A case analysis on HIMALAYA SHAMPOO :

BUILDING A DIFFERENTIATED BRAND IMAGE

Submitted to: Prantosh Banerjee Sir
In partial fulfilment of the Consumer Behavior Course.

Submitted by:

Ansuman Mishra (09)

Kunal Kaushal (24)
Narendra Kumar Shakya (30)
Pravendra Singh(34)
GROUP NO. 3
On July 12, 2016

CASE SYNOPSIS
The Indian shampoo market had grown exponentially.
Traditionally ,Indians known to use herbs to nurture and enhance
their hair.
In a present scenario, Consumers had to choose between the
propositions of Synthetic brands and the natural benefits.
The FMCG market in India was projected to be worth around
US$15 billion to US$ 18 billion in 2010 and was likely to grow to US$33
billion by 2015.
The Indian hair-care market grew by 14% in value and 11.7% in
volume in 2010 along with it accounted for 14% of Asia-Pacifics haircare market.
Total Revenues generated by Indian market alone US$ 2.2 billion
in 2010 with CAGR of 15.4% during a period of 2006 to 2010. At the
same point of time, CAGR of chinese and japanese market were 6.1%
and 1.1% respectively.
During the period of 2006-2010 market consumption volumes
increased ,with CAGR of 12.3% (total 1.9 billion units reach in 2010).
By the end of 2015, market volume was expected to reach at 3
billion units with a CAGR of 8.9% for the period of 2010-2015.
The Indian hair-care market consisted of the retail sale of
conditioners, hair colorants,salon products, shampoos and styling
agents.Conditioners was to be most lucrative product of hair-care
market.( Revenues generation by conditioners of US$1.2 billion).
The Shampoo Market in India was estimated to be worth of INR
2,500 crore to INR 3,000 crore.
The market was segmented into three specific product types :
Cosmetic,Anti-dandruff and Herbal.
Himalaya is a late entrant in Shampoo market and hence has to
compete with Synthetic brands of Unilever India and P&G on one side
and herbal brands of MEERA and NYLE on the other.
At this stage challenge faced by Himalaya is to probe more
deeply into the beliefs associated with its own brand and with its close
competitive offerings.
How could the Himalaya a brand of shampoo strengthen its
differentiation using the insights from consumer responses and the
association created by the brands through the companys ads?

PROBLEM DEFINITION WITH ANSWER

How could the brand compete at the benefit level?
Brands has strong lineup of products .
Brand targeted by profile is targeted for consumer in high and mid market
range.
How should Himalaya handle the protein and Anti-Dandruff/Anti-Hair fall
suffixes in its brand names?
Himalaya Protein shampoo benefits the hair needs : strength, reduced hair
fall and protection from everyday damage.
Himalaya Anti-Dandruff /Anti-Hair fall shampoo benefit that hair needs : can
be used on colored or permed hair,attacks the root cause of dandruff and
preventing dandruff from coming back.
How could Himalaya strengthen its perception about the herbal touch
being more effective for the promised benefits?
Himalaya shampoo manufacturing process follow the guidelines of Ayurveda.
Fortified with herbal ingredients
No side effects/harmful effects on scalp or skin on using herbal Himalaya
protein shampoo
Free from SLS and paraben
Its Logo and container cap colour are connected with the nature.
By offering various combo packs of herbal hair care product as per needs of
customer

How should the brand use the results of the study at the category level of
shampoo?

Himalaya should form tie-ups with trichologists and can use them in
advertisements taking cue from Colgate making them recommend Himalaya
shampoo ti the masses.
Himalaya may start a social campaign making people aware of the harmful
effects of having an excessive protein diet.

How could the Himalaya brand create a well differentiated that would be
useful when the brand was positioned against herbal and cosmetic
competitive offerings?
Herbal values should be reflected in all aspects of product (packaging
,labelling of container, products organoleptic properties,ingredients used in
products)

Innovation should be given priority in order to attract more consumers of age

group of 20-29 years but at the same herbal values should be remains intact.
Himalaya should focus on rural areas where there is scope for generating a
good chunk of revenue.
.