Himalaya Case

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HIMALAYA SHAMPOO: BUILDING A DIFFERENTIATED BRAND IMAGE
Dr. S. Ramesh Kumar and S. Venkatesh wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com.
Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-08-21
Sarfraz Rumane, senior brand manager at the Himalaya Drug Company, Bangalore, India, had to make a few decisions on the Himalaya brand of shampoo, based on his knowledge of the market and the conceptual highlights that he could derive from the survey the company had recently commissioned.
The Indian shampoo market had grown exponentially. Like the consumers in emerging markets, Indians seemed to place a high degree of importance on physical appearance, perhaps as an outcome of Westernization and exposure to media. Traditionally, Indians were known to use herbs to nurture and enhance their hair. In a present-day context, consumers had to choose between the propositions of “synthetic” brands and the “natural benefits” of the “herbal” brands, despite the fact that some degree of processing was required even for brands that contained natural ingredients.
As a late entrant in the Indian market, the Himalaya brand of herbal…...

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