In partial fulfillment

Of the
Requirements in Marketing

Presented by
Mr. Jayson R. Diaz
Faculty of Our Lady of Fatima University
Quezon City

Marketing Plan for

Sunsilk Shampoo

Submitted by:
John Kelvin G. Anday
Iren Traspece
Carina Rose Escat
Winnie Luis
Jeanica Projas
Juveelyn Reyes
Angeline Quinalayo

BSHRM 2A1-1

October 8, 2009
 TABLE OF CONTENTS

I. Introduction

II. Marketing Environment

III. SWOT Analysis

IV. Objectives of the Marketing Plan

V. Marketing Strategies

VI. Projected Income Statement

VII. Evaluation of Marketing Action Plan

 ACKNOWLEDGMENT
We would like to express our gratitude first and
foremost to our Lord Almighty for giving us the valor
to remain dedicated to make this marketing plan.

This underlying plan is based on the analysis of

different marketing functions of Unilever Corporation.
Applied on “Sunsilk”.

In making this marketing plan, we collected the whole

data from publications, internet and magazines.
 EXECUTIVE SUMMARY

Unilever a multi-national corporation, formed of

British and Dutch parentage, that owns many of the
world's consumer product brands in foods, beverages,
cleaning agents and personal care products. Unilever
was created in 1930 by the amalgamation of the
operations of British soap maker Lever Brothers and
Dutch margarine producer Margarine Unie, a logical
merger as palm oil was a major raw material for both
margarines and soaps and could be imported more
efficiently in larger quantities.

The New Sunsilk Shampoo aims at fulfilling the

needs of its target market by offering a high quality,
assessment of the concept in terms of its acceptability,
credibility and perceived benefits, that it offers a
healthy choice shampoo alternative to the targeted
consumer.

The content of the plan is our unique marketing

strategies that will be implemented on how to sell our
products to the people, especially in the provinces and
how we formulated a shampoo pack that is affordable to
consumers.

Life Can’t Wait, the latest campaign of Sunsilk

aims to inspire women all over the globe to live their
lives to the fullest.

I. INTRODUCTION
 In the present time, personal hygiene of a person must be considered. Due to
different pollution, hair is basically one part of our body that is being damaged. That’s
why Unilever was the most trusted company in terms of home care brands, food care
brands and personal care brands not only in Europe but all over the globe.

A. Company History and Profile:

Unilever is a multi-national corporation, formed of British and Dutch parentage,

that owns many of the world's consumer product brands in foods, beverages, cleaning
agents and personal care products. Unilever employed 174,000 people and had
worldwide revenue of €40.5 billion in 2008.

Unilever was created in 1930 by the amalgamation of the operations of British soap
maker Lever Brothers and Dutch margarine producer Margarine Unie, a logical merger
as palm oil was a major raw material for both margarines and soaps and could be
imported more efficiently in larger quantities. The food and consumer products giant
actually has two parent companies: Unilever PLC, based in the United Kingdom, and
Unilever N.V., based in The Netherlands. The two companies, which operate virtually as
a single corporation, are run by a single group of directors and are linked by a number of
agreements. Unilever considers itself the second largest consumer goods firm in the
world, trailing only Philip Morris Companies Inc., and produces numerous brand name
foods, cleaning products, and personal care items. About 52 percent of revenues are
generated in the foods sector; brands include Imperial and Promise margarines, Lipton
tea, Ragú foods, Lawry's seasonings, Breyers ice cream, and Birds Eye and Gorton's
frozen foods. One-quarter of sales come from the personal care area; brands include
Caress and Dove soap, Pears and Pond's skin care products, Degree, Fabergé, and Sure
deodorants, Suave and Salon Selectives hair care items, Close-Up, Mentadent, and
Pepsodent oral care products, and Calvin Klein, Elizabeth Arden, and Elizabeth Taylor
prestige fragrances&mdash well as such miscellaneous brands as Q-Tips and Vaseline.
Unilever's third major sector is that of cleaning products, which is responsible for about
22 percent of turnover; brands include Wisk and All laundry detergents, Snuggle and
Final Touch fabric softeners, and Sunlight dish detergents, and this area also includes the
company's line of institutional cleaning products. Unilever maintains production facilities
in 88 countries and sells its products in an additional 70. About 47 percent of revenues
originate in Europe, 21 percent in North America, 14 percent in the Asia-Pacific region,
12 percent in Latin America, and six percent in Africa and the Middle East.

Soap and Margarine Origins

 William Hesketh Lever, later Lord Leverhulme, was born in Bolton, England, in
1851. The founder of Lever Brothers, Lever had a personality that combined 'the
rationality of the business man with the restless ambitions of the explorer,' according to
Unilever historian Charles Wilson.

During the depression of the 1880s, Lever, then a salesman for his father's
wholesale grocery business, recognized the advantages of not only selling, but also
manufacturing, soap, a noncyclical necessity item. His father, James Lever, initially was
opposed to the idea, believing that they should remain grocers, not manufacturers. He
softened, however, in the face of his son's determination. In 1885 William established a
soap factory in Warrington as a branch of the family grocery business. Within a short
time Lever was selling his soap throughout the United Kingdom, as well as in continental
Europe, North America, Australia, and South Africa.

William also began a tradition that lasted well into the 20th century--that of
producing all its raw components. Lever Brothers, a vertically integrated company, grew
to include milling operations used to crush seeds into vegetable oil for margarine as well
as packaging and transporting businesses for all of its products, which then included Lux,
Lifebuoy, Rinso, and Sunlight soaps.

In 1914, as the German Navy began to threaten the delivery of food imports--
particularly Danish butter and Dutch margarine&mdashø Britain, the British government
asked William Lever to produce margarine. He eagerly accepted the opportunity,
believing that the margarine business would be compatible with the soap business
because the products both required oils and fats as raw materials. Lever Brothers'
successful diversification, however, now put the company in competition with Jurgens
and Van den Bergh, two leading Dutch margarine companies.

1920s: The Birth of Unilever

Jurgens and Van den Bergh both began commercial production of margarine in
1872. Fierce competitors for the remainder of the century, Van den Bergh and Jurgens
decided in 1908 to pool their interests in an effort to make the best of the poor economic
situation that existed in most of the world. Competition in the margarine industry had
intensified, fueled by an increasing number of smaller firms, which were exporting their
products and lowering their prices to get a piece of the market. Van den Bergh eliminated
the potential for problems such as double taxation--which arose from its interests in both
Holland and the United Kingdom--by creating and incorporating two parent companies
for itself, one in Holland and one in England. In 1920 Jurgens and Van de Bergh decided
there was strength in numbers and joined with another margarine manufacturer, Schicht,
in Bohemia. In 1927 the three companies, borrowing the ideal of a dual structure from
Van de Bergh, formed Margarine Union Limited, a group of Dutch firms with interests in
England, and Margarine Unie N.V., located in Holland.

Through the middle and late 1920s, the oil and fat trades continued to grow.
Although the activities of Margarine Unie and Margarine Union were focused on edible
fats (margarine), the companies had held soap interests throughout Europe for years.
Similarly, although Lever Brothers had produced margarine since World War I, its focus
was soap. After two years of discussion, the companies decided that an 'alliance wasted
less of everybody's substance than hostility' and merged on September 2, 1929.

As it does today, the newly formed Unilever consisted of two holding companies:
Unilever Limited, previously Margarine Union; and Unilever N.V., formerly Margarine
Unie. The new organization included an equalization agreement to assure equal profits
for shareholders of both companies, as well as identically structured boards. Unilever's
parent companies were actually holding companies supervising the operations of
hundreds of manufacturing and trading firms worldwide. The end result of the merger
was a company that bought and processed more than a third of the world's commercial
oils and fats and traded more products in more places than any other company in the
world. Its manufacturing activities--which included detergents and toilet preparations,
margarine and edible fats, food products, and oil milling and auxiliary businesses--were
joined by a need for similar raw and refined materials, such as coconut, palm, cottonseed,
and soybean oil, as well as whale oil and animal fats.

1930s: Surviving the Great Depression

The Great Depression, which struck not long after the new company was formed,
affected every aspect of Unilever's multifaceted operation: its raw material companies
faced price decreases of 30 to 40 percent in the first year alone; cattle cake, sold as a
product of its oil mills, suffered with the decline of the agricultural industry; margarine
and other edible fats were affected by damaging competition as the price of butter
plummeted; and the company's retail grocery and fish shops saw declining sales.

As prices and profits around the world threatened to collapse, Unilever had to act
quickly to build up an efficient system of control. The 'special committee' was established
in September of 1930 to do that. Operating as a board of directors over the two boards the
company already had, the special committee was designed to balance Dutch and British
interests and act as an inner cabinet for the organization. It also began administering two
committees established to deal with Unilever's world affairs: a continental committee to
handle businesses in Europe, and an overseas committee to supervise business elsewhere.

A new generation of management led Unilever through the 1930s: Francis D'Arcy
Cooper, who had been chairman of Lever Brothers since William Lever's death in 1925;
Georg Schicht, the former chairman of Schicht Company; and Paul Rijkens, who
succeeded Anton Jurgens as chairman of Jurgens in 1933. It was Cooper who seemed to
lead the efforts to turn the various companies that comprised Unilever into one Anglo-
Dutch team. It was also Cooper who convinced the board of the necessity for a
reorganization in 1937, when the relationship between the profit-earning capacities of the
Dutch and British companies found itself reversed.

Originally, about two-thirds of Unilever's profits were earned by the Dutch group
and one-third by the British group. By 1937, however, because of increasing trade
conflicts in Europe, particularly in Germany, the situation had reversed. By selling the
Lever Company’s assets outside Great Britain, including Lever Brothers Company in the
United States, to the Dutch arm of Unilever, the assets of the two groups were
redistributed so that they would be nearly equal in volume and profits, which had always
been the objective of the two parent companies.

Before 1945 the oils and fats industries had progressed fairly smoothly. The only
major industry breakthroughs were the discovery of the hydrogenation process just before
World War I, which enabled manufacturers to turn oils into hard fats, and the possibility
of adding vitamins to margarine in the 1920s, which created an opportunity for new
health-related product claims. But it was not until the end of World War II that the
industry in general, including Unilever, began to recognize the important relationship
between marketing and research. Meantime, Unilever expanded its U.S. operations
through two important acquisitions: Thomas J. Lipton Company, manufacturer of tea
(1937), and the Pepsodent brand of toothpaste (1944).

Postwar Era: Adapting to New Markets and Technology

Although Unilever's growth until the mid-1940s was a result of expanded product
lines and plant capacities, its greatest achievements between 1945 and 1965 were its
adaptation to new markets and technology. The decade following World War II was a
period of recovery, culminating by the early 1950s in rapid economic growth in much of
the Western world. Until 1955 demand continued to rise and competition was not a major
issue. Afterward, however, profit margins dropped, competition in Europe and North
America sharpened, and success was less assured. Unilever's strategy was to acquire
companies in new areas, particularly food and chemical manufacturers. Among the
postwar acquisitions were U.K. frozen foods maker Birds Eye (1957) and U.S. ice cream
novelty maker Good Humor (1961).

1980s: Restructuring and Major Acquisitions

In the 1980s Unilever undertook a massive restructuring. The company sold most of
its service and ancillary businesses, such as transport, packaging, advertising, and other
services that were readily available on the market, and went on a buying spree, snapping
up some 80 companies between 1984 and 1988. The restructuring was designed to
concentrate the company in 'those businesses that we properly understand, in which we
have critical mass, and where we believe we have a strong, competitive future,' Unilever
PLC Chairman M.R. Angus told Management Today in 1988. Specifically, Unilever's
core businesses were detergents, foods, toiletries, and specialty chemicals.

In addition to increasing profitability in core areas, restructuring also helped

Unilever execute its biggest acquisition to date, that of Chesebrough-Pond's in the United
States in 1986. A company with sales of nearly $3 billion, Chesebrough owned such
brands as Vaseline Intensive Care, Pond's Cold Cream, and Ragú spaghetti sauce. The
acquisition allowed Unilever to fill out its international personal products business,
particularly in the United States, where Unilever saw a higher profit potential.

During the 1980s Unilever's detergent products posted a 50 percent growth in

operating profit, while food products grew at a faster than normal rate. In the United
States, plans to take on longtime rival Procter & Gamble were successful in 1984, when
Unilever's Wisk moved P & G's Cheer out of the number two spot in the laundry
detergent market. In Europe, Unilever in 1984 completed its first hostile takeover attempt
in 15 years, acquiring the British company Brooke Bond, the leading European tea
company, for £376 million. Brooke Bond complemented Unilever's Lipton brand, the
leader in the United States. Two years later, the company launched Wisk in the United
Kingdom, as well as Breeze, its first soap powder introduced in the United Kingdom
since the debut of Surf more than 30 years before.

In 1989 Unilever became a major player in the world's perfume and cosmetic
industry through three more acquisitions. It obtained Shering-Plough's perfume business
in Europe; the Calvin Klein business from Minnetonka, Inc.; and, by far the largest
purchase of the three, Fabergé Inc., the American producer of Chloe, Lagerfeld, and
Fendi perfumes, for $1.55 billion. The upper-end cosmetics market was a high-margin
business, and Unilever planned to step up marketing of its new products to raise sales.

Positioning for the 21st Century

As it entered the 1990s, Unilever had virtually completed reorganizing its European
business to better compete within the evolving single market in that region. In 1991 the
company further refined its operations by selling the last of its packaging businesses and
by making provisions for the eventual sales of the majority of its agribusinesses.

Unilever's flexible management structure and diverse product range were integral to
its survival in the rapidly changing international market. In a 1992 Harvard Business
Review article, Chairman and CEO Floris A. Maljers explained Unilever's management
structure: 'The very nature of our products required proximity to local markets;
economies of scale in certain functions justify a number of head-office departments; and
the need to benefit from everybody's creativity and experience makes a sophisticated
means of transferring information across our organization highly desirable. All of these
factors led to our present structure: a matrix of individual managers around the world
who nonetheless share a common vision and understanding of corporate strategy.'

Despite poor performances by some of its subsidiaries and recessions in Europe and
North America, Unilever's broad product range led to overall profit increases in both
1990 and 1991. In 1990 Unilever made substantial inroads into the newly opened markets
created by the unification of Germany. The company began producing its Rama
margarine at a former East German state plant in Chermnitz, established a task force to
select sites for 23 Nordsee fish stores, and began distributing ice cream and frozen
novelties to retailers in eastern Germany.

In 1991 Unilever continued to battle with rival Procter & Gamble over the newly
opened markets of the former Soviet Union. Unilever purchased an 80 percent stake in
the Polish detergent firm Pollena Bydgoscz for $20 million, changing the name to Lever
Polska, the first laundry detergent manufacturer to be privatized in Poland. The company
earmarked approximately $24 million for product line expansions, including a fabric
conditioner and household cleaning products. Also in 1991 Michael Perry was named the
U.K. cochairman of Unilever.

Profits in Unilever's personal products division were down 11 percent in 1991, due
to sluggish markets in the United States and only moderate growth in European markets.
Unilever's newly purchased Elizabeth Arden and Calvin Klein, however, posted strong
growth, supported by strong retailer relationships and $24 million in advertising
expenditures. Such growth occurred despite an overall drop in department store cosmetic
sales of nine percent from 1987 to 1992. In 1992, though, Elizabeth Arden profits began
slipping, prompting the resignation of Joseph F. Ronchetti, Arden's CEO since 1978.
Unilever underwent further restructuring of its personal products division, creating a
prestigious subdivision geared toward introducing Calvin Klein and Elizabeth Arden into
overseas markets.

Unilever's fastest growing market in the early 1990s was in Asia. Although
Unilever had been operating in Asia since its earliest days, the company was just
beginning to tap into the region's newly acquired wealth. Asian sales of personal
products, detergent, and packaged foods were growing more than twice as fast as sales in
the United States and Europe. By 1992 Unilever was composed of some 500 companies
conducting business in 75 different countries.

Unilever continued to make acquisitions in the mid-1990s, completing more than

100 purchases between 1992 and 1996, more than half of which were in foods. In 1993
Unilever gained the number one position in the U.S. ice cream market through the
completion of two acquisitions. The company paid $155 million to Empire of Carolina
Inc. for the Klondike and Popsicle brands, and about $215 million for the ice cream
business of Philip Morris's Kraft General Foods unit, which included the Sealtest and
Breyers brands. The acquired brands were merged with the Good Humor line within
Good Humor Breyers Ice Cream Company, a subsidiary based in Green Bay, Wisconsin.
Also in 1993 Unilever launched a restructuring, taking a US$750 million charge against
earnings to close or consolidate 60 plants and lay off 7,500 employees.

One the largest acquisitions of this period was the 1996 takeover of Chicago-based
Helene Curtis Industries Inc., manufacturer and marketer of personal care products,
primarily shampoo and conditioners, hand and body lotions, and deodorants and
antiperspirants. Purchased for about $770 million, Helene Curtis's portfolio included such
brands as Suave, Finesse, and Salon Selectives. Another significant 1996 acquisition was
that of Northbrook, Illinois-based Diversey Corporation, a maker of institutional
chemical cleansers and sanitizers, and Unilever's first foray into the industrial cleaning
sector.

Unilever and Procter & Gamble (P & G) began battling again in 1994, this time for
supremacy in the European detergent sector. Unilever aggressively went after P & G's
market-leading brand, Ariel, with a new soap marketed under the names Persil Power,
Omo Power, and Skip Power. Unilever spent $175 million developing the product and
another $292 million marketing it during 1994. The product included a manganese
complex molecule that Unilever claimed cleaned clothes better at lower temperatures
than rival products. P & G conducted tests on Persil Power, however, which indicated
that the detergent resulted in abnormal wear after as few as 15 washings. When P & G
publicized its findings, Unilever sued the company for slander. But the suit was quickly
withdrawn after Unilever admitted that the detergent did indeed contain a flaw--a flaw
that had not been uncovered in the pre-launch testing--and could damage clothes when
exposed to a particular combination of dyes. Unilever reformulated the product, but not
before it had turned into a public relations nightmare. In the end, the Power formula was
abandoned entirely and Unilever, therefore, took a £57 million write-off in its 1994
accounts.

According to Andrew Lorenz, writing in the July 1996 issue of Management

Today, the Persil Power debacle served as a catalyst for fundamental management
reorganization. On September 1, 1996, the three-person special committee that had run
Unilever since its formation in 1929 was replaced by a seven-member executive
committee composed of the chairmen of Unilever N.V. and Unilever PLC and five high-
ranking Unilever executives. At the same time the company did away with a complex
two-tiered management structure that included both worldwide product management
groups and regional management groups. In their place was created a single team of 14
business presidents, with each president responsible for a portion of the European
operations (e.g., the food and beverage Europe group), a portion of the North American
operations (e.g., the home and personal care North America group), or a region of the rest
of the world (Africa, Latin America, etc.). As was typical of the time, this streamlining
was aimed at improving decision-making by pushing authority down to a lower level.
Along with this major reorganization came a change in the chairmanships, with Niall
FitzGerald replacing Michael Perry as U.K. cochairman; an Irishman, FitzGerald became
the first non-English, non-Dutch to serve as cochairman, and he also reached the post
despite having been in charge of Unilever's detergent operations during the Persil Power
debacle. Continuing on the Dutch side was Morris Tabaksblat, who had replaced Maljers
as Dutch cochairman in 1994.

In the late 1990s FitzGerald and Tabaksblat oversaw a comprehensive review of

Unilever's wide-ranging businesses in an effort to focus on the strongest core areas: ice
cream, margarines, tea-based beverages, detergents, personal soaps, skin care products,
and prestige fragrances. Several other areas were identified as 'developing' core areas:
frozen foods, culinary products (sauces and side dishes), hair care products, oral care
products, deodorants, household care products, and industrial cleaning products.
Businesses outside of these areas were candidates for disposal. In 1996 the company sold
its mass-market cosmetics business, its few remaining animal feed operations, some oil-
processing units, and a U.K. franchiser of Caterpillar Inc. heavy equipment. Unilever
completed its largest disposal the following year, selling its specialty chemicals business
to Imperial Chemical Industries PLC for about US$8 billion. The sale resulted in a net
profit of US$4.55 billion, part of which cleared Unilever's US$2.78 billion in debt; the
proceeds also contributed to a war chest that expanded to US$9.6 billion. The company
made one large purchase in 1997, the US$930 million acquisition of Kibon S.A.
Indústrias Alimenticia, the number one ice cream maker in Brazil. In 1998 Unilever sold
its Plant Breeding International Cambridge Limited unit to Monsanto for about US$525
million. Unilever also sold off its Nordsee fast-food fish chain in the late 1990s.
 In early 1999 Unilever spent a large portion of its war chest on a special dividend to
shareholders of £5 billion (US$8.1 billion). In July of that year Tabaksblat retired and
was replaced as Dutch cochairman by Antony Burgmans. Two months later Unilever
announced that it would eliminate about 1,200 of its brands to focus on around 400
regionally or globally powerful brands--a group that accounted for almost 90 percent of
1998 revenue. This sweeping overhaul of the product portfolio was aimed at increasing
annual growth rates from four percent to six to eight percent and at eventually reaping
annual savings of £1 billion.

Unilever ended the 20th century with a strategic plan that included a focus on top
brands within core market sectors and an emphasis on growth within developing
countries. Although it was facing considerable competitive pressures in various markets
around the world--particularly from Procter & Gamble--Unilever was clearly no longer
the risk-averse, staid organization of the past. The whirlwind events of the late 1990s
seemed destined to position the company as one of the most formidable global
consumer products companies of the 21st century.

 Sales Revenue & Value of Stocks:

Unilever’s mission is to add vitality to life. It is estimated that people around the
world in 150 countries uses Unilever products 150 times a day. The 2006 sales revenue
was 39.6 billion pounds. This figure came from the Americas 13.8 billion (36%), from
Europe 15.0 (38%) billion and from Asia/Africa 10.9 billion pounds (27%). Unilever has
approximately 206,000 employees working all over the world.

By 2010, Unilever plans to improve its financial standard by:

• Ungearearing free cash flow in the period 2005-2010 of €25-30 billion

• Improvement in Return on Invested Capital

• Underlying sales growth of 3-5% p.a.

• Operating margin of over 15% by 2010 after normal restructuring

• Improving capital and tax efficiency

 Value of Stocks:

Unilever PLC ordinary shares are listed on the London Stock Exchange and as
American Depositary Receipts in New York. Each ADR represents 1 underlying ordinary
PLC share. There are 1 714 727 700 NV ordinary shares in issue, each with a nominal
value of €0.16. There are 1 310 156 361 PLC ordinary shares in issue, each with a
 nominal value of 3 1/9 pence. The equalization agreement between NV and PLC is such
that each NV ordinary share has the same rights and benefits as each PLC ordinary share.

(Unilever NV ordinary shares are listed on the stock exchanges in Amsterdam and as
New York shares on the New York Stock Exchange.)

 Unilever Corporation brands:

1. Food brands

• Becel, Flora- Becel / Flora products contain Omega 3 and 6 that help keep your
heart healthy.
• Bertolli- Bringing the Mediterranean lifestyle into your home.
• Blue Band, Rama- Try our healthy, affordable and convenient range of margarine
products.
• Heartbrand- Our Heart ice cream range aims to inspire people of all ages to taste
the fun side of life.
• Hellmann's, Amora- For sensational food and moods!
• Knorr- Our products help people make every meal a little more special.
• Lipton- Making a big splash in the global beverages market.

• Slim·Fast- Millions of people all over the world have lost weight with Slim·Fast.

2. Personal care brands

• Axe- Helping males keep a step

ahead in the mating game.
 • Dove- Celebrating beauty's diversity
• Lifebuoy- Accessible hardworking soaps and liquid gels.
• Lux- Lux offers a range of highly appealing beauty products at a price
you can afford.
• Pond's- Helping to keep your skin looking and feeling naturally
beautiful.
• Rexona- Rexona gives you the confidence to handle whatever the day
has in store.
• Signal, Close Up- Protecting and enhancing your oral health 24 hours a
day.
• Sunsilk- Sunsilk provides real solutions to women's everyday hair needs
everywhere.
• Vaseline- To help you enjoy great, healthy skin everyday.
• Clear- helps to eliminate dandruff

3. Home care brands

• Cif- The power to deal with even the toughest

dirt, every day.
• Comfort- The best care for your clothes,
yourself and your family.
• Domestos- Experts in killing germs.
With Domestos you can be sure the job is done.
• Omo- Giving your kids the freedom
to get dirty, safe in the knowledge that Omo will remove
those awkward stains.

• Radiant-No other brand knows more about delivering superior whiteness than
Radiant.
• Sunlight-Sunlight uses the magic of natural ingredients to create unbeatable
results.
• Surf- Surf is on a mission to make everything it touches brighter – through
cleaning and more!

 Major Selling Products:

About 54 percent of revenues are generated in the foods sector, which includes such
brands as Knorr , Amora, Calve, Hellman’s, and Wish Bone dressings; Bertolli olive oil;
Rama, Blue band, and Country Crock margarines; Becel and Flora heart healthy
foodsLipton tea; and Slim Fast weight management products.
 28 percent of sales com from the personal care area; brands include the Lux female
beauty line, Dove and Lifebouy soup, Ponds skin care products, Rexona deodorants,
Suave and Sunsilk hair care items, Signal and Close Up oral care products, and the Axe
male grooming line, as well as such miscellaneous brands as Q- Tips and Vaseline.

The third major sector is the home care products, which is responsible for about 18
percent of turnover; brands include Omo, Skip, Wisk, Surf, and all laundry detergentsa,
Comfort and Snuggle fabric conditioners and softeners, Sunlight dis detergents, and Cif
and Domestos household cleaners. Unilever maintains more than 300 production
facilities around the world and has operations in more than 100 countries. About 34
percent in of revenues originate in Western Europe, 22 percent in North America, 18
percent on Asia Pacific region, 13 percent in Latin America, 9 percent in Africa, the
Middle East, and Turkey, and 4 percent in central Europe/ Russia.

 Market share and competition:

Top Unilever Competitors:

Company Location
Proctor & Gamble Cincinnati,OH
Kraft Foods Northfield, IL
Nestle Vevey, Switzerland

 Competitor Comparison

Unilever P&G Kraft Nestle

Top Segment C/G Foods Consumer Food Food
Care
Top Brand Dove Tide Mac & Cheese KitKat
CEO A.Burgmans A.G.Lefley R.Deromedi P.Letmathe
Stock per $66.03 $53.76 $30.70 $66.90
share
Growth 15.55% 9.25% 8.2% 11.23%
Revenues $42.942m $28.2BL $31,010m $69.BL
Revenue -11.93% 19% 4.3% -1.93%
Growth
International 100+ 42 150+ 86
Business 3 5 5 6
Segments
Employees 234000 110000 10600 253000

(source: Hoovers business Intelligence guide)

Unilever Philippines started as an oil milling business which at its peak produced
nearly 100,000 tons of coconut oil annually. Today, the company is a leading
manufacturer of home and personal care products, foods, and ice cream.

With an annual sale of over Php 24 billion, Unilever Philippines employs over 2,000
people nationally. The company has been a leader in introducing new technologies into
the country since the early days of its existence - margarine production in the 1930’s,
non-soap detergents, shampoos and toothpaste in the 1960’s and 1970’s and state of the
art sulphonation technology and cogeneration power plant in the 1980’s.

The nineties had seen the company focusing on several improvements in the
Environment, front one of which was the introduction of the first 100% biodegradable
detergent bar in the Philippines. Unilever works closely with the community and other
NGOs to protect and improve the environment. In year 2000, the company received
recognition for its environment management systems with an ISO 14001 accreditation.

B. Product History, Profile and Content:

Nowadays, women find shampoos that contain an ingredient that makes their hair
longer and stronger for a single of month.
 Introducing, the new Sunsilk Frutamin Strong & Long shampoo with fruit extracts
and vitamins that helps in protecting the hair from breakage and split
ends. Sunsilk shampoo truly understands hair. It aims to provide specific
solutions to everyday hair problems of women by offering a range of
shampoos and conditioners to suit various types of hair and solutions to
different types of hair problems.

Shiny, Healthy Manageable Hair! – This is the vision for Sunsilk, because, every
woman knows, when you get your hair right- everything’s just right! Sunsilk offers
different varieties of shampoo such as;
 Smooth & Manageable
 Soft & Smooth
 Damaged Repair
 Hair Fall Solution
 Anti-Dandruff
 Fresh Fruit (summer edition)
Other shampoo products of sunsilk are 2 in 1 shampoo and conditioner, styling
products, treatment products and many more.

Sunsilk is one of the many brands of shampoo in the Philippines that became popular
and in-demand for its soothing aroma that also offers a way to get straighter and shinier
hair. First launched in the UK by Unilever group in 1954, people quickly begun to notice
its unique blend compared to other brands of shampoos. By 1959, Sunsilk was already
available in eighteen different countries worldwide. Currently, Sunsilk products are
available in over 50 countries throughout the Middle East, North Africa, Latin America,
and in the Philippines. So what made sunsilk Philippines so popular? Among all others,
Sunsilk gained its popularity because of its marketing campaigns.

In the early years, Sunsilk focused much of its marketing attention on gaining
international presence. To do this, they targeted different market segments or countries
with specialized products designed to address hair "issues" of each culture. For example
in the UK, the core benefit in the 1960s was shiny hair. High interest internationally led
to a dramatic decline in support in the United States and UK. Because of this, many years
went by with little or no advertising which caused the brand to be viewed as targeted at
older women. Although this was not Sunsilk's intention the outcome was inevitable.

A new campaign was launched to recruit younger users. To do this, products also
needed rejuvenating. Sunsilk decided that in addition to segmenting markets country by
country, they should also segment by hair type within each market. The new products
focused on hair color, texture, feeling, dryness, etc. The updated Sunsilk campaign, "Get
Hairapy", followed the same strategy, marking a bold move towards users in their 20s
and upwards said to be in their "quarter-life crisis".
The target audience was also defined as single, fashion-conscious, working women who
economized when looking good: women"on-the-go".

The new product lines, which feature product threesomes include: Anti-Flat, Anti-
Poof, Hydra TLC, Straighten-Up, De-Frizz, No Major Issues, ThermaShine, Beyond
Brunette Color Boost (Auburn tones and non-highlighted brunette colorers) and Blonde
Bombshell (all over blondes and highlighters).

Sunsilk’s latest campaign, Life Can’t Wait, aims to inspire women all over the
globe to live their lives to the fullest. To launch Sunsilk’s campaign the brand unveiled
their Life Can't Wait advertisement during the Super Bowl XLII on February 3 2008.
The founding idea behind the campaign is that hair can dramatically alter a girl’s mood
and actions. The philosophy behind it is that by taking appearance into their own hands,
girls are equally taking positive steps towards being more in control of their life: “Hair
On=Life On”.

Life Can't Wait campaign clearly gave a boost in the demand for Sunsilk
Philippines by Filipinos all over the world. Today, Sunsilk Philippines is considered as
one of the most popularly in-demand throughout the Philippines, recognized not only for
women use, but also for the men.

Other brands of Unilever Philippines are the following:

 Axe  Selecta
 Ladies choice  Cream silk
 Bestfoods  SunSilk
 Lipton  Domex
 Clear  Surf
 Ponds  Dove
 Close up  Vaseline Lotion
 Rexona  Knorr
 Comfort  Vaseline Shampoo

Our brands are trusted everywhere and, by listening to the people who bought them,
we have grown into one of the world’s most successful consumer goods companies.

Company Perspectives:
 Our purpose in Unilever is to meet the everyday needs of people, anticipate the
aspirations of our consumers and customers and to respond creatively and competitively
with branded products and services which raise the quality of life.
Our deep roots in local cultures and markets around the world are our unparalleled
inheritance and 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.

We believe that to succeed requires the highest standards of corporate behavior towards
our employees, consumers and the societies and world in which we live. This is
Unilever's road to sustainable, profitable growth for our business and long-term value
creation for our shareholders and employees.

Our mission

Our mission is to add Vitality to life. We meet everyday needs for nutrition;
hygiene and personal care with brands that help people look good, feel good and get more
out of life.

Purpose & principles

Our corporate purpose states that to succeed requires "the highest standards of
corporate behavior towards everyone we work with, the communities we touch, and the
environment on which we have an impact."

II. MARKETING ENVIRONMENT

 Sunsilk shampoo maintains its # 1 position in the market. It’s always being patronized
by a lot of women in the Philippines. That’s why, it’s also the #1 most trusted and most
chosen shampoo product by the women.

Last July, Unilever Philippines introduced its new product

Sunsilk strong & long shampoo wherein Sarah Geronimo was
chosen as the new endorser. Some of the endorsers of sunsilk
were Marian Rivera, Heart Evangelista, Maja Salvador and Nikki
Gil.

Sunsilk strong & long shampoo was formulated to give you a

long and strong hair within a month of using it. Your hair will
grow up to 1.2 cm a month through the help of frutamin extract
and vitamins nutrients.

Unilever Phils. is the only company that produced a shampoo

during summer. This is the Sunsilk Summer fresh fruit. A month ago, we also formulated
a 3 pack sachet with two sunsilk shampoo with 1 cream silk conditioner. As we said our
main concern is to give consumers a more economical sachet. Imagine 3 in 1 sachet, what
more can you wish for!

Since our product is being used most of the time, we

formulate a more economical and affordable package of Sunsilk.
This is to make our product more affordable to those who have
lower income. We come up with Sunsilk shampoo 6 pack of
sachet of 12ml with SRP P22.95. It means for every sachet, it
will cost a P3.825 price And there’s more, we also made a two
chambered sachet which contained 10 ml with SRP P 4.50 for
the enjoyment of our valued consumers.

 Target Market:
Our main target market is females between age group 16-25 and our sub- target
market is females 26 to 30 years old and above belonging the upper and lower
classes. Men should be considered also, since some men use SunSilk too.
Nevertheless, in our promotional activities, we cover the whole market irrespective
what class they belong.

Second, in terms of geographical location, we preferred the provinces as our

target place because the people in the province prefer to use an alternative shampoo
like aloe vera, “gugo” and etc. In Mega Manila, our shampoo products were stable
.They are being patronized by many Filipino so we do not worry about it.

Competitors’ Review:

• The major competitors of Sunsilk in the rural and urban areas are the following:
1. Pantene shampoo by Procter & Gamble

Procter & Gamble Co. (P&G, NYSE: PG) is a

Fortune 500, American multinational corporation
headquartered in Cincinnati, Ohio, that manufactures a
wide range of consumer goods. As of 2008, P&G is the 8th largest corporation in
the world by market capitalization and 14th largest US company by profit. It is 10th
in Fortune's Most Admired Companies list (as of 2007). P&G is credited with many
business innovations including brand management and the soap opera.

According to the Nielsen Company, in 2007 P&G spent more on U.S.

advertising than any other company; the $2.62 billion spent by P&G is almost twice
as much as that spent by General Motors, the next company on the Nielsen list.
P&G was named 2008 Advertiser of the Year by Cannes International Advertising
Festival.

William Procter, a candlemaker, and James Gamble, a soapmaker, immigrants

from England and Ireland, respectively, who had settled earlier in Cincinnati, who
met as they both married sisters, Olivia and Elizabeth Norris, formed the company
initially. Alexander Norris, their father-in law, called a meeting in which he
persuaded his new sons-in-law to become business partners. On October 31, 1837,
as a result of the suggestion, Procter & Gamble was born.

In 1859, sales reached one million dollars. By this point, approximately eighty
employees worked for Procter & Gamble. During the American Civil War, the
company won contracts to supply the Union Army with soap and candles. In
addition to the increased profits experienced during the war, the military contracts
introduced soldiers from all over the country to Procter & Gamble's products.

In the 1880s, Procter & Gamble began to market a new product, an

inexpensive soap that floats in water. The company called the soap Ivory. William
Arnett Procter, William Procter's grandson, began a profit-sharing program for the
company's workforce in 1887. By giving the workers a stake in the company, he
correctly assumed that they would be less likely to go on strike.

The company began to build factories in other locations in the United States
because the demand for products had outgrown the capacity of the Cincinnati
facilities. The company's leaders began to diversify its products as well and, in
1911, began producing Crisco, a shortening made of vegetable oils rather than
animal fats. As radio became more popular in the 1920s and 1930s, the company
sponsored a number of radio programs. As a result, these shows often became
commonly known as "soap operas".

The company moved into other countries, both in terms of manufacturing and
product sales, becoming an international corporation with its 1930 acquisition of the
Newcastle upon Tyne-based Thomas Hedley Co.. Procter & Gamble maintained a
strong link to the North East of England after this acquisition. Numerous new
products and brand names were introduced over time, and Procter & Gamble began
branching out into new areas. The company introduced "Tide" laundry detergent in
1946 and "Prell" shampoo in 1947. In 1955, Procter & Gamble began selling the
first toothpaste to contain fluoride, known as "Crest". Branching out once again in
1957, the company purchased Charmin Paper Mills and began manufacturing toilet
paper and other paper products. Once again focusing on laundry, Procter & Gamble
began making "Downy" fabric softener in 1960 and "Bounce" fabric softener sheets
in 1972. One of the most revolutionary products to come out on the market was the
company's "Pampers", first test-marketed in 1961. Prior to this point disposable
diapers were not popular, although Johnson & Johnson had developed a product
called "Chux". Babies always wore cloth diapers, which were leaky and labor
intensive to wash. Pampers provided a convenient alternative.

Procter & Gamble acquired a number of other companies that diversified its
product line and significantly increased profits. These acquisitions included Folgers
Coffee, Norwich Eaton Pharmaceuticals (the makers of Pepto-Bismol), Richardson-
Vicks, Noxell (Noxzema), Shulton's Old Spice, Max Factor, and the Iams
Company, among others. In 1994, the company made headlines for big losses
resulting from leveraged positions in interest rate derivatives, and subsequently
sued Bankers Trust for fraud; this placed their management in the unusual position
of testifying in court that they had entered into transactions that they were not
capable of understanding. In 1996, Procter & Gamble again made headlines when
the Food and Drug Administration approved a new product developed by the
company, Olestra. Also known by its brand name Olean, Olestra is a lower-calorie
substitute for fat in cooking potato chips and other snacks that during its
development stages is known to have caused anal leakage and gastrointestinal
difficulties in humans.

Procter & Gamble has dramatically expanded throughout its history, but its
headquarters still remains in Cincinnati {Source, Ohio History Central}.

In January 2005 P&G announced an acquisition of Gillette, forming the

largest consumer goods company and placing Unilever into second place. This
added brands such as Gillette razors, Duracell, Braun, and Oral-B to their stable.
In 2008, P&G branched into the record business with its sponsorship of Tag
Records, as an endorsement for TAG Body Spray.

P&G's dominance in many categories of consumer products makes its brand

management decisions worthy of study. For example, P&G's corporate strategists
must account for the likelihood of one of their products cannibalizing the sales of
another.
 On August 24, 2009, the Irish-based pharmaceutical company Warner
Chilcott announced they had bought P&G's prescription-drug business for $3.1
billion

Pantene was created in 1947 by the Swiss drug manufacturer Hoffman-

LaRoche. It was primarily a European shampoo company until it was acquired in
1983 by Richardson-Vicks, who expanded the product line to 100 products, sold
mainly in salons and department stores. They also expanded Pantene's coverage to
include the United States and Canada. Pantene is a brand of hair care products
owned by Procter & Gamble.

The brand's best-known product is the conditioning shampoo Pantene Pro-V.

The brand name stands for Pantene Pro-Vitamin.

When Richardson-Vicks was acquired in 1985 by Proctor and Gamble, the

conglomerate acquired the hair product line along with the sale. P&G expanded the
product line and its sales outlets to include drug and variety stores as well as salons.
P&G also developed, in 2003, the first product line by a major manufacturer
designed exclusively for women of color. They followed, in 2005, with a line
designed exclusively for Hispanic women.

Other Brands of P&G;

• Always feminine hygiene products, including maxi pads, pantiliners(sometimes

called Alldays), and feminine wipes
• Ariel washing powder/liquid
• Bounty paper towels, sold in the United States and Canada
• Braun, a small-appliances manufacturer specializing in electric razors,
coffeemakers, toasters, and blenders
• Charmin bathroom tissue and moist towelettes
• Crest toothpaste
• Dawn dishwashing detergent
• Downy/Lenor fabric softener
• Duracell batteries and flashlights
• Folgers coffee. In June 2008 it was announced that Folgers would be acquired by
The J.M. Smucker Co. based in Orrville, Ohio, by a projected date of Nov, 2008.
• Gillette, a safety razor manufacturer
• Head & Shoulders shampoo
• Iams dog and cat foods
• Nice n Easy hair color product
• Olay Personal and beauty products
• Oral-B inter-dental products
• Pampers & Pampers Kandoo disposable diapers and moist towelettes
• Pantene haircare products
• Pringles potato chips
• Tide laundry detergent
• Wella hair care products
Pantene Hair Products

Pantene Pro-V (pro- vitamin) products are the top-selling hair products in the world.
Their product line ranges from shampoo to hair color to conditioner to hair spray. The
current product line includes:

• Smooth and Sleek - Enriched with amino Pro-V complex to give hair a sleek,
glowing finish.
• Sheer Volume - Designed to add body and shine.
• Daily Moisture Renewal - Designed to hydrate hair and protect it from urban
pollutants.
• Color Revival - Designed to maintain color-treated hair, true to color.
• Hydrating Curls - Designed especially for naturally curly hair to promote
healthy and full curls
• Classic Care - A well-balanced line, designed to promote healthy, shiny hair.
• Full and Thick - Designed for thin and thinning hair to make it look full and full
of body.
• Relaxed and Natural - Designed for the special moisturizing and relaxing needs
for hair of women of color. This is the first such line by a major hair products
manufacturer.
• Pantene Pro-V Expression - The company's top of the line products, they
include a special Pro-V formula that combines the best of all of their products for
color-fast, shiny, and full-looking hair.
• Extra Liso - Designed with the Hispanic woman in mind, this line has extra
moisturizing and conditioning.

Shampoo

Strength*, Moisture and Shine in 1 Week**

Pantene shampoos are specially designed to meet your specific hair needs, and help keep
your hair strong, healthy and looking fabulous.

* against damage
** shampoo & conditioning vs. non-conditioning shampoo
 COLOR hair against
REVIVAL damage for a
SHAMPOO fuller look.
Protects the 2.8 of 5 average
shade of your rating
color-treated
hair.
•

ANTI-FRIZZ
SHAMPOO
Helps protect •
and eliminate
frizz. ICE SHINE
• SHAMPOO Use
it as a foundation
CURLS to an ice-shining
SHAMPOO look.
Helps invigorate
curls as it helps
• remove buildup
and residue.
CLASSIC
CARE
CLARIFYING •
SHAMPOO Get
clean hair MOISTURE
RENEWAL
• SHAMPOO
Helps repair the
EXTRA look of damage.
STRAIGHT
SHAMPOO For
• straight hair that
looks defined
CLASSIC and disciplined.
CARE CLEAN
SHAMPOO The
first step to a
classic look.

•
•
NATURE
FULL & THICK FUSION
SHAMPOO MOISTURE
• Helps strengthen BALANCE
 SHAMPOO VITALITY designed to
Moisture SHAMPOO smooth and
Balance: For Smooth Vitality: condition hair.
touchable For silky
softness and smoothness and
strength*. strength*

• •

NATURE SMOOTH
FUSION SHAMPOO
SMOOTH Specially

Other products of Pantene are 2-in 1 shampoo plus conditioner, conditioner,

styling, and treatment products

2. Rejoice shampoo by Procter and Gamble

P&G announces the launch of Asia’s No. 1 shampoo –

Rejoice. Rejoice with its patented ‘Micro-Silicone’ conditioning
technology gives twice as smooth, and easy to comb hair versus
ordinary shampoos.

Rejoice has a strong global heritage and is the No. 1 i.e.,

the largest selling shampoo in Asia (China, Japan, Singapore,
Thailand, Philippines, Hong Kong, Indonesia, Malaysia, Vietnam,
etc.).

It is loved by consumers in 85 countries. Over the years Rejoice has enjoyed

the endorsements of Tennis Star Michael Chang, and leading Asian Celebrity Hair
Stylists such as Gusnaldi (Indonesia) and James Cooper (Philippines). Historically,
Rejoice was the world’s first Shampoo-cum-Conditioner launched in 1987, and
in 1995, it was awarded a Gold Medal for Technology by Former US President –
Bill Clinton for its innovative technological breakthrough of the ‘shampoo +
conditioner’ formula specially designed for making hair softer and smoother.

Rejoice has been launched by P&G to specifically meet the unique needs of
Filipinas consumers. The shampoo’s unique high-tech suspension system holds the
surfactant and conditioner together, thus ensuring both wet and dry conditioning.
Wet conditioning makes it easy to comb hair when wet, while dry conditioning
 ensures that hair remains smooth even after it has dried up, thus making tangles a
thing of the past.

Rejoice is mild enough for everyday use and has a fresh floral fragrance that
leaves hair pleasantly scented for several hours after use. Given the diversity of
Filipino consumers and their varied hair needs, P&G has launched Rejoice in three
unique variants:

• Rejoice Rich: Specially formulated with higher conditioning to make hair

extra smooth and superbly easy to comb. Suitable for those with dry hair.
• Rejoice Silky Clean: Specially formulated for hair which is oiled
frequently. It provides gentle, effective cleaning of oil and dirt from hair and then
conditions the hair to make it silky smooth. Suitable for those who oil hair/ whose
hair tends to get naturally oily or sticky.
• Rejoice Complete: Specially formulated as a 3-in-1 shampoo that fights
dandruff, and gives silky smooth hair that smells great all day long. Suitable for the
entire family.
• Rejoice Fruity
• Rejoice anti- hair fall: helps to strengthen and decreases the hair fall.
• Rejoice anti - frizz

Other products are rejoice conditioner. Rejoice shampoo is under the Procter
& gamble Corp.

3. Head & Shoulders by Procter and Gamble

Procter & Gamble researchers first decided on making a

new anti-dandruff shampoo in 1950. Nearly a decade of
research went into making a new formula, which
introduced the product pyrithione zinc into a shampoo.

Head & Shoulders was first introduced to the U.S. market in November 1961,
as a blue-green shampoo formula. Head & Shoulders helps eliminate scalp
dryness, itch and irritation, for hair that's 100% flake-free with regular use.

The brand's "Extra Strength" product had a cameo role in the 2001 film
Evolution, where its startling copper orange color was shown.
 The idea for Head & Shoulders dates back to about 1950. At that time, Procter
& Gamble research determined that consumers were not completely satisfied with
the then-existing anti-dandruff shampoos. What we had to do was find a new and
effective ingredient against dandruff. After ten years of searching, P&G scientists
found one that really worked! Pyrithione zinc.

In the 1950s, Procter & Gamble began screening tests to identify dandruff
control agents. Over two thousand such ingredients were evaluated. Basically
each compound was screened for three properties:

• It must retain its activity in the presence of sebum (scalp oils).

• It must remain on the scalp after shampooing.
• It must be safe for normal usage in the home.

In 1960, we had a product and a code name, then came hundreds of tests on
the product. For instance, we did safety tests to find out whether it would really
work in the home. (It did.) Could people see the results? (They did.) How would it
hold up during shipping? How would it withstand heat and cold? We found the
answers to all these questions and more.

By the spring of 1961, we were ready to give our shampoo a "real" name and
start work on the packaging, displays, advertising, and marketing programs that
would introduce it to the public.

In November 1961, the code name became a brand name: Head & Shoulders.
We were then ready for the most crucial phase: Marketing the product in a few
selected areas. Why didn't we make it available everywhere in the country? At
Procter & Gamble, no product is sold nationwide until it has first proven itself
successful in limited areas.

Active Ingredients

In all the years of our testing, no ingredient has ever performed better than
Pyrithione zinc, the dandruff control agent in Head & Shoulders. Pyrithione zinc
comprises approximately 1% of the Head & Shoulders formula.

Pyrithione zinc is able to inhibit the growth of the microorganisms on the

scalp which are believed to play a significant role in the cause of dandruff. This
ingredient actually remains on the scalp after shampooing, thus continuing to fight
the causes of dandruff. Our tests show that regular use of Head & Shoulders is
required to keep dandruff flaking under control.

Basically, Pyrithione zinc is an antimicrobial agent that works especially well

on the microbes believed to cause dandruff. Furthermore, the active ingredient
goes straight to the scalp, where it's needed, and doesn't affect the hair. Pyrithione
 zinc is the official chemical name for the compound, but the structural name is
zinc 2-pyridinethiol-1-oxide. The empirical formula is C10H8N2O2S2Zn and it
has a molecular weight of 317.92.

Products of Head & Shoulders:

 Head & Shoulders Smooth & Silky- for a silky smooth look
 Head & Shoulders Extra Volume- to give volume and body
 Head & Shoulders Restoring Shine- to restore natural shine
 Head & Shoulders Ocean Lift- to invigorate hair and scalp
 Head & Shoulders Citrus Breeze- uplifting clean
 Head & Shoulders Refresh- featuring natural mint
 Head & Shoulders Sensitive Care- with aloe vera & moisturizers,
soothes the scalp
 Head & Shoulders Dry Scalp Care- for dry scalp and itch
 Head & Shoulders Classic Clean- US #1 selling shampoo
4. Palmolive shampoo by Colgate- Palmolive

Colgate-Palmolive Company is an
American diversified multinational
corporation focused on the production,
distribution and provision of household, health care and personal products, such as
soaps, detergents, and oral hygiene products (including toothpaste and toothbrushes).
Under its "Hill's" brand, it is also a manufacturer of veterinary products. The
company's corporate offices are on Park Avenue in New York City, across from the
Waldorf Astoria.

In 1806, William Colgate, himself a soap and candle maker, opened up a

starch, soap, and candle factory on Dutch Street in New York City under the name of
"William Colgate & Company". In the 1840s, the firm began selling individual bars
in uniform weights. In 1857, William Colgate died and the company was reorganized
as "Colgate & Company" under the management of Samuel Colgate, his son. In 1872,
Colgate introduced Cashmere Bouquet, a perfumed soap. In 1873, the firm introduced
its first toothpaste, an aromatic toothpaste sold in jars. His company sold the first
toothpaste in a tube, Colgate Ribbon Dental Cream, in 1896. By 1908 they initiated
mass selling of toothpaste in tubes. His other son, James Boorman Colgate, was a
primary trustee of Colgate University (formerly Madison University).

In Milwaukee, Wisconsin, the "B.J. Johnson Company" was making a soap

entirely of palm and olive oil, the formula of which was developed by B.J. Johnson in
1898. The soap was popular enough to rename their company after it - "Palmolive".
At the turn of the century Palmolive, which contained both palm and olive oils, was
the world's best-selling soap, and extensive advertising included The Palmolive Hour,
a weekly radio concert program which began in 1927. A Kansas based soap
manufacturer known as the "Peet Brothers" merged with Palmolive to become
Palmolive-Peet. In 1928, Palmolive-Peet bought the Colgate Company to create the
Colgate-Palmolive-Peet Company. In 1953 "Peet" was dropped from the title, leaving
only "Colgate-Palmolive Company", the current name.

Colgate-Palmolive has long been in fierce competition with Procter &

Gamble, the world's largest soap and detergent maker. P&G introduced its Tide
laundry detergent shortly after World War II, and thousands of consumers turned
from Colgate's soaps to the new product. Colgate lost its number one place in the
toothpaste market when P&G started putting fluoride in its toothpaste. In the
beginning of television, "Colgate-Palmolive" wished to compete with Procter &
Gamble as a sponsor of soap operas. Although the company sponsored many shows
in part, they were most famous for being the full sponsor of the serial The Doctors.

George Henry Lesch was president, CEO, and chairman of the board of
Colgate-Palmolive in the 1960s and 1970s, and during that time transformed it into a
modern company with major restructuring.

In 2005, Colgate sold the underperforming brands Fab, Dynamo, Arctic

Power, ABC, Cold Power and Fresh Start, as well as the license of the Ajax brand for
laundry detergents in the U.S, Canada and Puerto Rico, to Phoenix Brands, LLC as
part of their plan to focus on their higher margin oral, personal, and pet care products.

In 2006, Colgate-Palmolive announced the intended acquisition of Tom's of

Maine, a leading maker of natural toothpaste, for US $100M. Tom's of Maine was
founded by Tom Chappell in 1970.

Today, Colgate has numerous subsidiary organizations spanning 200

countries, but it is publicly listed in only two, the United States and India.

In June 2007, counterfeit Colgate toothpaste imported from China was found
to be contaminated with diethylene glycol, and several people in eastern U.S. reported
experiencing headaches and pain after using the product. The tainted products can be
identified by the claim to be manufactured in South Africa by Colgate-Palmolive
South Africa LTD, they are 5oz/100ml tubes (a size which Colgate does not sell in
the United States) and the tubes/packaging contain numerous mis-spellings on their
labels. Colgate-Palmolive claims that they do not import their products from South
Africa into the United States or Canada and that DEG is never and was never used in
any of their products anywhere in the world. The counterfeit products were found in
smaller "mom and pop" stores, dollar stores and discount stores in at least four states.

In 1926, Colgate- Palmolive introduced in the Philippines.

The Palmolive shampoo have a variety to choose from like Palmolive

Naturals, Palmolive Aroma Therapy, Gard Anti Dandruff shampoo and the last
offer of Palmolive, Palmolive Fashion Girl Shampoo which created for the girls
ages 8-12 years old. Its ingredients have mild ingredients that very suitable for the
 hair of the girls, more fragrance and effective to remove dirt, less than harm to the
scalp.
Other products of Palmolive shampoo is conditioner.

Other product of Colgate- Palmolive are;

Toothpastes
Toothbrushes
From the Dentist
Whitening Products Dishwashing Products
Mouthwash Cleansers
Bar Soap
Conditioner
Shampoo
Shower Gel
Skin Care

5. BioLink VCO shampoo by Splash Corp.

Splash Corporation
manufactures and markets personal
care products and is the personal care
arm of the Splash Group of
Companies which manufactures and
markets personal care products. The Splash Group is composed of wholly-owned
Philippine companies with business interests in personal care manufacturing and
marketing, international distribution, and recently, health and wellness products
development and marketing.

Founded in 1985, Splash was able to grow from a Php12,000 backyard

business into a Php4 billion enterprise through the vision, innovation, and
commitment of its founders, Dr. Rolando B. Hortaleza and Dr. Rosalinda A.
Hortaleza. Being consistently in the Top 300 corporations in the Philippines since
1998, the Company has established its reputation as one of the formidable players in
the Philippine personal care industry. Splash carries the brands Extraderm, Maxi-
Peel, and Skin White. It also carries one of the fastest growing skin care brands in the
Philippines – Biolink.

In 2002, the Company invested in a Php400 million state-of-the-art

manufacturing complex in Canumay, Valenzuela City which is expected to meet the
Company’s capacity requirements in the medium-term.

The Company established the Splash Research Institute in 1997. Through

state-of-the-art facilities and equipment, and a research staff of more than twenty (20)
chemists, pharmacists and engineers, SRI carries out the design and development of
innovative products and packaging systems, thereby keeping Splash at the forefront
of the personal and health care industries. It strives to maintain a two (2)-year rolling
pipeline of new products. SRI also ensures that all products made available to the
market are backed up by rigid clinical tests to guarantee superior efficacy, safety,
stability and over-all product excellence.

Splash has grown into a multi-billion peso company, with two of its core
products, exfoliant and skin whiteners, dominating their segments with market shares
of 86% and 41%, respectively, based on an AC Nielsen Philippine Retail Index
Report dated June 2007. The Company is ranked sixth in the Philippine personal care
industry, the only Filipino owned company in the top 10.

The Company aims to strengthen its presence in the personal care markets in
the Asia-Pacific region and to gain a foothold in the affluent markets of Europe and
North America through its health and wellness products.

To date, Splash has established market presence in over 30 countries through

its distributors and local exporters. These countries include Algeria, Australia,
Bahrain, Canada, Egypt, Hong Kong, India, Indonesia, Iran, Japan, Jordan, Korea,
Kuwait, Lebanon, Malaysia, Nigeria, Oman, Pakistan, Qatar, Saudi Arabia,
Singapore, Sudan, United Arab Emirates, Vietnam and the United States.

BioLINK VCO Shampoo are intensely cleanses your hair from root to tip. Its
rich lather helps remove daily build-up, enriched with Virgin Coconut Oil that
intensely moisturizes scalp and hair strands, deeply nourishes scalp, and
dermatologist Tested Safe and Effective

• In 100ml bottle
• Available variants:
o Anti-Frizz Intense Moisture and Shine -
Deeply moisturizes and relaxes
unmanageable hair.
o Anti-Hair Fall Smooth and Strong - Boosts
hair strength and prevents hair fall due to
breakage.
o Anti-Dandruff Clean and Dandruff Free - Actively cares for your scalp
and prevents dandruff.

Other Brands of Splash Corporation are;

 BabySpa- perfect naturals head to toe baby care partner of babies aged 6
months old and above.
 BioLink Green Papaya- naturally whiter with another breakthrough in
skin care with Biolink Green Papaya with Pearl Essence whitening range.
It has the combined whitening powers of papain which is scientifically
proven to be at its most abundant and potent concentration in green papaya
and luscious Pearl Cream Essence for that naturally vibrant, soft and
smooth skin.
 BioLink Tea Tree Oil- Biolink unlocks the safe and effective anti-
bacterial properties of Tea Tree Oil through Biolink Tea Tree Oil, to
effectively kill bad bacteria while preserving the natural flora of the
external genitalia.Bringing together the requisites of complete and
balanced feminine hygiene, Biolink Tea Tree Oil addresses the exacting
need for superior intimate cleanliness of the Filipina through Biolink Tea
Tree Oil All Day Fem Spray and Biolink Tea Tree Oil Daily Feminine
Wash.
 BioLink VCO- Moisturize yourself with nature's healthiest oil, Virgin
Coconut Oil (VCO) found in Biolink intensive moisturizing products.
With the advance VCO7 Hydrolock Technology, it fuses Virgin Coconut
Oil and 7 other natural moisturizers. This advanced moisturizing system
helps maintain your natural moisture by replenishing your essential lipids.
 Extract- Experience the natural power of natures extracts with Extract
skin care products. Specifically formulated to deliver intense moisturizing,
natural and effective whitening while deeply nourishing skin to reveal
smoother, softer, naturally radiant skin.
 Extract VCO- Extract VCO intensive moisturizing product range
promises to rejuvenate your skin with the combined natural moisturizers
found in natural extracts and pure Philippine Virgin Coconut Oil, leaving
your skin silky soft, smooth and deeply nourished. Each product is richly
blended with natural aromatic fragrances.
 Extraderm- The trusted name in skin care revolutionizes anti-ageing
technology with Extraderm Age-Defy. Advanced Age-Block Bioactiv
technology has a powerful combination of ingredients that effectively
reduces visible signs of ageing, fine lines and wrinkles, dull and dry skin,
and age spots. Enriched with moisturizers to nourish your skin for a more
youthful, vibrant glow.
 Extraderm White & Smooth- The skin care expert introduces another
innovation in facial care, Extraderm White & Smooth. Clinically
formulated with the breakthrough Dermate Technology that combines
powerful actives that effectively exfoliates dead skin cells, helps clear
acne, reduces wrinkles and fine lines and lightens skin. Enriched with
 essential vitamins and anti-oxidants to nourish skin for that soft, white &
smooth skin.
 Hiyas- Hiyas Organics Orange Papaya Whitening Soap intensely whitens
your skin with the natural fusion of nature-derived extract of orange
papaya and other vitamins. It is improved with Intense WHITE+ that
deliver superior whitening and natural moisturizing.
 Maxipeel- MAXI-PEEL is the Philippine's leading skin care brand in the
exfoliant category. The proven effective combination of Tretinoin and
Hydroquinone helps in treating and preventing mild, moderate to severe
cases of pimples, blackheads and whiteheads. It also delivers significant
whitening and prevents formation of dark spots.
 Kolours- Only Kolours know how to take care of Asian hair. Through the
Science of Color and Care for Asian Hair, Kolours' unique formulation
deeply penetrates hair cortex to give superior color coverage from root to
tip while maintaining hair's natural moisture. Advanced Chroma-Plus
Formula in Kolours Shampoo and Conditioner enhances various shades
without changing its original color with a unique hydrating system that
makes hair soft, manageable and shiny.
 Maxipeel New Generation- MAXI-PEEL, the leading skin care brand in
the exfoliant category brings you its latest cutting-edge products that will
give you great looking skin! Experience visibly smooth, healthy and
young looking skin through exfoliation only from Maxi-peel.
 SkinWhite- Experience the power of whitening with Skin White
whitening range. Scientifically formulated to deliver safe and effective
whitening in as early as 2 weeks!
With the revolutionary RENEW White 3C that conditions skin through
gentle micro-exfoliation then releases powerful agents that prevents skin
darkening effectively whitening skin. Enriched with Viatnourish Formula,
a rich blend of Vitamin B5, B3 and E that deeply moisturizes skin and
prevents it from harmful free radicals making it soft and smooth.
 TheraHerb- Theraherb VCO is made from pure Virgin Coconut Oil
extracted from the choicest, freshest, and organically-grown Philippine
coconuts. It is produced through fresh-dry method at the lowest
temperature possible without chemical intervention. Theraherb VCO is
carefully blended with the natural flavors of sweet corn, jackfruit, banana,
strawberry, chocolate, and orange to provide a pleasant, enjoyable taste for
smoother intake. It is also enriched with Medium Chain Triglycerides
(MCT's) such as lauric acid, the same beneficial component commonly
found in mother's milk. Moreover, Virgin Coconut Oil is known to aid in
maintaining a healthy heart, promote weight loss, improve digestion, and
also in boosting the immune system.
 Tricks- Real men know Tricks! With its revolutionary range of products
that understands the specific needs of every man to look good and feel
good all day, everyday. Tricks styling products give the opportunity for
every man to create his own style. Tricks exfo cleansers gently care for the
delicate skin of men, making it soft, smooth and supple. Do your Tricks!
  Vitress- Behold the transformation of your dull, dry and damaged hair
with Vitress Hair Solutions products. It is scientifically formulated to
address the specific needs of your hair. Vitress protects your hair against
harsh environmental elements that may damage hair making it dull, dry,
frizzy and unmanageable. Each unique product is enhanced with vitamins,
minerals and natural moisturizers to nourish your hair.

6. Vaseline shampoo by Unilever Corp.

Vaseline Shampoo has been a leading innovator in the

Philippine Hair Care market. It was launched in 2000 with a
single variant called Vaseline Amino Collagen Shampoo and
was a hugely successful campaign. It quickly became the
second biggest shampoo after the long standing leader, Sunsilk, gaining shares
mostly from P&G brands.

It was also the first brand to introduce the innovative double-chamber

shampoo sachet that offered an easy, hassle-free bathing experience enough for
the entire family. Family has been at the core of Vaseline’s identity. It is the only
shampoo that gives glowing, healthy hair, and has always been known to promote
togetherness and intimacy within the family through its brand values and
principles.

In 2008 Vaseline launched its Bigatin sachets – 18ml triple chamber. New
Vaseline Dandruff Care was launched in July 2006, as the only shampoo that has
Milk Proteins and Germ-Fighting Formula that kill germs in the hair and scalp
that cause dandruff

In 2008, Vaseline chose Maricel Soriano as a spokesperson of the brand’s

commitment to health and family. Vaseline Shampoo had the record of being the
largest single variant shampoo in the Philippines reaching 17% market share in
less than a year from its launch in 2000, arguably the most successful innovation
in recent Unilever Philippines history. This launch took corporate market
leadership from P&G in the hair category in 2001

Vaseline Healthy Glow Shampoo Vaseline Healthy Glow Shampoo

with Active Aloe-Wheat Proteins with Amino Collagen Plus
 Vaseline Healthy Glow Shampoo Vaseline Healthy Glow Shampoo
with Germ-Fighting Formula with Phot-Lipid Plus

In July 2009, Unilever Philippines launched New Family Pack Vaseline

Naturals 2 in 1 shampoo and conditioner:

 Vaseline Naturals Clean & Fresh with Aloe Vera

 Vaseline Naturals Soft & Smooth Coco Milk
 Vaseline Naturals Anti Dandruff Anti Itchy Lemon & Sunflower
Oil.

Vaseline campaign was “Magbalik sa Nature”, wherein they suggest the

customers to patronize a shampoo that contains a herbal composition. Vaseline
was the first to formulate a family refill pack shampoo also, with 300ml plus 50%
for free. That’s why, many consumers are being attracted by their marketing
strategies No doubt that Vaseline is the leading innovator of hair care product in
the Philippines .Governor Vilma Santos- Recto was chosen as the endorser of
Vaseline Naturals.

Vaseline Naturals main competitor now is the BioLink VCO by Splash

Corp., as their shampoo contains an herbal composition also. Both are cheaper
and more affordable thus they are being patronized by many people in the
province.

Vaseline Naturals is under the Unilever.

7. Clear shampoo by Unilever Corp.

Clear nourishes the scalp from within to prevent

dandruff from coming back. Clear is better than the No. 1
brand in making dandruff going away and stay away.

Clear offers the following six benefits with every wash:

• Removes dandruff
• Nourishes the scalp
• Relieves dryness
• Prevents hair breakage
• Cools and refreshes the scalp
 • Prevents itchiness

Clear is a leading authority on the scalp, providing active health solutions

for dandruff and scalp problems. Ordinary shampoos just wash away dandruff
superficially, so dandruff comes back again and again. Clear nourishes scalp
from within to prevent dandruff from coming back. Clear is the only shampoo to
be endorsed by the International Academy of Cosmetic Dermatology.

Clear’s revolutionary globally patented technology, includes an exclusive

Zinc Vitanol complex™. TheZinc Vitanol complex combines Amino Acids,
Vitamin E and Sunflower Oil which nourish the scalp and prevent dandruff from
returning.

Clear also recognizes that different scalps have different requirements; for
example, men perspire 50 percent more than women and consequently are more
prone to dandruff. To address this and other specific needs, Clear has developed 7
tailored dandruff solutions to suit consumer’s individual scalp types. This
includes the first ever range of anti-dandruff shampoos formulated specifically for
men. Clear is also available in conditioners.

Clear is under the Unilever Corporation.

Different types of Clear Shampoo;

Activ Sport Style -Express

Hair fall Decrease Ice Cool

Hair fall Defense

Clean & Itch-Control

Complete Soft Care

 Clear shampoo was launched in 2007, by its two years in the market, Clear
shampoo are well known now as an efficient shampoo that clears dandruff and
prevent it from coming back. Truly, clear shampoo loves by many men and women
through its power. Clear is under Unilever.

 Competitors Review:

The main advantage of Bio Link VCO Shampoo, Vaseline Naturals and Palmolive
Naturals are its Herbal compositions and low prices, which attract the rural market, but
in terms of quality, they are far behind SunSilk.

In urban areas, SunSilk is acting as a market challenger against P&G (particularly,

Pantene shampoo). SunSilk has got the advantage of keeping their prices lower than
P&G shampoos but P&G has captured a bigger share of the market due to its intense
promotional activities.

SunSilk are making its name in anti dandruff shampoo area, since they already
launched their SunSilk Blue Anti- Dandruff shampoo. Their main competitors in this
area are Palmolive Anti Dandruff Shampoo by Colgate- Palmolive Phils. Corpation,
their sister brand Clear Anti Dandruff Shampoo by Unilever Phils. Corp and Head &
Shoulders Anti Dandruff Shampoo by Procter & Gamble which claims in the market as
the no. 1 anti dandruff shampoo in the world. SunSilk Anti dandruff shampoo is too far
from H&S shampoos, because H&S counts its name in this area as an anti dandruff
shampoo expert. It’s a must that Unilever Phils. must be focus on this matter.

The main weaknesses of SunSilk are they don’t have a baby shampoo and a shampoo
for the young girls like Palmolive Fashion Girl by Colgate – Palmolive Phils.
Corporation and Baby Spa VCO shampoo by Splash Corporation. This area must be the
focus of SunSilk and Unilever Phil. to increase their income and not be left out by the
other.

We chose Pantene, Palmolive, Rejoice, to be our direct competitors because

they chose women as their target market and they also offer a hair fall control, anti frizz,
Frutamin, and damage repair shampoo. Rejoice, Clear, and BioLink VCO can also our
direct competitors for the reason that they also offer a product that helps hair lessens hair
fall in just a week. Direct competition tells that there is an existence of rival products
within the same market. Clear can also be an addition for the target competitor because
like Head & Shoulders they also offer a product for women and anti dandruff.

Finally, the strength of Sunsilk was they are the only hair care product that
produced a shampoo during summer, the SunSilk summer fresh fruit .And also; they were
the first who developed a hair dying and styling shampoos that being sold now in the
market.
 Packaging:

The packaging design for the New Sunsilk range is extremely exciting and has
been developed by Brown Inc. UK. The packaging makes the brand look expert and
modern. This packaging makes the brand look more contemporary and hi-tech. It ensures
more emphasis on the variants that have already been a part of the product but never been
communicated to the customer that well. This new packaging has clearly identified that
there is a separate product for each hair type.

• Currently, the main range consists of:

• SunSilk Strong & Long Shampoo:

SunSilk Long & Strong Shampoo

cleanses and refreshes both hair
breakages anti split ends, with
frutamin energizers. This new formula
with fruit extracts and vitamins
penetrates hair strands and fortifies
hair fibers. Makes hair up to ten times
more protected from hair breakage and
split ends as hair grows up to 1.2 cm a
month beautifully longer.

• SunSilk Blue Anti-Dandruff Shampoo:

SunSilk Blue Anti-Dandruff Shampoo with citrus cream and ZPTO

energizer. Anti dandruff eliminates dandruff starting from the first wash,
cleans and refresh and fight dandruff. ZPTO enhance formula, start
removing dandruff from the first wash while citrus cream energizers
protect hairs naturals’ condition from dryness and hairfall.

• Sunsilk Hair fall Solution:

Sunsilk Hair fall Solution Shampoo with fortifying Ginseng and Soya
energizer. Hair fall solutions visibly less hair fall in just one week. Cleanse
and refresh boost hairs strength reduce hair fall. It gently cleanses needy,
easily, broken hair, and infuses fortifying Ginseng and Soya energizers, to
boost hair strength.
 • Sunsilk Smooth and Manageable:

Sunsilk smooth and manageable smoothens fluffy hair from the first
wash with nourishing creamy yogurt energizers, it gently cleanses and
wraps around hair strands, so hair is less fluffy and more manageable.

• SunSilk Damage Repair Shampoo:

SunSilk Damage Repair Shampoo with Olive Oil Serum helps rebuild
your hair's natural cellular structure and seals it with a natural conditioning
blanket. So your hair's all ready for the next big style.

• Sunsilk Smooth & Soft

Sunsilk Smooth & Soft cleanses and refresh soften and smoothen hair
from the first wash. It infuses with almond oil energizers.

• Sunsilk Summer Fresh

Sunsilk summer fresh with icy watermelon energizer it cools hair and
packs keeps them smelling fresh all day! Its unique formula contains UV
sun shield and protects hair from the sun.
 Pricing

Shampoos 10ml 12ml 18ml 90 100ml 180ml 200ml 300ml 400ml 750ml
6 pack 6 pack ml
sachet sachet
SunSilk P5.00 P22.95 P48.75 P75.75 P88. P161 P348
Strong & (2chamber (P3.82 75
Long ed sachet) each)
Shampoo
SunSilk P5.00 P22.95 P48.75 P73.75 P83. P348
Blue Anti- (2chamber (P3.82 75 P161
Dandruff ed sachet) each)
Shampoo
SunSilk P5.00 P22.95 P83. P161 P348
Smooth and (2chamber (P3.82 P73.75 75
Manageabl ed sachet) each)
e
Sunsilk P5.00 P22.95 P73.75 P83. P161 P348
Hair fall (2chamber (P3.82 75
Solution ed sachet) each)
SunSilk P5.00 P22.95 P83. P161 P348
Damage (2chamber (P3.82 P73.75 75
Repair ed sachet) each)
Shampoo
Sunsilk P5.00 P22.95 P73.75 P83. P161 P348
Smooth & (2chamber (P3.82 75
Soft ed sachet) each)
Sunsilk P5.00 P22.95 P73.75 P83. P161 P348
Summer (2chamber (P3.82 75
Fresh ed sachet) each)

Clear Ice 6 pack P69.75 P105 P202

Cool sachet
(P27.75)
P4.63
each

Clear Soft P4.63 P69.75 P105 P202

Care each
Clear (P27.75) P69.75 P107 P204
Hairfall P4.63
Decrease each
Clear Clean (P27.75) P69.75 P107 P207
and Itch P4.63
control each
Clear Men (P27.75) P69.75 P111 P207
Cool Sport P4.63
each
Clear Men (P27.75) P69.75 P112 P209
Hairfall P4.63
Decrease each
Clear Men (P27.75) P70 P113 P211
Clean and P4.63
Itch each
Head & 6 pack P 50 P 58 P104 P201 P350
Shoulders sachet
(all (P27.00)
products) P4.50 each
Palmolive 6 pack P45 P85 P164
(all sachet
products) (P22.95)
P3. 82
each
Rejoice 6 pack P43 P80 P153 P259
Rich sachet
(P22.95)
P3. 82
each
Rejoice P43 P80 P152 P258
Fruity

Rejoice P48 P89 P165 P262

Anti Frizz

Rejoice P49 P88 P167 P265

Anti
Hairfall

Rejoice Sun P50 P89 P169 P262

Care
BioLink P57
VCO
Vaseline 6 pack sachet P95
Naturals (P27.25)
Aloe Vera P4.54
each

6 pack sachet
Coco Milk P95
(P28.50)
P4.75
each
Lemon and 6 pack sachet
Sunflower (P29.75)
Oil P4.96 P95
each

Vaseline P75.
Refill Pack 50
(all)
Pantene 6 pack sachet P104 P187 P350
Total Care (24.95)
4.50 each
Pantene 6 pack sachet P104 P187 P350
Hairfall (24.95)
Control 4.50 each
Pantene 6 pack sachet P104 P196 P356
Glossy (24.95)
Shine 4.50 each
Pantene 6 pack sachet P104 P190 P350
Smooth & (27.00)
Silky 4.50 each

Since Unilever direct competitors are Pantene, Palmolive and Rejoice, they
decided that they will price their product the way their competitors did. But they still
considered their target market as one of the factors in pricing. Since their target
market belongs to upper and lower class and our target place is on the province, they
have to choose a price that the local market can afford and spend their money.
Pantene, Palmolive and Rejoice shampoos are selling their six pack of sachet of
10mL. Pantene sells it in P24.75 while Rejoice and Palmolive shampoos sell their 6
pack sachet in P 22.95. Clear shampoo is selling this in P27.75 price. In Sunsilk
shampoo sachet, you have two options. First, the Sunsilk shampoo 2 chambered
sachet with 10mL that costs P4.50 and the 12mL Sunsilk Shampoo 6 pack of sachet
that costs P22.95.It is more affordable than P24.75. It means for every sachet, it will
cost a P3.82 price. In 200mL bottled shampoo, Sunsilk(Strong & Long) has P88.75
price and Pantene has P104.00.

 Promotion and Distribution

Promotion objectives:

 Build top of the line consumers’ awareness.

 Creating a personality of the brand.

Besides having these general objectives, the advertising objectives are set avoiding to the
advertising strategy for each product, e.g. Sunsilk advertising objectives since it was
being re-launched were:

 To increase the usage.

 Conditioning benefits.
 Makes the hair appear clean and shiny.
 Imparts a feeling of freshness-due to fragrance.
 Easy to manage, silky, strong, soft hair.
  Unique shampoo for every hair type.
 Effectively communicate brand promise.

Distribution Objective:

OUR AIMS: “To reach as many provinces as we can”

Unilever Phils. has hundreds of distributors whose function is to sell to

wholesalers directly. There are different distributors for different areas. They are
carefully selected and their performance is constantly evaluated.

They appear extremely satisfied with their channel systems and have a good
rapport with them. We feel that this is essential since these are not too many levels,
thereby preventing channel complexity and allowing Unilever greater control. Unilever’s
statements were verified by our consumer survey, which revealed that the retailers were
very satisfied with Unilever’s distribution system, which allowed well-stocked shelves.
This is an added advantage, since the consumers undergo habitual buying behavior.

Sunsilk has a very good distribution network all over the country. They have
struggled hard to adopt such channels that guarantee the perfect results regarding the
placement of their product.

These distributors are given clear instructions regarding the selection of the
retailer and to make sure that the retailer;

 Knows about the significant characteristics of the product.

 Places the product along with its major competitors like P&G.
 Displays the sachets distinctly.

They give off and on offers as trade promotion incentives to their distributors. The
distributors contribute to the promotion of Sunsilk by word of mouth.
 III. ANALYSIS OF ISSUES (SWOT)

STRENGTHS

 Unilever Philippines is one of the largest organizations in the Philippines

 The company has advanced technology and well skilled professionals.
 The New Sunsilk Shampoo is a high quality product in terms of hair protection.
 The target market is educated, professionals and belongs to premium and middle
class.
 Company totally owned, systematic distribution network, transparent
communication system.
 Participative management style.
 Very good distribution network all over the Philippines, in all major and small
cities.
 The first company that developed hair dying shampoos and developed a limited
shampoo products (Sunsilk fresh fruit)
 Strong relationship with retailers.
 Gives your hair shiny, smooth, manageable
 Strong and long, anti split ends, hair fall and hair breakage are another benefits of
Sunsilk.
 Economies of scale.

WEAKNESSES

 Competitor has strong promotional activities.

 Imported brands also available in the market.
 Customers are offered better alternatives by the competition.
 Inability in maximize acquisition.
 Some might not be satisfied to our products due to its not effective and less
fragrance.

OPPORTUNITIES

 Population expanding at a rapid rate.

 Consumers are becoming more quality conscious.
 Customer base is increasing with effective marketing.
 Baby shampoo and natural shampoo are another area where Unilever Philippines
can earn huge profits.
 Shampoo for the young girls is another area where Unilever Philippines can earn
huge profits also.
  Changing consumer preferences.
 Increasing need for healthy products.
 Rural areas are a large prospective market where they can introduce Sunsilk.

THREATS

 Political and Economic factors.

 High rate of competition.
 Local and Foreign competition.
 Smuggling is another threats.
 Supplies from Indonesia and Thailand are another important issue.
 Recession of the world.
 IV. MARKETING OBJECTIVES:

• Main objectives;
 To increase market share from 50% to 60 % and earn huge profits in the
provinces.

• Sub-objectives;
 To improve advertising campaign.
 To seek new target market.
 Makes the hair appear clean, shiny, long, strong and healthy.
 Imparts a feeling of freshness-due to fragrance.
 Easy to manage, silky, soft hair.
 Unique shampoo for every hair type.
 Effectively communicate brand promise.
 V. MARKETING STRATEGIES:

MEDIA RECOMMENDATION

• T.V. Program: T.V. Patrol World

T.V. Patrol World is the chosen T.V. program where SunSilk shampoo is to be
advertised. This program is the longest-running Filipino Newscast in the Philippines. In
this program, the company’s target market will certainly watch a newscast program that
is why they selected this program where the market can easily see it and remember.
However, the team manages to air the advertisements primarily on early talk shows like
SIS and Ruffa and Ai, noon-time variety shows like ASAP, Eat Bulaga and
WOWOWEE, game show like Pilipinas GKNB, soap opera in the evening like MAY
BUKAS PA, DARNA, and TAYONG DALAWA, and KAMBAL SA UMA in the
afternoon soap opera. The company believes that women mostly young adults to adults
render their time watching television during these hours. They may get the consumer’s
attention and interest in purchasing the product.

• Radio Station: 90.7 Love Radio

90.7 Love Radio is the chosen Radio Station of Unilever Philippines. The
country’s biggest radio network, Manila Broadcasting Company, proves that it is number
one in Mega Manila, with its radio station 90.7 Love Radio leading the pack in the latest
Nielsen Media Research Surveys. Then, the company’s target market is in Mega Manila.
90.7 Love Radio is also in a format of hot adult contemporary where this format is
devoted to old hits and mostly classic hits where the company’s target market mostly
preferred to hear. Other radio stations may include IFM 93.9, WRR 101.9,YES FM 101.1
and BRGY. LS FM 97.1.

• Newspaper: Pilipino Star Ngayon

Unilever Philippines chose Pilipino Star Ngayon as their newspaper where they
can publish the print ad of the SunSilk shampoo. Their target market mostly
preferred to read a tabloid which focuses on local interest and entertainment of the
people. Newspaper may include TEMPO, PEOPLE’S TONIGHT and BULGAR
as their secondary option.
 SAMPLE OF THE PRINT AD

SALES PROMOTION

• Sunsilk Shampoo Sample

Since we want to make a huge income in the provinces, we created a Sunsilk

sachet sample that will be distributed to local markets. Secondly, we hired promo
agents that will go house to house and give some sample of sunsilk frutamin strong
and long. We believe that if sunsilk shampoo will be effective to them, they will buy
then at their nearest store and might patronized it permanently.

• “ Sunsilk Cares” promo

 We cooperated with Bantay Bata 163. For every bottle of 100ml or
200ml in all Sunsilk Shampoo products bought, 5 pesos will be given to Bantay
Bata.

PUBLICITY CAMPAIGN

• Life Can’t Wait aims to inspire women all over the globe to live their lives to the
fullest.

• “Hair On = Life On, Beat the Breast Cancer Marathon”

This publicity campaign of Sunsilk Philippines will be held next year. It

aims to gather Filipinas all over the Philippines, from all walks of life in one
marathon challenge. It aims to make a record for the most female gathering in one
place. Hopefully, this marathon can also make it to the Guinness Book of World
Records.

One reason of this marathon is not only to be conscious with your health but
to tell the world that you can be whatever you want in your own way. You can be
unique! “Maging unique”. In addition, it is also an awareness campaign for breast
cancer. Sunsilk wants to inform women on how to prevent the disease that kills
some of their acquaintances, friends and even family members.
VI. PROJECTED INCOME STATEMENT

MEDIA

TV Programs Days to air Frequency Cost Total Expenses

(per week)
Sis Mon-Wed- Fri 2 times P60,000 P360,000
Ruffa and Ai Tues & Thurs 3 times P60,000 P360,000
Pilipinas Mon-Wed- Fri 3 times P80,000 P720,000
GKNB
Eat Bulaga Tues-Thurs-Sat 3times P90,000 P810,000
Wowowee Mon-Wed-Fri 3 times P90,000 P810,000
Kambal sa Tues & Wed 3 times P70,000 P420,000
Uma
TV Patrol Mondays to 2 times P90,000 P1,260,000
World Sundays
May Bukas Pa Mon-Wed-Fri 3 times P80,000 P720,000
Darna Mon- Tues- 3 times P80,000 P720,000
Thurs
Tayong Tues-Wed-Fri 3 times P80,000 P720,000
Dalawa
ASAP Sunday 3 times P100,000 300,000
TOTAL(per week) P 7,200,000

Radio Days to air Frequency Cost Total Expenses

Programs (per week)
90.7 Love Mondays to 5 times P10,000 P350,000
Radio Sundays

YES FM 101.1 Mondays to 5 times P10,000 P350,000

Sundays
IFM 93.9 Mondays to 5 times P10,000 P350,000
Sundays
WRR 101.9 Mondays to 5 times P10,000 P350,000
Sundays
BRGY. LS FM Mondays to 5 times P10,000 P350,000
97.1. Sundays
 TOTAL(per week) P1,750,000

Newspapers Days to print Cost Total Expenses

(per week)
Pilipino Star Everyday P6,000 P42,000
Ngayon

TEMPO Everyday P6,000 P42,000

PEOPLE’S Everyday P6,000 P42,000

TONIGHT

BULGAR Everyday P6,000 P42,000

TOTAL(per week) P 168,000

Total expenses in TV Ad per month P 36,000,000

Total expenses in Radio Ad per P 8,750,000

month
Total expenses in Print Ad per month P 840,000

Total expenses of all media P 45,590,000

Ads in per month
Total expenses of all media P 136,770,000
Ads in 3 months
SALES PROMOTION

Sunsilk Shampoo Sample

Produce sample 750,000

Total expenses P 3,750,000
Location of distribution Luzon, Visayas, Mindanao
transportation expenses P1,000,000
Total number of Salesmen agents 700
Salary of the agents P175.000 per day( 1 salesman)
Total salaries of the 700 agents in 1 month P3,675,000
TOTAL EXPENSES FROM THE
EXPENSES OF THE PRODUCE P 8,425,000
SAMPLE, TRANSPORTATION and
SALARY of the agents

Sunsilk Cares promo

Total expenses P2,000,000

PUBLICITY CAMPAIGN

“Hair On = Life On, Beat the Breast Cancer Marathon”

Predicted expenses
o Promotion
o Venue
o Agents salary P 4,000,000
o Coordinator
o Stage set up
o Etc

Predicted Overall
Expenses (media Ads to P 145,201,000
publicity campaign)
VII. EVALUATION OF MARKETING ACTION PLAN

From the marketing strategies we created, we are hoping that these will be
successful. If our valued consumers will learn and eventually use our product especially
in the provinces, there is no reason for us not to have break-even. We think that within a
couple of months our expenses incurred during our promotional activities will be
recovered.

With the marathon we are planning for next year, we want people to know that we
are not only concern about our income but we are also looking for their fitness and well-
being.

As a whole, we are doing our very best to benefit our consumers. We are not
wasting our time. We continue experimenting and making products that are affordable to
Filipinos because like our latest campaign said “Life can’t wait!”