INTRODUTION

The cosmetic industry is a profitable business for most manufacturers of cosmetic products. By cosmetic products, we understand anything that is intended for personal care such as skin lotions or sun lotions, face cream, shampoo, conditioners and other such products meant to emphasize one's look. And Garnier produces these products and capture a good place in the market. The first Garnier product was made by Alfred Garnier in 1904, a hair tonic. The full company name, Laboratories Garnier, originated in the 1920s as a producer of hair care products made with organic ingredients. Garnier continues that mission today, as all of its products are made with natural ingredients. The L'Oreal Group has owned Garnier since 1965. Garnier currently has three product lines: Fructis, Nutrisse and Nutritionist. Fructis, started in 1996, is the Garner line of hair care and styling products. Nutrisse, Garnier's hair color line released in 2002, was originally called Natea when it debuted in 1998. Natea wasn't as successful in the United States as in Europe, hence the name change. Garnier started selling nutritionist, its skin care product line, in 2005 Besides introducing Alfred Garnier's hair tonic in 1904, when people still used soap on their hair, Garnier has been the first to produce sun-care items (in 1936) and the first to make a permanent home hair color (in 1960). Today Garnier is the number-one brand in Europe using natural ingredients.

IMPORTANCE OF GARNIER PRODUCTS:

Todays cosmetic market is very congested and so many companies are trying to capture the market with sophisticated technologies. Each product is differentiated by quality, price, and size. Garnier believes in beauty through nature. Scientifically developed and enriched with selected natural ingredients, products help the people look healthy

and feel good every day. Garnier offers a vast range of hair colour, hair care and skincare that bring people natural beauty. Garnier gives guarantee and complete satisfaction, Garnier seeks to continually improve product performance by addressing the people specific needs using expertise in hair care, hair colour and skin care. Today most of the people prefer to use natural cosmetic products and it is important to choose the correct products.

STATEMENT OF THE PROBLEM:

A study on Consumer Behaviors and Consumer Satisfaction towards Garnier products in Trichurappalli Town relate with the following matters. The researcher is in the urge to know how much Garnier products playing an important role in case of cosmetic industry. The study relates with the purchasing behavior of consumers and their satisfaction. The researcher has the curiosity to know about how the consumers are satisfied through the various garnier products.

OBJECTIVIES OF STUDY:
To determine the actual demand of consumers To identify the factors that influences the choice of garnier products. To identify the types of people. To know the level of customers satisfaction in respective garnier products

SCOPE OF THE STUDY:

The scope of the study is to identify how a garnier products attracts the consumers in their buying behavior is analyzed in various criteria in the questionnaire.

LIMITATION OF STUDY:
Inadequate knowledge or ignorance of the beauty products its use, choice of the products. The research work is confined in the Trichirapalli city. Size and limit of universe are two most dazzling.

RESEARCH METHODOLOGY:Primary Data Primary data is the first hand data, which are selected a fresh and thus happen to be original in character. Primary Data was crucial to know various customers and past consumer views. The research is descriptive type of research survey includes research instrument like questionnaire which can be structured and unstructured. Secondary Data Secondary data are those which has been collected by some one else and which already have been passed through statistical process. Secondary data has been taken from internet, newspaper, magazines and companies websites. SAMPLE DESIGEN AND TYPE: Simple random sampling. UNIVERSE SAMPLE SIZE SAMPLE UNIT STATISTICAL TOOLS : : : : Trichy Sample for questionnaire is 150 persons Sampling unit is individual customers. Bar charts, Pie charts.

SAMPLE: While deciding about the sample of research, it is required from there searchers point to pay attention to these under mentioned points:

a. Sample Units: A decision has to be taken concerning a sampling unit before selecting a sample, sampling unit may be age of graphical one such as state, district, village Etc. soin this research sampling unit its individual consumer in ko. b) Source list: It is also called sampling frame from which sample is to be drawn, it caters name of all the items of a universe (incase offinite universe only).Researcher has to prepare it . C) Sampling size:

This refers to the no. of items to be selected from the universe to constitute a sample. This is a major problem before the researcher. The size of sample should neither excessively large not too small, it should be optimum. This size of population must be kept in view for this also limits the sample size. Sample size in this research is 150 customers. d) Sampling procedure: Finally the researcher must decide the type of sample he must be. That is he must decide about the technique to be used in selecting items for the sample. In fact this technique or procedure stands for the sample design itself. In this we used the random sampling on the basis of first survey results, which is from 150 respondents.

INSTRUMENTS USED:
I collected from primary data through sample survey or census surveys from the selected elements in malls and supermarkets . So for this purpose we have used the most popular tool of

primary data collection through direct communication with respondents. The tools we used are questionnaires. METHOD OF DATA COLLECTION a) Primary Data: Primary data are those, which are collected a fresh and for the first time and this happen to be original in character. b) Secondary Data: Secondary data are those data which have already been collected by some one else and which have already been used as per required. 4Z There are basically two sources to collect secondary data.

a) Internally: Provided by the company/organization b) Externally: Various publication of central, state and local Government. Books, magazines, newspapers Internet

After only keeping in mind one can think about what type of data has to be collected during research a source. Search is concerned we have together primary data for Customer behavior.

QUESTIONNAIRE:

This method is more popular. The questionnaire is sent to the person concerned to answer the questions formatted and return the same soon. A Questionnaire consists of a number of questions printed or typed in definite order on a form or set of forms. The Questionnaire is sent to the respondents. In order to achieve there search objective it is necessary to collect

accurate and relevant data, secondary data are already published data collected for purpose do the than the specific research needs a than Primary data that are collected specifically for the research situation at hand, were collected by surveys, using respondents surveys is one of the ways of collecting primary data namely observations, experiments and surves.

Chapter IV

ANALYSIS AND INTERPRETATION Expenditure on Personal Care

TABLE NO. 4.1

Expenditure 0-500 500-1500 1500-2500 Above 2500

No. of Consumer 40 20 30 10

Percentage 27 13 20 7

60 50 40 30 20 10 0 Sources Internet Seminar Newspaper

INTERPRETATION The above data shows the expense percentage of consumers on personal care products. According to this table 20% of consumer below 500 Rs. On personal care items, 33% peoples spend Rs. 500 1500 on cosmetics 40% consumers spend Rs. 1500 2500 on personal care. At last sum 7% consumers spend more than Rs. 2500 on cosmetics.

Sources of Brand Awareness :

TABLE NO. 4.2

Sources Internet Seminar Newspaper Samples Leaflets Words of mouth 20 10 60 25 10 25

No. of Consumers

% 13 7 40 17 7 17

INTERPRETATION The above table shows the different sources from where consumers are able to know about cosmetic products. 50% of the consumers are getting aware with the products. 50% of the consumers are getting aware with the products from advertising in T.V or some other medium. 28% of the consumers are get aware about the product by their friends. 23% of consumers are able to know about the products through some other sources like free sampling, mass media, brand promotion etc.

60 50 40 30 20 10 0 % No. of Consumers

Areas Interest the consumer most TABLE NO.4 .3 Area Discount Latest product 60 50 No. of Consumers % 40 33

Product serious Beauty

10 30

7 20

CHART 4.3

60 50 40 30 20 10 0 Discount Latest product Product serious Beauty % No. of Consumers

INTERPRETATION The above data shows the customer interest. 40% of customer look for discount and 33% of consumer take interest towards the availability of latest product in the market and 20% are beauty conscious

Brand Consciousness of people TABLE NO. 4.4

Brand consciousness Yes No For some products 110 15 25

No. of Consumers

% 73 10 17

120 100 80 60 40 20 0 Yes No For some products % No. of Consumers

INTERPRETATION The above table shows the brand consciousness of the common consumers. On the basis of above table, at the present time there are 79% people of India are brand conscious 13% consumers are brand conscious for only few brands and remaining 8% people who belongs to backward areas are not brand conscious. Preference of Different Brands (country wise) TABLE NO. 5

Brands National International Local 82 51 17

No. of Consumers

% 55 34 11

90 80 70 60 50 40 30 20 10 0 National International Local % No. of Consumers

INTERPRETATION The above data table shows the preference of consumers towards different brands of Personal care products on the basis of country. 55% of consumers prefer the brands of different national companies. The main reason is less price and relatively good quality. 34% consumers prefer the brands international companies or imported products. These consumers contains models, relatively rich people, professionals etc. last 11% consumers prefers local goods.

Shopping Habit of Consumers for Place

TABLE NO. 6

Places Malls Supermarkets Traditional shops e-shopping 32 72 37 9

No. of Consumers

% 21 48 25 6

80 70 60 50 40 30 20 10 0 1 2 3 4 5 % Places No. of Consumers

INTERPRETATION The above data shows the different habits of consumers during they are on a way to purchase the products. There was a time when consumers gone to only one or two stores available in an are. They purchase only these things which the retailers give them. At the time, the consumers have very limited choice due to unavailability of more retail stores in an are. But now a day there is a bunch of availability of super markets, malls, and different ways to shopping. At the present time, 48% of people goes to a super market, 25% goes to same old traditional stores, these persons are either from backward area or some Semi Urban areas. 21% peoples goes to malls for shopping, these are the people of Metro cities or good developed City like Chennai, Bangalore etc., Remaining 6% people deals with e-shopping.

Effecting factors responsible for the buying decision of consumers TABLE NO.7 Effection factors Company Packaging Brand name Price 17 28 57 48 No. of Consumers % 11 19 38 32

CHART NO .7

No. of Consumers
48 17 28 57 Company Packaging Brand name

INTERPREATION The above table shows the different factors which effects the buying decision of the consumers. At the present time more than 35% (38%) of consumers prefers the brand name before purchasing of a personal care product. 32% of consumers prefers price as a important factor in the purchasing of a personal care product. 19% preference goes to the packaging and remaining 11% preference goes to reputation of companies.

CHAPTER V

FINDINGS

It shows that 45%of respondents told that Personal care expenditure on 1500 2500 The study reveals that 50% of respondents priority of ingredients and function. Majority (25%) of respondents said that award received and laboratory reports. Majority (40%) of respondents said that aware from Newspaper. It shows that 45% of respondents told that discount based. Most (73%)of respondents get the brand consciousness It is observed that 55% of respondents told that preference to the national company products. It shows that 50% of respondents told the shopping place is super market. It shows that 38% of respondents told the brand name influencing the buying decision.

SUGGESTIONS

1. Customer like best quality product on any price, so company should add latest Technology to their product.

2. After sales services is the area where Indian and International Company can Highly satisfy the existing customer, because they can make more customer Through their word of mouth. So Indian and International company should Provide latest and reliable service to their customers. 3. Customers behavior always looks for some extra benefit with purchasing. They demand for affordable price for product and gifts with purchasing.

4. International Company should make strategy to cater every income group Customers in city. Upper income group are affordable to purchase but lower Income group is not. So International company should make policies to send Their product and every home.

5. The Garnier company should give more emphasis on advertising to create Market awareness and to make a brand image in the mind so investors.

6. Companies should do more publicity through road shows, news paper and Advertisement. As this will create awareness about the fund and schemes That are at present managed by the international company.

7. They should keep a close eye on competitor strategy.

CONCLUSION

As the research has shown the comparison between customer consumer behavior regarding Indian and International product in recent time. Since the consumer consumer behavior is the important factor to forecast the sales of any product in a particular area. So company should keep close eye on the market situation. yet, customer we reprice sensitive, but the changing market trend and customer view and preference shown that customer are now quality sensitive. They want quality product, goods, services, easy availability of product and better performance by the product. These days no of customer buying from malls has been increased. Also the frequency to visit the malls has been increased substantially. People are more brands conscious and they are satisfied with the range of products available there. We can conclude from our study that still more inclinationis towards indigenous product the preference ratio of indigenous to imported products is 7:3 This is because of the relatively higher price of imported product.

BIBILIOGRAPHY Books: Kotler Philip, Principle of Management

Kothari C R, Research Methodology

Website : www.wikipedia.com www.fmcgmarketers.blogspot.com www.google.com www.azzmba.com

QUESTIONNAIRE

1. Name 2. Gender 3. Age Below 18

: :

18 - 22

23 27

28 32

above 32

4. Educational Level Primary 5. Monthly income <10,000 >40000 6. On average how much do you spend on personal care product each month? 0-500 Above 2500 (please indicate the importance of the following criteria in choosing your personal care products 1-most important 5-least important) 1. Price 2. packaging 9. Ingredients 10. Location in Retail Stores 11. Promoters service 500 1000 1000-1500 1500-2500 10001-20000 20001 30000 30001 40,000 Secondary Graduate Post graduate

12. How do you determine the trust worthiness of the personal care brand you are using ?

Product origin

Award received

Laboratory recommendation

Editorial recommendation

13. How do you get know your personal care products? Internet Sample Newspaper leaflets Seminars

Words of mouth 14. Which area interest you the most? Discount Latest Product Product reviews Beauty

15.Are you satisfied with the variety of brand availability in the market? Yes 16.If yes you prefer ? National brand International brand No

17.Where do you like to go for shopping? Super market Mail Traditional shop e shopping

18.How do you differentiate one brand from the other? Brand Name Spokesperson Function Leaflets

19. What kind of promotion would you attract you to buy skin care products the most? Newspapers Seminars Promoters Persuasion

Leaflets & TV comments

Review Of Literature

During the process of evolution of the field of consumer behavior, researchers drew on various disciplines, ranging from psycho-physiology to literature (Solomon 1995). A list of professional associations2 that sponsor the Journal of Consumer research provides a glimpse of the number of disciplines working together in the field. The diverse disciplines employed by researchers approach consumer issues from different perspectives. In addition to the many disciplinary orientations, perspectives on consumer behaviour are broadly differentiated by their emphasis on internal influences (drawing on theories from psychology) and on external influences (drawing on theories from sociology). Furthermore, methodological inclinations and fundamental assumptions about the unit of analysis - the consumer, differ radically between perspectives. Thus, varying perspectives present different views of aspects on consumption (as emphasized from the consumers perspective), research orientations (as emphasized from the researchers perspective), and focus (micro/individual or macro/social) on consumer issues.

Research that studies consumer behaviour as a subdiscipline of marketing with the aim to identify how consumer research can be put to use in marketing practice, regards the field of consumer behaviour as an applied social science. Accordingly, the value of the knowledge generated should be evaluated in terms of its ability to improve the effectiveness of marketing practice. According to this perspective, marketing management inevitably rests upon some conception of how consumers behave and of the consequences their reactions to product, price, promotion, and distribution strategies are likely to have for the attainment of corporate goals. In affluent, competitive economies, successful marketing depends above all on matching the marketing mix, which results from the integration of these strategies with the willingness of consumers to buy and in doing so more effectively than ones rivals. The consumer-oriented management which results from such matching, is a response to the enormous discretion exercised by purchasers in these economies. Moreover, the choices made by consumers have

consequences not merely for competing companies within a given,traditionally-defined industry; because of the high levels at which discretionary income is running, companies are increasingly forced to compete across the conventional boundaries of markets and industries (Foxall 1987).

Recently, though, some researchers have argued that consumer behaviour should not have a strategic focus at all. It should instead focus on 2 The American Statistical Association, the Association for Consumer Research, the Society for Consumer Psychology, the International Communication Association, the American Sociological Association, the Institute for Operations Research and Management Sciences, the American Anthropological Association, the American Marketing Association, the Society for Personality and Social Psychology, the American Association for Public Opinion Research, the American Association of Family and Consumer Sciences, and the American Economic Association.

Moneesha Pachauri The understanding of consumption for its own sake, rather than because the knowledge generated can be applied by marketers (Holbrook 1985). While this view has emerged relatively recently, it has encouraged many to expand the scope of their work beyond the fields traditional focus, on the applied benefits of undertaking consumer studies. This more critical view of consumer research has also led to the recognition that not all consumer behaviour and/or marketing activity is necessarily beneficial to individuals or society. As a result, current consumer research is likely to include attention to the dark side of consumer behaviour, such as addiction, prostitution, homelessness, shoplifting, or environmental waste (OGuinn and Faber 1989; Barron 1989). This activity builds upon the earlier work of researchers who have studied consumer issues related to public policy, ethics, and consumerism. There is a growing movement in the field to develop knowledge about social marketing, which involves the promotion of causes and ideas, such as responsible drinking, energy conservation, and population control.

This article presents a review of the literature, in the field of consumer behaviour. The first section, describes the dominant, positivistic consumer perspectives. The second section, presents a methodological and analytical overview of the traditional perspectives, already discussed in section one. Further discussion on the paradigm shifts within consumer research,is supported by a

diagrammatic representation of the evolution of the field of consumer behaviour. The remainder of this section is devoted to presenting the highlights of the debate between the recent nonpositivist perspectives and the traditional positivist-based approaches. This discussion surrounds the issues of fundamental assumptions and techniques of analysis of various alternative modes of enquiry. And finally, the last section presents an overview of the developments within the field of consumer research.

The Traditional Perspectives on Consumer Research This first section outlines the perspectives that emerged during the traditional-positivist era in consumer research. Thus, a brief discussion on the early models of buyer behaviour, proposed by economists is presented, followed by a discussion on each of the traditional perspectives in consumer research that emerged thereafter. These are the behavioural, cognitive, trait, motivational, attitudinal, and situational viewpoints. Overall, the objective of this section is to outline the features and the central arguments of each of these perspectives. While a detailed analytical review of the paradigms is presented in section two, at this stage it is worth noting, that the traditional perspectives while diverse with respect to the many aspects of consumer behaviour they investigate, are fundamentally similar in terms of their philosophical and methodological bases for undertaking the examination of consumer issues. That is, they are built on the common foundations of rationalism and share allegiance to the principles of a single traditional, positivist-based approach to consumer research.

Consumer Behaviour: A Literature Review 323

The Rational Perspective

The economists were the first to dominate model building, in the area of buying behaviour. The early economic view considered consumer behaviour in terms of a single act of purchase itself, and post-purchase reactions. Economic theory holds that purchasing decisions are the result of largely rational and conscious economic calculations. Thus, the individual buyer seeks to spend his income on those goods that will deliver the most utility (satisfaction) according to his tastes and relative prices. The antecedents of this view can be traced back to Adam Smith (1776).) Alfred Marshall (1890 consolidated the classical and neoclassical traditions in economics, into a refined theoretical framework which came to be known as the theory of marginal utility. His theoretical work aimed to simplify assumptions and thereby examine the effects of changes in single variables (e.g., price) holding all other variables constant.

While economic models such as the Marshallian theory of marginal-utility are useful to the extent that they provide behavioural hypotheses (e.g., the lower the price of a product the higher the sales), the validity of these

hypotheses does not rest on whether all individuals act as calculating machines in making their purchasing decisions. For example, Eva Muller (1954 reported a study where only one-fourth of the consumers in her sample bought with any substantial degree of deliberation. The Marshallian model ignores the fundamental question of how product and brand preferences are formed.

While pure economics alone cannot explain all variations in sales (Westing and Albaum 1975), several sub-perspectives within the discipline set-out to provide rational explanations for behavioural, psychological, preferential, and aggregate demand variations in behaviour, to name just a few3. For example, the experimental treatment of economic choice variables has been useful in providing rational explanations for changes in behaviour. Several studies have identified the impacts of price differentials on consumers brand preferences; changes in product cues on demand variations; changes in price on demand sensitivity; and scarcity on consumer choice behaviour amongst many others (Lewis et al. 1995). Moreover, while a number of perspectives on consumer research such as the learning theories, as discussed below, emphasize the external rather than internal factors that influence behaviour, it is important to note that it is the very basis of rationalism, the fundamental justification of the economic argument, on which these traditional views rest.

The Behavioural Perspective

As mentioned above, in contrast to the economic view which underscores

the importance of internal mental processes in consumer decision making, the behavioural perspective emphasizes the role of external environmental factors in the process of learning, which it is argued causes behaviour. Thus, 3 For more detail see Lewis et al. 1995 324 Moneesha Pachauri the behaviourists approach the consumer, as a black box and thereby assume that consumer behaviour is a conditioned response to external events. The behavioural perspective therefore focuses on external environmental cues (such as advertising) that stimulate consumer response through learning. The strategic emphasis, of the behavioural modification theories, for example, are to devise a set of expanded behaviour modification techniques (e.g., respondent conditioning; operant

conditioning; vicarious learning etc.) that can be used to influence, modify, and control consumer behaviour (Peter and Nord 1982). While a number of researchers have proposed models to study learning principles e.g., Thorndike (1911); Watson and Rayner (1920), this view is represented by two major approaches to learning: classical conditioning and instrumental learning.

Classical conditioning occurs when a stimulus that elicits a response is paired with another stimulus that initially does not elicit a response on its own. Over time, this second stimulus causes a similar response because it is associated with the first stimulus. The theory of classical conditioning is rooted in Pavlovs research on digestion in animals. Pavlov induced classically conditioned learning by pairing a neutral stimulus (a bell) with a stimulus known to cause a salivation response in dogs (dried meat powder). The powder was an unconditioned stimulus (UCS) because it was naturally capable of causing the response. Over time, the bell became a conditioned stimulus (CS) resulting in a conditioned response (CR). Thus, conditioned effects are more likely to occur after the conditioned and unconditioned stimuli have been paired a number of times. The basic form of classical conditioning demonstrated by Pavlov primarily applies to responses controlled by the

autonomic (e.g., salivation) and nervous (e.g., eyeblink) systems. That is, it focuses on visual and olfactory cues that induce hunger or thirst. When these cues are consistently paired with conditioned stimuli, such as brand names, consumers may learn to be hungry or thirsty, when later exposed to brand cues. Classical conditioning can have similar effects for more complex reactions. Even a credit card becomes a conditioned cue that triggers greater spending, especially since it is a stimulus that is presented only in situations where consumers are spending money. People learn that they can make larger purchases when using credit cards, and they also have been found to leave larger tips than they do when using cash (Feinberg 1986). While responses in classical conditioning are involuntary and fairly simple those in instrumental conditioning are made deliberately to obtain a goal and may be more complex.

Instrumental conditioning or Operant conditioning occurs as the individual learns to perform behaviours that produce positive outcomes and to avoid those that yield negative outcomes. Skinners (1938, 1953) model of operant conditioning placed emphasis on reinforcement associated with a response (or operant). Reinforcement is a pleasant or unpleasant experience and has most effect when it occurs at the same time or just after the response. The desired behaviour may be learnt over a period of time, as intermediate actions are rewarded in a process called shaping. Operant conditioning can Consumer Behaviour: A Literature Review

325 occur in one of three ways. That is, when a response is followed by positive reinforcement in the form of a reward, when a response is followed by negative reinforcement, in order to avoid unpleasantness, and punishment which occurs when a response is followed by unpleasant events.

DEFINITION: Consumers behaviour is defined as Those acts of individuals directly involved in obtaining and using economic goods and service including decision procure that and determined these acts. It is the behaviour exhibited by people in planning, purchasing and using goods and service. A series of decision will have to be taken like, how much to spent, on what, where to buy, how to buy, whom to buy etc. Consumer behaviour consists of both physical and mental behaviour. Physical activities includes, visiting a shop, examining the product, where as mental activities involves behaviour deliberation within, forming attitudes, processing the

communication and learning to prier a brand. Some times behaviour is the sum total of the behaviour of a number of peoplethis makes the study of consumer behaviour complex. It is related to other fields like physiology, sociology etc. History

The story began when Alfred Armour Garnier, a young French chemist, created in 1904 the first branded product, a hair tonic that used natural ingredients (plant extracts), launched at a time when people used soap to wash hair. GARNIER then launched shampoos and conditioners, which were advertised in women's magazines and soon became popular. The brand began to expand its product line in 1936 when it was the first to produce a line of sunscreen products for skin. This allowed to expand the line of skin care with the launch of products made with natural ingredients and fruit extracts. History

COMPANY PROFILE

The first Garnier product was made by Alfred Garnier in 1904, a hair tonic. The full company name, Laboratories Garnier, originated in the 1920s as a producer of haircare products made with organic ingredients. Garnier continues that mission today, as all of its products are made with natural ingredients. The L'Oreal Group has owned Garnier since 1965.

Garnier Fructis Marketing Communication Strategy Introduced in 2003, Garnier Fructis was LOreals answer to major competitors such as Unilever and P&Gs mass-market products. Garnier Fructis entered the hair care market with its sleek and bright green bottles of extra creamy shampoo that smelled like fruits and was infused with natural ingredients. With its saloninspired line of shampoos that ranged from dandruff control to color protection, Garnier Fructis objective was to capture market share in a wide range of benefit-oriented segments of the hair care market. Garnier Fructis offered consumers affordable but sophisticated hair care products that promised to deliver on a range of needs. Garnier Fructis promoted its hair care products as natural and high technology that offered everyday hair care needs for moisture, curls, dandruff control, color protection, and nutrition. With such a wide range of products, Garnier Fructis offered a one-stop shop for all hair care product consumers; a strategy followed by almost all major hair care product manufacturers. However, it was Garniers smart marketing communications strategy that enabled Garnier Fructis to become a leading name in the consumer hair care market. With the support of LOreal, its parent company, Garnier Fructis began its operations on a sound financial foundation. In 2004, Maybelline New York, another subsidiary of LOreal, announced a $180 million marketing campaign in order to move Garnier Fructis from a niche brand to a national brand.1 Garnier Fructis was introduced in the U.S. as a mass-market consumer hair care product. Its successful debut overseas as a niche product served as a launching pad for its introduction in the U.S. as a mass-market product. In order to create a successful national brand, the brand message needed to be communicated effectively and efficiently. Garnier Fructis marketing communications focused heavily on advertising, sales promotion, and public relations.

We, Garnier Seatings, Bengaluru, are one of the renowned manufacturers and suppliers of a wide assortment of Office Furniture, Banquet & Canteen Furniture. Our range is highly appreciated by our clients due to its inherent features including elegant design, smooth finish, seamless edge, durability, easy maintenance and the ability to withstand all climatic conditions. Further, the range is extensively used in various application areas like schools, offices, hotels, hospitals and banks.

Our state-of-the-art infrastructure is the perfect one that enables us to come up with a world class range of products. It is installed with all the latest machinery and tools which help us in carrying out our production process is smooth hassle free manner. The advanced machinery coupled with diligent team that we possess is making wonders in our domain expertise.

Mr. Satheesh Kumar B Shetty, our mentors are the motivational sources of our company. Their valuable industry experience and wise understanding of the business is helping us to paste our foot prints in the industry. Under their able direction, our business is getting a proper way to flourish.

Basic Information Business Type Exporter Trader : Manufacturer : Wholesaler : Ownership & Capital

Year of Establishment : 2001 Ownership Type Trade & Market Team & Staff : Partnership : Annual Turnover US$ 0.25-1 Million (or Rs. 1-4 Crore Approx.) : Total Number of Employees 11 to 25 People

Products Garnier currently has three product lines: Fructis, Nutrisse and Nutritionist. Fructis, started in 1996, is the Garner line of haircare and styling products. Nutrisse, Garnier's hair color line released in 2002, was originally called Natea when it debuted in 1998. Natea wasn't as successful in the United States as in Europe, hence the name change. Garnier started selling Nutritionist, its skincare product line, in 2005. Besides introducing Alfred Garnier's hair tonic in 1904, when people still used soap on their hair, Garnier has been the first to produce sun-care items (in 1936) and the first to make a permanent home hair color (in 1960). Today Garnier is the number-one brand in Europe using natural ingredients.

Garnier Seeds (India) Private Limited, was established in 1997 with it's first R&D division and enter into commercial marketing in the year 2000. Although young in the corporate history we have attained a rapid growth and by now established ourselves among top seed companies in India. Garnier Seeds specializes in research, production, market development and distribution of seeds. We are dedicated to the breeding of vegetable and fodder seeds in order to increase farmer productivity. We also do farmer awareness programs open field day to enhance well being of the farming community. We take great pleasure in presenting you our latest edition of vegetable seeds catalogue to familiarize to our existing and new up-coming products. Most of our open-pollinated seeds and F1 hybrids are described in this catalogue. We invite readers to contact us for any further information and shall be only happy to respond to such inquiry. Garnier Seeds family pledge further to continue our improvement in all our division and wishes our customers a profitable growing season with our new varieties.

Innovation : In the 60s, the GARNIER was the first manufacturer to market a complete line of hair dyes for home use. The success of this product, especially in Europe and the United States, drew the attention of the French company L'Oral, which bought the lab in 1965. Until then, GARNIER had a line of products targeted hair care and skin care. LOreal is the world's largest beauty products company including makeup, perfume, hair and skin care as well as conducting cosmetology and dermatology research. LOreal has not signed the Compact for Safe Cosmetics, which calls for the removal of toxins and potential carcinogens from personal care products. In October 2007 the Campaign for Safe Cosmetics found that several red lipsticks manufactured by L'Oreal contained lead. LOreal's ownership is split among several entities, including Nestl as a large stakeholder, which has been critiqued for its social and environmental policies.

Our Professional Products Division strives to promote the global development of highly innovative and exclusive hair care products for salon use, and the expansion of the salon profession through a policy of active partnership centered on hairdresser training. The mission of our Consumer Products Division is to develop beauty products for the widest possible range of customers by offering highly innovative products at competitive prices through mass-market retail channels. The Luxury Products Division devotes itself to maintaining the highest possible quality in its products, packaging, merchandising, and communications, thus confirming the brands as world-renowned signatures. And our Active Cosmetics Department strives to create and develop dermo-cosmetic healthcare brands that meet the highest standards of skin care safety and effectiveness, as proven by clinical tests.

L'Oral SA, one of the largest companies in France, is the world's largest manufacturer of highquality cosmetics, perfumes, hair care, and skin care products. Its brands are found in over 150 countries and include such well-known names as Lancme, Maybelline, Garnier, Redken, and Matrix. The company is known for its involvement in research and development--it spent 3 percent of sales on cosmetology and dermatology research in 2000--and owns a 19.5 percent stake in the pharmaceutical firm Sanofi/Synthlabo. Liliane Bettencourt and her family control 51 percent of Gesparal, a holding company that owns 54 percent of L'Oral. The Swiss food giant, Nestl S.A., owns the remaining 49 percent of Gesparal. Early 19th Century Origins L'Oral's story begins in turn-of-the-century Paris, at a time when women of the demimonde dyed their hair, their choice restricted to fiery red or coal black. In 1907, Eugne Schueller, a young chemist, began to concoct the first synthetic hair dyes by night in his kitchen and sell them to hair salons in the morning under the brand name of Aurole. His strategy was successful; within two years he established the Socit Franaise des Teintures Inoffensives pour Cheveux, which soon afterward became L'Oral. In 1912 - the company extended its sales to Austria, Holland and Italy and by 1920 its products were available in a total of 17 countries, including the United States, Brazil, Chile, Peru,

Equador, Bolivia, and the Soviet Union, and in the Far East. At this stage, L'Oral consisted of three research chemists and ten sales representatives.

Rapid Growth: 1920s-50s Schueller's timing had been singularly fortunate. The end of World War I was celebrated by the Jazz Age, when short hairstyles became fashionable, with a new emphasis on shape and color. By the end of the 1920s, there were 40,000 hair salons in France alone and L'Oral's new products O'Cap, Imdia Liquide, and Coloral captured the growing market. In 1928, the company made its first move toward diversification, purchasing the soap company Monsavon. In 1930s and 1940s - platinum-haired screen idols such as Jean Harlow and Mae West made blond hair especially popular and bleaches such as L'Oral Blanc sold well. L'Oral was quick to make use of both old and new media to promote its products. In 1933, Schueller commissioned famous artists of the time to design posters and also launched his own women's magazine, Votre Beaut. Dop, the first mass-market shampoo, was promoted through children's hair-lathering competitions at the highly popular French circuses. and by 1938 L'Oral was advertising its hair products with radio jingles. During this period, L'Oral demonstrated its ability to meet new consumer demands. When the Front Populaire won the 1936 elections and introduced the first paid holidays for French workers, L'Oral's Ambre Solaire was ready to capture the new market for suntan lotions. Meanwhile, the company's sales network was expanding on both a national and an international scale. Products began to be sold through pharmacies and perfumers and new Italian, Belgian, and Danish subsidiaries were established between 1936 and 1937. Even the outbreak of World War II in 1939 failed to curb the company's growth. At a time of strict rationing, women permed their hair and bought cosmetics to boost their morale. L'Oral launched the first cold permanent wave product, Orol, in 1945. At the same time, the company continued to expand; by the end of the war there were 25 research chemists and distribution had been extended to the United Kingdom, Argentina, and Algeria.

During this period, Franois Dalle and Charles Zviak joined the group, both recruited by Monsavon at a time when the cosmetics industry held far less attraction for graduate chemical engineers than the atomic-energy or oil industries. Both men would play an important role in the company's future; by 1948, Dalle had already been appointed joint general manager of L'Oral. The consumer boom of the 1950s and the arrival of new blond screen idols Marilyn Monroe and Brigitte Bardot (originally a brunette) meant further expansion for L'Oral. By 1950, a researchand-development team of 100 chemists had created further innovative products, including the first lightening tint, Imdia D, introduced in 1951, and the first coloring shampoo, Colorelle, introduced in 1955, which answered an increasing demand for subtlety. The company advanced further into the field of skin care, entering into technological agreements with the company Vichy, in 1954. Vichy was to become part of the L'Oral group in 1980. Eugne Schueller's promotional talents were recognized in 1953 when he was awarded an advertising Oscar. Schueller died in 1957 and Franois Dalle took over as chairman and CEO at 39 years of age. Focus on R&D and Acquisitions: 1960s-70s The 1960s were years of revolution, both cultural and commercial. As music and fashion became increasingly teen-oriented, there was a growing interest in conserving--or simulating--youthful looks. At the same time hundreds of new boutiques, supermarkets, and chain stores sprang up to supply this rapidly growing market. L'Oral made a growing commitment to capital investment. In 1960, a new research-and-production center was established in Aulnay-sous-Bois, bringing the number of research staff up to 300. In 1963 and 1964- the company opened new cosmetological and bacteriological facilities, evidence of a highly scientific approach to skin care. Another production unit, Soprocos, opened in St. Quentin in 1965, and over the decade new distribution outlets were established in Uruguay, Algeria, Canada, Mexico, and Peru. L'Oral was listed on the French stock exchange in 1963, during a period of restructuring within the group. In 1962, owing to the boom in hair-product sales, L'Oral sold Monsavon in order to concentrate on its core business. At the same time it bought the hair-hygiene specialist Cadoricin.

In 1964- L'Oral bought Jacques Fath perfumes and a year later Lancme thereby gaining a significant entry into the high-quality skin-care, make-up, and perfume market and gaining increased access to perfumery outlets. Garnier, a hair-product company, and Laboratoires d'Anglas were also added to the group. In 1968, the company took major stakes in Golden in the United Kingdom and in Ruby, a personal hygiene and household products manufacturer. In the same year, L'Oral bought the fashion and perfumes house Andr Courrges. With increased resources and expertise, L'Oral launched a number of successful products, many of which are market leaders to this day. These included the hair spray Elnett, Rcital hair dyes, and the perfume Fidji. Fidji was launched under the Guy Laroche brand name. In 1969- L'Oral recruited a young Welshman, Lindsay Owen-Jones, from the prestigious Fontainebleau business school INSEAD. An Oxford languages graduate, he would go on to become the fourth chairman and managing director of L'Oral. At the age of 25, he became general manager of L'Oral's public-products division in Belgium and turned around unprofitable subsidiaries in France and Italy, before going to the United States to take charge of L'Oral's distributor, Cosmair Inc. in 1980. L'Oral benefited from the emphasis on health and fitness in the 1970s. From this time onwards, L'Oral's earnings outstripped those of any other French blue chip and grew twice as fast as the cosmetics-industry average. L'Oral's success permitted further commitment to research and development; the number of research staff rose from 500 in 1970 to 750 in 1974. New production facilities were opened in France. In 1979 - the International Centre for Dermatological Research was established at SofiaAntipolis, in the south of France, for the treatment of skin disorders and aging. Over the decade, structural and tactical changes were made within the group, based on the findings of the 1969 management study done by McKinsey & Co. The year 1970 saw the establishment of new operational divisions and management structure. A few years later, the company began to speed up the process of internationalization, with particular emphasis on New Zealand, Australia, Japan, and Hong Kong. In 1976, L'Oral signed a technical-assistance contract with the Soviet Union.

Expansion into overseas markets--particularly Japan--was aided greatly by the company's new alliance with the Swiss foods giant Nestl S.A., to whom Eugne Schueller's daughter, Madame Liliane Bettencourt, sold nearly half of her L'Oral stock in 1974. The two allies established a French holding company, Gesparal--51 percent-owned by Bettencourt and 49 percent-owned by Nestl. Gesparal controlled 72 percent of L'Oral's voting rights, while Bettencourt remained largest individual shareholder of Nestl, holding roughly 5 percent. Throughout the 1970s, L'Oral continued to make purchases within the cosmetics and hair-care industry: Biotherm in 1970; Gemey, Ricils, and Jeanne Piaubert in 1973; and Roja in 1975. The latter merged with Garnier in 1978. This was also a time for diversification for L'Oral. In 1973 - it took a controlling stake of 53.4 percent in the pharmaceutical company Synthlabo, a specialist in the production of cardiovascular drugs and hospital materials, followed in 1979 by the purchase of Metabio-Joullie, manufacturer of aspirins, over-the-counter drugs, veterinary, cosmetic, and dietary items. Metabio-Joullie and Synthlabo were merged in 1980 under the latter's name. In 1977 - L'Oral ventured into another complementary field, magazine publishing, taking stakes in Marie-Claire Album and Interedi-Cosmopolitan. Meanwhile, in the new division Parfums et Beaut International, several of L'Oral's most successful products were launched--Vichy's moisturizer Equalia and the Cacharel perfume Anais Anais, reckoned to be the world's best-selling perfume. In addition, the well-known Krastase hair products were redesigned. Continued Success: 1980s The 1980s were particularly favorable for L'Oral. Franois Dalle won the post of first vicepresident on Nestl's administrative council, the title of Man of the Year in the chemicals and cosmetics sector from the Fragrance Foundation of the United States, and title of Manager of the Year from the Nouvel Economiste.

In 1984 - he gave up the leadership of L'Oral, although he continued to act as chairman of the group's strategic committee. The position of chairman and CEO went to Charles Zviak. Lindsay Owen-Jones became vice-president and Marc Ladreit de Lacharrire, joint vice-president, soon to take control of the company's financial policy. This event was followed by some restructuring within the group; in 1985 the Parfums et Beaut division was split into three departments--Lancme/Piaubert, perfumes, and active cosmetics-and five geographical areas. At the same time the new management clearly felt it necessary to centralize control of the company's finances, 1987 - a financial bulletin was issued announcing the creation of L'Oral Finances, which would implement the financial strategy established approximately ten years before.

In 1986 - L'Oral's shares were distributed to investors outside France for the first time when the company raised FFr1.4 billion through a one-for-ten rights issue, offering new shares to stockholders. In 1987 - by a one-for-five stock split. At this time, L'Oral began to play an increasingly active role in the management of Synthlabo, which, after merging with Metabio-Joullie, had become France's third-largest pharmaceutical company. Synthlabo's research-and-development budget was increased considerably, allowing the company in 1982 to become the first private laboratory to participate in the World Health Organization's project for research and education in neuroscience. During the 1980s - Synthlabo enhanced its international status, setting up joint marketing affiliates in the United States and Britain with the U.S. company G.D. Searle, and establishing joint ventures in Japan with Fujisawa and Mitsubishi Kasei. The company also took controlling stakes in Kramer of Switzerland, In 1982 - and LIRCA of Italy in 1983. Nevertheless, Synthlabo continued to report poor sales figures, owing to difficulty in updating its product line and unfavorable market conditions in

France. L'Oral subsequently reiterated its commitment to Synthlabo, keeping restructuring to a minimum and increasing its holding from 63 percent to 65 percent after October 1987's Black Monday, when the shares fell considerably. L'Oral saw that the solution to Synthlabo's problems lay in extending its overseas sales, thereby offsetting unfavorable domestic pricing and reimbursement policies. By the end of the decade, profitability had improved and some promising new drugs were ready to be approved for marketing in the 1990s. Meanwhile, L'Oral's research-and-development facilities continued their steady growth, with research staff reaching 1,000 by 1984. L'Oral's enormous commitment to research resulted in the success of products such as Lancme's Niosme, launched in 1986, one of the few anti-aging creams found to be effective by independent dermatologists. If this was the age of high-tech skin care, it was also the era of designer brands. In 1980, a new distribution company, Prestige et Collections, was created for Cacharel, whose perfume Loulou, launched in 1987, went on to become a best seller. In 1984, Nestl took over Warner Cosmetics of the United States on behalf of L'Oral's U.S. agent Cosmair, thereby acquiring for the group the prestigious names of Ralph Lauren, Paloma Picasso, and Gloria Vanderbilt. At this stage, however, L'Oral was interested only in the perfumes and cosmetics divisions of the designer brands. In 1983 - the company sold its 49.9 percent stake in the couture house Courrges to Itokin of Japan, although it retained 100 percent of Courrges Parfums. A further addition to the L'Oral group was the Helena Rubenstein skin-care and cosmetics range. In 1983, L'Oral began by taking major stakes in Helena Rubenstein's Japanese and South American subsidiaries, the former integrated with Lancme in the new Japanese affiliate, Parfums et Beaut, in 1984. In 1988 L'Oral bought Helena Rubenstein Inc., a U.S. company that was in financial

difficulties as a result of the sharp drop in sales following the founder's death. It would not be an easy matter to bring the company back into profit. Bought in the same year, Laboratoires Goupil, a dental-care-products manufacturer whose toothpastes held over 90 percent of the French market, was also unprofitable, but it was felt that L'Oral's skillful marketing could remedy the

situation. L'Oral's last acquisition of the 1980s was the skin-care specialist Laboratoires Roche Posay. While making acquisitions, L'Oral also took the opportunity to sell off unwanted components of the group. These included the personal hygiene and comfort products of Laboratoires Ruby d'Anglas and Chiminter, which were felt to be too far outside the group's main area of interest and not in accord with L'Oral's policy of internationalization. L'Oral was keen to diversify into communications. In 1984, the company took a 10 percent stake in the French pay-TV company, Canal Plus, with the stake raised to 10.4 percent in 1986. In 1988, L'Oral took a 75 percent stake in Paravision International, an organization charged with the creation, production, and distribution of audiovisual products for an international audience. The following year, L'Oral entered by way of Paravision into a joint venture with the U.S. company Carolco Pictures Inc., to handle foreign television-distribution and programming rights. New Leadership in 1988 In 1988, Lindsay Owen-Jones became the new chairman and chief executive officer of L'Oral at the age of 42. Marc Ladreit de Lacharrire became director and executive vice-president while Charles Zviak moved on to the chairmanship of Synthlabo. Zviak died the following year, having been one of the few chemists to attain leadership of a major French company. The end of the decade was marked further by rumors of L'Oral's involvement in a proposed joint takeover bid for the French luxury-goods company Louis Vuitton Mot Hennessy, together with Vuitton's head, Monsieur Racamier, and Paribas/Parfinance. Although the existence of such a plan was denied by L'Oral, the company joined with Orcofi, a Vuitton-controlled holding company, to buy 95 percent of the perfume and couture house Lanvin. L'Oral explained that although Vuitton owned Dior and Givenchy, competitors in the perfume and cosmetics market, L'Oral had no Vuitton shares and no intention of attacking the company. On the contrary, the Vuitton alliance would give L'Oral an entre into the field of luxury goods. Although Lanvin lost money since L'Oral's acquisition, company officials remained optimistic, declaring that the experience gained from running a luxury boutique was valuable in itself.

In 1991 - L'Oral found itself embroiled in a bitter dispute with Jean Frydman, a former director of Paravision. Frydman--who held dual Israeli-French citizenship--had filed suit against the company, charging it with "fraudulent behavior and racial discrimination" stemming from the 1989 sale of the Frydman family's 25 percent share of Paravision--L'Oral's film distribution division--after being pressured by Franois Dalle. Frydman alleged that L'Oral violated a 1977 French law prohibiting companies from participating in an Arab boycott against Israel when the company forced his resignation and the sale of the family's stake at an unfair price because of his business ties to Israel. The ensuing investigation created a minor scandal in France by digging up unsavory facts about founder Eugne Schueller's anti-Semitic, fascist politics during World War II. Later that year, however, Frydman dropped the suit in exchange for a letter of apology from Dalle. During the 1990s - the cosmetics industry experienced growth, but with increasing rivalry. While L'Oral's alliance with Nestl protected it from corporate marauders, it continued to be vulnerable to competition in Western markets in the early 1990s from the likes of Japanese competitors Shiseido and Kao--although 90 percent of the turnover of both companies come from their home market--and from Unilever, following the latter's takeover of Elizabeth Arden and Faberg. International Expansion: Late 1980s-90s In the years following his appointment as chairman and CEO, Owen-Jones set about making L'Oral a genuinely international company. He began cultivating an integrated international team of top managers, enabling the company to quickly respond to and capitalize on consumer trends worldwide. Owens-Jones also supported greater cooperation between L'Oral's numerous brand names and divisions. After Lancme Niosme was developed in 1986, L'Oral then translated the new technology into a mass market L'Oral skin-care line sold under the name Plentitude. Plentitude was launched in Europe and Australia in the late 1980s, and within two years of its U.S. launch in 1989, it had captured a 10 percent share of the market. It was precisely this kind of synergy between subsidiaries, analysts say, that led to L'Oral's 15 percent overall profit growth in the 1980s. In the boom years of the 1980s, high-end lines such as

Lancme and Helena Rubenstein performed extremely well. When the prestige market slumped in the early 1990s, such mass market lines as L'Oral were poised to pick up the slack. L'Oral also eyed the U.S. market, which represented one-third of the world market, as one with opportunities for further profit growth. At the time, despite having full control of strategy, management, and marketing in this region, L'Oral reaped only 5.5 percent from the profits of its sole U.S. agent Cosmair Inc. One advantage of this system for L'Oral was protection from the weakness of the U.S. dollar and from high marketing costs--Cosmair handled a sales volume of over $1 billion that provided the company with the flexibility to launch new products which could then be transferred to L'Oral affiliates worldwide. Other markets targeted for expansion during the early 1990s included Japan. L'Oral was also one of the first western companies to set up shop in the former Soviet Union, forming Soreal, a joint-venture with the Russian chemical company Mosbytchim. L'Oral invested $50 million in the venture to produce approximately 40 million units of deodorant, perfume, shampoos, and hair sprays annually. Soreal products were sold in 1992 at a mere 100 outlets in Moscow and at an additional ten throughout Russia. Hard currency was difficult to come by as banks either collapsed or were unaccustomed to dealing with Western businesses. In order to obtain the equipment necessary to upgrade production, Soreal created Maroussia, a women's fragrance that was imported to Western Europe in exchange for machinery and materials. L'Oral's structure during this time remained unchanged, with the group consisting of a federation of competitive companies, including 147 production and distribution facilities worldwide, divided into five divisions. Only research and development facilities and overall management control were centralized. There was speculation as to the fate of L'Oral when Bettencourt, in her mid-60s in 1990, relinquishes her corporate involvement. The French government took a strong interest in the issue. French government agreements restricted foreigners from taking over French companies before 1994. However, by 2001 Bettencourt still controlled her interest in the firm: should she decide to sell, Nestl would have first option to purchase, and Bettencourt remained tight-lipped about her future plans.

As consumers became more environmentally aware, L'Oral fell under increasing pressure to conform to new standards of product safety. The company was forced to phase out the use of chlorofluorocarbons which are said to be harmful to the ozone layer. L'Oral also came under attack from the animal-rights lobby, which accused the company of subjecting laboratory animals to inhumane tests, although L'Oral claimed that animal testing of new products was down to 5 percent from 50 percent in 1985. By 1989, the firm stopped animal testing altogether. As L'Oral entered the mid-1990s, the company found itself engaged in a battle with rivals Proctor & Gamble and Unilever for worldwide domination of the mass cosmetic and fragrance markets. L'Oral seemed determined to remain the leader, hiking its advertising budget by as much as 50 percent for some products, and creating a whole new image for most of its color cosmetics. The company was also reaching out to customers by repackaging its merchandise and making display cases more accessible and user-friendly. L'Oral also made several strategic moves to solidify its market position. In 1994, it purchased control of Cosmair from Nestl and Bettencourt. The following year, it acquired the Maybelline brand for $600 million. The company also purchased two drug companies that year including Germany-based Lichtenstein Pharmazeutica and Irex, based in France. As part of its continued focus on the U.S. market, the firm formed L'Oral Retail division in 1996, merging its U.S. hair care and cosmetics businesses under one umbrella. It continued to introduce new products in this market, including the Garnier hair care brand. By that time, its Cosmair subsidiary accounted for 23 percent of L'Oral's entire cosmetics business. Strategic Acquisitions: Late 1990s and Beyond In 1998, the company launched a global advertising campaign with the tagline, "Because I'm worth it." Under the leadership of Owen-Jones, L'Oral began making a series of acquisitions that would bring it closer to its goal of becoming one of the world's top four brands. It also renewed its focus on its emerging markets including Asia and Eastern Europe. In China, Maybelline was sold in 40 cities and the company hoped to up that number to 80. Owen-Jones stated in a 1998 Women's Wear Daily article, "It's the beginning of the Chinese snowball. There have been three million Maybelline lipsticks sold. Our aim is to make sure every Chinese woman

has a lipstick in her hand instead of the Little Red Book." Latin America also became a key market focus, especially after an economic crisis shook the Asian region in the latter half of the 1990s. In 1998, Cosmair acquired Soft Sheen Products Inc., a leading ethnic hair care firm. The ethnic market was now considered to be among the top growth opportunities in the cosmetics industry. The following year, Elf Aquitaine and L'Oral merged their pharmaceutical subsidiaries to create Sanofi-Synthlabo, creating the second-largest pharmaceutical company in France. Long-known for its dedication to research and development, L'Oral continued forging ahead on that front. The company signed a five-year partnership agreement with the United Nations Organization for Education, Science, and Culture (UNESCO) entitled "For Women in Science." As part of the program, female researchers would be given grants to pursue scientific research. During 1999, sales continued to increase--up 12.1 percent over the previous year. Western Europe accounted for 56.1 percent of company sales, while North America accounted for 27.1 percent. That year, the company reported the strongest profit growth of the decade. L'Oral entered the new millennium with continued success. It purchased Carson Inc., the leading ethnic cosmetics firm, cementing L'Oral's position in that market. It also acquired Ylang Laboratories Ltd., an Argentine cosmetics firm, and the Scandinavian Respons brand from Colgate Palmolive Inc. Kiehl's Since 1851 Inc. was also purchased along with Matrix Essentials Inc. In order to take advantage of its parent company's strong brand recognition, Cosmair's name was changed that year to L'Oral USA. The company had a record year in sales and profits during 2000, and L'Oral remained the market leader in the cosmetics industry with a 16.8 market share. In Japan, sales increased by 46 percent and Maybelline became the leading mass-market cosmetics brand in the country. Along with its acquisitions, L'Oral launched several new products, including Maybelline's Water Shine lipstick and Full 'n' Soft Mascara, Age Perfect Skincare by L'Oral Paris, Garnier's Fructis Style product line, and fragrances Ralph by Ralph Lauren and Miracle by Lancme. During 2001, the company continued to divest non-core, slow-growth businesses. L'Oral announced plans to sell its interest in its Marie-Claire magazine holdings along with its Lanvin

S.A. subsidiary. It also strengthened its position in the dermatological cosmetics market with the purchase of the BioMedic's brand name from CosMedic Concepts Inc. Attributing much of its prosperity to its global branding strategy, L'Oral remained confident that its success would continue into the future. "Blink an eye, and L'Oral has just sold 85 products around the world, from Redken hair care and Ralph Lauren perfumes to Helena Rubinstein cosmetics and Vichy skin care," claimed a 1999Business Week article. With its strong market position, L'Oral seemed poised to continue its dominance in the cosmetics industry well into the future.

Our vision Beauty is within us all. Every one possess its own natural beauty and every one has the power to make that beauty shine through. Garnier appeals to the type of women who is self confident, yet seeks to improve her appearance By taking care of herself she reveals her inner beauty and other people are drawn to her. For garnier the aim of beauty is happiness and feeling at ease with others.

The GARNIER PureActive Multi-Action Scrub has two powerful actives formula: Purifying Salicylic Acid Maximum Concentration - is one of the most powerful antibacterial active that have Anti-microbial properties, Sebo-regulatory properties and Exfoliating properties. Reduces sebum production Exfoliates the upper layers of epidermis to prevent blocked pores & eliminates the impurities that causes acne HerbaRepair - a natural blueberry fruit extract that stimulates the regeneration of cells to help accelerate the resorption of marks.

The best Garnier products for your hair vary based on what type of hair you have and what type of look you want to achieve. What makes the Garnier company and their products different from the aisles upon aisles of hair care products already out there is that they use a number of plant, fruit and vegetable extracts that have natural vitamins and minerals which makes hair healthier and stronger in a natural way. Their wide variety of products range from shampoos to conditioners and various gels to products meant for specific types and conditions of hair. Check out the list of the Garnier hair products that are well reviewed and decide which ones are right for your hair.

Garnier Fructis Shampoo and Conditioners

Garnier Fructis products have fortifying shampoos and conditioners, which add strength and vitality to any head of hair, as they contain something called a reinforced active fruit concentrate. This unique ingredient evidently works within and on the surface of each strand of hair to make stronger and fuller, allowing it to flow and shine as it naturally should. However, different degrees of this Fructis shampoo and conditioner work on different types of hair. There are Fructis shampoos and conditioners for everyday healthy hair, as well as Fructis products for dry or damaged hair, offering them nutrition so that they can come back as full as they once were. Other products yield smooth and frizz free hair for people whose hair tends to dry out on a regular basis, while others will add waves and curls to those longer locks of hair. You should buy a few of these products and see how they work specifically on your hair, using them every other day or so. People have different amounts of natural oil on their hair, which can yield a number of different looks when these products are used, some of which you may not be happy with. So don't be afraid to do a little experimenting with the Garnier Fructis shampoos and conditioners in order to find the ones that are right for you.

Anti-Dandruff Shampoo

Garnier also has an anti-dandruff shampoo that quickly repairs a dry scalp by adding natural moisture back into the hair and onto the head. It has a double acting formula which combines all the natural goodness the Garnier line is known for yet also adds Pyrithione Zync, repairing the scalp, relieving itching and keeping flakes from returning, for at least the time being. The Vitamin B3 also strengthens the hair at the same time, so that chronically dandruffy hair will be able to recover more easily. There are a number of different types of anti-dandruff shampoo in the Garnier line, which deal with different degrees of dandruff, so determining the extent of your dry scalp will be an important first step before buying the right hair product.

Volumizing Gel

Garnier's volumizing gel is also known to be one of the better styling gels out there, as it not only effectively holds your hair in place but does so with the natural ingredients they put into all of their products. This way your hair isn't caked and damaged by being smeared in chemicals that are used to make many gels but rather vitamins and minerals that naturally absorb into the hair over the course of the day, keeping the hair fortified and healthy by the time you need to reapply the product. Different gels work for different types of hair, ranging from straight to curly hair and some with more hold then others. For many people, a small couple of drops into the palm of their hand are all they need to get the desired effect of natural hold to their hair.

Hair Coloring

Garnier has also made waves in the hair coloring market, by releasing a wide variety of products to properly color people's hair. These products range from grey coverage to long lasting color with the Nutrisse Cream, Belle Color and Herbashine product lines, which will change or restore your old hair color for a good amount of time. Nutrisse Cream and Belle Color have other benefits by giving hair a natural looking color, while Nutrisse Radiant Blondes hair coloring offers both long-lasting color and is made ammonia free. There are even special effects hair

coloring products which are popular in the Garnier line, allowing you to frost & care for your hair as well as use a multi-lights kit, adding all types of different highlights. If you are skilled with these products, it could save you an incredibly expensive trip to the salon.

Garnier skin Care Analysis Conventionally, women who really value their skin have not spent their beauty routine budget on drugstore products. Garnier skin care is changing all that. Garnier has stated that true beauty is a must no matter your budget. As a result, their products are tailor made to suit every customer. Garnier designs a wide variety of beauty products. These products fall within a wide range of prices. The companys main goal is to make beauty shine from the inside out with each and every product. The corporation believes that you will find yourself happier and more at ease with others when you have also cared for yourself. To appropriately consider Garnier for yourself, you need a little information about the company. Getting more information about the ingredients and principles behind Garnier skin care will help you decide if the product line is the right one for you. Garnier skin cares focus is totally about taking care. This means that Garnier focuses on the mental and physical results of good skin care. In addition, Garnier product lines are easy to use. This is ideal for people who do not have time for an extensive beauty routine. Garnier is fast and make-up friendly. Nearly every product in the Garnier line replaces an existing step in your routine and does not require more than a few seconds to apply. Garnier products are designed with women in mind. Garnier products and packaging are designed to create and enhance confidence. Because of this, the Garnier line improves health and looks. That is the source of Garniers use of natural ingredients with proven effects. Testing is very lengthy and thorough. This company makes efficiency a main goal. Garnier beauty is always backed up by science. They do not include extra, trendy ingredients that simply make products more expensive. Garnier uses special research

and technology to determine how dramatic their results actually are. They also continue customer satisfaction surveys for the life of every product. Garnier creates all its products around natural ingredients. Vitamins B6 and B3 play critical roles. Fruit extracts, which were the basis for the original Garnier product line, also are central. In addition to avoiding waste and focusing on pleasurable efficiency, Garnier products are designed for any budget. Many products are available for prices as low as three dollars. You can build a total beauty regimen around Garnier skin care. Eliminate gaps in a more expensive beauty regimen with these products to insure that you are not leaving out important steps. Garnier skin care lines will satisfy any needs that you have for a skin care or anti-aging regimen.