Professional Documents
Culture Documents
Shubhra Bahal1
A. Sahay2
Abstract
Toothpaste was not an accepted product in the rural market since people in rural areas preferred
conventional method of cleaning their teeth such as neem twigs, salt, etc. Pepsodent was one amongst
the most powerful brand of Hindustan Unilever Limited (HUL) that was promoted through 1500 dentists in the rural areas. They targeted the product to the male member of the family. HUL promoted the
product (Pepsodent) very aggressively in the rural market by organizing free samples of Pepsodent to the
prospective customers. It offered discount coupons to the customers in order to push sales.
In order to sustain and survive in the rural market, the companies have to build a strong brand image
in the rural market. Providing the value proposition is the key to success to sustain in the rural market. Sales promotion along with demonstration of the product helps in selling the product to the rural
consumer. Having said this, HUL really has to pull hard in order to beat the No.1 player in the toothpaste category in the rural markets. The new strategies have to be formulated in order to increase
consumers trust in the brand. Finally, how Pepsodent reaches the level of customer trust and generic
branding has to be seen in times to come.
Keywords
Rural market, rural marketing, rural marketing strategies, oral care market
Introduction
Harish Manwani, the Chairman of Hindustan Uniliver Limited (HUL)1, in his speech in the 79th Annual
General Meeting held on 23 July 2012, focussed on rural India. The Directors Report, while giving
category-wise details, stated that Pepsodent stepped up its play in the Advanced Care segment with
the launch of the Expert Protection range. This had helped in the premiumization2 of the brand. But in
reality, Pepsodents market share had hardly increased from 18.8 per cent in the year 2011 to 19.4 per cent
1
2
Corresponding author:
Shubhra Bahal, Assistant Professor, Banarsidas Chandiwala Institute of Professional Studies, Sector 11, Dwarka,
New Delhi 110075.
E-mail: shubhrabahal@hotmail.com
525
in the year 2012. Colgate continued to cook the roost (Table 1). The challenge before HUL was to repeat
the Wheel detergent story in rural India with its oral care product Pepsodent. Furthermore, the management
was fervent to upsurge to the numero uno position in the rural market in the toothpaste segment. The brand
manager had to work out the strategy for this.
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Rural Market
India was one of the largest emerging markets, with a population of over 1 billion. Out of which, 68.84
per cent were living in rural areas (Table 2). The level of urbanization reported in 2011 Census was 31.16
per cent, which has increased drastically from 2001 Census27.81 per cent. In order to be successful in
the rural market, companies devised innovative marketing strategies to meet the requirements of the
rural consumers. They localized their offering in order to penetrate the rural market. According to ORG
value share (2011), the overall market share of HUL toothpaste accounted for 34.9 per cent. Furthermore,
the article also highlighted the increase in Pepsodent market share from 16.4 per cent to 17.3 per cent in
the year 2011.
Rural Marketing
According to Pradeep Kashyap, CEO MART 3:
Rural Marketing can be defined as a function that manages all activities involved in assessing, stimulating, and
converting the purchasing power of rural consumers into an effective demand for specific products and services
and moving these products and services to the people in rural areas to create satisfaction and a better standard of
living and thereby achieving organizational goals.
Gopalaswamy (2005) conceptualized and defined rural marketing as a two-way marketing process
concerned with the flow of goods and services from urban to rural, rural to urban and rural to rural area.
Kashyap and Raut (2009) listed three distinct phases in the evolution of rural marketing during which the
term changed its meaning and connotation. In the first phase, pre-1960s, rural marketing was synonymous
with agriculture marketing. In the second phase, from 1960s to 1990, the marketing of agricultural inputs
and non-farm rural produce was considered as rural marketing.
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rural consumers for the purpose of cleaning teeth, thus, the penetration of the toothpaste was low in the
rural parts of the country.
The promotion of Pepsodent toothpaste was done via young dentists in the rural markets. 1500
dentists were involved in the promotion process, which targeted the male members of the household. The
company offered free dental check-ups and organized health camps to promote the product. Sales
promotion was done very aggressively, as free samples of the Pepsodent toothpaste were distributed to
the potential consumers along with discount schemes.
Prevalence of traditional products used for oral hygiene in the rural market.
The purchase of the toothpaste was a costly proposition for the rural consumers.
Colgate was the major competitor with the maximum market share in the rural market
Rural consumers were price sensitive and value seekers.
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3. The media reach was increasing in the rural area, which made it possible to promote the products
to the consumers in the best possible way.
4. Since the consumers in the rural markets were price sensitive, the bottom of the pyramid approach
was the best suited strategic option available to the marketers for the product penetration.
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Project Bharat
It focused on direct marketing and personal selling along with sales promotion at a very large scale. Each
household was provided a box for only ` 15 that comprised of small sachet of clinic shampoo, Pepsodent
toothpaste, Fair and Lovely cream and Ponds Dream flower talc (all of them being HUL brand). They
also provided information about the usage and the consumption of the above-mentioned products with
the help of educational leaflets, audio-visual demonstration and film songs. The total cost of this operation
came around to ` 13 crores that included the operational cost of running 160 vans across villages along
with the salesperson/promoter of the HUL products. The vans were equipped with television and VCRs
for the audio-video promotion of the products.
Project Streamline
The other project conceptualized by HUL was Project Streamline to extend the distribution network.
Under this, the following chain of operations followed:
The star sellers were the end retailers who sold all the products to the end consumer. Project Streamline
extended the market coverage for HUL and was a huge success, as it doubled the companys reach in
rural India in less than two years. Therefore, the distribution network covered 60 per cent of the villages
having population greater than 2000. Furthermore, to enhance its reach and coverage in the remaining
30,000 villages, HUL evolved a three-phase distribution system.
Phase-I
In the first phase, the distribution network comprised of wholesalers and large retailers. They placed bulk
order of personal product to HUL.
Phase-II
The second phase was more customer centric, as the efforts were routed to provide best quality product
to the end customers. In this, there was one registered wholesaler in each market who warehoused the
product and was considered the stock point of the products in that particular market. The registered
wholesaler was provided 1 per cent margin by the company in order to cover the cost of warehousing and
stock maintaining. The products were redistributed from them to the smaller intermediaries who in turn
sold to the end consumers. This helped in increasing the market coverage to a great extent.
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The third phase brought in the concept of Redistribution Stockiest (RS). They took over the registered
wholesalers. The RS provided the products to the companys salesmen who in turn were involved in
personal selling and direct marketing. The RS warehoused the product and kept adequate stock of the
products at his/her end. He/She was much involved in pushing the products sale in the market. This
eventually helped the company to eliminate and minimize stock-out situations. The cost was reduced at
companys end, and the bulk-breaking activity helped in maintaining the stocks and forwarding the same
to the companys salesman.
HUL Promotion
Since conventional media did not reach the rural masses, thus, the product knowledge and awareness
were very much confined and limited. Thus, in order to enhance the communication in the rural market,
HUL initiated Operation Harvest. Under this operation, the HUL vans and its distributors approached
30,000 villages and offered promotional packs to the consumers. In order to enhance the media coverage,
they showed HULs ad of toothpaste product along with others with the help of television and VCR
installed in their vans.
Another approach to enhance the coverage was the conceptualization of Cinema Van Operation that
was funded by the RS. These cinema vans covered various untapped markets/ territory of the rural areas.
They showed small films, songs, dance, etc., from the movie, which had HUL advertisements in between.
Thus, the awareness about the HUL products increased to a great extent. The cinema van also provided
services to the retailers.
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after playing the commercial. The winners were offered discounts on the products or given free samples
of the product as the prize. The campaign constituted a three-step process. Creating awareness about the
company, its product and oral hygiene among the rural consumers constituted the first step of the process.
Thus, a team was constituted to create brand awareness among the rural consumers by organizing events
in local language. The team members prompted the masses to meet at the common point termed as
Mohallas (an area of a town or village; a community). It was during the meeting that the villagers were
informed about the brands, their benefits and details about oral hygiene with the help of the commercials
played on the LCD/TV. In the next step, the team members visited the individual household and promoted
the product by offering free trails and demonstrations. The third stage focussed on ensuring the availability
of the brand with the local retailers.
Khushiyon Ki Doli literally signifies the palanquin (Doli); it is used for promoting the toothpaste
brand through TV commercials. The commercials are played using the audiovideo devices, which
are carried in palanquin from one village to another in order to spread awareness about the brand and
connect with the masses in an effective manner. It was launched in 2010 in three statesUttar Pradesh,
Andhra Pradesh and Maharashtraand was a grand success. Through this initiative, more than 1 crore
(10 million) consumers were contacted directly in more than 28,000 villages across these three states
in 2010. Through this initiative, about 170,000 retailers were also contacted in these villages in 2010. In
2011, HUL extended this initiative to five statesWest Bengal, Bihar, Maharashtra, Andhra Pradesh and
Uttar Pradeshthereby covering around 70000 villages, 25 million consumers and 4 lakh retailers.
According to HUL chairman Harish Manwani, Rural markets are a scattered lot and their connectivity
to the urban centres is poor, creating access and distribution challenges. Through its various rural
initiatives and brand-specific activities, HUL is not just trying to create long-term goodwill but also
establishing a new rural strategy. The promotion strategy of the competitors is given below:
Colgate
Dabur
Pepsodent ventured into the partnership with Indian Dental Association (IDA) with a motive of
increasing awareness about oral care. The prima focus of the partnership was to promote oral health
through free dental check-ups, audio-visual demonstrations and distribution of the educational materials.
It involved the school teachers and the rural self-help groups to educate children about the benefits of
rural hygiene. In the words of Priya Nair, Oral Care, Category Head, Hindustan Unilever:
Were very excited about working with our partner, the IDA. Both the organisations are committed to making a
sustainable difference in communities all across India. Weve already had some fantastic successes in a number
of oral health projects that have been running for several years.
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Thus, in order to overcome the distribution problems and penetrate the rural market, HUL came up
with Project Shakti in 2001. Project Shakti empowered the rural women from the self- help group and
also helped the organization to expand its distribution reach.
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to its success in the rural market. The company believed that the marketing approach for selling the
toothpaste to the rural consumer was unique, as toothpaste could not be sold in the same way as any other
FMCG product.
Understanding the nature of the industry and sentiments of the rural consumers would make the
companies more successful in the rural market. The marketers are required to be more customer centric
in their approach of selling the products to the end consumers. The offering should be utility driven and
should be compatible with the emotional aspirations of the rural consumers.
In fact, HUL really had to pull hard in order to beat the No.1 player in the toothpaste category in
the rural markets. The new strategies had to be formulated in order to increase consumers trust in
the brand. HLL category head, Pradeep Banerjee, was burning midnight oil to develop a marketing
strategy to fulfil the dream of his Chairman. He was wondering which marketing mix is likely to give the
desired result!
Acknowledgement
The authors are grateful to the anonymous referees of the journal for their extremely useful suggestions to improve
the quality of the article.
Annexures
Table 1. Oral Care NBO Company Shares by Value 20082012
% Retail Value of Respective Company
2008
2009
2010
2011
2012
44.0
20.6
10.6
3.0
2.9
2.8
0.3
0.0
15.8
100.0
45.9
20.0
10.3
3.6
3.0
2.9
0.8
0.1
13.4
100.0
46.1
19.2
10.7
4.2
3.1
3.0
1.1
0.1
12.5
100.0
45.8
18.8
10.8
4.7
3.2
3.1
1.4
0.7
0.1
11.3
100.0
46.2
19.4
10.8
5.1
3.3
3.2
1.6
0.8
0.1
9.5
100.0
Source: Euromonitor International (from official statistics, trade associations, trade press, company research, store checks,
trade interviews, trade sources).
Urban
Rural
377.1 million
31.16%
833.1million
68.84%
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MRP (In `)
Toothpaste
Colgate Dental Cream
Colgate Cibaca
Colgate Total 12
Colgate Sensitive
Colgate Active Salt
Colgate Advanced Whitening
Colgate Herbal
Colgate Fresh Energy Gel
Colgate Max
Colgate Kids Pink, Blue
Promise
Dabur Red
Meswak
Babool, Babool Neem
Neem Active
Neem Active Whitening
Pepsodent Center Fresh
Pepsodent 2 in 1
Pepsodent Complete
Pepsodent G
Pepsodent Decay Protection
Pepsodent Sensitive
Pepsodent Whitening
Pepsodent Superman
Pepsodent Barbie
Pepsodent Tom & Jerry
Close Up Lemon Mint, Red
Close Up Tingly Red
Close Up Milk Calcium
Close Up Menthol Chill
Close Up Luscious Lychee
Close Up Tangerina Burst
Himalaya Dental Cream
Anchor White
Notes
1. Hindustan Unilever Limited (HUL) is the subsidiary of Unilever, known for its quality Fast-Moving Consumer
Goods (FMCG) in over 100 countries. It is the largest FMCG company in India having its presence for 80 years.
It has 35 brands in its kitty, spread across various categories/segments, namely, shampoo, skincare, tea, coffee,
packaged food, etc.
2. The premiumization concept originated almost 5 years ago in the drinks industry. The concept signifies the
introduction or the repositioning of the existing brand in the premium segment. In this, the brand is pushed high
in quality and price to enhance customer experience. Murray Ben, June 17, 2013, Branding Is
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3. MART, a leading knowledge-based consulting firm, was started in 1993 with a focus of providing wide range
of services in the area of research, consultancy, strategy implementation and innovation. It covered different
industries including agriculture, consumer goods, technology, etc., primarily catering to the emerging markets.
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