CONTENTS

Chapter-1 INTRODUCTION
A) Objective of thesis
B) Reason for selection of this topic
C) Problem with liril soap
D) Learning from the study
E) Swot analysis

Chapter-2 COMPANY PROFILE

A) Company’s background
B) Organizational Structure
C) Liril soap history
D) Introduction of liril 2000

Chapter-3 METHODOLOGY

Chapter-4 CONCLUSION

Chapter-5 BIBLIOGRAPHY
DECLARATION
I here by declare that thesis report titled Rebranding of liril
soap submitted by me to the department of Business
Management Magnus School Of Business is a work
undertaken by me and it is not submitted to any other
University or Institution for the award of any degree/diploma
certificate or published any time before.

PLACE: HYDERABAD
DATE:
(MONI SHANKAR DAS)
ACKNOWLEDGEMENT
I am very much thankful to MAGNUS SCHOOL OF BUSINESS
who has given me his kind permission to do this project.
My gratitude is to Mrs. Sunanda yadav my faculty guide who has
guided me at the college. who provided valuable insights and
guidance in the matter of sales techniques, analysis and
interpretation of data collection.

Name:- MONI SHANKAR DAS

 CHAPTER- 1
INTRODUCTION
REBRANDING OF LIRIL TO LIRIL
2000
When big brands do go in for a radical overhaul it usually is
a good indicator that the brand is in some
Sort of trouble.The end of the glamour girl era for Liril and
move from ‘freshness’ to ‘rejuvenate 2000
body parts’ is perhaps an indicator of its trouble status.
While there are other brands which have faded over
the time none have enjoyed the kind of domination
and status, that liril at its peak enjoyed. From launching one
of india’s best remembered brand ambassador to date –
Karen Lunel – to rewriting the rules of Indian soap markting,
the brand possesses an aura and myth that other brand
could only envy.
For most part the brand community is rather distress with the
direction that the brand is taking pointing out that is rather
strange that HUL has taken the most iconic brand in its
stable and married it rather crudely to an international brand
in their portfolio,
LEVER 2000. The freshness and lemon offering that Liril
was strongly associate with, is now become generic with
popular priced soaps.

The iconic soap which probably launched the first ad

focusing on beautiful women in India. The ad was shot in
Pambar Falls in Kodaikanal, Tamil Nadu, which is now more
popularly known as 'Liril Falls' thanks to the ad. It was the
hottest ad in the early 80’s - the image of a girl drenched
under the falls wearing only bikini. The brand continued to be
promoted the same way and later found Preity Zinta
modelling for it.

From the advertisement itself, freshness was the key

message being communicated and focus was on a female
model. Liril shifted focus from the waterfall advertisements
which were doing good for the brand and experimented with
Liril Orange, which didn’t quite pick up. People would prefer
bathing with a soap having lime content but not orange.

The latest TV Commercial of Liril, isn’t focussed on a female

model, but a family, a married couple with a kid. Something
most of us would not associate Liril with. It has a completely
different setting, early morning charm inside a home. It talks
about points in our body which refresh us. The ad claims to
rejuvenate the entire body and is presented as an interaction
between a father and a kid. The new ad campaign in itself
looks brilliant but it is very optimistic to assume that it will
help revive the brand because of its existing image in the
minds of the consumers.

There has been a significant effort put into rebranding Liril,

different packaging, earlier tight wrapped covering is
replaced by box type packing, the light green color is
replaced by a darker shade and gloss finish.

The attributes of the iconic waterfall advertisement and "la…

la la la laaa" song are totally missing in the new branding
attempt. Although HUL might be focussing on the new age
consumers, who are not very influenced by the earlier brand
imagery, but the memories don’t fade easily. In the years
that have gone by, no other soap brand in India has been
successful in replacing Liril, that is why in my opinion it made
sense for HUL to replicate previous attempts, something that
it stood for.
 Rebranding product
As for product offerings, when they are marketed separately
to several target markets this is called market segmentation.
When part of a market segmentation strategy involves
offering significantly different products in each market, this is
called product differentiation. This market
segmentation/product differentiation process can be thought
of as a form of rebranding. What distinguishes it from other
forms of rebranding is that the process does not entail the
elimination of the original brand image. Dexxa computer
mice are rebranded Logitech devices sold at a lower price by
Logitech in the low-end market segment without undercutting
their mid-range products. Rebranding in this manner allows
one set of engineering and QA to be used to create multiple
products with minimal modifications and additional expense.
Following a merger or acquisition, companies usually
rebrand newly acquired products to keep them consistent
with an existing product line. For example, when Symantec
acquired Quarterdeck in November 1998, Symantec chose
to rename CleanSweep to Norton CleanSweep. Later on, the
company chose to reposition its entire product line by
grouping products into a bundle known as Norton
SystemWorks. Symantec is not the only software company
to reposition and rebrand its products. Much of Microsoft's
product line consists of rebranded products, including MS-
DOS, FoxPro and Visio. Another example is the rebrands of
GeForce 8-series GPU into 9-series by nVidia.Another form
of product rebranding is the sale of a product manufactured
by another company under a new name. An original design
manufacturer is a company which manufactures a product
which is eventually branded by another firm for sale. This is
often the case with international trade. The manufacturing
can take place in a place with lower operating costs, while
being sold under a local brand name.
REASON FOR SELECTING TOPIC
The fmcg sector is one of the booming and increasing sector
in India.And getting brand knowledge is a alltime effective in
marketing field.The application of marketing techniques to a
specific product, product line, or brand is called brand
management. It seeks to increase the product's perceived
value to the customer and thereby increase brand franchise
and brand equity. Marketers see a brand as an implied
promise that the level of quality people have come to expect
from a brand will continue with future purchases of the same
product. This may increase sales by making a comparison
with competing products more favorable. It may also enable
the manufacturer to charge more for the product. The value
of the brand is determined by the amount of profit it
generates for the manufacturer.
Where as in my entire thesis work I found my interest in
intracting with my product’s customers and finally convincing
them to give their personal thought regarding my topic.
 PROBLEM WITH LIRIL SOAP
Liril soap fails to maintain its existing market position due to
the following reasons.

They fail to
• Ensuring that the CEO shares the primary brand
champion role with you
• Ensuring that the brand has a carefully crafted mission,
vision and promise
• Maximizing relevant brand differentiation
• Ensuring that the brand has an attractive personality
• Making sure the brand stands for something important to
the target customer
• Making sure all employees understand what the brand
stands for
• Aligning organization strategy with brand strategy
• Creating and sustaining organization-wide passion for the
brand’s mission, vision and promise
• Ensuring that the organization delivers against the brand
essence, promise and personality at each point of contact
the brand makes with employees, customers, shareholders,
the press and any other stakeholders
• Ensuring that the brand acts with consistency and
integrity

• Maximizing the target customer’s awareness of the brand

• Infusing the brand with relevant innovation
• Keeping the brand alive and “vital”

And finally the company decided to change the brand name

and try to overcome from these problems.
 LEARNING FROM THE STUDY
· Different brand awareness among the customers.
· Customers’ perception about the different products.
· The brand image of the product.
· What are the problems faced by the organization in real
market.
· How to communicate with the customers.
· Different techniques taken by organization of dealing with
the customers.
· How to convince and convert a customer into a real
customer.
Executive Summary
The purpose of this report is to propose if Liril 2000 would
like to update its brand. It is mostly a recommendation that
emphasises the fact that trends change and tend to get
really old therefore leading to uninterested customers. So it
is up to this proposal to determine what needs to be
addressed when dealing with rebranding.
 SWOT Analysis
Strengths Weaknesses

• Gives business a new • Could backfire

image • Dissatisfaction among
• Customer awareness customers
• Loss in sales/ already
current customers. May
not adjust to new image
Opportunities Threats

• Potentially profitable • Could lose customers

• Wider Customer • Competitors could take
awareness of outlet advantage of risk.
 CHAPTER-2
COMPANY PROFILE
COMPANY’S BACKGROUND
Hindustan Unilever Limited (HUL) is India's largest Fast
Moving Consumer Goods
Company, touching the lives of two out of three Indians with
over 20 distinct
categories in Home & Personal Care Products and Foods &
Beverages. They endow
the company with a scale of combined volumes of about 4
million tonnes and sales of
Rs.10,000 crores.
HUL is also one of the country's largest exporters; it has
been recognized as a Golden
Super Star Trading House by the Government of India.
The mission that inspires HUL's over 15,000 employees,
including over 1,300
managers, is to "add vitality to life." HUL meets everyday
needs for nutrition,
hygiene, and personal care with brands that help people feel
good, look good and get
more out of life. It is a mission HUL shares with its parent
company, Unilever, which
holds 51.55% of the equity. The rest of the shareholding is
distributed among 380,000
individual shareholders and financial institutions.
HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel,
Fair & Lovely, Pond's,
Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond,
Kissan, Knorr-
Annapurna, Kwality Wall's – are household names across
the country and span many
categories - soaps, detergents, personal products, tea,
coffee, branded staples, ice
cream and culinary products. They are manufactured over
40 factories across India.
The operations involve over 2,000 suppliers and associates.
HUL's distribution
network comprising about 4,000 redistribution stockists,
covering 6.3 million retail
outlets reaching the entire urban population, and about 250
million rural consumers.
HUL has traditionally been a company, which incorporates
latest technology in all its
operations. The Hindustan Unilever Research Centre
(HLRC) was set up in 1958, and
now has facilities in Mumbai and Bangalore. HLRC and the
Global Technology
Centers in India have over 200 highly qualified scientists and
technologists, many
with post-doctoral experience acquired in the US and
Europe.
HUL believes that an organization’s worth is also in the
service it renders to the
community. HUL is focusing on health & hygiene education,
women empowerment,
and water management. It is also involved in education and
rehabilitation of special or
underprivileged children, care for the destitute and HIV-
positive, and rural
development. HUL has also responded in case of national
calamities / adversities and
contributes through various welfare measures, most recent
being the village built by
HUL in earthquake affected Gujarat, and relief &
rehabilitation after the Tsunami
caused devastation in South India.
In 2001, the company embarked on an ambitious
programme, Shakti. Through Shakti,
HUL is creating micro-enterprise opportunities for rural
women, thereby improving
their livelihood and the standard of living in rural
communities. Shakti also includes
health and hygiene education through the Shakti Vani
Programme, and creating access
to relevant information through the iShakti community portal.
The program now
covers 15 states in India and has over 31,000 women
entrepreneurs in its fold,
reaching out to 100,000 villages and directly reaching to 150
million rural consumers.
By the end of 2010, Shakti aims to have 100,000 Shakti
entrepreneurs covering
500,000 villages, touching the lives of over 600 million
people.
HUL is also running a rural health programme – Lifebuoy
Swasthya Chetana. The
programme endeavors to induce adoption of hygienic
practices among rural Indians
and aims to bring down the incidence of diarrhea. It has
already touched 70 million
people in approximately 15000 villages of 8 states. The
vision is to make a billion
Indians feel safe and secure.
If Hindustan Unilever straddles the Indian corporate world, it
is because of being
single-minded in identifying itself with Indian aspirations and
needs in every walk of
life.
 MISSION

Unilever's mission is to add Vitality to life. We meet everyday

needs for nutrition, hygiene and personal care with brands
that help people feel good, look good and get more out of
life.

Our deep roots in local cultures and markets around the

world give us our strong relationship with consumers and are
the foundation for our future growth. We will bring our wealth
of knowledge and international expertise to the service of
local consumers - a truly multi-local multinational.

Our long-term success requires a total commitment to

exceptional standards of performance and productivity, to
working together effectively, and to a willingness to embrace
new ideas and learn continuously.

To succeed also requires, we believe, the highest standards

of corporate behavior towards everyone we work with, the
communities we touch, and the environment on which we
have an impact.

This is our road to sustainable, profitable growth, creating

long-term value for our shareholders, our people, and our
business partners
-:Organizational Structure:-

1. Chair Man Mr. Harish Manwani

2. CEO & Managing Director Mr. Douglas Baillie

3. Finance & IT Director Mr. D. Sundaram

4. Executive Director Mr. Nitin Paranjpe

5. Directors

I. Mr. Sanjiv Kakkar

II. Mr. A. Narayan

III. Mr. V. Narayanan

IV. Mr. D. S. Parekh

V. Mr. C. K. Prahalad

VI. Mr. S. Ramadorai

 LIRIL SOAP HISTORY
The soap was manufactured by Hindustan Lever Limited in
India. Most of their ads are woman bathing in rains or under
a waterfall. Liril launched a blue variant called Icy Cool Mint
in 2002. It also tried launching an Orange variant , called Liril
Orange Splash in India in 2004. Neither of these variants
created much splash in the market. The company even
changed agencies handling the brand, from Lowe to
McCann Erickson before going back to Lowe. Liril has been
having a static market share for quite some time now.
Majority of their sales happen during summer. Preity Zinta,
among others, has advertised for this product.
LIRIL, the well known HLL brand captures 2.5 % of the
market share. Since decades anybody watching the
advertisement for Liril soap could see only a girl romancing
with water which was considered to be a sign of freshness.
That was how Liril has being positioned since ages in the
minds of the consumers. The lime concept of Liril had made
home in the minds of the consumers.

More or less everybody felt that this soap was mainly for the
ladies and that too the working segment. The main theme of
the advertisement was freshness which revolved around
lime.

HLL wanted to launch new fragance in Liril however it was

very difficult for the company to break this image in the
minds of the consumers. The lime concept of Liril was
strongly built in the minds of the consumers and changing
this brand image was something that was really changelling
for HLL when it thought of venturing into other areas.
If one is not aware let me tell you that Liril is now offered to
the consumers in Orange , another containing Aloe vela and
the shape of the soap also has been modified, which is
much similar to that of the Dove.

With all theses changes the company somehow had to

change the commerical so that the brand image also gets
changed. Finally HLL with the help of Lintas has made this.

Gone are the days were one could just see a girl dancing.
The company has now decided to introduce a girl and a boy
just to ensure that the brand image of lime for the Liril gets
changed in the minds of the consumers.

By incorporating all these changes HLL expects to increase

the market share from 2.5 % to 5% by the end of 2005. With
all these changes happening its really worth trying
something new. So why wait ?? rush to the nearest store
and grab the new Liril !!
The first ‘Liril girl’, Karen Lunel, brought in the freshness
appeal. Her carefree cavorting under the waterfall
(incidentally shot at the Pambar Falls in Kodaikanal, Tamil
Nadu), was seen to be synonymous with the women’s
liberation taking wings in those times. There were several
others who followed her over the years – Aneesha Dalal,
Pooja Batra, Hrishita Bhat, Tara Sharma, Deepika
Padukone, Divya Palat, and Preity Zinta too.
The brand also saw the introduction of quite a few variants –
Icy mint, Orange Liril, etc. Now, Liril is in an almost
unrecognizable avatar of ‘Liril 2000’. Gone is the lone girl
enjoying her Liril moment, and in comes a family (with a
decidedly international look and in an international home
setting) sharing their intimate moments of togetherness. The
latest TVC, currently on across channels, has been
conceptualized by Lowe Lintas India. The TVC speaks about
the 2,000 sensitive points in our body that Liril refreshes and
rejuvenates.
INTRODUCTION OF LIRIL 2000 SOAP
The new liril 2000 was introduced in makket in june
2009.The jingle liril girl era come to an end and liril 2000 was
introduced. Liril 2000 which rejuverate the 2000 body parts
and leave a freshness feeling.
A cursory glance at Lever 2000 reveals that much of what
Liril 2000 is doing is an exact replica. From the ‘refreshes
2000 body parts’ line to the overall imagery the new Liril,
notwithstanding what Levers says, seems to be a mirror
image of Lever 2000. While Alyque Padamsee, the man who
launched Liril for Levers while at Lintas even began his
interaction with us on this story by referring it to Lever 2000,
Shripad Nadkarni, director, MarketGate consulting says,
“The execution of the advertising is exactly that of Lever
2000.” Many branding experts see this is as a pointer to the
fact that Levers has run out of ideas on the brand but given
the equity that it still enjoys wants to somehow try and get
the brand back in the big league. When we ask Vats rather
pointedly that this seems like an attempt to bring in Lever
2000 into the country he categorically denies it. However,
Santosh Desai, CEO Future Brands who once worked on the
brand minces no words and says, “You are smuggling in
Lever 2000 through this brand.”
Liril soap, which was recently relaunched, is now targeting a
wider audience with the brand tailored to appeal to the entire
family — a change from the earlier times, when the likes of
Karen Lunel, Preity Zinta, Tara Sharma and Deepika
Padukone were made the face of the brand focusing on the
youth segment.
While HUL did not respond to queries, the firm’s advertising
agency Lowe Lintas said the change in strategy was
prompted by the evolution that the market has undergone.
“In the last decade or so, freshness has become generic to
the personal wash category and, lime and lemony
fragrances are being used by any and all brands. Clearly,
the consumer and the market has moved on,” Lowe Lintas
Executive Director Joseph George told PTI.
“We also decided that in order to broad base its appeal (and
fortunately our proposition allowed us to do so), we should
make the brand appeal to the entire family,” he added. The
idea was to leverage Liril’s premium heritage and find a new
consumer benefit in skin cleansing to make the brand
relevance to its audience once again, he added.

“Today, the premium end of the skin cleansing market is

moving to skin care benefits. So, we looked at how we could
interpret Liril’s core equity of freshness, plus added new
benefit of soft skin (due to Aloe Vera) as a skin care benefit,”
George said.
The campaign for the new avtaar of the soap, Liril 2000,
focuses on family by highlighting the combination of fresh,
clean skin and soft skin
Commenting on Liril’s transition, Amer Jaleel, ECD, Lowe
Lintas, said, “There is no doubt that Liril is an iconic brand,
nevertheless, the brand has stood in the way of individual
inspiration. The prior strategy, where the brand stood for its
sensuousness and freshness, has now moved forward as a
family intimacy brand.”
So what is this ‘family intimacy’? Jaleel explained, “Intimacy
has various meanings that one can define for Liril 2000.
However, what it stands for is the 2,000 ways of being clean,
fresh and intimate with the family.” In Jaleel’s words, the
recent commercial gives one a sense of fresh, touchable
feel.
As for the new brand strategy, Jaleel said, “The waterfall
commercial and its strategy were around the sensuousness
and freshness around the brand and women. It is related to
a woman discovering herself beyond the four walls of her
bathroom. That was the then USP of the brand, which
helped Liril become an icon. However, today women are
liberated and have moved on. In the same way, the new
strategy is liberalisation of the brand, which has now moved
on to being clean, fresh and intimate with the family.”
“Communication will always change with time and people
changing. Brand Liril has always been woman-centric, but
we now move on to being family-centric, where again the
woman is the focus as she will be the potential consumer,”
he added.
An Onlooker’s Perspective

KV (Pops) Sridhar, NCD, Leo Burnett, remarked that great

advertising made the brand ‘Liril’ and bad advertising killed it
many years later.
“In my opinion, every element of the commercial added to
the success of the brand, to start with ‘Freshness’, the
product idea (RTB: Lime), and the waterfall were
breakthroughs in the category as every soap ad was
showing fully clothed women in bathtubs, while Liril showed
the girl bathing under the waterfall, which every Indian girl
could dream off and identify with than the bathtubs. The
jingle was awesome, so was Karen. The real execution
brilliance came in the form of the two-piece bikini, which
scandalised a generation of young men and women. It was a
truly contemporary idea and execution, which not only stood
out, but also influenced the future of advertising in the
Doordarshan days.”
However, Pops stressed, to keep a brand contemporary was
very difficult unless one invested in understanding the ever-
evolving trends in society. He said, “In this Baywatch and
FTV era, a bikini is barely scandalous, even live-in
relationships aren’t raising eyebrows anymore. So, what
does on old brand do to remain relevant in the Facebook
era?”
He further noted, “Liril has always been a struggling brand.
Ever since its phenomenal success initially, it never ever
replicated the magic and charm of the original commercial.
And finally, it is close to death today.”
Josy Paul, Chairman and National Creative Officer, BBDO
India, said, “Liril created history in the seventies. It broke
new grounds and created huge salience, because it took
bathing out of the bathroom and turned it into fantasy. There
was a voyeuristic glee in looking at some young woman
bathing. The lemon-waterfall made the whole thing legal,
and thus presented the ingredient story very effectively.
Everything about the film was remembered, including the
song. There was total engagement and talk-ability.”
“My guess is that Liril was a stroke of luck! It’s a one ad
wonder! Some of the films that followed were
underwhelming! The brand was staying alive and fighting
competition based on the residual value and echo effect of
its original film,” he added.
Paul further said, “Today, the brand still enjoys recognition
and familiarity. But probably scores low on relevance. It’s not
part of conversation and there is no new news. The brand
will have to connect with new audiences in a new way. Liril
will have to offer new meaning and play an integral role in
the lives of young people. Brands like Sunsilk have shown
that you can take a fresh start. Liril will have to shed its past
completely, if it has to go forward.”
 CHAPTER-3
METHODOLOGY
DATA ANALYSIS, INTERPRETATION
Q1.Are you married or unmarried?

1 Maried140 30%
2 Unmarried 60 70%
Total 200 100%

Interpretation
From the table above it can be seen that
· 70% respondents are married.
· 30% respondents are unmarried.
Q2. Personal category?

Category No. of Respondents Percentage

1 senior citizen 50 25%
2 student 80 40%
3 working 70 35%
Total 200 100%
Q3. Do you think Liril 2000 can reach to that level where
liril soap was in its peak time?

Sr. No. Category No. of Respondents Percentage

1 Yes 10 5%
2 No 160 80%
3 Will tell later 30 15%
Total 200 100%
Base 200 respondents
Interpretation

From the graph above it can be seen that

· 80% respondent are not supporting the new liril 2000 soap.
· 5% respondent are interested in liril 2000 soap.
· 15% of the respondents say that they will tell later.
Q4. Will rebranding of liril will effect its market position?
TABLE
Sr. No. Category No. of Respondents Percentage
1 Yes 120 60%
2 No 80 40%
Total 200 100%
Base 200 respondents

Interpretation
from the table above it can be seen that
· 60% respondent are agree that it will effect its market
position
· 40% respondent are not agree that it will effect market
value of liril soap.
Q5. Does the process of rebanding of a existing product
is a right step taken by any organization?
TABLE
Sr. No. Category No. of Respondents Percentage
1 Yes 40 20%
2 No 160 80%
Total 70 100%
Base 200 respondents

Interpretation

From the graph above it can be seen that

· 20% respondent are agree with the above statement.

· 40% respondents are not agree with it of it.

Q6.Do you think in spite of rebranding company should
launch a new product under the same brand with new
features?
TABLE
Sr. No. Category No. of Respondents Percentage
1 Yes 25 88%
2 No 175 12%
Total 200 100%
Base 200 respondents

Interpretation
From the graph above it can be seen that
· 88% respondent are not supporting rebranding.

· 12% respondents are supporting it.

Q7. Do you think the recent ad of liril 2000 will be as
memorable as the old water waterfall ad of liril soap in
its time?
TABLE
Sr. No. Category No. of Respondents Percentage
1 Yes 82 41%
2 No 118 59%
Total 200 100%
33
Base 200 respondents

Interpretation
From the graph above it can be seen that
· 41% respondents are are agree with it.
· 59% respondents are not agree with the statement.
 CLUSTER ANALYSIS

Figure 1. Graphical display Of liril soap in the market

(indicated by the line).
Figure 2. Scree plot and average silhouette width graphs for
un-standardized and standardized data (A. Wisconsin; B.
Column Total; C. Row Total; D. Un-standardized) using a
Jaccard distance matrix.
Figure 3. Non-Hierarchical cluster plot (un-standardized,
Jaccard distance matrix, K = 5).
Table 1. Summary of non-hierarchical cluster plot results.
________________________________________________
_______
Average silhouette width per cluster:
[1] 0.13452875 0.11794805 0.02231847 0.15119629
0.13251540
Average silhouette width of total data set:
[1] 0.1069497
________________________________________________
_______
Numerical information per cluster:
size max_diss av_diss diameter separation
[1,] 17 0.7601985 0.5712179 0.8790272 0.3111639
[2,] 21 0.7250245 0.5774617 0.8594816 0.4783563
[3,] 24 0.8569636 0.6250325 0.9420017 0.5108661
[4,] 22 0.6966292 0.5344961 0.8880077 0.5025109
[5,] 14 0.6839000 0.5147558 0.8821971 0.3111639
________________________________________________
________
Figure 4. Non-hierarchical cluster plot average silhouette
width (un-standardized, Jaccard distance matrix, K = 5).
Table 2. Non-hierarchical cluster stability analysis.
________________________________________________
___________
Cluster method: clara/pam
Full clustering results are given as parameter result
of the clusterboot object, which also provides further
statistics
of the resampling results.
Number of resampling runs: 100
________________________________________________
___________
Number of clusters found in data:
5______________________________

Clusterwise Jaccard bootstrap mean:

[1] 0.7029051 0.6988323 0.5900895 0.8040652 0.6104396
dissolved:
[1] 26 13 32 6 38
recovered:
[1] 51 34 31 69 23

Clusterwise Jaccard subsetting mean:

[1] 0.8055547 0.7480853 0.6527985 0.8845017 0.6495358
dissolved:
[1] 15 11 26 1 33
recovered:
[1] 70 52 37 90 29
Figure 5. Agglomerative hierarchical cluster analysis
dendrogram (Jaccard Distance, Average-linkage;
Agglomerative Coeff. = 0.3966490).
Figure 6. Agglomerative hierarchical cluster analysis
cophenetic correlation (Jaccard Distance, Average-linkage;
Cophenetic Correlation = 0.640221).
Figure 7. Agglomerative hierarchical cluster analysis scree
plot (Jaccard Distance, Average-linkage).

Figure 8. Agglomerative hierarchical cluster analysis

displayed on ordination plot.

Table 3. Clusterwise bootstrap results (agglomerative

hierarchical).
________________________________________________
______________
Clusterwise Jaccard bootstrap mean:
[1] 0.6300375 0.4554611 0.6024089 0.6954667 0.7119354
0.5306667
dissolved:
[1] 25 69 39 11 32 54
recovered:
[1] 23 2 25 32 48 46
 Clusterwise Jaccard subsetting mean:
[1] 0.6552046 0.4470224 0.6177251 0.6763139 0.6019872
0.4416667
dissolved:
[1] 31 72 41 20 49 64
recovered:
[1] 37 4 33 39 37 36
6 clusters-HC agglomerative
 CHAPTER-4
CONCLUSION
 CONCLUSION
Liril soap, the branded soap of HUl was expected to go on
stream.The product was expected to be a market leader in
its field but it seems to b fainted with time passed. There was
a lot of opportunities for the product but the company fail to
take the major steps to be taken earlier in the product life
cycle.

According to my findings company had taken a wrong

decision to rebrand its liril to liril 2000.It will take a long time
for liril 2000 to take the position of liril soap in its peak time.
And according to me the company should launch a new
product with new feature instead of changing its brand
name.
So, at last the conclusion is that there is tough competition
for the new product liril 2000 to reach the peak point. And
last I am giving my best wishes to company to perform best
in future.
 LIMITATION
Every work has its own limitation. Limitations are extent to
which the process should not exceed.
Limitations of this project are:-
· The project was constrained by time limit months.
· Mindset of people may very depending upon their age,
gender, income etc.
· Getting appointment from the concern person was very
difficult.
· People mind set about the survey was an obstacle in
acquiring complete information & positive interaction.
· Respondents were very busy in their schedule. So it was
very time consuming for them to answer all the questions
properly.
BIBLIOGRAPHY
1.BOOKS AUTHORS
· Marketing Management (10th Edition) Philip Kotler
· Marketing Management (3rd Edition) V.S. Ramaswamy
. Marketing Management ICFAI University.
· Research Methodology (2nd Edition)
· Research Methodology C.R.Kothary, S.P. Kasande
2. NEWS PAPERS
· Times of India
· Economics Times
3. WEBSITES
· www.liril soap.com
· www.google.com