can almost always be traced to understanding

the requirements of your target market. The amount of time initially invested in defining

and prioritizing your feedback objectives directly impacts the quantity and quality of

information learned. This typically falls into two major categories:

1. Customer feedback objectives and

2. Product team/management objectives.

Customer feedback objectives typically include bugs and showstoppers; ease of

installation and ease of use; testimonials; and customer assessment of features,

functionality, quality, performance, and overall value. Product team/management

objectives typically include achieving high customer participation; identifying and fixing

bugs of a certain severity and priority as quickly as possible; verifying system and

software compatibility on real-world customer configurations; and testing internal

processes (e.g. technical/customer support).It is critical that Marketing, Engineering,

Quality Assurance, and Customer Service/Technical Support staff schedule sufficient

time to prepare a plan and establish complementary goals. With continually decreasing

product development cycles there is no time for rework. Without a set of objectives, the

process for obtaining and incorporating customer feedback becomes ad hoc and

unpredictable.

Defining the Right Process: A process that is scalable, unobtrusive to the product team,

and highly responsive to customers provides product teams with the greatest leverage and

flexibility. An ideal program minimizes product team overhead and interruptions while

maximizing customer participation, feedback, satisfaction with the process, and

ultimately the quality of information received.

The scope of your program (number of participants, their geographic distribution,

anticipated technical support requirements, product fulfillment logistics, frequency of

upgrades and revisions, product complexity, feedback management processes) establishes

your requirements for management and support resources. E ven the simplest programs

typically require a substantial time investment by a minimum of three to four team

members to be effective.

Defining a process for generating the greatest quantity and quality of feedback from

customers is arguably the most difficult task, as it requires the greatest ongoing

commitment of time to execute successfully. Methods for managing feedback and

problem resolution typically include:

Proactive, outbound telephone support

E-mail/newsgroup communication

Web-based surveys, bug tracking, and feedback management

On-site interviews

Most organizations have traditionally employed a combination of the first two methods.

Web-based communication offers a host of new benefits to both product teams and

customers, and the case for making the Web an integral part of customer feedback

programs has become extremely compelling. On-site feedback collection, due to its cost,





reflected by industry average participation rates of less than 15% during customer

feedback programs. For most programs, particularly those that are open to everyone (such

as public betas), the overwhelming majority of users who obtain or use the product or

service provide no feedback at all.

By contrast, programs that employ advanced feedback management systems and provide

the support staff necessary for proactively communicating with customers can

consistently achieve participation rates in the 70-100% range, producing substantially

greater feedback than industry norm s. The good news is that product teamscan measurably improve participation and productivity, independent of the product or service

under evaluation, by focusing on communication and innovative feedback management.

F eedback acquisition, analysis, and distribution: A central goal of effective customer

feedback programs is the collection, analysis, and distribution of meaningful data in real

time. For collection, this means actively soliciting feedback from customers, as well as

providing mechanisms that make it convenient for customers to give feedback. For

analysis, this means quantifying and qualifying feedback to inform product team and

management decision-making during development. And for distribution, this means

presenting structured, organized, actionable feedback as it arrives to feedback

stakeholders.The most important element of being able to process feedback quickly is having pre-

defined metrics and categories (e.g. bugs by severity and priority, suggestions by

importance, and measurements of customer progress ranging from installation to

achieving specific usage levels). The customer graphical presentation of feedback during

development can provide a wealth of information to the product team and management,

and can objectively represent product performance and customer sentiment at a given

point in time.

Conclusion

The benefits of high return, customer feedback programs are numerous and compelling:maximizeR OI; validate compelling feature requirements; minimize post-launch supportcosts; provide proven

quality and performance; increase testimonial feedback, usabilityand target market acceptance.

Given the number of market, technical, and operational risk involved in new product

launches, and the financial returns for managing those risks successfully, customer-

oriented development organizations are reevaluating their processes for planning and

executing high R OI, highly leveraged, and professionally managed customer feedback

programs. Customer feedback is essential to achieve a successful product launch!

Annexure

Homework Title / No. : launch of lux deo Course Code : _MGT514

Course Instructor: Mr. Manish Rajput Course Tutor (if applicable) : _____________

Date of Allotment: _____________________ Date of submission : 12/12/09



Student¶s Roll No A (23) Section No. : S1901

Declaration:

I declare that this assignment is my individual work. I have not copied from any other student¶s work or from any other

source except where due acknowledgment is made explicitly in the text, nor has any part been written for me by another

person.

Sahil chauhan

Student¶s Signature

Evaluator¶s comments: _____________________________________________________________________

Marks obtained : ___________ out of ______________________

Content of Homework should start from this page only:

TERM PAPER

OFMarketing Management

[Launching lux deo]



SUBMITTED TO:- SUBMITTED BY:-

Mr. Manish Rajput Sahil Chauhan

Regd no. 10904914

Sec ± RS1901 (A23)

Contents

1. Overview of company

2. Product description3. Product profile/brand value

4. Market Analysis & Strategy of LUX Deos

5. Marketing Plan, Objectives and Strategies

6. Product mix and line 7. Launching of Deo

8. Market growth of deodorant

9. Swot analysis of HUL

10. Bibliography





First of all I would like to take this opportunity to express my gratitude towards

all those people who have helped me in the successful completion of this term paper, directly or

indirectly. I would also like to express my sincere gratitude towards ³Mr. Manish Rajput´ for

her guidance and help which she willingly provided at every step of my term paper.

Finally, I would like to thank all my family and friends for their encouragement, support and

good wishes

Company Description Hindustan

Unilever Ltd (HUL)

We all know that Hindustan liver limited is one of India¶s (FMCG) fast moving consumer goods

company and have brands like Lifebuoy, Lux , Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic

Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr , Kwality Wall's are household names across the

country and other products such as soaps, detergents, personal products, tea, coffee etc

Acknowledgement



In the 19th and 20th century Unilever export its products to India. Firstly HLL began to export

Sunlight soap in 1888, which was followed by Lifebuoy in 1895 and other brands like Pears, Lux. Unilever set

up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company In 1931, followed by Lever

Brothers India Limited in 1933 and United Traders Limited in 1935. The three companies were merged and the

new entity that came into existence after merger was called as Hindustan Lever Limited in November 1956

HLL offered 10% of its equity shares to the Indian public, and was the first foreign subsidiaries to do so. HLL

acquired many companies like Brooke Bond, Lipton and Chesebrough Pond's USA and becomes the one of the

biggest player of FMCG sector

HLL has also set up subsidiaries in Nepal, Nepal Lever Limited (NLL). The NLL

factory manufactures HLL's products like Soaps, Detergents and Personal Products both for Nepal and exports

to India. In February 2007, company has been renamed as "Hindustan Unilever Limited" to maintain balance

between the heritage of the Company and the future benefits with the corporate name of "Unilever´.

In January 2000, due to divestment strategy, the government decided to allocate 74 per cent

equity in Modern Foods to HLL. In 2002, HLL acquired the government's remaining stake in Modern

Foods.HLL is the biggest Fmcg company in India having largest market share and is one of the best

marketing company in India.

Detailed Product Description

Lux

All know that LUX is one of the premium brands of HLL having soaps, face

wash, body lotion etc and is also famous among people. Everyone like to look gorgeous and enjoy that

confidence which makes us feel better. And that's what the Lux range offers you ± at a price you can afford

From the look and feel of the product packaging to the subtle fragrances ± is a delight to the senses. Lux has

been making waves since 1924, when it launched the world's first soap at affordable price. Lux was first

introduced as toilet soap in 1925 produced by Lever Brothers. From the very beginning Lux soap colours and

packaging were altered several times to show changing fashion trends. Five colors made up the range: pink

white, blue, green and yellow .



In in1990s, Lux responded to the growing trend by launching its own range of

shower gels, liquid soaps etc. Lux beauty facial wash, Lux beauty bath and Lux beauty shower were launched.

In 2004, the entire Lux range was relaunched in the to include five shower gels, three bath products and two

new soap bars.

Since 1930, over 400 of the world¶s most stunning and gorgeous women have been

proudly associated with Lux advertisements and events. Marilyn Monroe, Demi Moore and Aishwarya Rai have

all been part of the Lux glamorous story.

Recent Developments

HUL¶s LUX has forayed into other categories including soaps, face wash, hand wash,

shower products etc. Also, in keeping with its tradition of providing modern, products to consumers, company

has launched a range of LUX deo.

Lux has also introduced new hand wash and soaps according to the needs of health conscious consumers.

Available in sandal, lime, spice and rose ensuring germ-free hands. The product was launched in 2008.

Brand Values

Ever since its launch in 1924, Lux has been growing its brand image regularly. All the

campaigns for different variants have captured various changes in the brand values without keeping away from

the brand essence i.e. beauty and Freshness. These values have a strong appeal and relevant appeal to both the

sexes. Hence over the last couple of years, lux has always closely monitored consumer behavior, changing



attitudes and emerging needs of the costumers. All of this has resulted in a brand that has not aged but grown

into an active and changing personality according to the need of the customer.

After 85years, Lux, remarkably still evokes a very high degree of trust and respect in

customers mind is still a tough competitor for other products. Thus it can be said that lux has a good brand value

and image in the mind of the customers.

Launching of LUX deo

We are proud to propose a new range of deodorant protection brings you incredible

natural effectiveness that is kind to both, you and environment. This year launch of the new variant lux Deo

with the baseline µAur Kya¶ to communicate its positioning. It addresses towards the need for effective body

odour removal through the unique proposition of deodorant. Today in the market, lux has three distinct variants,

Lux face wash, beauty soap, creams continues to operate in the 'healthy skin' category. Lux soaps are the

strongest player in 'freshness' category.

This is a natural extract recommended by a professional dermatologist in Arizona, U.S.A. It

was already approved for safety and hygene.Lux Deo is the latest offer from the HUL. This latest deo is based

at satisfying a problem, hesitation to get close because of body odour. It has a unique long lasting formula that

prevents body odour for all day long. It comes in two exciting fragrances: Spice and cologne that keeps use

feeling fresh all day long.



Product profile

The lux Body Deodorants made from 100% natural mineral salts which eliminate and prevents body odor and

allows the user feel fresh and clean for all day long. It gives excellent protection. And, it is just pure and natura

and prevents from causing bacteria. The protective layer will not block pores. It is 100% free of perfumes and

harmful chemicals. It is economical and ideal for travel, as it is won't leak or run out unexpectedly.

Directions: Always apply to clean and dry skin. Simply spray deodorant underarms and also works great for

foot odor. For spray, just spray on directly on skin.

Promotion

LUX has been closely identified by its innovation, which is reflected in its promotions. It was

the first brand of this category that comes up with an idea of creative offers like gold coins and pendants in

soap. After getting a good response from these offers they started new offers to increase the sales like, Buy 3

Get 1 Free.

LUX advertising always had a strong impact on customers by carefully choosing the elements

which reflect aspects of the brand. No wonder then, the commercials featuring of celebrities like, Hema Malani,

Aishwarya Ray and kareena Kapoor makes the Lux very famous among women¶s and this creates an curiosity

in the mind of girls for using the product.



The confidence that advertisement shows were closely connected to the properties of the Lux

product. The lux Deodorant targets audiences in the markets of India that has appealed to different age groups

of both sexes. The current advertising reinforces this bond and the fact that lux has provided protection over the

years.

MarketAnalysis & Strategy of LUX Deos

This report shows the market for the range of Lux Deodorants. LUX, a brand of Hindustan

Unilever Ltd. (HUL) in India, is launching a new range of deodorants in Indian market. Thus this report

contains information regarding market, image positioning etc. that will help to launch the deodorants in the

market. This report shows the market for Deodorants over last 4-5 years, with relevant supporting quantitative

information. Report also projects performance and potential of the market for the next 5-6 years and predicts the

situation of market for the product

After analyzing the situation of market there is need of identify the multiple segments of market for deodorants

by using certain criteria such as demographic, psychographic and behavioral characteristics of the consumers

Segmentation will help in defining the target customer. Among these segments, we will analyze only those in

which Lux is active because of the best opportunities available. This is called µTarget Segments¶ and the

procedure is called Targeting. After specific targeting become clearer then the need of identifying targe

consumer arises, or in other words it can be said that brand Positioning for Lux. Thus, the STP (Segmentation,

Targeting, Positioning) model will help in described above and helps us in defining the marketing process for

launching the product successfully



Marketing Plan, Objectives and Strategies«

If a company wants to increase their sale they should have marketing objectives and should lead to sales. .They

should:

y be clear

y be measurable, and

y Have a stated time frame for achievement.

Examples of marketing objectives follow:

y Must create awareness among the target audience by 30 percent in one year.

y Must Inform target audience about features and benefits of product and its competitive advantage

through advertisements and marketing activities.

y Decrease or remove potential customers' resistance to buying product,and leading to a 20 percent

increase in sales that are closed in six months or less.

If you had multiple objectives made sure that they should not conflict with each other and should be

consistent. Also, be sure that the remainder of your marketing plan components - the marketing strategy, action

programs, controls and measures, budget - supports your marketing objectives.

Setting your marketing objectives and finalizing the remaining components of your marketing plan may serve

as a reality check: Do you have the resources necessary to accomplish your objectives?

The marketing strategy section of your plan outlines your game plan to achieve your marketing objectives. It is,

essentially, the heart of the marketing plan. The marketing strategy section should include information about:

y Product ± about your product(s)and services

y Price - what you will charge customers for products and services

y Promotion - how you will promote or create awareness of your product in the marketplace

y Place (distribution) - how you will bring your product(s) together with your customers.

These are the "4Ps of marketing":

y Product



y Price

y Promotion

y Place (distribution)

However, brief explanations of what should be included in the marketing strategy section of your marketing

plan pertaining to the 4 Ps appear below.

Product Description

A product can be a physical item, a service, or an idea.

y Describe in detail your products or services in terms of the features and benefits they offer customers.

y Describe what you need to have or do to provide your product or service (how it's produced).

Pricing

List the price of your products and describe your pricing strategy. List price ranges for product lines. For

example, if your product is a line of cosmetics, include information in this strategy section about your deodorant

"ranging in price from 100 to 150 per item" rather than a detailed product price list. (You should, however

consider including a detailed price list in the Supporting Documents section.)

Describe any price flexibility or negotiating room, as is common with large purchases such as houses or cars.

Outline any discounts you offer for long-term customers, bulk purchases or prompt payment. Also, include the

terms of sale, such as "net due in 30 days," extended payment plans, and whether you accept credit cards.

Promotion Plan

a promotion plan describes the tools or tactics used to accomplish your marketing objectives.

In your Action Programs section, you will describe the steps that need to be taken in detail, when they should be

done, who will do them, and so on.



Placement (Sales and Distribution)

In this section, describe how your products and customers "meet" or come together through sales and

distribution.

Describe your sales philosophies and methods. Do you employ an aggressive sales method for a large number

of quick sales, or a relaxed method where the emphasis is on having customers feel comfortable to come back

another time even if they don't buy now? Do you use contract sales people or employees? Explain your

approach to sales issues.

PRODUCT MIX AND LINE

A product mix (also called product assortment) is the set of all products and items that a particular seller offers

A product mix consists of various product lines.

A product line is a group of products that are closely related, because they function in a similar manner, are

sold to the same customer groups, are marketed through the same types of outlets, or fall within given price

ranges.

Width ± Number of different product lines offered

Length ± Number of products offered within a particular product line.

Product Line Depth ± Number of versions offered of each product in the line.

Packaging



Packaging involves designing and producing the container or wrapper for a product. The package may include

the product's primary container a secondary package that is thrown away when the product is about to be used

and the shipping package necessary to store, identify, and ship the product. The Soothe deodorant contain in

stylish bottle. It will be the primary container of the Soothe, and there will be no secondary package for the

Soothe deodorant.

Growing Use of packaging as marketing tool:

1. Self service

2. Consumer affluence: consumer is now willing to pay a little more for Convenience, appearance and prestige

of better packages.

3. Company & Brand Image: Instant Recognition

4. Innovation Opportunity

Labeling

Printed information appearing on or with the package, is also part of packaging.

On the bottle of the deodorant there will be really stylish printing innovated by experienced designers, stylish

cap. Written all the information about the Soothe deodorant.Net volume, price, manufacturing date and the

variant.



Launching of Deo

HLL want to launch a new product of lux into market. This time co. is launching

lux deo with different fragrances for men¶s and women¶s. They had done homework and decided exactly what

to offer and how to generate sales. It is very difficult to increase sales because these days large number of

products were launched everyday and there is very tough competition in market. So for this there is a proper

procedure to launch product in the market and defined a proper procedure of launching a new product in the

market. Lux deo is the brand extension of the lux range and it will provide benefit in the success of the product.

These are the following steps kept in mind««««.

1. Identifying the competitors: - Before launching the product a proper market study must be done

to know the competitors in the market and their strategies. There are various competitors of HUL in market

offering large range of products like dove, Park Avenue, play boy etc. So for this there is a need of marke

survey and have to take a serious look at competitors by doing the proper SWOT (strengths, weaknesses

opportunities and threats) analysis. By doing swot analysis strategies and target market of competitors will

come to know and helps in making the policies to compete with them. As HUL is launching deo under the

brand name LUX it is important to know the products offered in the market by competitors. There are various

products like brut, axe etc offered by competitors but if new product or service is entirely unique and without

any competition, it's important to put product according to the customers prospective .Once it is decided whom

will be competitor¶s, review their marketing strategy, including their ads, brochures and websites and target

market after all the process it is to be evaluated how new product will stand up against other products.

2. Target the customer. To successfully launch a new product with minimum financial outlay, it's

essential to focus exclusively on those customers who are targeted according to the different segments. These

customers may be those peoples currently buying something else and can appreciate the additional features of



new product offered to them. So for targeting the market there must be a proper segmentation according to age

sex, taste, preferences etc. There will be a proper positioning of product in the mind of the customers.

3. Define marketing strategy and techniques. After defining the target customer, sales and

marketing channels also must be decided. It must be decided whether to do distribute through internet or

dealers .Generally, multichannel marketing achieve the greatest success .It is necessary to know target customer

and target market. Suppose your strategy is to market a low-cost customer you might choose traditional direct

marketing sales as your primary channel. The trend from traditional strategies based on personalization, rather

than generalization approaches integrated. If you want to target high cost customer you might use traditional as

well as modern techniques to distribute the products. HUL involve the whole organization, because it needs

both internal and external communications to identify the strategy and direction of the organization.

4. Test concept and marketing approach. With all the efforts and money it takes to bring a new

product to market, it is foolishness to rush to the launch phase before testing your product. It's best to examine

product, marketing message and marketing materials offered by the company. Before launching the product it is

to be tested whether the product will be accepted by the customer or not. Only after testing is complete,

company should proceed to the final creation of marketing approach and strategy.

5. Positioning:-Positioning is the art of designing the company¶s offer and image to occupy a place in the

mind of the target customers. The goal is to locate the brand in the mind of consumers to maximize the benefits

of the firm. Positioning starts with a product. Therefore it is important to develop approach in order to obtain a

brand image, target the market and to position the LUX deo to their respective target markets. The presen

report focuses on the explanation of the promotional, marketing mix and business strategy.



6. Roll out campaign. Campaign often plays a vital role in the launch of a product. There are various

ways of campaign like through advertisement, events, public relations etc .But no matter what publicity route

you choose, first make sure your product is ready and available for purchase in order to maximize returns. And

other marketing efforts should follow closely on the press roll out. Monitor the results of all media, and in the

first weeks and months, be prepared to adjust campaign to take advantage of what is working best. Company

must hold various promotional events, advertisements for the promotion of the product. As HLL is launching

the deo there must awareness and availability of the product in market which is only possible by promotiona

campaign. All the Medias like newspapers, tv, radios, internet etc must be used for the promotion of the

product.

7. Launch of the product: - After a proper campaign process it is to be decided about the launch of

the product keeping in mind the various concepts of marketing mix. A proper process must be followed keeping

in mind the 4p¶s price, place, product, promotion .when all is set launch product by handling an inaugural

ceremony.

8.Taking the feedback from customer:-

work doesn¶t ends after launch of the product now it¶s

time to take feedback from customer about the product. Feedback will tell whether the product is successful or

not. Company will also come to know about the need of customer and can review the product. Feedback is

necessary because by this it can be specified that what consumers want and what they are getting. It will also

help in the launching of new product.

9. K now your product's lifecycle. The campaign which is used during the introduction phase of

product launch will need to be updated as product matures. It is needed to monitor the marketing results

carefully and record the results that will indicate when it's time to revise the product, media message for

generating the higher revenue. This is needed because every product reaches the maturity stage where revenue

generations decrease and it¶s time to review the product.



Market growth of deodorant

This graph shows the market growth of the product after the one month of launch up to the fifth month.

According to this market survey products market share increases rapidly but due to tough competition in the

market it starts declining at the ending of second month.

Graphic representation of product growth

But after the end of the third month sales increases due to the quick response of the company.HUL

increases the sales promotion of deodorant creates awareness in the market. Due to this there is increase in the

sales and remain constant up to fifth month. This shows that after launching the product job doesn¶t ends

product but it needs regular promotion in case of new product. After examining the market cause of decline in

the growth of product indicates that it is caused by due to the decrease in the price of the other company¶s

product. So here HUL reduces its products prices and records increase in the growth rate and maintained it

Market survey is must in today¶s competitive world because market trends keep on changing regularly so that¶s

why it¶s necessary.

Swot analysis of HUL

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1month 2month 3month 4month 5month



Strengths:

1. HUL as well as Lux has Strong and well differentiated brands with a good share positions in the market

Brand image and value will help in positioning of the new product.

2. Strong R&D based products which are delivered to customers make a platform for the success of deo

due the trust of customers on HUL.

3. Deodorant have advantage due to the introduction of two new fragrances i.e. Spice and cologne.

Weaknesses:

1. Competition with own products

2. Competition with other products like Rexona, Setwet etc

3. High price then other products

Threats:

1. Aggressive price competition from local and multinational players.

2. Unfavorable raw material prices.

Opportunities:

1. Brand growth through increased consumption depth and frequency of usage across all categories.

2. Market and brand growth through increased penetration especially in rural areas.

3. Upgrading consumers through innovation to new levels of quality and performance.

4. Growing consumption in Out of Home categories Establishing HLL as a sourcing hub for Unilever

companies in various countries.

Bibliography

Marketing management by Philip Kotler, Kelvin Keller

http://EzineArticles.com/?expert=Sean_R_Mize

http://Entrepreneur Media.com

http://www.bnet.com/2410-13240_23-57049.html



http://www.entrepreneur.com/tradejournals/article/160927574.html

http://www.superbrandsindia.com