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CAVINKARE’S INDICA EASY: LAUNCHING SHAMPOO HAIR COLOUR1

Renuka Kamath, and Shabbir Husain R.V. wrote this case solely to provide material for class discussion. The authors do not intend
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On September 30, 2017, C. K. Ranganathan, chairman and managing director of CavinKare Private Limited
(CavinKare), was reviewing the past year’s business performance with a critical eye on the fast-growing
hair colour market. The innovation-driven company had launched Indica1 Easy in 2015, creating a new
subcategory of hair colour—the shampoo hair colour. It had created waves in the industry and had done
well. The growth of shampoo hair colours had been promising over the last two years.

While Ranganathan was happy with the company’s progress so far, he was keen to make deeper inroads in the
hair colour market. The options before him were clear, and he had a difficult choice to make. Should the growth
come from the existing products and their markets, from new markets which could be tapped, or from further
exploration into innovative new products? The choice could be any one of these, or a combination.

Ranganathan realized that competition was only going to intensify in the hair colour market. CavinKare
had to move fast to capture a higher market share.

CAVINKARE PRIVATE LIMITED

Ranganathan started the company under the name of Chik India in 1983, with Chik Shampoo as its
introductory product. Chik India was renamed Beauty Cosmetics Private Limited in 1990 and in 1998 it
became CavinKare Private Limited.2

CavinKare business lines began as personal care products (hair care, hair colour, skin care, and fragrances), and
expanded into professional care products for salons as well as food and beverages. CavinKare’s revenue was
₹13 billion3 in 2016–2017, with over 60 per cent of the business coming from the personal care portfolio.

From the beginning, Ranganathan placed a lot of emphasis on innovation within the company. The firm
focused on providing innovative, convenient, and affordable products to its consumers. CavinKare spent
2.5 per cent of its revenue on research and development (R&D).4

1
Indica is classical Greek and Latin for "of India". The company named the brand aligning its association with India.

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Propelled by Ranganthan’s outlook, the company had a clear philosophy of avoiding copycat products and
launching a product only if it offered something distinct and different to its consumers. This gave the
company a competitive edge and allowed it to set profitable prices based on consumers’ willingness to pay
for unique products.

The company had many patents, nearly 25 per cent of which were implemented in their various products.
The strong innovation pipeline ensured facilitation of four to five new product launches in different
categories every year.5

CavinKare approached R&D in two ways. It was either done using specific requirements that originated
from one of the product divisions, or it was ongoing and based on consumer insights from national or global
trends. The second approach included understanding consumer needs and challenges, exploring what was
new in domestic and international markets, conducting research, and generating a portfolio of new potential
offerings. Based on the needs identified by the marketing teams, R&D proposed new offerings which were
then assessed for business potential.

Product distribution in India was the key to the success or failure of many brands. The Fast-Moving
Consumer Goods (FMCG) industry followed the distributor model, where the distributor was an
intermediary between the company and the retailers (see Exhibit 1). Trade in a geographical territory was
managed by a distributor who in turn distributed the goods to the retailers. This model was relationship-
oriented and a company’s relationship with their trade partners (distributors and retailers) had to be nurtured
and based on trust.

Similarly, retailers had a relationship of trust with their consumers in which they recommended products
and brands. CavinKare was a strong brand in the southern part of India with trade partners and consumers.
Its south India-focused communication and distribution network ensured that CavinKare brands resonated
well with the consumers in that region. CavinKare’s relationship with trade partners was their strong point
because there was mutual trust and respect. This was important because the company’s growth was based
on innovative product launches.

CavinKare’s Personal Care Product Portfolio

The hair care branch of CavinKare contributed over 70 per cent of its personal care revenue and the share
of hair colour in the portfolio was growing (see Exhibit 2). The brands Chik, Meera, Nyle, and Karthika
formed part of the hair care portfolio while Indica, first launched in 1995, was the only brand in the hair
colour category. CavinKare also had skin care and fragrance brands (Spinz and Fairever), and a men’s
grooming line (Biker’s).6

HAIR COLOUR AND THE CONSUMER

Hair colouring was primarily carried out for cosmetic reasons—either to cover grey or white hair or for a
self-expressive fashionable look. Indian consumers young and old had seen hair colour evolve from natural
ingredients such as henna leaves, to packaged henna, powder dyes, and then crème hair colours. Throughout
this evolution, the inconveniences of preparation, safety (minimal hair damage), application, messiness,
staining, waiting time, and odour were drawbacks that consumers had to endure. With product innovations
over time, most of these aspects were improved by the introduction of instant-mix which made application
easier, reduced waiting time, and made hair colour fragrant.

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According to consumer reports, women were the main hair colour consumers in India. Men used hair colour
primarily for grey coverage and did not require as many hair colour variants as women. Women consumers
were more particular about their hair texture and appearance than male consumers in India and demanded
far more product variants.7

To use and apply hair colour, the consumer had to mix two parts of the hair colouring formula: a colourant and
a developer. The type of hair colour varied depending upon the colourant type and the developer used. The
colourant base could be powder or crème and the developer was either water, hydrogen peroxide, or oxygen.
These combinations were an outcome of product innovations resulting in pure henna, powder hair colour, crème-
based hair colour, oil-based colour, vapour hair colour, and liquid-based hair colour (see Exhibit 3).

With an average usage of only three times a year per consumer (compared to four and a half times in the
United States), India had potential for an increase in hair colour usage in 2015.8 A study by The Nielsen
Company, LLC reported that 37 per cent of households in India used hair colour.9 Hair colour was a growing
market that was slated to grow upward of 50 per cent by 2020.10 Usage was much higher in urban India at
60 per cent, as compared to rural India at 26 per cent.11

Ranganathan had noted an interesting pattern: that the market share was directly proportionate to awareness
of a brand. Investing in building brand awareness with consumers was imperative.

INDICA AND THE COMPETITION

Godrej Consumer Private Limited (Godrej) launched Godrej Liquid Hair Dye in 1974, becoming the pioneer of
hair colour in India. Its offering was such a success that hair dyes became synonymous with Godrej in the 1970s
and 1980s. In 1981, Godrej expanded its product portfolio to add the easy-to-use powder form, with the
marketing statement of Kaato, Gholo, Lagaalo (Hindi phrase meaning Cut, Mix, Apply).12

In 1995, Godrej made its powder hair dye available in single-use (3 gram) sachets priced at ₹7, making hair
colour very affordable (see Exhibit 4)13. In 2008, Godrej rebranded its liquid hair colour dye as Godrej
Expert and launched crème-based hair colour Godrej Expert Rich Hair Crème in 2012. Godrej was the first
company to introduce crème in a sachet and to price the single-use sachet affordably at ₹30.14

The 1990s and early 2000s were characterized by traditional hair colour products: powder hair colour, liquid
chemical hair colour, and the natural oil-based kesh kala. Another competitor, Hygienic Research Institute
Private Limited (HRIL) started with powder hair colour under the brand name Vasmol but soon expanded
into an oil-based hair colour called Super Vasmol Kesh Kala. It established a major stronghold in the market
with more than 90 per cent market share.

While Godrej was the market leader in chemical hair colours, Super Vasmol led the kesh kala market.
Driven by the feedback that women in India wanted to colour all their hair and not just the grey, HRIL
launched the Streax brand in 2005. Streax provided an extensive range of colours to choose from and
gradually went on to acquire 10 per cent of the crème hair colour market in India.15

The French company L’Oréal made an entry into India in the mid-1990s, followed by the German company
Henkel. L’Oréal India’s focus was the upper and middle class urban demographic. In the Socio Economic Class
(SEC) system used by the Market Research Society of India, this demographic was categorized as urban A/B.16

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Targeting this premium market segment, L’Oréal used international models and top Indian movie actors,
including Miss World 1994 Aishwarya Rai, as their brand ambassadors17. They competed primarily in the
crème-based hair colour market with 60 gram (gm) and 60 millilitre (ml) packs priced in the ₹130–150
range. Driven by L’Oréal’s launch of crème hair colour in India, Godrej responded by launching affordable
crème-based sachets in the ₹30–35 bracket.18 Responding to this, L’Oréal launched Garnier Colour Naturals
in sachets starting at ₹49 per sachet.

Godrej positioned itself based on the functionality of the product, focusing on its coverage of grey hairs
and details about its ingredients. L’Oréal chose a more emotional appeal as encapsulated in its famous
tagline Because you’re worth it.19 L’Oréal and Godrej primarily used a pull-based strategy20 focusing on
high brand recall and above-the-line brand promotion.21

In 2013, L’Oréal spent 25 per cent of its previous year’s revenue on promotion, as opposed to the personal
care industry average of 15–18 per cent.22 On the other hand, given the wide distribution reach with their
target segment and their lower priced products, both Super Vasmol and Godrej’s powder products used
trade and consumer offers, in addition to advertising, to effectively drive sales.

CavinKare made its first foray into the hair colour market in 1995 with the launch of Indica hair colour.
Indica was launched as a powder hair colour based on consumer feedback that hair colouring needed to be
a safe experience. Indica, like most brands in the Indian market, was targeting women and men in the age
group of 25–50 years of age who were conscious of their greying hair or wanted to experiment with
attractive hair colours. Indica promoted a youthful feeling with the catch phrase Baalon ko de dil ki umar
(a Hindi phrase meaning hair that spells youth).23

10-MINUTE HAIR COLOUR

A decade after the Indica powder hair colour launch, Ranganathan felt that it hadn’t captured the kind of
market volume that had been anticipated. Crème-based hair colour was a proven product but had
competition from L’Oréal’s Garnier Colour Naturals and Godrej Expert Care. CavinKare was prudent in
its marketing spending, unlike L’Oréal and others who were comfortable investing in brands for 10–15
years before they saw any returns.
CavinKare promoters looked at market opportunities that would set up brands for success and be profitable
in a shorter time. They were not sure whether spending heavy money in building the crème market and
competing in it would be sensible. Ranganathan and his team reviewed the market to explore options of
either making inroads into the crème market or entering a different market with the launch of innovative
new products. Ranganathan firmly believed in not just innovation but in making innovation affordable, in
line with his philosophy that what the rich could afford should be available to everyone.
In 2007, the company commissioned a consumer survey to understand difficulties with the current hair
colour offerings. One of the issues predominantly stated by consumers across product forms of powder,
crème, and henna was that the entire process of colouring one’s hair required a lot of time. Benchmarking
competition showed that a minimum hair colour application time was 30 minutes. Consumers considered
this a waste of time.
Moreover, due to the messiness they had to sit still and ensure the colour didn’t transfer itself to anything
or anyone. This was a concern expressed by those who used hair colour at home as well as those who went
to the salon. With this feedback in mind, the CavinKare R&D team initiated work on a product that could

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significantly reduce the colour application time and came up with a non-drip formula that required only 10
minutes of colouring. This led to the relaunch of Indica hair colour in 2009.

Relaunching Indica was a breakthrough in the industry because it reduced the hair colouring time by one-
third. The initial set of Indica relaunch campaigns focused on reduced time as the key benefit.24 CavinKare
followed up the launch with market research to assess consumer reactions. It found that the 10-minute
product was seen as a big benefit, but there were also detractors.

Some influencers said that the time was reduced by so much that there had to be a higher ammonia content
that would lead to damaged hair, and key influencers such as salon owners began dissuading consumers
from colouring their hair at home, stating that it was unsafe. This wasn’t surprising —salon owners wanted
consumers to spend more time at their salons because it increased their opportunity to sell other products
and services. The marketing team from CavinKare was quick to act upon these survey results. Indica’s
communication narrative was changed to the promotion of its 10-minute hair colouring along with an
assurance of safety. To drive the campaign convincingly, CavinKare engaged leading celebrities who had
consumer trust to provide the safety guarantee.25

While Indica did gain traction with the 10-minute offering, it was not an unqualified success. There
appeared to be two reasons for this: First, Godrej and L’Oréal were spending big advertising money on the
crème colour market, resulting in consumers upgrading from powder hair colour. Second, consumers still
went to salons and their hair colouring time did not change much because salon owners provided them with
additional services, ensuring that they stayed longer.

In 2013, Indica made an opportune move by adapting the 10-minute formula and strengthened its position
by entering the fast-growing crème market with Indica Crème. The crème hair colour market was estimated
to be around ₹7 billion in 2014, growing at 19 per cent in value terms and over 60 per cent in volume terms.
L’Oréal was the market leader in this market with around 70 per cent market share.26

Indica Crème launched in three colour variants. Natural Black and Darkest Brown were priced at ₹155 for
115 ml, while Burgundy was ₹160.27 The advertising continued to focus on the 10 minute advantage with
an added benefit of smooth and shiny hair. For comparison, a 100 ml package of Godrej was priced around
₹100, while the 130 gm package of Garnier Colour Naturals was priced upward of ₹150. Godrej also offered
a single-use sachet (20 ml developer and 20 gm colourant) for ₹30 which made it very affordable.

INDICA EASY: LAUNCHING THE SHAMPOO HAIR COLOUR

In 2015, the hair colourant category was approximately ₹27 billion (including Henna) and was growing at
an annual rate of 5.6 per cent. The crème hair colour line comprised a significant share of the hair colourant
category, at 30 per cent, growing at an annual rate of 20 per cent. This rate of growth in crème hair colour
was driven by convenient crème sachets, primarily Godrej Expert Rich Crème.

Research showed that many consumers continued colouring their hair at home, even though they still
considered it a messy affair that required at least 30 minutes of application time for non-Indica users.
Moreover, they needed to persuade someone at home to help them apply the colour to their hair. It was
frustrating and consumers didn’t look forward to colouring their hair—but there was no other option. Could
there be a cleaner, easier way to do this?

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In 2015, based on this consumer feedback, a shampoo-based hair colour was developed by the CavinKare
R&D team. The product had to be applied to dry hair, left for 10 minutes, and then rinsed off like a shampoo.
The shampoo-based hair colour was different from other hair colour options in the market, and this was
where CavinKare’s product innovation demonstrated its true ability. This hair colour used a shampoo-based
colourant and had a liquid developer. Unlike other options, the shampoo hair colour did not have two
sachets but instead had two compartments, one within the other. It was easy to mix and apply, did not
require a brush and a bowl, and took less time for the application.

CavinKare followed the Stage-Gate® system for its innovation process.28 In line with this process, before
launching the new product, CavinKare first carried out a concept testing exercise with its target consumer
group by enlisting an external research agency. Concepts highlighting functional and technical benefits
were used for testing (see Exhibit 5). The survey was conducted with both male and female respondents in
the 25–40 year age bracket belonging to the SEC A/B category.

Ranganathan and his team were clear that they wanted to focus on converting existing powder or crème
hair colour users; therefore, existing hair colour users were considered for concept testing. The concept
testing results highlighted a strong preference of respondents for the two-minute massage followed by 10-
minute colour delivery.

The testing also presented respondents with various price points that they would be comfortable paying for
a single-use sachet. Respondents gave a range from ₹25 to ₹34 (12.5 ml colourant and 12.5 ml developer),
with an ideal price point of ₹29. The ideal price point represented the price at which an equal number of
respondents saw the offering as too expensive and too cheap. It represented the ideal price for the service.29

The overall trial intention (respondents who had indicated that they were highly likely to try the product)
was reported around 90 per cent. Based on the positive consumer feedback from concept testing, CavinKare
launched this shampoo-based hair colour under the name of Indica Easy.

In line with CavinKare’s conservative approach, the Indica Easy launch also had to be innovative with
limited media spending. Continuing with their regional marketing approach, they decided to focus on select
geographies. Southern geographies like Tamil Nadu and Andhra Pradesh gave media buying advantage
since select, moderately priced vernacular regional channels could be used for promotion. In the northern
Hindi-speaking belts like Uttar Pradesh, they would have to go with the more expensive national channels.
Geographies like Rajasthan had a preference toward offerings like henna, with preferred local regional
players. These areas would be difficult to penetrate and may not be as successful.

CavinKare also had to consider the best distribution channels during the launch. Trade partners’ (both
distributors and retailers) knowledge and willingness to take on a new product were key considerations.
Trade partners in general supported CavinKare’s new launches since CavinKare’s trade practices were
considered as fair and secure. In the past, CavinKare had been very supportive in taking back products if
they did not perform well in the market. Ranganathan and his team were fully aware that the launch of
Indica Easy might result in sales and trade cannibalization.30

Indica Easy was launched and did well by commanding over 50 per cent market share in its geographical
market area. As expected, the shampoo-based hair colour attracted consumers from all markets including
henna, powder, and crème.
The south Indian states of Kerala, Karnataka, and Tamil Nadu accounted for one-sixth of the entire India
hair colour market in terms of volume (see Exhibit 6). Approximately 50 per cent of CavinKare’s distributor
and retailer network were in these states and Indica Easy was among the top three brands in terms of market

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share in some of them. Shampoo-based hair colour seemed to be gaining traction in southern states (see
Exhibit 6) because of Indica Easy’s predominantly south India focus. Initial success in the south Indian
market suggested similar growth opportunity in other parts of the country. It was also evident that
competition would enter this space aggressively, given the consumer acceptance.

THE ROAD AHEAD

It was 2017 and as Ranganathan reflected on Indica Easy’s successful journey in the portfolio so far (see
Exhibit 7), he wondered whether shampoo hair colour could remain unique as the primary way forward for
hair colour. If yes, what could possibly be done to further increase the penetration in the market and thereby
the market share? As a predominantly south India-focused company, should CavinKare look at expanding
to other geographies in India with its current portfolio?

The hair care market in south India was estimated to be approximately 25 per cent of the overall Indian hair
colour market in 2017, with Godrej Expert as the market leader.31 It was anticipated that this market was
going to be keenly contested in the near future. CavinKare had started exploring other parts of India for
business expansion. While the response in other parts did not match its performance in south India, the
expansion looked promising. For example, in West Bengal, a large state in the eastern part of India,
CavinKare garnered a share of over 5 per cent in 2017 but had a weighted distribution32 of only around 50
per cent, as compared to the south Indian states where it had over 80 per cent weighted distribution. This
suggested an opportunity to expand the quality of distribution. A success story of quality of distribution
came from the eastern India state of Assam. CavinKare had managed to make inroads in Assam with over
10 per cent market share driven by having over 80 per cent weighted distribution coverage.

A further consideration was whether CavinKare should rely on shampoo-based hair colour going forward
or whether growth could come from other product categories (e.g., oil-based, spray-based). Another
question on Ranganathan’s mind was if CavinKare should focus on the male demographic, since the
competition was focusing on women. If it did that, would CavinKare end up losing the larger women’s
demographic? A small-scale survey had revealed that males might be contributing to 20–40 per cent of the
market across shampoo categories and this share could be captured through more premium offerings.

There were many open-ended and challenging questions for Ranganathan to answer. He reflected at the
intellectual challenge that these questions posed. After all, these were the challenges that gave the adrenalin
rush to his entrepreneurial spirit all these years. But what would be the right direction for the company?

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EXHIBIT 1: FAST-MOVING CONSUMER GOODS DISTRIBUTION STRUCTURE IN INDIA

Source: Created by the case authors.

EXHIBIT 2: CAVINKARE PRIVATE LIMITED PERSONAL CARE MARKET CONTRIBUTION

Total Personal Care

Financial Year Hair Care Hair Colour Skincare and Fragrances
2014–15 75% 14% 11%
2015–16 72% 17% 11%
2016–17 72% 18% 10%

Source: Created by the authors based on company sources.

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EXHIBIT 3: TYPES OF HAIR COLOUR

Hair colour Colourant Developer format Perceived benefits Perceived negatives Consumer User level
format
Henna-based Powder Water • Fewer chemicals • Dripping Urban/rural sec B/C Entry level
powder hair • Measured • Longer wait time
colour • Known application • Help needed
procedure
• Longer retention time
• Colour options
Pure henna Powder Water • Multi-use • Dripping Urban/rural sec A/B Entry level
powder hair • No chemicals • Overnight soaking
colour • Known application and wait time
procedure • Only one colour
• Longer retention time • Help needed
• Conditioning of hair
Kali Mehendi Powder Water • Fewer chemicals • Dripping Urban/rural sec B/C Entry level
powder hair • Measured • Dries out hair
colour • Known application • Only one colour

2024.
procedure • Help needed
• Longer retention time
Crème hair Cream Liquid • Single sachet • Long lasting colour Urban sec A/B Experienced user
colour • Touch up packs • Chemicals
• Makes hair look rich and • Help needed
shiny
• Multi-colour options
• Pre-measured single-use
sachet
Liquid hair colour Liquid Liquid • Multi-use pack • Dripping Urban sec C/D Experienced user
• Easy-to-mix liquids • Only one colour
• Help needed
Oil-based liquid Oil Air • Multi-use pack • Very high wait time Urban sec C/D Experienced user
hair colour • Least procedure time • Only one colour
• Apply like oil option
• No help needed

Source: Created by the case authors based on company sources.

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EXHIBIT 4: INDICA LAUNCH AND COMPETITION

Year Activity Format Target Consumer Competition
1995 Existing Powder hair
Launch of Indica brand Powder • Godrej Powder
colour users
2009 Relaunch of Indica with Existing powder hair • Color Mate
Powder
10-Minute Hair Colour colour users • Godrej Powder
2013 • Garnier Crème
Launch of Indica Existing powder hair
Crème • Godrej Crème
Crème colour users
• Streax
2015
• Garnier Crème
Existing powder hair
Launch of Indica Easy Shampoo • Godrej Crème
colour users
• Streax

Source: Created by the case authors based on company sources.

EXHIBIT 5: INDICA EASY CONCEPTS USED FOR TESTING

Source: Created by the case authors based on company sources.

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EXHIBIT 6: HAIR COLOUR MARKET BREAKDOWN IN REGIONS OF INDIA (2017)

Region Crème Powder Shampoo Henna-based Henna Kesh Kala

Non-South 38% 19% 1% 17% 18% 7%
South India 26% 19% 3% 22% 18% 9%
(Andhra Pradesh, Tamil Nadu, Karnataka)*
All of India 36% 19% 1% 18% 18% 7%

Note: *Share of south India as a percentage of entire India market = 16.53%

Source: Created by the case authors based on company sources.

EXHIBIT 7: CAVINKARE’S INDICA PORTFOLIO

Financial Year Indica Powder Indica Crème Indica Easy

2014–15 94% 6% —
2015–16 82% 5% 13%
2016–17 65% 6% 29%

Source: Created by the case authors based on company sources.

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ENDNOTES
1
This case has been written on the basis of published sources. Consequently, the interpretation and perspectives presented
in this case are not necessarily those of CavinKare Private Limited or any of its employees.
2
“What’s Special About Us?” CavinKare Group, accessed September 6, 2021, https://cavinkare.com/about-us.
3
₹ = INR = Indian rupee; US $1 = ₹65.29 on September 30, 2017; all currency amounts are in ₹ unless otherwise specified.
4
Our Bureau, “CavinKare Plans to Tap Equity Market to Boost Inorganic Growth,” The Hindu Business Line, June 6, 2018,
https://www.thehindubusinessline.com/news/ article24097873.ece.
5
Our Bureau, “CavinKare Plans to Tap Equity Market.”
6
“What’s Special About Us?” CavinKare Group.
7
“India Hair Color Market by Product Type, Formulation, Gender, Application, Region and Company—Forecast to 2026,”
Business Wire, August 13, 2020, https://www.businesswire.com/news/home/20200813005674/en/.
8
“Hair Color/Dye Market in the US—Statistics and Facts,” Statista, December 2, 2020, https://www.statista.com/topics/6216/.
9
Godrej Consumer Products, “Investor Presentation,” PowerPoint presentation, June 2015,
http://www.godrejcp.com/Resources/uploads/meet_presentation/GCPLInvestorsPresentationJune2015.pdf
10
Simran Sabherwal, “CavinKare Wants to Replicate Its Success Beyond the Vindhyas,” Exchange4Media, January 21, 2021.
https://www.exchange4media.com/marketing-news/expect-more-innovations-from-calvinkare-venkatesh-vijayaraghavan-102380.html.
11
“India Hair Color Market.”
12
Vivek Gambhir, "40 Years Ago... And now: Becoming hair experts," Business Standard, accessed March 1, 2022,
https://www.business-standard.com/article/management/40-years-ago-and-now-becoming-hair-experts-114110900762_1.html.
13
Godrej Consumer Products, "The Unbelievable Hair Colour," accessed March 1, 2022,
https://www.godrejindustries.com/public/uploads/press_release/GCPL%20launches%20the%20all%20new%20Godrej%20E
xpert%20Rich%20Creme%20hair%20colour.pdf.
14
Rozella Laha, "FMCG firms disrupt premium categories for growth," Fortune India, accessed March 1, 2022,
https://www.fortuneindia.com/macro/fmcg-firms-disrupt-premium-categories-for-growth/102861.
15
“How Streax Revolutionised the Hair Colour Market in India,” The Economic Times, updated October 1, 2019,
https://economictimes.indiatimes.com/articleshow/71384619.cms.
16
Socio Economic Classification (SEC) is used to classify and target consumers based on educational qualifications of the
chief wage earner in the household and the number of assets owned; Media Research Users Council, Socio Economic
Classification, May 3, 2011, https://mruc.net/uploads/posts/b17695616c422ec8d9dadafc1c3eec26.pdf.
17
Bubbles, "Cannes 2014: Aishwarya Rai Bachchan at the premiere of 'Deux Jours, Une Nuit'," Pinkvilla, accessed March 1, 2022,
https://www.pinkvilla.com/entertainmenttags/cannes-2014/aishwarya-rai-bachchan-premiere-deux-jours-une-nuit-cannes-film-festiv.
18
Namrata Singh, "Sachets boost crème hair colour biz," The Times of India, accessed March 1, 2022,
https://timesofindia.indiatimes.com/business/india-business/sachets-boost-crme-hair-colour-biz/articleshow/66530775.cms.
19
“Because You’re Worth It,” L’Oréal Paris, accessed September 6, 2021, https://www.lorealparisusa.com/because-youre-worth-it.
20
A pull based strategy: The firm uses promotions for building consumer demand for their product or service, resulting in
consumers getting ‘pulled’ towards the brand/product.
21
Above the line or ATL brand promotion: Promotion through methods that focus on capturing a mass audience viz.
advertisements on television, radio, billboards etc. ATL results in massive advertising spends.
22
Kar, Sayantani. “Garn(i)ering Volumes,” Business Standard, January 21, 2013. https://www.business-standard.com/article/
110101800034_1.html.
23
Ashwini Gangal, “CavinKare’s Indica Business Goes to Curry Nation,” afaqs!, April 16, 2013.
https://www.afaqs.com/news/advertising/37256_cavinkares-indica-business-goes-to-curry-nation.
24
“Zoot Review Indica 10 Minute Herbal Hair Color TVC: Tamil,” YouTube video, 0:33, posted by “ZootReviewINDIA,” May
22, 2011, https://www.youtube.com/watch?v=jY915S2CbSk.
25
“Indica 10 Minutes Hair Colour with Irfan Khan,” YouTube video, 0:27, posted by “CavinKare,” December 11, 2021,
https://www.youtube.com/watch?v=6sst7jS3_2s&list; “Indica 10 Minutes Hair Colour,” YouTube video, 0:25, posted by
“CavinKare,” December 12,2012, https://www.youtube.com/watch?v=p-nSMLtDpjg&list.
26
“L'Oréal to Open 100 Million Case Hair Colour Plant in Himachal Pradesh by Mid-15,” The Economic Times, November 16,
2014, https://economictimes.indiatimes.com/ articleshow/45165776.cms.
27
“CavinKare Launches Indica 10-Minute Crème Hair Colour,” The Economic Times, November 19, 2013,
https://economictimes.indiatimes.com/industry/articleshow/26036110.cms.
28
The Stage-Gate® Process appeared for the first time in 1988, introduced and patented by Robert G. Cooper. An idea or
project was divided into several stages, which were separated by gates. Each gate was a point at which a decision was made
about whether to move forward to the next stage.
29
“Pricing It Right,” Ipsos, August 1, 2003, https://www.ipsos.com/en-us/pricing-it-right.
30
The former would occur if existing consumers shifted from the current Indica product and the latter if a trade partner shifted
investment from Indica to Indica Easy, thereby impacting inventories and sales of Indica.
31
“Godrej Expert Reiterates Its Commitment to Karnataka and South India,” Indian Newz, June 22, 2018,
https://indiannewz.wordpress.com/2018/06/22/godrej-expert-reiterates-its-commitment-to-karnataka-and-south-india/.
32
Weighted distribution was described as the number of outlets that a product was present in, weighted by the importance of
the outlets. Importance of outlet in turn was measured by an outlet’s contribution to the total category sales. Weighted
distribution represented the quality of distribution of a product.

This document is authorized for use only in Ramón Chacon Resino's Business Marketing Strategy (PRE 2024-I) at Universidad Peruana de Ciencias Aplicadas (UPC) from Mar 2024 to Jul
2024.