INDEX

No. 1 2 3 4 5 6 7

Title INTRODUCTION SWOT ANALYSIS OF THE COMPANY WIPRO PRODUCTS SANTOOR POSITIONING STRATEGY PRICING STRATEGY RECOMMENDATION CONCLUSION

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ITRODUCTION

In the year of 1945, in preindependent India, a vision was born, which would eventually stand out as a brand name synonymous with innovation and integrity. Starting off with consumer products business, Wipro then diversified into newer areas including IT hardware and IT services. Such has been the dynamic power of the organization that over the past 50 years, Wipro has evolved into a leading global IT company, a company which has pioneered many an innovation in the IT services, BPO and R&D services space. Headquartered at Bangalore, India, at Wipro implement the philosophy of 'Applying Thought', thereby helping clients to "Do Business Better". Our path breaking innovations and ideas have culminated into the `Wipro Way' a process which directly impacts customer benefits by improving time-to-market, enhancing predictability and reliability, and cutting costs. Wipro's Global IT business caters to more than 150 global Fortune 500 clients across financial services, retail, transportation, manufacturing, healthcare services, energy and utilities, technology, telecom and media. We employ over 120,000 people from over 70 nationalities and 72 plus global delivery centers across 5 continents.

Milestones

1947 - Establishment of an Oil crushing unit at Amalner in Maharashtra 1970 - Manufacture of Hydrogenated cooking (Vanaspati) medium at Amalner 1982 - Introduced Flexi Packs for Hydrogenated cooking medium - a first in India 1986 - Santoor soap launched 1991 - Wipro Lighting established 1991 - Wipro Baby Soft Products launched 1999 - Launch of Wipro Active 2003 - Launch of Wipro Safewash 2003 - Glucovita acquired 2003 - Chandrika Marketing Rights obtained 2004 - Launch of Santoor Facewash and Cream 2005-06 Amongst the fastest growing FMCG companies 2006 - Acquisition of North West Switches 2007 Acquisition of Unza, One of the leading companies of South East Asia, in personal care business. 2009 Relaunch of Santoor. WCCLG Revenues cross Rs. 2000 Cr.

SWOT ANALYSIS OF THE COMPANY Strengths:1) Wipro consumer care is certified by ISO 9001, ISO 14001, ISO 18001 and all these certifications integrated contributed to Integrated Management System. 2) Wipros business engine is powered by people, process and infrastructure excellence. It is fuelled by culture and values, innovation, brand, good governance and good citizenship. 3) Wipro are the pioneers of process excellence in Information Technology. In the world of IT they have been the first to deploy and ingrain ISO, Six Sigma. CMMi, PCMM and Lean. 4) Their scalable, robust processes have delivered value to customers through their Global Delivery Model, Software Factory Model and the Offshore Delivery Centre Model. 5) For consumer care and lighting products, it has access to more than 1.5 million retail outlets. This distribution reach provides Wipro with a significant competitive advantage and allows it to grow business with minimal increases in personnel. 6) The ability to retain highly skilled personnel is enhanced by leadership position, opportunities to work with leading edge technologies and focus on training and compensation. 7) Wipros strengths in Research and Development services position it to take advantage of a recovery in global research and development spending.

Weakness:1) Wipros failure to complete fixed price, fixed time frame contracts on budget and on time may negatively affect the profitability, which could decrease the value of the shareholders investment. 2) Wipro is investing substantial cash assets in new facilities and physical infrastructure, if the business does not grow proportionately, the profitability could be reduced.

3) Most of the client contracts can typically be terminated without cause and with little or no notice or penalty, which could negatively impact Wipros revenue and profitability. 4) Communication between the company and end-users is not satisfactory.

Opportunities:1) Wipro has the opportunity to engage in future acquisitions, investments, strategic partnerships or other ventures that can enable to anticipate and develop new services and enhance existing services in order to keep pace with rapid changes and in echnology and the industries on which it focuses. 2) The BPO services revenue depend to a large extent on a small number of clients and the revenue could decline if a major client reduces the volume of services obtained. Wipro has the opportunity to increase the client base. 3) Low quality, delay in service, inability in customized design and requirement, inferior finishing of other brands have posed an opportunity for Wipro to capture major share in the market.

Threats:1) Wipro focuses on high growth industries, such as networking and communications. Any decrease in demand for technology in such industries may significantly decrease the demand for its services, which may impair the growth and cause the revenues to decline. 2) The revenues and expenses are difficult to predict due to fluctuation, given the nature of the markets. This increases the likelihood that results could fall below the expectation of market analysis, which could cause the price of equity shares and ADSs to decline. 3) The revenues could be significantly affected if the governments, in geographies that Wipro operates in, restrict companies from outsourcing work to foreign corporations. 4) An economic slowdown, terrorist attacks in the states and other acts of violence or war could delay or reduce the number of new purchase orders and disrupt operations in the United States, thereby negatively affecting the financial results and prospects.

5) Restrictions of immigration may affect the ability to compete for and provide services to clients in the US, which could hamper growth and cause revenue to decline.

WIPRO PRODUCTS
Today's dynamic retail market is brimming with a plethora of FMCG products. Wipro Consumer Care and Lighting (WCCLG), a business unit of Wipro Limited, has contributed a range of consumable commodities to these. Established in 1945, the first product to be introduced by WCCLG was vegetable oil, later popularized under the brand name 'Sunflower Vanaspati'. In the subsequent period, other Wipro brands managed to attract and retain a large consumer base, thus establishing Wipro's market presence. From personal care products, such as Wipro Baby Soft and Wipro Safewash, to toilet soaps like Santoor and Chandrika, we incorporated the changing needs of our consumers into our varied merchandise. We are the owners of international brands like Yardley and Unza. We also provide comprehensive lighting solutions with fittings like Smartlite CFL, LED, emergency lights and more. These power-saving innovations have carved a niche for themselves in diverse industries IT/ITES, retail and pharmaceuticals. Through our dedicated services, customer-centric products, and acquisitions, we have gained the loyalty of millions of global consumers, making Wipro Consumer Care and Lighting one of the fastest growing companies in the FMCG segment. Here, I am taking Santoor product and also explained details about Marketing Strategy, Pricing Strategy, Source Factor Analysis.

ABOUT SANTOOR PRODUCT

Consumer Care business is the mother unit for Wipro Corporation. Starting with Vanaspati in 1947, Wipro Consumer Care has come a long way with products spanning across Soaps, Health and Wellness, Toiletries and Baby Products. With a wide network of sales offices and depots across India and nearly 3000 channel partners, Wipros products touch lives of millions of consumers across India and 10 other countries.

All the brands are well known in their respective categories. Santoor soap is the 3rd largest soap brand in India. The equity of Santoor has been well extended to Talc, Handwash and Facewash. Chandrika is the Worlds first Ayurvedic soap with the heritage of over 60 years. The Wellness segment includes brands like Sanjeevani Honey, Glucovita and Wipro Sweet N Healthy. Wipro Baby Soft is the second largest player in baby care products and is the only company having all products for baby care starting from nipples and bottles to diapers.

SANTOOR-THE SECRET OF YOUNGER LOOKING SKIN IN INDIA. Sandal and Turmeric have been an essential part of the Indian womans skin care regimen for centuries. The tradition of Haldi uptans was an integral part of the brides wedding preparation- to make her skin look fairer and younger. Chandan was used to enhance a womans skin- making it smoother and more beautiful. But these traditional beauty treatments were too long and time-consuming for the busy Indian women to follow on a daily basis. With the passage of time these uptans became rituals reserved only for special occasions. So there was an opportunity to combine these traditional beauty treatments into one convenient form and Wipro did just that. In 1986, Wipro brought these two traditional ingredients together and Santoor was born. Santoor gave the Indian woman, natures traditional goodness at a popular price. Targeted at the middle class housewife, Santoor combined the natural goodness of two ingredients that she had grown up with - now for the first time in a convenient soap. In the next two decades Santoor became the third largest selling popular soap in India. During this time Santoor steadily became synonymous with younger looking skin. An image enhanced by a series of extremely catchy advertisements, where the protagonist, a married woman was often mistaken for a college girl. Through the years the Santoor woman became both irresistible and aspirational for every Indian woman. The times changed so did the Indian woman. She was no more the simple housewife who stayed at home and looked after the kids. As the years went by she became more outgoing and career oriented. To keep up with these changing times, Santoor White was launched. Santoor White combined the goodness of two premium ingredients sandal and milk of almonds, thus opening up a whole new market. Santoor now reached out to a whole new urban woman- a woman who excelled in her career as much as she excelled as a mother. It was an image that would now personify every Santoor woman.

Through the years, as the brand grew, so did the imagery. The Santoor woman now rubbed shoulders with celebrities Saif Ali Khan and Madhavan in the ads. She had a glamorous career- where she was not only appreciated for her beauty but was acknowledged for her achievements, both in her career as well as a mother. It was an image that not only made Santoor extremely popular in its core market of Andhra Pradesh and Maharashtra it became aspirational for women in newer markets in the north and east of India. As the popularity grew so did its market share. Santoor was now the largest soap in South India. It was also in the three most popular soaps in Maharashtra and Karnataka. Santoor is now exported to 11 countries. Today Santoor is more than just the regular orange soap. It now has a number of exciting new variants- Santoor White, Santoor Glycerine and more recently Santoor Honey and Apricot. Santoor has grown from a traditional south Indian soap to a modern beauty soap that has carried the secret of younger looking skin to more and more women across the country. Santoor is the secret of younger looking skin of a wide range of women of different ages and income groups all across the country.

SANTOOR POSITIONING STRATEGY Santoor is the flagship soap brand of Wipro Consumer Care and Lighting (WCCL) which was launched in 1985. The brand derived the name from combining Sandal + Turmeric. When Santoor was launched, sandalwood and turmeric was its main ingredient. Since already there were two brands (Moti & Mysore Soap), which were having same ingredient and were positioned as premium soap. So a mental mapping was done to where to position the Santoor soap. Santoor Soap and its competitors were analyzed on a matrix. After this mental mapping Santoor positioned itself as brand consisting of the age-old benefits of sandal and turmeric. The compaign projected a very traditional picture of the Indian women draped in a saree. The positioning was basically ingredient based at a reasonable price. Santoors advertisements were mainly focused on the ingredients that were used in soap.
Moti Soap & Mysore Soap

Price Santoor Soap

Product

It resulted in increase in sales and brand become popular but the figures reached stagnation in a matter of one year. The research suggested that customers are not correlating the brand with skin care and beauty. The research also told that women want their skin to lie about their age.

Rossiter Percy Grid

Information al
Low Involvement

Transformational

Problem Solution

Drama

High Involve ment

Comparative

Drama

Negative Motivation

Positive Motivation

Santoor wasnt telling about the benefit of its soap. But after some time when Santoor wasnt getting desired result then they repositioned the brand. They repositioned Santoor from ingredient oriented to benefit oriented soap. So far for Santoors advertisement was informative advertisement, because it was in introduction stage of its product life cycle (PLC). The Santoor woman now rubbed shoulders with celebrities Saif Ali Khan and Madhavan in the ads. She had a glamourous career- where she was not only appreciated for her beauty but was acknowledged for her achievements, both in her career as well as a mother. It was an image that not only made Santoor extremely popular in its core market of Andhra Pradesh and Maharashtra it became aspirational for women in newer markets in the north and east of India.

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As the popularity grew so did its market share. Santoor was now the largest soap in South India. It was also in the three most popular soaps in Maharashtra and Karnataka. Santoor is now exported to 11 countries. Today Santoor is more than just the regular orange soap. It now has a number of exciting new variants- Santoor White, Santoor Glycerine and more recently Santoor Honey and Apricot. Santoor has grown from a traditional south Indian soap to a modern beauty soap that has carried the secret of younger looking skin to more and more women across the country. Santoor is the secret of younger looking skin of a wide range of women of different ages and income groups all across the country.

Communication and Creative strategy:

The image being communicated is of the Santoor Woman described above who looks much younger than her actual age. Others admire her for her confidence and youthful looking skin. This admiration is further enhanced because she manages to look so youthful despite being married with a kid along with being successful in her career. This is for many an ideal aspirational image of an Indian woman. The essence of the creative strategy has remained the same throughout campaigns. It revolves around the idea of "mistaken identity" where the youthful skin of the Santoor woman gives an appearance that she is in her early twenties. The myth breaks only when her daughter

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comes along running and calls her mummy. Keeping this basic premise, the advertising of Santoor has tried to keep its relevance along with the changing times. In the campaign launched this year around the elections, the Santoor woman adds another dimension to herself. She is shown to be someone who is sensitized towards her social responsibilities as a citizen, in line with her changing roles. She goes to vote where she is stopped and asked for age proof, as she looks so young(another interpretation of "mistaken identity"). Finally after she has voted, her daughter asks her why do we vote, she replies...."aapke bhavishya ke liye" or "for your future"! Thus santoor soap has kept its relevance along with changing times and its positioning of "youngerlooking skin through natural ingredients" continues to strike a chord amongst women. It is maybe the only beauty soap whose core target group is women around 30. In terms of benefits sought it offers enhancement in terms of younger looking skin. This is a benefit which is extremely desirable to the Santoor Target Group. The Santoor soap has done its marketing homework in Targeting the perfect segment with the just right Positioning. No wonder, its the No 3 soap brand across India right now!

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PRICING STRATEGY

In Wipro two axes will be considered: The strategy axis, the overall direction of all pricing efforts in a company. The transaction axis, where pricing actually takes place. The transaction axis is a companys longitude. That is, it is the missing axis that can put a pricing program on the rocks, unable to reach the destination (return on investment, time to value, increased profits) that management seeks. Transaction axis pricing is the key to success. It is the foundation that greatly influences the strategic strength of a program. Charting the voyage of a new pricing initiative must start at the transaction level in order to see the right ROI and time to value, and to get to the desired business destination.

Leading Practices for Transaction-Based Pricing

Stage 1: BUILD PROGRAM FOUNDATION Either on the advice of an outside consultant or because of a transactional blind spot among decision makers, many enterprises skip all or part of the foundation building stage, favoring investment in the other two, more strategic stages. And like a ship navigating only with accurate latitude measurements, they do not reach their destination. The leading practices in this stage must all be implemented before any further stages are activated. The current state of the pricing organization and processes must be characterized and evaluated in order to assess readiness for improvement initiatives. Evaluation of current state needs to include at least the following items: Cost data quality Pricing method (cost-based vs. value-based) Pricing processes Pricing organisation (i.e., who is responsible for pricing?)

If management finds that the current pricing organisation is not prepared for the planned improvements, this evaluation will help identify what changes are needed. These changes must be implemented before a pricing strategy can be executed. Confirm/improve pricing data quality. In order to move pricing improvements up the strategy axis, data quality must be high. Without accurate data, report automation and quantitative metric capture will be a garbage in-garbage out exercise of no use to decision makers. Said another way, data quality is a critical path factor for pricing program improvement.

Stage 2: GAIN STRATEGY ACCEPTANCE

While pricing strategy must be accepted across the whole organization to be successful, the critical stakeholders are members of the sales team. Involving the team in strategy formulation is the best way to achieve acceptance and implementation. Including the sales organisation in the pricing strategy discussion has not just the advantage of compliance. It also provides the pricing manager with a more comprehensive picture of potential sales and the rate and magnitude of business growth.

Stage 3: CAPTURE QUANTITATIVE METRICS

Definition and continuous capture of key quantitative metrics allows in-flight improvements to pricing initiatives. This saves time and money compared to end-of-initiative results analysis and change implementation and also puts the business in a much more advantageous position in the competitive landscape. Initial definition of these metrics will have occurred during preparation of the business case upon which the program investment is based. Once the foundation is established and strategy acceptance has been achieved, the metrics must be confirmed.

Transaction axis price optimization should be based on detailed ROI, time to value and risk planning. Technology and automation solutions facilitate collection of quantitative data that can be used to design and track key metrics for the pricing improvement initiative. Leading Practice 3.1: Require vendor investment in ROI and time to value analysis. In todays market, software vendors that offer pricing solutions often cover the cost of forecasting ROI and time to value as part of the engagement. A third party system integrator with experience in transaction level infrastructure projects should be involved in reviewing and verifying the vendors predictions. Leading Practice 3.2:

Define KPIs with penalties / bonuses if variation is out of boundaries. When a pricing software vendor is selected, key performance indicators (KPIs) should be defined as part of final negotiations in order to hold the vendor accountable for results. Allowed variances from the actual KPI values and ROI estimates should also be defined and included in contract documents, along with monetary bonuses and penalties that will be incurred by the vendor if metrics are

outside the variance limits. This contractual framework incentivizes the vendor to make correct ROI and time to value estimates while forming a true partnership with one common goal; improving your transaction level infrastructure within the given time and budget constraints. Use the agreed upon KPIs as milestones throughout the project time line to ensure that the vendors ROI forecast are correct. If actual measurements are outside the variance limits, the vendor will pay a penalty or receive a bonus, depending on the nature of the overage.

RECOMMENDATION

So far Santoor has only used models as female endorser. Celebrities like Saif Ali Khan & Madhvan are used but not any female celebrity has been used. So Santoor should use some female celebrities as endorser. Celebrities like Aishwarya Rai, kajol can be used who are married but still looks pretty. It will strengthen their positioning and also advertisement will reach to a large audience.

Santoor's should also position as soap for unmarried youth and teenagers. So far Santoor's focus has been on relatively higher age group. There are just few advertisement in which model is shown as an unmarried girl. So now they should start targeting unmarried youth and teenagers.

Now Santoor should also target Male customers.

CONCLUSION
Positioning Wipro with the statement Applied Innovation had an impact on the awareness Levels vis--vis competition as it articulated a powerful differentiator. The focused, low-cost, High-impact branding exercise undertaken by Wipro through innovative marketing channels Moved Wipro to a new level as reflected in the Brand Audit for Oct 06-Jan 07 by Penn, Schoen and Berland Associates which showed that Wipro ranked second only to IBM in Favorability amongst prospective clients. A limited marketing budget, which was a fraction of What global competition had deployed, proved to be a driver of innovation rather than a Wipro Marketing.