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A Brand is a name, term, sign, symbol, or design, or a combination of them, intended
to identify the goods or services of one seller or group of sellers and to differentiate
them from those of competitors.
Brand image is the totality of the impressions about the brand which includes its
physical, functional and psychological aspects of the brand. It is the totality of consumer
perceptions about the brand, or how they see it, which may not coincide with the brand
identity Companies have to work hard on the consumer experience to make sure that what
customers see and think is what they want them to.
The impact brand image and its elements have on how the consumers perceive
shampoos and how this brand image can influence the consumer preferences with respect to
shampoos is what this dissertation is about.
Brand image is the totality of consumer perceptions about the brand, or how they see
it, which may not coincide with the brand identity. Companies have to work hard on the
consumer experience to make sure that what customers see and think is what they want them
to. For this study, I have selected top 5 FMCG companies. Namely DABUR, HUL,
MARICO, JHONSON & JHONSON, PROCTER and GAMBLE there Respective brands
namely.
DABUR---- VATIKA
HUL -------- LUX

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PROCTER & GAMBLE--- HEAD AND SHOLDERS
MARICO---------------------- PARSHUTU
JHONSON & JHONSON--- BABY SHAMPOO
In addition have also looked at the multinational brands such as, garnier fruties, head
and sholders etc. This helped me to know the about the customer perceptions, expectations
and suggest good recordations.

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Shampoo is a  $c  product used for the removal of $ < dirt, skin
particles,  , environmental pollutants and other contaminant particles that gradually
build up in  $. The goal is to remove the unwanted build-up without stripping out so much
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Some companies use "all-natural," "organic," "botanical," or "plant-derived"
ingredients (such as plant extracts or oils), combining these additions with one or more
typical surfactants. The effectiveness of these organic ingredientc$c$%À
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Shampoo for $  and young children is formulated so that it is less irritating and
usually less prone to produce a stinging or burning sensation if it were to get into the eyes.
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Powdered shampoos are designed to work without water. They are typically based on
powders such as starch or talc, and are intended to absorb excess sebum from the hair before
being brushed out. Those with dark hair may prefer to use brown powders such as cocoa or
carob powder. Some believe that hair tends not to look as clean as when wac=$c
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Stiff, non-pourable clear gels to be squeezed from a tube were once popular forms of
shampoo, and can be produced by increasing a shampoo's viscosity. This type of shampoo
cannot be spilled, but unlike a solid, it can still be lost down the drain by sliding off wet skin
or hair. Soap jelly was formerly made at home by dissolving sodium soap in hot water before
being used for shampooing or other purposes, to avoid the problem of slow application of
solids noted above.


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"c"c˜&'c'It is a basic plan, which guides the data collection and analysis
phases of the project. It is a frame work, which specifies the type of information to be
collected, the resources of data collection procedure.´
A research design is a market plan or model for conduction a formal investigation.
Whether the buyer¶s of today are aware about a particular product, whether they are getting
the best of out of their investments on a particular product, how they feel about a product
personally, whether they are in gain of knowledge about a particular company.
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1. To analyze the factors that consumers look for while buying a particular shampoo brands
2. The role that advertisement plays to influence the purchasing decision of Consumers.
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ƒc To analyze the influence of brand image on consumer buying behaviour (with
Reference to shampoos)
ƒc To analyze the attitudes of consumers towards various shampoo brands.

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ƒc Finally suggest apporirate marketing mix stratagies.

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ƒc Review of literature refers to identifying already existing literature in the area of

ƒc brand image and marketing strategies, to find out what contribution has already been
ƒc made so that it can serve a valuable base for further expanding the literature. The
ƒc researcher while choosing the relevant literature of this study, has taken extreme care
not to omit any literature pertaining to the effectiveness of brand image in the FMCG
industry. The chapter revolves around the various relevant literatures screened to
formulate the subject matter of the proposed study
ƒc cTo broaden the perspective about the research work
ƒc cTo gain new and varied ideas
ƒc cTo acquire more knowledge along with the direct experience
ƒc cTo know the current issues with respect to the research area
ƒc cTo spot the area which have not been covered

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For the purpose of literature survey, a sample survey was adopted through the
Structured Questionnaire and those who had conducted study gathered information, the
information was also searched in libraries in various reports, journals and Internet sites were
also scanned for the authenticities of the subject matter.
The researcher has a wide variety of methods to consider, either singly or combination. They
can be grouped to as
cPrimary sources of data.
cSecondary sources of data.
For this dissertation, the primary source of data was my interaction with a sample
population of 50 in Bangalore city, through filling up of questionnaires. Secondary data
includes textbooks, Internet.

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keeping in view the purpose of study and they objectives of the study. I have adopted
explortary and derpricutive research techniques. While ariveing at this type of respondents,
sample size etc. I had detail dircration with industry have studies industry journal adn other
leading articals, some of this secondary data relvant to buy research is also detail in report.

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1.c Exploratory research design

2.c Descriptive research design
3.c Causal research design

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It is an initial research conducted to clarify and define the nature of the problem. It does
not provide conclusive evidence. It expects subsequent research.

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market competition etc. descriptive research requires clear specifications of µwhom?, Why?,
when?, where?, what?, how?¶ of the research.

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It is a research investigations in which condition are controlled. One independent

variable is manipulated (sometimes more than one). Its effect on dependent variable is
measured.

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collected was subjected to analysis by using the necessary tools that are relevant and
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Keeping in view the nature of the problem, purpose of the study and meet the objectives I had
undertaken exploratory/ descriptive type of research . While adopting this Research
Methodology, I have collected Both Primary data ( through Market survey ,
Questionnaire, Personal Intereviews ) using random sampling techniques and Secondary data
( thro published information ) used information available to
analyze and make critical evaluation of the material.
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Sampling technique is used for this study is non probability, under non probability
convenience method is choose.
Primary sources of data.
Secondary sources of data.
For this dissertation, the primary source of data was my interaction with a sample
population of 50 in Bangalore city, through filling up of questionnaires.
Secondary data includes, Internet ,Fashion journals, Magazine.
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a) Area Bangalore.
b) Sample size 50 respondents.
c) Sample group Respondents age between 20 to 40

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a. Primary Data questionnaires
b. Secondary Data magazines, newspapers, journals, Internet, Textbooks.
c. Statistical Data Tables line, bar graphs and Percentage analysis.

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ƒc The study is limited to age group of 15-45 years.
ƒc The research is limited to a small sample of 50 people in Bangalore city due to time
and cost constraints.
ƒc The study is limited to know the consumer perception towards shampoo only.

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The Indian FMCG sector is the fourth largest sector in the economy with a total market size
in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well-
established distribution network, intense competition between the organized and unorganized
segments and low operational cost. Availability of key raw materials, cheaper labour costs
and presence across the entire value chain gives India a competitive advantage.
The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in
2015. Penetration level as well as per capita consumption in most product categories like
jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market
potential. Burgeoning Indian population, particularly the middle class and the rural segments,
presents an opportunity to makers of branded products to convert consumers to branded
products.
Growth is also likely to come from consumer 'upgrading' in the matured product
categories. With 200 million people expected to shift to processed and packaged food by
2010, India needs around US$ 28 billion of investment in the food-processing industry.
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An average Indian spends around 40 per cent of his income on grocery and 8 percent on
personal care products. The large share of fast moving consumer goods (FMCG) in total
individual spending along with the large population base is another factor that makes
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Most Indian FMCG companies focus on urban markets for value and rural markets for
volumes. The total market has expanded from US$ 17.6 billion in 1992-93 to US$ 22 billion
in 1998-99 at current prices. Rural demand constituted around 52.5 percent of the total
demand in 1998-99. Hence, rural marketing has become a critical factor in boosting bottom
lines. As a result, most companies' have offered low price products in convenient packaging.
These contribute the majority of the sales volume. In comparison, the urban elite consume a
proportionately higher value of FMCGs, but not volume.
Demand for FMCG products is set to boom by almost 60 per cent by 2007 and more than 100
per cent by 2015. This will be driven by the rise in share of middle class (defined as the

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climbers and consuming class) from 67 per cent in 2003 to 88 per cent in 2015. The boom in
various consumer categories, further, indicates a latent demand for various product segments.
For example, the upper end of very rich and a part of the consuming class indicate a small but
rapidly growing segment for branded products. The middle segment, on the other hand,
indicates a large market for the mass end products.
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The size of the personal wash products is estimated at US$ 989 million; hair care
Products at US$ 831 million and oral care products at US$ 537 million. While the overall
personal wash market is growing at one per cent, the premium and middle-end soaps are
growing at a rate of 10 per cent. The leading players in this market are HUL, Nirma, Godrej
Soaps and Reckitt & Colman. The oral care market, especially toothpastes, remains under
penetrated in India
(with penetration level below 45 per cent) due to lack of hygiene awareness among rural
markets. The industry is very competitive both for organized and smaller regional players.
The Indian skin care and cosmetics market is valued at US$ 274 million and dominated by
HUL, Colgate Palmolive, Gillette India and Godrej Soaps. This segment has witnessed the
entry of a number of international brands, like Oriflame, Avon and Aviance leading to
increased competition. The coconut oil market accounts for 72 per cent share in the hair oil
market. In the branded coconut hair oil market, Marico (with Parachute) and Dabur are the
leading players. The market for branded coconut oil is valued at approximately US$ 174
million

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Brand equity research falls into two fundamental areas 'Brand Image´ and 'Brand
Strength´.
Our definition of these terms, and the prescribed research activity for each is set out
below.

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Brand image will reflect the consumers¶ perceptions of a brands¶ characteristics.
Consumers make associations, based on their knowledge of brands, whether they are factual,
rooted to their experience of the product, or emotional which are shaped by wider image
perceptions. It is these descriptive features which characterize the brand.

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Consumers frequently select brands because the perceived characteristics of the brand
are aligned with their own values. Identifying the values which matter to the consumer, and
communicating appropriate messages to the market which influence the purchase decision is
at the centre of successful branding activities. Some values are core to the purchase decision;
others have a marginal or peripheral role. Knowing which values are core, and which are
marginal, is therefore, fundamental to developing unique or distinct µproducts¶ and
subsequently successfully promoting them.

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The perceived quality of a brand is an important measure insofar as it allows us to
Compare the brand with competitors.
Consumer perceptions of the strengths and weaknesses of brands are frequently made
on the basis of knowledge of competitor brands. Understanding the way in which consumers
perceive competitor brands is an important piece of information in determine brand image
and shaping brand positioning strategies.

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The understanding of brand image is an important dimension to brand equity, but it
does not in itself provide a definitive measure of the strength of the brand. For this we need to
employ some additional measures, outlined below. Strong brands frequently derive
competitive strength in the market as a direct result of their size.
But while brand strength is often affected by the size of the brand, it is also true that

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smaller or niche brands can equally enjoy and build brand strength. Measures of brand
strength should take account of the size of the brand, but a large, well known brand is not
necessarily a strong brand. In this sense, market share should not be confused with brand
Strength.
Understanding the strength of brands is an essential conjoint to that of brand image.
There are a number of methods for measuring it. Most methods, however, fall into five
distinct categories shown in the following table.
Many of the measures taken to assess brand strength are quantitative and follow initial or
xploratory research activity to measure brand image. The main techniques utilised for each
element of brand strength are explained below.

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It is determined through a series of measurements which evaluate brand awareness.
There are different types and levels of awareness that consumers have for brands, ranging
from being unaware to prompted recall of a brand name through to usage of a brand, and
detailed knowledge of the brand, the company and its products. Brands can be said to have a
high profile when they achieve high awareness levels on these measures.

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Brands, which have high levels of customer loyalty, will, by definition, enjoy
favourable purchasing patterns. For example, customers may be more disposed to purchasing
and repeat purchasing certain successful brands, or may purchase proportionately more of
certain brands. Brand usage data is, therefore, an important indicator of the success of a
brand.

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The ability to determine the relative importance of brand values in the purchase
decision is critical to successful marketing of products. Core brand values are essential to the
purchase decision and a brand must perform on these to justify contending as a qualified
vendor. Knowing which values are core and which have a real influence on brand selection
and then measuring performance on these values is one of the most important research tools
we can deploy.
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An often quoted benefit of strong brands is the ability to charge premium prices and
to secure higher price increases than the competition. Pricing and market share data will
provide a reliable and simple indicator of premium pricing, but additionally researchers can
collect survey data to show elasticity of demand or consumer attitudes towards pricing
movements.

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The extent to which customers are loyal to a brand can be determined by a number of
different attitudinal and behavioural measures, all of which provide either an indicator of how
'attached´ consumers are to a brand or their likelihood of wanting the brand in the future.
The ability to command premium prices, sustain market share and increase shareholder value
are all signs of a strong, healthy brand. To achieve them all simultaneously, you need to
understand the µingredients¶ that make up both the image and strength of the brand, which
ultimately define a brand¶s equity. Naturally, organisations have a view or a feel for these,
but genuinely objective analysis can only be achieved through original research. And, while
the sum of this analysis will clarify the µequity of the brand¶, the individual measures that
facilitate this holistic analysis, will also clarify specific brand issues, such as awareness,
loyalty, image and performance.
Executed properly, brand equity research will show companies where they are now relative to
the competition, what they need to do to improve their position and, if repeated correctly, the
progress that is being made against defined marketing objectives.

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A brand identity is about what you tell people. It's the calculated way you
characterize, package, and position your offering. Everything about a brand that has to do
with attracting attention, setting expectations, making an impression²those things make up a
brand identity. Names, logos, slogans, advertising, packaging²they all have to do with
choosing to put a certain face on your brand.
Brand identities are important because they provide the information consumers use to
make determinations about whether to purchase your products or services and what they
should expect from the experience. If a brand identity is clear, compelling, and well executed,
consumers will feel confident that the brand will live up to its promise of value. If a brand

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identity is vague, muddled, or unappealing, consumers will be reluctant or unmotivated to
risk their time and money.
When most people say brand, they're usually talking about brand identity. The
problem with using brand identity as a surrogate for brand is that it places a misleading
emphasis on the impact of how you package your offering while excluding other equally
important considerations. When we analyze successful brands, we typically attribute their
success to more operational factors like good leadership, reliable quality, a commitment to
customer service, or innovation, rather than the brand's look, name, or slogan. Although
brand identities contribute to a brand's success, in the final analysis, we can't judge a brand by
its cover.

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Brand experience is the aggregate of consumer perceptions that come from interacting
with a brand. Those interactions may occur in the form of a phone call to your technical
support representative, a conversation with one of your salespeople, navigating through your
Web site, or using one of your products.
But all experiences are not equal. Consumers assign different levels of importance to
different facets of their experience, sometimes for example discounting a mediocre sales
experience in light of a high degree of product satisfaction. Because most companies must
make tradeoffs among service, quality, and cost, it's important to set expectations
appropriately so consumers choose to weight the facets of their experience in a way that
corresponds to your commitment.

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A successful brand is the most valuable resource a company has. In fact, one authority
speculates that brands are so valuable that companies will soon include a 'statement of value´
addendum to their balance sheets to include intangibles such as the value of their brands.
Brands are used as external cues to taste, design, qualify, prestige, value and so forth. In other
words, consumers associate the value of a product with the brand. For example, the value of
Kodak, Sony, Coca-cola, Toyota and Marlboro is indisputable. One estimate of the value of
Coca-cola, the world¶s most valuable brand, places it at over $35 billion. How does a brand
create value to the customer? Why do certain brands have more value than others? Naturally,
companies with such strong brands strive to use those brands globally (extend them).
The purpose of this paper is to review literature on the core associations of brands used to
position brands as strategies to create competitive advantages.

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Meaning of a brand and Its Importance
A brand is a distinguishing name and/or symbol! intended to identity the goods or
services of either one seller or a group of sellers, and to differentiate those goods or
services from those of competitors (Aaker, 1991; Stanton, 1994, and Kotler, 1996). A
brand thus signals to the customer the source of the product, and protects both the
customer and the producer from competitors who would attempt to provide products that
appear to be identical.

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These refer to a product¶s characteristics. Attributes are associated with a product¶s
rational benefit. For example, a Volvo car¶s attribute is durability. Similarly, a
shampoo¶s attribute would be its safety to use every day. A marketer requires to identify an
attribute that is important to a major segment and not already claimed by a competitor. The
identification of an unmet customer problem can sometimes lead to an attribute previously
ignore by competitors Indeed, unmet needs are
strategically important because they can represent opportunities for firms that want to make
major moves in the market.

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A marketer can associate a brand with a particular use or application. For example, a
beer can be associated with good friends in a warm social setting. A study of the coffee
market revealed that there were nine relevant use contexts for coffee (Glen, et al, 1984).

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Another way of positioning a brand is to associate it with a type of user or customer.
This involves identifying the brand with its target segment. For example, a brand can be
associated with those who are interested in weight control as would be the case of a new
drug.

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This is the individual who endorses a brand. Linking a celebrity with a brand can
transfer associations such as reliability, strength, performance, and so on. The extend to
which the association can be linked to the celebrity depends on how credible the person is
perceived by the audience. Specifically, a source is more persuasive when the audience
perceives him or her as highly credible than when perceived s being low in credibility

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(DeLozier, 1976). In other words, the person need not be credible but it is how the consumers
perceive him.

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µThe brand can be viewed as a person. Like a person, a brand can be perceived as
being competent, trustworthy, active, or youthful (Aaker, 1996). A brand personality may
help communicate a product¶s attribute and thus contribute to a functional benefit. Similarly,
it can help create a self-expressive benefit that becomes a vehicle for the customer to express
his or her own personality.

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A firm positions its brand using the organization¶s attributes such as innovation, a
drivefor quality, and a concern for the environment. A firm can position its brand with
respect to a competitor. Sometimes it is not important how good customers think a firm is,
but how they believe it is better than a given competitor. While this brand association can be
accomplished by comparative advertising, it is not usually allowed in some countries
(Cateora, 1996). Its rivalry to the Dabur India Ltd and Marico, Hindustan Unilever ltd(HUL)
and Procter & Gamble Hygiene and Health Care Limited.

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One more strategic option that a marketer has is to associate a brand with a country.
The country of origin has an effect on the market¶s perception of a product - either a positive
or a negative perception

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Before a discussion on research techniques for measuring ad effects on branding can
commence, the term brand itself must be defined. A brand is a distinguishing name or symbol
designed to
Identify to origins of a good or service Differentiate those goods or services from
those of the competition Protect the consumer and producer from competitors who would
attempt to provide products that appear to be identical Branding is the process of creating an
association between a symbol/object/emotion/perception and a product/company with the
goal of driving loyalty and creating differentiation.
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The Brand Development Cycle is the process of ascertaining, defining and refining of
your Brand. Whilst brands are generally above the level of market segments, they are closely
related and can be derived by the same process
5cÆ&"cThrough market research consider the variables for segmenting the
market and validate for viability.
+5c&"&cDecide which segments to target , and ensuring that any conflicts can be
managed.
-5c"""&cUnderstanding the consumer perceptions, positioning the brand in the
mind of the consumer and in relationship to competitors, and designing the appropriate
marketing mix.
65c(""&cOngoing review of the above to ensure that the brand remains relevant to the
target market, as well as the identification of further market segments.

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In the context of SIM, the above process will address the following brand properties
±cTarget consumer that is intended to receive the communications (e.g. high network
individuals who demand a personalized service)
±cNeeds being addressed, both those needs directly related to your products and
services, and those needs that act as an attractor.
±cKey messages that are communicated to the audience, especially concerning types
of products and services, quality, price points, intended type of consumer.

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±c mediums to be used, not only the new interactive mediums but also the traditional
ones like post and print, as these can play an important support role.

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Many financial services products are applicable to different market segments. It is
possible to separately target these, each emphasising different aspects of the brand, but care
must be taken that each market segment does not see messages intended for the other
segments, as this will confuse and dilute the brand. This approach can also have problems
when the same personnel must service more than one market segment. It is possible to use the
new mediums for simply brand promotion, steering consumers to the existing channels to
purchase the products. This equates to the Mass Information stage of the Customer
Relationship Cycle but it is an increasingly difficult proposition to justify

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Established in 1884, Dabur India Ltd is the largest Indian FMCG and ayurvedic products
company. The group comprises Dabur Finance, Dabur Nepal Pvt Ltd, Dabur Egypt Ltd,
Dabur Overseas Ltd and Dabur International Ltd. The product portfolio of the company
includes health care, food products, natural gums & allied chemicals, pharma, and veterinary
products. Some of its leading brands are Dabur Amla, Dabur Chyawanprash, Vatika,
Hajmola, Lal Dant Manjan, Pudin Hara and the Real range of fruit juices. The company
reported net sales of US$ 218 million in 2003- 04. Dabur has firmed up plans to restructure
its sales and distribution structure and focus on its core businesses of fast-moving consumer
good products and over-the-counter drugs. Under the restructured set-up, the company plans
to increase direct coverage to gap outlets and gap towns where Dabur is not present. A
roadmap is also being prepared to rationalise the stockists' network in different regions
between various products and divisions.
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Marico is a leading Indian Group incorporated in 1990 and operating in consumer
products, aesthetics services and global ayurvedic businesses. The company also markets
food products and distributes third party products. Marico owns well-known brands such as
Parachute, Saffola, Sweekar, Shanti Amla, Hair & Care, Revive, Mediker, Oil of Malabar and
the Still range of processed foods. It has six factories, and sub-contract facilities for
production. In 2003-04, the company reported a turnover of US$ 200 million. The overseas
sales franchise of Marico's branded FMCG products is one of the largest amongst Indian
companies.
It is also the largest Indian FMCG Company in Bangladesh. The company plans to
Capture growth through constant realignment of portfolio along higher margin lines and
focus on volume growth, consolidation of market shares, strengthening flagship brands and
new product offerings (2-3 new product launches are expected in 2007-08). It also plans to
expand its international business to Pakistan.
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Hindustan Unilever Ltd is a 51 per cent owned subsidiary of the Anglo-Dutch giant
Unilever, which has been expanding the scope of its operations in India since 1888. It is the
country's biggest consumer goods company with net sales of US$ 2.4 billion in 2007. HUL is
amongst the top five exporters of the country and also the biggest exporter of tea and castor
oil.
The product portfolio of the company includes household and personal care products like
soaps, Detergents, shampoos, skin care products, colour cosmetics, deodorants and
fragrances. It is also the market leader in tea, processed coffee, branded wheat flour, tomato
products, ice cream, jams and squashes. HUL enjoys a formidable distribution network
covering over 3,400 distributors and 16 million outlets. In the future, The Company plans to
concentrate on its herbal health care portfolio (Ayush) and confectionary business (Max). Its
strategy to grow includes focusing on the power brands' growth through consumer relevant
information, cross category extensions, leveraging channel opportunities and increased focus
on rural growth.
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Richardson Hindustan Limited (RHL), manufacturer of the Vicks range of products, was
rechristened 'Procter & Gamble India' in October 1985, following its affiliation to the 'Procter
& Gamble Company', USA. Procter & Gamble Hygiene and Health Care Limited (PGHHCL)
acquired its current name in 1998, reflecting the two key segments of its business. P&G, USA
has a 65 per cent stake in PGHHCL. The parent also has a 100 percent subsidiary, Procter &
Gamble Home Products (PGHP). The overall portfolio of the company includes healthcare;
feminine-care; hair care and fabric care businesses. PGHH operates in just two business
segments ± Vicks range of cough & cold remedies and Whisper range of feminine hygiene.
The detergent and shampoo business has been relocated globally to Vietnam. The company
imports and markets most of the products\ from South East Asian countries and China, while
manufacturing, marketing and export of Vicks and sanitary napkins has been retained in
India. The company reported sales of US$ 91 million in 2002-03. The parent company has
announced its plan to explore further external collaborations in India to meet its global
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32 respondents out of 50 respondents have given high Brand Image.

c According to the respondents Dove is rated No. 3 Brand Image Because 31

respondents out of 50 respondents have given high Brand Image.
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30 respondents out of 50 respondents have given high Brand Image.
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14 respondents out of 50 respondents have given high Brand Image.
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and other attributes have to be improved.
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factors that consumers consider while buying a particular shampoo brand.
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promotional efforts effective and to attract the consumer towards various brands.
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regarding the right brand name, the right brand image, the right personality
association, the pricing and the quality that like any other high involvement product
the customer goes through all these aspect of the shampoo before making his purchase
decision.

c The advertisements especially the television advertisements play such an important

role in making or breaking a shampoo brand and have a very high influence on their
purchase decision.

c Last but not the least this study shows how important an effect the brand image and
its elements like brand associations, brand personality, brand recall, and other brand
attributes and brand image building techniques have such considerable effect on the
consumer perceptions and preferences in the selection of a shampoo brandc
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shampoo, hence manufacturers have to make every effort to make the quality better
than its competitors and marketers have to ensure that this high quality message is
propagated in a correct manner to its target market.
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with reference to shampoo utility hence manufacturers should have hair nourishing
capabilities in the shampoo product to meet this need of consumers to be successful in
the market also bring out new shampoo products to control hair fall as 68% of
respondents voted for shampoo with hair-fall reduction capabilities.

c 60 % of respondents said that anti-dandruff element of shampoo is not at all important

and not very important in their selection decision, hence companies can concentrate
on other shampoos rather than the anti-dandruff one.

c 70% of respondents said that T.V is the highly effective media hence organisation can
target highly on that media while they advertise the brands

c 78% of respondents say that ,they consider Head and Shoulders as having the biggest
brand image, Garnier fructis comes a second with 64% votes, and Clinic plus has the
lowest brand image with 28%% respondents voting for the same.
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ccccccccccccccccccccccccccccccccccccccccccccccccccc BIBILOGRAPHY
cccccccccccccccccccccccccccccc
cccAaker, David (1999) ˜


˜  Wiley Dreamtech(P NO 11-34)
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cccMoorthy, YRL(2003) ˜ , Vikas House(P NO 8-74)
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Cooper, Donald And Schindler, Pamela (2003) ˜ 
 

, Tata McGraw-Hill(P NO 17-34)
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Malhotra, Naresh (2004)  
 , Prentice Hall(P NO28-44)

Kotler, Philip  


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www.Researchandmarkets.Com
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cccccccwww.Metasearch.Com

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