1 | P a g e

Term Paper Report

On

Comparative analysis of marketing strategies of two FMCG giants :
Nestle and Cadbury


By

Ranjith reddy mula
A3104612142

B.COM(H) Batch of 2012-2015

Under the Supervision of

Mrs. Parul jhajharia

In Partial Fulfilment of the requirements for the Degree of
Bachelor in Commerce B.COM(H)

At
AMITY SCHOOL OF COMMERCE AND FINANCE
AMITY UNIVERSITY UTTAR PRADESH
SECTOR 125, NOIDA-201303, UTTAR PRADESH, INDIA
2013




2 | P a g e



DECLARATION



Title of the term paper - comparative analysis of the marketing strategies of the two
FMCG giants : nestle and Cadbury

I declare
(a)That the work presented for assessment in this Term PaperReport is my own, that it
has not previously been presented for another assessment and that my debts (for
words, data, arguments and ideas) have been appropriately acknowledged
(b)That the work conforms to the guidelines for presentation and style set out in the
relevant documentation.


Date : ranjith reddy mula
A3104612142
Bcom(h)-class of 2012

3 | P a g e




CERTIFICATE



I mrs parul jhajharia hereby certify that Ranjith Reddy
student of bcom (h) at Amity Business School, Amity University Uttar
Pradesh has completed the Term PaperReport on The comparative
analysis of marketing strategies of two FMCG giants : nestle and
Cadbury , under my guidance.




Mrs parul jhajharia
Assistant director
AC



4 | P a g e

ACKNOWLEDGEMENT



I have taken efforts in project. However, it would have not been possible without the kind
support and help of many individuals. I would like to extend my sincere thanks to all of
them .An Old Chinese proverb says:
When eating your bamboo sprouts, remember the men who planted them.Now that my
sprouts are ready to eat, it is time for me to express my deepest gratitude to all those who
have made this possible.
I would like to express my gratitude towards my parents and my teacher Mrs. PARUL
JHAJHARIA for their kind co-operation and encouragement which helped me in
completion of this project.

My thanks and appreciation also go to my colleagues in developing the project and to the
people who have willingly helped me out with their abilities.














5 | P a g e


CONTENTS


1. Introduction...
a) Purpose of study
b) context of study
c) Significance of study
2. Introduction: confectionary industry in India.

3. Nestle..
a) Business principles
b) Value Chain
c) History
d) Portfolio Analysis
e) SWOT Analysis

4. Cadbury..
a) History
b) Shareholding
c) New Product strategy

5. Review of Literature....


6. Analysis of Research..

7. Limitations..

8. Conclusions.....

9. Recommendations......

10. Annexure.......

11. Bibliography...




6 | P a g e


INTRODUCTION



Purpose of study:

The prima facie objective for the design of the report is to find out the causes
underlying the low market share of nestle in the Indian markets as compared to cadbury
even though it is much bigger company in terms of size ,turnover and product range

It wouldnt be true to state the fact that both Cadbury and nestle are major
competitors of each other and host a number of brands in the market .still Cadbury faces
better than nestle when it comes to market share .a number of factors are responsible for
the above mentioned problem ,most important of which could be the consumer
preference of the same and also it has been positioned into the eyes of the customer
The stated problem led the research to various places ,places near the kirana stores ,tier 1
and tier 2 cities ,focus group interviews etc.

Context of the study:
To find out the causes underlying the low market share of nestle in the Indian markets as
compared to cadbury even though it is much bigger company in terms of size ,turnover
and product range .NESTLE ,one of the largest and leading food prossing company and
has various chocolate brands worldwide ,which are doing well but Cadbury the market
leader in chocolates segment in india has made it very tough for nestle

RELEVANCE OF THE STUDY:
Cadbury India the market leader in chocolates segment has a market share of 71.9%
while Nestle India chocolate has a total market share of 24.7% (Market share; Aarati
Krishnan)

The research method used is a comparative one wherein the comparison between
two big brands has been done. Cities like Delhi, ghaziabad etc have been taken under
consideration. The type of sampling chosen is random. The total sample size was around
200.
7 | P a g e



The analysis was carried out on the basis of the following:
1 .The various age groups were designed between intervals of 5-13 yrs, 14-20yrs,
21-27yrs, 28-35yrs, 36-45yrs, 45yrs and above.

2. The reasons foe which consumers buy chocolates i.e. for self- consumption,
family etc..

3 .The preference of the chocolates was recorded.

4. Also the research has tried to analyze the problem by trying to find out as to
whether the consumers are aware of the brand or label to which various
chocolates belong.

5. The frequency at which chocolates are bought.

6. Since the survey was carried out during the Diwali season hence the gift
packets of both the brands were considered.

7. advertisements, their frequency and their retention by the customers.

8. Factors like price, taste, company, pack size, packing, availability, calories
(ingredients) were ranked by the consumers on the basis of their preference.





8 | P a g e



CONFECTIONARY INDUSTRY IN INDIA
The Indian confectionary industry is approximately divided into:
Chocolates
Hard-boiled candies
clairs & toffees
Chewing gums
Lollipops
Bubble gum
Mints and lozenges
The total confectionery market is valued at Rupees 23 billion with a volume turnover of
about 145000 tones per annum. The category is largely consumed in urban areas with a
70% skew to urban markets and a 30% to rural markets.
Hard boiled candy accounts for 20%, clairs and Toffees accounts for 18%, Gums and
Mints and lozenges are at par and account for 13%. Digestive Candies and Lollipops
account for 1.5% share respectively.
Overall industry growth is estimated at 2.5 % in the chocolates segment and sugar
confectionery segment has declined by 3%.



9 | P a g e

NESTLE
NESTLE BUSINESS PRINCIPELS :
The corporate business principles of nestle are at the basis of our companys culture,
which has developed over the span of 140 years.
Since Henri Nestl first developed his successful infant cereal Farine Lacte, we have
built our business on the conviction that to have long-term success for our shareholders,
we not only have to comply with all applicable legal requirements and ensure that all our
activities are sustainable, but additionally we have to create significant value for society.
At Nestl we call this Creating Shared Value.
The latest version of our Corporate Business Principles, updated in June 2010, has been
handed over to our employees around the world and accompanied by basic learning and
training tools.
Since 2011, a systematic and comprehensive modular training programme is being rolled
out on the various components of the Corporate Business Principles. The depth and focus
of the trainings is established in accordance with the materiality for the different
functions within the company. For example, in 2011 the first step of the training on the
human rights components focused on managers and employees in countries of higher
human rights risks as a priority. In 2012, major efforts will be on training programs
related to Management and Leadership, Conditions of Work and Employment and
Compliance.
Our Corporate Business Principles will continue to evolve and adapt to a changing world,
our basic foundation is unchanged from the time of the origins of our Company, and
reflects the basic ideas of fairness, honesty, and a general concern for people.
Nestl is committed to the following Business Principles in all countries, taking into
account local legislation, cultural and religious practices:
1. Nutrition, Health and Wellness
Our core aim is to enhance the quality of consumers lives every day, everywhere by
offering tastier and healthier food and beverage choices and encouraging a healthy
lifestyle. We express this via our corporate proposition
2. Quality Assurance and product safety
Everywhere in the world, the Nestl name represents a promise to the consumer that the
product is safe and of high
3. Consumer Communication
We are committed to responsible, reliable consumer communication that empowers
consumers to exercise their right to informed choice and promotes healthier diets. We
respect consumer expectation
4. Human rights in our business activities
10 | P a g e

We fully support the United Nations Global Compacts (UNGC) guiding principles on
human rights and labour and aim to provide an example of good human rights and
labour practices throughout our business activities. International Labour Organisation
5. Leadership and personal responsibility
Our success is based on our people. We treat each other with respect and dignity and
expect everyone to promote a sense of personal responsibility. We recruit competent
and motivated people who respect our values, provide equal opportunities for their
development and advancement, protect their privacy and do not tolerate any form of
harassment or discrimination.
6. Safety and health at work
We are committed to preventing accidents, injuries and illness related to work, and to
protect employees, contractors and others involved along the value chain.
7. Supplier and customer relations
We require our suppliers, agents, subcontractors and their employees to demonstrate
honesty, integrity and fairness, and to adhere to our non-negotiable standards. In the
same way, we are committed towards our own customers.
8. Agriculture and rural development
We contribute to improvements in agricultural production, the social and economic
status of farmers, rural communities and in production systems to make them more
environmentally sustainable.
9. Environmental sustainability
We commit ourselves to environmentally sustainable business practices. At all stages of
the product life cycle we strive to use natural resources efficiently, favour the use of
sustainably-managed renewable resources, and target zero waste.
10. Water
We are committed to the sustainable use of water and continuous improvement in water
management. We recognise that the world faces a growing water challenge and that
responsible management of the worlds resources by all water users is an absolute
necessity. Nestls commitment to Water, Creating Shared Value.
VALUE CHAIN:
The Value Chain is the food production process, starting from the very early stages of
understanding consumer culture, behaviour and needs, and then continuing the innovation
process from ideation to product conception, development and launch. Then, after the
product or service becomes available on the market, Nestl must always test and validate
11 | P a g e

that it satisfies their needs and expectation




HISTORY OF NESTLE:
Nestle began in Switzerland in the mid 1860s when founder Henri Nestl created one of
the first baby formulas. Henri realized the need for a healthy and economical product to
serve as an alternative for mothers who could not breastfeed their babies. Mothers who
were unable to breastfeed often lost their infants to malnutrition. Henris product was a
carefully formulated mixture of cows milk, flour and sugar. Nestles first product was
called Farine Lacte (cornflour gruel in French) Henri Nestle. The product was first
used on a premature baby who could not tolerate his mothers milk or other alternative
products of that time. Doctors gave up on treating the infant. Miraculously the baby
tolerated Henris new formula and it provided the nourishment that saved his life. Within
a few years the first Nestl product was marketed in Europe.
In 1874 the Nestl Company was purchased by Jules Monnerat. Nestl developed its own
condensed milk to contend with its competitor, the Anglo-Swiss Condensed Milk
Company. The Anglo-Swiss Condensed Milk Company made products like cheese and
instant formulas. The two companies merged in 1905, the year after Nestl added
chocolate to its line of foods. The newly formed Nestl and Anglo-Swiss Milk Company
had factories in the United States, Britain, Spain and Germany. Soon the company was
full-scale manufacturing in Australia with warehouses in Singapore, Hong Kong and
Bombay. Most production still took place in Europe.
The start of World War I made it difficult for Nestl to buy raw ingredients and distribute
products. Fresh milk was scarce in Europe, and factories had to sell milk for the public
need instead of using it as an ingredient in foods. Nestl purchased several factories in the
U.S. to keep up with the increasing demand for condensed milk and dairy products via
government contracts. The companys production doubled by the end of the war. When
fresh milk became available again after the war, Nestl suffered and slipped into debt.
The price of ingredients was increasing, the economy has slowed and exchange rates
deteriorated because of the war.
12 | P a g e

An expert banker helped Nestl find ways to reduce its debt. By the 1920s Nestl was
creating new chocolate and powdered beverage products. Adding to the product line once
again, Nestl developed Nescaf in the 1930s and Nestea followed. Nescaf, a soluble
powder, revolutionized coffee drinking and became an instant hit.
With the onset of the Second World War, profits plummeted. Switzerland was neutral in
the war and became increasingly isolated in Europe. Many of Nestls executive officers
were transferred to offices in the U.S. Because of distribution problems in Europe and
Asia, Nestl opened factories in developing countries in Latin America. Production
increased dramatically after America entered the war. Nescaf became a main beverage
for the American servicemen in Europe and Asia. Total sales increased by $125 million
from 1938 to 1945.
Nestl continued to prosper, merging with Alimentana S.A., a company that
manufactured soups and seasonings, in 1947. In the coming years, Nestl acquired Crosse
& Blackwell, Findus frozen foods, Libbys fruit juices, and Stouffers frozen foods.
Nescaf instant coffee sales quadrupled from 1960 to 1974, and the new technology of
freeze-drying allowed the company to create a new kind of instant coffee, which they
named Tasters Choice.
Expanding its product line outside of the food market, Nestl became a major stockholder
in LOral cosmetics in 1974. Soon after the company suffered with increasing oil prices
and the slowing growth in industrialized countries. Foreign exchange rates decreased, in
turn reducing the value of sterling, the pound, dollar and franc. Prices of coffee beans and
cocoa rose radically, presenting further problems for Nestl. The company decided to
venture into the pharmaceutical industry by acquiring Alcon Laboratories, Inc. While
trying to deal with unstable economic conditions and exploring its new ventures, Nestl
faced the crisis of an international boycott.
Many organized groups began boycotting all of Nestls products because they
disapproved of Nestl marketing its baby formula in developing countries. Problems like
illiteracy and poverty caused some mothers to use less formula than recommended. In a
watered down formula, vital nutrients are lessoned. Contaminated water presented
another problem, since the formulas had to be mixed with water. The organizations
argued that the misuse of formula resulted in the malnutrition or death of many infants in
developing countries. According to Nestl the World Health Organization never made
statements tying infant death or malnutrition with baby formulas. The company didnt
deny the superiority of breastfeeding and agreed that substituting breast milk for other
substances could be very dangerous. Nestl explained that breastfeeding and non-
breastfeeding mothers in developing countries often gave their babies whole cows milk,
tea, cornstarch, rice water or a mix of flour and water. These alternatives were very
unhealthy and a nutritional baby formula was a better choice. Nestl says that it has never
discouraged breastfeeding when it was possible. Nestl agreed to follow the International
Code in developing countries in 1984, and the boycott was suspended. It resumed several
years later when the organizations believed Nestl was sending free or low cost baby
formulas to developing countries. Nestl said it only sent formula to countries that allow
13 | P a g e

donations for orphans, multiple births, and babies with no access to breast milk. The
company has stopped all public advertising for formula in developing countries for
almost 20 years. The boycott continues to some extent to this day without satisfactory
resolution.
By the 1980s Nestl had a new Chief Executive Officer. The company focused on
improving its financial situation and continuing to expand. In the one of the largest
takeovers at that time, Nestl bought Carnation for $3 billion and parted with any
unprofitable businesses. International trade barriers diminished in the 1990s, opening
trade with parts of Europe and China. In the 1990s Nestl acquired San Pellegrino, and
Spillers Petfoods of the UK. With the acquisition of Ralston Purina in 2002, the Nestl-
owned pet care businesses joined to form the industry leader Nestl Purina PetCare. The
leading in the food industry, Nestl brings in $81 billion in overall sales and has 470
factories around the world. Nestl will continue to grow, introduce new products and
renovate existing ones.


PORTFOLIO ANALYSIS OF NESTLE



14 | P a g e







15 | P a g e



STRENGHTS:

1. Nestl is recognized as one of the largest and most powerful food producer globally,
having factories in nearly every country over the world and employ over 280,000.
2. Nestl are low cost operators and produces low cost products that ensure them having
the upper hand on competition and benefits the consumer by providing affordable
products.
3. Nestl has a powerful brand positioning in the consumers mind and its product
portfolio contains roughly 6,000 brands and is ranked as the largest bottled water
corporation that operates in an environmental friendly manner.
4. Globally, Nestl is the biggest ice-cream producer, having a market share of
approximately 17.5% (2006).
5. The business strategy of CEO, Peter Brabeck stresses the importance of internal
growth by increasing sales volume by renovating existing products and innovating new
products. His explanation of renovation is that to just keep pace in the industry, you
need to change at least as fast as consumer expectations. Brabeck explains that, to
maintain a leadership position, you also need to leapfrog, to move faster and go beyond
what consumers will tell you. this strategy has led Nestl achieving their internal growth
targets.
6. The joint venture of Nestl and General Mills benefitted both parties due to the
experience and brand recognition of General Mills. General Mills products are widely
distributed and have the leading brand of yoghurt in the U.S. The trust consumers have
for General Mills brand and Nestl joining them has made Nestl a force to be reckoned
with in the nutritional food market. It has also established joint ventures with giants like
Coca Cola, and LOreal that are useful in providing knowledge on different technological
aspects.
7. Nestl uses two forms of research, qualitative and quantitative so as to understand
consumer opinions and trends. Qualitative research involves setting up small focus
groups of consumers who express their ideas and opinions about their needs and views on
different products. Quantitative research involves professional market researchers
interviewing thousands of people.Market research helps the company to keep in touch
with an ever changing environment
16 | P a g e


WEAKNESS:

1. Nestls timing in launching their product line in France was a big setback in gaining
the market in the region especially for the dairy line. Danone beat them to the punch and
has profited greatly from this. For the U.S Nestl entered a mature market and could not
achieve satisfactory sales.
2. The lack of product information has caused misconceptions of some of their product
ingredients, especially with the launch of LC-1, a healthy yoghurt drink which was
withdrawn from some countries due to low sales.
3. The joint venture of Nestl and General Mills has restricted Nestl to be innovative,
the success General Mills has experienced in the yoghurt market made them reluctant to
expand their product line and so given competition an opportunity to exploit possible
markets that Nestl could have provided.
4. A boycott against Nestl that started 1977 until today was prompted by the company's
promotion of breast milk substitutes (infant formula) and has been accused of unethical
methods of promoting infant formula over breast-milk to poor mothers in developing
countries. This has put Nestl in a precarious position on their ethical values as a
company.
5. The tainted Nestl formula scandal has caused inoperable damage to the companys
image. The contamination of Nestls baby formulas In China caused the death of 3
children and more than 6,000 fell ill after consuming the contaminated milk. Many health
departments all over the world recalled most of the companys top-selling infant milk
formulas after the products tested positive for high levels of melamine a chemical that
causes severe kidney damage.
6. Nestle product brand recognition is associated with displaying health benefits on their
products but Regulators like FDA (Food and Drug Administration) and AMA (American
Medical Association) are urging Nestl on removing such advertising displays after
research proved that some products has no such attributes like low cholesterol and low fat
properties. Parents have also reported a diabetic epidemic due to the consumption of such
goods.
7. The enormous diversification portfolio of the firm makes it impossible to run every
division smoothly, logistics cost is fairly high and the supply chain is of a complex
stature.
17 | P a g e


OPPURTUNITES:

1. Due to the increase of the health awareness in the society, more health based products
are required.
2. There is a huge market for anti-allergy products or a product for Lactose intolerant
consumers.
3. Providing incentives to the retailers can increase sales volume.
4. Asian consumers are mostly price conscious rather than health conscious. Nestl has
an opportunity to have extensive strategies implemented to gain the market in those
countries.
5. Most countries are recovering from the global recession, and now is the time to
increase production rates to meet consumer demands.

TREATHS:
1. Slack quality control can cause contamination of products and stricter control should
be implemented The FDA has been a continuous threat for the growth of Nestl through
bad publicity.
2. The rise of inflation especially during and after the recession can hold two major
threats: To maintain affordable product prices causes a decrease in profit margins. The
increase of product prices can lessen the financial loss but can decrease the sales.
3. Package shrinking has cut cost for Nestl but has also caused dissatisfaction for
consumers as they pay more for a lesser product.
4. For some products the market has matured or has been saturated which makes it even
harder for Nestl to introduce or maintain new or existing products.
5. Malnutrition in developing countries and obesity in first world countries creates a
logistics problem and product development becomes a complicated issue.


18 | P a g e

CADBURY
Cadbury India is a food product company with interests in Chocolate Confectionery,
Milk Food Drinks, Snacks, and Candy. Cadbury is the market leader in Chocolate
Confectionery business with a market share of over 70%. Some of the key brands of
Cadbury are Cadbury Dairy Milk, 5 Star, Perk, Eclairs, Celebrations, Temptations, and
Gems. In Milk Food drinks segment, Cadbury's main product - Bournvita is the leading
Malted Food Drink in the country.






THE HISTORY

Cadbury is the world's largest confectionery company and its origins can be traced back
to 1783 when Jacob Schweppe perfected his process for manufacturing carbonated
mineral water in Geneva, Switzerland. In 1824, John Cadbury opened in Birmingham
selling cocoa and chocolate. Cadbury and Schweppe merged in 1969 to form Cadbury
Schweppes plc. Milk chocolate for eating was first made by Cadbury in 1897 by adding
milk powder paste to the dark chocolate recipe of cocoa mass, cocoa butter and sugar. In
1905, Cadbury's top selling brand, Cadbury Dairy Milk, was launched. By 1913 Dairy
Milk had become Cadbury's best selling line and in the mid twenties Cadbury's Dairy
Milk gained its status as the brand leader. Cadbury India began its operations in 1948 by
importing chocolates and then re-packing them before distribution in the Indian market.
19 | P a g e

Today, Cadbury has five company-owned manufacturing facilities at Thane, Induri
(Pune) and Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and 4 sales
offices (New Delhi, Mumbai, Kolkota and Chennai). Its corporate office is in Mumbai.
Worldwide, Cadbury employs 60,000 people in over 200 countries.

Major Achievements of Cadbury
Worlds No 1 Confectionery company
World's No 2 Gums company.
World's No 3 beverage company.
World's No 3 beverage company.
Cadbury Dairy Milk & Bournvita have been declared a "Consumer Superbrand"
for 2006-7 by Superbrands India.
Cadbury India has been ranked 5th in the FMCG sector, in a survey on India's
most respected companies by sector conducted by Business World magazine in
2007.
INDIA AMONG CADBURY TOP 12 GLOBAL MARKETS.
The UK-based chocolate, confectionery and beverages major Cadbury Schweppes has
identified India among its top 12 focus markets globally, in an announcement made last
week. Under a new management structure which would emerge following the proposed
demerger of its beverages arm Americas Beverages into a separate company, the Cadbury
Schweppes management announced last week that its commercial strategy would hinge
on fewer top markets and brands.

The Rs 1,058-crore Indian subsidiary, along with the UK, US, Australia, Mexico, Brazil,
Russia and Turkey, now represents around 70% of Cadbury Schweppes global revenues.
This, despite beverages brands such as Schweppes, Snapple and Dr Pepper not having a
presence in India. The 12 core markets have been forecast to account for growth in excess
of 60% over the next five years.
20 | P a g e


SHAREHOLDING PATTERN

The share capital of the company is Rs. 35.7 crore and the number of total shares
outstanding amount to 3.57 crore. The face value per share is Rs.10. The share is
currently trading at Rs. 418, as on May 22, 2001. The market capitalization of the
company is Rs.1990.52 crore. The parent Cadbury Schweppes holds 51% stake in the
company.



The Cadbury brand has a profound impact on individual product brands. Brands have
individual personalities aimed at specific target markets for specific needs e.g. Timeout,
for example, is an ideal snack to have with a cup of tea. These brands derive benefit from
the Cadbury parentage, including quality and taste credentials. To ensure the success of
product brands every aspect of the parent brand is focused on. A Flake, Crunchie or
Timeout are clearly different and are manufactured to appeal to a variety of consumer
segments. However the strength of the umbrella brand supports the brand value of each
chocolate bar. Consumers know they can trust a chocolate bar that carries Cadbury
branding. The relationship between Cadbury and individual brands is symbiotic with
Some brands benefiting more from the Cadbury relationship, i.e. pure chocolate brands
such as Dairy Milk. Other brands have a more distant relationship, as the consumer
motivation to purchase is ingredients other than chocolate, e.g. Crunchie. Similarly issues
such as specific advertising or product quality of a packet of Cadbury biscuits or a single
21 | P a g e

Crme Egg will, in turn, impact on the perception of the parent brand. Similarly the
umbrella brand has a strong brand value
CADBURY SECTORS:
Currently Cadbury operates in three sectors chocolate, milk food drinks and candy. Under
our project we are studying only one sector that is chocolates. Key brands under the
chocolate sector are Cadbury dairy milk, perk, five star, clairs and celebration. The flag
ship brand is Cadbury dairy milk in quality standards in India. The pure taste of CDM
defines the taste of Indian consumers.

NEW PRODUCT STRATEGY:
Cadbury India announced the national launch of 'Ulta Perk', a wafer-based chocolate.
'Ulta Perk' has been test marketed in southern states like Tamil Nadu and Karnataka for
over 6 months and is now being launched in other parts of India. The product is targeted
towards teenagers and youth. 'Ulta Perk' will be the second product offering from
Cadbury in the chocolate-wafer segment, after the Perk brand.
Commenting on the launch, Sanjay Purohit, executive director marketing, Cadbury
India said, The product construct and pricing for Ulta Perk has been designed to meet
the needs of our largest target segment the youth and will broaden our product appeal
and options to the consumers. The product is currently priced at Rs 5. Perk was
launched in the market in 1995 and has seen consistent growth through the years, said the
company. The chocolate wafer market is around 35% of the total chocolate market and
has been growing at around 13% annually. A 360-degree campaign will be rolled out in
the first week of October. The campaign will be a mix of television commercials,
outdoor, consumer contact activities, etc. Cadbury India has tied up with leading coffee
chain Caf Coffee Day for direct sampling of the product in top cities. Ulta Perk will
see a multi-media marketing campaign to connect with the target consumers