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analytical report, comparative statements, trend analysis, reports for merger and acquisitions,
marketing papers and customized research work

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to ease companies and students across the
globe to avail this facility, and grab the best from the Knowledge Domain

We are really happy to have you as a client and love to provide you with the best solution
available in the industry. Thanks for having faith in us.

-: Business head
Chanpreet S Grover
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Within a short span of the last five-six years, the use of cosmetics by
Indian consumers has increased significantly with more and more
women and men taking greater interest in personal grooming, increasing
disposable incomes, changing life styles, influence of satellite television
and greater product choice and availability.

This cosmetics and personal care industry has been 89 8


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9
 . The growing Indian
cosmetics market offers promising prospects for international brands.
The growth rate in the cosmetics market reflects an increasing demand
for beauty care products in India. Perfumes and fragrances, skin care,
and hair care products are some of the major segments with promising
prospects for U.S. companies.

  







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Current consumption of many products is well below that of many
countries in Asia. The low market penetration of many cosmetics and
personal care products offers room for growth.

The urban population with increasing purchasing power is the major

force driving demand for cosmetics and toiletries. India is a very price-
sensitive market and mass-market products constitute the major part of
the cosmetics and toiletries market. #  ;








  
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Beauty is skin deep« and sure enough Lakme understand it like no one
does .Today brand lakme stand strong as one of the 100 most powerful
brands and right fully so ,for it¶s µthe¶ brand that lights up the face of
million girls ,everyday. It¶s a brand that inspire, motivate and infuses
confidence Colours , shades, brushes and tones to beautify , have been
the core attribute of the products. The challenge which the cosmetic
industry has to break was the negative connotation of ³being
fashionable¶¶.Though the brand missed out on during the past year
despite having roped top brand ambassadors is that it scored low on
promotional gauge. In the following project we basically seeks to
provide experiential marketing solutions to a brand (Lakme) .We also
gauge into reasons that why Lakme¶s position as market leader was
threatened when international majors like Revlon and Maybelline
entered the fray in the mid-90s.The research process was entailed by
visiting lakme outlets in noida ,which includes the response received
from target audiences(Min age 19yrs- Max -45yrs) via through
questionnaire for deeper insights.

















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Below the line initiatives are extremely important in the cosmetic

segment since the buying experience is as important as brand image and
advertising. Significant focus is on sales counters, beauty advisors and
dealer aids. We constantly integrate a lot of the above the line
campaigns like 'Whose watching your lips' with below the line initiatives
Anil Chopra, Business Head, Lakme Lever

''Lakmé is at the forefront of product-innovation. Almost everyone has a
Lakmé-something in their (cosmetics) collection,'' said Mumbai-based
fashion choreographer 7
 .

xhe Indian cosmetics industry is in churn. Even as the premium segment

is getting crowded, the rural market is turning out to be the stronghold
of smaller, regional players. Although stiff competition has emerged for
Lakme Lever within the Rs 250-crore colour cosmetics market, it
continues to lead. In the skincare market, estimated at Rs 700 crore,
Lakme's market share averages 7-8 per cent. Catalyst spoke to Anil
Chopra, Lakme Lever's Business Head.



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igh priestess of sacred Indian temple meets English army officer who's
unwittingly strayed into holy ground. They fall in love. Her orthodox
father vows vengeance... That's the story of Lakmé, a 19th century opera
written by Frenchman Leo Delibes, from which Simone Tata borrowed
the name Lakmé (French for Lakshmi, the name of the priestess).

The current size of the Indian cosmetic market is approximately US$

600 million. Of this, the fastest growing segment is color cosmetics,
accounting for around US$ 60 million of the market. Industry sources
estimate a rapid growth rate of 20 percent per annum across different
segments of the cosmetics industry reflecting an increasing demand for
all kinds of beauty and personal care product. Growth has come mainly
from the low and medium-priced categories that account for 90 percent
of the cosmetics market in terms of volume.

Even with a 20 percent average growth rate, the per capita consumption
of cosmetics is very low in India. Current per capita expenditure on
cosmetics is approximately US$ 0.68 cents as compared to US$ 36.65 in
other Asian countries. 91
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Lakme, a brand originally introduced by the Tata group of India, now

bought over by Hindustan Unilever (HUL) of the Unilever group, Tips
& Toes, another domestic player, and Revlon dominate the US$ 60
million color cosmetics market. Multinationals, Revlon of the U.S. and
L'Oreal's Maybelline has a dominant share of the small premium
lipsticks and nail enamels market. Mass-market products account for a
major share, while the premium segment accounts only for a mere 9 per
cent in lipsticks and 5 per cent in nail enamels. Lipsticks account for
nearly a third of the market at US$ 21 million, while the market for nail
enamels is estimated at around US$ 23 million. The color cosmetics
segment is very competitive and has a high penetration level of 80
percent.

The skin care market in India is estimated at US$ 180 million. Within
the last decade, this segment has seen many consumers slowly shift from
the mass to the premium end of the market. 

  
 


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. In the
skin-care segment, price and volume played an equal role in value
growth. Moisturizing lotions, fairness creams and face cleansers are the
popular categories in the skin-care segment and account for
approximately 60 percent of the skin-care segment. The major players in
this segments are Lakme, Ponds, Fair & Lovely of the HUL group with a
50 percent market share, followed by players such as J.L. Morison that
markets the Nivea range of products in India, Godrej and Revlon.
Penetration levels of international cosmetics brands in India are still low.
Foreign brands currently constitute only 20 percent of the market. A
major reason for low penetration of international brands can be
attributed to high pricing. These companies initially gained sales on their
international brand image, however, repeat purchases were not
forthcoming and to retain their sales growth, several foreign companies
reformulated price strategies to tap the large Indian middle class. Urban
women in the middle and upper income groups in the age range of 23-50
is the target group for international brands, as this group looks for better
products and is willing to pay a premium for international quality
products. Industry estimates suggest that there are close to 10 million
such women in India.





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The research is based on:-

 
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1)åuestionnaire


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Internet
Company Reports& Broachers
Magazines
Newspapers Articles &journals

Data is also gathered by talking to the respondents (Target Audience,

understanding their beauty needs,what aspire them to go for the
(lakme)brand. Also the level of :-

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All these factors were the prime criterion for selecting (Which brand??),
Short listing and ranking (level of trustworthiness? or most favoured )
which had helped us for identifying the winner in cosmetics industry.






















7



1 Help in building a positive association with people thereby
enhancing brand personality

2 How to break the negative connotation of µ¶Being fashionable¶¶

3 Why has Lakme missed out on promotional gauge despite roping

in top brand ambassadors.

4 How can the brand retain its lost spot?

  !#!

In the classical tests of significance, two kinds of hypothesis are used the
null hypothesis and the alternate hypothesis. Null hypothesis ( Ho) is
used for testing. It is the statement that no difference exists between the
parameter and the statistic being compared. Second is Alternative
hypothesis
(HA) is alternative hypothesis is alternative hypothesis which holds that
there has been a change.


Hypothetical testing can be viewed as a six steps procedure;
‘ Establish a null hypothesis
‘ Choose the statistical test on the basis of assumption about the
population distribution and measurement level
‘ select the desired level of significance
‘ Parametric and non parametric tests are applicable under various
conditions like parametric operates with the interval and ratio data
and are preferred when their assumptions can be met. Non
parametric tests do not require stringent assumptions about the
population distribution and are less useful with less nominal and
ordinal values.
In this report our null hypothesis and alternative hypothesis are stated
below:

‘ Ho: Respondents are satisfied with the quality of Lakme products.

Ha: Respondents are not satisfied with the quality

‘ Ho: Respondents are brand Loyal

Ha: Respondents are not brand Loyal

‘ Ho: Respondents prefer lakme

Ha: Respondents do not prefer lakme

‘ HO: Respondent are satisfied nor aware of new product range

H: Respondent are not aware of new range.

‘ HO: Respondent do believe that endorsement by celebrity play any

role in the decision making
HA: Respondent do not believe that endorsement by celebrity play
an important role in the decision making

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Research is exploratory when you use no earlier model as a basis of your
study. The most usual reason for using this approach is that you have no
other choice. Normally you would like to take an earlier theory as a
support, but there perhaps is none, or all available models come from
wrong contexts.

Exploratory research means that hardly anything is known about the

matter at the outset of the project. You then have to begin with a rather
vague impression of what you should study, and it is also impossible to
make a detailed work plan in advance.

The gradual process of accumulating intelligence about the object of

study means also that it will be impossible to start by defining the
concepts of study. You have to start with a preliminary notion of your
object of study, and of its context. During the exploratory research
project, these provisional concepts then gradually gain precision.

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o Sample size of 100 customers.
Sample centre = Amity Girls hostel













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Half a century ago, as India took her steps into freedom, Lakme, India's
first beauty brand was born. At a time when the beauty industry in India
was at a nascent stage, Lakme tapped into what would grow to be
amongst the leading, high consumer interest segments in the Indian
Industry - that of skincare and cosmetic products. Armed with a potent
combination of foresight, research and constant innovation, Lakme has
grown to be the market leader in the cosmetics industry. Lakme today
has grown to have a wide variety of products and services that cover all
facets of beauty care, and arm the consumer with products to pamper
herself from head to toe. These include products for the lips, nails, eyes,
face and skin, and services like the Lakme Beauty Salons.



7

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In 1995, Lakmé Ltd (a Tata Group company) and HLL formed a 50:50
venture Lakmé Lever that would market and distribute Lakmé's
products. In 1998, Lakmé sold its brands (and the 50 per cent it owned
in the JV) to HLL, renamed itself Trent and entered a different business
(retail). Only, the years between 1995 and 2000 saw HLL wrestling with
several issues with a bearing on Lakmé's future. A brand that has over 5
decades talked of beauty is none other than Lakmé. Launched in 1952, it
offered a range of cosmetics with nail polishes & lipsticks from the early
80¶s. Lakmé also understands the importance of maintaining and
accentuating a women¶s natural beauty, for this it has introduced a range
of skincare products from 1987. These ranges have been constantly
innovated to bring specialized beauty care and complete the range for
the definitive women.
A brand that has over 5 decades talked of beauty is none other than
Lakmé. Launched in 1952, it offered a range of cosmetics with nail
polishes & lipsticks from the early 80¶s. Lakmé also understands the
importance of maintaining and accentuating a women¶s natural beauty,
for this it has introduced a range of skincare products from 1987. These
ranges have been constantly innovated to bring specialized beauty care
and complete the range for the definitive women.

Chopra accepts that distribution has been the company's Achilles heel
for some time: ''The supply-chain hasn't been as robust as it should have
been, but that has been the result of our efforts to reposition and
reintroduce the brand.'' The positioning bit, although complex, is clear:
Ponds is Lever's primary skincare brand; Lakmé, its aspirational colour
cosmetics brand, which also has a presence in skincare.
The 'aspirational' qualification would mean Lakmé would compete at
what the company terms the 'upper-mass' (premium) end of the colour
cosmetics spectrum (products priced between Rs 85 and Rs 250) where a
slew of competitors, ranging from Revlon (through Modi Revlon) to
Chambor, are already slugging it out. Says Meghna Modi, 26, Executive
Director, Modi Revlon: ''The numbers say it all. According to ORG-
MARG's retail audit, we have an 84 per cent share of the premium end
of the colour cosmetics market.'' Chopra is quick to rubbish this claim;
he says ORG-MARG does not have a representative sample of the
60,000 outlets through which colour cosmetics are sold in India.
Still, it is conceivable that Lakmé's new-found aspirational strategy
could have been brought about by competitors like Revlon and
Maybelline, which targeted this segment. Indeed, the company's non-
transfer lip-colour range follows in the wake of Maybelline's launch of a
similar range, and its new nail-enamel colours come soon after
Maybelline and Revlon launched their nail-enamel range. The
company's defense is that it takes at least 15 months from the
conceptualization to the actual launch of products.
And fashion consultants like Meher Castelino believe the brand
commands an edge at the high-end: ''By appropriating the fashion
platform for itself, Lakmé has entrenched itself at the glamour-end.''
!)
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:
ñlocal brand of specific relevance to India.
ñStrong R&D capability, well linked with business.
ñIntegrated supply chain and well spread manufacturing units.
ñAbility to deliver Cost Savings.
ñAccess to Unilever global technology capability and sharing of
best practices from other Unilever

)  
:
ñPrice positioning in some categories allows for low price
competition.
ñVarying quality range in its products.
ñFalling åuality of Lame salons

 
:
ñBrand growth through increased consumption depth and frequency
of usage across all categories.
ñUpgrading consumers through innovation to new levels of quality
and performance.
ñBuilding brand image by collaborating with top designers in
Lakme Fashion week

 
:
ñAggressive price competition from local and multinational players.
ñSpurious/counterfeit products in rural areas and small towns.
ñNon Existence of brand image in long Run
   8

8
9 

Lakmé has a wide range of products in color cosmetics that bring visible
results. To add to this vast repertoire is a range of specialized skin care
products for the discerning women. Keeping skin looking healthy and
glowing is also a part of looking great. Lakmé provide the complete
package with the skin care range and the wide range of colors to spice
up the look.

 






From the spicy shades to the flattering look, Lakme offers a range of
products in the face, lips, eyes and nail segment for the beauty
aficionados.

* 

Lakmé Daily Wear Soufflé ,Lakmé Perfecting liquid Foundation -

Lakmé Radiance Compact , Lakmé Flawless Matte Complexion
Compact




Lakmé Enrich Lipcolor - . Perfecting Definition Lip Pencil - Starshine
Lipgloss - Glosses in lustrous shades available in 14 shades.



From dramatic to natural look- a wide range of products are on offer to
create the perfect eyes.
 1.Lakmé Kajal:
2.Lame Insta Eyeliner eyelids
3.Lakme Lakmé Shimmer Eye Cube:

 

True Wear Nail Enamel -Nail Enamel with Lacquer-like finish. Contains
resins and silicone with colour lock technology that gives brilliant long
lasting shine

!

For radiant skin Lakmé is there to pamper your skin with specialized
products for the diva in you.

  8

Strawberry Silk Splash Face Wash , Lakmé Fundamental Deep Pore
Cleansing Milk -

c? 8

1. Lakmé Fundamental Peach Milk Moisturiser skin.

2. Lakmé Fundamental Winter Care Lotion -

!


The range comprises of lotions to keep your skin healthy and younger
looking.

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Chairman: Harish Manwani
CEO and Managing Director: Douglas (Doug) Baillie
Director, Finance and IT: D. Sundaram



 
 
 (abbreviated to ), formerly
 

 , is India¶s largest consumer products
company and was formed in 1933 as 
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is currently headquartered in Mumbai India and its 41,000 employees
are headed by Harish Manwani, the non-executive chairman of the
board. It is Fast-Moving Consumer Goods (FMCG) Industry that
includes detergents, soap, shampoo deodorant, toothpaste, and other
personal care items, and cosmetics HUL's personal care brands include
soap brands such as Lux, Lifebuoy, Liril, Breeze, Dove, Pear's, and
Rexona; shampoos and hair coloring brands including Sunsilk Naturals
and Clinic; skin care brands Fair & Lovely and Pond's; and oral care
brands Pepsodent and Close-Up. The company's cosmetic line is led by
the Lakme brand. HUL also produces a line of Ayurvedic personal and
healthcare items under the Ayush brand. In addition to the FMCG
segment, HUL has developed a line of food items, primarily under the
Kissan and Knorr Annapurna brands, as well as the ice cream brand
Kwality Wall's.
 $#!#

To earn the love and respect of India, by making a real difference to
every Indian.. HLL follows its parent company¶s mission to ³add vitality
to life´. They strive to meet everyday needs of nutrition, hygiene, and
personal care products that help people ³feel good, look good, and get
more out of life´.

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With respect to distribution related activities like sales and marketing,
HLL is second to none in pushing the boundaries of what is possible
financially, structurally, and logistically. Beyond its pioneering work
FMCG distribution, the company has sought to instill in its customers an
elevate sense of brand experience while simultaneously providing
greater and more varied access to its products as well as improved
clarity to its communications. New initiatives include raising brand
visibility through in-store promotions, store-based product facilitators,
and self-service. HLL has enabled an even further level of
personalization and brand experience in the direct sales arena with its
ground-breaking ºindustan UniLever Network, having amassed an army
of consultants 250,000 strong with access to 80 % of city dwelling
Indians.
 
 
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The current size of the Indian cosmetic market is approximately US$
600 million. Of this, the fastest growing segment is color cosmetics,
accounting for around US$ 60 million of the market. Industry sources
estimate a rapid growth rate of 20 percent per annum across different
segments of the cosmetics industry reflecting an increasing demand for
all kinds of beauty and personal care product. Growth has come mainly
from the low and medium-priced categories that account for 90 percent
of the cosmetics market in terms of volume.

The Shahnaz and the Biotique brands dominate the premium herbal
cosmetics segment in India, estimated at USD 100 million.

. Since liberalization, many international brands like Avon, Burberrys,

Calvin Klein, Cartier, Christian Dior, Estee Lauder, Elizabeth Arden,
Lancome, Chambor, Coty, L'Oreal, Oriflame, Revlon, L'Oreal, Yardley,
Wella, Schwarzkopf, Escada, Nina Ricci, Rochas, Yves St. Laurent and
Japanese cosmetics company, Shiseido have entered the Indian market.





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Cosmetics and toiletries are not just the domain of women any longer
and Indian men too are increasingly taking to the use of more and more
body sprays, perfumes and other cosmetics and toiletries. With rising
demand from men, the Indian market is getting enlarged and many
players are coming out with cosmetic products especially skin care
products for men. The market size of men's personal care segment is
estimated at approximately US$ 165million, with Gillette having the
largest market share. Other major players in this segment include
Godrej, J.L. Morison and HLL. 
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In the last five/six years, there has been a renewed craze for herbal
cosmetic and personal care products, especially in the skin care segment
with the growing belief that chemical-based cosmetics are harmful.
Shehnaz Hussain, Biotique, and Lotus Herbals are the major players in
this segment. Many companies also expanded their range to include
herbal variants..

The urban population in the major cities with increasing purchasing

power is the main force that drives demand for various cosmetic
products in India. The advent of satellite television and awareness of the
western beauty and fashion world, advertisements and promotions,
increasing number of women joining the work force is changing
preferences, customs and cultures in India



#

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Costs for importing products are much higher than producing it in the
country. India allows entry of imported cosmetics without any
restrictions but the average import tariff on cosmetics products is
currently very high at 39.2 percent. This makes imported products very
expensive for most consumers. Most foreign cosmetics companies
selling premium brands have had a difficult time developing the low
volume premium market in India. Many had to re-work price strategies
towards the mass segment. Price is not the only reason responsible for
their problems. Poor assessment of the size of the upper middle and
high-income groups, and price sensitivity even within these groups, had
added to their problems.

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Europe, mainly France, Germany, Italy, Netherlands, and Spain account
for the major share; and Australia, China, and Japan account for rest of
the share.











The Indian cosmetic market, which has been traditionally a stronghold

of a few major Indian players like Lakme, and Ponds has seen a lot of
foreign entrants to the market within the last decade. India is a very price
sensitive market and the cosmetics and personal care product companies,
especially the new entrants have had to work out new innovative
strategies to suit Indian preferences and budgets to establish a hold on
the market and establish a niche market for themselves.

Given the price-sensitivity of the Indian consumer who do not normally

prefer to fork out a large sum at one time, many cosmetic and toiletries
companies launched their products in smaller pack sizes to make them
more affordable. HLL and Revlon were the first to introduce small pack
sizes. Revlon introduced its small-range of 8 ml nail polishes and
lipsticks, and was soon followed it its strategy by major Indian
companies as well.

Stiff competition in the cosmetics and toiletries market also saw an

increase in the range of new products being introduced for newer
application concepts in the last few years. In the skin-care segment, from
just creams and moisturizers, there has been a upgrade to value-added
products such as under-eye wrinkle removing creams, dark circle
removing creams toners, sunscreen lotions, fairness creams, and many
more.
.
Beauty counselors or advisors at retails outlets have been very
successful in gaining attention, creating product awareness and
overcoming consumers lack of familiarity with, and fears about many
cosmetics and personal care products such as home hair permanents and
color cosmetics. Some companies such as Lakme have even set up
exclusive  
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through salons and beauty parlors. D 
 


 





 
 
 

 

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HLL, is currently India's largest cosmetics and personal care products

producer and its brands has the dominant share (more than 50 percent) in
segments such as personal wash, skin care, shampoos, lipsticks and nail
polish.

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The growing Indian cosmetics market offers promising opportunities for

international brands. The growth rate in the cosmetics market reflects an
increasing demand for beauty care products in India. 


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The rural market in India for cosmetics and toiletries remains is largely
untapped. Major domestic players have also not been able to penetrate
this market. The urban market itself for specialized cosmetic products
remains to be fully exploited. The Indian skin-care market is not yet
fully tapped and offers promising prospects as a growth area. Penetration
of color cosmetics is lower than the penetration prospects of the skin-
care segment.

To promote the growth of their products, a dominant player like Lakme

have embarked upon a business plan to establish their exclusive
franchised beauty salons across major metros in the country.

Imported cosmetics have had a major impact on the Indian market.

Foreign products have enhanced growth of the Indian market by
attracting aspirational consumers and increasing acceptance of color
cosmetics, previously perceived by many as harmful to skin. Indians
generally perceive foreign brands as being of superior quality.



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  . L'Oreal India has established a consumer advisory unit and
Ponds, as mentioned earlier offers skin care advise through touch-screen
kiosks, and telephone help-lines.


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Prior to March 31, 1999, India had cosmetics and toiletries on its
restricted list of imports and a special import license was required for
import of cosmetics and toiletries into the country. 
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has been scaled down over the past few years is still very much on the
higher side. The high duties cause imports to be price uncompetitive.
Certain high - end products just do not sell in India because the final
price to bring it into India is too high for consumers to pay.





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 8
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!  

Observed(O) Expected(E) (Oi-Ei)2 Ȥ2 {(Oi-

Satisfaction Ei)2 / }
level


Excellent 16 20 16 0.8

Good 20 20 0 0
Average 55 20 1225 61.25

Poor 5 20 225 11.25

Neutral/Cant 4 20 256 12.8
Say

Ȥ2=86.1
Table value=9.49
Since the table value is less than the Ȥ2.
So the Ho is rejected.


 



Satisfaction level Observed(O) Expected(E) (Oi-Ei)2 Ȥ2 {(Oi-
Ei)2 /E }
Loyal 18 50 1024 20.48
Not a loyal 82 50 1024 20.48

Ȥ2=40.96
Table value=3.84
Since the table value is less than the Ȥ2.
So the Ho is rejected.









 



Satisfaction Observed(O) Expected(E) (Oi-Ei)2 Ȥ2 {(Oi-
2
level Ei) /E }
Recommend 40 50 100 2
Will Not 60 50 100 2
recommend


Ȥ2=4
Table value=3.84
Since the table value is less than the Ȥ2.
So the Ho is rejected.





 8E  


2
Communication Observed(O) Expected(E) (Oi-Ei)2 Ȥ2 {(Oi-Ei)
level /E }
Effected 17 50 1089 21.78
Not at all 83 50 1089 21.78

Ȥ2=43.56
Table value=3.84
Since the table value is less than the Ȥ2.
So the Ho is rejected.














Satisfaction Observed(O) Expected(E) (Oi-Ei)2 Ȥ2 {(Oi-

level Ei)2 /E }
High 30 33.33 11.0889 0.333
Low 5 33.33 802.5889 24.08
Optimum 65 33.33 1002.9889 30.09

Ȥ2=54.503
Table value=5.99
Since the table value is less than the Ȥ2.
So the Ho is rejected.































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±Promotions beyond fashion week
±The brand should not lose its focus away from cosmetics. It can
proved to very detrimental.
±For vast reach

unlikely, in the short-term. ³Some sort of an alliance
or co-branding with the salons that already exist may, perhaps, have
been a better strategy.

±The general perception is that company-owned salons are expensive.
Though Lakme beauty salons are reasonably priced, it has not been
communicated well enough.






























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Since the Null hypothesis is rejected therefore it states that the customers are
not satisfied well with the lakme products . This would be the major cause of
lose of market share in the country. Another reason is the upcoming of
Regional brands in the country that is making lakme loose its sheen.
Therefore the company should take in strategic steps and planning to revive
its brand image accordingly.

The local cosmetics and toiletries market is valued at approximately RM3

billion or about US$800 million, with a growth rate of 13% annually. It is
estimated that there are more than 60,000 types of cosmetic products in the
local market. Imported products from Thailand, the United States, France,
Singapore and Japan dominate the market.

The local cosmetics and toiletries industry generally involves mixing and
formulation processes, using imported ingredients. Many of these
companies are contract manufacturers, mainly for products such as shampoo
and conditioners, other hair care products, perfumes, and cosmetics.

 8




 





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 . Advertisements in TV and the print
media such as newspaper and magazines, especially women¶s magazines,
are very common. Samples of toiletries products are distributed to
individual households and products in sachet form are attached to
magazines. Free gifts are given during promotion periods and are advertised
in the local major newspapers and on the web.

According to the industry, the market is saturated with many different types
of products, and in the long run, established brands that emphasize quality
and service will have the edge.



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Half a century ago, as India took her steps into freedom, Lakme, India's first
beauty brand was born. At a time when the beauty industry in India was at a
nascent stage, Lakme tapped into what would grow to be amongst the
leading, high consumer interest segments in the Indian Industry - that of
skincare and cosmetic products. Armed with a potent combination of
foresight, research and constant innovation, Lakme has grown to be the
market leader in the cosmetics industry. Lakme today has grown to have a
wide variety of products and services that cover all facets of beauty care, and
arm the consumer with products to pamper herself from head to toe. These
include products for the lips, nails, eyes, face and skin, and services like the
Lakme Beauty Salons.



7

 @
 A

In 1995, Lakmé Ltd (a Tata Group company) and HLL formed a 50:50
venture Lakmé Lever that would market and distribute Lakmé's products. In
1998, Lakmé sold its brands (and the 50 per cent it owned in the JV) to HLL,
renamed itself Trent and entered a different business (retail). Only, the years
between 1995 and 2000 saw HLL wrestling with several issues with a
bearing on Lakmé's future. A brand that has over 5 decades talked of beauty is
none other than Lakmé. Launched in 1952, it offered a range of cosmetics
with nail polishes & lipsticks from the early 80¶s. Lakmé also understands the
importance of maintaining and accentuating a women¶s natural beauty, for
this it has introduced a range of skincare products from 1987. These ranges
have been constantly innovated to bring specialized beauty care and complete
the range for the definitive women.

A brand that has over 5 decades talked of beauty is none other than
Lakmé. Launched in 1952, it offered a range of cosmetics with nail
polishes & lipsticks from the early 80¶s. Lakmé also understands the
importance of maintaining and accentuating a women¶s natural beauty,
for this it has introduced a range of skincare products from 1987. These
ranges have been constantly innovated to bring specialized beauty care
and complete the range for the definitive women.

With a unique blend of understanding of women of all ages, today,

Lakmé is all about setting trends and dominating the fashion arena.

 
;
 



 


7 

 
 
 (abbreviated to
), formerly  

 , is India¶s largest
consumer products company and was formed in 1933 as 

-
# 
. It is currently headquartered in Mumbai India
and its 41,000 employees are headed by Harish Manwani, the non-
executive chairman of the board. It is Fast-Moving Consumer Goods
(FMCG) Industry that includes detergents, soap, shampoo deodorant,
toothpaste, and other personal care items, and cosmetics HUL's personal
care brands include soap brands such as Lux, Lifebuoy, Liril, Breeze,
Dove, Pear's, and Rexona; shampoos and hair coloring brands including
Sunsilk Naturals and Clinic; skin care brands Fair & Lovely and Pond's;
and oral care brands Pepsodent and Close-Up. The company's cosmetic
line is led by the Lakme brand. HUL also produces a line of Ayurvedic
personal and healthcare items under the Ayush brand. In addition to the
FMCG segment, HUL has developed a line of food items, primarily
under the Kissan and Knorr Annapurna brands, as well as the ice cream
brand Kwality Wall's.

 
, 8
,7 
H

If the company manages to scale up the brand and increase its
consumption within India, there are strong indications that Lakme could
leverage Unilever¶s global reach on the back of the Anglo-Dutch
major¶s priorities on personal care and D&E (developing and emerging
markets).

Given Lakme¶s service sector lineage, the business model could benefit
from what is perceived to be Unilever¶s proposed area of interest for the
future - services.

The company has Unilever Foodsolutions which works with customers

including caterers, restaurateurs and major hotel and fast-food chains to
create food solutions that help grow their business.

^ 8


 ;
- 

Lakme Lever had revived its youth-oriented brand, Elle 18. Having put
the brand on `maintenance' mode, this division of HLL was focusing on
Lakme.

Launched in 1998, Elle 18 targeted the first-time cosmetic user and

currently sports two product lines comprising lipsticks and nail enamel.

"In the first three years, Elle 18 registered sharp growth rates and the
purpose was to create a new segment of consumers," said Mr Chopra.

At that point of time, Elle 18's main competitor in the youth-based

cosmetics market was Tips & Toes, a brand that is almost no
  

 





 
With a pricing that is almost one-third that of Lakme, Elle 18, of late,
has also unleashed a campaign based on its products.

"There was a change in our strategy in the past. While Lakme has been
high on innovation, Elle 18 has been on maintenance mode. The brand
has been growing at a lower rate than Lakme. But now we are now
relooking at Elle 18 as there is still no brand that is so sharply positioned
on the youth platform," said Mr Chopra.

There was a conscious price differential between the brands to attract the
first generation users of cosmetics. So, while a Lakme Lipstick would
have an MRP of Rs 165, an Elle 18 Lipstick was pegged at Rs 55.

Meanwhile, Lakme Lever continues to innovate for its existing range of

skincare and colour cosmetics under the Lakme brand. It recently
relaunched its skincare range under the name of Lakme Fundamentals.

"While there is no new product, we will be upgrading the existing skin

care range with new formulation and packaging," Mr Chopra said.

In colour cosmetics it has roped in designer Sabyasachi Mukerjee to

unleash the `Free Spirit' range as part of its winter collection.

"The overall beauty market has been growing between 15-20 per cent
but we have been growing higher than the market."

However, it is the salon business that has been registering the highest
growth rates for Lakme Lever. "With a small base, our salon business
has been growing the fastest," Mr Chopra said.

There are plans to have 100 Lakme salons by the end of the year from
the existing 92 salons across the country.
Besides, Lakme Lever intends consolidating its hair care portfolio
launched last year under the Lakme Hair Next brand.

7




‘ Increasing Competition
‘ Low Rating of lame Salons (not so good customer services)
‘ No new Strategies to look for improvements.
‘ May loose its Sheen in a long run.

^   

± Promotions beyond fashion week
± The brand should not lose its focus away from cosmetics. It can proved to
very detrimental.
± For vast reach

unlikely, in the short-term. ³Some sort of an alliance or co-
branding with the salons that already exist may, perhaps, have been a
better strategy.

± The general perception is that company-owned salons are expensive.
Though Lakme beauty salons are reasonably priced, it has not been
communicated well enough.