Care&advance report

CORPORATE PROFILE
HISTORY

Pirojsha Godrej

The Company celebrated its centenary in 1997. In 1897 a young man named Ardeshir Godrej
gave up law and turned to lock making. Ardeshir went on to make safes and security equipment
of the highest order, and then stunned the world by creating toilet soap from vegetable oil.

His brother Pirojsha Godrej carried Ardeshir's dream forward, leading Godrej towards becoming
a vibrant, multi-business enterprise. Pirojsha laid the foundation for the sprawling industrial
garden township (ISO 14001-certified) now called Pirojshanagar in the suburbs of Mumbai.
Godrej touches the lives of millions of Indians every day. To them, it is a symbol of enduring
ideals in a changing world.

Incorporation
Established in 1897, the Company was incorporated with limited Liability on March 3, 1932,
under the Indian Companies Act, 1913. Godrej Group is one of the largest conglomerates based
in Mumbai, India, involved in various industries that include appliances, precision equipment,
machine tools, furniture, healthcare, interior solutions, office equipment, food-processing,
security, materials handling and industrial storage solutions, construction and information
technology. Its products include Locks, access control systems, security systems and safes,

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typewriters and word processors, rocket launchers, refrigerators and furniture, outsourcing
services, machine tools and process equipment, cosmetics and detergents, engineering
workstations, medical diagnostics and aerospace equipment, edible oils and chemical, mosquito
repellents, car perfumes, chicken and agro-products, material handling equipment like
FORKLIFT trucks, stackers, tyre handlers, sweeping machines, access equipment etc. The Group
is headed by Adi Godrej and Jamshyd Godrej.

Social Responsibility:
Godrej has a philanthropic arm that has built schools, dispensaries and a residential complex for
their employees. Trusts established by Godrej continue to invest in education, healthcare and
upliftment of the underprivileged. It’s another branch in Ranchi at Pandra. Mr.B.Ganesh is the
Branch Commercial Manager at Ranchi division.

Operations:
Adi Godrej is the current Chairman of the Godrej Group. Godrej & Boyce Mfg. Co. Ltd. is
headed by Mr. Jamshyd Godrej. The Group revenue was approximately US$ 1.7 billion in
financial year 06/07. Godrej Locks is the flagship company of the group.
The Godrej group can be broadly divided into two major holding companies, working
independently:
Godrej Industries Ltd
Godrej & Boyce Mfg. Co. Ltd.

The Major Companies, subsidiaries and affiliates are:-
Chemical & Commodities
Godrej Industries
Chemicals
Veg Oils

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FMCG
Godrej Consumer Products
Keyline Brands UK
Rapidol South Africa
Godrej Global Mideast FZE
Godrej SCA Hygiene Limited

Godrej Hershey Foods & Beverages Limited

Nutrine
Godrej Sara Lee

AGRI
Godrej Agrovet
Animal Feeds
Goldmohur Foods and Feeds
Golden Feed Products
Higashimaru Feed Products
Oil Palm
Agri Inputs
Godrej Aadhaar
Nature's Basket
Integrated Poultry Business
Plant Biotech

Services
Godrej HiCare (Pest Management Services)
Godrej Global Solutions (ITES)
Godrej Properties

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Corporate mission

 We shall operate in existing & new businesses which capitalize on the Godrej brand &
our corporate image of reliability and integrity.
 Our objective is to delight our customers, both in India and Abroad.
 We shall strive for excellence by nurturing, developing & empowering our employees &
suppliers.
 We shall encourage an open atmosphere conducive to learning & team work.
 We shall achieve these objectives through continuous improvement in quality, cost &
customer service.

Corporate Shared Values

 Commitment to quality
 Dedication and commitment
 Customer orientation
 Honesty & integrity
 Learning organization
 Openness & transparency
 Team work
 Respect, care & concern for people
 Trust

Corporate Care

 As we complete our first century and enter the next one, our vision shines on with
brightness our founder intended- The concept of trusteeship of wealth.
 Begun with a spontaneous donation of Rs.3 lac to the Tilak fund by Ardeshir Godrej, this
initiation of philanthropy was strengthened by Pirojsha Godrej, who made it a corporate
policy.

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 Along with housing, schooling, medical aid & paid leave to workers, Pirojsha was also
deeply concerned about environmental & social causes.
 This vision continues to be the leading light in our lives/

Human Resource

What drives Godrej Industries Limited employees is the positive outlook towards work in an
environment of change that encourages innovation and lateral thinking to harness new concepts
for increasing maximum efficiency. The Godrej Industries employee is determined, ready to
learn and committed to meeting and raising the organization's standards of quality, bringing the
organisation to the very forefront of the global FMCG and beverage industry.

Our employee is determined, loyal, committed and eager to learn and we provide this platform
like every other growing global entity. A complete teamwork is highly appreciated. Every
Godrej Industries employee works in harmony to reach higher goals and strive to take the
organization forward. Forming a team, whose sole purpose is to achieve its target under any
circumstances, a team that never compromises on quality and inner strength. The Godrej
Industries Limited Human Resource Department has initiated a metamorphosis within the
organization - a phase of change to compete and excel globally for future. HRD believes in the
dynamics of change: if we always do what we had always done, we will always get what we

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always got and we nurture a constant urge to achieve something beyond the expected.

To implement this change, Godrej Industries Limited is working to increase efficiency while
reducing unnecessary costs and expenses. The HR has design a tailor-made HR roadmap, giving
a new dimension to the HR systems and processes, leading the organization towards an effective
human engineering process. HRD works towards enhancing the effectiveness and the efficiency
of Godrej Industries Limited by enriching individual maps of reality, by supporting personalized
growth of the individuals, by improving team-spirit and inter-personal communication of the
organization's members.

It not only believes in harnessing internal pools of knowledge but also provides its employees a
platform for knowledge integration with internal as well as external sources. The Godrej
Industries Limited human resources department has become an eventful place with a focus
towards attraction, retention and development of talent, as it surges ahead to set higher
performance thresholds. Our HR motto states that - "We not only believe in blending Spirits into
FMCG but also blending Aspirations into Career.

Selection of any employee depends on the need in any sector. For this the particular department
of organization define the quality needed in employee and after this the HR department post the
job on different web sites, hire consultant or take placement from different colleges.

Promotion of the employee depends on the capability of employees learning means if the
employee can have ability or eagerness to learn the work of other department beside his work he
will be promoted. Also after the experience and quality of work any employee is promoted.
Training and Development is a part of any organization. Godrej Industries Limited believes in
leveraging technology to help it gain a competitive edge in the market place. Godrej has been
one of the first companies in the FMCG / Chemical industry. So they organize training program
time to time.

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Planning

HRP is understood as the process of forecasting an organization’s future demand for, and supply
of, the right type of people in the right number. It is only after this that the HRM department can
initiate the recruitment and selection process. HRP is a sub-system in the total organization
planning. Organizational planning includes managerial activities that set the company’s
objectives for the future and determines the appropriate means for achieving those objectives. .an
integrated part of strategic management HRP is variously called strategic manpower planning, or
for employment planning

PLANNING IN GODREJ

 The costs of Human Resource planning are kept minimal as each plant/ profit centre has
its own Personal Department which provides all the respective plant’s requirements. Each
personal department comprises of four members.

 The short term planning is conducted by each plant’s personal department with each
team’s respective heads.

 The Long term planning is performed by superiors of each deptt. In accordance with
company’s interests and objectives.

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 The internal detailed planning is planned by each team separately.
 In this way, it is lesser time consuming, energy, economic and also effective. The
decisions are agreed upon by most of the team members so they are more focused, clear,
satisfied that even they have a say in the working and meeting the targets set.

Godrej Consumer Products Ltd. (GCPL)
The Consumer Products business was part of the erstwhile Godrej Soaps Limited (GSL) and was
demerged into Godrej Consumer Products Limited in April 2001, pursuant to a scheme of
demerger approved by the Hon’ble High Court of Judicature, Mumbai, dated March 14, 2001.

Acquisitions

GCPL has an international presence through the acquisitions of Keyline Brands Limited (United
Kingdom) in 2005, Rapidol (Pty) Limited in 2006, and Godrej Global Mid East FZE in 2007 and
the joint venture with SCA Hygiene Products AB, Sweden in 2007. GCPL acquired 49% stake in
Godrej Sara Lee Limited (GSLL), an unlisted joint venture between the Godrej Group and Sara
Lee Corporation USA in early 2010. Subsequently in May 2010 it entered into an agreement to
acquire the remaining 51% stake. It has acquired Megasari, a leading FMCG player in household
care sector in Indonesia and has agreed to acquire Tura, a leading personal care player in Nigeria.

Business Categories

GCPL operates in the domestic and international markets in the ‘Personal and Household Care’
segment. Some of the categories are soaps, hair colorants, toiletries and liquid detergents.

Competition

 In the soaps category, GCPL brands compete with ‘Lux’ and ‘Lifebuoy’- Hindustan
Unilever Limited, ‘Nirma’.
 In the hair colours category, its products compete for market share with ‘Black Rose’
‘Super Vasmol’ and ‘L’Oreal’.
 Competitors in shaving cream category are ‘Gillette’, ‘Palmolive’ and ‘Old Spice’.
 GCPL’s talcum powder brands compete with ‘Ponds’- Hindustan Unilever and ‘Denim’.
 In the liquid detergent category GCPL brands ‘Ezee’ and ‘Genteel’, compete with
‘Safewash- Wipro’ and ‘Surf Excel- Hindustan Unilever Limited’.

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Manufacturing Facilities

GCPL currently operates five manufacturing facilities in India at Malanpur (Madhya Pradesh),
Guwahati (Assam), Baddi- Thana (Himachal Pradesh), Baddi- Katha (Himachal Pradesh) and
Sikkim. Further, its manufacturing facilities located abroad at South Africa produce a range of
personal care products and hair colour products.

Market Mapping:
Sales & Distribution network

GCPL has a widespread distribution network across India. It has a presence in both the urban and
rural markets, enabling it to benefit from the opportunities in both segments. It has a sales team
which comprise of over 250 staff spread across the country. It has a network of 33 C&F agents
and as on February 29, 2008. It had 1,273 distributors, 142 super stockists and 3,175 sub
stockists to support the sales team in India. Its distributors and sub stockists cover around
650,000 retailers in India. GCPL has linked its major distributors in India through a system
called ‘Sampark’, a collaborative planning, forecasting and replenishment system with its ERP
system leading to reduced inventory levels.

Research and Product Development

The research and development activities broadly comprise of various processes for developing
new products, standardising new analytical methods and identifying substitutes for key raw
materials. Through this research and development centre, GCPL continuously interact with
consumers to obtain feedback on its products and information obtained is leveraged to
complement new product development activities. The Godrej Research & Development Centre is
recognised by the Department of Science and Technology, New Delhi.

Size of the Company

As of November 30, 2007, it employed over 1,349 full-time employees.

GCPL is present in 3 segments namely soaps, household insecticides & hair colours. In each of
these segments the company is a market leader or at No. 2 position. The company has been
continuously investing behind its brands to gain ground over competition & have created super
brands over the decade. The company’s 3x3strategy (presence in3continents and 3 categories)
shows its clear focus to attend to its strengths rather than diversify into the unknown.
Cross synergies from continents will enable growth across geographies & segments & help
the company achieve its target of 20%+ top line grow for next 3-4 years.

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1) Growth Drivers
a. Cross synergies of distribution network in standalone business with the
amalgamation of Sara Lee operations.
b. With a penetration of 25-30% in rural India the company has scope to increase
penetration in rural India for household insecticides.
c. Growth returning to hair colour segment in India by leveraging on crème
based sachet technology from Latin America business.
d. The structural change in demand from unorganized to organized in soaps segment
in rural India to support volume growth.
e. Africa, the largest contributor to consolidated revenues to see inorganic
growth from full year consolidation of Darling Group, while organic business
growth of is expected at 15%+. The company is expected to launch of
insecticides in late FY13 early FY14 in the African continent.
f. Latam business to grow on the back of increased penetration through
geographical diversification, product innovation, & consolidation of Chilean
acquisition.
g. Asia (ex-India) (i.e. Indonesia) business to grow on the back of disruptive launch
of Magic paper which is eating into the coil market.
h. Cross launches across geographies to yield growth. The company plans to launch
Stella (air care brand) from Indonesian operations in India and launch insecticides
in Africa.

2) Profitability Drivers
a. Premium across hair colour segment.
b. Increasing share of vaporizer & aerosols to improve pricing power.
c. Conscious effort to acquire companies with better operating profit margins than
standalone business to prop up profitability.
d. With the acquisition of fully integrated Darling group in Africa to enable
in-house sourcing for Kinky and improve margins in that geography.
e. Chilean acquisition at 20%+ margins to improve margins in Latam business.

3) Increased distribution, product innovation and brand investment to support growth.

4) Synergistic benefits from global operations to auger well for the company.

5) Temasek Investment helping to lower debt levels. Debt to net worth ratio to come down
to 0.6 by FY13.

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Standalone Household Insecticides–Building Muscle
GCPL’s household insecticides business is one of the fastest growing as well as profitable
business segment. This segment was part of erstwhile JV Godrej Sara Lee. GCPL bought out
Sara lee’s 51% stake in May of 2010 for`1050 crs. Following this the company became a fully
owned subsidiary of GCPL and was renamed Godrej Household Products. With affect from
April 2010, GHPL was amalgamated with the parent company. When acquired GHPL owned 5
brands – HIT, GoodKnight, Ambi Pur, Kiwi, & Brylcream. In due course Sara lee sold global
rights for Ambi Pur, Kiwi & Brylcream for which GCPL had a 2 year license right expiring in
2012. Sara lee exited these business in a bid to exit is household care business globally
and concentrate on its core business of foods & beverages.

The insecticide business contains of 3 main brands– Good Knight & Jet, the mosquito
repellent brand & HIT, its aerosol segment catering to all types of pest. Mosquito repellents
accounts for ~ 56-57% of this segments revenue and is growing at a CAGR of 25%+ over
the last 2-3 years. HIT, which accounts for the remaining has been growing at 23%+. This
segment continued its strong growth trajectory on the back of synergist benefits arising on
account of amalgamation of distribution network as well as new launches.

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Estimated at ~` 3000 crs., the domestic household insecticide market is growing at ~12-
15% p.a. Coils account for 50% of the market, liquid vaporizers and mats, aerosols,
creams etc. equally account for the balance. Current penetration for insecticides in the urban
market is at 75% and 25% in rural India.

Godrej Sara Lee, a pioneer in creating and developing the home pesticide market in India, has
strong brands like Goodknight, Jet, Banish, and Hit which makes it the industry leader. Hit faces
competition from Baygon brand from Bayer. Baygon is not as aggressive a marketer as Hit.
Most of the marketing action takes place in the repellent segment where there is war
between brand like Good Knight , Mortien, All Out etc. HIT is the market leader in its segment.

Over the years GoodKnight has evolved from
mats to all main formats of repellents. It is
growing market share vs. its No. 1 competitor SC
Johnson’s brand All Out in the liquid vaporizer
segment. This segment is growing faster than the
market as people switch from coils to electrical
formats. Good Knight has a 39.4% MAT market
share in liquid vaporizers vs. 45% for All Out,
according to AC Nielsen July 2011 data. The July
2011 monthly data showed the momentum sales for
GoodKnight, with it beating the market share of
SC Johnson for the first time with a little over 43% market share vs. All Out share at
42%. Since then the quarterly figures for growth are testimony to it gaining further market share.

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Regional Jewel

Apart from GoodKnight, Godrej is present in this segment through its regional brand JET.
With more than 80% Market Shares in coil in Andhra Pradesh, JET Brand has continued its
dominance in Andhra Pradesh market and shows a strong consumer choice for Mats, Refills
and Other Household Products Formats.

Killers vs. Repellents

The home pesticide market can be divided into two segments: one that is used as repellents like
cream, coil, lotion, liquidator etc., which don’t kill the insects and secondly the other
category is the Insect Killers which consists of aerosols, chalks, poison etc. Hit belongs to the
insect killer category.

In the household insecticides category, the company is working towards developing a lowered
priced product to cater to the bottom of the pyramid consumer. GCPL believe this will
help drive volumes. In the household insecticides category, the company is working towards
developing a lowered priced product to cater to the bottom of the pyramid consumer.
They believe this will help drive volumes.

GCPL expect this segment to grow on the back of:

 Switch from coils to liquid vaporizers where the company is gaining market share.
 Synergistic benefits arising from merger of distribution channels of GSL & GCPL.
 Cross launch of its disruptive innovation of HIT magic paper from Indonesia in India.
 Rural market growth to continue as penetration is as low as 25-30%.

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International Household Insecticides Business –Growing on the back of innovation

Alongside GSL’s amalgamation the company acquired PT. Megasari Makur in May 2010 in
Indonesia. This is household care company with ~72% of its revenues coming from the top 3
brand HIT, Stella & Mitu. GCPL found a strategic fit for its 3x3 strategy through this
acquisition. Indonesia is the 4th largest insecticide market among emerging economies. With this
acquisition GCPL has become the 2nd largest Household insecticide player in Asia (ex-Japan).
Megasari is present in the fastest growing aerosols & vaporizer segments. It has 35% market
share in the insecticide market. Baygon is No.1 competitor in Indonesia. Megasari, when
acquired had no presence in the coil segment which is still a large segment of the Indonesian
market. Recently the company launched HIT magic paper, a disruptive innovation and has
already taken 10% of the coil market share.

GCPL expect the disruptive launch coupled with increasing penetration(current
penetration~30-40%) to enable this segment to clock 17%+ growth for the next 2-3 years.

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CONSOLIDATED HOME CARE = Household Insecticides + Air Care +
Baby wipes + Liquid detergents
Home care segment includes household insecticides, air care brand Stella, and baby wipes brand
Mitu & liquid detergents Ezee & Genteel. Currently home care account for ~48% of total
consolidated revenues. Liquid detergents, is the dark horse in this segment. GCPL expect this
segment to grow at 20% CAGR over the next 2-3 years on the back of its acquisition of
Genteel brand and synergistic benefits from sharing of distribution channel. They like the niche
presence on the company in this segment with ~70% market share and expect this segment to
grow in importance over the next 4-5 years. Apart from household insecticides in PT Megasari’s
23% revenues come from Stella & Mitu. In both the segments the company is market leader.
They expect the 51% remaining segment of PT megasari’s business model to grow at 14-15 %(
currently growing at 25 %+). The management is intending to launch Stella brand in India
creating a new segment in standalone operations. They are skeptical of this move as they believe
this segment is yet to be recognized by the Indian consumer and hence any growth coming in
from here is a positive over our projections. They expect the existing home care segment to grow
at 18%+ for the next 2-3 year.

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Opportunities for growth in this segment:
 Megasari’s insecticide segment growth to ride on the back of launch of HIT Magic
paper.
 The company plans to launch household insecticides in the African continent in the end
of next fiscal. The company plans to leverage on the distribution network of its latest
African acquisition of Darling group which has presence in 14 sub Saharan countries for
the same.
 Growth in the liquid detergent segment on the back of increased distribution.
 Standalone insecticide to grow on the back of increasing penetration in rural India.
 Cross launch of Stella (Air Care brand from Indonesian operations) in India.

Hair Care–Colouring the greys of India:
GCPL is present in the hair care segment through hair colour, hair styling sprays,
shampoos & hair extensions. In the standalone operations the GCPL is present in the hair colour
segment where it currently has 29% market share. The company has evolved from a hair dye
player to a hair colour player.

The 4 main SKU’s in this segment are:
 GodrejExpert– Godrej Powder Hair Dye is the flagship brand of Godrej Consumer
Products. Godrej Liquid Hair Dye was launched in the 1970s. Used in those days with
some degree of hesitation, it did become a category leader and laid the foundation for the
market-to-come. In keeping with market developments, Godrej added to its

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portfolio in 1981 by developing and launching a hair dye in powder form. Following
the extraordinary success of the sachet format Godrej moved to the next level of
convenience by offering a shampoo based permanent hair dye-cum conditioner. The
New Godrej Expert range is now available in three Colour + Benefits variants-
Original, Care and Advanced.
Godrej Expert Original trusted by over 4 crore consumers, priced at Rs.12 per sachet.
Godrej Expert Care is a herbal-based formulation with heena and amla. At Rs.15
per sachet, the Godrej Expert Care range is available in three shades–Gentle Black,
Natural Brown and Burgundy.
Godrej Expert Advanced is a Pro-Gel formula with a gel like consistency which
does not drip and is easy to spread. Priced at Rs.15 per sachet, the Godrej Expert
Advanced range is available in three shades– Gentle Black, Natural Brown and
Burgundy

 Renew–Godrej Renew was launched in 2002-2003 as a hair colour cream. This is the
first time that the hair care division of Godrej Consumer Products Ltd was coming
up with a cream-based formulation for hair colours. When launched the pricing for 50ml
priced at Rs.65 (after a price discount of Rs.15) and the new 20ml pack priced at
Rs.35 (after a price discount of Rs.5). Current prices for the same SKU have moved
up from Rs.100 & Rs.50 respectively. In Dec of 2007 the company launched powder
based Godrej Renew Powder Hair Colour.

 Colour Soft–This brand was launched in the June of 1998 as a premium hair colour
brand against L’Oreal. Introductory price was Rs.95 per 40 ml to current price at Rs.110
for 40 ml.

 Nupur- Launched in 2002-03 in the unbranded mehndi market. The company has
renewed focus on this segment on an herbal platform.

The share of hair care in the standalone top line has come down after the amalgamation of GHPL
in May 2010.

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50% of the hair colour industry by value is hair powder based while the rest is equally
divided between oil based (permanent) and crème based colours. In volume terms 70%+
market is still powder based hair colour. The industry dynamics are changing to more of
premiumisation of product. Also while in Tier II & Tier 111 cities penetration is growing on the
back of salon platform, & in Tier I cities through the home use platform.

The main concern in this segment has been the increasing competition. From 35% market share
in 2008 GCPL has lost ground to 29.4% in FY11. The company has since re-launched its
main brand Godrej expert and launched a new advertisement campaign. The company’s
strategy to grow this business is as follows:

 The company plans to leverage on its popular brand Godrej Expert to drive growth
through penetration.
 Secondly the company plans to bit into the unorganized hair mehndi market through its
brand Nupur, which is a niche play on the herbal platform.
 Focus on premiumisation through its brand Colour Soft.
 Increase presence in salon distribution channel.
 In Q4FY12 the company has launched an ad campaign for its flagship brand
Godrej Expert.

On a consolidated basis apart from hair colour in India, GCPL has presence in the
international hair care market through its acquisitions in Latin America & Africa.

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Financials:

Key Ratios

Years Mar-11 Mar-10 Mar-09 Mar-08 Mar-07
Debt-Equity Ratio 0.1 0.1 0.3 1.0 0.6
Long Term Debt-Equity Ratio 0.1 0.0 0.3 0.9 0.5
Current Ratio 1.4 1.7 1.5 0.9 0.8
Fixed Assets 2.9 4.8 4.3 3.6 4.0
Inventory 10.4 8.8 7.8 6.5 7.8
Debtors 36.3 60.3 102.7 83.5 97.6
Interest Cover Ratio 62.2 82.7 22.1 17.3 20.0
PBIDTM (%) 22.9 24.5 18.5 21.3 20.7
PBITM (%) 22.0 23.4 17.2 19.6 19.1
PBDTM (%) 22.6 24.2 17.7 20.1 19.7
CPM (%) 18.4 20.2 15.6 17.8 18.2
APATM (%) 17.6 19.2 14.3 16.1 16.6
ROCE (%) 41.3 42.1 44.2 71.0 99.8
RONW (%) 36.8 36.4 47.0 113.3 141.3
PE 29.4 35.5 23.7 21.2 27.8
EBIDTA 567.7 316.6 209.1 195.3 164.6
Dividend Yield 1.4 1.6 3.0 2.9 2.6
PBV 7.7 9.7 6.4 18.6 30.0
EPS 12.4 7.4 5.6 5.9 5.3

Rs. crore
Turnover (net) FY 2010-11 FY 2009-10 Growth (%)
Soaps 795.9 828.4 (4%)
Hair Colour & Toiletries 388.2 357.7 9%
Repellents & Others 1102.7
Liquid Detergents 64.4 53.3 21%
By-products 44.0 28.5 54%
Total 2395.2 1267.9 89%

Interpretation:
1. The company’s current ratio is within the rule of thumb, i.e. 2:1, which means that the
company’s liquidity position is quite satisfactory. The company’s current assets are
sufficient to pay off its current liabilities.
2. As a convention, 1:1 liquid ratio is considered satisfactory. According to this convention,
the company has satisfactory liquidity position. It was close to rule of thumb. The overall

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liquidity position is sufficient.
3. Net profit ratio has increased over the years. It is due to cost savings on material
consumption, which is quite satisfactory for the company.
4. ROI is of great importance as it depicts how much the company has accomplished its
objective of maximizing its earnings. As this ratio reveals how well the resources of a
firm are being used, higher the ratio, better are the results. The company’s ROI is
increasing over the years which indicate a favorable profitability position.
5. As the return on the equity capital is increasing, so the EPS is increasing over the years
and it shows increase in the earning capacity of the company.
6. Fixed assets turnover is the relationship b/w COGS and fixed assets employed in the
business. The increase in this ratio over the years shows increase in the efficiency of the
company in using its capital resources.
7. Every firm has to maintain a certain level of inventory of finished goods so as to be able
to meet the requirements of the business, and in case of Godrej, the inventory turnover
ratio holds utmost importance. Closely associated with it is the inventory conversion
period, which is imperative to know the average time, taken for clearing the stocks.
8. In case of Godrej, inventory conversion period is very high in all the five years, which
means that the company is not able to clear its stock in time. However, after 2007, this
ratio is showing a declining trend.
9.
EPS
14

12

10

8

6

4

2

0
Mar-07 Mar-08 Mar-09 Mar-10 Mar-11

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SWOT Analysis
Market P/E P/BV
EV/EBIDTA ROE ROCE D/E
Cap (TTM) (TTM)
Company
(Rs. in
(x) (x) (x) (%) (%) (x)
Cr.)
Godrej Consumer 19,199.73 41.7 7.61 21.17 36.8 41.3 0.12
Dabur India 18,482.39 40.48 14.2 27.35 38.5 37.6 0
Marico 10,875.94 32.33 6.7 20.97 37 28.5 0.64
Emami 7,413.70 27.22 9.05 20.47 34.9 31.6 0.38
Bajaj Corp 1,798.76 14.98 4.2 13.05 47 59.1 0
Parikh Herbals 495.25 0 55.52 0 0.2 0.3 0
Amar Remedies 373.7 8.31 1.74 5.43 19.3 20.3 0.82
JHS Sven. Lab. 59.32 0 0.6 8.35 8.1 9.5 0.6
Birla Pacific 55.62 0 0.52 0 0 0 0
J L Morison(I) 55.49 0 0.78 18.18 0 1.9 0.21
MFL India 34.26 63.4 1.05 4.18 2.6 9.8 0.44
GKB Ophthalmic 14.79 8.65 0.81 7.9 0.2 8.3 0.55
Paramount Cosmet 7.29 5 0.36 5.12 3.9 8.2 0.56
Enjayes Natural 7.28 0 2.1 0 0 0 0.74
Ador Multi Prod. 4.55 116.33 0.88 8.27 4.8 6.9 0.05

Strength Weakness

Good corporate image Ineffective promotional tools

Experience in the line Weak branding

Qualitative products Inappropriate variants of products

Opportunities Threat

Innovation in the product line Competitors grab on the market

Attractive distribution schemes Competitors expansion in the market at a faster
pace

21 | P a g e

PROJECT INTRODUCTION

It is a thing of massive gratification for me to present This Summer Training Project Report on
the topic “Visibility & Distribution of Godrej Expert ADVANCE & CARE”. Hair Dyes are hair
care products which are of daily usage and means different to different kinds of consumer. The
rise and recent competition have dramatically enhanced the capabilities of the customers.
Leveraging the power of these new capabilities, various distribution networks are working
together to improve the visibility & distribution of the above two dyes. Every distributor is
looking for the next “killer application,” yet we are still learning about retailers’/people’s
information and Daily needs.

By this practical training I am able to equip the manager with the understanding, the thinking, the
knowledge, and the skills for todays and also for tomorrow’s market exigency. Initially I was just
having the bookish knowledge about all Marketing policies, practices and functions, but after
joining this organization, I got most of the practical knowledge. I have come to know, what
actually happens in the organizations. How actually a FMCG product finally reaches all of us.

Though it is not possible to have the information of all the spheres in market, in such a very short
period, but I tried to get more and more about all functions and practices applied in practical
working. This project report has been painstakingly and thoroughly prepared to cover
extensively various facets – both micro as well as macro. Its coverage is broad and up to date and
it is balanced in terms of concept and application. Since customers are the most important asset
of any organization, there is increased emphasis on the need for understanding people in a
manner to satisfy them through quality of services. The language of the presentation is highly
communicative so that it becomes interesting and comprehensible.

22 | P a g e

Concept of marketing research

Marketing research is the systematic gathering, recording, and analysis of data about issues
relating to marketing products and services. The term is commonly interchanged with market
research; however, expert practitioners may wish to draw a distinction, in that market research is
concerned specifically with markets, while marketing research is concerned specifically about
marketing processes.

Role of marketing research

The task of marketing research is to provide management with relevant, accurate, reliable, valid,
and current information. Competitive marketing environment and the ever-increasing costs
attributed to poor decision making require that marketing research provide sound information.
Sound decisions are not based on gut feeling, intuition, or even pure judgment.

Marketing managers make numerous strategic and tactical decisions in the process of identifying
and satisfying customer needs. They make decisions about potential opportunities, target market
selection, market segmentation, planning and implementing marketing programs, marketing
performance, and control. These decisions are complicated by interactions between the
controllable marketing variables of product, pricing, promotion, and distribution. Further
complications are added by uncontrollable environmental factors such as general economic
conditions, technology, public policies and laws, political environment, competition, and social
and cultural changes. Another factor in this mix is the complexity of consumers. Marketing
research helps the marketing manager link the marketing variables with the environment and the
consumers. It helps remove some of the uncertainty by providing relevant information about the
marketing variables, environment, and consumers. In the absence of relevant information,
consumers' response to marketing programs cannot be predicted reliably or accurately. On-going
marketing research programs provide information on controllable and non-controllable factors

23 | P a g e

and consumers; this information enhances the effectiveness of decisions made by marketing
managers.

The role of marketing research in managerial decision making is explained further using the
framework of the "DECIDE" model:

D Define the marketing problem

E Enumerate the controllable and uncontrollable decision factors

C Collect relevant information

I Identify the best alternative

D Develop and implement a marketing plan

E Evaluate the decision and the decision process

24 | P a g e

OBJECTIVE

 Need of study
GCPL is a big brand name but the emergence of other market players (L’OREAL, Cavinkare and
the like) in the Hair Dye industry, has set a big benchmark and has also affected Godrej’s market
position adversely. The company has launched two new dyes under its product line Godrej
Expert i.e. Godrej Expert Advance and Godrej Expert Care. The company has not been able to
make a huge success in these two dyes despite its extensive promotional campaigns and vast
distribution network in the field. Customers are the lifeblood of every business and its success
largely depends on how it satisfies its customers. Customer purchase preferences are affected by
a number of reasons. In addition to this, Location convenience and Retailer relationship is one of
the most consideration followed by the Distributor’s Schemes and Variety, in building a good
distribution and visibility strategy. Both these concepts have been taken into consideration to
study the factors affecting the customer purchase preference and also the retailers’ perspective to
deal with a particular Hair Dye brand.

Thus this study is aimed to provide the management with some knowledge about its status in
market both in terms of visibility and distribution for Godrej Expert Advance and Godrej Expert
Care. The research also aims to provide some ideas to improve the availability & distribution of
Care & Advance in the market.

25 | P a g e

 Research objectives
 To identify the factors which have a bearing on visibility of Godrej Care &
Advance hair dyes towards consumers. Consumer
 To understand the customers’ outlook towards Godrej Care & Advance Survey
 To evaluate the retailer’s motive behind dealing in a particular brand. Dealer
 To study the retailers’ views about Godrej Care & Advance. Survey
(a) To identify which among them is more saleable and which is less
saleable
(b) To identify reasons for availability for Godrej Care & Advance.
(c) To know the satisfaction level of retailers for Godrej Care &
Advance.
(d) To know how distribution can be improved for Godrej Care &
Advance.
(e) Necessary steps to improve their present position.

26 | P a g e

METHODOLGY

Sources of data
There are two main sources of data - primary and secondary.
PRIMARY RESEARCH is conducted from scratch. It is original and collected to solve the
problem in hand. SECONDARY RESEARCH already exists since it has been collected for
other purposes. It is conducted on data published previously and usually by someone else.
Secondary research costs far less than primary research, but seldom comes in a form that exactly
meets the needs of the researcher.
 This research involves both primary and secondary sources of data collection.
 The primary information has been collected from Retailer/Wholesalers and consumers in
the form of Schedules.
 The secondary information was gathered from AC Nielsen Report and Company
Website.

Research Design

A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In
fact, the research design is the conceptual structure within which research is conducted; it
constitutes the blueprint for the collection, measurement and analysis of data. One may split the
overall research design into following parts:

a) the sampling design which deals with the method of selecting items to be observed for
the given study;
b) the observational design which relates to the condition under which the observations are
to be made;
c) the statistical design which concerns with the question of how many items are to be
observed and how the information and the data gathered are to be analysed

27 | P a g e

d) The operational design which deals with the techniques by which the procedure specified
in the sampling, statistical and observational design can be carried out.
e) The research design for this project is descriptive.

Research Instrument

The primary data was obtained during the course of doing research in a systematic manner with
the help of SCHEDULES.

This method of data collection is very much like the collection of data through questionnaire, with
little difference which lies in the fact that schedules (proforma containing a set of questions) are
being filled in by the enumerator. These enumerators along with schedules go to respondents, put
to them the questions from the proforma in the order the questions are listed and record the replies
in the space meant for the same in the proforma. In certain situations, schedules may be handed
over to respondents and enumerators may help them in recording their answers to various
questions in the said schedules. Enumerators explain the aims and objects of the investigation and
also remove the difficulties which any respondent may feel in understanding the implications of a
particular question or the definition or concept of difficult terms. This method of data collection is
very useful in extensive enquiries and can lead to fairly reliable results.

In this study, each Retailer/Wholesaler and Consumer was asked the questions written in the schedule.
Everything was explained to them if in case they didn’t understand something and thus their responses
were noted down.

Sampling Design

A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or procedure the researcher would adopt in selecting items for the sample.

28 | P a g e

Sample design may as well lay down the items to be included in the sample i.e., the size of the
sample. Sample design is designed before data are collected. There are many sample designs
from which a researcher can choose. Some designs are relatively more precise and easier to
apply than others.

Population

Population refers to part of universe from which the sample for conducting the research is
selected. Universe and population can be same in some researches. It may be finite or infinite. In
finite universe the number of items is certain, but in case of infinite the number of item is infinite
i.e., we cannot have an idea about the total number of items.

The population for this study is finite i.e. all Retailers/Wholesalers/Departmental Stores and
consumers in Kolkata.

Sampling Unit

Sampling unit refers to smallest possible individual eligible respondent. In this study the
sampling unit is

(a) Any FMCG Retailer/Wholesaler/Departmental Store, and

(b) Any Hair Dye user in Kolkata.

Sampling Size

This refers to the total number of respondents selected from the universe to constitute a sample.
The size of the sample should neither be excessively large, nor too small. It should be optimum.
An optimum sample is one which fulfils the requirement of efficiency, representative ness,
reliability and flexibility. The sample size for this research is 25 in case of Retailers and 50 in
case of customers.

29 | P a g e

Sampling Frame

Frame is the list of respondents i.e., list of all Retailers/Wholesalers/Departmental Stores and
customers in Kolkata.

Sampling Techniques

In this research study, non-probability convenience sampling is opted. Convenience sampling is
done purely on the basis of convenience or accessibility. This sampling method has been mainly
chosen because of time, lack of retailers’ knowledge and lack of expertise.

30 | P a g e

DATA ANALYSIS AND INTERPRETATION
(A) Retailer survey
1) Brands represented by Retailers
Brands Total
GODREJ CONSUMER PRODS 12
L'OREAL INDIA 10
BLACK ROSE 6
CAVINKARE 8
OTHERS 15

16
14
12
No. Of Retailers

10
8
6
4
2
0
GODREJ L'OREAL INDIA BLACK ROSE CAVINKARE OTHERS
CONSUMER Brands
PRODS

Analysis & interpretation:-
Out of the 25 respondents most of them were dealing with other hair care brands like
HYGIENIC RESEARCH INSTITUTES' super vasmol & streax, MAYURI HERBAL
PRODUCTS, BABURAM OMPRAKASH etc. Now this is followed by GODREJ as highest
then LOREAL as 2nd highest. The data clearly interprets that GODREJ has a good presence in
the market as compared to other hair care brands.

2) Products represented by Retailers
Products Total
Shampoos 5
Conditioners 0
Hair Dyes 8
Soap 2
All 20

31 | P a g e

25

20

No. of Retailers
15

10

5

0
Shampoos Conditioners Hair Dyes Soap All
Products

Most of the retailers were dealing in all the four Hair Care Products, i.e. Shampoos,
Conditioners, Hair Dyes and Soaps and there are very few retailers (2 or 5) who are keeping
Soap and Shampoos alone.

3) Dealership with Godrej Hair Dyes

Particulars No. of respondents Percentage
Still dealing 18 72
Dealt in the past 5 20
Never dealt 2 8
Total 25 100

Still dealing Dealt in the past Never dealt

8%

20%

72%

Out of the 25 retailers, 18 retailers are dealing in Godrej Hair Dyes, whereas very few of the
retailers have either quitted or have never dealt with it. Godrej is having a huge retail network
(including wholesalers), which might be one of the factors for its increasing presence in the

32 | P a g e

market.
4) Factors considered while dealing with a brand
Particulars Total
Customer choice 48
Brand image 70
Package 69
Schemes 122
Trade margins 172
Chemical Composition 215
Variety 130
Discount 159
Company’s incentives 140

250

200
Total Rank Awarded

150

100

50

0

Factors

The most important factor which retailers consider while dealing with a particular hair care brand
is customer choice, closely followed by brand image and packaging whereas the least important
factor is chemical composition. The data clearly interprets that customer holds great importance
for any industry or dealer.

33 | P a g e

5) Factors which influence retailers to do more sales
Particulars Total
Range of variety & color 18
Commission offered 1
Attractive schemes 8
Advertising support during new product launches 1
Timely information by retailers 3
Salesmen helping to get stock urgently 6
Settlement of distributers’ schemes in time 1
Senior manager support 0

20
18
No. of Retailers

16
14
12
10
8
6
4
2
0
Range of Commission Attractive Advertising Timely Salesmen Settlement Senior
variety & offered schemes support information helping to of manager
colour during new by retailers get stock distributers’ support
product urgently schemes in
launches time
Factors


The range of variety and colour is the most important factor which influences retailers to do
more sales. Attractive Schemes are also having influence, but distributers / salesmen need to
work upon them to push more into the market.

34 | P a g e

6) Extra benefits given on bulk sales
Particulars Total
Commission 7
Rebate 4
Club membership 0
Family trip 1
Retailers’ promotion on company’s brochure 4
None 12
Any other 0

14
12
No. of Retailers

10
8
6
4
2
0
Commission Rebate Club Family trip Retailers’ None Any other
membership promotion
on
company’s
brochure
Factors

Majority of the retailers do not get any extra benefit when they secure a large order, but a few
retailers do get commission and rebate on bulk sales.
It can be interpreted that retailers do not give much importance to the extra benefits that they are
getting from a particular company. For them it is imperative that the product satisfies the
customers or has a good demand in the market.

35 | P a g e

7) Godrej Products dealt by retailers


Shampoos 0 0
Conditioners 0 0
Hair Dyes 12 26
Soap 4 9
All 30 65
Total 46 100

Shampoos Conditioners Hair Dyes Soap All

26%

9%
65%

65% of the retailers still dealing with Godrej are having all its hair care products. Second most is
the Hair Dye section which constitutes the major section.

8) Rank of different Godrej products according to sales.(1- max sales, 4- least)
Particulars Total Rank
Godrej expert pwd natural blck 6 1
Godrej exprt pwdr hr clr care 21 4
Godrej expt pwdr hr clr advncd 18 3
Godrej kali mehendi 14 2

14 6
Godrej expert pwd natural blck
21 Godrej exprt pwdr hr clr care

18 Godrej expt pwdr hr clr advncd
Godrej kali mehendi
36 | P a g e

In Godrej Hair Dyes, Godrej expert pwd natural blck is the most saleable item, followed by
Godrej kali mehendi and Godrej expt pwdr hr clr advanced, whereas Godrej exprt pwdr hr clr
care is the least.

9) Reasons for low sales of the least saleable item
Particulars Total
Poor quality 1
Unawareness 3
People prefer foreign brands 2
Poor sales services 1
Competitors 3
Other reasons 1

3.5

3

2.5
No. Of Retailers

2

1.5

1

0.5

0
Poor quality Unawareness People prefer Poor sales Competitors Other reasons
foreign brands services
Reasons

Extreme Competition and unawareness are the major factors for low sales of Godrej exprt pwdr
hr clr care. Many retailers don’t keep Godrej exprt pwdr hr clr care because it has shown a
decline in demand as compared to other hair dye products in herbal section , and because it has
limited reach and push strategy is not properly followed by the distributors, people are generally
not aware this product. Consumers are still confused with the colour of the Godrej exprt pwdr hr
clr care which is actually green on application but black after application. Godrej expt pwdr hr
clr advncd is still having some activities from the co. itself so it is having a good demand in the
market.

37 | P a g e

10) Market status of Godrej Expt Pwdr Hr Clr Advncd
Movement Total
Very Fast Moving 8
Average Moving 15
Less Moving 2
No Demand 0

8%
32% Very Fast Moving
Average Moving

60% Less Moving
No Demand

Out of the 25 retailers surveyed most of them said Godrej Expt Pwdr Hr Clr Advncd to be
average moving hair dye. Due to its Gel properties and demand from consumers it is fast
moving. Distributers also promote Godrej Expt Pwdr Hr Clr Advncd with various schemes.

11) Market status of Godrej Expt Pwdr Hr Clr Care
Movement Total
Very Fast Moving 1
Average Moving 2
Less Moving 17
No Demand 5

4% 8%
20% Very Fast Moving
Average Moving
Less Moving
68%
No Demand

Out of the 25 retailers surveyed most of them said Godrej Expt Pwdr Hr Clr Care to be least
moving hair dye. Due to its herbal properties it had different set of consumers, but very soon it
got outperformed by competition from CAVINKARE INDICA.

38 | P a g e

Distributers tried pushing Godrej Expt Pwdr Hr Clr Care with various schemes, but demand still
is almost null.
12) Display of above 2 Godrej Hair dye( Advance & Care)
Centre 0 0
Corners 12 63
At the back of other products 7 37
Total 19 100

Centre Corners At the back of other products

37%

63%

63% of the retailers have displayed Godrej Hair Dyes at the corners and 33% have displayed
them at the back of other brands. Due to complexity of the new hangers retailers prefer them to
be on the corners. For centre position they have kept other GARNIER & CAVINKARE
products. This interprets that retailers prefer other brands over Godrej.

13) Satisfaction with regard to company’s offered services
Level Total
Highly Satisfied 0
Satisfied 6
Neutral 3
Dissatisfied 2
Highly Dissatisfied 0

18% Highly Satisfied
Satisfied
27% 55% Neutral
Dissatisfied
Highly Dissatisfied
39 | P a g e

The response of the retailers is close to satisfaction level with regard to Godrej’s offered services

14) Satisfaction of dealers with regard to Godrej’s promptness in launching new products
Level Total
Highly Satisfied 0
Satisfied 0
Neutral 4
Dissatisfied 8

33% Highly Satisfied
Satisfied
Neutral
67%
Dissatisfied
Highly Dissatisfied

The chart clearly depicts that most of the retailers do not agree that Godrej is prompt and
proactive in launching new and innovative products.

15) Retailers’ satisfaction with regard to promotional tools
Level Total
Highly Satisfied 0
Satisfied 4
Neutral 1
Dissatisfied 1

17%
Highly Satisfied
16% Satisfied
Neutral
67%
Dissatisfied
Highly Dissatisfied
40 | P a g e

The collected data and the bar graph denote that the company undertakes attractive promotional
tools to launch its product.

16) Retailers’ views to continue their dealings with Godrej Expt Pwdr Hr Clr Advncd
Yes 19 86
No 3 14
Total 22 100

14%

Yes
No
86%

86% of the retailers will continue to deal with Godrej Expt Pwdr Hr Clr Advncd
17) Retailers’ views to continue their dealings with Godrej Expt Pwdr Hr Clr Care
Yes 4 21
No 15 79
Total 19 100

21%

Yes

79% No

79% of the retailers will not continue to deal with Godrej Expt Pwdr Hr Clr Care. Very few
showed there interest for future for the product.

41 | P a g e

Demand For Godrej Care & Advance in 20 markets for MAY-JUNE 2012
Average Stock Distributed for each dye 800
GODREJ CARE & ADVANCE Sachets Sold
GODREJ EXPRT PWDR HR CLR CARE 239
GODREJ EXPT PWDR HR CLR ADVNCD 407
Grand Total 646

Analysis: - Average stock left with the retailers for both the dyes in the month of May & June.

(B) Consumer Survey
1) Factors influencing purchase decision
Particulars No. of responses
Personality 96
Brand image 260
Discounts 354
Price 140
Friends' Advice 280
Availability 138
Chemicals 318
Quality 244

400
350
300
Ranks Awarded

250
200
150
100
50
0
Personality Brand Discounts Price Friends' Availability Chemicals Quality
image Advice
Factors

As can be inferred from the no. of responses, the most important factor being considered is
Personality of the consumer, closely followed by price and availability. People want to look
good after getting Dye, for such category in Hair Care it is utmost imperative for Co. to monitor
those factors affecting the purchase decisions.

42 | P a g e

2) Attributes considered before purchase
Particulars Shampoos Hair Dyes Soap Conditioners
Brand image 70 70 140 70
Price 75 75 75 75
Quality 96 140 70 96
Advertisement 138 96 138 138
Fragrance 140 138 96 140
Chemicals 260 280 260 260

SHAMPOO
300
250
Rank Order

200
150
100
50
0
Brand image Price Quality Advertisement Frangrance Chemicals
Attributes considered before purchase

Hair Dyes
300
250
Rank Order

200
150
100
50
0

SOAP
300
250
Rank Order

200
150
100
50
0
Attributes considered before purchase 43 | P a g e

CONDITIONERS
300
250
Rank Order 200
150
100
50
0

In almost all the four hair care products, brand image and price are the most considered factors,
followed by quality, advertisement and fragrance. Chemicals had a very little impact on the
respondents.
3) Purchase of Godrej Hair Dyes

Yes 42 84
No 8 16
Total 50 100

16%

Yes
No
84%

Out of the total respondents, 42 respondents have used Godrej Hair Dyes.

44 | P a g e

4) Godrej Hair Dyes used
Godrej expert pwd natural blck 21 42
Godrej exprt pwdr hr clr care 4 8
Godrej expt pwdr hr clr advncd 16 32
Godrej kali mehendi 9 18
Total 50 100

18%
42%
Godrej expert pwd natural blck
Godrej exprt pwdr hr clr care
32% Godrej expt pwdr hr clr advncd
8% Godrej kali mehendi

42% of the respondents have used Godrej expert pwd natural blck, closely followed by Godrej
expt pwdr hr clr advncd (32%) and very few respondents have used Godrej exprt pwdr hr clr care

5) Awareness about Godrej Hair Dyes
Retailer 11
Print media 12
Internet 2
TV ads 15
Friends 10

10 11
Retailer
Print media
Internet
15 12 TV ads
2 Friends

45 | P a g e

The most effective medium of creating awareness is through TV ads, followed by Print media
and Retailers.

6) Usage of Godrej Hair Care Products
Particulars Shampoos Hair Dyes Soap Conditioners
Daily 3 2 10 0
Weekly 5 10 12 4
Fortnight 16 15 20 11
Monthly 20 25 25 20

SHAMPOO
7%
11%
46% Daily
Weekly
36% Fortnight
Monthly

HAIR DYE 4%

19%
48% Daily
Weekly
29%
Fortnight
Monthly

Soap

15%
37% Daily
18%
Weekly
Fortnight
30%
Monthly

46 | P a g e

CONDITIONER
12%

Daily
31%
57% Weekly
Fortnight
Monthly

In most of the Godrej hair care products respondents are using it for fortnight and monthly usage.
Hair Dyes are still a product of daily usage for few respondents for whom personality matters a
lot and mainly office employees. A part from Soap and Shampoo rest all the products are mostly
used in monthly basis rather than daily.
7) Performance of Godrej Hair Dyes
Level Total
Highly Satisfied 0
Satisfied 10
Neutral 15
Dissatisfied 7

16
14
No. Of Respondent

12
10
8
6
4
2
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly
Dissatisfied
Satisfaction Level

The performance for Godrej Dyes is almost neutral. Few respondents have responded towards
satisfaction level.

47 | P a g e

8) Purchase of Godrej Hair Dyes in future

Yes 27 54
No 23 46
Total 50 100

46%
54% Yes
No

54% of the respondents will purchase Godrej Hair Dyes in future whereas 46% will not purchase
them.
9) Recommendation of Godrej Hair Dyes

Yes 28 56
No 22 44
Total 50 100

44%

56% Yes
No

The respondents who will purchase Godrej Hair Dyes in future will also recommend it to their
friends.

48 | P a g e

10) Price Paid for Godrej expt pwdr hr clr advncd
Level No. Of Respondents
Highly Overpriced 11
Slightly Overpriced 19
Perfectly Priced 16
Underpriced 3

6%
22%

33% Highly Overpriced
Slightly Overpriced
Perfectly Priced
39%
Underpriced

Out of the total respondents, maximum responded Godrej expt pwdr hr clr advncd to be slightly
overpriced followed by satisfactory price level. Few said it to be at a Highly Overpriced level.

11) Price Paid for Godrej expt pwdr hr clr care
Level No. Of Respondents
Highly Overpriced 23
Slightly Overpriced 17
Perfectly Priced 10
Underpriced 0

20%
46% Highly Overpriced
Slightly Overpriced
Perfectly Priced
34%
Underpriced

49 | P a g e

Out of the total respondents, maximum responded Godrej expt pwdr hr clr care to be Highly
overpriced followed by slightly overprice level. Very few agreed with its price to be at
satisfactory level.

12) Performance of Godrej expt pwdr hr clr advncd
Level Total
Highly Satisfied 0
Satisfied 19
Neutral 12
Dissatisfied 5

20
No. Of Respondents

15

10

5

0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
Satisfaction Level

The performance for Godrej expt pwdr hr clr advncd is very much satisfied; people are
convinced with gel formula and the after effects. Few respondents have responded towards
neutral level.

13) Performance of Godrej expt pwdr hr clr care
Level Total
Highly Satisfied 0
Satisfied 6
Neutral 20
Dissatisfied 15

50 | P a g e

25

No. Of Respondent
20
15
10
5
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly
Dissatisfied
Satisfaction Level

The performance for Godrej expt pwdr hr clr care is very much neutral; people are using it
because of herbal tag, but after that mostly responded towards dissatisfactory level. As it has
colour problem and conditioning is not there, means one has to apply conditioner even after
applying Godrej expt pwdr hr clr care.

14) Alternate Hair Dye products used by respondents
Particulars Total
GARNIER 25
SUPER VASMOL 30
STREAX 10
BLACK ROSE 16
INDICA 20
MAYURI 7
REVLON 10

10 25 GARNIER
7
SUPER VASMOL
20
STREAX
BLACK ROSE
30
16 INDICA
10
MAYURI
REVLON

51 | P a g e

Compared to Godrej hair dyes, other brands also have a distinct place in the market as we can
observe from the set of those 50 respondents many have used those other brands and most of
them used all of the brands.

15) Display of Advance & Care Godrej Hair Dyes

Yes 18 36
No 32 64
Total 50 100

36%

Yes
64%
No

Most of the respondents did not get a chance to see Godrej Advance & Care Hair Dyes during
their purchase. It’s there awareness that they ask for the product by themself otherwise they have
to take the pain to see at the corners or at back of other products.

16) Awareness about Godrej Hair Dyes


Godrej expert pwd natural blck 19

Godrej exprt pwdr hr clr care 6

Godrej expt pwdr hr clr advncd 16

Godrej kali mehendi 15

52 | P a g e

Care&advance report

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