MARKETING REPORT

PREPARED BY

Sadhana Tiwari
18PGDM-064
 INTRODUCTION
Marketing is defined as "all the processes involved in getting a product or service from
the manufacturer or seller to the ultimate consumer." It includes creating the product
or service concept, identifying who is likely to purchase it, promoting it and moving it
through the proper selling channels. Marketing is best identified using what are called
the 4 P's or a mix of marketing: Product, Price, Promotion, and Place which will be
discussed in detail in the later part of the report.

The Purpose of Marketing:

There are three main purpose of marketing:

 Capture the attention of a target market.

 Facilitate the prospect's purchasing decision.
 Provide the customer with a specific, low-risk and easy-to-take action.

With these purposes in mind, coupons, sales and even merchandising, or how
products are displayed, are part of the marketing process. Since marketing is the
cornerstone of every business, the overall objective is to sell more products or
services.

The Different Types of Marketing:

Print, radio, and television advertising are types of marketing, as are direct mail and
Internet marketing. Companies that sell via the Internet optimize their web pages, so
they appear higher in search engines like Google and Yahoo. Newsletters, press
releases, and articles are forms of marketing used to generate leads and orders. Some
companies use referral marketing to increase business, where satisfied customers
refer others to a particular business.

More recently, social media marketing is becoming a type of marketing that smart
companies can't avoid when it comes to reaching potential buyers, whether it's
advertising on Facebook or posting advice on Twitter with links to a website. All told,
marketing is anything that informs, interests and gets people to make purchase
decisions.

The Importance of Marketing for the Success of a Business:

The heart of your business success lies in its marketing. Most aspects of your business
depend on successful marketing. The overall marketing umbrella covers advertising,
public relations, promotions and sales. Marketing is a process by which a product or
service is introduced and promoted to potential customers. Without marketing, your
business may offer the best products or services in your industry, but none of your
potential customers would know about it. Without marketing, sales may crash, and
companies may have to close.
Getting Word Out:

For a business to succeed, the product or service it provides must be known to

potential buyers. Unless your business is known in the community and have
communication with your customers readily available, you have to use marketing
strategies to create product or service awareness. Without marketing, your potential
customers may never be aware of your business offerings and your business may not
be given the opportunity to progress and succeed. Using marketing to promote your
product, service and company provides your business with a chance of being
discovered by prospective customers.

Higher Sales:

Once your product, service or company gets on the radar screen of your prospects, it
increases your chances that consumers will make a purchase. As awareness
becomes a reality, it is also the point where new customers start to spread the word,
telling friends and family about this amazing new product they discovered. Your sales
will steadily increase as the word spreads. Without employing marketing strategies,
these sales may not have ever happened; without sales, a company cannot succeed.

Company Reputation:

The success of a company often rests on a solid reputation. Marketing builds brand
name recognition or product recall with a company. When a company reaches the high
expectations of the public, its reputation stands on firmer ground. As your reputation
grows, the business expands and sales increase. The reputation of your company is
built through active participation in community programs, effective communication--
externally and externally--and quality products or services, which are created or
supported by marketing efforts.

Healthy Competition:

Marketing also fosters an environment in the marketplace for healthy completion.

Marketing efforts get the word out on pricing of products and services, which not only
reaches the intended consumers, but also reaches other companies competing for the
consumers’ business. As opposed to companies that have a monopoly on products
and services that can charge almost any price, marketing helps keep pricing
competitive for a business to try to win over consumers before its competition does.
Without competition, well-known companies would continue to sell while lesser known
companies or new companies would stand little chance of ever becoming successful.
Marketing facilitates the healthy competition that allows small businesses and new
businesses to be successful enter and grow in the marketplace.
Considerations:

Although marketing is hugely important for a business to succeed, it can also be very
expensive. In its first year, a company might spend as much as half of its sales on
marketing programs. After the first year, a marketing budget can reach as much as 30
percent--sometimes more--of the annual sales. A marketing program that gives your
company the best chance is a healthy mix of different forms of marketing, such as
website development, public relations, print and broadcast advertising, design and
printing for all print materials, trade shows and other special events.
 COMPANY OVERVIEW
Sunsilk a hair care brand which focuses on the women of the society is the product of
unilever group. Sunsilk is now known as the world's leading company in hair care
conditioning and as the second largest in case of shampoo. The products of Sunsilk
are available in about 69 countries. Sunsilk as a brand is sold in various countries but
has different names likes Elidor, Sedal, and Seda. The main market for the brand is
Asia followed by Latin America and the middle east. IN Asia the main industry is in
India followed by Bangladesh, Sri Lanka and Thailand.

TIMELINE OF SUNSILK:

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) "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.

UNILEVER

Unilever is an Anglo-Dutch transnational consumer goods company co-

headquartered in Rotterdam, Netherlands and London, United Kingdom. Its products
include food, beverages, cleaning agents and personal care products. It is the world's
largest consumer goods company measured by 2012 revenue, [4] and is also the
world's largest producer of food spreads, such as margarine. It is Europe’s seventh
most valuable company.[6] Unilever is one of the oldest multinational companies; its
products are available in around 190 countries.

Hindustan Unilever Limited (HUL) is an Indian consumer goods company based

in Mumbai, Maharashtra. It is a subsidiary of Unilever a Dutch-British company. HUL's
products include foods, beverages, cleaning agents, personal care products and
water purifiers. It is also among the biggest polluters in India.
HUL was established in 1933 as Lever Brothers and, in 1956, became known as
Hindustan Lever Limited, as a result of a merger among Lever Brothers, Hindustan
Vanaspati Mfg. Co. Ltd. and United Traders Ltd. It employs over 16,000 workers, [whilst
also indirectly helping to facilitate the employment of over 65,000 people. The
company was renamed in June 2007 as "Hindustan Unilever Limited".

MARKETING MIX
Marketing Mix of Dove analyses the brand/company which covers 4Ps (Product, Price,
Place, Promotion) and explains Sunsilk marketing strategy.

PRODUCT:

Sunsilk includes a wide range of shampoos, styling products and conditioners under
its product portfolio. Sunsilk was introduced in the market as a shampoo that needed
just one application for successful hair washing and cleaning. In 1956, Sunsilk for Dry
Hair came in the market. In 1958, the brand came up with small-sized polythene tubes
that was transparent and was an alternative for a large-sized bottle. In 1960, the
consumers came to know Sunsilk Tonic Shampoo that was helpful in keeping the scalp
free and clean from infection. In the year 1961, Sunsilk re-launched its Sunsilk Liquid
Shampoo to Sunsilk Beauty. Within a span of ten years, an anti-dandruff tonic
shampoo was also introduced. In 1971, the brand came out with Sunsilk conditioner
in three different varieties for greasy hair, normal hair and dry hair. Later the company
introduced Sunsilk styling mousse and after that conditioning mousse.

PLACE:

Sunsilk products are available in at least sixty countries of the world. It is an

international company with strong network in countries like India, Thailand, Indonesia,
Sri Lanka, Bangladesh, Argentina, Pakistan and Brazil. Although it started its
production in UK but it has been successful in penetrating such a large market.
Unilever has set up a team for market segmentation. This helps them to decide the
right market for their product. In geographic segmentation, they divided the markets
into units and in demographic segmentation; they divided the market in various groups
like gender, age and family size. Accordingly, they decided on a particular market.
Their distribution strategy is also very extensive as it caters to a mass market.

PRICE:

In today’s competitive market, it is not easy to survive against the indirect and direct
competitors. Sunsilk has realized that it is in a situation that is highly elastic. It means
that any price increase will affect the product demand directly and would lead to the
competitors’ benefits. The pricing policy as such of Sunsilk is dependent on a variety
of factors like the actual costing, market supply, demand situation, competitor’s prices
and the quality of the product. They have thus kept a competitive pricing policy that
makes the prices of their products at a nearby range from their competitors. In some
cases, they have reverted to penetrative pricing policy where the prices are lowered
marginally to penetrate a different section of the market and to satisfy their loyal
consumer base. Sunsilk has found this strategy to be quite successful as they have
been able to add new customers to their previous consumer base. The brand has also
used the policy of promo pricing where promos are distributed to the buyers for
instance with three pouches one pouch is offered free of cost. This results in the
lowering of actual cost and in attracting the customers.

PROMOTIONS:

Sunsilk has been very proactive about its promotional activities and hence it started
its television advertisement as early as 1955 with a campaign focusing on hair
problems. In 1960 “John Berry” composed a tune for the television commercial “The
girl with the sun in her hair “that became so popular that it was later made into a pop
single. In 1969 commercials were aired in the radio presenting “Derek Nimmo” for
supporting the Sunsilk Herb Shampoo and in 1970s the slogan “All you need is
Sunsilk” became highly popular. The advertisements for this brand can be viewed in
many magazines and newspapers but in 2003, in Argentina, it launched its own
magazine featuring professionals of hair industry answering for problems and
solutions for hair care. In various ads, the product is promoted by emphasizing on its
functional benefits.

SEGMENTATION, TARGETING & POSITIONING

SEGMENTATION:

Age: young age mostly youth·

Gender: female·

Religion: all·

Marital status: single or young mother ·

Occupation: young working women·

Income: middle and upper middle class

TARGETING:

The target market of Sunsilk Shampoo for Iron Heated Hair is young aged women who
likes to make up their hair with iron heated hair stylist. Those who are active, dynamic
and simple but still conscious of their need to be beautiful. It has been designed to
keep the hair healthy and beautiful, though this kind of attitude has become their
lifestyle.

POSITIONING:
Sunsilk Shampoo for Iron Heated Hair provides real solution to modern women’s’
lifestyle. Sunsilk was launched in1964, is the largest beauty shampoo brand in the
country. Positioned as the 'Hair Expert', Sunsilk has identified different hair needs the
consumer a shampoo that gives her the desired results.

The benefits are more compelling and relevant since the variants are harmonised in
terms of the product mix - fragrance, colour and ingredients are all well linked to cue
the overall synergy. The range comes in premium packaging and design. The accent
is on "It knows you, and hence knows exactly what your hair needs. Sunsilk
encourages young women in India to live for today. Sunsilk helps you transform the
beauty of your hair instantly because LIFE CAN'T WAIT!

SWOT
STRENGTH:

 Sunsilk was launched in 1964, with a presence of over 80 countries

 Sunsilk is available in various variants to suite every type of hair need (Anti
Dandruff, Hair Fall etc)
 Number 1 in Asia, Latin America and the Middle East, with sales of more than
€1 billion a year
 The brand is strongest in Asia, Latin America and the Middle East and is the
number one hair care brand in India, Brazil, Argentina, Bolivia, Bangladesh, Sri
Lanka and Thailand.
 Madonna, Shakira, Marilyn Monroe, Priyanka Chopra etc are brand
ambassadors of Sunsilk lead to excellent branding and advertising
 Excellent distribution of Unilever means good availability of the brand at
supermarkets, stores etc.

WEAKNESSES:

 Competition intense in the hair care segment means limited market share of
Sunsilk
 High brand switching because of many options available in the market

OPPORTUNITIES:

 Improve their community for Indian girls through online campaigns

 Sunsilk Co-Creations – Partnering with 7 of the world’s best hair experts for
new and improved products
 Tie-up with hotels, fashion institutes etc

THREAT:
  Multiple competitors with similar offerings and lower price range
 Not prevalent in the rural markets
 Competition from in-house brands like Clear, Clinic Plus can cannibalise
Sunsilk

PESTLE
The PESTLE framework below analyses the political, economic, social, technological,
legal and environmental dynamics of the environment in which Unilever operates.

POLITICAL:

Unilever is co-headquartered in London and Amsterdam. Both the Dutch and the
British political systems are in a time of flux. The British government currently
comprises the first coalition government in the post-war period, with another expected
after the General Election in 2015 (Taylor-Gooby and Stoker, 2011), while in the
Netherlands, coalitions are standard. Such governmental frameworks have important
implications for the conduct of business, for there tend to be policy ebbs and flows
over short periods of time. For instance, in the Netherlands, the rate of Value Added
Tax (VAT) for businesses has changed three times since 2010 (Wolf, 2014).

Both the United Kingdom and the Netherlands are original members of the European
Union (EU) which facilitates trade among member states by the harmonisation of
certain rules relating to business and the removal of trade barriers. There is some
political impetus in both countries, however to leave the EU. For instance, in 2012, the
prime minister of the Netherlands, Mark Rutte, threatened to pull the country out of the
Eurozone as a means of easing the local Dutch economy (Dutch News, 2014), while
in the UK there is a lobby for a referendum on EU membership. Exiting the EU would
have massive implications for a co-headquartered business-like Unilever. For this
reason, Unilever has been vocal about its preference for both countries to remain in
the Union (The Guardian, 2014).

There is growing political unrest in the Middle East, and while Unilever does not
currently operate there, 53 per cent of its business comes from developing markets
(Unilever, 2014), and globalisation means that it may not be shielded from the effects
of conflict and instability overseas. For example, in 2012, oil prices reached
unprecedented levels (Smith, 2014). This is a matter of concern for the company
because it directly impacts on transportation costs.

ECONOMIC:

Shoppers in Europe are still suffering from the effects of the longest and deepest
recession in the post-war period. Data from Eurostat shows that household
consumption fell drastically across Europe following the recession, and while there
has been some recovery in recent years, household consumption is still not back to
its pre-2008 level (Gerstberger and Yaneva, 2013). In addition, unemployment has
risen and wages have stagnated in several of the economies in which Unilever
supplies consumers. Low household consumption, high unemployment and falling
wages bring about drops in consumer demand which adversely affect manufacturers
like Unilever. During recessions, households tend to cut back on non-essentials, which
might impact some parts of the company's product portfolio.

While the West has suffered from the financial crisis, economies in other areas, such
as Latin America and China, are booming, providing considerable opportunities for the
company. For instance, in 2013, sales of the company's products to emerging markets
grew by 8.7 per cent (The Guardian, 2014).

SOCIAL:

Life expectancy has been increasing over time in wealthy nations. For instance, in the
UK in 1980, life expectancy stood at 70.4 years for men and 79.8 for women. By 2010,
it had increased to 79.3 years and 83.6 years, respectively for men and women
(Blossfeld, Buchholz, and Kurz, 2011). At the same time, the fertility rate has been
falling over time. The increase in life expectancy and a below replacement fertility rate
coupled with the ageing of the so-called ‘baby boom’ generation (those born between
1946 and 1965) are accelerating population ageing. The UK government has
estimated that the proportion of the population aged 30 and under is set to fall, while
the proportion aged 60 and above will increase. By 2034, it is estimated that 23 per
cent of the British population will be aged 65, while just 18 per cent will be aged 16 or
below (Office for National Statistics, 2009).

There are important ramifications of the ageing population for businesses like Unilever.
Firstly, there are likely to be changes in the structure of demand in future. Older people
have unique needs and desires that will need to be met by Unilever. For instance,
there is a greater demand for frozen ‘ready meals’ by older people (Ahlgren,
Gustafsson and Hall, 2004) which will directly impact Unilever’s ‘Sara Lee’ brand.
Secondly, there may be labour shortages in the future. Expanding businesses like
Unilever will need to respond to this by encouraging workers to work longer or
recruiting migrant workers (Maestas and Zissimopoulos, 2010)

As a direct result of some high profile public campaigns, people are becoming more
health and ethically conscious. This has led to an increase in demand for ethically
produced and healthy products and heightened concern regarding genetically
modified goods. This trend has already had a direct impact on Unilever’s product
portfolio, with sales of two of its margarine brands (I Can’t Believe it’s Not Butter and
Flora) seemingly in free-fall (The Guardian, 2014)
TECHNOLOGICAL:

Increasingly, consumers, particularly younger individuals, utilise social media, retailing

websites and mobile forms of communication to connect with retailers, to discuss with
members of their social networks their purchasing decisions, and to review past
purchases (Sashi, 2012). This means that consumables companies like Unilever need
to harness the Internet and mobile technologies in accessing these customers. For
instance, a growing number of companies now include social networking websites
such as Facebook and micro-blogging sites like Twitter in their promotion mix as a
means of engaging their current consumer base and recruiting new customers.

At the same time, constant connectivity makes the selling environment for consumer
products increasingly competitive. The readiness of product price and promotional
information, the ability of shoppers to access online stores quickly and the aggregation
of online content and offline information all mean that, in the digital age, firms like
Unilever must carefully craft their marketing activity (Sashi, 2012).

LEGAL:

Unilever has a presence in some 190 countries worldwide which means that it must
abide by their national laws. The extent of the company’s multinational activity means
that it must devote considerable resources to scanning the legal horizon and ensuring
that it responds to changes accordingly.

There have been significant legislative changes in the area of people management.
For instance, across Europe many countries have enacted anti-discrimination laws
which companies like Unilever must adhere to. In the United Kingdom, under the
provisions of the Equality Act 2010, businesses are not allowed to discriminate against
individuals on the basis of factors such as gender, age, disability, religion and ethnicity
in their recruitment, selection, training and promotional practices (Hyman, Klarsfeld,
Ng, and Haq, 2012). Legal frameworks have also been put in place as a response to
the ageing of the population (Maestas and Zissimopoulos, 2010). For instance, the
mandatory age of retirement has been removed in both the UK and the Netherlands,
which means that Unilever can no longer compel employees to retire once they reach
the age of 65. Large companies also must put adequate pension provisions for
workers in place under a new British scheme, which has a direct impact on business
costs

ENVIRONMENTAL:

There is increasing political impetus to respond to environmental degradation, and the

onus is on large manufacturers like Unilever to use fewer resources and produce less
waste. In Europe, a major development affecting the company is the establishment of
the European Union Emissions Trading System (EU ETS), which was set up in 2005
as part of a concerted and collaborative attempt to reduce carbon emissions under the
requirements of the Kyoto Protocol. The EU ETS is a system under which polluters
emissions are ‘capped’; in order to pollute more, manufacturers must purchase credits
from other polluters. Participation in the EU ETS is mandatory for all large factories
and plants that produce more than 25 thousand metric tons of carbon dioxide and that
use ammonia or petrochemicals (Ellerman, Converey and Perthuis, 2010).

PRODUCT LIFE CYCLE

Product life cycle (PLC) is a portrayal of the life of a product in the market attempting
to capture the dynamics of a brand from the perspective of business/commercial costs
and sales measures. Product Lifecycle has 5 stages through which a product or its
category bypass, from its development to introduction to the marketing, growth,
maturity to its decline or reduction in demand in the market.

Sunsilk was launched in India in 1964 and it grew with the growth in the hair care
industry, specifically the shampoo market, in India, launching a number of product
variants.

Steps taken by Sunsilk at each stage

 INTRODUCTION - The introduction stage of the product life cycle is where a

new product is launched into a market.
Sunsilk was launched as a cosmetic beauty shampoo, and was positioned the same
way during its initial years in India. Sunsilk began its publicity efforts in 1955 with an
advertising campaign that focused on specific hair "issues".

 GROWTH - In the growth stage of the product life cycle, the market has
accepted the product and sales begin to increase.

In the early 1970s, Sunsilk was advertised with the punch line “All you need is Sunsilk”.
In its growth stage, the communication of Sunsilk was focused on different product
variants and promoting the use of Sunsilk conditioners. Within ten years of its launch
in India, Sunsilk introduced a tonic shampoo for dandruff, which was the first anti-
dandruff shampoo in India. In the subsequent years, it launched many shampoo
variants such as Sunsilk Silky and Straight Shampoo, Sunsilk Care & Repair
Shampoo, Sunsilk Hydra, Sunsilk for Hair Damaged by Daily Wear and Tear. Sunsilk
also came out with its range of hair conditioners such as Sunsilk Daily Repair
Conditioner and Sunsilk Soothing Conditioner.

 MATURITY- In the maturity stage of the product life cycle, sales will reach their
peak. Sunsilk attained maturity as a global brand, with its products being sold
in 69 countries. To prolong the set in of the decline stage, Sunsilk went for
Brand rejuvenation in 2003 and came out with “SUNSILK NATURALS”.

From 2009, Sunsilk has started working with a number of professional hair experts to
develop new and improved products. Each hair issue variant has been linked to an
expert with the relevant specialist hair knowledge. For example, Dr Francesca Fusco,
a New York dermatologist, co-created a “hair fall” variant for the brand. Sunsilk created
a new look with new variants, new packaging, new advertisement, and a new tagline
“Life can’t wait”. Sunsilk has managed to stand apart from its rivals. Sunsilk
understands that different girls have different needs and hence has created 7 products
that cater to a variety of them.

On June 17, 2006, Unilever launched Sunsilkgangofgirls.com, India's first "online all-
girl community" which quickly caught the attention of the target group as it was
promoted through a 360-degree media communication blitz. The site was branded
space to promote Sunsilk, while at the same time it provided a social networking
platform for girls. The site offers 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.

 DECLINE- In the decline stage of the product life cycle, sales will begin to
decline as the product reaches its saturation point. Most products are phased
out of the market at this point due to the decrease in sales and because of
competitive pressure. The market will see the product as old and no longer in
demand. SUNSILK is in its maturity stage, as it already made its impact on the
market and is still far away from the decline stage.
 MARKETING & BRANDING STRATEGIES
The branding strategy for a firm reflects the number and nature of common and
distinctive brand elements applied to the different product sold by the firm. Branding
strategy involves deciding the nature of new and existing brand elements to be applied
to new and existing products.

Branding Decisions:

Branding strategy is one of the most vital decisions taking by marketers. It is a strategy,
which brings lots of positive feedback for a firm. The first branding decision is whether
to develop a brand name for a product. Today, branding is such a force that hardly
anything goes unbranded. Unilever follow individual name for setting brand name for
their different products, such as Sunsilk, Dove (Shampoo), Ponds, Fair & lovely, Dove
for skin care. Unilever get a major advantage of an individual name strategies that the
company does not tie its reputation to the products. So, if any brand fails or appears
to have low quality, the companies name or image is not hurt.

Brand Elements:

Brand elements can play a number of brand building roles. Band elements are those
trademarkable devices that identify and differentiate the brand. Most strong brands
employ multiple brand elements. Marketers choose brand elements to build as much
brand equity as possible. Brand elements such as: memorable, meaningful, likable,
adaptable and protect able. We describe those elements in short as follows:

 Memorable: Every consumers mind catches the brand name. Their marketing
programs set the brand name in consumers mind. Their short brand name such
as: Dove, ponds, Sunsilk etc are easily memorable.
 Meaningful: Every consumer has a clear meaning about Sunsilk. Consumer
thinks about Sunsilk as a product which solve their problem relating with hair.
 Likable: From our research we found that most of the people like the brand
verbally and visually.
 Protectable: The brand name is legally and competitively protectable. The
brand retains their trade mark rights and not generic.
 Adaptable: Another fact which we saw in Sunsilk is that the different pack size
and new formulas are easily accepted by the consumers.

Target market of Sunsilk:

The main target market of Sunsilk is females between the ages group 16-40 belonging
to the lower and middle-income classes. But in their promotional activities, they cover
the whole market irrespective of these classes. Sunsilk target its market on the basis
of consumer buying behaviour, income level, and purchasing power of people. For
which quantity of the product can be changed according to the income and purchasing
power of the consumers as in case of Sunsilk 120ml and 5ml packs are also available
to target low income groups.

Classes of competitors:

In urban areas, Sunsilk is acting as a market challenger against Head & Shoulder.
Sunsilk has got the advantage of keeping their prices lower than Head & Shoulder
shampoos but Head & Shoulder has captured a bigger share of the market due to its
intense promotional activities.

Competitor review:

The major competitor of Sunsilk in rural areas is BIO AMLA and in urban areas Sunsilk
mainly cutthroat of Head & Shoulder. The main advantage of BIO Amla is herbal
composition, low prices, which attract rural market but in term of quality they are far
behind Sunsilk shampoo. In urban areas Sunsilk acting market challenge with Head &
Shoulder. Sunsilk has got the advantage of keeping their prices lower than P&G but
P&G has captured a large market share due to its intense promotional activities.
Generally, Cute work as a market follower as it doesn’t go for any innovative action.

MARKET SHARE: Sunsilk as a market competitor, they are steadily gaining market
share. At present market situation, they capture 34% of total market share.

MIND SHARE: While buying a product like Shampoo, consumers first think of Sunsilk
and, so they are able to capture and increase the mind share of the people.
HEART SHARE: Due to reach product and marketing attributes & features Sunsilk’s
mind share in total competitive market is higher than any other brand. Consumer would
like to choose Sunsilk as their first choice.
 CONCLUSION
Sunsilk has huge potential of rural market which is 72% of total population but not yet
develop a successful strategy to penetrate this market. The success of Sunsilk
emulated which captured the rural market by two strategies- Develop strong
distribution structure and Adopting packaging and pricing. Sunsilk should increase
buying of raw material so that it does not have to suffer devolution and continuously
increase in tariff rates. They introduced a smaller 100ml pack of Sunsilk in order to
capture lower income segment. Sunsilk should also enter into web marketing. They
should increase frequencies of advertising by electronic and print media. They should
introduce 2 in 1 shampoo plus conditioner which demand huge potential market.
Finally, taking everything in account we can say that if Sunsilk emphasize more on
social responsibility and create more attractive marketing programs, they can grab
huge number of customers. In the early years, Sunsilk focused much of its marketing
attention on gaining international presence. A new campaign was launched to recruit
younger users. The new products focused on hair color, texture, feeling, dryness, etc.
The updated Sunsilk campaign, "Get Hairapy", followed the same strategy, marking a
bold move towards users in their 20s and upwards said to be in their "quarter-life
crisis". Around 20% of the brand’s current users are new users after repositioning while
40% are brand loyal. The brand is also approaching the rural areas with “Sunsilk
Sahelian”.
 REFERENCES
 https://www.marketing91.com/marketing-mix-of-sunsilk/
 https://www.ukessays.com/essays/marketing/sunsilk-a-hair-care-brand-
marketing-essay.php
 https://www.scribd.com/doc/34994170/Sunsilk-Its-Branding-Strategies
 https://www.mbaskool.com/brandguide/fmcg/1005-sunsilk.html
 https://en.wikipedia.org/wiki/Sunsilk
 http://shristi23sunsilkmarketingblog.blogspot.in/2014/09/plc-and-ilc.html