Lifebuoy - Sustainability Plan

Presented by:
18810013 - Badi Nadim

18810021 - Deepraj Deori
18810056 - Rakesh Saikia
18810078 - Tolia Anjan
Sustainability Plan
Timeline
Lever Brothers and Relaunch of Soap Bar Paul Polman appointed

Margarine Unie created a as new CEO and made
new company Unilever Samir Singh COO
1930 2001 2009
2000 2002 2010
Fall in Market Share Launched “Swasthya Unilever became a part of

Chetna” (Health Khushiyon ki Doli or
Awakening) campaign ‘Caravan of Happiness”
Transformation from Carbolic Soap to Milled Soap
Lifebuoy Products
Positioning
Segmentation
Premium
1
Pears, Dove, Liril
Popular
2
Hamam, Rexona, Lux
Economy
3
Lifebuoy
Kumbh Mela, Allahabad - 2013
Swasthya Chetna Campaign
“ Visibly clean is not really clean ”

● Initiated in 2002 as a rural health and hygiene initiative in India.
● Started with 8 states and covered 70 million people.
● In partnership with local government bodies , visited rural schools

to teach the importance of hand wash with soap.
● The element of Lifebuoy Swasthya Chetna that involves children

focuses on fun using stories, games songs and quizzes.
● According to HUL it was a “ Marketing Programme with Social

Benefit”.
● On April 7, 2006 on the occasion of World Health Day, the

Department of Posts released a special Lifebuoy ‘Swasthya Chetna
Postal Cover’ , HUL became India's first brand to be featured on
postal cover.
● Sales during this period increases by 20%

Impact of this Initiative.
● Lifebuoy’s revenues grew by 20% in 2003–2004, and the following year, by an
additional 10%.
● Market share increased to 18.4% in 880 million Indian personal soap market.
● Post awareness of germs grew by 30%, and short-term soap use increased
among 79% of parents and 93% of children.
● While Lifebuoy’s brand recognition increased, sales rose only modestly.
● Profit margins continued to decline.

New Market Challenges
Repositioning and Relaunch Failures

“Life without Fear” campaign
● Campaign was built around the theme that mothers need not worry about sending their children outside to get
dirty.
● Results - Lifebuoy’s germ-protection attribute scores dropped from 59.5 to 50.5.
Market share declined from 18.4% to 17.6%.
Relauncing based on Clinical trial data that collected evidence of the effect of
handwashing on disease
● A scientific study involving 2,000 Mumbai families showed that children who practiced handwashing had
26% fewer days of school absence, due to 25% fewer diarrhea events, 15% fewer cases of respiratory
infection, and 46% fewer eye infections.
● Failed to communicate research results connecting soap usage to school attendance.
● Results- market share fell to 15.5% by 2009
Rejuvenating Lifebuoy Liquid
Lifebuoy Liquid Hand wash was relaunched with

a campaign highlighting its germ-killing
capability.
Strategic Changes
Paul Polman
CEO Unilever
Samir Singh
VP, Global Brand
Unilever
Unilever Sustainable Living Plan (USLP)
Reduce
Environmental Improve Health and
Footprint Well Being
Source 100%
Agricultural Raw
Material
Clin-Care 10
Implementation in India
1) KKD Rural Outreach Initiative
2) MP Partnership Initiative
3) Urban Schools Liquids Initiative

Five Levers For Change
Make It Understood:
Lever 1
Visibly Clean Not Necessarily Clean
Lever 2 Make It Easy:

Mother and Child Interaction
Make It Desirable:
Lever 3
Pledging
Make It Rewarding:
Lever 4
Positive Reinforcement
Make It A Habit:
Lever 5
21 Days Practice
SWOT ANALYSIS
Strengths
1. First soap to use carbolic acid, which gave it a red colour and strong, medicinal scent.
2. Wide portfolio for the Lifebuoy brand ranging which includes Soap, Hand Sanitizer and Hand Wash.
3. High consumer awareness for the brand of Lifebuoy.
4. Most popular soap brand especially in the rural market.
5. Excellent brand visibility and extensive distribution.
Weaknesses
1. Lower market penetration in urban areas as compared to rural areas
2. Initially positioned as a masculine soap, which was eventually turned as a family soap.
3. Not been perceived as a beauty soap, and is mainly used just for hand washing
Opportunities
1.The Lifebuoy “Swasthya Chetna” programme uses a direct consumer contact‘ methodology, and
touches the lives of 70 million people in 18,000 villages
2. Imparting education about importance of hand washing to prevent spread of germs
3. Used global epidemics like swine flu to further promote products for better hygiene and protection
Threats
1. Competitor brands offering similar levels of protection
2.Considered to be a low-end product, and may find it difficult to move up in the segment
Thank you!

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Presented by:

18810013 - Badi Nadim

Lever Brothers and Relaunch of Soap Bar Paul Polman appointed

1930 2001 2009

2000 2002 2010

Fall in Market Share Launched “Swasthya Unilever became a part of

Pears, Dove, Liril

Hamam, Rexona, Lux

“ Visibly clean is not really clean ”

● Started with 8 states and covered 70 million people.

● In partnership with local government bodies , visited rural schools

● The element of Lifebuoy Swasthya Chetna that involves children

● According to HUL it was a “ Marketing Programme with Social

● On April 7, 2006 on the occasion of World Health Day, the

● Sales during this period increases by 20%

● While Lifebuoy’s brand recognition increased, sales rose only modestly.

● Profit margins continued to decline.

Repositioning and Relaunch Failures

Lifebuoy Liquid Hand wash was relaunched with

1) KKD Rural Outreach Initiative

3) Urban Schools Liquids Initiative

Lever 2 Make It Easy:

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