Академический Документы
Профессиональный Документы
Культура Документы
Introduction 07-11
Objectives of study 12
Scope of project 13
6. Findings 77
7. Conclusions 78
9. Annexure 80-82
10. Bibliography 83
CHAPTER - 1
1. INTRODUCTION TO SOAP
1.1 SOAPS
Soaps are useful for cleaning because soap molecules have both a hydrophilic end, which dissolves in
water, as well as a hydrophobic end, which is able to dissolve nonpolar grease molecules. Although grease
will normally adhere to skin or clothing, the soap molecules can form micelles which surround the grease
particles and allow them to be dissolved in water. The hydrophobic portion (made up of a long
hydrocarbon chain) dissolves dirt and oils, while the ionic end dissolves in water. Therefore, it allows
water to remove normally-insoluble matter by emulsification.
Traditionally, soap has been manufactured from alkali (lye) and animal fats (tallow), although vegetable
products such as palm oil and coconut oil can be substituted for tallow. American colonists had both
major ingredients of soap in abundance and so soap making began in America during the earliest colonial
days. Tallow came as a by-product of slaughtering animals for meat, or from whaling. Farmers produced
alkali as a by-product of clearing their land; until the nineteenth century wood ashes served as the major
source of lye. The soap manufacturing process was simple, and most farmers could thus make their own
soap at home.
The major uses for soap were in the household, for washing clothes and for toilet soap, and in textile
manufacturing, particularly for fulling, cleansing, and scouring woolen stuffs. Because colonial America
was rural, soap making remained widely dispersed, and no large producers emerged.
The growth of cities and the textile industry in the early nineteenth century increased soap usage and
stimulated the rise of soapmaking firms. By 1840, Cincinnati, then the largest meatpacking center in the
United States, had become the leading soap-making city as well. The city boasted at least seventeen soap
factories, including Procter and Gamble (established 1837), which was destined to become the nation's
dominant firm. A major change in soap making occurred in the 1840s when manufacturers began to
replace lye made from wood ashes with soda ash, a lye made through a chemical process. Almost all soap
makers also produced tallow candles, which for many was their major business. The firms made soap in
enormous slabs, and these were sold to grocers, who sliced the product like cheese for individual
consumers. There were no brands, no advertising was directed at consumers, and most soap factories
remained small before the Civil War.
The period between the end of the Civil War and 1900 brought major changes to the soap industry. The
market for candles diminished sharply, and soap makers discontinued that business. At the same time,
competition rose. Many soap makers began to brand their products and to introduce new varieties of toilet
soap made with such exotic ingredients as palm oil and coconut oil. Advertising, at first modest but
constantly increasing, became the major innovation. In 1893 Procter and Gamble spent $125,000 to
promote Ivory soap, and by 1905 the sales budget for that product alone exceeded $400,000. Advertising
proved amazingly effective.
In 1900 soap makers concentrated their advertising in newspapers but also advertised in streetcars and
trains. Quick to recognize the communications revolution, the soap industry pioneered in radio
advertising, particularly by developing daytime serial dramas. Procter and Gamble originated Ma Perkins,
one of the earliest, most successful, and most long-lived of the genre that came to be known as Soap
Operas, to advertise its Oxydol soap in 1933. By 1962 major soap firms spent approximately $250 million
per year for advertising, of which 90 percent was television advertising. In 1966, three out of the top five
television advertisers were soap makers, and Procter and Gamble was television's biggest sponsor,
spending $161 million. Advertising put large soap makers at a competitive advantage, and by the late
1920s three firms had come to dominate the industry:
(1) Colgate-Palmolive-Peet, incorporated as such in 1928 in New York State, although originally founded
by William Colgate in 1807;
(2) Lever Brothers, an English company that developed a full line of heavily advertised soaps in the
nineteenth century and in 1897 and 1899 purchased factories in Boston and Philadelphia; and
(3) Procter and Gamble. In 1940 the "big three"Colgate, Lever, and Procter and Gamble controlled
about 75 percent of the soap market.
The following ingredients are often used in hand dishwashing soaps and detergents; not all products
contain all ingredients.
Cleaning Agents/Surfactants lift dirt and soil and produce good grease-cutting capability.
Stability and Dispensing Aids keep the product consistent under varying storage conditions
and provide desirable dispensing characteristics.
Mildness Additives may include moisturizing agents, certain oils and emollients, certain
protein compounds, or other neutralizing or beneficial ingredients.
Fragrance is added to produce a pleasant or distinctive scent.
Preservatives help prevent any microbiological growth in the product that could cause color
or odor change, poor performance and/or separation of the ingredients.
Colorants are added to lend individuality and an appealing appearance to the product.
Enzymes help break down tough stains and burned-on soils.
Encapsulates deliver stability for special materials/additives (e.g., moisturizer or fragrance).
2. SOAP INDUSTRY IN INDIA
Soap is a product that many people might take for granted or consider rather ordinary, but for some,
lathering up can be a treasured part of a morning or nightly routine.
Scented or unscented, in bars, gels, and liquids, soap is a part of our daily lives. In the United States, soap
is a $1.390 million (US$)* industry with over 50 mass market brands. But in some markets the sales
potential for soap is only beginning to be realized. At the end 2000, soap was a $1.032 million (US$)*
business in India. IFF's marketing experts offer the following overview of this growing category.
In India, soaps are available in five million retail stores, out of which, 3.75 million retail stores are in the
rural areas. Therefore, availability of these products is not an issue. 70% of India's population resides in
the rural areas; hence around 50% of the soaps are sold in the rural markets
During the British rule in India, Lever Brothers England introduced modern soaps by importing and
marketing them in India. However, North West Soap Company created the first soap manufacturing plant
in India, which was situated in the city of Meerut, in the state of Uttar Pradesh. In 1897, they started
marketing cold process soaps.* During World War I, the soap industry floundered, but after the war, the
industry flourished all over the country.
Mr. Jamshedji Tata set up India's first indigenous soap manufacturing unit when he purchased OK
Coconut Oil Mills at Cochin Kerala around 1918. OK Mills crushed and marketed coconut oil for cooking
and manufactured crude cold process laundry soaps that were sold locally. It was renamed The Tata Oil
Mills Company and its first branded soaps appeared on the market in the early 1930s. Soap became a
necessity for the moneyed class by around 1937.
*Cold process soaps are manufactured by mixing all ingredients (soap base, perfume, fillers, actives, etc.)
in a large pot and heating them up to 70 degrees while they are stirred manually. Once the mixture is
ready, the soap is plodded based on its size with the logo by a machine. In a machine made soap, the
mixing process is called milling and this is done by a rotary operated machine and not manually.
Soap manufacturers originally targeted their products to the lowest income strata in urban as well as rural
areas, positioning their brands as a way to remove dirt and clean the body. For some brands, that
positioning persists even today with a focus on removal of body odor and keeping the user healthy.
However, soap positionings are moving towards skin care as a value-added benefit.
Toilet soaps are always used in the bar formthere is no other form in the Indian marketand they are
used in the bath. Showers are a distant dream for 70% of Indias population, who live in the villages
where there is not even a regular supply of drinking water. In the urban areas, people bathe by using a
bucket of water, mug, and a bar of soap. In villages, they usually bathe by the river bank or village ponds.
Although most of the urban houses have a shower facility, showers are seldom used because of the
scarcity of water.
With increase in disposable incomes, growth in rural demand is increasing because consumers are moving
up towards premium products. However, in the recent past there has not been much change in the volume
of premium soaps in proportion to economy soaps, because increase in prices has led some consumers to
look for cheaper substitutes.
Consumer preferences are varied and are more regionally specific. India is divided into four regions:
North, East, West, and South.
Consumers in the North prefer pink colored soaps, which have floral profiles. Here the fragrance
preference is for more sophisticated profiles reflecting their lifestyles. Freshness soaps with lime
and citrus notes are also popular preferences as the climate in the North is very hot and
The East is not a big soap market; hence no particular preference skews.
Consumers in the West exhibit preferences for strong, impactful fragrances and somewhat
harsher profiles compared to the North. Preferences are more for the pink soaps with floral
In the South, the skew is towards specific soap segments like the Herbal/Ayurvedic profiles and
also the Sandal profiles. Consumers here do not exhibit high brand loyalty and are ready to
experiment and try out new brands. Hence, most fast moving consumer goods companies tend to
launch their new brands in these markets, which they call test launch markets.
3. MARKETING OF SOAP
Soap is primarily targeted towards women, as they are the chief decision-makers in terms of soap
purchase. Medicated positionings like germ killing and anti-bacterial are marketed to families. About 75%
of soap can be bought through these different types of outlets:
This is the most common source for buying soap, which usually forms a part of the months
grocery list (which is purchased from these Kirana Stores). Consumers exhibit loyalty to these
stores, which is largely dependent on proximity to consumers homes. Here consumers buy across
the counter and do not have an option of browsing through display shelves.
These are really small shops, almost like handcarts, and they are primarily set up to dispense
cigarettes and chewing tobacco. However, one would find such a shop at every corner and they
are the main sources of soap purchase for the lower socio-economic classes. These kinds of shops
exist by the dozen in rural areas.
In India, there are very few department stores and the Indianised version of department stores
are called Sahakari Bhandars. It is still a fairly new concept. However, department stores have
good display counters and this is the only place where consumers get a first hand experience of
shopping and choosing from available options. Here soap prices are also discounted below the
retail prices.
OBJECTIVE OF THE STUDY
OBJECTIVES
command and help to make the HUL Ltd presence better in the market.
Working with the TSI (Territory Sales Incharge) in the market to understand
Gaining the understanding of the various benefits of HUL Ltd personal care
Being up to date with HUL Ltd and competition offering and use the
COMPANY PROFILE
HISTORY
Over 100 years' link with India
Chronology
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap bars,
embossed with the words "Made in England by Lever Brothers". With it, began an era of
Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim.
Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935).
These three companies merged to form HUL in November 1956; HUL offered 10% of its equity
to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds
52.10% equity in the company. The rest of the shareholding is distributed among about 360,675
The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had
launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed.
Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile
Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977
Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through
Since the very early years, HUL has vigorously responded to the stimulus of economic growth.
The growth process has been accompanied by judicious diversification, always in line with
The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's
and the Group's growth curve. Removal of the regulatory framework allowed the company to
explore every single product and opportunity segment, without any constraints on production
capacity.
Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most
visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company
(TOMCO) merged with HUL, effective from April 1, 1993. In 1995, HUL and yet another Tata
company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited, to market
Lakme's market-leading cosmetics and other appropriate products of both the companies.
Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the
HUL Ltd formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994,
Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has
also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the
largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures
HUL's products like Soaps, Detergents and Personal Products both for the domestic market and
exports to India.
The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and
Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with
significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB
As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies
of Unilever, were merged with Brooke Bond. Then in July 1993, Brooke Bond India and Lipton
India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and
ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the
Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic
alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100% Icecream
Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring
culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies
had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses,
besides a common distribution system since 1993 for Personal Products. The two also had a
common management pool and a technology base. The amalgamation was done to ensure for the
Group, benefits from scale economies both in domestic and export markets and enable it to fund
In January 2000, in a historic step, the government decided to award 74 per cent equity in
Modern Foods to HUL, thereby beginning the divestment of government equity in public sector
undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of
the company's wheat business. In 2002, HUL Ltd acquired the government's remaining stake in
Modern Foods.
In 2003, HUL Ltd acquired the Cooked Shrimp and Pasteurised Crabmeat business of the
Hindustan Uni lever Limited (HULL) supplies high quality goods and services to meet the daily
needs of consumers and industry. In doing so, the Company is committed to exhibit the highest
standards of corporate behaviour towards its consumers, employees, the societies and the world
in which we live.
The company recognises its joint responsibility with the Government and the Public to protect
environment and is committed to regulate all its activities so as to follow best practicable means
established basis, while fulfilling consumers' requirements for excellent quality, performance and
safety.
The aim of the Policy is to do all that is reasonably practicable to prevent or minimise,
encompassing all available knowledge and information, the risk of an adverse environmental
impact arising from processing of the product, its use or foreseeable misuse.
This Policy document reflects the continuing commitment of the Board for sound Environment
Management of its operations. The Policy applies to development of a process, product and
covering its plantations, manufacturing, sales and distribution, research & innovation centres and
offices. This document defines the aims and scope of the Policy as well as responsibilities for the
THE VISION
We will achieve this through an Integrated Environment Management approach, which focuses
driver.
Hindustan Uni lever Ltd. (HULL) is committed to meeting the needs of customers and
environmental performance in all our activities. Management at all levels, jointly with
performance.
Ensure safety of its products and operations for the environment by using standards of
meet the company standards as well as statutory requirements for environment. Verify
Assess environmental impact of all its activities and set annual improvement objectives and
targets and review these to ensure that these are being met at the individual unit and corporate
levels.
Reduce Waste, conserve Energy and explore opportunities for reuse and recycle.
Involve all employees in the implementation of this Policy and provide appropriate training.
processes and ingredients and co-operate with other members of the supply chain to improve
practice.
RESPONSIBILITIES
Corporate
The Board and the Management Committee of HUL Ltd is committed to conduct the company
HUL Ltd as a whole and for individual units, and ensure these are included in the annual
operating plans.
Review environment performance when visiting units and recognise exemplary performance.
Nominate:
- A senior line manager responsible for environmental performance at the individual HULL site.
Ensure implementation of HUL Ltd Policy on environment and compliance with Uni lever
and HUL Ltd environmental standards and the standards stipulated under relevant national / local
legislation. When believed to be appropriate, apply more stringent criteria than those required by
law.
Assess environmental impact of HUL Ltd operations and establish strategies for sound
Establish appropriate management systems for environment management and ensure regular
Systems at work.
Ensure that all employees are made aware of individual and collective responsibilities
towards environment.
Participate, wherever possible, with appropriate industry and Government bodies advising on
environmental legislation and interact with national and local authorities concerned with
protection of environment.
INDIVIDUAL UNITS
The overall responsibility for environment management at each unit will rest with the Unit Head,
who will ensure implementation of HUL Ltd Policy on environment at unit level. Concerned line
levels.
In order to fulfill the requirements of the Environment Policy at each site, the Unit Head will:
environmental activities at unit, collating environmental statistics and providing / arranging for
expert advice.
Agree with the Management Committee Member responsible for the unit, specific
environmental improvement objectives and targets for the unit and ensure that these are
incorporated in the annual objectives of the concerned managers and officers and are reviewed
periodically.
Ensure that the unit complies with Uni lever and HUL Ltd mandatory standards and the
Ensure that all new operations are subjected to a systematic and formal analysis to assess
Manage change in People, Technology and Facilities through a planned approach based on
Regularly review environment performance of the unit against set objectives and targets and
and employee participation through training, safety committees, emergency drills etc.
Ensure dissemination of relevant information on environment within the unit and to outside
bodies, and regularly interact with Government authorities concerned for protection of
environment.
Maintain appropriate emergency procedures consistent with available technologies to prevent
Ensure periodic audits to verify compliance with environment management systems and
personally carry out sample environment audits to check efficacy of the systems.
Report environmental statistics to HUL Ltd Corporate Safety & Environment Group on a
monthly basis.
Since most new products and processes are developed in these Units, certain additional
company. In addition to the Unit Head's responsibilities outlined above, the heads of these units
will:
Ensure that a formal and systematic risk assessment exercise is undertaken during the
Transfer technology to the pilot plant and main production through a properly documented
process specification which will clearly define environmental impact and risks associated with
processes, products, raw material and finished product handling, transport and storage.
Ensure that treatment techniques are developed for any wastes generated as a result of the
MANAGEMENT TEAM
Hindustan Uni Lever Limited is India's largest Fast Moving Consumer Goods (FMCG) company.
It is present in Home & Personal Care and Foods & Beverages categories. HUL Ltd and Group
The fundamental principle determining the organisation structure is to infuse speed and
BOARD
The Board of Directors as repositories of the corporate powers act as a guardian to the Company
This Apex body comprises of a Non- Executive Chairman, four whole time Directors and five
independent Non Executive Directors. The Board of the Company represents the optimum mix
MANAGEMENT COMMITTEE
The day-to-day management of affairs of the Company is vested with the Management
Committee which is subjected to the overall superintendence and control of the Board. The
Management Committee is headed by Mr. Nitin Paranjpe and has functional heads as its
Hindustan Uni Lever Limited (abbreviated to HULL) formerly Hindustan Lever Limited, is
Indias largest consumer products company and has an annual turnover of over Rs 13,000 crores
(calendar year 2007). It was formed in 1933 as Lever Brothers India Limited and came into
being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan
Vanaspati Mfg. Co. Ltd. and United Traders Ltd.. It is headquartered in Mumbai, India and has
an employee strength of over 15,000 employees and contributes for indirect employment of over
52,000 people. The company was renamed in late June 2007 to Hindustan Unilever Limited.
In 2007, Hindustan Unilever was rated as the most respected company in India for the past 25
years by Business World, one of Indias leading business magazines [2]. The rating was based on a
compilation of the magazines annual survey of Indias Most Reputed Companies over the past 25
years. HUL is the market leader in Indian consumer products with presence in over 20 consumer
categories such as Soaps, Tea, Detergents and Personal care products amongst others with over
700 million Indian consumers using its products. It has over 35 brands. Sixteen of HULs brands
featured in the AC Nielsen-Brand Equity list of 100 Most Trusted Brands Annual Survey (2008)
[3]
. According to Brand Equity, HUL has the largest number of brands in the Most Trusted Brands
List. Its a company that has consistently had the largest number of brands in the Top 50 and in
Hindustan Unilever distribution covers over 1 million retails outlets across India directly and its
products are available in over 6.3 million outlets in India, i.e. nearly 80% of the retail outlets in
India. It has 39 factories in the country. Two out of three Indians use the companys products and
HUL products have the largest consumer reach being available in over 80 per cent of consumer
The Anglo-Dutch company Unilever owns a majority stake (52%) in Hindustan Unilever
Limited. HUL was one of the eight Indian companies to be featured on the Forbes list of Worlds
Hindustan Uni Lever Limited (HULL) supplies high quality goods and services to meet the daily
needs of consumers and customers. In doing so, the Company is committed to exhibit the highest
standards of corporate behavior towards its consumers, employees, the societies and the
Towards this, the Company recognises its responsibility to ensure safety and protection of health
of its employees, contractors and visitors in all its operating sites, which include manufacturing,
sales and distribution, research laboratories and offices during work and work related travel.
This Policy document defines the vision, principles, aim, required actions and scope of the policy
OUR MISSION
We will bring safety on top of mind for all employees and will integrate it with all business
processes. We will realise our Vision through an Integrated Safety Management approach, which
leadership and employee commitment at all levels as the prime drivers for ensuring a safe and
SAFETY PRINCIPLES
HUL Ltd Occupational Safety and Health Policy is based on and supported by the following
eight Principles.
These Principles have the same status as the Company's Code of Business Principles:
a) Safety Principles
b) Success Criteria
c) Illustrative KPI
This document will form the basis for the concerned Line / Organisations in developing KPI's for
SCOPE OF APPLICATION
This section defines the scope of application of this Policy (where, when and to whom is this
Policy applicable).
Sites of associates with HUL holding > 24% while carrying out operations of making,
Hindustan Unilever Limited is a signatory to the CII Code of Conduct on Affirmative Action and
affirms the recognition that its competitiveness is interlinked with the well being of all sections
of the Indian Society.
The Company believes that equal opportunity in employment for all sections of the society is a
component of its growth and competitiveness. It further believes that inclusive growth is a
component of growth and development of the country.
The Company affirms the recognition that diversity to reflect socially disadvantaged sections of
the society in the workplace has a positive impact on business.
The Company does not practice nor support conscious discrimination in any form.
HUL does not bias employment away from applicants belonging to disadvantaged sections of
society if such applicants possess competitive skills and job credentials as made public.
The Companys selection of business partners is not based on any considerations other than
normal business parameters. In case of equal business offers, the Company will select a business
partner belonging to a socially disadvantaged section of society.
The Company has a written policy statement on Affirmative Action in the workplace.
The Company has an employment policy that is in the public domain. It will place such policies
and employment opportunities on its website to encourage applications from socially
disadvantaged sections of society.
The Company makes all efforts for upskilling and continual training of employees from socially
disadvantaged sections of society in order to enhance their capabilities and competitive skills.
The Company has a partnership programme with educational institutions to support and aid
students from socially disadvantaged sections of society.
The Executive Director, Human Resources is accountable to the CEO to oversee and promote its
Affirmative Action policies and programmes. The ED HR will present a biannual report to the
Board of the Company about such policies and programmes.
The Company further maintains records on Affirmative Action.
The Company makes available its learning and experiences as a good corporate citizen in
Affirmative Action to other companies desiring to incorporate such policies in their own
business.
Unilevers mission is to meet everyday needs for nutrition, hygiene and personal care with
brands that help people feel good, look good and get more out of life. And a key requirement is
building in the quality expectations of our consumers into our products.
To win consumers confidence and loyalty, we need to consistently deliver branded products of
excellent quality. We understand the different needs of our consumers and customers and strive
to develop and deliver superior brands to ensure that theyre the preferred choice. And by
applying consistently high standards, were able to do things right first time, cut waste, reduce
costs and drive profitability.
Our Quality Policy describes the principles that everyone in Unilever follows, wherever they are
in the world, to ensure that we are recognised and trusted for our integrity, the quality of our
brands and products, and the high standards we set.
PRINCIPLES OF QUALITY POLICY
We have stringent mandatory quality standards in place against which compliance is verified
through regular audits and self assessments. These standards ensure we design, manufacture and
supply products that are safe, of excellent quality, and conform to the relevant industry and
regulatory standards in the countries in which we operate. Comprehensive management
procedures are in place to mitigate risks and to protect our consumers and markets.
We actively engage our consumers and customers, translating their needs and requirements into
our products and services, thus creating consumer value wherever we position our products. This
is at the very heart of our innovation process.
Quality is a shared responsibility
Quality and consumer safety is the responsibility of every Unilever employee and Unilever
demonstrates visible and consistent leadership to meet this policy. The drive for quality, in all
that we do, is a passion reflected in our brand development, manufacturing and customer service
processes and is also expected of our business partners. We partner with stakeholders to provide
leadership, promote transparency and share best practice. And weve forged effective working
relationships with suppliers and contract manufacturers.
Building and maintaining excellent systems to ensure the quality and safety
of our products
Were proactively and continuously developing our systems and processes to ensure quality and
safety throughout the whole value chain, and were setting a benchmark for the business. We
provide appropriate training and resources, and will ensure that we deliver our quality objectives
and targets. We regularly measure and improve our performance using both internal and external
measures.
We actively promote our Quality Policy and have a quality assurance organisation in place to
ensure consistency and visibility of quality standards, processes and performance indicators
across all Unilever businesses at all levels, and to anticipate and develop future quality capability
requirements.
It may be useful to begin by first getting out of the way certain popular notions which, as with
many popular beliefs are either without any basis in reality or at best express only half truths.
For instance, PR men are regarded by some to be fixers, a breed of people who will wangle
things for you by the most questionable methods. There is also a popular idea that PR men spend
most of their time winning and dining, using for the purpose fabulous expense accounts they are
supposed to have access to. While no one can prevent a charlatan from posing as a PR man or
styling himself as a PR consultant he is no more a tine practitioner of PR than a quack selling
magic remedies by the wayside is a physician. How deep-seated such popular misconceptions
about PR can be reflected by the fact the even now one comes across articles published in well-
known papers and journals airing such naive ideas about PR
Again, PR is sometimes confused with publicity. Publicity is certainly one of the instruments of
PR but is would be as wrong to equate publicity with PR just as it would be to equate the
stethoscope with the practice of modern medicine. To continue the analogy, PR seeks to
diagnose the ills of an organisation in its relations with the public or any segment of the public, it
prescribes remedies and proceeds to administer them. It then keeps a watch on the patient to see
whether the remedies prescribed are producing the desired effect so that the medicine can be
changed if necessary after evaluating the results. Again, as in medicine prevention is considered
more important than the cure, PR believes in maintaining the good health of the corporate body
-so that drastic remedies and bitter pills may not have to be swallowed later.
Analogies may be useful in giving a general idea but can never be as precise as a definition. PR
which is now a well-established discipline therefore needs to be defined so that we may be clear
about what we are discussing when we talk about PR. It is the attempt by information,
persuasion and adjustment to engineer public support for an activity, cause movement or
institution. Public relations as and applied social and behavioral science is that function which -
measures, evaluates and interprets the attitudes objectives for increasing public understanding
and acceptance of the organizations products, plans, policies and personnel; equates these
objectives with the interests, needs and goals of the various relevant publics; and develops,
executes and evaluates a programme to earn public understanding and acceptance.
AN OVERVIEW
Public relations today are still a very underdeveloped field. It is growing in prominence and has
started showing results in various sectors of corporate India. More and more companies are
making use of PR to solve their problems and increase their overall corporate equity. The entire
process needs a closer look.
To gauge the effectiveness of PR in HUL Ltd over the last decade it is necessary to examine its
function and overall areas of applicability.
The need for PR arises also from the responsibility that an organisation owes to the society,
which nurtures it and enables it to function and operate. No organisation, leave aside a modern
business organisation, can function in a vacuum. It flourishes only because a particular kind of
social environment exists. This environment is often taken for granted but in times of social
turmoil when normal conditions are disrupted the dependence of the organisation on the social
environment is brought home sharply. How often have we not seen during periods of national
strife or serious political instability leading to a break down of law and order that business comes
to a standstill? While these may be extreme examples they illustrate the fact that without the
right social environment no business can exist. Thus every business organisation has a stake in
the social environment and must contribute its mite towards its continued existence and
improvement.
A business organisations responsibilities to society cover a wide area. They range from its
responsibility to supply quality products at a reasonable price and to ensure that it reaches the
consumer at the right time and place to its responsibility to contribute to the development of the
Infrastructure, to the realization of national objectives and to the identification of its interest
with the vast population of the country in which it operates. The world over business
organisation which are forward looking and farsighted are trying to make a contribution to social
causes apart from achieving their immediate and ultimate ends of producing goods for sale and
marketing them at a profit. Such contributions can range from grants to universities,
scholarships of various kinds, aid to hospitals and charitable institutions to actual involvement in
projects of social significance. An organisation in the USA sponsored a research fellowship to
discuss the causes of student unrest and to find solutions to the problems of tension in the
campuses. In India too there are business organizations, which are aware of their social
responsibility and have made an effort to discharge it in accordance with their resources and the
needs of the situation. Studies on the extent of industrial pollution and ways and means of
combating it, Involvement in family planning programmes, development of low cost nutritious
food for the poorer sections of the people, studies on the causes of a States decline and the steps
needed to restore it to health are some examples of social responsibility in corporate behaviour as
practiced in India in recent years. But there is little doubt that instances of such conduct are few
indeed in relation to the enormity of the problems facing a country as vast as India with a
burgeoning population a large part of it living below the poverty line.
The present generation has, quite understandably, made the environment a focus of attention.
With growing environmental awareness, there is now a clear perception that our activities affect
not only the air we breathe, but even the air which regulates our climate. More importantly,
uncontrolled activities cannot be sustained without loss of plant and species, natural habitats,
coast and hinterland and the decay of buildings, places of natural beauty or historic interest.
Hence, the need for a genuine commitment to sustainable development which is integrated with
the national policy on industry, energy, transport, trading and planning.
In the above context, public relations professionals are well placed to direct attention to
environmental issues and can make a unique contribution to public and professional debate, and
to environmental education. In fact PR has to live up to its environment education. In fact PR has
to live up to its environmental responsibilities even when clear, universally agreed targets are
still lacking in many issues. The responsible PR person must ensure that his organisation is
greener than green on all the major issues according to current opinion, demonstrate to the world
at large that this is so, and, for the future, help form opinions and set the standards for the
organisations own as well as the common good.
In a nutshell, environment is now a corporate concern and todays PR persons have to build up
comprehensive communication programmes, internal as well as external, which involve listening
just as much as talking.
PR today must:
* Encourage environment audits to determine what the organisation has done and is doing
in relation to the environment.
Social Responsibility as Public Relations at HUL Ltd: A citizens role extends beyond his or
her call of duty. A responsible corporate citizen needs to look beyond the financial numbers of
HUL Ltd is committed to the development of the community around its manufacturing
complexes. Over the years, HUL Ltd has not just supported communities financially, but has
worked towards providing people with skills to earn a sustainable livelihood. HUL Ltd long-
term aim is to raise economic standards of these communities, through self-sustainable measures.
PR Role in Image and Identity: It is true that corporate image concerns the industrial marketer
directly as brand image is crucial for the consumer market. The ordinary consumers, while
oblivious of the name of the manufacturer, can easily identify the brands of consumer products.
Repeat this test for industrial goods : the same respondents are aware of the name of the
manufacturers but many wont be able to name the industrial products. Interestingly, a third set
of organisation would be known both for their industrial or consumer products as well as for
their distinct corporate image. Where does corporate PR stand in these diverse settings?
Although easier desired than achieved, PR attempts to create the desired image by its
involvement in all the factors of corporate identification programmes.
GOVERNMENT RELATIONS : A government relation has two facets to it. Firstly, the
PR for the government (as an organisation) and Secondly, PR with the governments as the target
group. Both are important and very needed by corporations.
Public relations for the government involves mobilising public support for governments activity,
for instance, family planning, control, environmental protection, beautification of cites, etc. the
company generally sponsors some of these activities by providing monetary help or other
resources. The basic objective of the company is to build relations with the governments, and
also help for the good of the community of society.
Public relations with the government involves keeping the governmentpoliticians and
bureaucratson your side. It envisages maintaining good links with the government, which will
be of benefit to the company in its overall business plans and operations. Public relations with
the government in some ways are quite difficult and demanding. It requires special planning and
efforts for the organisation to be successful. A government, local or national, comprises many
ministries, departments, individuals and personalities. Public relations people have to acquaint
themselves with the working of the government, and the intricacies and people involved at
various levels, and then handle things accordingly to be able to achieve what they have set out to
achieve.
The government should not be looked at as an adversary. In fact, you should make all efforts to
help the government and support its activities and policies as far as possible. Government
leaders must be kept informed from your side about the organisations activities and policies
especially those which are contributing to the welfare and development of the state or the nation.
Such relations will be mutually beneficial in the short-term and the long-term. Corporations
should, however avoid getting involved with politics and political issues.
It is important to build a working rapport with the media. You cannot afford unnecessary
reactions and distortions. If you do go to the media then always go with a strategybe selective
in the choice of media, use only influential media (especially publications in the Press), do not
spread your communication too thin, go for quality rather than quantity. Selective and in-depth
coverage is what you must aim at, as it is more effective and produces the desired results. let
your communication be complete honest, and backed with hard facts. The organisation must be
able to live up to its claims and promises in media, otherwise you can be in for further problems.
The efforts made by HULL in this respect have been orchestrated well to build image as well as
to counter negative publicity.
FINANCIAL RELATIONS : With the growth of the Indian economy and the business
sector, management of financial promotions and PR has taken on a new dimension. HUL Ltd is
making special efforts to ensure the goodwill of their shareholders, investors, financial
institutions, and the rest of the financial community. This is being done in the mass media and
specialised media ranging from annual reports to special brochures to audio-visuals, video films,
and even corporate advertising in the Press and television.
The main target group of a company in financial PR is its shareholders and potential investors.
They have to be given information they are entitled to have, and they have to be kept interested
in the company. Public relations must establish, maintain, and improve the companys image
and reputation so that it can obtain funds from the public and the financial institutions on the
most favorable terms when it desires so The financial and business Press, today, is very
important in achieving this objective,
The importance of financial PR and the need for it is seen from the number and growth of PR
agencies specialising in financial promotion, advertising and PR management in India. These
include well-known names like Pressman, Clea, and Sobhagya, now a host of others. They
provide their clients a wide range of services and expertise in PR and advertising.
CUSTOMER RELATIONS : In the past PR and marketing were considered separate and
unconnected activities of business in a company. Today, PR has a role to play in marketing not
only to build image, but to also help solve problems concerning a companys products
Or services among consumers or other special groups, and generally protecting the companys
reputation at the marketplace. Public relations with customers, and with suppliers, in industrial
products/services marketing at the institutional level is gaining more and more importance today.
In todays competitive market customers opt for products that are known and have an image, and
are backed by quality and good after sales service. Marketing people cannot ignore public
opinion on such aspects. In the long run, unfavorable opinions certainly affect sales. Public
relations can help in controlling and setting right some of these opinions; it is therefore essential
for companies to assign some of their attention and resources to develop PR in marketing.
Company relations at an organisation can vary from local community welfare activities, to large-
scale sustainable development programmes for the betterment of lives of people. Companies
have to consider the community as one of its prime target groups. The objective of PR is to help
build image of the company: as a good corporate Citizen, a good company to do business with,
and a good company to work for.
EMPLOYEE RELATIONS : In employee relations, communicators are vital at every
level. From top to bottom, also from lower level to the top management level, and even the
horizontal communications among colleagues at the same level and between functions. The
basic function of communications and PR in the organisation is not just better functioning, but a
fostering of goodwill, trust, and togetherness among employees.
Employee in HUL Ltd one in a large number and they include both blue collar to white collar.
Internal PR must reach out to all of them. This makes the task tough and critical, requiring much
thinking and planning. Before planning PR programmes, therefore, it is important to first assess
the needs and requirements of employees. One of the major goals of PR is to foster the
participation of employees in decision-making, for this PR programmes must be evolved around
their motivations, job enrichment, training and development, working environment, productivity,
and overall growth in the company. This, in other words, means PR for better employees, better
employee morale, and better relationships, resulting in success and growth of the organisation;
and therefore, a better image and reputation for it.
In the case of PR with employee, the function may seen to overlap with the working of the
companys personnel department. In practice, however, it is necessary that the two departments
work closely together. They can mutually reinforce each other, especially in areas like HRD. It
is worth trying to integrate HRD with PR, if possible, in a company. More so when with the
growth of organisations in size, the individual employee is becoming smaller and less significant,
and thus losing his or her identity. Public relations with HRD can play a crucial role in building
and motivating the employees on their jobs and in their contributing towards achieving the
company goals.
The success of each and every company depends upon the effectiveness of their distribution
Manufacturer
Depot
Distributor
Consumer
HUL Ltd new distribution system to reach more consumers:
FMGC major Hindustan Uni lever Ltd (HULL) new plans of reinventing distribution so as to
redefine current channels and look at creating new channels. Competition was the main thrust for
HUL Ltd, which has been reinventing its distribution system, in a bid to reach out to more
consumer, will look at a three way convergence of product availability, brand experience. They
are building key capabilities entraining the large number of people involved in these initiatives,
through all these initiative they are getting their brands closer to the consumer.
These initiatives are expected to create employment and vocational opportunities through its
nation wide network of 7,000 stockiest and 6,000 sub-stockiest, thereby, employing over 60,000
people. HUL is already involved in channels such as project shakti, which operates in 16 states;
Hindustan Lever Network, which has a consultant base of 25,000 entrepreneurs and out at home
4. RESEARCH METHODOLOGY
The purpose of this study is to gain consumer insights about SAVLON bath soap and comparing
it with DETTOL and LIFEBUOY which are the two main soap brands in Health category in the
The respondents will be the consumers and users of bath soap (bar shape) who are interested to
cooperate. To collect the data the in-depth interview method with help of questionnaire is used.
The in-depth interview for this study was limited to Mumbai region only due to certain
limitations. Also, it has been mentioned earlier that, the interview was only on the consumers and
users of bath soap. They were interviewed for minimum of 10 minutes. The sample size was 50
for this study. Random Sampling method was used for selecting samples.
Contacting the customer personally and studying the response from the questionnaire filled.
Application packages like Office XP (Microsoft Word, Microsoft Excel) and SPSS were used.
primary survey were designed during this phase. List of contacts were also prepared during
this phase. This involved in-depth face-to- face discussions using semi-structured
Pilot field survey was conducted with the intention of testing the validity of the
questionnaires for fulfilling the objectives to the study. The questionnaires and the
Taken data from various magazines, Newspaper and other prominent source of
8.7 Overview:
Research Type: Objective
Research: Semi-Structured
Size: 50
5. DATA ANALYSIS
9.1CHARTS AND EXPLANATIONS
From the
above
doughnut
chart we
can see
that,
among the
total
respondents 38% people advocated for antiseptic soap and 33% people advised for beauty care soap.
After that, 10% people directed about both skin care soap and flower extract soap. Also, there is little
number of respondents which is only 3% people recommended about medicated soap, herbal soap and
fruit extract soap. So, it is clearly viewed that, antiseptic soap and beauty care soap are more preferable
among all the respondents.
9.1.2 Major Driving Factors
From the
above
column
diagram
we can
see that,
while
purchasing new soap both the respondents firstly look for brand and their percentage is 26.67%. Then,
secondly they prefer both antiseptic quality and beauty care quality and for these the percentage is
23.33%. After that, 10.00% consumers seek for both price and ingredients. Again, 6.67% people search
for both availability and packaging. Finally, only 3.33% people hunt for few other factors which are pack
size, advertisements, and shopkeepers opinion. Thus companies should majorly focus on the brand and
its antiseptic and beauty care qualities.
We can see from the above doughnut that, among the total respondents 44% people said that Price is an
important factor while purchasing soap. 28% respondents stated that price is somewhat important while
purchasing and those are mainly beauty and skin care seekers. Only 12% respondents told that price is the
most important factor while purchasing soap
.
9.1.4.2 Brand Name
We can see from the above doughnut that, among the total respondents only 14% people said that Brand
name is an extremely important factor while purchasing soap. 30% respondents selected for both
important and somewhat important. However 26% people stated that Brand Name is not at all important
while purchasing soap.
9.1.4.3 Fragnance
We can see from the above doughnut that, among the total respondents 42% people said that Fragrance is
an important factor while purchasing soap. 24% respondents stated that fragrance is somewhat important
while purchasing and those are mainly beauty and skin care seekers. Only 10% respondents told that
fragrance is the most important factor while purchasing soap.
9.1.4.4. Hygiene
We can see from the above doughnut that, among the total respondents 48% people said that Hygiene is
an extremely important factor while purchasing soap, these are mainly health conscious consumers. 46%
respondents stated that Hygiene is important and somewhat important while purchasing soap. Only 6%
respondents told that Hygiene is the not important factor while purchasing soap. This shows the
importance of hygiene in the soap industry.
Freshness
We can see from the above doughnut that, among the total respondents almost 75% people said that they
consider freshness while purchasing soap. The remaining respondents stated that freshness is not that
important while purchasing soap.
9.1.4.5 Lather
We can see from the above doughnut that, among the total respondents almost 75% people said that they
consider lather while purchasing soap. The remaining respondents stated that lather is not that important
while purchasing soap.
9.1.5 Responses for Hygiene
9.1.5.1 Dettol
In the column graph above we can see that 37 respondents have rated Dettol as a good soap for hygiene
and only 7 have rated it as a bad soap. Thus it shows that consumers who want hygienic soap have dettol
in their mindset.
9.1.5.2 Savlon
In the column graph above we can see that 29 respondents have rated Savlon as a good soap for hygiene
and only 7 have rated it as a bad soap. Thus it shows that consumers who are aware about savlon rate it as
a better soap than dettol. Thus the company should market savlon soap more effectively.
9.1.5.3 Lifebuoy
In the column graph above we can see that 18 respondents have rated Lifebuoy as an average soap for
hygiene compared to Dettol and Savlon. 24 respondents have rated lifebuoy as a good soap for hygiene.
9.1.6 Responses for Fragrance
9.1.6.1 Dettol
In the column graph above we can see that only 8 respondents have rated Dettol as a very good soap for
fragrance may be because of its hospital kind of smell.
9.1.6.2 Savlon
15 9 12 8 6
In the column graph above we can see that 24 respondents have rated Savlon as a good soap for
fragrance. 14 respondents have rated savlon as not a good soap for fragrance.
9.1.6.3 Lifebuoy
In the column graph above we can see that only 5 respondents have rated Lifebuoy as a very good soap
for fragrance. 14 respondents have rated lifebuoy as not a good soap for fragrance.
10. SPSS ANALYSIS
Comments
Filter <none>
Weight <none>
N of Rows in Working
50
Data File
Syntax
CROSSTABS /TABLES=Awareness BY
savlon_information /FORMAT=
AVALUE TABLES /STATISTIC=CHISQ
/CELLS= COUNT /COUNT ROUND
CELL .
Dimensions Requested 2
Cases
Retail
Advertising WOM Display Any other
Awareness Aware 22 3 7 2 34
Not Aware 9 3 3 1 16
Total 31 6 10 3 50
Through the above table of cross tabs which compared Awareness level and information about savlon, we
can conclude that majority of the respondents were aware about savlon soap through Advertisng and then
through Retail display. From the total of 50 respondents 34 respondents were aware and 16 were not
aware about savlon soap even though they had heard the name before.
10.1.1 Chi-Square Tests
Asymp. Sig.
Value Df (2-sided)
Linear-by-Linear
.059 1 .807
Association
N of Valid Cases 50
a 5 cells (62.5%) have expected count less than 5. The minimum expected count is .96.
H1(1): Consumer Awareness for Savlon soap is not through Retail Display.
The level of significance of chi square is more than 0.5, thus we should reject the null hypothesis and
accept the alternate hypothesis that Consumer Awareness for Savlon soap is not through Retail Display,
it is through Advertising.
10.2 Crosstabs - Preference
Comments
Filter <none>
Weight <none>
N of Rows in Working
50
Data File
Syntax CROSSTABS
/TABLES=Soap_Preference BY
Important_Feature /FORMAT= AVALUE
TABLES /STATISTIC=CHISQ
/CELLS= COUNT /COUNT ROUND
CELL .
Dimensions Requested 2
Cases
Soap Preference *
50 100.0% 0 .0% 50 100.0%
Important Feature
Soap Preference * Important Feature Crosstabulation
Brand
Price Name Fragnance Hygiene Freshness Lather
Soap dettol
3 2 5 15 1 1 27
Preference
savlon 1 1 2 3 1 1 9
Lifebuoy 6 3 1 1 2 1 14
Total 10 6 8 19 4 3 50
Through the above table of cross tabs which compared Soap preference and important feature for
purchasing a soap, we can conclude that majority of the respondents selected hygiene as a most important
factor for purchasing a soap. However for Lifebuoy unlike Lifebuoy the most important factor was price.
From the total of 50 respondents 27 respondents preferred Dettol, 14 preffered Lifebuoy and the
remaining 9 respondents preferred Savlon over the other health brands of soap.
Asymp. Sig.
Value Df (2-sided)
Linear-by-Linear
3.305 1 .069
Association
N of Valid Cases 50
a 15 cells (83.3%) have expected count less than 5. The minimum expected count is .54.
H1(2): Dettol and Savlon soap are not preferred on basis of hygiene and lifebuoy is also not preferred
on basis of price.
Since the level of significance of the chi square is less than 0.5 we accept the null hypothesis that Dettol
and Savlon soap are preferred on basis of hygiene and lifebuoy is preferred on basis of price.
10.3 Discriminant Analysis
1. Price
2. Quality
3. Brand
Null Hypothesis Out of the sample size of 30 are favourable perception and 20
are unfavourable perception
Comments
Filter <none>
Weight <none>
N of Rows in Working
50
Data File
Missing Value Definition of Missing User-defined missing values are treated as missing
Handling in the analysis phase.
Cases Used
In the analysis phase, cases with no user- or
system-missing values for any predictor variable
are used. Cases with user-, system-missing, or out-
of-range values for the grouping variable are
always excluded.
Syntax
DISCRIMINANT /GROUPS=cust_percp(1 2)
/VARIABLES=price quality brand /ANALYSIS
ALL /PRIORS EQUAL /STATISTICS=UNIVF
RAW TABLE /CLASSIFY=NONMISSING
POOLED .
Valid 50 100.0
Total 0 .0
Total 50 100.0
Group Statistics
Unweighted Weighted
quality 39 39.000
brand 39 39.000
quality 11 11.000
brand 11 11.000
quality 50 50.000
brand 50 50.000
INTERPRETATION:
This table indicates the significance of each and every variable together.
The significance of each of the variable is less than 0.5. Hence it is a good fit.
Analysis 1
Eigenvalues
Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
INTERPRETATION:
The significance of canonical correlation is greater than 0.5, hence its significant.
Thus it tells that the selection of variables to categorize the respondents is correct. i.e. the above
mentioned independent variables can differentiate the respondents.
Wilks' Lambda
Wilks'
Test of Function(s) Lambda Chi-square df Sig.
INTERPRETATION:
If the significance is greater than 0.5 the variables correlate/overlap each other and if its less than 0.5 the
independent variables are different from each other. In this case, significance is only .001, which shows
that the variables have high discriminating power as its very close to zero.
Standardized Canonical Discriminant Function Coefficients
Function
Price .190
Quality .941
Brand .741
INTERPRETATION:
This table shows the importance of a variable for a particular study, in this case Quality and brand are
more important to determine the loyalty of the customers.
Structure Matrix
Function
.775
Quality
Brand .212
Price .192
Pooled within-groups correlations between discriminating variables and standardized canonical discriminant functions Variables
ordered by absolute size of correlation within function.
INTERPRETATION:
This table shows the extraction of information from the total responses.
Function
Price .270
Quality 0.555
Brand -.976
(Constant) -1.545
Unstandardized coefficients
INTERPRETATION:
This table forms an equation so as to find out the level of risk involved in the study.
If the value is positive it denotes that the respondent is at low risk and vice-versa.
Eg:
Price Rs 15
= 0.509
Function
cust_percp 1
Fav -.306
Unfav 1.086
Processed 50
Used in Output 50
Cases Used in
cust_percp Prior Analysis
Unweighted Weighted
Predicted Group
Membership
unfav 2 9 11
INTERPRETATION:
This table shows the final result wherein, out of 39 favourable respondents, 8 are unfavourable and out of
11 unfavourable respondents 2 are favourable, hence there is approx. 80% accuracy in the classification of
groups.
11. FINDINGS AND RECOMMENDATIONS
11.1 FINDINGS
1. As per the survey conducted consumers majorly preferred antiseptic and beauty care
soaps. Their purchase decision was based on brand name alongwith the above
mentioned factors.
2. 58% of the respondents in the survey preferred Lifeboy, 24% of them preferred Dettol
and only 18% of them preferred savlon in health and hygiene category.
3. Almost half of the total respondents stated that freshness and hygiene are the most
important deciding factors followed by price, fragrance and brand name while
purchasing soap.
4. Basically people are using soap primarily for cleaning purpose then for germ
protection and beauty care. That is why; under antiseptic soap Dettol soaps has
noticeable demand in the market and it is widely consumed by the loyal consumers of
antiseptic soaps.
5. Savlon follows Dettol in terms of hygiene while lifebuoy was cited as an average
soap in hygiene.
6. Savlon was the most expensive soap as compared to dettol and lifebuoy. According to
should be increased.
8. Lifebuoy was also receptive because of its durability whereas savlon was least
savlon soap, around 25% saw this soap in store but only half of them tried this soap
and out of the remaining who heard of savlon soap from friends and family only 5%
tried it.
13. The major difference cited by most of the respondents was that they trusted dettol for
their family.
14. Some of the respondents said that Dettol has more number of variants as compared to
11.2 RECOMMENDATIONS
1. Even though savlon has better healing capacity than dettol the company failed in its
positioning. Savlon was positioned as first aid solution. To compete with a major brand,
the company should position it firmly and savlon could have been positioned as the germ
lots of interest in the minds of consumer which made them try this product but the
introduced and if possible soap with combined attributes (health as well as beauty care)
(which are the prime destinations of purchasing soaps for consumers) savlon soap was
not available.
12. CONCLUSION
The soap industry in India has been under a change with the advancement of technology. The major
players in soap industry HUL, J&J, P&G, etc are having a stiff competition to gain maximum market
share. The toilet soap sales are declining, eroded by liquid and gel cleansers for the increasingly popular
shower toiletries sector. Bar soap producers are fighting back, taking ingredients such as aromatherapy
oils and natural extracts to provide added functionality and consumer appeal.
From the survey conducted it can be concluded that even though savlon has better attributes than dettol it
is unable to compete because of the exceptional strategies adopted by HUL. J&J were not expecting the
counter attack of HUL and were also weak in their positioning which was a hurdle in their success.
Today soaps are being purchased on major 3 factors:
a. Brand Name
b. Anteseptic Quality
c. Beauty care
Any soap which achieves expertise in atleast two of the above mentioned three factors does very well in
the Indian market.
13.1 BIBLIOGRAPHY
Swasy, Alecia. Soap Opera: The Inside Story of Procter and Gamble. New York: Times Books, 1993.
Wilson, Charles. The History of Unilever: A Study in Economic Growth and Social Change. 3 vols.
New York: Praeger, 1968. The original edition was published in 2 vols., London: Cassell, 1954.
13.2 WEBLIOGRAPHY
http://www.encyclopedia.com/doc/1G2-3401803910.html
https://www.iffxpress.com/xpress/na/xhome.nsf/0/83688E1B4D5787D480256CC900631457
http://www.jnjindia.com/CPD_WoundCare.pdf
http://marketingpractice.blogspot.com/2009/01/savlon-heals-without-hurting.html
http://www.naukrihub.com/india/fmcg/overview/soaps/
http://www.scribd.com/doc/21431229/Soap-Prgt-Mba-II
http://www.scribd.com/doc/18275319/Internship-Report-by-Nusrat-Omer
http://www.unilever.com/brands/personalcarebrands/lifebuoy.aspx
14. ANNEXURES
14.1 QUESTIONNAIRE
1. Person details:
a. Name: __________________________Age:_______ Gender_______
Address:_____________________________________________
b. Marital status:_____________________________________________
c. No. of Family members: _______________________________
2. Currently which soap are you using and why?
_______________________________________________________________
3. As you hear about the following brands what comes to your mind first?
Savlon: ______________________________________________________
Dettol: ______________________________________________________
Lifebuoy:_____________________________________________________
4. Which soap do you prefer? (Rank them)
1. Dettol __________
2. Savlon __________
3. Lifeboy __________
5. Please rate for the similarity between two brands. (Savlon and Dettol)
(5= very similar and 1= not at all similar) (Only in coloured cells)
SAVLON
DETTOL
PRICE
FRAGRANCE
SIZE
FRESHNESS
6. What difference you think is there in both brands? (SAVLON and DETTOL)
7. Please rate for the similarity between two brands. (Savlon and Lifebuoy)
(5= very similar and 1= not at all similar) (Only in coloured cells)
SAVLON
LIF
FRAGRANCE
SIZE
FRESHNESS
10. Please rate the foll soap brands In hygiene (1- 5) (1 = very good, 5= very bad)
Dettol __________
Lifebuoy __________
Savlon __________
11. Please rate the foll brands in fragrance (1- 5) (1 = very good, 5= very bad)
Dettol __________
Lifebuoy __________
Savlon __________
12. Are you satisfied with SAVLON soap? (If YES answer Q13, if NO answer Q14.)
a. YES b. NO
13. What was the reason for your satisfaction?
15. Compared to other soaps (such as Dettol and Lifebuoy) that are available, would you say
that SAVLON is? (tickmark)
Much better ______
Somewhat Better ______
About the same ______
Somewhat Worse ______
Much Worse ______
Other _________