Vicco failure - a detailed analysis

1. 1. Analyse the reasons for failure of the brand (5) Design

a revival strategy with respect to the following 1. SWOT
analysis of the company (10) 2. Brand re-positioning (5)
3. Customer segmentation (5) 4. Marketing mix strategy
product, pricing, promotion, distribution (8) 5. Market
expansion / Growth strategy intensive / integrative /
diversification (7) . Evaluation This assignment carries
40 marks It should be in the form of a report, TNR 12,
1.5 spacing. Time duration is two weeks Vicco turmeric
and vajradanti Reasons for failure of the brand Founded
in 1952 by late K V Pendharkar, Vicco group had carved
its niche as a maker of distinct ayurvedic products, with
Vicco Vajradanti powder and paste and Vicco Turmeric
skin cream. Today, the group's annual turnover is
estimated at about Rs 400 crore and Vicco products
account for only 4% of the country's toothpaste market. It
could not capture new consumers and remained static At
a point of time were one of the most renowned Ayurvedic
product manufacturers over the world. Their most
famous products included Vicco Turmeric cream and
Vicco Vajradanti. The flagship product, Vicco Turmeric,
was targeted towards the young woman, who was about
to get married. During the late 80s and early 90s,
marriage was the most important and the most celebrated
occassion of a womans life. Vicco appealed to that
particular segment of the market, with its product, which
was also not earmarked as a cosmetic, but as a natural
alternative. Most of Viccos competitors also had taken
and exploited the path by marriage aspiration route but
they changed the course with the evolution of the modern
woman whereas Vicco stuck to the same and lost market

share. Vicco did not anticipate the change in the stance of

the target audience. Not acknowledging the fact the
modern woman was becoming self independent and
confident, thus
2. 2. making marriage one of the many other reasons to
celebrate, primarily caused its downfall. The product was
a huge hit among the women consumers who preferred
natural treatment in place of chemical cosmetics for their
skin. The pioneers of the fairness cream were quite
successful in building the brand image on the minds of
consumers as ayurvedic cream. By 1990s the aspirations
of Viccos target audience was changing. During the later
90s Indian women was transforming to be more
independent and self reliable. Viccos target group was
not only celebrating marriage but also many other
occasions. Viccos competitors, Fair n Lovely and Cavin
Kare realized the changing value of the customers and
started re-positioning their product to appeal the new
aspirations of their target consumers whereas Vicco
stayed where they began. Vicco continued with the same
packaging and same jingles for their brand. They
continued to emphasize marriage as the only occasion
woman celebrate while the consumers were changing on
other side. This can be said as a perfect example of
Marketing Myopia where Vicco failed to gain an insight
on the needs of consumers. This approach saw Vicco
losing its market share to HULs Fair n lovely. Parent
Company Vicco Category Personal care- Skin care
Sector FMCG Tagline/ Slogan Twacha ki raksha kare
vicco turmeric Ayurvedic cream USP Combined
goodness of Turmeric which protects from UV rays and
sandalwood oil which provides coolness STP

3. 3. Segment Herbal skin cream Target Group Entire

middle class family Positioning Being pure and natural,
with all the wonderful attributes of turmeric and
sandalwood oil, Vicco Turmeric Cream gives the skin a
radiance that mere cosmetics can't hold a light to SWOT
Analysis Strength 1. Strong brand recall- it being
amongst the first to advertise, sonic branding has been
very successful, people still remember it by its jingle 2.
Totally Ayurvedic enriched with natural do-good
ingredients 3. A multipurpose cream that not only
protects skin from damage through pimples etc but also
revitalizes the skin 4. Good availability and distribution
due to strong parent brand 5. Strong legacy of the brand
makes it very popular amongst the consumers Weakness
1. No new advertisements for the product, the effect of
old ads have faded away by now 2. It is comparatively
high priced and not many SKUs at different price points
are available 3.The antiseptic proposition is alone not
sufficient to compete in mass market skin care category
Opportunity 1. Introduce brand extensions to occupy
more shelf spaces and increased visibility 2. Start fresh
advertisements with the same jingle to establish its
position back into consumer minds 3. Making it available
in smaller SKUs and at varied price points will help
increasing the
4. 4. consumer base Threats 1. Intense competition leading
to frequent value for money deals & discounts 2.
Distribution problems due to the cluttered segment &
scattered market 3. Spurious look-alike brands Vicco
Vajradanti Paste Parent Company Vicco Category FMCG
Sector Oral care Tagline/ Slogan Ayurvedic jadibootiyo
se bana sampoorna swadeshi USP Contains the pure
extracts of 20 herbs and barks, tested over generations,

that have been blended into a potent combination that not

only cleans teeth, but also protects and strengthens them
STP
5. 5. Segment Medicated toothpaste Target Group Lower
and middle class in rural areas Positioning Gives strong
gums, which makes the bite mighty, which no cosmetic
toothpaste can ever give. SWOT Analysis Strength 1. A
heritage brand with the trust of Vicco associated to it. 2.
Natural ingredients 3. Strong brand recall- it being
amongst the first to advertise, sonic branding has been
very successful, people still remember it by its jingle 4.
Good availability in the rural and semi-urban areas
Weakness 1. Vicco is not advertising and promoting the
product aggressively now 2. Less brand awareness in
urban and semi-urban areas, which is also potential target
group Opportunity 1. Can target urban population with
rising consciousness for natural chemical free products.
2. Re-enter the consumer mindspace by starting
advertisements again keeping the same jingles. Threats 1.
Not much awareness in the market regarding the
effectiveness of the product. 2. Lot of competition in the
market from regular toothpaste brands.
6. 6. 3. With rising incomes, people have started migrating
from inexpensive local brands and prefer international
brands Competition Competitors 1. Dabur Lal Toothpaste
2. Colgate 3. Meswak Product Vicco was in the naturals
segment of the beauty industry. Vicco Turmeric, the
flagship product, is still recognized by many in the
industry as one of the best products till date. Not only in
the country, Vicco Turmeric was successfully exported to
many countries. Vicco Turmeric contained 16% turmeric
and 0.5%sandalwood. The process of manufacturing was

clearly defined on the packs which depicted Viccos

confidence. The product had a strong aroma of
sandalwood oil which became synonymous with the
brand. Though, at the early stages the yellow color of the
cream was a deterrent (other beauty cream were white),
but due to its effectiveness and Word of Mouth publicity,
Vicco became a rage in the country. All in all, at this
juncture one can conclude that Vicco Turmeric was an
excellent and revolutionary product. Packaging Vicco
was one of the first brands to promise ayurvedic beauty
care in a tube. At that point, its competitors were HULs
Fair and Lovely, CavinKares Fairever and Emamis
various skin products. Vicco had an advantage of a
superior natural product over them but when it came to
packaging, it scored very low. All the competitors had
evolving packaging to lure their target group whereas
Vicco stuck to the reddish orange tube. It understood the
value of packaging very late and hastily brought in twothree variations but that ended up confusing the TG and
hurt them severely The three new introductions were
brought out in a very little time. In fact that was the
primary reason for generating all the confusion. The
packaging killed its distinctness and slowly it moved
towards a packaging which was similar to Fair and
Lovely. The Vicco loyalists had just wanted a good
packaging which was misinterpreted as similar to
competitor packaging. Promotions
7. 7. Most of the population who are in the 20+ age group
distinctly remember the Vicco Turmeric Cream and this
can be primarily attributed to its super famous jingle
Vicco turmeric, nahi cosmetic, Vicco turmeric
ayurvedic cream. Vicco used 3 different
advertisements, one of which starred famous actress

Sangeeta Bijlani and another starring Mrunal Kulkarni.

Both of them registered and instant connect with the
audience which was supported by Viccos inherent theme
of marriage being the biggest occasion in a womans life.
In the initial years, the brand thus captured heavy market
share. They also successfully bought TV ad spots during
Chitrahaar, Rangoli to reach a wider population base.
Moreover, Vicco was among the first brands to start the
mystery buyer program which was eventually not
leveraged. But the ads were not revived and same ads
were relayed year after year though consumer
preferences were changing. Not using consumer insights
for their executional idea and relying heavily on their
blockbuster product was a costly mistake and they lost
all market share. Eventually the ads were also faded off.
Understanding Consumer As already discussed above,
Vicco serves as a classic example of Marketing Myopia.
In the early 90s, the woman in the country was evolving.
She was becoming self confident and independent and
had started progressing. But the Vicco advertisements
emphasized on marriage being the single biggest
achievement/occasion in her life. This mismatch was due
to their lack of customer insights. If they had proper
access to what their target group actually wanted, they
might have implemented the insights in the copy strategy.
The competition thus started overtaking Vicco, in terms
of advertising and positioning, and the conservative
approach of Vicco saw it lose to HUL Fair and Lovely.
We can conclude by saying that Vicco excelled when it
came to the product and promotions(at that particular
time) but their lack of the understanding of their evolving
customer base, continuation with the same theme in their
ads and highly ordinary packaging cost them their market

share SWOT : Brand experts say Vicco may not

command a high valuation as it failed to keep pace with
consumer trends though it continues to hold brand recall
and strong equity. Vicco was one of the earliest brands
which promised, and advertised, beauty care in a tube.
They used the medium of cinema extensively and had
long-standing appeal. Brand Repositioning Repositioning
refers to the major changes in positioning for the
brand/product. To successfully reposition a product, the
firm has to change the target markets understanding of
the product. Firms may consider repositioning a product
due to declining performance or due to major shifts in the
environment. Many firms choose to launch a new
product (or brand) instead of repositioning because of the
effort and cost required to successfully implement the
change The segments it plays in are majorly driven by
the population under 30 years of age, and the brand
8. 8. fails to connect with this major segment. The brand
has stuck to its age-old branding ways and has failed to
pay sufficient attention to its packaging, branding,
advertisements, etc. For a market that is getting more and
more thinly sliced in terms of product differentiation and
the benefits offered by the products, Vicco offers highly
generalized products with no significant differentiation,
ending up becoming a simple me-too brand that is
mostly ignored while making purchase decisions. In a
market that is promoting separate creams for day use and
night use, separate fairness creams for different skin
types and for different skin problems as well as for
different seasons and age-groups and sexes; Vicco
Turmeric and Vicco Fairness Cream appear as very
generalized offerings with a one-size-fits-all being
declared as suitable for all seasons, all sexes, all age

groups, all purposes and all needs. At the same time,

when toothpastes are being differentiated for sensitive
teeth, whitening, gum care, family use, fresh breath,
youth, etc. Vicco Toothpaste is a general offering for
whoever wants strong teeth Indians, foreigners, kids,
elders all included in one. In the Indian market scenario,
where majority of the consumers belong to the young,
fast-moving and aspirational generation, Vicco does not
establish the kind of connect that an FMCG brand in its
category requires in order to be minimally successful in
the market. New brands like Shahnaz or Himalaya and
even Dabur have been a lot more successful than Vicco
has been. Over the years, all its competitors changed
their outlook, their commercials, re-defined their target
markets and communication strategies and grew; but
Vicco continued to remain where it was. In a way, Vicco
can be claimed as a classic example of a marketing
myopia that often plagues successful brands and ends up
making them complacent and taking their success for
granted. The target audience for Vicco has changed its
perspectives completely from what it used to be when
Vicco started, which the brand is taking its own time to
understand and realize. To save Vicco, the company first
needs to re-brand itself. Launching new contemporary
communications on a large scale aggressively would be
required as soon as possible. Bringing some
contemporary endorsers on board would indeed be
helpful. It would have differentiated its products clearly,
as to what particular ingredient they wish to encash upon,
and what particular positioning they desire in their target
audience minds. Defining the target audience clearly
would also be required. An introspection of what is
desired and what is being done would help a lot. Strategy

 you will need to create a flexible strategy that can

respond to changes in customer perceptions and demand.
It may also help you identify whole new markets that you
can successfully target. The purpose of your marketing
strategy should be to identify and then communicate the
benefits of your business offering to your target market.
Once you have created and implemented your strategy,
monitor its effectiveness and make any adjustments
required to maintain its success. One of the key elements
of a successful marketing strategy is the
acknowledgement that your existing and potential
customers will fall into particular groups or segments,
characterized by their "needs". Identifying these groups
and their needs through market research, and then
addressing them more successfully than your
competitors, should be the focus of your strategy. You
can then create a marketing strategy that makes the most
of your strengths and matches them
9. 9. to the needs of the customers you want to target. For
example, if a particular group of customers is looking for
quality first and foremost, then any marketing activity
aimed at them should draw attention to the high quality
service you can provide. Once this has been completed,
decide on the best marketing activity that will ensure
your target market know about the products or services
you offer, and why they meet their needs. This could be
achieved through various forms of advertising,
exhibitions, public relations initiatives, Internet activity
and by creating an effective "point of sale" strategy if
you rely on others to actually sell your products. Limit
your activities to those methods you think will work best,
avoiding spreading your budget too thinly. A key element
often overlooked is that of monitoring and evaluating

how effective your strategy has been. This control

element not only helps you see how the strategy is
performing in practice, it can also help inform your
future marketing strategy. A simple device is to ask each
new customer how they heard about your business. Once
you have decided on your marketing strategy, draw up a
marketing plan to set out how you plan to execute and
evaluate the success of that strategy. The plan should be
constantly reviewed so it can respond quickly to changes
in customer needs and attitudes in your industry, and in
the broader economic climate. Strengths could include:
personal and flexible customer service special features
or benefits that your product offers specialist knowledge
or skills Weaknesses could include: limited financial
resources lack of an established reputation inefficient
accounting systems Opportunities could include:
increased demand from a particular market sector using
the Internet to reach new markets new technologies that
allow you to improve product quality Threats could
include: the emergence of a new competitor more
sophisticated, attractive or cheaper versions of your
product or service new legislation increasing your costs
a downturn in the economy, reducing overall demand
Questions to ask when developing your strategy 1. What
changes are taking place in our business environment?
Are these opportunities or threats? 2. What are our
strengths and weaknesses? 3. What do I want to achieve?
Set clear, realistic objectives. 4. What are customers
looking for? What are their needs? 5. Which customers
are the most profitable? 6. How will I target the right
potential customers? Are there groups that I can target
effectively? 7. What's the best way of communicating
with them?

10.
10. 8. Could I improve my customer service? This
can be a low-cost way of gaining a competitive
advantage over rivals, keeping customers, boosting sales
and building a good reputation. 9. Could changing my
products or services increase sales and profitability?
Most products need to be continuously updated to
maintain competitiveness. 10. Could extending my
product list or service provision meet existing customers'
needs more effectively? Remember that selling to
existing customers is generally more cost effective than
continually trying to find new ones. 11. How will I price
my product or service? Although prices need to be
competitive, most businesses find that trying to compete
on price alone is a poor strategy. What else are my
customers interested in? Quality? Reliability?
Efficiency? Value for money? 12. What is the best way
of distributing and selling my products? 13. How can I
best promote my products? Options might include
advertising, direct marketing, exhibiting at trade fairs, PR
or marketing on the web. 14. How can I tell if my
marketing is effective? Check how your customers find
out about your business. A small-scale trial can be a good
way of testing a marketing strategy without committing
to excessive costs. Consider whether you can sell more to
your existing customers or look at ways of improving the
retention of key customers. Focus on the market Your
marketing strategy document should: analyse the
different needs of different groups of customers focus
on a market niche where you can be the best aim to put
most of your efforts into the 20 per cent of customers
who provide 80 per cent of profits Don't forget the
follow-up Approach a third party for feedback about
your strategy - they may be able to spot any gaps or

weaknesses that you can't see. Put your marketing

strategy into effect with a marketing plan that sets out the
aims, actions, dates, costs, resources and effective selling
programmes. Measure the effectiveness of what you do.
Be prepared to change things that aren't working. Pitfalls
to avoid Making assumptions about what customers
want. Ignoring the competition. Trying to compete on
price alone. Relying on too few customers. Trying to
grow too quickly. Becoming complacent about what
you offer and failing to innovate. Market Segmentation:
Personal care and beauty are growing markets as
affluence increases, as populations age, and as the desire
to conform to a particular image becomes an important
issue. Consumers are becoming increasingly demanding,
with a need for premium products and an increasing
expectation of dramatic benefits from products at all
levels.
11.
11. This is further complicated in globalised
markets, where definitions of beauty can be very
different in different regions. As every customer has
unique needs and expectations towards certain products,
the ultimate goal of market segmentation is to organize
customers into groups which allows targeting of
customers with similar needs of and response to the
products. The key is to minimize differentiation within
each segment and maximize variation across segments.
Generally, skin care products can be segmented based on
four main categories: geographic, demographic,
psychographic and behaviour. To begin with, geographic
is an important factor in separating the skin care markets.
People in various countries and continents basically
shape their difference in needs of skin care products.
Women in different climatic conditions and with different

skin colours will have completely different skin

concerns. For example, women in inland area with a dry
climate will demand skin care products with higher
moisture content compared to those in the coastal
regions. Asian women are more inclined to whitening
function than black and white women. In contrast, white
women are more likely to have brown spots than yellow
and black women. Demographic segmentation separates
customers according to their ages, genders, income
levels,. Within the market there are several distinct
channels of distribution/price point classifications. They
are: Prestige--department and specialty stores (Macy's,
Neiman-Marcus, Fred Segal and Sephora) Broad--mass
merchandisers, cosmetic discounters, drug stores, food
stores and wholesale clubs (Costco, Sam's Club, etc.)
Alternate--direct sales (Avon, Mary Kay) Specialty-(Body Shop, Bath and Body Works), Spas and Salons In
addition there has been a democratization of luxury. The
upper-class family group is massive. More than eight
million households have incomes above $100,000.
Luxury spending is growing four times faster than
overall spending. Working women of all ages have more
money and they are spending it on personal luxuries.
This is a reaction to the chaos of 24/7 consumerism.
She'll buy, but she wants more than just another product.
She is not seeking empowerment--she is empowered. She
is choosing to take better care of herself and others. She
is looking for peace, solutions and fulfillment.
Purchasing has moved beyond price. The Price:Value
ratio has become more meaningful. She is seeking a
"value added" experience or product. Our strategy of
combined channels of distribution allows us to fit into
her schedule while our product philosophy provides her

with the benefits she is seeking. Our target customers (vs.

end user) for wholesale distribution will be resellers who
recognize the needs of this consumer and who she
identifies with. We have used the term resellers because
they will not be limited to retailers. We will reach the
consumer through four distinct reseller channels.
12.
12. 1. Spas and Health Clubs: Most high-quality day
spas and health clubs (and many upscale spas at resort
properties) use generic products. (Much like the hair
salon industry before Aveda.) Our goal will be to develop
affiliations with select spas in urban areas and vacation
destinations. Our manufacturing partnerships will allow
us to offer these customers bulk product at favorable
prices to them while allowing us excellent margins. 2.
Lifestyle Retailers: Our target retailer will be lifestylebased rather than the typical soaps and potions or natural
product retailers. These retailers exist in almost every
city. Whether it is Wilkes Bashford in San Francisco,
Mario's in Seattle, Harold's in several south central cities,
Fred Segal in Los Angeles, Bergdorf Goodman in New
York or Colette in Paris. These retailers have developed a
loyal and sophisticated customer base. They understand
the concept of lifestyle. 3. Cosmetic Specialty Retailers:
Sephora is the major force in this category. 4. Boutique
Department Stores: This category is composed of what
was once called "Carriage Trade" retailers. We will limit
our distribution within this segment to Saks, Niemans
and Barneys. he Zydus Group flagship is eyeing targets
in segments like anti-wrinkle cream, bleaching cream,
under eye cream as well as hair care he skin care market
can be segregated into toners, cleansers, sunscreens, antiwrinkle creams dark However, within a period of five-six
years, the use of skin care products has increased

significantly in India. With changing life styles, increase

in disposable incomes, greater product choice and
availability, and influence of satellite television, more
people are taking interest in personal grooming. The
facial skin care market is booming. Products are
competing with one another to take shelf space in the
retail stores. Facial skin care products have become an
essential part of the beauty market. Like western
countries, creams and potions are applied in India also, in
an effort to remove the pimples and the acne, fight stress
and worry lines, and to remain young. Since the
penetration level is still relatively low, growth is
expected to be around 25% over the next five years.
Some of the major players in this segment are Hindustan
Lever (Fair & Lovely, Lakme, Ponds)
13.
13. with a market share of 53%, followed by
CavinKare- Fairever with a market share of over12 %
and Godrej-Fair Glow with a market share of 3.4 %. The
other players that have a presence in the market are
Emami (Gold Turmeric and Naturally Fair), Revlon (Fair
& Glow). -circle removing creams, astringents, facial
creams, moisturizers, fairness creams, day and night
creams, etc. Out of these, facial creams, moisturizers,
fairness creams, day and night creams, etc. are the most
popular products and account for approximately 60% of
the skin care segment. Product Intoduce new products
And line extension based on size, flavour color he
company improved the product to make it more effective
and more consumer-friendly. Beiersdorf tested the
improved products on a sample group from its target
audience before finalising the range for re-launch. This
testing resulted in a number of changes to existing
products. Improvements included: changing the formula

of some products. For example, it removed alcohol from

one product and used natural sea salts and minerals in
others introducing two completely new products a new
modern pack design with a flower pattern and softer
colours to appeal to younger women changing product
descriptions and introducing larger pack sizes. Each of
these changes helped to strengthen the product range, to
better meet the needs of the market. Price cost based
pricing this can either simply cover costs or include an
element of profit. It focuses on the product and does not
take account of consumers penetration price an initial
low price to ensure that there is a high volume of
purchases and market share is quickly won. This strategy
encourages consumers to develop a habit of buying
price skimming an initial high price for a unique product
encouraging those who want to be 'first to buy' to pay a
premium price. This strategy helps a business to gain
maximum revenue before a competitor product reaches
the market. On re-launch the price for NIVEA VISAGE
Young was slightly higher than previously. This reflected
its new formulations, packaging and extended product
range. However, the company also had to take into
account that the target market was both teenage girls and
mums buying the product for their daughters. This meant
that the price had to offer value for money or it would be
out of reach of its target market. As NIVEA VISAGE
Young is one of the leading skin care ranges meeting the
beautifying needs of this market segment, it is effectively
the price leader. This means
14.
14. that it sets the price level that competitors will
follow or undercut. NIVEA needs to regularly review
prices should a competitor enter the market at the 'market
growth' point of the product life cycle to ensure that its

pricing remains competitive. The pricing strategy for

NIVEA is not the same as that of the retailers. It sells
products to retailers at one price. However, retailers have
the freedom to use other strategies for salespromotion.
These take account of the competitive nature of the high
street. They may use: loss leader: the retailer sells for
less than it cost to attract large volume of sales, for
example by supermarkets discounting alongside other
special offers, such as 'Buy one, get one free' (BOGOF)
or 'two for one' Distribution/Place . NIVEA VISAGE
Young aims to use as many relevant distribution channels
as possible to ensure the widest reach of its products to
its target market. The main channels for the product are
retail outlets where consumers expect to find skin care
ranges. Around 65% of NIVEA VISAGE Young sales are
through large high street shops such as Boots and
Superdrug. Superdrug is particularly important for the
'young-end' market. The other 35% of sales mainly
comes from large grocery chains that stock beauty
products, such as ASDA, Tesco and Sainsburys. Market
research shows that around 20% of this younger target
market buys products for themselves in the high street
stores when shopping with friends. Research also shows
that the majority of purchasers are actually made by
mums, buying for teenagers. Mums are more likely to
buy the product from supermarkets whilst doing their
grocery shopping. NIVEA distributes through a range of
outlets that are cost effective but that also reach the
highest number of consumers. Its distribution strategies
also consider the environmental impact of transport. It
uses a central distribution point in the UK. Products
arrive from European production plants using contract
vehicles for efficiency for onward delivery to retail

stores. Beiersdorf does not sell direct to smaller retailers

as the volume of products sold would not be cost
effective to deliver but it uses wholesalers for these
smaller accounts. It does not sell directly through its
website as the costs of producing small orders would be
too high. However, the retailers, like Tesco, feature and
sell the NIVEA products in their online stores.
Promotion Promotion is how the business tells
customers that products are available and persuades them
to buy. Promotion is either above-the-line or below-theline. Above-the-line promotion is directly paid for, for
example TV or newspaper advertising. Below-the-line is
where the business uses other promotional methods to
get the product message across Events or trade fairs help
to launch a product to a wide audience. Events may be
business to consumer (B2C) whereas trade fairs are
business to business (B2B).
15.
15. Direct mail can reach a large number of people
but is not easy to target specific consumers costeffectively. Public relations (PR) includes the different
ways a business can communicate with its stakeholders,
through, for example, newspaper press releases. Other
PR activities include sponsorship of high profile events
like Formula 1 or the World Cup, as well as donations to
or participation in charity events. Branding a strong and
consistent brand identity differentiates the product and
helps consumers to understand and trust the product. This
aims to keep consumers buying the product long-term.
Sales promotions, for example competitions or sampling,
encourage consumers to buy products in the short-term.
NIVEA chooses promotional strategies that reflect the
lifestyle of its audience and the range of media available.
NIVEA realises that a 'one way' message, using TV or

the press, is not as effective as talking directly to its

target group of consumers. Therefore NIVEA does not
plan to use any above-the-line promotion for NIVEA
VISAGE Young. Consumer-led promotion The
promotion of NIVEA VISAGE Young is consumer-led.
Using various below-the-line routes, NIVEA identifies
ways of talking to teenagers (and their mums) directly.
A key part of the strategy is the use of product samples.
These allow customers to touch, feel, smell and try the
products. Over a million samples of NIVEA VISAGE
Young products will be given away during 2008. These
samples will be available through the website, samples in
stores or in 'goody bags' given out at VISAGE roadshows
up and down the country. NIVEA VISAGE Young
launched an interactive online magazine called FYI (Fun,
Young & Independent) to raise awareness of the brand.
The concept behind the magazine is to give teenage girls
the confidence to become young women and to enjoy
their new-found independence. Communication channels
are original and engaging to enable teenagers to identify
with NIVEA VISAGE Young. The magazine focuses on
'first time' experiences relating to NIVEA VISAGE
Young being their first skincare routine. It is promoted
using the Hit40UK chart show and the TMF digital TV
channel. In connection with FYI, NIVEA VISAGE
Young has recognised the power of social network sites
for this young audience and also has pages on MySpace,
Facebook and Bebo. The company is using the power of
new media as part of the mix to grow awareness amongst
the target audience
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