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FMCG IN INDIAN ECONOMY

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Fast Moving Consumer

Goods (FMCG)

Products which have a

quick turnover, and
relatively low cost are
known as Fast Moving
Consumer
Goods (FMCG).
FMCG products are
those that get replaced
within a year.
Examples of FMCG
generally include a
wide range of
frequently
purchased consumer
products such as
toiletries, soap,
cosmetics,
tooth cleaning products,
shaving products and
detergents, as well as
other non-durables such
as glassware, bulbs,
batteries, paper
products, and plastic
goods. FMCG may also
include
pharmaceuticals,
consumer electronics,
packaged food
products, soft drinks,
tissue paper,
andchocolate bars.
India’s FMCG sector is
the fourth largest sector
in the economy and
creates employment for
more than three million
people in downstream
activities. Its principal
constituents are
Household Care,
Personal Care and Food
& Beverages. The total
FMCG market is in
excess of Rs. 85,000
Crores. It is currently
growing at double digit
growth rate and is
expected to maintain a
high growth rate.
FMCG Industry is
characterized by a well
established distribution
network,
low penetration levels,
low operating cost,
lower per capita
consumption and
intense competition
between the organized
and unorganized
segments.
The Rs 85,000-crore
Indian FMCG industry
is expected to register a
healthy growth in the
third quarter of 2008-09
despite the economic
downturn. The industry
is expected to register a
15% growth in Q3
2008-09 as compared to
the corresponding
period last year. Unlike
other sectors, the
FMCG industry did not
slow down since Q2
2008. The industry is
doing pretty well,
bucking the trend. As it
is meeting the every-
day demands of
consumers, it will
continue to grow. In the
last two months, input
costs have come down
and this will reflect in
Q3 and Q4 results.
Market share
movements indicate
that companies such as
Marico Ltd and Nestle
India Ltd, with
domination in their key
categories, have
improved their market
shares and
outperformed peers in
the FMCG sector. This
has been also aided by
the lack of competition
in the respective
categories. Single
product leaders such
as Colgate
Palmolive India Ltd
and Britannia Industries
Ltd have also witnessed
strength in their
respective categories,
aided by innovations
and strong distribution.
Strong players in the
economy segment like
Godrej Consumer
Products Ltd in soaps
and Dabur in
toothpastes have also
posted market share
improvement, with
revived growth in semi-
urban and rural
markets.

History of FMCG in
India
In India, companies
like ITC, HLL,
Colgate, Cadbury and
Nestle have been a
dominant force in the
FMCG sector well
supported by relatively
less competition and
high entry barriers
(import duty was high).
These companies were,
therefore, able to
charge a premium for
their products. In this
context, the margins
were also on the higher
side. With the gradual
opening up of the
economy over the last
decade, FMCG
companies have been
forced to fight for a
market share. In the
process, margins have
been compromised,
more so in the last six
years (FMCG sector
witnessed decline in
demand).

Current Scenario
The growth potential
for FMCG companies
looks promising over
the longterm horizon,
as the per-capita
consumption of almost
all products in the
country is amongst the
lowest in the world. As
per the Consumer
Survey by
KSATechnopak, of the
total consumption
expenditure, almost
40% and 8% was
accounted by groceries
and personal care
products respectively.
Rapid urbanization,
increased literacy and
rising per capita income
are the key growth
drivers for the sector.
Around 45% of the
population in India is
below 20 years of age
and the proportion of
the young population is
expected to increase in
the next five years.
Aspiration levels in this
age group have been
fuelled by greater
media exposure,
unleashing a latent
demand with more
money and a new
mindset. In this
backdrop, industry
estimates suggest that
the industry could triple
in value by 2015 (by
some estimates, the
industry could double
in size by
2010). Testing times
for the FMCG sector
are over and driving
rural penetration will be
the key going forward.
Due to infrastructure
constraints (this
influences the cost-
effectiveness of the
supply chain),
companies were unable
to grow faster.
Although companies
like HLL and ITC have
dedicated initiatives
targeted at the rural
market, these are still at
a relatively nascent
stage.
The bottlenecks of the
conventional
distribution system are
likely to be removed
once organized
retailing gains in scale.
Currently, organized
retailing accounts for
just 3% of total retail
sales and is likely to
touch 10% over the
next 3-5 years. In our
view, organized
retailing results in
discounted prices,
forced-buying by
offering many choices
and also opens up new
avenues for growth for
the FMCG sector.
Given the aggressive
expansion plans of
players like Pantaloon,
Trent, Shopper’s Stop
and Shoprite, FMCG
sector has a bright
future.
India offers a large and
growing market of 1
billion people of which
300 million are middle
class consumers. India
offers a vibrant market
of youth and vigor with
54% of population
below the age of 25
years. These young
people work harder,
earn more, spend more
and demand more from
the market, making
India a dynamic and
aspirational society.
Domestic demand is
expected to double over
the ten-year period
from 1998 to 2007. The
number of households
with "high income" is
expected to increase by
60% in the next four
years to 44 million
households.
India is rated as the
fifth most attractive
emerging retail market.
It has been ranked
second in a Global
Retail Development
Index of 30 developing
countries drawn up by
A T Kearney. A.T.
Kearney has estimated
India's total retail
market at $202.6
billion, is expected to
grow at a compounded
30 per cent over the
next five years. The
share of modern retail
is likely to grow from
its current 2 per cent to
15-20 percent over the
next decade, analysts
feel.
The Indian FMCG
sector is the fourth
largest sector in the
economy with a total
market size in excess of
US$ 13.1 billion. 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.
India is one of the
world’s largest
producers for a number
of FMCG products but
its FMCG exports are
languishing at around
Rs 1,000 crore only.
There is significant
potential for increasing
exports but there are
certain factors
inhibiting this. Small-
scale sector
reservations limit
ability to invest in
technology and quality
up gradation to achieve
economies of scale.
Moreover, lower
volume of higher value
added products reduce
scope for export to
developing countries.
The FMCG sector has
traditionally grown at a
very fast rate and has
generally out
performed the rest of
the industry. Over the
last one year, however
the rate of growth has
slowed down and the
sector has recorded
sales growth of just five
per cent in the last four
quarters.
The outlook in the short
term does not appear to
be very positive for the
sector. Rural demand is
on the decline and the
Centre for Monitoring
Indian Economy
(CMIE) has already
downscaled its
projection for
agriculture growth in
the current fiscal. Poor
monsoon in some
states, too, is unlikely
to help matters.
Moreover, the general
slowdown in the
economy is also likely
to have an adverse
impact on disposable
income and purchasing
power as a whole. The
growth of imports
constitutes another
problem area and while
so far imports in this
sector have been
confined to the
premium segment,
FMCG companies
estimate they have
already cornered a four
to six per cent market
share. The high burden
of local taxes is another
reason attributed for the
slowdown in the
industry. At the same
time, the long term
outlook for revenue
growth is positive. Give
the large market and
the requirement for
continuous repurchase
of these products,
FMCG companies
should continue to do
well in the long run.
Moreover, most of the
companies are
concentrating on cost
reduction and supply
chain management.
This should yield
positive results for
them.
Industry Category and
Products
Household Care

Personal Wash:-

The market size of

personal wash is
estimated to be around
Rs. 8,300 Cr. The
personal wash can be
segregated into three
segments: Premium,
Economy and Popular.
The penetration level of
soaps is 92 per cent. It
is available in 5 million
retail stores, out of
which, 75 per cent are
in the rural areas. HUL
is the leader with
market share of ~53 per
cent; Godrej occupies
second position with
market share of 10 per
cent. With increase in
disposable incomes,
growth in rural demand
is expected to increase
because consumers are
moving up towards
premium products.
However, in the recent
past there has not been
much change in the
volume of premium
soaps in proportion to
economy soaps,
because increase in
prices has led some
consumers to look for
cheaper substitutes.

Detergents:-
The size of the
detergent market is
estimated to be Rs.
12,000 Cr. Household
care segment is
characterized by high
degree of competition
and high level of
penetration. With rapid
urbanization,
emergence of small
pack size and sachets,
the demand for the
household care
products is flourishing.
The demand for
detergents has been
growing but the
regional and small
unorganized players
account for a major
share of the total
volume of the detergent
market. In washing
powder HUL is the
leader with 38 per cent
of market share. Other
major players are
Nirma, Henkel and
Proctor & Gamble.

Personal Care
Skin Care:-
The total skin care
market is estimated to
be around Rs. 3,400 Cr.
The skin care market is
at a primary stage in
India. The penetration
level of this segment in
India is around 20 per
cent. With changing
life styles, increase in
disposable incomes,
greater product choice
and availability, people
are becoming aware
about personal
grooming. The major
players in this segment
are Hindustan Unilever
with a market share of
54 per cent, followed
by CavinKare with a
market share of 12 per
cent and Godrej with a
market share of 3 per
cent.

Hair Care:-
The hair care market in
India is estimated at
around Rs. 3,800 Cr.
The hair care market
can be segmented into
hair oils, shampoos,
hair colorants &
conditioners, and hair
gels. Marico is the
leader in Hair Oil
segment with market
share of 33 per cent;
Dabur occupies second
position at 17 per cent.

Shampoos:-
The Indian shampoo
market is estimated to
be around Rs. 2,700 Cr.
It has the penetration
level of only 13 per
cent in India. Sachet
makes up to 40 per cent
of the total shampoo
sale. It has low
penetration level even
in metros. Again the
market is dominated by
HUL with around ~47
per cent market share;
P&G occupies second
position with market
share of around ~23 per
cent. Antidandruff
segment constitutes
around 15 per cent of
the total shampoo
market. The market is
further expected to
increase due to
increased marketing by
players and availability
of shampoos in
affordable sachets.

Oral Care:-
The oral care market
can be segmented into
toothpaste - 60 per
cent; toothpowder - 23
per cent; toothbrushes -
17 per cent. The total
toothpaste market is
estimated to be around
Rs. 3,500 Cr. The
penetration level of
toothpowder/toothpaste
in urban areas is three
times that of rural
areas. This segment is
dominated by Colgate-
Palmolive with market
share of ~49 per cent,
while HUL occupies
second position with
market share of ~30 per
cent. In toothpowders
market, Colgate and
Dabur are the major
players. The oral care
market, es-pecially
toothpastes, remains
under penetrated in
India with penetration
level ~50 per cent.
Food & Beverages
Food Segment :-
The foods category in
FMCG is gaining
popularity with a swing
of launches by HUL,
ITC, Godrej, and
others. This category
has 18 major brands
aggregating Rs. 4,600
Cr. Nestle and Amul
slug it out in the
powders segment. The
food category has also
seen innovations like
softies in ice creams,
ready to eat rice by
HUL and pizzas by
both GCMMF and
Godrej Pillsbury.

Tea :-
The major share of tea
market is dominated by
unorganized players.
More than 50 per cent
of the market share is
capture by unorganized
players. Leading
branded tea players are
HUL and Tata Tea.

Coffee :-
The Indian beverage
industry faces over
supply in segments like
coffee and tea.
However, more than 50
per cent of the market
share is in unpacked or
loose form. The major
players in this segment
are Nestlé, HUL and
Tata Tea.

Growth Prospect
Large Market
India has a population
of more than 1.150
Billions which is just
behind China.
According to the
estimates, by 2030
India population will be
around 1.450 Billion
and will surpass China
to become the World
largest in terms of
population. FMCG
Industry which is
directly related to the
population is expected
to maintain a robust
growth rate.

Spending Pattern
An increase is spending
pattern has been
witnessed in Indian
FMCG market. There is
an upward trend in
urban as well as rural
market and also an
increase in spending in
organized retail sector.
An increase in
disposable income, of
household mainly
because of in-crease in
nuclear family where
both the husband and
wife are earning, has
leads to growth rate in
FMCG goods.

Changing Profile and

Mind Set of
Consumer
People are becoming
conscious about health
and hygienic. There is a
change in the mind set
of the Consumer and
now looking at “Money
for Value” rather than
“Value for Money”.
We have seen
willingness in
consumers to move to
evolved products/
brands, because of
changing lifestyles,
rising disposable
income etc. Consumers
are switching from
economy to premium
product even we have
witnessed a sharp
increase in the sales of
packaged water and
water purifier.
Findings according to a
recent survey by A. C.
Nielsen shows about 71
per cent of Indian take
notice of packaged
goods labels containing
nutritional information
compared to two years
ago which was only 59
per cent.

Advantages To The
Sector

Governmental Policy
Indian Government has
enacted policies aimed
at attaining
international
competitiveness
through lifting of the
quantitative
restrictions, reducing
excise duties, automatic
foreign in-vestment and
food laws resulting in
an environment that
fosters growth. 100 per
cent ex-port oriented
units can be set up by
government approval
and use of foreign
brand names is now
freely

Central & State

Initiatives
Recently Government
has announced a cut of
4 per cent in excise
duty to fight with the
slowdown of the
Economy. This
announcement has a
positive impact on the
industry. But the
benefit from the 4 per
cent reduction in excise
duty is not likely to be
uniform across FMCG
categories or players.
The changes in excise
duty do not impact
cigarettes (ITC,
Godfrey Phillips),
biscuits (Britannia
Industries, ITC) or
ready-to-eat foods, as
these prod-ucts are
either subject to
specific duty or are
exempt from excise.
Even players with
manu-facturing
facilities located mainly
in tax-free zones will
also not see material
excise duty savings.
Only large FMCG-
makers may be the key
ones to bet and gain on
excise cut.
Foreign Direct
Investment (FDI)
Automatic investment
approval (including
foreign technology
agreements within
specified norms), up to
100 per cent foreign
equity or 100 per cent
for NRI and Overseas
Corporate Bodies
(OCBs) investment, is
allowed for most of the
food processing sector
except malted food,
alcoholic beverages and
those reserved for small
scale industries (SSI).
There is a continuous
growth in net FDI
Inflow. There is an
increase of about 150
per cent in Net Inflow
for Vegetable Oils &
Vanaspati for the year
2008.

Market Opportunities
Vast Rural Market
Rural India accounts
for more than 700
Million consumers, or
70 per cent of the
Indian population and
accounts for 50 per cent
of the total FMCG
market. The working
rural population is
approximately 400
Millions. And an
average citizen in rural
India has less then half
of the purchasing
power as compare to
his urban counterpart.
Still there is an
untapped market and
most of the FMCG
Companies are taking
different steps to
capture rural market
share. The market for
FMCG products in
rural India is estimated
52 per cent and is
projected to touch ~ 60
per cent within a year.
Hindustan Unilever Ltd
is the largest player in
the industry and has the
widest market
coverage.

Export - “Leveraging
the Cost Advantage”
Cheap labor and quality
product & services
have helped India to
represent as a cost ad-
vantage over other
Countries. Even the
Government has
offered zero import
duty on capital goods
and raw material for
100% export oriented
units. Multi National
Companies out-source
its product
requirements from its
Indian company to have
a cost advantage.
India is the largest
producer of livestock,
milk, sugarcane,
coconut, spices and
cashew apart from
being the second largest
producer of rice, wheat,
fruits & vegetables. It
adds a cost advantage
as well as easily
available raw materials.

Sectoral
Opportunities
Major Key Sectoral
opportunities for Indian
FMCG Sector are
mentioned
below:

Dairy Based Products

India is the largest milk
producer in the world,
yet only around 15 per
cent of the milk is
processed. The
organized liquid milk
business is in its
infancy and also has
large long-term growth
potential. Even
investment
opportunities exist in
value-added products
like desserts, puddings
etc.

Packaged Food
Only about 10-12 per
cent of output is
processed and
consumed in packaged
form, thus highlighting
the huge potential for
expansion of this
industry.

Oral Care
The oral care industry,
especially toothpastes,
remains under
penetrated in India with
penetration rates
around 50 per cent.
With rise in per capita
incomes and awareness
of oral hygiene, the
growth potential is
huge. Lower price and
smaller packs are also
likely to drive potential
up trading.

Beverages
Indian tea market is
dominated by
unorganized players.
More than 50% of the
market share is capture
by unorganized players
highlighting high
potential for organized
players.

SWOT Analysis

Strengths:
• Low operational costs
• Presence of
established distribution
networks in both urban
and rural areas
• Presence of well-
known brands in
FMCG sector
Weaknesses:
• Lower scope of
investing in technology
and achieving
economies of scale,
especially in small
sectors
• Low exports levels
• "Me-too” products,
which illegally mimic
the labels of the
established brands.
These products narrow
the scope of FMCG
products in rural and
semi-urban market.
Opportunities:
• Untapped rural
market
• Rising income levels,
i.e. increase in
purchasing power of
consumers
• Large domestic
market- a population of
over one billion.
• Export potential
• High consumer goods
spending
Threats:
• Removal of import
restrictions resulting in
replacing of domestic
brands
• Slowdown in rural
demand
• Tax and regulatory
structure

Hindustan Unilever
Limited
In the summer of 1888,
visitors to the Kolkata
harbour noticed crates
full of Sunlight soap
bars, embossed with the
words "Made in
England by Lever
Brothers". With it,
began an era of
marketing branded Fast
Moving Consumer
Goods (FMCG).
Soon after followed
Lifebuoy in 1895 and
other famous brands
like Pears, Lux and
Vim. Vanaspati was
launched in 1918 and
the famous Dalda brand
came to the market in
1937.
In 1931, Unilever set
up its first Indian
subsidiary, Hindustan
Vanaspati
Manufacturing
Company, followed by
Lever Brothers India
Limited (1933) and
United Traders Limited
(1935). These three
companies merged to
form HUL in
November 1956; HUL
offered 10% of its
equity to the Indian
public, being the first
among the foreign
subsidiaries to do so.
Unilever now holds
52.10% equity in the
company. The rest of
the shareholding is
distributed among
about 360,675
individual shareholders
and financial
institutions.
The erstwhile Brooke
Bond's presence in
India dates back to
1900. By 1903, the
company had launched
Red Label tea in the
country. In 1912,
Brooke Bond & Co.
India Limited was
formed. Brooke Bond
joined the Unilever fold
in 1984 through an
international
acquisition. The
erstwhile Lipton's links
with India were forged
in 1898. Unilever
acquired Lipton in
1972, and in 1977
Lipton Tea (India)
Limited was
incorporated.
Pond's (India) Limited
had been present in
India since 1947. It
joined the Unilever fold
through an international
acquisition of
Chesebrough Pond's
USA in 1986.
Since the very early
years, HUL has
vigorously responded
to the stimulus of
economic growth. The
growth process has
been accompanied by
judicious
diversification, always
in line with Indian
opinions and
aspirations.
The liberalisation of the
Indian economy, started
in 1991, clearly marked
an inflexion in HUL's
and the Group's growth
curve. Removal of the
regulatory framework
allowed the company to
explore every single
product and
opportunity segment,
without any constraints
on production capacity.
Simultaneously,
deregulation permitted
alliances, acquisitions
and mergers. In one of
the most visible and
talked about events of
India's corporate
history, the erstwhile
Tata Oil Mills
Company (TOMCO)
merged with HUL,
effective from April 1,
1993. In 1996, HUL
and yet another Tata
company, Lakme
Limited, formed a
50:50 joint venture,
Lakme Unilever
Limited, to market
Lakme's market-
leading cosmetics and
other appropriate
products of both the
companies.
Subsequently in 1998,
Lakme Limited sold its
brands to HUL and
divested its 50% stake
in the joint venture to
the company.
HUL formed a 50:50
joint venture with the
US-based Kimberly
Clark Corporation in
1994, Kimberly-Clark
Lever Ltd, which
markets Huggies
Diapers and Kotex
Sanitary Pads. HUL has
also set up a subsidiary
in Nepal, Unilever
Nepal Limited (UNL),
and its factory
represents the largest
manufacturing
investment in the
Himalayan kingdom.
The UNL factory
manufactures HUL's
products like Soaps,
Detergents and
Personal Products both
for the domestic market
and exports to India.
The 1990s also
witnessed a string of
crucial mergers,
acquisitions and
alliances on the Foods
and Beverages front. In
1992, the erstwhile
Brooke Bond acquired
Kothari General Foods,
with significant
interests in Instant
Coffee. In 1993, it
acquired the Kissan
business from the UB
Group and the Dollops
Icecream business from
Cadbury India.
As a measure of
backward integration,
Tea Estates and Doom
Dooma, two plantation
companies of Unilever,
were merged with
Brooke Bond. Then in
1994, Brooke Bond
India and Lipton India
merged to form Brooke
Bond Lipton India
Limited (BBLIL),
enabling greater focus
and ensuring synergy in
the traditional
Beverages business.
1994 witnessed BBLIL
launching the Wall's
range of Frozen
Desserts. By the end of
the year, the company
entered into a strategic
alliance with the
Kwality Icecream
Group families and in
1995 the Milkfood
100% Icecream
marketing and
distribution rights too
were acquired.
Finally, BBLIL merged
with HUL, with effect
from January 1, 1996.
The internal
restructuring
culminated in the
merger of Pond's
(India) Limited (PIL)
with HUL in 1998. The
two companies had
significant overlaps in
Personal Products,
Speciality Chemicals
and Exports businesses,
besides a common
distribution system
since 1993 for Personal
Products. The two also
had a common
management pool and a
technology base. The
amalgamation was
done to ensure for the
Group, benefits from
scale economies both in
domestic and export
markets and enable it to
fund investments
required for
aggressively building
new categories.
In January 2000, in a
historic step, the
government decided to
award 74 per cent
equity in Modern
Foods to HUL, thereby
beginning the
divestment of
government equity in
public sector
undertakings (PSU) to
private sector partners.
HUL's entry into Bread
is a strategic extension
of the company's wheat
business. In 2002, HUL
acquired the
government's
remaining stake in
Modern Foods.
In 2003, HUL acquired
the Cooked Shrimp and
Pasteurised Crabmeat
business of the
Amalgam Group of
Companies, a leader in
value added Marine
Products exports.
HUL launched a slew
of new business
initiatives in the early
part of 2000’s. Project
Shakti was started in
2001. It is a rural
initiative that targets
small villages
populated by less than
5000 individuals. It is a
unique win-win
initiative that catalyses
rural affluence even as
it benefits business.
Currently, there are
over 45,000 Shakti
entrepreneurs covering
over 100,000 villages
across 15 states and
reaching to over 3
million homes.
In 2002, HUL made its
foray into Ayurvedic
health & beauty centre
category with the
Ayush product range
and Ayush Therapy
Centres. Hindustan
Unilever Network,
Direct to home business
was launched in 2003
and this was followed
by the launch of
‘Pureit’ water purifier
in 2004.
In 2007, the Company
name was formally
changed to Hindustan
Unilever Limited after
receiving the approval
of share holders during
the 74th AGM on 18
May 2007. Brooke
Bond and Surf Excel
breached the the Rs
1,000 crore sales mark
the same year followed
by Wheel which
crossed the Rs.2,000
crore sales milestone in
2008.
In 2007, Hindustan
Unilever was rated as
the most respected
company in India for
the past 25 years by
Businessworld, one of
India’s leading business
magazines.[2] The
rating was based on a
compilation of the
magazines annual
survey of India’s Most
Reputed Companies
over the past 25 years.
HUL is the market
leader in Indian
consumer products with
presence in over 20
consumer categories
such as soaps, tea,
detergents and
shampoos amongst
others with over 700
million Indian
consumers using its
products. It has over 35
brands. Sixteen of
HUL’s brands featured
in the ACNielsen Brand
Equity list of 100 Most
Trusted Brands Annual
Survey (2008).[3]
According to Brand
Equity, HUL has the
largest number of
brands in the Most
Trusted Brands List.
It’s a company that has
consistently had the
largest number of
brands in the Top 50
and in the Top 10 (with
4 brands).
Hindustan Unilever's
distribution covers over
1 million retails outlets
across India directly
and its products are
available in over 6.3
million outlets in India,
i.e., nearly 80% of the
retail outlets in India. It
has 39 factories in the
country. Two out of
three Indians use the
company’s products
and HUL products have
the largest consumer
reach being available in
over 80 per cent of
consumer homes across
India.[citation needed]
HUL was one of the
eight Indian companies
to be featured on the
Forbes list of World’s
Most Reputed
companies in 2007
On 17th October 2008 ,
HUL completed 75
years of corporate
existence in India.

Food brands
HUL is one of India’s
leading food
 companies. Our passion
for understanding what
people want and need
from their food - and
what they love about it
- makes our brands a
popular choice

Home care brands

HUL has a diverse
portfolio of brands
offering home care
solutions for millions
of consumers across
India.

Personal care brands

Personal care brands,
including Axe, Dove,
Lux, Pond's, Rexona
and Sunsilk, are
recognised and love by
consumers across India.

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