SDM Institute for Management Development

SUBMITTED TO: DR. H. GAYATHRI

A Project By: Abhishek Kumar(9061) Dilip T P(9074) Rishad Modi(9086) Robin Garg(9098) Sonali Basu(9110) SDM Institute for Management Development Page 1

Contents
Contents.................................................................................................................2 About HUL..............................................................................................................3 History.................................................................................................................... 6 Product...................................................................................................................7 Price..................................................................................................................... 14 Place..................................................................................................................... 15 Promotion............................................................................................................. 17 SWOT Analysis......................................................................................................23 Ansoffs Model......................................................................................................25 Segmentation, Targeting and Positioning.............................................................27 Competitor Analysis..............................................................................................29 Recommendations................................................................................................35 Bibliography......................................................................................................... 36

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About HUL
Hindustan Unilever Limited formerly Hindustan Lever Limited, is a wholly owned subsidiary of Unilever and Indias largest consumer products company and has an annual turnover of over Rs 44,476 cores. The Company was incorporated in 1933 but its products have been sold in India since 1888. In its journey of over 100 years the company has always operated with the singular belief that what is good for India is good for HUL. Lever Brothers India Limited 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 employee strength of over 15000 employees. The company was renamed in late 2007 to "Hindustan Unilever Limited" to provide the optimum balance between maintaining the heritage of the Company and the future benefits and synergies of global alignment with the corporate name of "Unilever".

HUL is India's largest Fast Moving Consumer Goods Company, touching the lives of two out of three Indians. Hindustan Unilever
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Limited is a part of the 40 billion Unilever Group. HULs mission is to add vitality to life through its presence in over more than 400 brands spanning 14 categories of home, personal care and food products. It has presence in over 100 countries and employs more than 174,000 people worldwide. The company meets every day needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life. 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. The rating was based on a compilation of magazines annual survey of Indias Most Reputed Companies over the past 25 years. 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). According to Brand Equity, HUL has the largest number of brands in the Most Trusted Brands List. HUL has consistently had the largest number of brands in the Top 50 and in the Top 10 (with 4 brands). Hindustan Unilever distribution covers over 1 million retail 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 35 factories in across India, with major hubs being Assam, Uttaranchal, Himachal Pradesh, Pondicherry and Dadra & Nagar Haveli. The Anglo-Dutch company Unilever owns a majority stake
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(52%) in Hindustan Unilever Limited. HUL was one of the eight Indian companies to be featured on the Forbes list of Worlds Most Reputed companies in 2007. HUL is one of Indias largest exporters of branded Fast Moving Consumer Goods. It has been recognized by the Government of India as a Golden Super Star Trading House.
Type Public Founded 1933 Headquar Mumbai, India ters Key peopl Mr. Harish Manwani e (Chairman) Industry FMCG Products Tea, soap, detergents, deodorant etc. Employee 15,000 s Parent Unilever Website http://www.hul.co.in/

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History
Axe was launched in France in 1983 by Unilever. It was inspired by another of Unilever's brands Impulse. Impulse was a fragranced deodorant body spray for women that promised wearers male attention. Unilever were keen to capitalize on Axe's French success and rolled it out in the rest of Europe from 1985 onwards, later introducing the other products in the range. Unilever were unable to use the name Axe in the UK and Ireland due to trademark problems so it was launched as Lynx. The European launch of the deodorant was followed by success in Latin America and moderate impact in Asia and Africa. In the new millennium the brand has launched with great success in the USA and Canada. The company has also consolidated its

deodorant portfolio by moving some of the other over-lapping male deodorants into the Axe brand such as South Africa's Ego brand.

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Product
A number of lifestyle trends including a growing willingness by men to spend both time and money on their appearance and increased activity within the men's magazine market have favoured the men's toiletries and fragrances market. At the same time, however, demographic trends have worked against it, with a decrease in the number of younger men, particularly within the key 25 to 34 age group. The market for men's toiletries and fragrances has developed in tandem with a number of lifestyle changes affecting the population in general, and men in particular. These include a growing interest in health, fitness and appearance among consumers, with the rise in gym attendance having been of particular consequence to the market for men's toiletries. There have also been changes in men's perceptions of themselves, meaning that they are more willing to show their `feminine sides'. However, despite many attempts to `label' this phenomenon, there is now a recognition that these changes have been more subtle than first thought and that changing the habits of men is not particularly easy.

The development of the men's magazine market, which began in

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earnest during the late 1980s, was very important in providing direct contact with male consumers through advertising. However, this sector declined sharply (in both volume and value terms) in 2006 and 2007.

Demographic trends (in particular, the ageing population) have not been particularly favourable to the men's toiletries and fragrances market. However, between 2003 and 2007, there was a significant increase in the number of men in the 15 to 24 age range. These men tend to be mass-market consumers and their numerical strength, combined with a willingness to spend time and money on skincare products and grooming routines, has been beneficial to the male toiletries market in general.

Although the male toiletries market has not performed as spectacularly as once predicted, the 2003 to 2007 period witnessed steady progress; however, growth has slowed after its peak in 2005. In 2007, sales of male fragrances showed a slightly lower growth rate compared with 2006, but around the same level as in the previous 2 years. There is still plenty of room for growth in the former market, in particular as the current generation of young males reach a more mature life stage and, hopefully, will be more willing and able to spend on premium products. Growth in the male fragrances market will be less strong the current economic climate may mean that consumers are less able to
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spend significant amounts of money on premium fragrances as gifts or as personal indulgences. Axe, or Lynx, is a brand of male grooming products, owned by Anglo-Dutch Company Unilever who manufactures a range of products in the health & beauty, household cleaning, food and ice cream categories. Axe's lead product is a deodorant body spray. The brand also includes deodorant sticks, aftershaves and shower gels. In most of the world the brand is named Axe; in Australia, New Zealand, Ireland, and the United Kingdom it is named Lynx due to conflicts regarding the trademark. Axe, the deodorant that is considered cool, fashionable and stylish by young men was launched in India in 1999. Available in more than 60 countries around the world, it is a world leader in male toiletries. Axe has a mix that is completely harmonised globally from its proposition and communication to the product, as available on the shelf. Axe is available in five fragrances: Java, Pulse, Dimension, Voodoo and Phoenix. Axe has become the leading male deodorant brand in India within just one year of its launch. Consumers associate a lifestyle of cool clubs, cool music and cool fashion with Axe. The youth view it as an icon which introduces many 'firsts' to their world of music and dance like the
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first "World's Longest Dance Party" and the first ever 'Axe Voodoo Island Party'.

The Deodorant market in India is:

Worth Rs. 1500 cores. Growing at 12% CAGR. Deodorant sprays account for 98% of the market share. Young consumers in urban areas, regard deodorants as a necessity rather than an indulgence.

Axe had 33 per cent market share in December 2008 Urban centres account for 80% of market. Mens deodorants started late, but have captured more than 60% of the market share.

AXE Variants
From its launch, the yearly fragrance variant of Axe has played a key part in the success of the brand, by offering something new each year. The type of fragrance variants have evolved over time. In 2003 Axe variants showed clever ways they helped men get women. In 2003 the Pulse fragrance showed how it gave geeky men the confidence to dance to get women. This was followed by Touch, Unlimited, and Clix and in 2007 vice was marketed on a theme of making "nice" women become "naughty".

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In 2008 a different direction was taken when a chocolate scented body spray, Dark Temptation, was released.

Year of launch 1999 1999

Edition name Java Voodoo

Description Variant name is taken from a geography An abstract variant

Comments Discontinued Caused some controversy with Christian groups who objected to the use of black magic imagery

2000

Phoenix

An abstract variant

The name references the myth of the Phoenix

2002

Dimensio n

An abstract variant

Inspired by the Sony's PS2 Third Place advertising which is

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also targeted at young men 2003 Pulse A European variant suggests that it gives geeks added confidence so they can pull off crazy dance moves to impress girls 2005 Unlimited and be irresistible. Unlimited is all about China and kungfu and doing unlimited stunts to get girls 2006 Click or Clix This variant makes men so attractive to women they will need a clicker to keep score of the number of women who check them out Uses Nick Lachey in the advertising that is outscored by a hotel worker who wears Clix. Axe gave away free clickers to promote the scent. The lynx version uses Ben Affleck in the advertising instead of Nick Lachey. 2008 Dark A chocolate smelling Advertising features a Mimics the Crouching Tiger Hidden Dragon Chinese kungfu film. Used the Make Love dance track which reached number 1 in UK.

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Temptati on

fragrance that implies that because women like chocolate, they will find men who smell of chocolate irresistible.

man who turns into chocolate when he sprays himself with Axe. He then goes on to be eaten by a series of women

Axe also launches limited edition variants from time to time that may be on sale for a few months or over a year.
Year of launch 2007 Edition name AXE 3 Description A pack of two cans of Axe. One is called 1, the other is called 2. Both should be sprayed together to make a new 2007 Recover smell A burst of invigorating citrus notes on a clean masculine woody 2007 Shock background! Prepare yourself with One of the 3 scents released by AXE/LYNX under LIMITED EDITION. One of the 3 scents Comments Spraying 2 cans together costs two times as much money

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the cooling effects of AXE Shock shower gel with glacier water and deep sea mint

released by AXE/LYNX under LIMITED EDITION.

Price
HUL priced their AXE deodorant at Rs. 120/- when they entered the Indian market in 1999. This was a part of their strategy to skim the market by controlled promotion and selling through selective outlets only. Over the years, in order to gain market share, HUL did not go for a drastic price rise and slowly brought the product down to the common man. In the initial few years, the brand was established and over the next few years, HUL made the most of this brand name by reducing the price and making their product AXE, accessible. The current price of the standard 150ml of the deodorant is Rs. 150/-

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Place
Axe relies on a system of flooding Indian Cosmetic shops & grocery shops in semi-urban and urban areas with their

deodorants. Axe is also made available in Supermarkets. On the shelf, they place all the variants side-by-side. This helps improve visibility. Place of purchase is shown in the following graph:

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Axe has an efficient distribution channel which is taken care of by HUL which covers the diverse geographical boundaries of the country. Sales & Distribution of HUL covers the consumers mainly with the combination of Clearance and Forwarding(C&F) and stockiest who indirectly deal with the retail outlets. The C&F agent then supplies the goods to the authorized stockiest. These stockiest are also classified into 2 categories called U1 and U2 on the basis of the products that they stock. The U2 stockiest deals with high profile products of HUL like Lakme and Axe. The stockiest in HUL system are commonly referred to as Re Stockiest (RS). Each Stockiest is then responsible for distributing the goods to the retail counters in his region. On an average Each Stokes caters to 700-900 retail outlets of the city. The retailers then provide the goods to consumers. The entire Sales and distribution channel is integrated
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through eCRM software called UNIFY which are installed in every PC system of the C&F, Stockist. The company has up to date record of the inventory position of all the stockists. A stockist is required to maintain a minimum level of inventory. If the stock position goes below a critical level order is automatically triggered and the company sends the goods to the stockist. All operations thus take place online.

Promotion
HLL launched its Axe brand of deodorants in India. Priced at Rs. 120 per 150 ml, Axe was Unilever's largest selling male toiletry
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brand in the world. HLL came up with a 'missing women' campaign, where one hoarding showed the Manhattan skyline, minus the Statue of Liberty with the tag line - Courtesy Axe. Another example was the print ad that Axe ran on Valentine's Day of 2000, in leading English daily. The brand launch was very quiet and theoretically the brand was having the strategy of Slow Skimming i.e. High Price Low Promotion. Axe at that time was the leading men's deo brand in Europe and was popular in India in the Grey market ( available in duty paid shops) .HLL may have launched this brand inspired by the volume of Axe sold in the Grey market. At that time, the deo market was a nascent one with an estimated market size of Rs 72 crore. HLL had the brands Denim and Rexona and was ruling the market. Axe was priced at a premium above the Denim brand which was positioned as a male deo brand.

Axe initially was launched in the fragrance Java, Alaska and Atlantic. HLL did not bother to fine tune its promotional mix to the Indian market but just imported the product from Europe. And IT CLICKED. Axe in 2002 was having a market share of over 35% and soon HLL phased out Denim brand to concentrate on this Star. Axe is the naughtiest brand in the Indian market. The brand is targeted

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at male aged 16-25. Internationally this brand targets male aged 15-25. The biggest strength of this brand is the underlying message or the DNA which is that the brand users are high on Confidence and always for the Axe users, girls make the first move. The brand assumes that men want(Likes) to be seduced. That feeling (of being seduced) gives a big boost of self confidence to a man. Although many brands take this proposition, Axe just made it perfect. In 2005, Axe had a high profile launch of its new fragrance CLICK and before that there was Axe Land campaign and followed by Axe-Academy, then Axe Voodoo and the latest one

Phenomenon. The power of this big idea has ensured that Indian consumers lap up the foreign commercials without any hitch. Also advertising agencies played a very important role in producing the proper advertising to make the product get into consumers minds. HUL has a dedicated website for its popular male deodorant brand, Axe, besides an online fan club, and engages customers via online games. HULs Axe Chocolate, is being heavily promoted online and through mass media campaigns.

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Another

online

campaign

of

axe

includes

website

axevice.com. This website was launched when the variant ViceCity was launched. This website is very interesting and lets the user act as a detective to solve certain crimes which consist of nice girls turning naughty and attacking men. The culprit obviously is a can of axe deodorant which is found at all the crime scenes. The boy uses that and is then attacked by a girl who is otherwise nice, but because of the axe fragrance, turns naughty. The whole process of solving the crime is not only very interesting but is also successful in positioning Axe as the ultimate fragrance which could get you closer to women! The Talktime scratch card scheme is on purchase of specially marked combo packs of Axe Deodorant sprays having scratch card inside, which could be worth up to Rs 100 with unique code number (UCN). The promotion period was from May 15th 2009 to August 15th 2009. A 24 hour online campaign by Axe Dark Temptation, a chocolate fragrance deodorant brand, was aimed to engage the target audience of Axe and inform them that November 2008 is being celebrated as Chocolate Month in India. As part of this activity, members of the audience could send free chocolate packages to girls, if the latter were ready to accept them.

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A dark man was placed at the centre of the Yahoo.in homepage. A fixed banner ad on the right side displayed an Axe Dark Temptation deodorant bottle. In the next few seconds, the bottle flew towards the dark man and sprayed deodorant. As a result, the man got converted into a chocolate man and walked towards the banner ad. Once inside the banner ad, the consumer

engagement began, as visitors were given the option to click on the ad in order to get a surprise.

When a visitor clicked on the banner ad, the headlines and content on the homepage changed into chocolate related stories, even presented in chocolate colour. Images got replaced with the

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images of girls. The chocolate man started walking towards the Yahoo! India logo, which got morphed into a brown coloured logo, with chocolate dripping from it. Soon after, the girls in the images also started walking, one by one, towards the chocolate man. The banner ad and all the image boxes from where the girls moved out, displayed the message: To send a box of chocolates, log on to Axeffect.com. A visitor could close the campaign or reach the site, Axeffect.com, developed by WebChutney, an interactive agency. On the site, he could fill a form and submit the name of the girl to whom he wanted to send the chocolates.

Hindustan Unilever Ltd (HUL), which owns the Axe brand, carried out the banner ad campaign for 24 hours across other portals as well, such as Zapak.com, Indiatimes.com and msn.co.in. However, it was only at the Yahoo! India site that the content and images of the homepage were morphed with the chocolate effect of Axe Dark Temptation.

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SWOT Analysis
Strengths: 1. Brand image and Brand Name 2. Perfect positioning of the product 3. Cap design with a difference Weakness: 1. Gender specific product 2. Priced a little low which may affect the brand image with the affluent

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3. All fragrances are priced at Rs. 150

by which they may be

overlooking segmenting the market based on price Opportunities: 1. A whole new gender left to explore 2. Rapidly growing market Threats: 1. Duplication of Axe deosprays may affect the brand image. 2. Competitors have come out with innovative marketing

strategies including spoofs of the Axe commercials. 3. International players are entering the market to taste some of the huge market share that is available, here in India.

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Ansoffs Model
1. Market Penetration

Attract users of competitors products. By using the axe effect. Very intense and effective branding of the product.

Convert non-users into users. By convincing them that using axe attracts the opposite sex.

Increase product usage. An innovative 3-in1 combination which lets you mix fragrances but also increases usage at the same time.

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 Increase the frequency of purchase.

New flip design which

sprays more quantity that a normal spray. Find new applications for current users. 2. Market Development Expand geographically. Strategic expansion to newer countries since its inception. Target new segments. First high pricing for skimming the crowd and then strategically reduced the price and started targeting new segments. 3. Product Development Product reformulation strategy: chocolate flavour

Product feature addition strategy - 24 hour protection against body odour

Product line extension strategy - New versions

4. Diversification

Related - Shampoos, shower gels, powders, shaving cream, after shave.

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Segmentation, Targeting and Positioning

1. Geographic Segmentation: Urban areas 2. Demographic: Age: 15 35 yrs Gender: Strictly Male Income: Middle, upper-middle and lower-upper 3. Psychographic:

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 Lifestyle: Surrounded the opposite sex, Very outgoing, popular among the ladies Personality: Charming 4. Behavioural: Occasion: Regular Benefits: Quality, Popularity Usage rate: Heavy users Attitude towards product: Enthusiastic The brand has tried positioning itself in the minds of its consumers as a medium through which getting in touch with the opposite sex becomes easier. Moreover, the brand positions itself through advertisements, that any person, irrespective of his looks, can attract the prettiest of women, thanks to the magic of Axe. Axe has successfully tapped the latent desire among its male audience of being popular among the opposite sex. The uniqueness lies in the direct approach that Axe has adopted to reach the minds of the consumers.

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Competitor Analysis
Deodorants are a lucrative category and are highly underpenetrated. So, every player in this space has ample scope to innovate. Axe, currently is the leading brand in India with a market share of 33% (A C Nielsen, 2009).

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The No 2 slot is currently occupied by Set Wet Zatak at 9.1 per cent. (BUSINESS STANDARD-JUNE 1,2009). Paras Pharma has been

promoting its deodorant brand Zatak aggressively during the last two years. Its campaign featuring foreign models has been popular among various segments. Moreover Paras has been able to give an international look for this Indian brands. Zatak has released a new television commercial which is a spoof of the popular Axe commercials. The ad has generated lot of media interests with various business portals discussing this move. The ad shows a skinny man literally using the axe (not the deodorant but the real one) in a movement that is similar to that in the Axe commercials. Then two girls walk towards him and the man thinks that they are coming for him but they actually walk past him towards another hunk (the Zatak guy).

Although many reports suggest that Zatak is taking on competition head on with Axe, some have a different view. Zatak is a small brand compared to Axe. Paras also has limited resources to fight the mighty giant, HUL. So this strategy is aimed to gain more eyeballs at the expense of the big boy Axe.

Paras is not aiming to dethrone Axe from its leadership position; definitely not in the near future. Zatak is trying to start small and carve a small market for itself without directly competing with the

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leader. It is attacking players of its own size or local and regional players. Another option is to go in for is the frontal attack which is a high risk, high pay-off strategy. This strategy will work effectively if the current leader is not serving the customer segment properly. Zatak has chosen to attack Axe directly. Although it is a high risk strategy, for a brand like Zatak, it has some advantages. This strategy reinforces the positioning of the brand. If one observes closely, Zatak is having the same positioning as Axe. i.e. girls getting attracted to boys because of the fragrance of the deodorant. Zatak has been driving this positioning using its various commercials. The current campaign is pitching the brand opposite to Axe and hence conveying to the customers that Zatak is the alternative to Axe. Deodorant is a category where customers are loyal but willing to experiment. Since the investment is low, customers tend to try new fragrances and brands. But most of the customers have their favourite brands and fragrances. In the market Axe has been dominating and there is virtually no strong alternative for Axe. So by attacking Axe directly, Zatak is putting itself into a position alongside Axe. So even if it does not become number 1 it can be a successful number 2. Now the risk is with regard to HUL's response to this spoof. HUL currently is not planning to retaliate. But it will definitely be watching

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the moves of Zatak. Zatak should also be careful not to take these spoofs too far with follow ups. Too much spoofs can give a perception that Zatak does not have an identity of its own. Zatak is seen as the direct competitor to Axe and is also doing well because its been pricing its products a little cheaper. (Rs 130 for 200 ml) For Axe the way forward will require them to bring the prices of their products down and look to set up a manufacturing hub in India. For Zatak, its about consolidating their position without losing out their consumers to newer entrants. There are other suitors too for the No.1 slot. NIVEA Mens Deodorant, Sport for Men, which entered the market at the end of 2007, has already overtaken Park Avenue. Its the number-three deodorant brand with a market share close to 9%. Nivea deodorant moved from being the No 7 player in the category in 2007 to being the No 3 player in 2008. This was supported considerably through the launch of NIVEA Deodorant Energy Fresh for Women. The brand also engaged the young Indian consumer through innovative below the line activations. NIVEA Deodorant Sport went to young male consumers with Whats your Sport activation that brought alive an element of sport in their day to day activities. The younger female audience was addressed with the NIVEA Soft Stay Simply Beautiful road show.

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Nivea is present in 600 stores across the country. Its Price ranges from Rs 143 to 200 Vol- 120ml, 150 ml.

The growth in the deodorant industry prompted two other players to enter this segment earlier this month. While Henkel launched Fa Mens Extreme with film actor Bipasha Basu as its brand ambassador, Elder Health Care along with VLCC launched Fuel for Men. Henkel has entered the male deodorant segment with the launch of Fa Men-Xtreme brand of deodorants. Fa Men-Xtreme comes in three variants Speedster, Energy Zone and Cool Wave. Launched in March pan-India, Fa is positioned on the platform of Freshness. It has the tagline "Feel Good Freshness ". The brand has roped in the bollywood diva Bipasha Basu as the brand ambassador. The brand is running its first television

commercial across various channels. But the positioning of its line extension is not in sync with the parent brand. Fa Xtreme is not complementing the core brand Manthra of Fa. Instead it is moving in the direction of brands like Axe and Set wet. This is causing a brand dilution. Fa could have used the "freshness" platform for its men's range. No deo brand has taken the freshness platform (except Cinthol). Hence
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Fa Xtreme could have easily created a distinct place in the men's grooming category if it had followed its parent brand's positioning. FA Men Xtreme is priced at an MRP of Rs 140(150 ml). There are other international players like Adidas, Nike, Police and Park Avenue who have established themselves in India with a fair amount of the market share with them. They are priced close to each other leading to increase in competition. The customer buys one of these products either because he is very loyal to that brand or because he might just like the fragrance of a particular brand. Nike was launched by the house of Nike Perfumes in 1929. Nike Casual is a trendy accessory for men of all age groups. Vol 150ml. Rs 187 to Rs 459 range. CavinKare is also set to join hands with Paris-based $3.5 billion fragrance products maker, Coty, to establish Adidas brand personal care products in India. Under the proposed agreement, CavinKare will be responsible for the branding, marketing and distribution of Adidas deodorants in the country. (Vol 150 ml Rs. 199-549). The market for male deodorants at an average price of Rs 140 per bottle is roughly 21.4 million cans per annum.

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Recommendations
1. Setting up a production plant in India to reduce costs and improve distribution. 2. Entry into the perfume industry under the same name. 3. Address both the genders. Release a deodorant for women. 4. Entry into the soap entry under the same brand name to compete with Cinthol in the soap for men segment. 5. Axe deodorant should come up with a break open seal to avoid duplication and refilling.

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Bibliography
1. http://www.business-standard.com/india/ 2. http://www.wikipedia.org/ 3. http://www.hul.co.in/ 4. http://www.google.co.in 5. http://www.indiainfoline.com/ 6. http://www.businessweek.com/ 7. Marketing Management, 13th Edition, Pearson Education

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