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INTRODUCTION
The Indian cosmetic industry has witnessed rapid growth over the
last couple of decades.In that time the range of cosmetic and beauty products in India haswidened tremendously.Indian competitors have begun to manufacture products to cater toan international need. Herbalcosmetics from India have a great demand in the overseas marketand many cosmetic productsthat are manufactured in India today are supplied to international
suppliers of branded cosmeticproducts like the Baby shop. New facts that ha
ve been reveal that the industry of cosmeticproducts in India is growing at an average rate of almost twentypercent annually, this increase isattributed to two main factors. The first being the increase for thedemand in Indian cost-
effective productsand the second being the increased purchasing power of theaverage Indian.There are also many reasons for the increased demand forcosmetic products in particular.ith the introduction of satellite television and a wide array oftelevision channels as well as the
internet, the average Indian consumer is constantly bombarded withadvertisements andinformation on new cosmetic products which often translates intothe desire to purchase them.
! boom in the Indian fashion industry has been linked to the increased awareness of Indianpeople about their appearances " conse#uently contributed to anincrease in the demand forcosmetic products.
However, even with the massive surge in the popularity of cosmeticproducts, statistics
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have shown that the average Indian consumer spends much less on cosmetic products thanconsumers from every other part of the world. This means that theIndian cosmetic industry has
an even greater potential for growth than it is presently e$periencingand it is highly fragmentedandconcentrated in the Tier -I cities only. Hence it is very essential that the products shouldreach to the other cities as well as in rural area. Here the marketingplays an important role. Thecompanies need to understand the e$pectations of prospects.This re#uires a thoroughunderstanding of consumer behavior and buying motives.%onsumer behavior is the behaviorthat consumers display in searching for, purchasing, using andevaluating products, services "ideas which they e$pect will satisfy their needs.%onsumer behavior encompasses a vast area including
consumption pattern, consumerpreferences, consumer motivation, and consumer buying process "shopping behavior. Thepurchase decision is influenced by various factors such as social,cultural, demographic,personal, economic etc. &o for effective marketing, the marketermust know the basis ofdecisions taken by customers.
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INDUSTRY PROFILE
An ORG- study reveals that while most FMCG products were affected by the general slowdown,
this segment witnessed relatively good growth in volume and value !!"# $ot only have more
people started using cosmetics, they are also willing to pay more to loo% and feel good# &he
penetration rate is higher in the s%in- care segment compared to lipstic%s# 'hile volume growth
has remained low, at ( percent, in the case of lipstic%s, much of the value growth has come from
price rises#
&his not only means that consumers are willing to spend the e)tra bit to loo% and feel good, but
also indicates the constant up gradation from mass to premium products# &hough mass products
still constitute a ma*or portion of the mar%et, a certain segment is obviously ready to upgrade to
the ne)t category as disposable incomes rise# +ncreased media e)posure, the willingness to
spend more on personal care, consciousness about loo%s, and advertisements and promotions
targeting various consumer segments are some reasons for these trends in consumption and
penetration# &he growth trends definitely send positive signals about the industry prospects#
'ith numerous players fighting for mar%et share, is the industry really big enough and the
growth high enough o accommodate all the players 'hat ma%es a player tic% and create a
niche for itself in the mar%et &hese uestions need to be pondered upon before *umping to
conclusions about the industry.s prospects# &hough most players see huge opportunity in this
industry, what would actually wor% wonders for the players is strong brand promotion, good
distribution networ%, constant innovation and uality improvement, the ability to provide a variety
of products and introduce affordable products without compromising on uality# Cosmetics are still
seen as elitist products and may be the last thing on an Average +ndian consumer.s mind# &hough
the low penetration levels for most cosmetic products suggest much potential, the mar%et for
cosmetic products May remain a niche mar%et, accessed by a small proportion of the
consumers# /espite the tall claims, the actual growth prospects would be limited to this 0)tent#From the investment perspective, though many big listed companies have a presence in the
various sub-segments of the industry1 234 is the only listed company that has a visible
presence across all segments# 5eing a diversified large company, the turnover from this
segment may be too small for 234 to affect investment decisions# As to the recent entrants
such as /abur and /r# Morepen, it may be a while before their financials reflect the dynamics
of this industry# &he other listed players are 0mami and 6#4# Morison 7+ndia8# /espite their
good financial trac% records, investing in these stoc%s may be highly ris%y for a retail investor as
low traded volumes and euity base characteri9e the stoc%s#
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COSMETICS
&he cosmetic segment primarily comprises of colour cosmetics 7Face, eye, lip and $ail care
products8, perfumes, talcum powder and deodorants# All these are very :mall segments#
&alcum powder is the most popular cosmetic product in +ndia#
&his mar%et is estimated at Rs#(#; bn and is yet growing at "!-"< in pa# Awareness is very
high at =!< with a penetration of >;#>< in urban areas and ;#< in rural areas# ?ond.s
dominates the talcum mar%et with a @!< share Following by 6ohnson 6ohnson, which has
a ";< mar%et share#
Attar and alcoholic perfumes each account for ;!< of the fragrance mar%et estimated at Rs# (
bn# +n the alcoholic perfumes mar%et, "B(rd represented be an 3norgani9ed, with the balance
largely imported# &he 6une = budget halved duties to ;!R 4a%me has a minor presence in the
segment# ?erception of damage to s%in on#
Account of chemical ingredients restricts usage of face care products# &he nail ?olish mar%et is
the largest at Rs#;-(!
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materials such as neem and &obacoo are popular for cleaning in the rural areas1 Freuency of
usage for toothpaste is only "#; times among other consumers, compared with times in the
developed world#
Given the low per capita consumption and penetration rates, toothpaste demand is mainly beingdriven by the overall mar%et growth of =-"!#&he rural segment is also tooth powder growth#
HAIRCARE OILS
&he hair oil mar%et is huge, valued at Rs#D bn# /ue to the varied consumption habits of
consumers across the country, where coconut oil and edible oil are interchange used, the si9e of
the mar%et is li%ely to be higher than estimated# More importantly, the mar%et is growing at an
impressive D-@< in volume terms despite the high penetration level # 3sage of hair oil is a typical
+ndian habit with ;!< of the population out of which some perceive that massaging the head
with hair oil has a cooling impact# &he penetration of hair oil is fairly high at around =@< and
evenly distribute among the urban and rural areas#
HAIR CARE SHAMPOOS
&he shampoo mar%et in +ndia is valued at Rs#>#; bn with the penetration level at "(< only# &he
mar%et is e)pected to increase due to lower duties and aggressive Mar%eting by players
:hampoo is also available in a sachet, which is affordable and ma%es up to >!< of the total
shampoo sale#
&he +ndian shampoo mar%et is characteri9ed by a twin benefit platform1 cosmetic and
antidandruff# +t is basically an upper middle class product, as more than ;!< of the consumers use
ordinary toilet soap for washing hair# 'hile the awareness level is high, the penetration level is
very low even in the metros, which is only (!
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:ince the mar%et is at a very nascent stage with very low penetration levels, the growth rates
are e)pected to be higher at >-;; over the ne)t five years# $ew players such as Avon and
Oriflamme have entered the mar%et with the natural ingredient benefit platform, which could
further spur growth#
SOAPS
&he product categories can be classified into three segments1 premium 74u), /ove8 ?opular
7$irma, Cinthol8, and economy 7$irma 5ath, 4ifebuoy8# &he price differential between the
premium and economy segments is about E# &he popular and economy segments account for
about >B;ths of the entire mar%et for soaps ?enetration of toilet soaps is high at ==#DD! gms per annum is lower than that of 5ra9il at ","!! gms per annum#
DISTRIBUTION NETWORK:
:oaps are available in ; ml retail outlets in +ndia, (#@; m of which are in the rural areas#
&herefore availability of these products is not a problem @;< of +ndia.s population is in the rural
areas1 hence about ;!< of the soaps are sold in the rural mar%ets#
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PRICE SEMENTATION
?rice is common basis for segmenting the cosmetics mar%et# &he mar%et :egments formed
accordingly now describe
POPULAR SEGMENT
&he sector is divided into two distinct segments-the premium segment catering mostly to urban
higherBupper middle class and the popular segment with prices as low as ;
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MARKETING STRATEGY
Lakme: To Strongly Position The Brand On The Youth Platform.
Lakme Lever is planning to revive its youth-oriented brand, Elle 18.
Having put the brand on ̀maintenance' mode, this division of HUL was
focusing on Lakme.
Speaking toBusiness Line, Mr. Anil Chopra, Vice-President, said: "We
are relooking at the Elle 18 brand."
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 non-existent
today.
Pricing strategy
With a pricing that is almost one-third that of Lakme, Elle 18, of late,
has also unleashed a campaign based on its products.
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"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 color 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 color 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."
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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.
"We do not want to add to existing hair care products in the market.
The brand has been launched in the hair styling category and we want to
create awareness and educate our consumers without confusing them with
more products," said Mr Chopra.
Lakme Restages Its Opera
Its turnaround sketch has got just a few strokes - grab the fashion
platform, spruce up the supply-chain, and test the rural waters.
High 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 Lakme, a 19th century opera
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written by Frenchman Leo Delibes, from which Simone Tata borrowed the
name Lakme (French for Lakshmi, the name of the priestess).
By 1999, the world looked set for a revised version of the work.
Simone Tata was no longer on the scene. And a home-grown fashion brand-
often personified as the high priestess of fashion in the country-had been
sold to a multinational company whose provenance was English, well, Anglo-
Dutch, actually-Hindustan Lever Ltd (HUL).
Worse, with HUL not appearing too keen about the brand-the
company, predictably, denies this-Lakmé, the brand looked all set to follow
the spirit of Lakmé the opera (a tragedy).
Lever was right. The aria, as is now evident, wasn't quite over.
Standing amidst the jamboree of what is, arguably, India's first fashion
summit, the Lakmé India Fashion Week (LIFW for short), Anil Chopra, 51,
the affable Director who heads Lakmé Lever Ltd is bullish about the brand's
new positioning: ''By taking on the fashion and glamour platform, we have,
in a way, not just taken a lead (over others), but also got a virtual ownership
of this plank. It will be very difficult for any other brand to adopt a similar
approach.'' And reactions to the born-again Lakmé at the LIFW did suggest
that Chopra and the brand were on to a good thing. ''Lakmé is at the
forefront of product-innovation. Almost everyone has a Lakmé-something in
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their (cosmetics) collection,'' gushes Mumbai-based fashion choreographer
Lubna Adams. So, is Lakmé back?
Getting the focus right
A little bit of Lakmé history: in 1995, Lakmé Ltd (a Tata Group
company) and HUL 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 HUL, renamed itself Trent and entered a
different business (retail). Only, the years between 1995 and 2000 saw HUL
wrestling with several issues with a bearing on Lakmé's future.
The FAQs: With Ponds becoming part of HUL, what happens to
Lakmé's skincare business? What does Lever's launch of Aviance mean for
Lakmé? And why is it so difficult to find Lakmé products?
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 apparitional colour
cosmetics brand, which also has a presence in skincare.
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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.
Likely outcome by the strategy
The premium segment, however, is just a slice of the Indian market for
colour cosmetics (estimated size: Rs 275 crore). Today, the company has
three brands: Lakmé itself, which will be positioned as a fashion-brand; Elle
18, which has enjoyed success as a college-girl brand; and Orchid, a super-
premium brand that hasn't really seen much excitement since its 1999-
relaunch.
The company plans to re-re-launch Orchid by end-2000, and is test-
marketing Elka, a brand targeted at the lowest-end of the colour cosmetics
market. The brand, Chopra claims, could also catalyse Lakmé's entry into
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the hinterland, but only if tests show there is a rural market for colour
cosmetics. Says Nikhil Vora, 28, Portfolio Advisor, Sharekhan.com: ''Though
rural markets are big potential, a company has to think of segments
carefully. Any expansion into new areas should be justified by returns.''
Lakmé will remain a loner in the Lever stable: Unilever does not have a
presence in the colour cosmetics segment. That means Lakmé Lever will
have to depend on its own kitchen garden. But a focused-most of its
skincare business and all of its exports business have been taken on by
HUL-Lakmé does seem to be on a come-back trail. It's still the second act,
but this opera could well have a happy ending.
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Lakme's Profile
Lakmé is anIndian brand ofcosmetics, owned byUnilever. Lakme
started as a 100% subsidiary of Tata Group (Tomco), it was named after the
French opera Lakmé. At the time of its establishment, Indian cosmetic
industry was rather nacent, and there was a very small market base.
Simone Tata joined the company as director, and went on to become its
chairman. When Tata's saw a bigger growth potential in the retail market,
and greater competition from global companies in cosmetics, they enetered
into a 50-50 joint venture with Hindustan Lever Limited (the Indian
subsidiary of Unilever) in1995 to form Lakme Lever. In1998 Tata sold of
there stakes in Lakmé Lever to to HUL, for Rs 200 Crore (45 million US$),
and went on to create Trent and Westside. 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
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Cosmeticshttp://en.wikipedia.org/wiki/Unileverhttp://en.wikipedia.org/w/index.php?title=Tata_Oil_Mills&action=edithttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Operahttp://en.wikipedia.org/wiki/Lakm%C3%A9http://en.wikipedia.org/wiki/Simone_Tatahttp://en.wikipedia.org/wiki/Hindustan_Lever_Limitedhttp://en.wikipedia.org/wiki/1995http://en.wikipedia.org/wiki/1998http://en.wikipedia.org/wiki/Trent_(Westside)http://en.wikipedia.org/wiki/Cosmeticshttp://en.wikipedia.org/wiki/Unileverhttp://en.wikipedia.org/w/index.php?title=Tata_Oil_Mills&action=edithttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Operahttp://en.wikipedia.org/wiki/Lakm%C3%A9http://en.wikipedia.org/wiki/Simone_Tatahttp://en.wikipedia.org/wiki/Hindustan_Lever_Limitedhttp://en.wikipedia.org/wiki/1995http://en.wikipedia.org/wiki/1998http://en.wikipedia.org/wiki/Trent_(Westside)http://en.wikipedia.org/wiki/India
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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
About LAKMÉ
The Carreras family established LAKMÉ Cosmetics in 1997 and is
independent, self-financed and family owned. The family has over 40 years
of manufacturing experience in salon products.Lakmé Easta regional
distributor of Lakmé Cosmetics with its main office in Colchester is
conveniently placed to provide you with all the guidance back up and
support you’ll ever need.
The Products
LAKMÉ leading hair care products are developed exclusively for
distribution to hair and beauty salons. Branding and packaging of
the product range is first class and they are tested and manufactured
solely for this brand name and no other. The very best raw materials
are used in manufacture using the latest technology and adopting the
highest levels of hygiene. All product formulation is in accordance
with the health standards of the European Union and the United
States Food & Drug Administration and is subject to ISO 9002
certification.
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The Promotion
Powerful ‘point-of-sale’ displays are supplied FREE OF CHARGE
for customer sales and your own use, with freestanding display units
highlighting the unique quality and variety of your products and
enhancing the quality of your sales and service. Combine this with
FREE ongoing in-salon education and you have the perfect basis to
grow your business for yourself, but not by yourself.
Lakme expands skin care products
Lakme, the Indian cosmetics giant has expanded the range of skin
care products it markets in Sri Lanka, and unveiled the company's new
international logo and image, Lakme's local distributor Hemas Marketing
(Pte) Ltd., has announced.
Launched in Colombo earlier this month, the addition to the Lakme
skin care range are the Lakme Nourishing Cold Cream, Nourishing Body
Lotion, pH-Balanced Face Wash, Calamine Lotion, Sun Screen Lotion and
Hair Remover.
Prior to the launch of these products, Hemas Marketing was
responsible for the distribution of Lakme Maximum Moisturiser and Lakme
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Deep Pore Cleansing Milk, which the company will continue to market in
new packaging.
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Revlon Profile
Revlon is a world leader in cosmetics, skin care, fragrance and
personal care and is a leading mass market cosmetics brand. Our vision is
to provide glamour, excitement and innovation through quality products at
affordable prices. To pursue this vision, Revlon's management team
combines the creativity of a cosmetics and fashion company with the
marketing, sales and operating system of a consumer packaged goods
company. Our global brand name recognition, product quality and
marketing experience have enabled us to create one of the strongest
consumer brand franchises in the world, with our products sold in
approximately 175 countries and territories. Revlon's brands include
Revlon®, ColorStay®, New Complexion®, Revlon Age Defying®, Almay®,
Ultima II® and Flex® and Charlie®.
Revlon was founded in 1932, by Charles Revson and his brother
Joseph, along with a chemist, Charles Lachman, who contributed the "L" in
the REVLON name.
Starting with a single product - a nail enamel unlike any before it - the
three founders pooled their meager resources and developed a unique
manufacturing process. Using pigments instead of dyes, Revlon was able to
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offer to woman a rich-looking, opaque nail enamel in a wide variety of
shades never before available.
Revlon's first beauty item was nail enamel. Opaque and long-
lasting, it was an improvement over the more transparent, dye-based
products of other manufacturers. Revlon's nail polish owed its
superiority to the use of pigments, which also allowed a wider color
range than the light red, medium red, and dark red then available.
Initially, the revolutionary "cream enamel" came from the tiny Elka
company, in Newark, New Jersey, a polish supplier to beauty salons
for whom Charles Revson began to work as a sales representative in
1931. Charles Revson and his older brother Joseph distributed Elka
nail polish as Revson Brothers. Within a year, however, Charles Revson
decided to open his own nail polish company, going into partnership
with his brother and a nail polish supplier named Charles R.
Lachman, who contributed the "l" to the Revlon name. Revlon was
formed on March 1, 1932.
Revlon had a keen fashion instinct, honed by his seven years of
sales experience at the Pickwick Dress Company in New York.
Coupling this with his experience at Elka, he noted that the
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permanent wave boom was making beauty salons more popular and
that demand for manicures was rising in tandem. He therefore
targeted beauty salons as a market niche--a fortunate choice whose
importance would grow.
Within its first nine months, the company boasted sales of
$4,055. There was a sharp rise in sales to $11,246 in 1933, the year
the company incorporated as Revlon Products Corporation. At the end
of 1934, the company had grossed $68,000. By 1937, sales multiplied
more than 40 times. In that year, Revson decided to enlarge his
market by retailing his nail polish through department stores and
selected drugstores. This gave him access to more affluent customers
as well as those with a moderate amount of money to spend on beauty
products. Formulating a maxim he followed for the rest of his life,
Revson steered clear of cut-rate stores, selling his product only at
premium prices.
Marketing strategy
Postwar sales strategy, too, was influenced by increases in
spending and department store credit sales. Returning interest in
dress sparked the company's twice-yearly nail enamel and lipstick
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promotions, which were crafted in anticipation of the season's
clothing fashions. Each promotion featured a descriptive color name
to tempt the buyer, full-color spreads in fashion magazines, color
cards showing the range of colors in the promotion, and display cards
reproducing or enlarging consumer ads. Packaging was designed
specifically for each line.
The Fire and Ice promotion for fall 1952 was one of the most
successful. Its features included the cooperation of Vogue magazine,
which planned its November issue around the lipstick and nail
enamel, "push" money given to demonstrators in stores without Revlon
sales staff to insure full retail coverage, and radio endorsements
written into scripts for performers such as Bob Hope and Red Skelton.
These efforts produced excellent publicity and helped to raise 1952
net sales to almost $25.5 million.
The company received its next boost from its 1955 sole
sponsorship of the CBS television show The $64,000 Question. Though
initially reluctant to go ahead with this project, Revson was
persuaded by the success of rival Hazel Bishop, whose sponsorship of
This is Your Life was providing serious competition for Revlon's
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lipsticks. Attracting a weekly audience of 55 million people, The
$64,000 Question topped the ratings within four weeks of its debut.
Revlon's advertising budget for the year, $7.5 million, proved Charles
Revson's adage that publicity had to be heavy to sell cosmetics; as a
result of the television show, sales of some products increased 500
percent, and net sales for 1955 grew to $51.6 million, from $33.6
million one year previously.
Takeover strategy
The 1970s began with annual sales of about $314 million. The
Cosmetics and Fragrances division, its six lines separately aimed,
advertised, and marketed, was the industry leader in all franchised
retail outlets. Revlon fragrances, such as Norell and Intimate for
women and Braggi and Pub for men, had also become familiar to U.S.
consumers. Revlon also had a new line of wig-maintenance products
called Wig Wonder.
An important 1970 acquisition was the Mitchum Company of
Tennessee, makers of antiperspirants and other toiletries. Mitchum
joined the Thayer Laboratories subsidiary, formerly Knomark.
Mitchum-Thayer division's widely publicized products required a 1971
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advertising budget of $4 million.
In 1973, Revlon introduced Charlie, a fragrance designed for the
working woman's budget. Geared to the under-30 market, Charlie
models in Ralph Lauren clothes personified the independent woman of
the 1970s. Charlie was an instant success, helping to raise Revlon's
net sales figures to $506 million for 1973 and to almost $606 million
the following year.
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Strategy formulation framework
Revlon Lakme
CRITICAL
SUCCSES
FACTOR
WEIG
HT
RATI
NG
WEIGHT
ED
SCORE
RATI
NG
WEIGHT
ED
SCORE
PRICE 0.15 3 0.45 4 0.60
FINANCIAL
POSITION
0.10 3 0.43 4 0.40
CONSUME
R LOYALTY
0.10 4 0.40 4 0.40
ADVERTISI
NG
0.10 3 0.30 3 0.30
PRODUCT
QUALITY
0.10 4 0.40 3 0.30
INNOVATIO
N
0.15 3 0.45 3 0.45
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MARKET
SHARE
0.10 4 0.40 2 0.20
MANAGEM
ENT
0.06 3 0.18 3 0.18
GLOBAL
EXPANSIO
N
0.15 3 0.45 4 0.60
TOTAL 1 3.33 3.43
OBJECTIVES OF STUDY
To find out the impact of Lakme and Revlon informative
Cosmetics Products on the brand switching behavior of the
consumer.
To study the effect of Consumer Satisfaction on the
marketability of Cosmetic products.
To know the impact of various striking features on buyers
behavior.
To know the media access by consumers to know about
Cosmetics Products.
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To know various cosmetics product range in the market
level for Cosmetic Products (Nail Enamels, Lotions, Shampoo).
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LITERATURE REVIEW
&tudies on customer perception
particularly in the Indian conte$t are limited some ofsuch important studies are briefly reviewed in the following papers.
%onsumer behavior is defined as 'the study of the processesinvolved when individuals or groups select, purchase, use, ordispose of products, services, ideas, or e$periences to satisfy needs and desires.( )&olomon, *++ !lle$changing issues could affect the consumer before, during, and
after a purchase. ! consumer refers to 'a person who identifies a need or desire, makes apurchase, and then disposes of the product during the threeconsumption process.( )&olomon,*++ ood business re#uires marketers to understand the role ofconsumption activities in the daily lives of consumers. )!rnould. etal., *++/*.0 1actors !ffecting %onsumer Behavior 2urchasing behavior is the result of the comple$ interaction of all
the cultural, social, personal and psychological characteristics.These characteristics areessential for marketers to identify interested purchasers and tosatisfy their needs better. In this conte$t, to develop marketingstrategies, marketers aresupposed to understand many of those factors to understandconsumers with uni#ue cultural backgrounds, and needs ofconsumers in various markets. )3olter.
et al., *++45ost buyers pass through a series of stages to reach a purchasingdecision. !ccording to 3olter, typically five steps are involved inconsumption decisionprocess6 need recognition, information search, and evaluation ofalternatives, purchase decision and post purchase behavior. Thismodel implies that marketersshould pay attention to the whole purchasing process rather than
7ust purchase decision. 5oreover as some purchase decisions are
less significant, some of
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these steps might be skipped by a consumer. Information search isseen as the most significant part of the high-involvement decision-making process. Thursmarketers are suggested to utili8e a great deal of media sources
and various communicating manners to serve potential consumers.)1ill, *++*In a common sense, gender plays an essential role in the study ofconsumer behavior. ender identity is always linked to thosedifferences in psychologicalcharacteristics, norms, attitudes, and behaviors. )!rnould, et al.,*++/ In western societies, people stereotypically linked such se$-typed characteristics asaggressive, tough, muscular, dominating, instrumental, )Burns,90 independent, assertive, and competitive with males. )!rnould,et al., *++/ 1urther,traditionally it was strongly believed that men and women think andbehave in #uite different ways. 1or instance it seems that physicalattractiveness plays asignificant role in creating a happier and better-ad7usted man via theobtainment of many positive feedbacks and acceptance of others.)Burns, 90
Nonetheless in women:s eyes, appearance is not regarded as themost essential attribute applied in 7udging whether a man isattractive or not. Their ideal menare supposed to possess financial stability, emotional strength,loyalty, security, and a good sense of humor. )Tungate, *++;&e$ role is in terms of a person:s conceptuali8ation of his owndegree of masculinity or femininity. )Burns, 90 5any studiesfound that men tend to achieveagentic goals while women are more likely to pursue communal
goals. )&olomon, *++ That is why male:s purchasing is stronglydriven by functionality andperformance of products. )Tungate, *++; In addition patterns ofresponses to market stimuli may be shaped by differences in se$-role orientation. )&olomon,*++ !s time goes on, evolution of se$ roles occurs withcontinuous change of societies. In the past, people regarded malesand females a