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Project Offered By :

Prof. Debashish Brahma

Project Done n Presented By:

Anup H irawat roll no. 04

Vijay Kumar Popat roll no. 54

Suchanda Banerjee roll no. 51

N ayeem Khan roll no. 20

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PAST RECORDS ABOUT N IRMA

Nirma is the Rs.17 billion Detergents, Soaps and Personal Care Products Brand, a market leader in the Indian detergent market and second largest in bathing soaps... the brand NIRMA being one of the world's biggest in it's segment... a result of it's mission to provide 'Better Products, Better Value, Better Living'.

The man who altered the clothes-washing habits of the Karsanbhai Patelthe chairman of the Ahmedabad-based Nirma Ltd. This chemist who manufactureddetergents at home in Ahmedabad in 1969 has certainly come a long way. H e worked fromhis backyard which developed into a soap factory, cycled to retail outlets and hawked hisbrand at one-fourth of the price of similar products then available. At Rs 6, Nirma, namedafter his daughter, was the cheapest detergent vying for attention on shop shelves. By thelate 1980s, N irma had become one of the world's largest-selling detergent powders. T hat herewrote history and gave Hindustan Lever, the Indian subsidiary of the Anglo-Dutch foodsand toiletries conglomerate Unilever, a huge headache is well-chronicled. Today he is proudowner of an Rs 2,500-crore Ahmedabad-based soaps and detergents major

I t has been Patel's dream to make Nirma a synonym for quality. "N irma is not merelya brand or a product, it is a dynamic phenomenon, a revolution, a philosophy," he oncesaid. N irma sells over 800,000 tones of detergent products every year and commands a 35%share of the Indian detergent market, making it one of the worlds biggest detergent brands.Towards this end, he tried his hand at many brand extensions. From toothpaste to salt andmatchsticks, they all nestled under the Nirma umbrella.Incorporated as a private limited company, N irma was converted into a deemed publiccompany and then to a public limited one in N ov.'93. N irma is an over Rs. 17 billion brandwith a leadership presence in Detergents, Soaps and Personal Care Products, offeringemployment to over 15,000 people. I n fiscal 1997, the Nirma group restructured operationsand merged four companies Nilinta Chemicals, Nirma Detergents, Nirma Soaps andDetergents, and Shiva Soaps and Detergents with its flagship N irma Ltd. Products aremarketed through a 100-per cent subsidiary, N irma Consumer Care.

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N irma has undertaken backward integration into manufacture of Industrial Productslike Soda Ash, Linear Alkyl Benzene (LAB), Alfa Olefin Sulphonates (AOS), Fatty Acid,Glycerine and Sulphuric Acid.

Today, Nirma sells over 800000 tones of detergent products annually, giving it a

35% share of the Indian market, which are the worlds second largest fabric wash productsmarkets. This makes Nirma India's largest detergent marketer and one of the world'sbiggest detergent brands. The Company has acquired Kisan Industries Limited situated atVillage Moraiya, Dist. Ahmedabad as a going concern, which was engaged in the businessof manufacture of detergents, Single Super Phosphate, fertilizer and printing andpackaging. T he second stream of the 420000 tpa Soda Ash plant at village Kalatalav,Bhavnagar was commissioned in September 2000. The Company also set up a pure waterplant to manufacture 2.80 lacs TPA Vacuum-salt in October 2000.Debottlenecking processwhich was made during 2001-02 by the company resulted in expansion of installed capacityof Soda Ash at Village Kalatalav, from 420000 TPA to 650000 TPA. T he total cost of theproject is approximately Rs.110 crores. This project is expected to be completed inSeptember, 2002. The company issued Secured NCD aggregating Rs.360 crores in order toaugment its working capital and also to bring-in cost effiency in funding cost

I n detergents market N irma and H industan Lever are close competitors with 38%market share each. Nirma leads the popular segment, while HLL leads the premiumdetergent powder segment. P&G and H enkel Spic are the other key competitors in thedetergent market.

In toilet soaps, H LL has a dominating 63% market share. Nirma has also garnered asignificant 22% market share in a short time. Other major players in the segment are GodrejSoaps and P&G.

DI RECTOR OF N IRMA : Mr. RAJEN DRA D. SH AH

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Nirma Limited

BOARD OF DIRECTORS AS OF 2007-08Dr. K. K. Patel, ChairmanShri Rakesh K. Patel, Vice ChairmanShri Shrenikbhai K. Lalbhai

Shri Pankaj R. PatelShri Rajendra D. ShahShri A. P. SarwanShri Chinubhai R. ShahShri Kaushikbhai N. PatelShri Kalpesh A. Patel, Executive DirectorShri Hiren K. Patel, Managing Director

AUDITORS AS OF 2007-08Hemanshu Shah & Co.Chartered AccountantsAhmedabad

COMPANY SECRETARY AS OF 2007-08Shri Paresh Sheth

REGISTERED OFFICE AS OF 2007-08Nirma HouseAshram RoadAhmedabad - 380 009

REGISTRARS AND SHARE TRANSFER AGENT AS OF 2007-08M/s. Sharepro Services (India) Pvt. LimitedMumbai - 400 099

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PRODUCT

Nirma is aptly considered as a marketing miracle and this is reflected in the strength of the

brand. Nirma has successfully challenged and changed the conventions of detergents marketingand today leading business schools are analyzing it's strategies to demystify this miracle. Nirma'score marketing thrust revolves around prompting consumer trials by offering a good qualityproduct at most competitive price and retaining these new consumers by continuously offeringthe same 'Value For Money' equation. This is borne by the fact that today Nirma can boast of astrong brand loyalty from its 400 million consumer base. Based on the pragmatic concept of 'Umbr

ella Branding', Nirma has been increasingly successful in extending its brand equity toother product categories like Premium Detergents, Premium Toilet Soaps, Shampoos, Toothpastes and Iodized Salt, thus opening new vistas to the field of Brand Building.

This product created a marketing miracle, when introduced in the domestic marketplace. In1969, when the detergents were priced so exorbitantly that for most of the Indians, it was a luxuryitem. Nirma envisioned the vast Fabric Wash market segment and sensed a tremendous potentialtherein. This product was priced at almost one third to that of the competitor brands, resulting intoinstant trial by the consumers. Owing to its unique environment-friendly, phosphate-freeformulation, the consumers became loyal to this brand, helping it to over-take the decades oldbrands, in terms of volumes. This brand had been ranked as the Most widely distributed detergentpowder brand in I ndia as per All India Census of Retail Outlets carried out in 435 urban towns by

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the AI MS (Asian Information Marketing & Social) Research agency [Brand Equity - The EconomicTimes, March 11, 1997]. As per the ORG-MARG Rural Consumer Panel [December 1998] survey,Nirma brand has been ranked as highest in terms of penetration in washing powder category [BTRural Market Watch, Business Today, June 22, 1999].

Detergents

Nirma dominates the popular detergent segment with brands like Nirma Popular powder, Nirma Detergent powder, Nirma bar, etc. Super Nirma detergent powder is positioned in the mid-pricedsegment. Detergent volumes in FY00 increased by 4.4% to 615,749 tons.

Nirma Detergent Powder was launched in 1969, by Mr. Karsanbhai Patel. Theproduct created a loyal customer base that increased day by day. In 1982 Nirma DetergentPowder became the largest selling detergent powder in western India and by 1989 the same wasestablished on the national scene. The detergent when launched was priced one third that of thenearest competitor. The detergent powder was overnight converted into a common mansnecessity from being a luxury of a few. The credit goes to the pioneer of this new environmentalfriendly technology, Mr. Karsanbhai Patel who lowered the usage barrier and started the Nirmaphenomenon which took the world by storm. After a period of more than 20 years the polypacket for Nirma Detergent Powder was changed in 1998 to differentiate it from me too look alike'. The strategy seems to have worked as consumers have successfully identified the newpack as a genuine Nirma product. The product today is available in two pack sizes 500 gramsand 1000 grams.

Super Nirma high quality spray dried detergent was launched into market in 1996 witha price 40% lower than the nearest competitor offering the same quality. With in a short span of two years Nirma Super Detergent Powder cornered substantial market share in the premiumdetergent segment. The brand targeted towards Nirma consumers who were shifting towardsmore sophisticated form of washing, clicked very well as the ever dependable Nirma Brand

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name assured high quality at affordable prices. The powder is available in 25 grams, 500 gramsand 1000 grams in polypacks.

Nirma launched a flanking brand namedNirma Popular Powder

in selected pocketswhere Detergent powder usage was limited or the me too brands were eating into Nirma's share.The product was a good product available at prices that would switch people to use brandedpowder. The substandard products took a severe beating in the pockets where Nirma Popular waslaunched. It is available in 500 grams and 1000 grams pack sizes. The product with similar nameand slightly different formulation is being sold in the exports market successfully.

Nima Green Powder introduced in Q4 - '99 is Nirma's introductions in a segmentwhich was not addressed by Nirma till then. This powder positioned in the economy segment haslingering fresh lime perfume. It scores high on cleaning efficiency and generates a good amountof lather leaving clothes sparkling clean. This powder is packed in multi-colour poly bag. Thisproduct is available in 500-grams and 1-kg packing and is sold exclusively through the efficientNima distribution network.

Driving the inspiration from its success in Detergent powder market, Nirma expandedits product portfolio by introducing Nirma Detergent Cake in 1987. The cake waslaunched keeping in mind the washing habits of rural India where limited use of bucket and moreso of running water added to the wastage of washing powder. The answer was brought by Nirmain form of Detergent Cake. The brand today is ranked as most distributed detergent cake brand inthe country by AIMS retail audit. The product is available in two pack sizes of 125 grams and250 grams

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The positioning of Nirma Popular Detergent Cake is similar to that of NirmaPopular Detergent Powder but meant to fight other detergents cake. This product is moreimportant as the unorganized players are far more penetrated in cake market as compared to thatin the powder market. The product is available in 125 grams and 150 grams pack sizes. .

To meet the consumer's growing aspirations and to allow consumers to upgrade to a betterquality product, Nirma introduced Super Nirma Detergent Cake in 1992. As NirmaDetergent Cake is to Nirma Detergent Powder, Super Nirma Detergent Cake is to Super NirmaDetergent Powder. It was launched to woo back the Nirma Detergent Cake user who had shiftedto the competitor's product. The cake has high detergency value at an affordable price. It isavailable in 125 grams and 250 grams sizes.

Launched in Q4 - '98, Nima Green Cake became a close no.2 in its segment within 3months of its launch and was successful in arresting the growth of competition in this segment.This brand has seen a number of consumer promotion schemes tied with it. The splendidlaminated multi-colour wrapper, which shows a slice of lemon and trishul, exemplifies razor-sharp dirt cutting efficiency of this cake. This cake is rich in lime perfume and has anexceptionally high brand recall. It is available in sizes of 125 grams and 250 grams

Nima Blue Detergent Cake was introduced as a low cost alternative to the thenavailable blue detergent cakes in Q4 - '99 in very few select states and has ever since beenperforming very satisfactorily. It is the epitome of Nirma's endeavor to provide better products atmore competitive prices. It is available in 125 gram and 250 gram pack sizes. This cake ispacked in a dark blue wrapper and has strong eye catching presence on the shelf.

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Marketing Environment of the Product Social

WELFARE AND SOCIAL SECURITYThe Company strongly believes that its human capital should come to the work with fresh andhealthy physicalcondition without any stress. Therefore the Company provides under welfare and

social security scheme natural and accidental life insurance, medical insurance for employees andtheir family, gratuity interest subsidies for housing and vehicle. Manufacturing facilities of theCompany are supported with canteen for providing hygienic food, and other modern facilitiesincluding crches for female employees.

ENVIRONMENT AND SAFETY:The quality policy framed by the Company attribute it to comply to environment, safety and socialobligations. These obligations are complied with by means of adopting eco friendly and eco efficientprocess technologies. The Company has established well equipped R&D laboratory and qualitycontrol laboratory for in house monitoring. Regular environmental monitoring of ambient air, stackemissions, effluent discharge, noise etc. are being done. Efforts are made towards water resourceconservation by development of rain water harvesting ponds, recycle and reuse of treated effluents,

wherever possible thereby maintaining zero discharge etc. The Company is also implementing onsiteas well as offsite emergency plan for effective management of an accident/ incident to minimizethe loss of manpower, property both in and around plant facility. All plant locations are generallyorganising safety week once in a year. Gujarat Safety Council also rewards Companys various unitsfor accident free days.

Soda AshThe performance of India's Rs.22-billion Soda Ash industry depends heavily on end user segments,such as glass and detergents. Driven by the high growth in the construction industry (key consumersof glass), Soda Ash demand in India is estimated to have registered a compounded annual growthrate (CAGR) of 4 to 5 per cent during the past five years. Indian Soda Ash prices will continue to belinked to international prices, which were depressed until 2004. However, due to growing demandand limited capacity additions, prices are picking up steadily. The Company is second largestproducer of Soda Ash in India.

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Plant

Full range of Packaging facilities

13,500 TPA of packaging material7,200 TPA of Poly Ethylene film

manufacturing6,000 TPA Paper Wrapper printing6,000 TPA Laminated Wrappers & Pouchmanufacturing3,600 TPA of Stiffner Boards Poly Coatingand Slitting14,000 TPA Craft Paper manufacturing12,000 TPA Corrugated Box manufacturing

State of art production facilities

8 colour printing from Cerruti Spa, Italy2 lines of 3 - Layer Extrusion Plant fromReifenhauser, Germany

Automatic Control from Prestech, U.K. andEltromet, Germany

Soaps ::...

Investment of Rs. 200 Crores30,00,000 Soap pieces sold per day

Annual sales of Rs. 500 crore

20% market shareSecond largest soap manufacturer in India

Four lines of 500 soaps per minute

Detergents ::...

50,00,000 pieces sold per day38% market share

Largest Detergent manufacturer of India

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Political & Legal

Your Company continues to commit good Corporate Governance vis--vis corporate practices bycomplying with various Standards prescribed by the Securities and Exchange Board of India videClause 49 of the Listing Agreement with the Stock Exchanges. Apart from mandatory requirements

from Listing Agreement, the Company is also complying some of the non mandatory requirementsto maintain high degree of Governance. A separate report on Corporate Governance along with acertificate from the Auditors and Management Discussion and Analysis are annexed as part of theAnnual Report.

During the year under review, the Company has incorporated Karnavati Holdings Inc. (KHI)in the state of Delaware, United States of America, on November 20, 2007 as Wholly OwnedSubsidiary of the Company and signed the share purchase agreements with KHI. KHI incorporatedSearles Valley Minerals Operations Acquisition Corporation and Searles Valley Minerals AcquisitionCorporation in the state of Delaware, USA,merged with and into Searles Valley Minerals Operations Inc (SVMO) and Searles Valley Minerals

Inc. (SVM) on 27th December 2007. Consequently, SVMO and SVM, the surviving corporationshave become stepdown subsidiaries of the Company. In terms of the approval granted to theCompany by Ministry of Corporate Affairs, Government of India vide its letter No. 47/ 495/ 2008-CL-III dated 5th August 2008, the Company has been exempted from complying with theprovisions of sub section (1) of section 212 of the Companies Act, 1956, for the financial year underreview. Further SVMO wholly owns four entities in U.S.A. namely Searles Domestic WaterCompany LLC, Searles Valley Residences LLC, Trona Railway Company LLC and NATI LLC,while NATI LLC has a 50 percent membership in Trona Export Terminals LLC in U.S.A.

H ead Office of N irma At Ahemdabad

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Reasearch & Development

The company has established a well equipped R & D Laboratory and quality control laboratory withnumber of sophisticated instruments for testing and analysis. In Soda Ash plant, in order to haveprocess checks, required "ON-LINE" instruments / analysis has been installed and established

process Laboratory and R & D Laboratory have been set up. Both the Laboratories are fullyequipped with all required instruments. Solid, Liquid and Gaseous effluent monitoring andequipments are established in Laboratory and effluent prior to discharge is monitored on regularbasis. A detailed technical study of mixing of clear liquor of effluents of Soda Ash with Solar Salt ofBrine was carried out. For validation, the Company has engaged M/ s. Sriram Institute, which hashelped in achieving zero liquid effluents discharge status. At LAB plant, the Company has well-established R & D facilities with sophisticated instruments. The R & D activities have enabled theCompany to produce LAB of better quality, which is meeting with the global requirements ofLAB as per the international customers' requirements. The same has been achieved with the sameset up of plant equipment and machinery with minor modification. The Development andabsorption of new methods of analysis to improve product profile for customers resulted instrenghtening the Company's position in both local and global market.

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Current Marketing Environment of Buyers & Suppliers Bargaining Power

(A) MARKET PRICE DATA

Month &Year

BOMBAY STOCK EXCHANGE NATIONAL STOCK EXCHANGEHigh (Rs.) Low (Rs.) High(Rs) Low(Rs)

April 07May07June 07July 07

August 07September 07

October 07November 07December 07

January 08February 08

March 08

165.70224.00203.00188.90170.80179.90167.95255.50277.00

274.90218.25185.00

140.00155.10157.00157.00152.00160.00148.15143.00220.85

165.00171.00143.00

166.80 227.47203.00189.00183.00190.00189.00265.00276.00

272.00215.25185.00

140.00157.00160.00166.10151.00151.05148.25141.05220.05

170.00160.00135.00

(B) SHAREHOLDING PATTERN AS ON 31.3.2008

Category No. of shares held Parcentage of shareholders

1.2.

3.

Indian Promoterss holdingNon- Promoters holdinga.Mutual fundsb.Banks,Financial institutions,Insurance co mpanies.(Central/State Govt. Institutions / Non-Government Institutions)c. FIIsd. NRIs/OCBs

e. Private Corporate Bodies

f. Indian Public

12,28,15,920

15,09,14870,1076,83,30577,191 1,56,99,784

1,82,86,822

77.17%

0.95%0.04% 0.43% 0.05% 9.87%

11.49%

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TOTAL 15,91,42,282 100%

(C) DISTRIBUTION OF SHAREHOLDING AS ON 31.03.2008

Category No. of shares held Parcentage of shareholders

1.

2.

3.

Indian Promoterss holding

Non- Promoters holdinga.Mutual fundsb.Banks,Financial institutions,Insurance co mpanies.(Central/State Govt. Institutions / Non-Government Institutions)c. FIIsd. NRIs/OCBs

e. Private Corporate Bodies

f. Indian Public

12,28,15,920

15,09,14870,1076,83,30577,191 1,56,99,7841,82,86,822

77.17%

0.95%0.04% 0.43% 0.05% 9.87%11.49%

TOTAL 15,91,42,282 100%

The above report was placed before the Board of Directors at its meeting held on 19th August 2008 and thesame was approved.

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N irma losing froth in soaps, detergents biz

Soaps and detergents company Nirma Ltd, which gave H industan Unilever Ltds(H UL) Surf a run for its money in the 1980s, is now battling a shrinking market sharein its core business. The companys profitability and stock price have been on thedecline since April 2006.

According to market research agency ACN ielsen, N irma had a 15.2% share of thedetergents segment and an 8.2% of soaps (both in terms of value) in April last year.But by June this year, its market share had dipped to 13.5% in detergents and 6.74%in soaps.

N irmas sole USP, value for money, is not enough to take on rivals, analysts say The companys share price also fell 24% during the period. N irma did not respond to a detailed questionnaire sent by Mint to it. H UL, leader in the Rs8,000 crore detergents segment, commands a 38% share of the

market. I n the Rs6,000 crore soaps category, Godrej Consumer Products Ltd (GCPL) has

surged past Nirma with a market share of around 11%. I n the 15-month period between April 2006 and June 2007, N irmas market share

declined by 1.5 percentage points, while GCPL gained by 1.9 percentage points. H UL and GCPL refused to comment on Nirma. GCPL, however, said its focus on

brand communication and product quality helped it grow in a fiercely competitivemarket. We have, as a company, believed in the power of positive word of mouthfrom satisfied users of our products, which seems to be working. The more users tryour products, the stronger the word of mouth, says R.K. Sinha, chief operatingofficer, GCPL.

I n the year ended December, N irmas sales grew 4.3% year-on-year to Rs1,918.8 crorewhile its net profit fell 15.2% to Rs241.38 crore. I n the quarter ended 30 June, salesgrew to Rs609.1 crore against Rs525.5 crore in the same quarter last year, while thenet profit fell 45% quarter-on-quarter to Rs41.1 crore.

According to experts, N irma suffers from the inability to innovate in the productcategories it is present in and also tinker with its pricing. They say companies in thedetergents and soaps categories, both multinationals as well as local players, havebuilt their strategies around viability, affordability and visibility; N irmas focus, theyadd, has largely been on affordability.

With rising incomes, consumers are now shifting from economy brands toaspirational purchases and N irma has failed to capitalize on this shift, says JagdeepKapoor, chairman and managing director of Mumbai-based brand marketingconsultancy firm Samsika Marketing Consultants Pvt. Ltd.

Analysts say Nirmas brand promotion efforts and pricing strategy have weakenedover the past few quarters. N irma has been continuing with the same advertising foryears and now; even its visibility is on the decline on TV channels, except forDoordarshan, says an analyst with a Mumbai-based brokerage firm, who did notwish to be named because he has not met the firms officials in a long time. Theyhave not been meeting analysts, he adds.

The firm, the analyst says, has also not raised its prices for some time despite theincrease in prices of LAB (linear alkyl benzene, a key ingredient used in

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manufacturing detergents) and palm oil (another key ingredient in the manufactureof soap).

Also, the rivals have products across all price points to mitigate the input cost effect,while Nirma is available in only one plankvalue for money, he adds.

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Direct / Indirect Competition

From the above chart we can easily observe that Nirma holds approx. 26% of total market as related

to its competitors. As we can also observe that Hul covers most of the market share thats 39%. Wecan also see that others also capture good market share thats 25% it includes domesic detergent likeGhadi and all.

It is time for the two major detergent manufacturers - Hindustan Lever (HLL) and HenkelSpic - to lather up a froth by aggressively relaunching their mid-priced (Rs. 42 - Rs.45)detergent powder market in India.

While HLL relaunched its Rin Shakti, Henkel Spic followed suit with Mr. White. Both products havean improved product proposition with new ingredients and come in redesigned packs.

The Rs.5,700 crore detergent market is segmented into two product categories - powder and cake.Within this, the detergent powder market is further sub divided into four categories -concentrates/ compact (variants of Surf, Henko, Ariel), premium (variants of Surf, Henko, Ariel),mass premium/ mid price (Rin, Mr.White, Tide and regional brands) and popular (Nirma, Wheel,Chek).

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Value-wise, the premium segment contributes a major share while the popular brands contributesthe volumes. However the detergents market in a general has not grown in the last couple of years,hence the relaunches

Says Henkel Spic's managing director, Satish Kumar, "The relaunch is not only to infuse someexcitement into the market but also to offer better product to the consumers."

The first to move was HLL. Early in January, this year, the company relaunched its Rin Shaktipowder as the New Rin Powder. The newness is the detergent's property to dissolve fully in thewater unlike with the earlier product and other competing brands. This, claims the manufacturer,results in lower usage and better cleaning of the fabric - a technology patented by Unilever.

According to HLL, other detergents leave behind a mud-like residue, while Rin's new innovationallows 100 per cent dissolution and enhanceing whiteness. HLL had earlier incorporated this in its

detergent bar variant, Rin Supreme. In addition, the New Rin Powder also has enhanced fragrance.For HLL the Rin brand - powder and cake - brings in a whopping Rs.700 crore revenue per annum.

On the other hand, Henkel Spic's Kumar claims that Mr. White is the only eco-friendly detergent inits segment which also produces dazzling whiteness and comes with a fresh fragrance. "We havestrengthened the ingredients in the detergents. Further, the powder comes in the new internationalgusset pack to portray the premium quality and strong shelf visibility."

According to him, the Rs.50 crore revenue Mr.White is the number two brand in the segment with amarket share of 14 per cent, which with the relaunch is expected to go up to 20 per cent. The brandhas good presence in Andhra Pradesh, Kerala and Tamil Nadu.

Predictably consumers of both brands have to suffer a slight price hike. Defends Kumar, "The pricehike of Mr. White is just one rupee to take care of the increase in input costs." According to him, forthe past two years there was no price increase though the costs of inputs had gone up.

While Mr.White is available for Rs.42 per kg, the New Rin Powder is available at an introductoryprice of Rs.42/ kg as against the normal price of Rs.45.

HLL's television commercial for the New Rin Powder talks about the consumer's desire to sportsparkling white clothes. On the other hand Henkel Spic's commercial uses a top-down approach.The commercial features a scientist's family as users of Mr.White feeling happy with its dirtremoving properties.

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Says Kumar, "Research shows that people generally believe in the voices of authority and experiencelike scientists, doctors, teachers." The company does not forsee any brand cannibalisation betweenMr.White and its Rs 100-crore Henko, with the former eating into Henko's market share.

"The respective brand positioning (Henko, the stain remover, and Mr.White, the dazzling whitenessdetergent) and target markets segments are different," remarks Kumar.

Target Customers of the Product

The target customer of the product are middle class n upper middle class because though Nirma isquite in a good reach to rural people so there main target is to sustain that rural people with creatingnew customers in the middle class n upper middle class. Though its quite difficult for nirma tocreate because its competitors r in wide range then nirma but nirma have his name which is quite

familiar to each n every people or detergent user in the country.

Consumer Wants / N eeds / Demands

Better quality products. Cheaper in price. Variety in detergent for expensive clothes. Easily availability Attractive packaging Edge over other brand Eco-friendly / Non pollutant

Why Consumer Buy This Product.?

Cheaper in price than others. The new improvement in the product will attract consumer very much in low price.

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N irma Should Work On :

I ntroduction of sachet I ntroduction of Family jar I ntroduction of Liquid detergent for woolen clothes I mprovement in Research n Development group I mprovement in Distributing patterns I ntroduction of attractive packet Offer better commission to the seller for selling of product Better advertisement Enhance the mode of advertisement like through radio, free distribution,

Feedback

Demonstration of new packet

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