Moni Thesis

8/14/2019 Moni Thesis

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DECLARATION

I here by declare that thesis report titled Rebranding of liril

soap submitted by me to the department of Business

Management Magnus School Of Business is a work

undertaken by me and it is not submitted to any other

University or Institution for the award of any degree/diploma

certificate or published any time before.

PLACE: HYDERABAD

DATE:

(MONI SHANKAR DAS)


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ACKNOWLEDGEMENTI am very much thankful to MAGNUS SCHOOL OF BUSINESS

who has given me his kind permission to do this project.

My gratitude is to Mrs. Sunanda yadav my faculty guide who has

guided me at the college. who provided valuable insights and

guidance in the matter of sales techniques, analysis and

interpretation of data collection.

Name:- MONI SHANKAR DAS


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CHAPTER- 1

INTRODUCTION


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REBRANDING OF LIRIL TO LIRIL

2000When big brands do go in for a radical overhaul it usually isa good indicator that the brand is in someSort of trouble.The end of the glamour girl era for Liril andmove from freshness to rejuvenate 2000body parts is perhaps an indicator of its trouble status.While there are other brands which have faded over

the time none have enjoyed the kind of dominationand status, that liril at its peak enjoyed. From launching oneof indias best remembered brand ambassador to date Karen Lunel to rewriting the rules of Indian soap markting,the brand possesses an aura and myth that other brandcould only envy.For most part the brand community is rather distress with thedirection that the brand is taking pointing out that is ratherstrange that HUL has taken the most iconic brand in its

stable and married it rather crudely to an international brandin their portfolio,LEVER 2000. The freshness and lemon offering that Liril

was strongly associate with, is now become generic withpopular priced soaps.

The iconic soap which probably launched the first ad

focusing on beautiful women in India. The ad was shot inPambar Falls in Kodaikanal, Tamil Nadu, which is now morepopularly known as 'Liril Falls' thanks to the ad. It was thehottest ad in the early 80s - the image of a girl drenchedunder the falls wearing only bikini. The brand continued to be


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promoted the same way and later found Preity Zintamodelling for it.

From the advertisement itself, freshness was the key

message being communicated and focus was on a femalemodel. Liril shifted focus from the waterfall advertisementswhich were doing good for the brand and experimented withLiril Orange, which didnt quite pick up. People would preferbathing with a soap having lime content but not orange.

The latest TV Commercial of Liril, isnt focussed on a femalemodel, but a family, a married couple with a kid. Something

most of us would not associate Liril with. It has a completelydifferent setting, early morning charm inside a home. It talksabout points in our body which refresh us. The ad claims torejuvenate the entire body and is presented as an interactionbetween a father and a kid. The new ad campaign in itselflooks brilliant but it is very optimistic to assume that it willhelp revive the brand because of its existing image in theminds of the consumers.

There has been a significant effort put into rebranding Liril,different packaging, earlier tight wrapped covering isreplaced by box type packing, the light green color isreplaced by a darker shade and gloss finish.

The attributes of the iconic waterfall advertisement and "lala la la laaa" song are totally missing in the new brandingattempt. Although HUL might be focussing on the new age

consumers, who are not very influenced by the earlier brandimagery, but the memories dont fade easily. In the yearsthat have gone by, no other soap brand in India has beensuccessful in replacing Liril, that is why in my opinion it madesense for HUL to replicate previous attempts, something thatit stood for.


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Rebranding product

As for product offerings, when they are marketed separately

to several target markets this is called market segmentation.When part of a market segmentation strategy involvesoffering significantly different products in each market, this iscalled product differentiation. This marketsegmentation/product differentiation process can be thoughtof as a form of rebranding. What distinguishes it from otherforms of rebranding is that the process does not entail theelimination of the original brand image. Dexxa computermice are rebranded Logitech devices sold at a lower price byLogitech in the low-end market segment without undercuttingtheir mid-range products. Rebranding in this manner allowsone set of engineering and QA to be used to create multipleproducts with minimal modifications and additional expense.Following a merger or acquisition, companies usuallyrebrand newly acquired products to keep them consistentwith an existing product line. For example, when Symantecacquired Quarterdeck in November 1998, Symantec chose

to rename CleanSweep to Norton CleanSweep. Later on, thecompany chose to reposition its entire product line bygrouping products into a bundle known as NortonSystemWorks. Symantec is not the only software companyto reposition and rebrand its products. Much of Microsoft'sproduct line consists of rebranded products, including MS-DOS, FoxPro and Visio. Another example is the rebrands ofGeForce 8-series GPU into 9-series by nVidia.Another form

of product rebranding is the sale of a product manufacturedby another company under a new name. An original designmanufacturer is a company which manufactures a productwhich is eventually branded by another firm for sale. This isoften the case with international trade. The manufacturing


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can take place in a place with lower operating costs, whilebeing sold under a local brand name.


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REASON FOR SELECTING TOPIC

The fmcg sector is one of the booming and increasing sector

in India.And getting brand knowledge is a alltime effective inmarketing field.The application of marketing techniques to aspecific product, product line, or brand is called brandmanagement. It seeks to increase the product's perceivedvalue to the customer and thereby increase brand franchiseand brand equity. Marketers see a brand as an impliedpromise that the level of quality people have come to expectfrom a brand will continue with future purchases of the same

product. This may increase sales by making a comparisonwith competing products more favorable. It may also enablethe manufacturer to charge more for the product. The valueof the brand is determined by the amount of profit itgenerates for the manufacturer.Where as in my entire thesis work I found my interest inintracting with my products customers and finally convincingthem to give their personal thought regarding my topic.


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PROBLEM WITH LIRIL SOAP

Liril soap fails to maintain its existing market position due to

the following reasons.

They fail to Ensuring that the CEO shares the primary brandchampion role with you Ensuring that the brand has a carefully crafted mission,vision and promise Maximizing relevant brand differentiation Ensuring that the brand has an attractive personality Making sure the brand stands for something important tothe target customer Making sure all employees understand what the brandstands for Aligning organization strategy with brand strategy Creating and sustaining organization-wide passion for thebrands mission, vision and promise Ensuring that the organization delivers against the brand

essence, promise and personality at each point of contactthe brand makes with employees, customers, shareholders,the press and any other stakeholders Ensuring that the brand acts with consistency andintegrity

Maximizing the target customers awareness of the brand Infusing the brand with relevant innovation

Keeping the brand alive and vital

And finally the company decided to change the brand nameand try to overcome from these problems.


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LEARNING FROM THE STUDY

Different brand awareness among the customers.

Customers perception about the different products. The brand image of the product. What are the problems faced by the organization in realmarket. How to communicate with the customers. Different techniques taken by organization of dealing withthe customers. How to convince and convert a customer into a realcustomer.


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SWOT Analysis

Strengths

Gives business a newimage

Customer awareness

Weaknesses

Could backfire

Dissatisfaction amongcustomers

Loss in sales/ alreadycurrent customers. Maynot adjust to new image

Opportunities

Potentially profitable

Wider Customerawareness of outlet

Threats

Could lose customers

Competitors could takeadvantage of risk.


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CHAPTER-2COMPANY PROFILE


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COMPANYS BACKGROUND

Hindustan Unilever Limited (HUL) is India's largest Fast

Moving Consumer GoodsCompany, touching the lives of two out of three Indians withover 20 distinctcategories in Home & Personal Care Products and Foods &Beverages. They endowthe company with a scale of combined volumes of about 4million tonnes and sales ofRs.10,000 crores.HUL is also one of the country's largest exporters; it hasbeen recognized as a GoldenSuper Star Trading House by the Government of India.The mission that inspires HUL's over 15,000 employees,including over 1,300managers, is to "add vitality to life." HUL meets everydayneeds for nutrition,hygiene, and personal care with brands that help people feelgood, look good and get

more out of life. It is a mission HUL shares with its parentcompany, Unilever, whichholds 51.55% of the equity. The rest of the shareholding isdistributed among 380,000individual shareholders and financial institutions.HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel,Fair & Lovely, Pond's,Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond,

Kissan, Knorr-Annapurna, Kwality Wall's are household names acrossthe country and span manycategories - soaps, detergents, personal products, tea,coffee, branded staples, ice


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cream and culinary products. They are manufactured over40 factories across India.The operations involve over 2,000 suppliers and associates.HUL's distribution

network comprising about 4,000 redistribution stockists,covering 6.3 million retailoutlets reaching the entire urban population, and about 250million rural consumers.HUL has traditionally been a company, which incorporateslatest technology in all itsoperations. The Hindustan Unilever Research Centre(HLRC) was set up in 1958, and

now has facilities in Mumbai and Bangalore. HLRC and theGlobal TechnologyCenters in India have over 200 highly qualified scientists andtechnologists, manywith post-doctoral experience acquired in the US andEurope.HUL believes that an organizations worth is also in theservice it renders to the

community. HUL is focusing on health & hygiene education,women empowerment,and water management. It is also involved in education andrehabilitation of special orunderprivileged children, care for the destitute and HIV-positive, and ruraldevelopment. HUL has also responded in case of nationalcalamities / adversities andcontributes through various welfare measures, most recent

being the village built byHUL in earthquake affected Gujarat, and relief &rehabilitation after the Tsunamicaused devastation in South India.In 2001, the company embarked on an ambitiousprogramme, Shakti. Through Shakti,


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HUL is creating micro-enterprise opportunities for ruralwomen, thereby improvingtheir livelihood and the standard of living in ruralcommunities. Shakti also includes

health and hygiene education through the Shakti VaniProgramme, and creating accessto relevant information through the iShakti community portal.The program nowcovers 15 states in India and has over 31,000 womenentrepreneurs in its fold,reaching out to 100,000 villages and directly reaching to 150million rural consumers.

By the end of 2010, Shakti aims to have 100,000 Shaktientrepreneurs covering500,000 villages, touching the lives of over 600 millionpeople.HUL is also running a rural health programme LifebuoySwasthya Chetana. Theprogramme endeavors to induce adoption of hygienicpractices among rural Indians

and aims to bring down the incidence of diarrhea. It hasalready touched 70 millionpeople in approximately 15000 villages of 8 states. Thevision is to make a billionIndians feel safe and secure.If Hindustan Unilever straddles the Indian corporate world, itis because of beingsingle-minded in identifying itself with Indian aspirations andneeds in every walk of

life.


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MISSION

Unilever's mission is to add Vitality to life. We meet everydayneeds for nutrition, hygiene and personal care with brandsthat help people feel good, look good and get more out oflife.

Our deep roots in local cultures and markets around theworld give us our strong relationship with consumers and are

the foundation for our future growth. We will bring our wealthof knowledge and international expertise to the service oflocal consumers - a truly multi-local multinational.

Our long-term success requires a total commitment toexceptional standards of performance and productivity, toworking together effectively, and to a willingness to embracenew ideas and learn continuously.

To succeed also requires, we believe, the highest standardsof corporate behavior towards everyone we work with, thecommunities we touch, and the environment on which wehave an impact.

This is our road to sustainable, profitable growth, creatinglong-term value for our shareholders, our people, and ourbusiness partners


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-:Organizational Structure:-

1. Chair Man Mr. Harish Manwani

2. CEO & Managing Director Mr. Douglas Baillie

3. Finance & IT Director Mr. D. Sundaram

4. Executive Director Mr. Nitin Paranjpe

5. Directors

I. Mr. Sanjiv Kakkar

II. Mr. A. Narayan

III. Mr. V. Narayanan

IV. Mr. D. S. Parekh

V. Mr. C. K. Prahalad

VI. Mr. S. Ramadorai


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LIRIL SOAP HISTORY

The soap was manufactured by Hindustan Lever Limited inIndia. Most of their ads are woman bathing in rains or undera waterfall. Liril launched a blue variant called Icy Cool Mintin 2002. It also tried launching an Orange variant , called LirilOrange Splash in India in 2004. Neither of these variantscreated much splash in the market. The company evenchanged agencies handling the brand, from Lowe toMcCann Erickson before going back to Lowe. Liril has beenhaving a static market share for quite some time now.Majority of their sales happen during summer. Preity Zinta,among others, has advertised for this product.LIRIL, the well known HLL brand captures 2.5 % of themarket share. Since decades anybody watching theadvertisement for Liril soap could see only a girl romancingwith water which was considered to be a sign of freshness.That was how Liril has being positioned since ages in the

minds of the consumers. The lime concept of Liril had madehome in the minds of the consumers.

More or less everybody felt that this soap was mainly for theladies and that too the working segment. The main theme ofthe advertisement was freshness which revolved aroundlime.

HLL wanted to launch new fragance in Liril however it wasvery difficult for the company to break this image in theminds of the consumers. The lime concept of Liril wasstrongly built in the minds of the consumers and changingthis brand image was something that was really changellingfor HLL when it thought of venturing into other areas.


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If one is not aware let me tell you that Liril is now offered tothe consumers in Orange , another containing Aloe vela andthe shape of the soap also has been modified, which is

much similar to that of the Dove.

With all theses changes the company somehow had tochange the commerical so that the brand image also getschanged. Finally HLL with the help of Lintas has made this.

Gone are the days were one could just see a girl dancing.The company has now decided to introduce a girl and a boy

just to ensure that the brand image of lime for the Liril getschanged in the minds of the consumers.

By incorporating all these changes HLL expects to increasethe market share from 2.5 % to 5% by the end of 2005. Withall these changes happening its really worth tryingsomething new. So why wait ?? rush to the nearest storeand grab the new Liril !!The first Liril girl, Karen Lunel, brought in the freshnessappeal. Her carefree cavorting under the waterfall(incidentally shot at the Pambar Falls in Kodaikanal, TamilNadu), was seen to be synonymous with the womensliberation taking wings in those times. There were severalothers who followed her over the years Aneesha Dalal,Pooja Batra, Hrishita Bhat, Tara Sharma, DeepikaPadukone, Divya Palat, and Preity Zinta too.

The brand also saw the introduction of quite a few variants Icy mint, Orange Liril, etc. Now, Liril is in an almostunrecognizable avatar of Liril 2000. Gone is the lone girlenjoying her Liril moment, and in comes a family (with adecidedly international look and in an international homesetting) sharing their intimate moments of togetherness. The


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latest TVC, currently on across channels, has beenconceptualized by Lowe Lintas India. The TVC speaks aboutthe 2,000 sensitive points in our body that Liril refreshes andrejuvenates.


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INTRODUCTION OF LIRIL 2000 SOAP

The new liril 2000 was introduced in makket in june

2009.The jingle liril girl era come to an end and liril 2000 wasintroduced. Liril 2000 which rejuverate the 2000 body partsand leave a freshness feeling.A cursory glance at Lever 2000 reveals that much of whatLiril 2000 is doing is an exact replica. From the refreshes2000 body parts line to the overall imagery the new Liril,notwithstanding what Levers says, seems to be a mirrorimage of Lever 2000. While Alyque Padamsee, the man wholaunched Liril for Levers while at Lintas even began hisinteraction with us on this story by referring it to Lever 2000,Shripad Nadkarni, director, MarketGate consulting says,The execution of the advertising is exactly that of Lever2000. Many branding experts see this is as a pointer to thefact that Levers has run out of ideas on the brand but giventhe equity that it still enjoys wants to somehow try and getthe brand back in the big league. When we ask Vats ratherpointedly that this seems like an attempt to bring in Lever

2000 into the country he categorically denies it. However,Santosh Desai, CEO Future Brands who once worked on thebrand minces no words and says, You are smuggling inLever 2000 through this brand.Liril soap, which was recently relaunched, is now targeting awider audience with the brand tailored to appeal to the entirefamily a change from the earlier times, when the likes ofKaren Lunel, Preity Zinta, Tara Sharma and Deepika

Padukone were made the face of the brand focusing on theyouth segment.While HUL did not respond to queries, the firms advertisingagency Lowe Lintas said the change in strategy wasprompted by the evolution that the market has undergone.In the last decade or so, freshness has become generic to


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the personal wash category and, lime and lemonyfragrances are being used by any and all brands. Clearly,the consumer and the market has moved on, Lowe LintasExecutive Director Joseph George told PTI.

We also decided that in order to broad base its appeal (andfortunately our proposition allowed us to do so), we shouldmake the brand appeal to the entire family, he added. Theidea was to leverage Lirils premium heritage and find a newconsumer benefit in skin cleansing to make the brandrelevance to its audience once again, he added.

Today, the premium end of the skin cleansing market is

moving to skin care benefits. So, we looked at how we couldinterpret Lirils core equity of freshness, plus added newbenefit of soft skin (due to Aloe Vera) as a skin care benefit,George said.The campaign for the new avtaar of the soap, Liril 2000,focuses on family by highlighting the combination of fresh,clean skin and soft skinCommenting on Lirils transition, Amer Jaleel, ECD, Lowe

Lintas, said, There is no doubt that Liril is an iconic brand,nevertheless, the brand has stood in the way of individualinspiration. The prior strategy, where the brand stood for itssensuousness and freshness, has now moved forward as afamily intimacy brand.So what is this family intimacy? Jaleel explained, Intimacyhas various meanings that one can define for Liril 2000.However, what it stands for is the 2,000 ways of being clean,fresh and intimate with the family. In Jaleels words, the

recent commercial gives one a sense of fresh, touchablefeel.As for the new brand strategy, Jaleel said, The waterfallcommercial and its strategy were around the sensuousnessand freshness around the brand and women. It is related toa woman discovering herself beyond the four walls of her


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bathroom. That was the then USP of the brand, whichhelped Liril become an icon. However, today women areliberated and have moved on. In the same way, the newstrategy is liberalisation of the brand, which has now moved

on to being clean, fresh and intimate with the family.Communication will always change with time and peoplechanging. Brand Liril has always been woman-centric, butwe now move on to being family-centric, where again thewoman is the focus as she will be the potential consumer,he added.An Onlookers Perspective

KV (Pops) Sridhar, NCD, Leo Burnett, remarked that greatadvertising made the brand Liril and bad advertising killed itmany years later.In my opinion, every element of the commercial added tothe success of the brand, to start with Freshness, theproduct idea (RTB: Lime), and the waterfall werebreakthroughs in the category as every soap ad wasshowing fully clothed women in bathtubs, while Liril showed

the girl bathing under the waterfall, which every Indian girlcould dream off and identify with than the bathtubs. Thejingle was awesome, so was Karen. The real executionbrilliance came in the form of the two-piece bikini, whichscandalised a generation of young men and women. It was atruly contemporary idea and execution, which not only stoodout, but also influenced the future of advertising in theDoordarshan days.However, Pops stressed, to keep a brand contemporary was

very difficult unless one invested in understanding the ever-evolving trends in society. He said, In this Baywatch andFTV era, a bikini is barely scandalous, even live-inrelationships arent raising eyebrows anymore. So, whatdoes on old brand do to remain relevant in the Facebookera?


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He further noted, Liril has always been a struggling brand.Ever since its phenomenal success initially, it never everreplicated the magic and charm of the original commercial.And finally, it is close to death today.

Josy Paul, Chairman and National Creative Officer, BBDOIndia, said, Liril created history in the seventies. It brokenew grounds and created huge salience, because it tookbathing out of the bathroom and turned it into fantasy. Therewas a voyeuristic glee in looking at some young womanbathing. The lemon-waterfall made the whole thing legal,and thus presented the ingredient story very effectively.Everything about the film was remembered, including the

song. There was total engagement and talk-ability.My guess is that Liril was a stroke of luck! Its a one adwonder! Some of the films that followed wereunderwhelming! The brand was staying alive and fightingcompetition based on the residual value and echo effect ofits original film, he added.Paul further said, Today, the brand still enjoys recognitionand familiarity. But probably scores low on relevance. Its not

part of conversation and there is no new news. The brandwill have to connect with new audiences in a new way. Lirilwill have to offer new meaning and play an integral role inthe lives of young people. Brands like Sunsilk have shownthat you can take a fresh start. Liril will have to shed its pastcompletely, if it has to go forward.


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CHAPTER-3METHODOLOGY


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DATA ANALYSIS, INTERPRETATION

Q1.Are you married or unmarried?

1 Maried140 30%2 Unmarried 60 70%Total 200 100%

InterpretationFrom the table above it can be seen that 70% respondents are married. 30% respondents are unmarried.


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Q2. Personal category?

Category No. of Respondents Percentage

1 senior citizen 50 25%2 student 80 40%3 working 70 35%Total 200 100%


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Q3. Do you think Liril 2000 can reach to that level where

liril soap was in its peak time?

Sr. No. Category No. of Respondents Percentage1 Yes 10 5%2 No 160 80%3 Will tell later 30 15%Total 200 100%Base 200 respondents


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Interpretation

From the graph above it can be seen that 80% respondent are not supporting the new liril 2000 soap. 5% respondent are interested in liril 2000 soap. 15% of the respondents say that they will tell later.


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Q4. Will rebranding of liril will effect its market position?TABLESr. No. Category No. of Respondents Percentage1 Yes 120 60%

2 No 80 40%Total 200 100%Base 200 respondents

Interpretation

from the table above it can be seen that 60% respondent are agree that it will effect its marketposition 40% respondent are not agree that it will effect marketvalue of liril soap.


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Q6.Do you think in spite of rebranding company shouldlaunch a new product under the same brand with newfeatures?TABLE

Sr. No. Category No. of Respondents Percentage1 Yes 25 88%2 No 175 12%Total 200 100%Base 200 respondents

InterpretationFrom the graph above it can be seen that 88% respondent are not supporting rebranding.

12% respondents are supporting it.


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Q7. Do you think the recent ad of liril 2000 will be asmemorable as the old water waterfall ad of liril soap in

its time?TABLESr. No. Category No. of Respondents Percentage1 Yes 82 41%2 No 118 59%Total 200 100%33Base 200 respondents

InterpretationFrom the graph above it can be seen that 41% respondents are are agree with it. 59% respondents are not agree with the statement.


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CLUSTER ANALYSIS

Figure 1. Graphical display Of liril soap in the market(indicated by the line).


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Figure 2. Scree plot and average silhouette width graphs forun-standardized and standardized data (A. Wisconsin; B.Column Total; C. Row Total; D. Un-standardized) using aJaccard distance matrix.


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Figure 3. Non-Hierarchical cluster plot (un-standardized,Jaccard distance matrix, K = 5).


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Table 1. Summary of non-hierarchical cluster plot results._______________________________________________________Average silhouette width per cluster:

[1] 0.13452875 0.11794805 0.02231847 0.151196290.13251540Average silhouette width of total data set:[1] 0.1069497

_______________________________________________________Numerical information per cluster:

size max_diss av_diss diameter separation

[1,] 17 0.7601985 0.5712179 0.8790272 0.3111639[2,] 21 0.7250245 0.5774617 0.8594816 0.4783563[3,] 24 0.8569636 0.6250325 0.9420017 0.5108661[4,] 22 0.6966292 0.5344961 0.8880077 0.5025109[5,] 14 0.6839000 0.5147558 0.8821971 0.3111639

________________________________________________________


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Figure 4. Non-hierarchical cluster plot average silhouettewidth (un-standardized, Jaccard distance matrix, K = 5).


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Table 2. Non-hierarchical cluster stability analysis.___________________________________________________________

Cluster method: clara/pamFull clustering results are given as parameter resultof the clusterboot object, which also provides furtherstatisticsof the resampling results.Number of resampling runs: 100

___________________________________________________________

Number of clusters found in data:5______________________________

Clusterwise Jaccard bootstrap mean:[1] 0.7029051 0.6988323 0.5900895 0.8040652 0.6104396dissolved:[1] 26 13 32 6 38recovered:

[1] 51 34 31 69 23

Clusterwise Jaccard subsetting mean:[1] 0.8055547 0.7480853 0.6527985 0.8845017 0.6495358dissolved:[1] 15 11 26 1 33recovered:

[1] 70 52 37 90 29


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Figure 5. Agglomerative hierarchical cluster analysisdendrogram (Jaccard Distance, Average-linkage;Agglomerative Coeff. = 0.3966490).


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Figure 6. Agglomerative hierarchical cluster analysiscophenetic correlation (Jaccard Distance, Average-linkage;Cophenetic Correlation = 0.640221).


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Figure 7. Agglomerative hierarchical cluster analysis screeplot (Jaccard Distance, Average-linkage).

Figure 8. Agglomerative hierarchical cluster analysisdisplayed on ordination plot.

Table 3. Clusterwise bootstrap results (agglomerativehierarchical).

______________________________________________________________Clusterwise Jaccard bootstrap mean:[1] 0.6300375 0.4554611 0.6024089 0.6954667 0.71193540.5306667dissolved:[1] 25 69 39 11 32 54recovered:[1] 23 2 25 32 48 46


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Clusterwise Jaccard subsetting mean:[1] 0.6552046 0.4470224 0.6177251 0.6763139 0.60198720.4416667dissolved:

[1] 31 72 41 20 49 64recovered:[1] 37 4 33 39 37 366 clusters-HC agglomerative


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CHAPTER-4CONCLUSION


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CONCLUSION

Liril soap, the branded soap of HUl was expected to go on

stream.The product was expected to be a market leader inits field but it seems to b fainted with time passed. There wasa lot of opportunities for the product but the company fail totake the major steps to be taken earlier in the product lifecycle.

According to my findings company had taken a wrongdecision to rebrand its liril to liril 2000.It will take a long timefor liril 2000 to take the position of liril soap in its peak time.And according to me the company should launch a newproduct with new feature instead of changing its brandname.So, at last the conclusion is that there is tough competitionfor the new product liril 2000 to reach the peak point. Andlast I am giving my best wishes to company to perform best

in future.


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LIMITATION

Every work has its own limitation. Limitations are extent towhich the process should not exceed.Limitations of this project are:- The project was constrained by time limit months. Mindset of people may very depending upon their age,gender, income etc. Getting appointment from the concern person was verydifficult.

People mind set about the survey was an obstacle inacquiring complete information & positive interaction. Respondents were very busy in their schedule. So it wasvery time consuming for them to answer all the questionsproperly.


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BIBLIOGRAPHY

1.BOOKS AUTHORS

Marketing Management (10th Edition) Philip Kotler Marketing Management (3rd Edition) V.S. Ramaswamy. Marketing Management ICFAI University. Research Methodology (2nd Edition) Research Methodology C.R.Kothary, S.P. Kasande2. NEWS PAPERS Times of India Economics Times3. WEBSITES www.liril soap.com www.google.com
http://www.liril/http://www.liril/

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Moni Thesis