Assessment International Marketing Alvin Connor Introduction into Asian Market

Vikas Gurudev, ID NO: 11010560

Content Sec 1 Sec 2 Sec 3 Sec 3.0 Sec 4 Sec 4.0 Sec 4.1 Sec 5 Sec 5.0 Sec 6 Sec 7 Introduction Companys Information Cosmetic Industry Cosmetic Market In Asia Comparing Two Countrys India China Competitor and Market Entry Strategy Hindustan Unilever Ltd Conclusion Reference

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This case study analyses and discuss the internationalization process of the Alvin

Connor Ltd a leading eco-friendly body care product manufacturers.

Introduction:
At its simplest level, international marketing involves the firm in making one or more marketing mix decisions across national boundaries. At its most complex level, it involves the firm in establishing manufacturing facilities overseas and coordinating marketing strategies across the globe (Doole and Lowe, 2001). According to Keegan, (2002) the international market goes beyond the export marketing and becomes more involved in the marketing environment in the countries in which it is doing business. This research will focus on a company called Alvin Connor Ltd, established in October 2002, it has been successful in the UK - where they are becoming universally available through independent whole food shops. They are becoming increasingly popular overseas with regular exports to European countries including Sweden, the Netherlands, Belgium, Luxembourg, France, Italy, Turkey and Cyprus. The company has ambitions to ultimately take the Alvin Connor brand across the world (www.thisismanufacturing.co.uk). So this case study analyses and discusses the internationalization process of how the Alvin Connor Ltd can successfully establish its products in Asian market. Asia is the world's largest and most populous continent, located primarily in the eastern and northern hemispheres. It covers 8.7% of the Earth's total surface area (or 30% of its land area) and with approximately 3.879 billion people, it hosts 60% of the world's current human population (www.economist.com). Asia has the second largest nominal GDP of all continents, after Europe, but the largest when measured in purchasing power parity. As of 2010, the largest economies in Asia are China, Japan, India, South Korea and Indonesia. Based on Global Office Locations 2011, Asia dominated the office locations with 4 of top 5 were in Asia, Hong Kong, Singapore, Tokyo, London and Shanghai. Around 68 percent of international firms have office in Hong Kong. Global marketing refers to marketing activities coordinated and integrated across multiple country markets (Johansson, 2000). As Muhlbacher, Helmuth, and Dahringer (2006) suggest rather than focusing on country markets, that is, the differences due to the physical location of customers groups, managers concentrate on product markets, that is, groups of customers seeking shared benefits or to be served with the same

technology, emphasizing their similarities regardless of geographic areas in which they are located. In the case study I have chosen two Asian countries which is India and China the case study will discuss between the two countries, which foreign market is perfect to introduce Alvin Connors products, which country market is potential, position of product in each country, external analysis of both the country. Then the case study will discuss about the competitor of the selected country, what are the strategy used by competitor when he introduced his product, then case study will describe the ethical profiles of the two companies (Alvin Connor Ltd and its competitor) and finally the conclusion.

Companys Information:
Alvin Connor which is based in the Liverpool and has positioned itself as one of the countrys leading eco-friendly body care product manufacturers established in October 2002. Alvin Cooney is the founder of Alvin Connor Ltd and the companies Managing Director. Alvin Connor is a skincare company, which produces a range of natural, chemical free, paraben free and aluminium free products. They are an ethical company; their products are accredited by the Vegan society, the Vegetarian Society and the BUAV (British Union for the Abolition of Vivisection). They produce sustainable products that last far longer than chemical alternatives (crystal stick deodorant lasts for over 6 months). They are also the only company to produce and manufacture crystal deodorants in the UK. They have worked extensively to promote the green agenda and demonstrate that natural alternatives in skincare are much better for our health and our environment. They have chosen to become a Green Ambassador as they feel its important to show people that companies like them exist in Liverpool. They believe that having good environmental and ethical policies in place is something that many companies can achieve with a little effort (www.ourcityourplanet.com). The Company mainly produces and markets a complete range of natural body care products. *Natural Body Stick Deodorant. *Natural Body Spray Deodorant.

*Natural Foot Powder. *Natural Rose Scented Bath soak. *Natural Lavender Scented bath soak. *Natural Unscented Bath soak and Unscented Body Polish. Alvin Connor Natural Body Stick Deodorant was voted 10 out of 10 by the Sunday Times Style Magazine, as well as receiving a host of other great reviews from fashion and beauty industry magazines (www.alvinconnor.com).

Cosmetic Industry:
Cosmetics are substances used to enhance the appearance or odor of the human body. Cosmetics include skin-care creams, lotions, powders, perfumes, lipsticks, fingernail and toe nail polish, eye and facial makeup, towelettes, permanent waves, colored contact lenses, hair colors, hair sprays and gels, deodorants, hand sanitizer, baby products, bath oils, bubble baths, bath salts, butters and many other types of products. A subset of cosmetics is called "make-up," which refers primarily to colored products intended to alter the users appearance. The manufacture of cosmetics is currently dominated by a small number of multinational corporations that originated in the early 20th century, but the distribution and sale of cosmetics is spread among a wide range of different businesses. The U.S. Food and Drug Administration (FDA) which regulates cosmetics in the United States defines cosmetics as: "intended to be applied to the human body for cleansing, beautifying, promoting attractiveness, or altering the appearance without affecting the body's structure or functions." This broad definition includes, as well, any material intended for use as a component of a cosmetic product. The FDA specifically excludes soap from this category (www.womenshealth.gov).

Cosmetic Market In Asia:

This report analyzes the cosmetics market in Asia, with focus on Japan, Korea, China, India, and Taiwan. It analyzes the market value, competitive landscape and market trends in each of the major regions. The report also profiles the top cosmetic companies, with a discussion of their key business strategies. Japan - The Japanese cosmetics market is in a stable condition but with continuous

realignment of distribution channels, all cosmetics producers need to enhance and restructure the management of their sales channels. Specialty stores are the leading channel due to consumer convenience and low prices while sales through department stores is slowing down. Shiseido, Kao (and Kanebo), Kose, and Pola dominate the cosmetics market in Japan. China - China's cosmetics market, the second largest in Asia Pacific after Japan, is witnessing increased demand due to improving lifestyles and rising disposable income of the Chinese population. However, the level of development of the market is still very low. This suggests a huge growth potential for foreign cosmetic producers. Although several domestic firms are present, foreign companies dominate the market. L'Oreal has the largest market share in China. India - India is being targeted by global cosmetic giants due to its favorable demographics. The modern, urban Indian women are becoming increasingly conscious about their style and looks, with great emphasis on lightening of skin tone. Skin care and color cosmetics have witnessed solid growth for the last few years, with more than half of the skincare market comprising of skin lightening creams. Lip products form a majority of the color cosmetics market. In India, small pack sizes are very popular as they offer a lower cost and the chance to try new products. Hindustan Unilever is India's largest cosmetics company, followed by L'Oreal. South Korea - South Korean cosmetics market is growing at a faster rate than developed regions. There is a clear trend of the market heading towards premium cosmetic products. The younger populace is looking for general skin care and hair care products while the older generation has more specific needs for their cosmetics products. Another notable trend is the rising demand of the male consumer segment. Amorepacific and LG H&H, the leaders in the Korean cosmetics market, have transformed traditional stores into their self-owned retail channels. Taiwan - Skin care products dominate the Taiwanese market, followed by color cosmetics and hair care products. In Singapore, sun care products and men's grooming product has been the growth engine. In Thailand, skin care products and perfumes lead the market. In Vietnam and Indonesia, domestic cosmetic producers cater to the middle 6

and low-end market segment while imported cosmetics dominate the upper strata of the market (www.reportbuyer.com).

(www.google.com/publicdata/explore) After the report analyzes of Japan, China, India, Korea and Taiwan may be its better to compare India and Chain as both the country has market gap for Alvin Connor products even the population size, economic environment, sustainability of currency, political stability, import volume of goods and service is good compared to other three countries.

Comparing Two Countries:

This section analyzes the comparison of both the countries China and India, here we discuss about the countries population size, economic environment, stability of currency and political stability. India: India is a country in South Asia. It is the seventh-largest country by geographical area, the second-most populous country with over 1.2 billion people, and the most populous democracy in the world. According to the International Monetary Fund, as of 2011, the Indian economy is nominally worth US$1.843 trillion; it is the tenth-largest economy

by market exchange rates, and is, at US$4.469 trillion, the third largest by purchasing power parity with its average annual GDP growth rate of 5.8% over the past two decades, and reaching 10.4% during 2010 (www.imf.org). According to a 2011 PricewaterhouseCoopers report, India's GDP at purchasing power parity could overtake that of the United States by 2045. During the next four decades, Indian GDP is expected to grow at an annualized average of 8%, making it potentially the world's fastestgrowing major economy until 2050. The report highlights key growth factors: a young and rapidly growing working-age population; growth in the manufacturing sector due to rising education and engineering skill levels; and sustained growth of the consumer market driven by a rapidly growing middle class (www.pwc.com). India's GDP against US GDP at Market Exchange Rates (MERs)

(Source: http://www.pwc.com/en_GX/gx/world-2050/pdf/world-in-2050-jan-2011.pdf) Cosmetics Market In India: This section analyzes the cosmetic market in India like costumer segments, brand positioning, product preference, challenges, and growth opportunity. The Indian cosmetics and toiletries market has seen major changes both in terms of user perception and product availability over the past five years. According to figures given by the Confederation of Indian Industries (CII), the total Indian beauty and cosmetic market size currently stands at US$950 million and showing growth between 1520% per annum. The overall beauty and wellness market that includes beauty services stands

at about US$2,680 million, according to CII estimates. The steady growth rate in the Indian cosmetic and beauty service market has made the Indian government see it as a source of potential revenue for the country. In fact CII organized its first beauty B2B event Beauwell India 2005 in Chennai in March, which attracted foreign participation especially from Europe (www.hindu.com). The increasing market size is the direct result of the changing socio-economic status of the Indian consumers, especially women. Higher paying jobs and increasing awareness of the Western world and beauty trends there have served to change the tastes and customs of the middle class and higher strata of the society, with the result that a woman from such social strata now is more conscious of her appearance and is willing to spend extra cash on enhancing it further (www.gcimagazine.com). Customer Segments: According to a CII report, US$0.68 per capita is spent for cosmetics, which might be lower than some other countries, but this indicates a growing awareness among consumers. There are two major factors that are swaying the buying decision among women here. First obviously is the television and media exposure they have today. The other not so obvious one is the corporate dressing culture, which slowly is evolving in the Indian market (Priyanka, 2008). According to a source at LOreal India, women in the age group of 30 and above are getting very selective about the type of products they choose. As older women have more cash and are more conscious of their appearance, especially skin, they are willing to spend more on separate sets of creams and lotions that target problem areas. These women also are more open to buying higher-priced products (Abdullah, Nasreen and Ravichandran, 2012). Brand Positioning: Branding is about establishing relationship with consumers on the basis of personality or human-like characteristics and emotional values (Bernard, 2008). With increasing awareness among customers, it has become very important for the cosmetic and skin care companies here to develop the right brand positioning and create the right product and brand awareness. Pricing of the product and the nature of product usage are the two criteria that define brand positioning. For instance products falling under the price range of Rs 45 to Rs 200 are in the mass-market category. The middle market price can range from Rs 200 up to Rs 800. In the high-end market, pricing can range 9

from Rs 800 to about Rs 5000. Finally there is the premium range of products where the pricing can touch up to Rs 35,000 (Priyanka, 2008). Product Preference: India presents a big opportunity for global cosmetic vendors selling color cosmetics and specialized skin care products in the market. Today these product segments are showing impressive growth rates. In skin care, the most popular are anti-wrinkle, anti-blemish and skin-whitening products followed by sun care and bathing products. However, while presenting a market potential, other specialized products such as anticellulite lotions or nail creams and nail care products, while presenting a market potential, need more customer education before they can grow (Priyanka, 2008). Challenges: While the market seems impressive, there are hurdles that impede growth. The Indian duty structure on imported products can pose a major deterrent to multinational vendors. Despite the new value added taxation regime, where the duty has been reduced to 12.5%, the overall duty on the product still comes to about 40%. This in turn reflects in the pricing of the products. Most vendors add the duty to the product pricing to generate the right revenue. However, there is no organized cosmetic industry body that can take up the issue with the government. In fact this leads to the biggest threat the unorganized or grey channel. There are small retailers in the market who directly import from markets such as Dubai, where pricing can vary from 30-70% from Indian product pricing (Priyanka, 2008). Growth Opportunity: According to industry watchers, the Indian market is ready and is just waiting for the right spur. In fact some even expect the market to show 25% growth as they anticipate a boost in the retail segment. The big opportunity where India is being perceived to have a good scope is manufacturing. In Beauwell India 2005 event, it came to light that some major European cosmetic vendors were looking for distributors and third-party manufacturers to set up joint ventures in the country. In fact after China, India is being seen as a strong manufacturing hub and a good source for natural ingredients (Priyanka, 2008).

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China: China is the world's most-populous country with a population of over 1.3 billion. The East Asian state covers approximately 9.6 million square kilometers (3.7 million square miles) in total area and is the world's second-largest country by land area and the fourth largest in total area, depending on the definition of total area (www.listofcountriesoftheworld.com). The People's Republic of China, along with Vietnam, North Korea, Laos, and Cuba), is one of the five remaining Communist states in the world (Randall 2007). The PRC government has been variously described as communist and socialist, but also as authoritarian, with heavy restrictions remaining in many areas, most notably on the Internet, the press, freedom of assembly, reproductive rights, and freedom of religion (www.freedomhouse.org). From its founding in 1949 until late 1978, the People's Republic of China was a Soviet-style centrally planned economy, without private businesses or capitalism. To propel the country towards a modern, industrialized communist society, Mao Zedong instituted the Great Leap Forward in the early 1960s, although this had decidedly mixed economic results (www.historylearningsite.co.uk). China now ranks 29th in the Global Competitiveness Index, although it is only ranked 135th among the 179 countries measured in the Index of Economic Freedom. China's middle-class population (defined as those with annual income of at least US$17,000) has reached more than 100 million as of 2011 while the number of super-rich individuals worth more than 10 million Yuan (US$1.5 million) is estimated to be 825,000. China's retail market was worth RMB 8.9 trillion (US$1.302 trillion) in 2007, and is growing at 16.8% annually. China is also now the world's second-largest consumer of luxury goods behind Japan, with 27.5% of the global share (www.chinadaily.com.cn). Cosmetics Market In China: Cosmetic industry has been evolving into full-fledged market in which flourishing brands emerged. Among 300 brands, 20 of them have taken the leading position and joint venture took 80% of market share. The preponderant manufacturers in China are located along the Eastern Costal line and inland cities. It shares 90% as nation while sales value is above 60%. In respect of types, skin-care products is topping the list sharing 35%, hair-care products sharing 28%, make-up products sharing 29%, others being perfumes. According to insiders, total sales will reach to RMB 80 billion and level up at 12.9% annually. 11

(Source: http://www.acunion.net/en/ma/Cosmetic.htm) China represents one of the most dynamic and untapped cosmetics and toiletries markets in the world. Last decade has proved highly beneficial for the market as it underwent rapid transformation and expansion phase. Chinese cosmetics and toiletries market is the second largest in the Asia-Pacific region after Japan and third largest in the world. Although the market has been registering impressive growth rates, the country still possesses immense growth potential. Owing to the extremely low penetration level and vast consumer base, cosmetics and toiletries market in China is expected to grow at a CAGR of over 12% during 2011-2014 the market is currently lead by international companies, such as P&G and LOreal. During the last few years, the State Food & Drugs Administration (SFDA) has tightened control on various fronts to better guard the interest of consumers (RNCOS, 2011). After the report analysis of two countries may be its better to choose Alvin Connor to enter Indian market as compare to China the Indian cosmetic market has a more gap even the government stability, growth opportunity, consumer behavior are better than china. As Alvin Connor is an eco-friendly body care product manufacturers Indians are very much attractive towards eco-friendly products because of this may be it will be easier for Alvin Connor to create their own market. Even the Indians are very much fascinated towards foreign brands rather than Chinese.

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Competitor and Market Entry Strategy:

In this section will compare and contrast the Indian market entry strategy and will discuss about the competitor and their entry strategy then will critically evaluate analysis in light of appropriate international marketing theory or research and will discuss ethical principles of both the companies. India allows entry of imported cosmetics without any restrictions. The Indian cosmetics market, which was traditionally a stronghold of a few major players like Lakme and Ponds, has seen a lot of foreign entrants to the market within the last two decades. France, Germany, the UK and the U.S. have been the traditional suppliers with imports gradually increasing from China, Hong Kong, Malaysia, Thailand, and Israel in recent years. Imported cosmetics have had a major impact on the Indian market. The emergence of a young urban elite population with increasing disposable income in cities, an increase in the number of working women, changing lifestyles, increased affordability of lifestyle-oriented and luxury products, mounting aspirations, influx of satellite TV, increasing appetite for Western goods, and greater product choice and availability are the main drivers of demand for imported cosmetic products. Indian consumers tend to look towards international brands as lifestyle enhancement products (Lovejeet, 2011). Hindustan Unilever is India's largest cosmetics company, followed by L'Oreal (www.researchandmarkets.com). Hindustan Unilever Limited: Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline, Lakme, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls and Pureit. The Company has over 16,000

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employees and has an annual turnover of around Rs.19, 401 crores (financial year 2010 - 2011). HUL is a subsidiary of Unilever, one of the worlds leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about 44 billion in 2011. Unilever has about 52% shareholding in HUL (www.hul.co.in). Vision of HUL: The four pillars of our vision set out the long-term direction for the company where we want to go and how we are going to get there: They work to create a better future every day. They help people feel good, look good and get more out of life with brands and services that are good for them and good for others. They will inspire people to take small everyday actions that can add up to a big difference for the world. They will develop new ways of doing business with the aim of doubling the size of their company while reducing the environmental impact. HUL always believed in the power of their brands to improve the quality of peoples lives and in doing the right thing. As their business grows, so do their responsibilities (www.hul.co.in). HUL Market Entry Strategy: In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG). In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions (www.hul.co.in). HUL Sustainability Strategy:

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In Hindustan Unilever Limited (HUL), the principle of Corporate Responsibility (CR) is an integral part of their commitment to all their stakeholders consumers, customers, employees, the environment and the society that they operate in. The three cornerstones for CR integration with business at HUL will be: Growing markets responsibly: HUL will address issues related to hygiene and nutrition through product innovations and awareness. Gathering information about the concerns expressed by consumers, communities, and stakeholders can help them to identify opportunities for innovation at the category, brand, and marketing plan level. HUL have a very strong and trusted position in India and they can leverage this to their competitive advantage. Ensuring sustainable practices in their operations: To secure a thriving future, HUL need to establish sustainable sources for raw materials. Being a company that is heavily dependent on water, agriculture, fuels and petrochemicals, HUL must plan now for a future in which water could be scarce, agriculture could be under pressure, and fuels will be expensive. Their consumers add up to twothirds of the Indian population, hence addressing sustainability issues is a high priority. Building a good reputation through responsible leadership: CR is one of the key components of reputation and trust. A good reputation can be a major competitive advantage and can build employer brand and consumer loyalty.

(Source: http://www.hul.co.in/sustainability/sustainabilitystrategy/oursustainabilitystrategy/defau lt.aspx) By this report we come to know that HUL applied joint venture strategy to enter Indian market. So its clear that if the Alvin Connor Ltd wants to enter Indian market may be its better to establish their business through joint venture.

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Conclusion:
Strategic management is an ongoing process that assesses the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment, or a new social, financial, or political environment (Robert, 1984). The overall case study analyses and discuss the internationalization process of the Alvin Connor Ltd a leading eco-friendly body care product manufacturers. In the section one its all about introduction of Alvin Connor Ltd as the company becoming universally available through independent whole food shops. They are becoming increasingly popular overseas with regular exports to European countries including Sweden, the Netherlands, Belgium, Luxembourg, France, Italy, Turkey and Cyprus. The company has ambitions to ultimately take the Alvin Connor brand across the world, where we come to no that company has entered international market through direct export strategy. In section two is all about company information, their products and awards from the section two analyses we come to know that the Alvin Connor is an ethical company. Section three is all about cosmetic industry and also a report on Asian cosmetics market then the report analyzes the Asian market by comparing two Asian countries India and China. From the comparison we come to know that India has a better market for Alvin Connor to establish their business as the Indias cosmetic market has a more gap even the government stability, growth opportunity, consumer behavior are better than china. Then the report is researched on the Indian cosmetic market, the major competitor, the strategy used by the competitor to establish their market in India for example company background, market entry strategy, sustainability strategy, competitors vision. From the whole research process it is clear that may be through joint venture it will be easy for Alvin Connor to enter Indian market.

Reference:
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