Unilever

Avari Plaza, Fatimah Jinnah Road

Karachi, Sindh. 75530
0800-1300
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 Table of Contents

1. Executive Summary..................................................................................................... 1
2. Situation Analysis ........................................................................................................ 1
2.1. Market Needs ....................................................................................................... 2
2.2. The Market ........................................................................................................... 3
2.3. The Company ....................................................................................................... 3
2.3.1. Product Offering ........................................................................................... 4
2.3.2. Positioning .................................................................................................... 4
2.4. Competition .......................................................................................................... 5
3. Marketing Strategy...................................................................................................... 6
3.1. Value Proposition ................................................................................................. 6
4. Marketing Mix ............................................................................................................ 7
4.1. Product Marketing ................................................................................................ 7
4.2. Pricing .................................................................................................................. 8
4.3. Promotion ............................................................................................................. 8
4.4. Place ..................................................................................................................... 9
 CLEAR

1. Executive Summary

This market plan entails a roadmap for CLEAR to gain a higher portion of market share for
themselves. CLEAR is a hair care brand that is going to be dedicated specifically to solving hair issues
faced by men. Men, as suggested by studies conducted by Unilever, have different hair conditions that
require separate brand to cater to those needs. Currently there exists no other competitor as no other
brand has yet considered the thought of providing for men's needs which has created a huge hole in the
market that CLEAR can fill.

2. Situation Analysis

Unilever Pakistan is the largest FMCG company of the country Established since 1948, the company is
a subsidiary of Unilever Group. The company possesses a strong product line and an arsenal of brands
at its disposal. The company manufactures and markets a wide array of products such as soaps,
detergents, personal products, cooking oils and fats, tea and ice cream. Among soaps and personal
products the company has under its umbrella brands such as LUX , Dove, Rexona, Lifebuoy, Sunsilk,
Clear , Fair & Lovely and Close-up. Under detergents the comapny owns strong brands such Rin,
Comfort, Domex, Sunlight while under foods and Teas the company has created Blue-Band,Walls,
Lipton, Brook Bond, Dalda and Planta. All of these brands have strong positions in their respective
markets an have a place in every household. Unilever has very succesfully incorporated itself into the
lives of every household and has become a part of everyone's daily routine.

Unilever has captured markets globally and has gained a major if not the biggest chunk of market in
every region for itself. Unilever has the biggest market share in LAtin America, Asia Pacific, Western
Europe, and Middle East And Africa. Only in North America does it rank second to P&G.. In all these
regions, including Pakistan, P&G has proven to be the biggest competitor. In all these regions P&G is
gaining up on the markret share of Unilever. The other major players in the market are Nestle and
Reckitt Benckiser. In FMCG market there exists a fierce rivalry among these major players and all of
them are striving for the same thing and that is to increase their volume of sales. These companies are
seen competing over corner shops all the way to mega stores. All of these companies rely heavily on
their distributioin channels and strive to make it their competitive advantage. Unilever possesses a
strong network of distribution channels across the globe and as they claim they bring their expertise
everywhere they go.

SWOT Analysis:

Strengths:

 A Strong distribution network having updated shop level data for CLEAR.
 Cost advantages in producing locally.
 Partners with worlds top dermatologists to bring scalp nutrition technology in their shanpoos.
 CLEAR is available in 5 various variants.
 The brand is available in over 15 countries.
 Strong celebrity endorsements and ambassadors.

Weakness:

 Unable to relate the male audience with itself.

 Low market shares in anti dandruff shampoo category.

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 CLEAR

 Unable to estblish itself as a primary For Men brand, catering to problems mostly faced by
men.

Opportunity:

 No other competitor in the country in this niche.

 25% of the market is still not a shampoo user. Unilever can attempt to capture the attention of
these people.
 Surveys showed that 41% of the shampoo users occasionaly used CLEAR to fight off
dandruff. Opportunity lies in converting these consumers to reguler consumers of the product.

Threats:

 Highly dense and fierce market rivals including giants like P&G with strong market offerings
of their own.
 The process might decline the market shares of other Unilever products such as Sunsilk and
Dove.

2.1. Market Needs

The food and FMCG sector of Pakistan are currently considered a safe haven for MNCs. The
sector has all the perfect condtions for sustainable returns. Pakistan ranks sixth in the largest
markets by consumer size and with the population increasing at 2% per year the country seems
highly favourable. Also large number of this population is entering into independent disposable
income space and there is a high rate for urban migration in the country. This is creating new
spaces for the companies that are yet untapped. There exists an ever rising tide of potential
consumers.

These stats depict that there is a need for more products in the market as more people would have
higher demands as well as a demand for more diversified products. Unilever has always strived to
provide a sustainable living for all without compromising on quality and this could prove not
only fuitful but also essential in the coming days. With the world population increasing at an
alarming rate the most viable strategy would be to provide sustenence to the masses. Unilever has
achieved this by presenting an entirely diversified product portfolio where there is something for
everyone. Unilever has provided the masses with a wide range of products that cater to every
need and desire of the consumers. These products have always boasted better quality and hence
better attention of the consumers. In all the categories Unilever has launched its products, it has
made sure that every single product lives up to the high standard set by the organization. For
Unilever that is an essential component of their products. 'High Qualty For All' mantra seems to
be working seemlessly for them. Unilever has not only provided people with soaps and detergents
they have provided a better lifestyle for the masses. They have provided a better way for the
common people to live their lives.

Pakistan is a country dominated by poverty but times are changing for the country as more and
more people enter the middle class bracket and have a higher amount of disposable income. They
are gradually becoming more and more able to pursue a better lifestyle. With a growing
population and an increasing number of them aiming and able for a better lifestyle is growing the
demand for more diversified FMCG products. The introduction of internet on every level has
made the general population more aware of their needs and has made them more demanding. Any
consumer now will not settle for the product alone if it does not have any additional benefits as
well in addition to a few promotional offers. Consumers now want it all and from everything.
Currently the country's market for FMCG stands at a total of $152 billion forecasted to expand at
8.2% a year and it is the fastest growing market according to EuroMonitor.

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 CLEAR

2.2. The Market

CLEAR by Unilever is specifically created for and targeted at men and is currently among the
leading brands in men's grooming. Although there exist a few products for women as well the
company's main focus with this brand is men and catering to their needs. CLEAR is the first
brand to bring hair care products specifically created for men of Pakistan and is the only one that
is catering to them while all others are either unisex or targeted at women.

Men secrete more sebum in their scalps which leads to a higher occurence of dandruff. in men
also most men lose most of their hair by the time they reach 50 and that is why they require a
special line of hair product dedicated just to them. Men also tend to use more hair products and
more frequently as well which leaves their hair dry and flimsy and full of dandruff.

The hair care market in Pakistan is growing at a steady pace and was expected to grow at a higher
rate in 2013-2018 than in recent years owing to a growth seen in disposable income. Another
factor that contributed towards that is the rise in spending power of millenials who now possess
income of their own and have a high demand and a higher standard for products. An interesting
factor to notice in the sales trends are that only shampoos and soaps have been seeing this
increase while their substitutes such as handwash and body wash have only faced decline. A big
reason for that is the inadequacy of marketing efforts towards the awareness of these substitutes.
In hair care segment shampoo still reigns supreme in the country. Conditioners have also seen a
rise but for hair oils and styling agents it is still an uphill battle.

Men generally now are more conscious of their looks and appearance from a decade ago and
almost all of it can be attricbuted to the media. It will only be amatter of time before other
companies start to invade these unclaimed waters.

2.3. The Company

Once known as Lever Brothers in Pakistan, Unilever has a strong relation with the people it
provides for. Every day 2.5 billion people use their peoduct, thats how deeply Unilever has
embedded itself in the world. Unilever has always strived to grow but never at the expense of
people or the environment. They have always worked to create sustainable growth. Their
'Unilever Sustainable Living Plan' (USLP) centers around creating a better,sustainable future for
the people and the environment. USLP has 3 big goals which are; help more than a billion people
to improve their health and wellbeing, halve the environmental footprint of our products, source
100% of our agricultural raw materials sustainably and enhance the livelihoods of people across
our value chain.

Unilever's vision entails growing their business, while decoupling their environmental footprint
from their growth and increasing our positive social impact. Unilever has always had a strong
sense of purpose and to achieve sustainable targets. Unilever has been attributed to improve the
general health and wellbeing of 1 billion people worldwide and enhancing the livelihoods of
millions.

Unilever's strategy to face the competition is deeply rooted in their confidence to build
competitve advantage in any and all markets it establishes its operations in. Their strategy is to
find and identify segments that can be beneficial to them. they keep close monitor on their
performance and developments in markets all across the world and to direct and allocate their
resources in order to adequately respond to threats and opportunities.

Unilever has made their business model such that at its heart lies 'Sustainable Living' and all other
factors revolve and are built around this basic concept. Close to their hearts are their 3 strong
features which are; Their Brands, Their Operations, Their People. 'Profitable Volume Growth',

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 CLEAR

'Cost + Efficiency' and 'Innovation + Marketing Investment' are the operational excellence that
Unilever has achieved and embedded in their being.

2.3.1. Product Offering

Unilever has its products divided into three categories Food Care, Home Care and
Personal Care and currently possesses the leading brands in all of these categories in the
market. Under Personal Care Unilever has a bunch of brands and each of them have
captured big market shares for themselves. Among these top performing brands are big
names like Dove, Pepsodent, Sunsilk and POND's. These brands have been out-
performing the competition for a long time with Sunsilk leading the shampoo market
with 26%. Lifebuoy is another brand of Unilver ranking among the top with 15% of
market share. Unfortunately, CLEAR has been underperforming in the market with a
total of 7% market share, although not for a lack of marketing efforts as much. Sunsilk
has been specifically targeted at women of middle and lower middle class while dove
also mostly targeted at women but is targeted at people of a higher social class.

Sunsilk is created to cater young, energetic and active women, especially the ones
who have Iron Heated Hair. Sunsilk has specifically been created and designed to keep
the hair healthy and beautiful and marketed to these women who are always out and
about doing all of the life's works. Sunsilk has been classified as 'Hair Expert' because of
its aggressive R&D and in their endeavours they have created a vast line of products that
are made to cater different types of hair. Sunsilk's essence is perfectly captured in their
tag line "Life Can't Wait!!'. In contrast to that Unilever has created Dove which, again,
caters to women but is targeted at a higher social class of women. Keeping in line with
Unilever's on going agressive R&D Dove has also come up with a wide range of
shampoos that heal, repair and restore the health of hair. Dove has also directed its
attention mostly towards the problems faced by women.

CLEAR, the product under focus, was laucnhed in 1979 in the world and is the only
brand of personal care operating in Pakistan that has taken up hair problems faced by
men and tried to tackle them. Research showed that men have a different scalp than
women and thus require different products to help them deal with these problems. Even
though CLEAR has been marketing its product line to the people in an adequate way they
have yet to experience a proper response from the male division of the society. CLEAR is
targeted at people from upper middle to high end class and runs an adequate marketing
campaign.

2.3.2. Positioning

Unilever has created brands that cater to the people from all backgrounds and
personalities. In other words, Unilever has something for everyone. Unilever has created
multiple brands of tea leaves such as Lipton and Brook Bond Supreme that are targeted to
people from different social classes and backgrounds. and withing each brand are
products that fall under different classes thus making the whole product line as a massive
umbrella.

CLEAR has segmented the market on the basis of LSM. LSM or Living Standards
Measurement is a tool of measurement to assess the lifestyle and living standards of the
general population. There are a total of 28 variables suggested by the SAARF All Media
and Products Survey on the basis of which the living standards of the population is

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analysed. On the basis of these variables the population is divided into 10 segments 1
being the lowest quality of life and 10 being the highest. With CLEAR, Unilever has
aimed for middle and upper middle as well as the lower end of the high end class. On the
LSM scale the segment 5-8 are selected as the target market for the brand which
comprises of approximately 80 million people with their age ranging from 18-35.

Up till now CLEAR has also paid some focus to women and have a separate 'For Her'
line as well but given that there are already multiple brands dedicated specifically to
women CLEAR from now on will focus solely on men and incorporate the 'For Her' line
into other brands such as Sunsilk and Dove so as to not affect the sales as much. The
brand from now on will aim solely to solve hair problems faced by men that have been
ignored in the country for a long time, creating for a utopia for new possibilities.

Psychographic segmentation will include men who are outdoorsy and spend most of their
time outside their homes, who take care of their health overall and appearance and
indulge in taking care of personal hygiene.

CLEAR will be re-positioned as the sole brand dedicated to provide solution to men's
hair problems and scalp malnourishment that is currently operating in the Pakistani
market. CLEAR will focus and devise products that deal with problems that men face
such as baldness. Men, generally, have a thicker thicket of hair and excrete higher levels
of sebum and natural oils thus needing tougher cleanising capabilities in their products.
Also they require products that deal with damage from their surroundings as men face
more severe environmental conditions than their female companions in both work and
personal lives. CLEAR's position in the market will be defined by the statement as
provided under:

"CLEAR is the only anti-dandruff scalp nourishment shampoo designed and crafted
specifically to provide ultimate solution to men's rising hair problems so they feel
confident to charge the world HEAD ON!"

The Tagline will go as:

"Charge the world HEAD ON!"

CLEAR will create a Blue Ocean for itself where they can lead the market instead of
fighting over crumbs in the same market. Also in creating a Blue Ocean for themselves
they will not hurt themselves by declining sales and cannibalizing on the marrket share of
Sunsilk or Dove. Up till now with all the marketing efforts and endorsing costly
celebrities like Crisitiano Ronaldo they could only acquire 7% of the market share. This
shows that CLEAR has to reposition and restrategize if they are to capture a bigger share
of the market for themselves.

2.4. Competition

The market for Hair Care is dominated by Unilever with Sunsilk having the biggest share of the
market equaling 26%. The total market share of Unilever comes to a total of 48%. This share can
grow as CLEAR right now has a very small contribution in total revenues of Unilever Hair Care
division. For CLEAR the biggest rival is Head & Shoulders which has captured around 19% of
the total market. Head & Shoulders leads worldwide as the top anti-dandruff shampoo and
breaking its market will be a tough task to accomplish. Head & Shoulders is the usual choice for
most men as they claim it helps them fight off dandruff. Another major competitor in the market
is Pantene. According to a survey done by Gallup most men resort to using Sunsilk (A total of

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 CLEAR

33%) while Pantene and Head & Shoulder have a combined total of 30% (13% and 17%
respectively).

The competition is fierce in the market and all the players are competing over each and every
consumer in each and every market they can acquire. That being said there exists a gaping hole
which no other company has yet focused on. While trying to capture a more tantalizing market
opportunity, that is catering to women and their cosmetcis needs, they completely ignored another
big potential market that is catering to the needs of men. While women have always taken greater
and better care of themselves, men, of Pakistan that is, have only recently started to use other
products to enhance and add to their appearance. Men, especially millenials being brand
conscious and more aware of their physical appearance, have started to take to grooming centres
rather than the traditional barbers and paying extra attentions to themselves. This change has
however been recent in the market. No other competitor is currently competing in this market
they are busy in either capturing the attention of women or sticking to the unisex market. Thas
can prove to be a big opportunity for CLEAR to make its move on the men's groomig market.

Unilever's strategy to face the competition is deeply rooted in their confidence to build
competitve advantage in any and all markets it establishes its operations in. Their strategy is to
find and identify segments that can be beneficial to them. they keep close monitor on their
performance and developments in markets all across the world and to direct and allocate their
resources in order to adequately respond to threats and opportunities.

3. Marketing Strategy

CLEAR has failed in its attempt up till now to relate to the male masses as their only option in the
market, as the only brand out there that has taken up the problems faced by men in their everyday
routine. This is what will essentially be the center point of the marketing strategy.

To Establish CLEAR as the only brand in Pakistan catering to the problems faced by men.

This could have been built up to be a huge USP in the country by now, had this been the target all
along. As pointed out earlier that there exists no other brand to contest CLEAR in attempting to
capture the male audience and while all other brands lay fighting over that piece of the pie they have
almost ignored this massive target audience in their endeavours. In order to accomplish that the
population has to be made aware that they have different needs than their female counterparts and
hence are in need of different products that are designed specifically to overcome their problems.

ENTER... CLEAR!!

CLEAR has to establish itself as the sole brand that had concerns for the growing problems of men and
the hardships they have to endure in their everyday lives.

The modern men of the country have started to give more importance to personal care and grooming
then those of older times. The main target audience are the millenials who are now in possession of
their own disposable income and have a strong awareness and inclinaiton towards big strong brands.

3.1. Value Proposition

With most men the case is that they dont give much consideration before picking a brand and
hence are often found switching from one brand to another. The biggest reason behind this is that
these issues have never before been brought up by any other hair care product before in the
country. This has led to a general unawareness that these men require specifically crafted
products to deal with these issues and hence are seen 'roaming the isles' aimlessly.

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The biggest value this all-new CLEAR will provide to its consumers is confidence, the dandruff
free condfidence they require to perform in their peek capapcities. Men today have become more
aware and conscious of their physical appearance and take additional measures in grooming these
appearances and cultivating stronger, deeper personalities for themselves. Men of today cannot
afford to have dandruff ridden hair or hair that are falling out. For a lot of men the whole
phenomenon shatters their confidence and some resort to other more expensive procedures. But if
there are products that are made to nip these problems in the bud they would be a game changer
for evryone.

CLEAR has been developing advanced technologies to tackle this problem already. Their
Nutrium 10 technology while removing dandruff nourishes the scalp. Furthering the research
more components can be used that include essential oils and vitamins that enable hair growth
while also providing them strength through proper nourishment.

4. Marketing Mix

CLEAR has somewhat been on the right track with their campaigns but so far they have failed to relate
and embed themseleves with the male population of the country which is illustrated by their small
portion of the market share. They never actually highlighted what the problems were an hence failed to
make the masses aware of the need for CLEAR's products in every household. 41% of the consumers
admit that they use CLEAR when they face dandruff problems but switch when there problem seems
to pass away. This clearly shows that even though they have superior products they have not yet made
the audience realize the necessity of these products.

By using the proper combination of the marketing mix, we aim to achieve our goals in this campaign
which is to establish CLEAR as the only viable solution to the men's rising hair problems.

4.1. Product Marketing

In order to position CLEAR as the top solution for men hair problems there has to be, first and
foremost, a wide range of diversified product line with each of them tackling one form of the
problems. The idea is to hit the market with a line of products that has everything men have been
looking for in a shampoo and fortunately CLEAR already has the technology that can give it the
competitive advantage it requires to lead and stay the leader of this newly created market. What is
currently required is the formation of proper variants so that all the aforementioned problems are
provided for.

There will be 4 variants of the shampoo readily available at the market, each of them equipped to
habdle one or more problems and help the consumers any hair condition they might be facing.
These variants are explained below with their properties so as to get a better understanding of the
product line. all of these variants will have the basic Nutrium10 scalp nourishment technology.

The first variant is anti-dandruff scalp norisher. This shampoo is recommended for everyday use
for men who face the issue of dandruff ridden hair. This shampoo has substances such as coal tar,
Salicylic acid and Ketoconazole in addition to Jamba oil extratcs that help remove the sebum
excrements from hair and scalp while elements such as Neem and Tea Tree oil along with nutrim
10 technology will help nourish the scalp.

The next variant is for the consumers who feel they have dry damaged hair. Keeping in mind that
men excrete more Sebum from their scalp, they have more damaged hair because of that and
hence face more hairfall problems. Another cause of hairfall is the decrease in Keratin levels in
the hair. Keratin is a form of protein found in the hair that provides nutrition to the hair. This
variant will include Keratin supplements as well as nautral oil such as mustard and cocnut oil
extracts.

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It is not uncommon for men to have an oily scalp leading to oily hair. This variant will cater to
the needs of these men. The key component here will be lauryl sulfates and sulfosuccinates. this
will help control oily excrements from scalp surface which cause hair to be oily. These shampoos
dont generally contain conditioners as they add to the oilyness of the hair.

A docile version of Clarifying Shampoo wil be ceated that will help in clearing harmful polutants
from the hair and scalp will be created to help those men who like to use a lot of hair products
such as hair sprays or gels and waxes to style the hair. In doing so they harm the hair and leave
them dull and damaged. This shampoo will be designed for those men specifically.

4.2. Pricing

The pricing of this line will be determined by the value it gives to the consumers while keeping
the product still between affordable price range of the target audience. Although CLEAR is
providing high value however keeping other factors such as competition and the purchasing
power of the consumer they cannot price their product as high. CLEAR aims to lead by providing
high product quality to its consumers. CLEAR will have to somewhat rely on competitve
marketing since the market is rife with competition which gives very less price flexibility to the
producers.

4.3. Promotion

The actual promotion will take most of the focus since this is the field CLEAR needs to improve
more in. As stated earlier CLEAR has to be positioned as the market leader and a pioneer in
men's hair care market in Pakistan. That task relies mostly on promotion than any other.

The promotion will be carried out in a way that spreads awareness of the hair problems faced by
men in today's world and that they require separate products specifically desgined for their
geneology to better tackle these problems. They need to be made aware that it was CLEAR who
thought of their problems when no other did and that it was the first brand that dedicated itself
entirely to creating solutions for these problems. The image of a pioneer in any field is the
strongest and lasts the longest as the position of pioneer is almost impossible to switch.

The first wave of ads will feature the recent lashback the entire male population has been
facing based on the actions of some men. The ad will shed light on the under appreciativeness
faced by men in today's world and how their sacrifices and their endeavors are cast into darkeness
and that men are victims of more harsh living conditions in the world and are being sidelined and
their needs ignored. The ads will depict how men face problems as well and that their problems
are different in nature and thus require unique products that are specifically being created with
regards to their geneology. Raising voice for them when no other is will give CLEAR the respect
and loyalty that it has always been worthy of.

The second wave of ads will focus more on the demonstration of the product itself and the
features it possesses. The ad will raise awareness of rising hair problems faced by men and how
the new line of CLEAR will help them fight with these issues and regain their confidence and
place in the world. In all these promotions the subliminal message will be that no one else had
considered the problems faced by men when CLEAR has dedicated its entire business towards
the eradication of these issues.

These promotions will be carried on all channels such as TVCs, Radio, Billboards & other print
media as well as on online media and social media platforms such as blogs, Youtube, Facebook
and Instagram.

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4.4. Place

The all-new line of CLEAR will be made readily available to every super and megastores before
the lauch but not open for purchase before launch. It will use Unilever's strong distribution
channels to effectively supply the product to every local market in the country.

Indirect distribution model will be used to make the product available in every corner of the
country. These RTMs or Routes To Markets are further divided into three categories which are:

 General Trade.

A total of 459 distributors working nationally to supply the product to every nook and corner of
the country. They are resposnsible for making the products available in small markets which are
usually comprised of corner shops. They are not, however, responsible for delivering to the end
consumers only the shops where purchases will happen.

 Key Accounts.

These are national chains of superstores which acquire products at wholesale rates to sell it
themselves to end consumers in their owned retail stores. Although they have higher numbers but
the store sizes and the propensity of consumers have made them into a separate category from
Modern Trades

 Modern Trades.

Under Modern Trades lie shopping giants such as Metro and Hypertar. These are classified
Megastores and have their own category of distirbution.

Recommendations:

The most important recommendation for CLEAR is to re-position itself as the only hair-care product
designed and crafted specifically to cater to hair problems related specifically to men. They should target
the male gender exclusively as there are no other competitors in the market. They should devise their
marketing strategy accordingly featuring and centering around the fact that men face different problems
that require products that are specifically designed to bring effective solutions to their problems.

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