Profile of hul

Date of Establishment 1933Revenue 4339.94Market Cap 596022127652.5Corporate Address Hindustan Lever House,165/166 Backbay Reclamation, Mumbai-

400020, Maharashtrawww.hll.com

Management Details

Chairperson - Harish Manwani MD - Nitin ParanjpeDirectors - A Narayan, Ashok K Gupta, C K Prahalad, D S Parekh, D Sundaram, Dhaval Buch, Douglas Baillie, Gopal Vittal, Harish Manwani, Nitin Paranjpe, R A Mashelkar, S Ramadorai

Business Operation Household & Personal ProductsBackground Hindustan Unilever (HUL) is India's largest fast moving consumer

goods company, with leadership in Home & Personal Care Products and Foods & Beverages. HUL's brands, spread across 20 distinct consumer categories, touch the lives of two out of three Indians. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of Rs.13,718 crores.

In the summer of 1888, visiFinancials Total Income - Rs. 208071.175 Million ( year ending 200903)

Net Profit - Rs. 25007.057 Million ( year ending 200903) Company Secretary Ashok K GuptaBankersAuditors Lovelock & Lewes

Introduction

Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company, with leadership in Home & Personal Care Products and Foods & Beverages. HUL's brands, spread across 20 distinct consumer categories, touch the lives of two out of three Indians. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of Rs.13,718 crores. 

The mission that inspires HUL's over 15,000 employees is to "add vitality to life". With 35 Power Brands, HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. 

It is a mission HUL shares with its parent company, Unilever, which holds 52.10% of the equity. A Fortune 500 transnational, Unilever sells Foods and Home and Personal Care brands in about 100 countries worldwide.

Introduction

Unilever has earned a reputation for conducting its business with integrity and with respect for all those whom our activities affect. This reputation is an asset, just as valuable as our people and our brands. 

To maintain this reputation requires the highest standards of behaviour – consistently observed by all of us. Unilever’s Code of Business Principles sets out these standards and we expect all our employees to adhere to them. 

Being a successful business does not just mean investing for growth and balancing short and long term interests. It also means caring about our consumers, employees and shareholders, our business partners and the world in which we live. 

We therefore want this Code to be more than a collection of high sounding statements. It must have practical value in our day-to-day business lives and each of us must follow these principles both in the spirit and the letter. 

If we do so, Unilever’s reputation will be enhanced, our business will perform better and our professional lives will be all the more fulfilling. 

Standard of Conduct We conduct our operations with honesty, integrity and openness, and with respect for the human rights and interests of our employees. 

We shall similarly respect the legitimate interests of those with whom we have relationships. 

Obeying the LawUnilever companies and our employees are required to comply with the laws and regulations of the countries in which we operate. 

EmployeesUnilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of our company. 

We will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. 

We are committed to safe and healthy working conditions for all employees. We will not use any form of forced, compulsory or child labour. 

We are committed to working with employees to develop and enhance each individual's skills and capabilities. 

We respect the dignity of the individual and the right of employees to freedom of association. 

We will maintain good communications with employees through company based information and consultation procedures. 

ConsumersUnilever is committed to providing branded products and services which consistently offer value in terms of price and quality, and which are safe for their intended use. Products and services will be accurately and properly labelled, advertised and communicated. 

Shareholders Unilever will conduct its operations in accordance with internationally accepted

principles of good corporate governance. We will provide timely, regular and reliable information on our activities, structure, financial situation and performance to all shareholders. 

Business PartnersUnilever is committed to establishing mutually beneficial relations with our suppliers, customers and business partners. 

In our business dealings we expect our business partners to adhere to business principles consistent with our own. 

Community InvolvementUnilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfil our responsibilities to the societies and communities in which we operate. 

Public ActivitiesUnilever companies are encouraged to promote and defend their legitimate business interests. 

Unilever will co-operate with governments and other organisations, both directly and through bodies such as trade associations, in the development of proposed legislation and other regulations which may affect legitimate business interests. 

Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests. 

The EnvironmentUnilever is committed to making continuous improvements in the management of our environmental impact and to the longer-term goal of developing a sustainable business. 

Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice. 

InnovationIn our scientific innovation to meet consumer needs we will respect the concerns of our consumers and of society. We will work on the basis of sound science applying rigorous standards of product safety. 

CompetitionUnilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations. 

Business IntegrityUnilever does not give or receive whether directly or indirectly bribes or other improper advantages for business or financial gain. No employee may offer give or receive any gift or payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management. 

Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained. 

Conflicts of InterestsAll Unilever employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company. 

Unilever employees must not seek gain for themselves or others through misuse of their positions. 

Compliance – Monitoring – ReportingCompliance with these principles is an essential element in our business success. The Unilever Board is responsible for ensuring these principles are applied throughout Unilever. 

The Chief Executive Officer is responsible for implementing these principles and is supported in this by the Corporate Code Committee chaired by the Chief Legal Officer, Members of the Committee are the Group Secretary, the Chief Auditor, the SVP HR and the SVP Communications. The Global Code Officer is Secretary to the Committee. The Committee presents quarterly updates to the Corporate Responsibility and Reputation and the Audit Committee, half-yearly reports to the Unilever Executive and an annual report to the Board. 

Day to day responsibility is delegated to all senior management of the regions, categories, functions and operating companies. They are responsible for implementing these principles, if necessary through more detailed guidance tailored to local needs, and are supported in this by Regional Code Committees comprising the Regional General Counsel together with representatives from all relevant functions and categories. Assurance of compliance is given and monitored each year. Compliance with the Code is subject to review by the Board supported by the Corporate Responsibility and Reputation Committee and for financial and accounting issues the Audit Committee. 

Any breaches of the Code must be reported in accordance with the procedures specified by the Chief Legal Officer. The Board of Unilever will not criticise management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions. The Board of Unilever expects employees to bring to their attention, or to that of senior management, any breach or suspected breach of theseprinciples. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so. 

Paul PolmanCEO 

Introduction 

Hindustan Unilever Limited (HUL) supplies high quality goods and services to meet the daily needs of consumers and industry. In doing so, the Company is committed to exhibit the highest standards of corporate behaviour towards its consumers, employees, the societies and the world in which we live.

The company recognises its joint responsibility with the Government and the Public to protect environment and is committed to regulate all its activities so as to follow best practicable means for minimising adverse environmental impact arising out of its operations.

The company is committed to making its products environmentally acceptable, on a scientifically established basis, while fulfilling consumers' requirements for excellent quality, performance and safety.

The aim of the Policy is to do all that is reasonably practicable to prevent or minimise, encompassing all available knowledge and information, the risk of an adverse environmental impact arising from processing of the product, its use or foreseeable misuse.

This Policy document reflects the continuing commitment of the Board for sound Environment Management of its operations. The Policy applies to development of a process, product and services, from research to full-scale operation. It is applicable to all company operations covering its plantations, manufacturing, sales and distribution, research & innovation centres and offices. This document defines the aims and scope of the Policy as well as responsibilities for the achievement of the objectives laid down.

The Vision Our vision is to continue to be an environmentally responsible organisation making continuous improvements in the management of the environmental impact of our operations.

We will achieve this through an Integrated Environment Management approach, which focuses on People, Technology and Facilities, supported by Management Commitment as the prime driver.

The Environment Policy Hindustan Unilever Ltd. (HUL) is committed to meeting the needs of customers and consumers in an environmentally sound manner, through continuous improvement in environmental performance in all our activities. Management at all levels, jointly with employees, is responsible and will be held accountable for company's environmental performance.

Accordingly, HUL's aims are to:  Ensure safety of its products and operations for the environment by using standards of environmental safety, which are scientifically sustainable and commonly acceptable.

Develop, introduce and maintain environmental management systems across the company to meet the company standards as well as statutory requirements for environment. Verify compliance with these standards through regular auditing.

Assess environmental impact of all its activities and set annual improvement objectives and targets and review these to ensure that these are being met at the individual unit and corporate levels.

Reduce Waste, conserve Energy and explore opportunities for reuse and recycle.

Involve all employees in the implementation of this Policy and provide appropriate training. Provide for dissemination of information to employees on environmental objectives and performance through suitable communication networks.

Encourage suppliers and co-packers to develop and employ environmentally superior processes and ingredients and co-operate with other members of the supply chain to improve overall environmental performance.

Work in partnership with external bodies and Government agencies to promote environmental care, increase understanding of environmental issues and disseminate good practice.

Responsibilities 

Corporate The Board and the Management Committee of HUL is committed to conduct the company operations in an environmentally sound manner. The Management Committee will:

Set mandatory standards and establish environmental improvement objectives and targets for HUL as a whole and for individual units, and ensure these are included in the annual operating plans.

Formally review environment performance of the company once every quarter.

Review environment performance when visiting units and recognise exemplary performance.

Nominate:- A senior line manager responsible for environmental performance at the individual HUL site.- HUL environmental coordinator.

The Management Committee, through the nominated environmental coordinator will:

Ensure implementation of HUL Policy on environment and compliance with Unilever and HUL environmental standards and the standards stipulated under relevant national / local legislation. When believed to be appropriate, apply more stringent criteria than those required by law.

Assess environmental impact of HUL operations and establish strategies for sound environment management and key implementation steps.

Encourage development of inherently safer and cleaner manufacturing processes to further raise the standards of environment performance.

Establish appropriate management systems for environment management and ensure regular auditing to verify compliance.

Establish systems for appropriate training in implementation of Environment Management Systems at work.

Ensure that all employees are made aware of individual and collective responsibilities towards environment.

Arrange for expert advice on all aspects of environment management.

Participate, wherever possible, with appropriate industry and Government bodies advising on environmental legislation and interact with national and local authorities concerned with protection of environment.

Individual UnitsThe overall responsibility for environment management at each unit will rest with the Unit Head, who will ensure implementation of HUL Policy on environment at unit level. Concerned line managers / heads of departments are responsible for environmental performance at department levels.

In order to fulfill the requirements of the Environment Policy at each site, the Unit Head will:

Designate a unit environment coordinator who will be responsible for co-ordinating environmental activities at unit, collating environmental statistics and providing / arranging for expert advice.

Agree with the Management Committee Member responsible for the unit, specific environmental improvement objectives and targets for the unit and ensure that these are incorporated in the annual objectives of the concerned managers and officers and are reviewed periodically.

Ensure that the unit complies with Unilever and HUL mandatory standards and the relevant national and state regulations with respect to environment.

Ensure formal environmental risk assessment to identify associated environmental aspects and take appropriate steps to control risks at acceptable levels.

Ensure that all new operations are subjected to a systematic and formal analysis to assess environmental impact. Findings of such exercises should be implemented prior to commencement of the activity.

Manage change in People, Technology and Facilities through a planned approach based on training, risk assessment, pre-commissioning audits and adherence to design codes.

Regularly review environment performance of the unit against set objectives and targets and strive for continual improvement.

Sustain a high degree of environmental awareness through regular promotional campaigns and employee participation through training, safety committees, emergency drills etc.

Ensure dissemination of relevant information on environment within the unit and to outside bodies, and regularly interact with Government authorities concerned for protection of environment.

Maintain appropriate emergency procedures consistent with available technologies to prevent / control environmental incidents.

Provide appropriate training to all employees.

Ensure periodic audits to verify compliance with environment management systems and personally carry out sample environment audits to check efficacy of the systems.

Report environmental statistics to HUL Corporate Safety & Environment Group on a monthly basis.

Research and Innovation CentresSince most new products and processes are developed in these Units, certain additional responsibilities devolve on them to ensure implementation of the Environment Policy of the company. In addition to the Unit Head's responsibilities outlined above, the heads of these units will:

Ensure that a formal and systematic risk assessment exercise is undertaken during the process/product development stage with specific reference to environmental impact.

Transfer technology to the pilot plant and main production through a properly documented process specification which will clearly define environmental impact and risks associated with processes, products, raw material and finished product handling, transport and storage.

Ensure that treatment techniques are developed for any wastes generated as a result of the new product/process and is incorporated into the process specifications.

Quality is fundamental to our Business Success 

Unilever’s mission is to meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life. And a key requirement is building in the quality expectations of our consumers into our products. 

To win consumers’ confidence and loyalty, we need to consistently deliver branded products of excellent quality. We understand the different needs of our consumers and customers and strive to develop and deliver superior brands to ensure that they’re the preferred choice. And by applying consistently high standards, we’re able to do things right first time, cut waste, reduce costs and drive profitability. 

Our Quality Policy describes the principles that everyone in Unilever follows, wherever they are in the world, to ensure that we are recognised and trusted for our integrity, the quality of our brands and products, and the high standards we set. 

Principles of the Quality Policy 

• Putting the safety of our products and our consumers first.We have stringent mandatory quality standards in place against which compliance is verified through regular audits and self assessments. These standards ensure we design, manufacture and supply products that are safe, of excellent quality, and conform to the relevant industry and regulatory standards in the countries in which we operate. Comprehensive management procedures are in place to mitigate risks and to protect our consumers and markets. 

• Putting consumers and customers at the heart of our business We actively engage our consumers and customers, translating their needs and requirements into our products and services, thus creating consumer value wherever we position our products. This is at the very heart of our innovation process. 

• Quality is a shared responsibilityQuality and consumer safety is the responsibility of every Unilever employee and Unilever demonstrates visible and consistent leadership to meet this policy. The drive for quality, in all that we do, is a passion reflected in our brand development, manufacturing and customer service processes and is also expected of our business partners. We partner with stakeholders to provide leadership, promote transparency and share best practice. And we’ve forged effective working relationships with suppliers and contract manufacturers. 

• Building and maintaining excellent systems to ensure the quality and safety of our productsWe’re proactively and continuously developing our systems and processes to ensure quality and safety throughout the whole value chain, and we’re setting a benchmark for the business. We provide appropriate training and resources, and will ensure that we deliver our quality objectives and targets. We regularly measure and improve our performance using both internal and external measures. 

We actively promote our Quality Policy and have a quality assurance organisation in place to ensure consistency and visibility of quality standards, processes and performance indicators across all Unilever businesses at all levels, and to anticipate and develop future quality capability requirements.

HINDUSTAN UNILEVER LIMITED

POLICY ON AFFIRMATIVE ACTION

Hindustan Unilever Limited is a signatory to the CII Code of Conduct on Affirmative Action and affirms the recognition that its competitiveness is interlinked with the well being of all sections of the Indian Society. 

The Company believes that equal opportunity in employment for all sections of the society is a component of its growth and competitiveness. It further believes that inclusive growth is a component of growth and development of the country. 

The Company affirms the recognition that diversity to reflect socially disadvantaged sections of the society in the workplace has a positive impact on business. 

The Company does not practice nor support conscious discrimination in any form. 

HUL does not bias employment away from applicants belonging to disadvantaged sections of society if such applicants possess competitive skills and job credentials as made public. 

The Company’s selection of business partners is not based on any considerations other than normal business parameters. In case of equal business offers, the

Company will select a business partner belonging to a socially disadvantaged section of society. 

The Company has a written policy statement on Affirmative Action in the workplace. 

The Company has an employment policy that is in the public domain. It will place such policies and employment opportunities on its website to encourage applications from socially disadvantaged sections of society. 

The Company makes all efforts for upskilling and continual training of employees from socially disadvantaged sections of society in order to enhance their capabilities and competitive skills. 

The Company has a partnership programme with educational institutions to support and aid students from socially disadvantaged sections of society. 

The Executive Director, Human Resources is accountable to the CEO to oversee and promote its Affirmative Action policies and programmes. The ED HR will present a biannual report to the Board of the Company about such policies and programmes. 

The Company further maintains records on Affirmative Action. 

The Company makes available its learning and experiences as a good corporate citizen in Affirmative Action to other companies desiring to incorporate such policies in their own business. 

Introduction 

Hindustan Unilever Limited (HUL) supplies high quality goods and services to meet the daily needs of consumers and customers. In doing so, the Company is committed to exhibit the highest standards of corporate behavior towards its consumers, employees, the societies and the environment in which we operate. 

Towards this, the Company recognises its responsibility to ensure safety and protection of health of its employees, contractors and visitors in all its operating sites, which include manufacturing, sales and distribution, research laboratories and offices during work and work related travel.

This Policy document defines the vision, principles, aim, required actions and scope of the policy application as well as the responsibility for execution.

Our Vision Our vision is to be an injury free organisation. 

Our MissionWe will bring safety on top of mind for all employees and will integrate it with all business processes. We will realise our Vision through an Integrated Safety Management approach, which focuses on People, Processes, Systems, Technology and Facilities, supported by demonstrated leadership and employee commitment at

all levels as the prime drivers for ensuring a safe and healthy work environment.

Safety PrinciplesHUL's Occupational Safety and Health Policy is based on and supported by the following eight Principles.

These Principles have the same status as the Company's Code of Business Principles:

All injuries and occupational illnesses are preventable All operational exposures can be safeguarded Safety evaluation of all business processes is vital Working safely is a condition of employment Training all employees to work safely is essential Management audits are a must  Employee involvement is essential  All deficiencies must be reported and corrected promptly 

Note: In order to facilitate operationalisation of the Safety Principles, a separate document has been prepared, which covers: a) Safety Principles b) Success Criteria c) Illustrative KPI

This document will form the basis for the concerned Line / Organisations in developing KPI's for their respective functions / sites.

Scope of Application This section defines the scope of application of this Policy (where, when and to whom is this Policy applicable). 

Where does this policy apply? All own/leased sites – Manufacturing, Research/Innovation, Offices, Depots, Warehouses In-house purchased services i.e. canteen, travel desk, IT implementation etc. Sites of associates with HUL holding > 24% while carrying out operations of making, handling, using, transporting, selling or disposing off of our products 

Who does the policy apply to? All employees at business anywhere Contractors and visitors while at our own sites 

When does it apply? At work (our employees, contractors and visitors)

Travel between home and work of our employees

Business related travel including stay out of headquarter

All Company organised business events i.e. training programmes, conferences, business related get-togethers, annual sports etc.

Implementation Responsibility HUL Management at all levels is responsible for Policy implementation. Every site shall prepare a responsibility matrix with respect to this Policy. Such SHE responsibilities shall form an integral part of overall job responsibilities of all employees.

All Unilever and HUL Standards, Rules and Procedures on Occupational Safety and Health, including those that may be specific to a site are integral to this Policy and its implementation. All employees are required to ensure strict adherence

Sunsilk

Sunsilk is a hair care brand, primarily aimed at women, produced by theUnilever group. Sunsilk

is Unilever’s leading hair care brand, and ranks as one of the Anglo-Dutch conglomerate's “billion

dollar brands". Sunsilk shampoos, conditioners and other hair care products are sold in 69

countries worldwide.

Sunsilk is sold under a variety of different names in markets around the world including Elidor,

Seda and Sedal. The brand is strongest in Asia, Latin America and the Middle East and is the

number one hair care brand in Brazil,Argentina, Bolivia, Sri Lanka and Thailand

History

Sunsilk was launched in the UK in 1954, and by 1959 it was available in 18 different countries

worldwide. At the time, Sunsilk had an advantage over other shampoos in the market as it only

needed one application, and so meant washing less natural oils from the hair. Sunsilk cream

shampoo for dry hair was launched in 1956.

In 1958, a new transparent polythene tube for the liquid shampoo was introduced as an

alternative large size pack to the bottle. Sunsilk was also available in such tubes.

In 1960, Sunsilk Tonic shampoo was launched, containing skin healing ingredient Allantoin –

designed to help keep the scalp free from infection.

In 1961, Sunsilk Liquid shampoo was re-launched to Sunsilk Beauty, because ‘Liquid’ in the

name, originally used to distinguish the product from powdered shampoos had become

meaningless as the majority of shampoos were now in liquid form.

In 1962, Sunsilk was marketed as a range of shampoos for different hair types.

Sunsilk significantly improved product formula and launched new variants in 1966: the first major

shampoo to contain olive oil, which acted as conditioner to make hair soft and manageable;

shampoo for dull hair, which restored hair’s natural shine; lemon shampoo for greasy hair with

deep cleansing ingredients.

Sunsilk hair spray was first launched in 1964 to enter an expanding hair-spray market, but in

1966 a new product formula was developed which gave hold, even in damp weather whilst still

caring for hair. The hair spray contained a French perfume and could easily be removed by

brushing or shampooing it out.

In 1969, all Sunsilk shampoo was re-packaged in new PVC bottles, which were larger than

traditional glass bottles for the same price.

Sunsilk conditioner was launched in 1971 with three variants for dry, normal and greasy hair. In

1973, Sunsilk launched an aerosol dispensed setting lotion. An economy size shampoo bottle

was introduced for Sunsilk in 1974.

In 1975, Sunsilk became the biggest name in hair care with 1,000,000 packs being sold every

week.

In 1980, the whole Sunsilk range was re-launched, with improved formulations and packaging

design to bring the brand into the 1980s.

In 1985, Sunsilk styling mousse was launched and 2 years later a conditioning mousse followed.

In 2001, Sunsilk moved into the hair colourant market for Asian-type dark hair, offering a range of

seven permanent colours from natural black to copper with purple, red and gold tints.

In 2003, Sunsilk launched a new range of shampoos and conditioners, which were developed to

meet women’s hair needs and reflect the way women think about their hair. The fake institute (a

trademark by Sedal[1]) "Elida Hair Institute" developed the products in response to market

research. Each product contained a unique formulation of ingredients, combining the best from

natural and scientific worlds to help combat common hair problems.

Milestones

1954 – Sunsilk first launched in the UK.

1955 – First advertisement of Sunsilk appeared on TV.

1964 – Launch of Sunsilk hair spray.

1968 – Sunsilk shampoo re-packaged in PVC bottles.

1971 – Launch of Sunsilk conditioner.

1975 – Sunsilk became the biggest name in hair care.

2003 – Sunsilk glossy magazine launched in Argentina.

2008 – Social networking site Gang of Girls was introduced in India.

First advertising

Sunsilk began advertising in 1955 with a campaign that focused on specific hair "issues". In

the UK, the campaign focused on shiny hair. During the 1960s, a television commercial of Sunsilk

featured a tune composed by John Barry, “The girl with the sun in her hair”, which proved so

popular that it was subsequently released as a pop single.

Sunsilk radio commercials were aired in 1969 featuring Derek Nimmo to support the new Sunsilk

Herb shampoo for problem hair called “Hairy Tales”. In the early 1970s, Sunsilk was advertised

with the slogan “All you need is Sunsilk”.

Celebrity associations

Madonna [3], Shakira and Marilyn Monroe all featured in Sunsilk's 2008 advertising campaign

“Life Can’t Wait”[2] which launched with a Super Bowl XLII spot. The philosophy behind the

campaign was about girls taking positive steps to gain better control of their lives “Hair On = Life

On”.

Actress and former Miss World Priyanka Chopra is the brand ambassador for Sunsilk in India. [3]

In 2009, singer Delta Goodrem was announced as the "face of Sunsilk" in Australia. The singer

and her music have since featured in several Sunsilk adverts.[4]

Magazine

In 2003, Sunsilk (Seda) launched the first hair only glossy magazine in Argentina aiming to

communicate to the professional hair industry. More than 800,000 copies are published each

month. The magazine focuses on hair, fashion and beauty issues as well as showcasing

hairdressers’ work. It is sold locally on news stands and distributed to hair salons.

[edit]Gang of Girls

In 2008, Sunsilk India launched a social networking site called Gang of Girls [5], which offered its

users access to a variety of local and global experts to address various hair care needs through

its content, blogs and live chat room. The site includes rich content of hair care and fashion, and

users can also take part in interactive games and quizzes.

[edit]Co-Creation collaboration

From 2009 Sunsilk started working with a number of professional hair "experts" to develop new

and improved products. Each hair “issue" variant links to an "expert” with the relevant specialist

hair knowledge. For example, Dr Francesca Fusco, a New York dermatologist, co-created a

“hairfall” variant for the brand. The line up also includes: Jamal Hammadi for Black Shine, Rita

Hazan for Vibrant Colour, Teddy Charles for Plumped Up Volume, Thomas Taw for Damage

Reconstruction and Yuko Yamashita (known for Japanese hair straightening) for Perfect Straight.

[edit]Availability

Sunsilk is available in over 60 countries worldwide.

SUNSILK ANTI

When Sunsilk released their all new range of shampoos, I immediately bought the Sunsilk Anti Dandruff variety in their now so exciting new packaging. This is the one in the blue bottle and i give them a two thumbs up for this shampoo. I definitely love it. Not only did it treat my itchy and flaky scalp, it also feels like you have just gone out of the salon after just one wash. My hairfeels so soft and smooth like it was just newly hot oiled. I am very happy with this product and ever since I started using it, I was hooked. I hope the makers of Sunsilk would continue to develop products like this. I have yet to try the other varieties but my friend swears by the pink Sunsilk shampoo. Her hair used to be frizzy but now it looks rebonded and she owes it all to Sunsilk as well. The price is very reasonable but I think the product is so popular now that I went to the grocery twice now and it is out of stock! I hope the next time I buy, the shelves are full of these. I really donot want to try other brands now because i know I will not be as happy as I am with Sunsilk Blue Anti Dandruff. By the way, it smells great too.

Related reviews :Sunsilk Anti Dandruff ShampooWhen Sunsilk released their all new range of shampoos, I immediately bought the Sunsilk Anti Dandruff variety in their now so exciting new packaging. This is the one in the blue bottle and i give them a two thumbs up for this shampoo. I definitely love it. Not only ...

Matrix Biolage anti- dandruff shampooDandruff has always been a cause of big worry for me, I tried many products but most of them worked as long I continued using the product and the dandruff reappeared as an when I stopped it .I am from a middle class family and can't afford these luxuries ...

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her health. But she has some dandruff and because of which she is worried a lot. Once when I had been to her house I ...

Sunsilk Anti-Dandruff Scalp LotionI am one of those unfortunate people who will breakout with dandruff during stressful times. I have tried to use anti-dandruff shampoos so many times, but unfortunately, I need a stronger formulation for my problem. I bought this Sunsilk Anti-Dandruff Scalp Lotion in the hope that it will help ...

Head & Shoulders Anti-Dandruff ShampooI was on the brink of losing ideas of which shampoo to use for my anti-dandruff. I do have a basic shampoo and conditioner but the problem of my anti-dandruff keeps persists. Therefore, my friend recommended me to Head & Shoulders Intensive Solutions Anti-Dandruff Shampoo. I ...

Clear Anti-dandruff ShampooI am always in search of the best dandruff shampoo out there in the market. I always have a bad case of dandruff especially in the winter. Oddly enough I the shampoo that is working for me is a non-dandruff shampoo. Anyways, I am here to review or write ...

Selsun Anti Dandruff ShampooWhen you have dandruff problem in your hair, you should immediately go to the supermarket or drug store to get Selsun Anti Dandruff Shampoo. Selsun Anti Dandruff Shampoo is known as a good treatment shampoo for you who has dandruff problem. You just need to use this shampoo just like ...

The Body Shop Ginger Anti-Dandruff ShampooWent to the beach for some sun and instead came home with itchy scalp. Within two days of being home, I had dandruff. I had tried all sorts of medicinal shampoos and every concoction known to man, but my dandruff only got worse. Desperate, I bought the Ginger Anti-Dandruff ...

Head and shoulders anti dandruff shampooThis shampoo is very good for those who are having dandruff or dry and scaly scalp. My skin is dry and naturally I have the dandruff, so I use this shampoo. Head and shoulders shampoo is an effective product to keep away the dandruff, but it has ...

Head and shoulders Anti-Dandruff shampooI was suffering from dandruff problem for quite sometime. I had tried various shampoos and some home remedies. But I never got the satisfactory result. In fact, I used to ask lot of people and would try anything they suggest. I was desperate to get rid of dandruff. Finally ...

Magazine campaign of the year

Sunsilk - Initiative Media 

"A strong strategy delivered a professional, successful campaign"

To revive a 70s brand into a ruthless and modern millennium

haircare market was not a brief for the fainthearted. However, by

working closely with the creative team at J. Walter Thompson,

Initiative Media developed an imaginative campaign creating

impact by using press as a breakthrough channel to unlock

Sunsilk's potential.

The objective, to establish Sunsilk as a major player in the

shampoo and conditioner market, meant dispensing with old

perceptions and establishing a fresh personality for the brand. So

they developed the 'hairclip' campaign. Frizz tamer and the

ringmaster hairclip, cashmere hairclips for coloured hair and a

lifebuoy for hair in need of help - with the question 'Which Sunsilk

are you?' at its core. The ads appeared in a variety of formats

including triple consecutive pages, bound in gatefolds and cover

gatefolds linked to key issues. The results speak for themselves: Sunsilk became the number two

brand from launch with creative press delivering to the bottom line.

Clare Collins, senior European innovation manager for Sunsilk congratulated Initiative on the re-

launch campaign saying: "Spectacular results in awareness, imagery and sales washed away

concerns'. She also complimented "the striking, impactful and unique press plan".

Sunsilk Gang of Girls: A Case of Marketers Targetting Consumers through Emerging Media Channels

On July 17, 2006, FMCG giant, Hindustan Lever Ltd (HLL), launched Sunsilk Gang of Girls

(GoG), an online social networking website built around its leading beauty shampoo brand,

Sunsilk. GoG was open only to girls and had various features including blogs, expert advice on

hair care and fashion, a job site, etc. 

There was also a Makeover Machine in which the members could upload their photographs and

get an online makeover by trying out new hairdos, eye shades, lip color, etc.

The members had to be part of a gang (maximum 50 members) and could engage in a number of online group activities.All the tools and activities were designed to enable the target group (TG) to have fun, and provide a sense of emotional bonding. HLL claimed that GoG was the first initiative of its kind. In addition to brand building, HLL expected this initiative to help in gaining key consumer insights and connect better with its TG. 

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GoG was launched with a media blitz in broadcast, print, outdoor and online media. It also made

extensive use of public relations (PR) to promote the site. To increase awareness of the site HLL

conducted mall activation programs and participated in college youth festivals. From December

2006, HLL also started conducting various special events for the members of GoG. 

For instance, it conducted an event in Mumbai to break the myth that women cannot drive or read

maps. It also conducted Sunsilk Hair Bars that were an offline equivalent of the GoG site, in cities

like Delhi and Bangalore.

With the growing popularity of sharing videos over the Internet, in March 2007, HLL launched

GoG TV where members could upload their videos and share them with the other members. The

videos could be uploaded in various categories including 'my stuff', news, comedy, etc. 

The GoG initiative had generated immense interest among the media, analysts, and the TG. In

November 2006, it was reported that the site had generated 200 million hits and got on an

average 12 million to 13 million page views per month. 

By March 2007, the number of registered members had crossed the half million mark, with about

30,000 gangs. HLL said that the initiative had resulted in increase in sales and market share.

HLL saw GoG as a long term initiative and planned to take the site global. The company also said

that it would start a similar initiative in rural India called Sunsilk Sahelian.

Analysts felt that HLL's marketing initiatives, by leveraging an emerging medium like the Internet,

had reaped rich dividends for the company. 

The growing popularity of the Internet and the shift in the media consumption behavior had

provided the marketers with a challenge as well as an opportunity. As more youth shunned the

traditional media in favor of online and digital media, marketers too had to adapt their marketing

strategies. 

Moreover, the Internet provided marketers with an opportunity to provide a space where the TG

could commune without the constraints of time and location.

Experts noted that the word-of-mouth advocacy generated by such efforts would go a long way in

building a brand. This was exactly where HLL had succeeded with GoG, they said. HLL success

in building an active online community was also expected to encourage other companies to follow

suit.

However, some experts opined that it would be a challenge for marketers to sustain the interest

for their brand or product among the TG over a long period of time.

Excerpts

Background Note

Unilever, an Anglo-Dutch company, was formed in 1930 as a result of a merger between British soap maker Lever Brothers and Dutch margarine producer Margarine Union. The merger was beneficial to both companies as palm oil was a major raw material for both margarine and soap and could be imported more efficiently in larger quantities...

Sunsilk - The Brand

Sunsilk was launched in 1954 in the UK. The brand included a range of shampoos, conditioners, and other styling products. By 1959, it had become a well known hair care brand and was available in 18 countries worldwide...

Sunsilk in The USA

Sunsilk was one of the leading shampoo brands in the world behind P&G’s Pantene. In 2005, its sales were about US$ 1.3 billion. Until 2006, the only major market where Sunsilk was not sold was the US, though other Unilever shampoos such as Dove and Suave were available in the country...

Sunsilk Promotional Strategies

With the launch of the Sunsilk brand in the US, Unilever hoped to gain market share in the hair care segment. It adopted innovative strategies and developed new marketing campaigns to attract women to the brand and to gain popularity among the youth population, its target customers...

Sunsilk uses viral to target young women.Publication: New Media AgePublication Date: 23-FEB-06

Format: OnlineDelivery: Immediate Online Access

Full Article Title: Sunsilk uses viral to target young women.(Ogilvy Interactive UK, Unilever Group, contract)(Brief Article)

Ads by Google

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Shampooing Tips Find accurate and free articles on Shampooing Tips by leading doctors

Article Excerpt

Unilever shampoo brand Sunsilk has launched its second viral campaign, to reposition

itself as a young women's brand, this time featuring a naked male 'shower slave'. 

As part of a pan-European campaign to promote a colour enhancer product to 18-25-year--olds, the viral has been seeded via email to 55,000...

Sunsilk

Sunsilk

Sunsilk Anti-Esponja (Anti-Spongy) Shampoo"Anti-Spongy" cracks me up, but it's exactly what I need. I've always had problems with big poofy hair. Although my hair

is straight, it tends to take on a life of it's own, getting quite big. This shampoo along with the conditioner keeps my hair

from overwhelming me. Plus, you can't beat the price....More

See more shampoo

Average rating from 2 members

Sunsilk Blonde Bombshell Color BoostWow, I love this product. I color my hair and sometimes the color leaves an uneven tone. When I first used this product I

noticed a difference right away. My hair was frizz free and the color look away the brassiness. I recommend this to all

blonde's!...More

See more highlighter

Average rating from 11 members

Sunsilk Hydra TLC ConditionerI have waist long hair and even after a long day out in the boat, or out riding my horse, when i wash it and use this

conditioner I have no problem combing it our afterwards, takes away the tangles and leaves it soft....More

Buy now: $2.50 See more conditioner

Average rating from 43 members

Sunsilk Hydra TLC Multi-Symptom MasqueI use all of the "pink" Sunsilk products and I absolutely LOVE every single one of them. I have naturally blond hair, fine

strands but a lot of hair. The scent of every one of these products is SOOO great. I get compliments on how my hair

smells, reminds me of the scent of the old " gee your hair smells t...More

See more conditioner

Average rating from 12 members

Sunsilk Beyond Brunette ConditionerI actually really liked this product. Normally I'm quite the high-end snob when it comes to shampoo and conditioner, but I

decided to try this on a whim, and it doesn't disappoint. I don't think it does much for color, but it is a good drugstore

conditioner. The color depositing conditioner in Auburn gets raves from me. Tha...More

See more conditioner

Average rating from 10 members

Sunsilk ThermaShine ConditionerI like to change my shampoo and conditioner quite often, but this is one product that stays permanently in the rotation. I

have very long hair and this product does leave it very soft and smooth....More

See more conditioner

Average rating from 26 members

Sunsilk Captivating Curls Scrunching MousseThis says what its suppose to do. Give you define, soft curls without the crunch. I love this product. I use this along with

the gel/creme....More

See more styling cream, mousse + gel

Average rating from 2 members

Sunsilk Daring Volume Anti-Flat Plumping Cremei reluctantly applied it to my roots, but they were lifted from flat on my head and i had bounce and volume all over. thanks

sunsilk!...More

See more styling cream, mousse + gel

Average rating from 2 members

Sunsilk Waves of Envy Shampooi guess it wasn't anything really special. it gave my hair more volume and i could run my fingers through it and made it

pretty soft. i don't like the matching conditioner though....More

See more shampoo

Average rating from 2 members

Sunsilk Hydra TLC Shampoothis shampoo is amazing, first used it during the summer when a lot of time was spent in the sun and in the pool,my hair

was so silky and clean...More

Buy now: $3.39 See more shampoo

Average rating from 57 members

Types of Sunsilk Shampoo

Sunsilk Anti- Proof Shampoo –

It has been made with jojoba oil. The purpose served by the jojoba oil is that it seals the fibres of hairs and thus prevents the formation of hair splits. Thus it makes your hair smooth and gives it a soft look. The right process of using this shampoo is to lather and rinse. After applying shampoo, apply the Sunsilk anti proof conditioner. 

Sunsilk Waves of Envy Shampoo –

If you want to give your hair a smooth and a wavy look then go for this shampoo of Sunsilk. The ingredients that have been used to make this product are sodium chloride, carbomer, algae extract, titanium dioxide, dimethiconol, glycerin, fragrance, to name only a few. 

Sunsilk Captivating Curls De-Frizz Shampoo-

If you have curly hair, then you should definitely go for this product, without a second thought. The Aloe- E of this product moisturizes your hair and makes it smooth. 

Sunsilk Black Shine Shampoo –

Amla, used to make this product nourishes your hair and gives your hair a shiny look.

Sunsilk Anti – Dandruff Shampoo-

It prevents dandruff and gives your hair a natural look. 

SunSilk - the Hair Expert********************SunSilk Launched in India in 1964 by Hindustan Lever Ltd., the Indian subsidiary of Dutch giant Unilever, the world’s major consumer-products SunSilk is the largest beauty shampoo brand in the country. It (nowadays) is also sold in Smart Packs (plastic flexi pouch pack) and available everywhere – from Panshop to Departmental store and will cost you Rs. 35/- for 100 gm. With 25% extra (125 gm) in plastic bottle with dispenser will cost you Rs. 51/-.

SunSilk has too many variants for different types of hair and HLL has positioned it as Hair Expert. Some variants of SunSilk are - Black Shine (for dull hair), Bouncy Volume (for thin, short hair), Silky Strength (for dry hair) and Natural Nourishment (for regular oiled hair). HLL is promoting these variants of Sunsilk in the market to address consumers different hair needs and offers a shampoo that is affordable. They are addressing this personal care segment with the clear benefit as desired by consumer.

’Baalon mein dhadkan, dil mein shararat’ is the slogan that I have read elsewhere. I do not know what message HLL wants to send to the consumers of shampoo. I neither experience any Dhadkan (pulsation) nor have done any Shararat (mischief) after applying it to my gray hair.

Positive aspects -----------------It is a formulation with surfactant Sodium Lauryl Ether Sulphate (SLES) with some conditioner claimed as GHTC. SLES is a very widely used surfactant with good detergency and seems to be not too harsh to scalp and hair. According to many SLES is much milder than ALS, ALES or AOS. 

Some Internet sites are very actively publicizing ill effect of SLES. According to this site SLES is carcinogenic. It’s true but SLES may cause cancer if level of 1,4 dioxane is high. SLES are found in many reputed shampoo brand as surfactants. In actual practice quantity of 1,4 dioxane may be negligible in shampoo because surfactants manufacturers take adequate care to remove 1,4 Dioxane from surfactants and level of 1.4 dioxane may be as low as 30 ppm in surfactants. So I am not much scared.

It is better to switch over to some other product if you are scared of anti SLES campaign. HLL also has shampoo without SLES.

One more component is Lotus Extract in Pink shampoo. I have no idea about its effect in hair care in presence of surfactants and many other ingredients.

My hair does not require any additional conditioner. That mysterious GHTC seems to be effective but that may not be the case with all others. In my case styling gel takes care of conditioning part.

Pouch that I am using now contain very viscous shampoo but other variant, the blue one was quite thins. Of course Viscosity does not play any role in hair care. Fragrance is mild but okay.

Being a HLL product, I expect high degree of hygienic condition during manufacturing and consistency in quality.

Application -----------Quantity of shampoo depends on the quantity of hair so take adequate quantity to get just enough foam. Too much of shampoo and foam does not help. My small hair (no navy cut) require about 5-6 ml of that pink variant known as Silky Strength. Use Warm or cold water to wet the scalp and hair because hot water may be drying to the hair and scalp. Apply shampoo to wet hair and scalp and massage gently with your fingertips and then rinse thoroughly. Give some time to detergent to remove dirt from hair and scalp. It is not essential to repeat unless hair and scalp is very oily or applied something like hair dye or mehendi.

It’s Association - It has some connection with Elida Hair Institute. For hair care advice one can write to their Bombay Office. Elida Hair Institute is from Paris and has some big brands in their basket. Such association does not guarantee superior quality but does help to introduce new products.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

This brand is having few variants for different types of hair. SLES and GTHC are common ingredients in all variants but extracts changes. 

Black one is for dull hair (or spoiled hair) with sunflower extract for dull hair. I used use this ‘once upon a time when I used to dye my hair. Hey guys, this does not help in blackening of hair – it only removes dirt.

There is an anti dandruff shampoo. This one is with citrus and jojoba extracts. This is effective.

Jojoba (ho-Ho-Bha as called in Mexico) extract is widely used in many other shampoos. Jojoba oil does not allow certain types of bacteria to grow that make it extremely valuable in the treatment of dandruff.

Yellowish transparent one is for daily nourishment for those who use hair oil. This one is with green tea extract. In east and south India these may be doing very good business. Once by mistake I used it and believe me hair became very rough. I had to use Momji’s naryal tel (coconut oil) to make my hair feel normal. Must be a very useful to many. This seems to be the only transparent variant of Sunsilk. I like the citrus fragrance. 

There is an Egg Shampoo (not seen since long) for normal hair and may be the oldest of all variants. They should also introduce one Jain Shampoo I mean a VEG shampoo for normal hair.

There is a blue alternate but I do not remember its specialty. 

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

In the battle for market share, the Unique Selling Point writes the success story of any product. Hindustan Lever is very good in that business. Some of their strength are supply chain management, positioning of their products supported by some eye catching advertisement, distribution network and more importantly their desire to go to the rural market. That’s a big difference and that will keep them stand tall in competition. Cost is an advantage for Sunsilk because it’s affordable.

Hindustan Lever Takes A Bath The market changed. Its products didn't. Time to shine up the brand 

A decade ago, Vinayak Chatterjee kept nearly a dozen products from Hindustan Lever Ltd. (HLL ) stashed in his cabinets -- everything from Signal toothpaste and Sunsilk shampoo to Surf detergent and Liril soap. Today there's just one: Close-Up toothpaste. Why? The Delhi resident says the wares of Hindustan Lever (HLL ) -- a publicly traded company 52% owned by Anglo-Dutch giant Unilever -- have become ``fuddy-duddy.''

That's a big problem for the $2.2 billion consumer products giant. In the 1980s and 1990s it dominated the Indian market with its soaps, shampoos, toothpastes, creams, and beverages. Up-to-date technology, bright packaging, and savvy marketing of tiny sachets of soap that sold for as little as 2 cents allowed Lever to dominate the market. And investors, sensing the company's deep understanding of the Indian consumer psyche, saw its shares as a proxy for India.

These days, Hindustan Lever could use some scrubbing up. Its market share in many product categories is dipping as new competitors offer rock-bottom prices. That has driven revenues down and hurt its stock price. The benchmark Sensitive Index is up 18.5% in the past year, while Hindustan Lever has fallen by 23%, though it has recovered somewhat this autumn along with the broader market. ``The tough times are still not over,'' predicts Harrish Zaveri, an analyst at Bombay investment bank Edelweiss Capital.

Blame Lever's decline on a mixture of management hubris and a rapidly changing Indian market. After two decades of dominance, Lever's managers lost touch with consumers. Parent Unilever wanted to focus on boosting profit margins, which meant cutting smaller brands and merging popular regional offerings into nationally marketed ones. Since 2001, Lever has shrunk from 110 brands to just 35. Sales fell from $2.33 billion in 2001 to $2.11 billion in 2002, and J.P. Morgan Chase & Co. (JPM ) expects them to reach just $2.16 billion this year. Lever did achieve its profit goals: Even as sales slid, margins last year hit 19.9%, up from 15.6% in 2001. ``We've been very careful to benefit shareholders,'' says Chairman M.S. ``Vindi'' Banga.

SAVVY COMPETITIONBut while management focused on earnings, India changed. Consumers wanted more choice, and an army of small, regional players with strong local knowledge emerged to give it to them. Madras-based CavinKare, for instance, challenged Lever's Sunsilk and Clinic with Chik, a highly perfumed and protein-rich shampoo tailored to the tastes of women from the south. Anchor, a Bombay producer of household electrical switches, used its distribution network to launch Anchor Toothpaste, which it markets as ``vegetarian.'' The company quickly grew from its base in western India and seized 4% of the national market by offering a free toothbrush -- roughly a 33 cents value -- with every 55 cents tube.

In theory, say analysts, Lever's strategy was smart: Get rid of underperforming products and cut the fat. But the timing was wrong. In 2001, India was hit by a three-year drought that ravaged the incomes of Lever's largely rural consumers, forcing them to buy cheaper products. That benefited the likes of CavinKare, which offered sachets of Chik for about 1 cents, half Lever's price. From 58.8% of India's shampoo market in 2001, Lever has dropped to 50.3%, according to ACNielsen ORG-MARG figures provided by Lever. The company's share of the toothpaste market, meanwhile, has fallen to 28.2%, from 33.1% three years ago. Then in February, 2004, Procter & Gamble Co. (PG ) cut the price of its Ariel and Tide detergents by more than 40%, doubling its share of the the detergent market to 3.5%.

Lever finally got the message. A week later, the company dropped the price of its Surf Excel detergent by 35%, and shortly thereafter cut prices for its shampoos by 20%. Now Lever is trying to raise its profile by increasing its advertising budget by more than 25% and introducing a half-dozen new creams, soaps, and

detergents. Those moves have helped stop market share losses, but have hit earnings. In the quarter ended in September, Lever's profits fell by 31%, to $70.5 million, compared with the same period in 2003, and for the year the company is likely to see profits decline 20%, according to J.P. Morgan (JPM ). Chairman M.S. ``Vindi'' Banga, meanwhile, maintains that the strategy of consolidating brands and then later cutting prices to respond to competition were both right decisions. ``The environment in India changed dramatically,'' he says. ``The market has become more pernicious, but we have to keep our share.''

The environment is changing again -- and in a direction that will surely help Lever. The Indian economy is slated to grow at 6.5% this year, and as incomes increase, Indians will buy more personal-care products. But some still warn that Lever must keep cutting prices if it wants to stay on top. ``In order to maintain market share, the company will have to be willing to sacrifice its margins,'' J.P. Morgan analyst Vijay Chugh wrote in a recent report. Only when consumers like Chatterjee start refilling their cabinets with Lever products will investors really start stocking up on Lever shares again.

Shampoo wars: P&G to cut Pantene pricesMarch 31, 2004 08:02 IST

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The price war between the two FMCG giants Hindustan Lever Ltd [ Get Quote ] and Procter & Gamble has

intensified with P&G slashing the prices of its shampoo brand Pantene.

It is cutting the prices of Pantene bottles by 15-20 per cent and is expected to announce on Thursday the

launch of a new variant under the Pantene brand. The objective is to create a new segment focusing on

preventing hair loss.

A fortnight ago, Hindustan Lever had announced a promotional offer of a free bottle with every bottle of

Sunsilk [ Images ] and Clinic Plus. In other words, it resorted to a 50 per cent price cut.

Hindustan Lever executives earlier said depending upon the success of this initiative, the company would

firm up its pricing strategy for its shampoo brands.

A trade source said, "P&G is cutting prices of its Pantene (bottles) by 15-20 per cent but leaving its Head &

Shoulders and Rejoice brand untouched for the time being." Pantene is positioned against HLL's Sunsilk.

Pantene is now priced at Rs 61 for a 100 ml bottle, Rs 117 for a 200 ml bottle and Rs 197 for a 400 ml

bottle. Sunsilk is priced at Rs 55 for 125 ml, Rs 100 for 250 ml and Rs 150 for 400 ml. The price actually

gets halved as one bottle is given free with every bottle sold.

Market sources pointed out that HLL is set to face more competition as P&G's other two shampoo brands --

Head & Shoulders, Rejoice -- are also likely to undergo price revisions in the near future.

The HLL-P&G price war first started on the detergents front. P&G fired the first salvo by cutting the prices of

big packs of Ariel and Tide. HLL followed suit immediately by slashing the prices of Surf Excel and Surf

Excel Blue.

Hindustan Lever is the market leader and commands a share of over 50 per cent in the shampoo market.

HLL's shampoo brands are Clinic Plus, Sunsilk, Clinic All Clear, Lux and Ayush.

The shampoo business of P&G has a market share of over 15 per cent. The other major player in the

category is the south-based CavinKare with brands like Chik and Nyle.

CavinKare executives had also said that the company may look at a price cut strategy to maintain its

position in the market.

According to analysts tracking the FMCG sector, after witnessing an increase in 2001 and 2002, the

shampoo market declined by 5.2 per cent in 2003 in volume terms.

For the month of January 2004, the segment declined by 5 per cent. Of the total shampoo market, sachets

constitute over 70 per cent of the market

CASE STUDIES & MORE...

W E D N E S D A Y , F E B R U A R Y 4 , 2 0 0 9

Sunsilk Shampoo

SMOOTH SUNSILK CONFIDENCE………

Extra bounce, extra sheen; get always extra……

Hair is natural and beautiful but whenever there is a problem the first step is to go

back to nature. This is what Sunsilk provides, solves every hair problem, as well as

rejuvenates the health of hair to its original bounce and sheen naturally and hence is

preferred by mostly adolescents. Hence the segment which we have chosen for the

survey of buyer’s decision is college going girls.

Leading the pack is HLL's Sunsilk brand, which has recently been relaunched as

Sunsilk Natural. Sporting four variants, HLL is again reinforcing the natural’s

proposition with added ingredients such as lemon, amla and milk proteins. Says

Prasad Narasimhan, Marketing Manager, HLL (Hindustan Lever Limited) "We are

making Sunsilk more contemporary and Sunsilk Natural is the new nomenclature for

the brand." Considering that the shampoo category is one of the growing segments

in the stagnant FMCG industry, companies are enhancing their products to cater to

consumer needs.

Anjali, a twenty five year educated career woman, was nervous. She was stranded on

a busy street, with her scooter refusing to start. A few minutes ago, the damned

machine stalled. Those few minutes were like eternity for Anjali. Usually confident

and composed, Anjali felt helpless. First she struggled with the electric start button, it

didn’t work. She couldn’t reach the starter kick pedal from her sitting position. She

got off and tried to kick the machine to start. By this time her nice pink salwar had

got stained. She then struggled to bring the machine on its center stand, which

required all her might and almost got her toes crushed. Anita then got help but not

without feeling miserable in full public view.

The story described above reflects clearly the crave nature of woman to look good.

They wish to be independent and mobile. They wish they could do without help from

men. They wish to be themselves. A product services need to reassure a woman that

it will be around in a predictable way when she needs help. For example, if she needs

her microwave oven repaired, assure her that the mechanic would not just be

courteous, but that he would come home at her convenience with required tools. This

is a basic expectation. They will enthusiastically recommend the products to many

other equally enthusiastic women. Thus, women constitute about half of the market.

If we consider their influence in buying decisions, we will realize that they control

much more than half the market.

Thus, all these things influence the buying decision of a product including the one we

have chosen i.e. Sunsilk Shampoo. Its recent print ad is clearly about confidence and

individuality. Women who look stunning in silky and velvety soft hair convey this

message. Every woman would like to get attention. Looking young is her eternal

desire. The confidence and individuality of Sunsilk women set up a desire in her to be

like them.

The products themselves occupy a small but inviting position in the print ad. Any

woman will linger at the ad page and will imagine her having the same silky and

velvety soft hair. But she may not be familiar with all aspects of make up and beauty

treatment. In one way we can say that it ignites inflammable needs of a woman - the

need for head-turning attention, co-ordination and detail, the need for feeling nice

about self. It shows her the way to fashion. It’s a heady mix, which few women can

ignore. Also they take extra-ordinary efforts to satisfy their needs. A woman will

travel to another end of town to buy something like rice, dry fruits, or vegetables if

she believes that she is getting something special. So it’s obvious that they will go for

a product like shampoo which is available for all types (dry, rough, sticky lifeless etc.)

of hair and is a natural shampoo containing Amla, Watermelon extracts, olive oil, Egg

protein and many more natural things which strengthens the hair and make them

beautiful.

This is a generalized concept that is true for every beauty product. But when we

specially talk of Sunsilk Shampoo we can conclude about it after going through the

data collected from five of its users through a questionnaire as follows

Marketing Strategy Of Sunsilk Essays and Term Papers

o

Marketing MixMarketing Mix Decisions

IE 153—WSWX

Marketing MixThe term “marketing mix” became popularized after Neil H. Borden published his 1964 article, “The Concept of the Marketing Mix”. Borden began using the term in his

teaching in the late 1940’s after James Culliton had described the marketing manager as a “mixer of ingredients”. The ingredients in Borden’s marketing mix included product The Marketing Mix planning, pricing, branding, distribution channels, personal selling, Source: http://www.quickmba.com/marketing/mix/ advertising, promotions, packaging, display, servicing, physical handling, and fact finding and analysis. E. Jerome McCarthy later grouped these ingrediThe 4 P’s of Marketing ents into the four categories that today are known as the 4 P’s of marketing.Product Strategy

1-6 7-9 10-12 1318a

The four P’s are the parameters that the marketing manager can control, subject to the internal and external constraints of the marketing environment. The goal is to make decisions that center the four P’s on the customers in the target market in order to create perceived value and generate a positive response.Source: http://www.netmba.com/marketing/mix/

Placement Strategy Pricing Strategy Promotions Strategy

Product StrategyProduct Anything that can be offered to a market for attention, acquisition, use, or consumption that might satisfy a want or need. It includes physical objects, services, persons, places, organizations, and ideas. Service Any activity or benefit that one party can offer to another that is essentially intangible and does not result in the ownership of anything. Three levels of product 1. Core product – addresses the question: What is the buyer really - the problem-solving services or core benefits that consumers are really buying when they obtain a product 2. Actual product – a product’s parts, quality level, features, design, brand name, packaging and other attributes that combine to deliver core product benefits 3....

LifebuoyThis project is an attempt to study rural India with help of live case study of Lifebuoy of HLL in India.For this we would like thank our Rural marketing faculty S. Maninder Singh who has shown us right approach and way to make this project and without whose guidance this project would have been difficult to complete. We are also grateful to our institute for providing this opportunity and providing the required material whenever needed

Introduction- Upcoming of Rural Marketing in IndiaThe rural India has a plethora of opportunities all waiting to be harnessed. Not surprisingly, it has become the latest marketing buzzword for most of the FMCG majors. Many of the FMCG companies are busy formulating their rural marketing strategy to tap the chance .To name few companies showing deep interest in rural India are HLL, Marico industries, Colgate – Palmolive and Britannia Industries.Why Rural India?

70 % of India’s population lives in 627000 villages in rural areas.  90 % of the rural population is concentrated in villages with a population of less than 2000, with agriculture being the main business. This simply shows the great potentiality rural India has to bring the much-needed volumes and help the FMCG companies to bank upon the volume –driven growth. This brings a boon in disguise for the FMCG Company who has already reached the plateau of their business curve in urban India.As per the National Council for Applied Economic Research (NCAER) study, there are as many 'middle income and above' households in the rural areas as there are in the urban areas. There are almost twice as many 'lower middle income' households in rural areas as in the urban areas. At the highest income level there are 2.3 million urban households as against 1.6 million households in rural areas.According to the NCAER projections, the number of middle and high-income households in rural India is expected to grow from 80 million to 111 million by 2007. In urban...

The Rift Inside The C-Suite:THE RIFT INSIDE THE C-SUITE:THE CEO VS. THE CMO

INTRODUCTIONThe need for companies to focus on their customers has never been more critical or apparent than during these soft economic times. As companies cast about for the applications and strategies to assist them in that quest, the Chief Marketing Officer has emerged as a fulcrum of those efforts. It's the CMO's role to execute tactical tasks, from sales support to marketing campaigns to ongoing advertising and public relations. The CMO must also pay careful attention to the company's market positioning and customer relationships.As large corporations redouble their efforts to find more profitable paths to growth, they’re looking for strategic and operational leadership from the marketing organization more than ever before. The result is the increasing pressure on and prominence of a senior executive whose title didn’t even exist 10 years ago: the Chief Marketing Officer, or CMO.But the track record of CMOs, so far, is mixed. According to a recent study by the global executive recruiting firm Spencer Stuart, the average tenure for CMOs is only about 23 months.

•Average tenure for CMOs: 22.9 months (at the top 100 branded companies). •Average tenure for CEOs: 53.8 months. •Only 14% of CMOs for top global brands have been with their present company for more than three years.•Nearly 50% of CMOs for top global brands are within 12 months of being on the job.Table: CMO Tenure stats

At one extreme, the Starbucks Corporation staffed and re-staffed its head of marketing five times in seven years; Coca-Cola Company changed its CMO four times in six years;

and Kinko’s (now FedEx Kinko’s) staffed the position three times in five years. The stats below show us an intriguing picture of the longevity of a CMO in an organization which is largely considered to be a result of the differences of a CEO’s expectations to...

Marketing ManagementMarketing management – an introduction Marketing environment Marketing with other functional areas of management Market segmentation Market targeting and positioning Product management Brand management Pricing Channel design and management Retailing and Wholesaling Integrated Marketing Communication Advertising management Sales promotion Personal selling Public relations Understanding individual consumer behaviour Understanding industrial consumer behaviour Customer satisfaction Customer relationship management Marketing of services Rural marketing Types of marketing research Process of marketing research Tools and Techniques of marketing research Applications of marketing research Preparation of marketing research report Online marketing E-commerce Trends in marketing Page No.

Marketing management – an introductionUnit structure: 1. Introduction

2. Learning Objectives 3. Marketing Management 3.1. Evolution of marketing management 3.2. The Role of Marketing 3.3. Marketing concepts 3.4. The Marketing Mix (The 4 P's Of Marketing) 3.5. Corporate Social Responsibility (CSR) and Ethics in Marketing 4. Have you understood type questions 5. Summary 6. Exercises 7. References 1. INTRODUCTION: The apex body in United States of America for the Marketing functions, American Marketing Association (AMA) defines marketing as “Marketing consists of those activities involved in the flow of goods and services from the point of production to the point of consumption". The AMA has since amended its definition to read as: “Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." Hence it can be surmised that marketing is basically meeting unmet needs for target markets,...

UnileverAbstractThis paper explains that the Unilever brands are trusted everywhere around the world; 150 million times a day, someone somewhere chooses a Unilever product. This paper points out that, at the heart of the corporate purpose, which guides Unilever in its approach to doing business, is the drive to serve consumers in a unique and effective way by (1) working with suppliers who have values similar to Unilever and work to the same standards, (2) utilizing its wealth of knowledge and international expertise to the service of local consumers as a truly multi-local multinational and (3) improving the environmental efficiency of manufacturing operations, products and services to produce the same product with less energy, fewer materials and less waste. The paper relates that Unilever wants to increase their use of the Internet to improve their brand communication marketing and on-line selling and to simplify business-to-business transactions

throughout the supply chain. Charts and Illustrations. Table of Contents Preamble About Unilever Introduction Overview of Legal Structure History About Lever Brothers About Margarine Unie Unilever Vietnam Motto and Purpose Motto: To Add Vitality to Life Purpose: To Serve Consumers in a Unique and Effective Way Logo and Products Unilever's New Identity Product Ranges Food Products Savory and Dressings Spreads and Cooking Products Beverages Ice Cream and Frozen Foods Home and Personal Care (HPC) Products In Personal Care In Hair Care In Skin Cleansing In Home Care Facts and Figures of Some Key Brands Knorr Brand Comfort Sunsilk Performance Current Performance Strategy:"Path to Growth" Sales Figure 2nd Quarter, Year 2005 SWOT Analysis Strengths Weaknesses Opportunities Threats Increasing Competition from Other Companies The Core Brands are in a Weak State Restructuring the Organization Spending Much More on Advertising E-Commerce

From the Paper:"William Hesketh Lever, the son of a shop keeper, started selling 'Sunlight'...

Fair & LovelyThe rural India offers a tremendous market potential. A mere one percent increase in India’s rural income translates to a mind-boggling Rs 10,000 crore of buying power. Nearly two-thirds of all middle-income households in the country are in rural India. And close to half of India’s buying potential lies in its villages. Thus for the country’s marketers, small and big, rural reach is on the rise and is fast becoming their most important route to growth. Realizing this Corporate India is now investing a sizeable chunk of its marketing budget to target the rural consumers.Increasing brand awarenessIn the rural families, studies indicate a slow but determined shift in the use of categories. There is a remarkable improvement in the form of products used. For instance, households are upgrading from indigenous teeth-cleaning ingredients to tooth powder and tooth-pastes, from traditional mosquito repellant to coils and mats. There is also a visible shift from local and unbranded products to national brands. From low-priced brands to premium brands.FMCG consumptionOrganizations like Hindustan Lever Ltd., Nirma Chemical Works, Colgate Palmolive, Parle foods and Malhotra Marketing have carved inroads into the heart of rural markets. Various categories of products have been able to spread their tentacles deep into the rural market and achieved significant recognition in the country households. And, in the process, the regional brands, local brands and the other unbranded offerings got displaced by the leading brands.|Company |Household penetration ||HLL |88% ||Nirma Chemical Works |56% ||Colgate Palmolive |33% ||Parle Foods |31%...

ShampooTHE PRODUCT

Shampoo is a hair care product used for the removal of oils, dirt, skin particles, environmental pollutants and/or other contaminant particles that gradually build up in hair. Shampoo, when lathered with water, is a surfactant, which, while cleaning the hair and scalp, can remove the natural oils (sebum) which lubricate the hair shaft

Because of the function it serves, shampoo seems to be a favorite product for all class of customers. The following visits were arranged in such a manner as to cover all types of customers.

OUR VISITS

1. Spencer mall – Health ‘n' Glow ( High – End Customers )

Health ‘n' Glow even though termed as a high-end shop serves all types of customers.

Generic sales across all brands. But sachets are not present. Gets the stock from the dealer for 5 weeks. Have 10 outlets all together in Chennai. Promotional offers are decided by the main office. Promotional offers changes weekly. No positioning strategy as such. Depends on the dimension of the shop. Target is overall revenue. No target as such for the shampoo segment. Each product category has a code and revenue from shampoo sales seems to be less than 20 %. One interesting feature was that, for Himalaya products, the sales girls were deployed by the company directly.

2. Manikandan Stores – A wholesale/retail dealer ( Average middle class/ Local shops )

This store supplies stock to retail shops as well as serves the average middle class customers.

Target audience was men below 30 years. Sachets were more popular Head n Shoulders & Pantene were the...

Pricing In IndiaABOUT INDIAN SHAMPOO MARKETShampoo market is segmented on benefit platforms:• Cosmetic ( shine, health, strength )

• Anti - Dandruff• HerbalHAIR CARE FACTS - Behavioral pattern in shampoo demand• The frequency of shampoo usage is very low. Most consumers use shampoo only once or twice in a week. In many cases, these products are used on special occasions such as weddings, parties etc• Some customers use shampoo only to address a specific problem such as dandruff or when they need to condition their hair• About 50% of consumers use ordinary toilet soaps to wash their hair• About 15 % of consumers use toilet soaps as well as shampoo for cleaning their hair• Brand loyalties in shampoo are not very strong. Consumers frequently look for a change, particularly in fragrance• Consumers attribute lathering to the act of cleaning• Major expectations from the product are improvement in texture and manageability, giving softness and bounce to hair, curing and avoiding damage to the hair• An Indian needs more shampoo for a proper wash ( average 6 ml ) compared to 4 ml needed in Western countries as most Indian women have long hair• Most consumers do not use shampoo daily• Regular users would need smaller quantity of shampoo per bath. Hair tend to collect more dust due to dusty environment and oiling habits• Southern market is predominantly a sachet market, accounting for 70 % of sachet volumes.In Contrast, shampoo bottles are more popular in the Northern markets• About 50 % of the shampoo bottles are sold in the Northern region aloneSUNSILK SHAMPOO (Hindustan Lever Ltd.) PRODUCTLaunched in 1964, Sunsilk is the largest beauty shampoo brand in the country. Positioned as the 'Hair Expert', Sunsilk has identified different hair needs and offers the consumer a shampoo that gives her the desired results. It is a 160 crore plus brand for The benefits are more compelling and relevant since the variants are harmonised in terms of the...

Magnum Walls

UNILEVER: THE PARENT COMPANY

William Hesketh Lever founded Lever Brothers in 1885. Lever established soap factories around the world. In 1917, he began to diversify into foods, acquiring fish, ice cream and canned foods businesses.

In the Thirties, Unilever introduced improved technology to the business. The business grew and new ventures were launched in Latin America. The entrepreneurial spirit of the founders and their caring approach to their employees and their communities remain at

the heart of Unilever's business today. Unilever's corporate centers are London and Rotterdam.

MISSION They define their mission in these terms and objectives:

"At Unilever we are dedicated to meeting the everyday needs of people everywhere. We provide washing powder, shampoo and toothpaste, teas, ice cream, oils and spreads for consumers all over the world."

From the biggest city to the smallest, most remote village, you will find the brands that have made us successful. Look in any home and you will find international favorites such as Dove, Sunsilk, Omo, Magnum, Lipton and Calve as well as many local brands."Our aim is for our brands to be the first choice for consumers everywhere."

"Quality is a priority and we don't just mean functional quality."In our foods taste, nutrition and ease of use increase enjoyment the performance, effectiveness and fragrance of our home and personal care brands make the daily routine of cleansing our bodies and cleaning our homes a more pleasurable experience.

Our consumers also expect us to fulfill their needs with brands that have low environmental impact. Living up to this expectation challenges us to continuously improve the environmental performance of our process and our brands to achieve sustainable profitable growth.

International by design, we have deep roots in many countries. By the very nature of our business we are an integral part of the societies in which we operate. Local companies are...

Reseach On ShampooStudy the buying behavior of consumers regarding branded shampoos in Ludhiana

Research Project Report

Masters in Business Administration

ByJasdeep kaur

Table of Contents

|Chapter No. |Particulars |Page no. ||1 |Introduction |8-16 ||2 |Research Methodology |17-20 ||3 |Data Analysis and Interpretation |21-33 ||4 |Results and Findings |34,35 |

|5 |Conclusion and Summary |36 ||6 |Appendix |37-40 ||7 |Bibliography |41 |

List of tables

|S.No. |Particulars |Page No. ||1 |Number of respondents using branded shampoos |21 ||2 |Frequency of using Shampoo in a week |22 ||3 |Awareness level of respondents regarding various brands of shampoos |23 ||4 |Source of information regarding Branded shampoos |24 ||5 |Most important...

Hul Report

IntroductionHindustan Unilever Limited (HUL) is India’s largest fast moving consumer goods company, with leadership in Home & Personal Care Products and Foods & Beverages. HUL's brands, spread across 20 distinct consumer categories, touch the lives of two out of three Indians. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of Rs.13,718 crores. The mission that inspires HUL's over 15,000 employees is to "add vitality to life". With 35 Power Brands, HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds 52.10% of the equity. A Fortune 500 transnational, Unilever sells Foods and Home and Personal Care brands in about 100 countries worldwide.

MissionUnilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life.

Company profilePast Milestones In year 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG). Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52 .10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial...

Customer Services At Express DistributorsOBJECTIVES• To find out and critically evaluate the current level of customer service activities at Express Distributors.

• To identify gaps in the customer service- what customers expect and what is being offered by Express Distributors.

• To help develop a proactive approach at Express Distributors towards customer service- and develop action plans for providing quality customer service.

ABOUT THE COMPANY[1]:

BRIEF HISTORY

Express Distributors (or ED as it is commonly known in the retail and distribution market in Karachi) was started as a sister concern of Colgate Palmolive in 1986 to meet the distribution needs of the company within Karachi which was started in 1981. Previously its operations used to extend to across the city, but now it has limited itself to PECHS, Tariq Road Commercial, Shershah, Kharaddar, Clifton and Defence(areas defined as K1 or the Karachi South area.). These areas constitute nearly 19-20% of the city. Business is conducted on credit basis, with 3 to 4 crores being tied up in credit. Previously when operations spread to the whole city, ED used to tie up around 11 to 12 crores in stock. In 1999, Colgate Palmolive realized that operations were too demanding to be met by one single company- also as the Lakson group had acquired the rights to represent the Clover group (makers of Tobelerone, Tetley and Tang) in Pakistan , ED’s wide coverage was limited to the K1 areas.

Operations/Activities

The process starts with the monthly forecasts made by the company (Colgate Palmolive). These forecasts are reviewed and updated on a quarterly basis, keeping in mind any changes that need to be made. These forecasts are submitted to all the nine distributors spread across the country- so each distributor knows how much demand to anticipate over the particular period. The warehouses coordinate how much and which products shall be demanded by which distributor in which area. (The zonal office for Express Distributor is...

Top 50 Indians

Aditya Birla Group IndiaAditya Birla Group is India's first truly multinational corporation. The group has an annual turnover of US$ 24 billion, market capitalisation of US$ 23 billion, and has over

100,000 employees belonging to over 25 different nationalities on its rolls. Aditya Birla Group has presence in 20 countries - India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malayasia and Korea. The group has diversified business interests and is dominant player in all the sectors in which it operates such as viscose staple fibre, metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilisers, insulators, financial services, telecom, BPO and IT services.

The origins of Aditya Birla Group can be traced back to the 19th century when Seth Shiv Narayan Birla started trading in cotton in the town of Pilani, Rajasthan. In the early part of the 20th century, Group's founding father, Ghanshyamdas Birla, expanded the group and set up industries in critical sectors such as textiles and fibre, aluminium, cement and chemicals. In 1969, Aditya Birla, the then Chairman of the Group, put the group on the global map. He set up 19 companies outside India, in Thailand, Malaysia, Indonesia, the Philippines and Egypt. Under Aditya Birla's leadership, the group attained new heights and it became world's largest producer of viscose staple fibre, the largest refiner of palm oil, the third largest producer of insulators and the sixth largest producer of carbon black. After Aditya Birla's demise his son Kumar Mangalam Birla took over the charge of the group and under his leadership the group has sustained the numero uno position in the sectors in which it operates.

Group Companies of Aditya Birla Group

Grasim: Grasim Industries Limited was established as a textiles manufacturer in 1948. Today, Grasim deals in Viscose Staple Fibre (VSF),...