CHAPTER 1-
INTRODUCTION-
The fascination of Indians for fair skin is well known. As several social commentators have pointed out, if there is any doubt about this, then people could just take a look at the matrimonial column of any newspaper. The preference for fair (or gori in the vernacular) brides screams at you from such columns. Social commentators go on to say that this preference is perhaps a hangover from the British colonial days, when the ruling colonizers, who were fair-skinned, had a higher status than the darker-skinned locals. Several social gatherings, clubs etc. were earmarked as being 'for whites only'. Perhaps the long years of colonial occupation have ingrained this fascination for white skin in the psyche of Indians. Or perhaps it is the fact that the traditionally higher castes in the country were of a somewhat fairer complexion than the lower castes.
India Today, a popular magazine which did a story on fairness creams, mentioned that even the gods supposedly lamented their dark complexion as in a myth in which the popular dark-skinned god Krishna sang plaintively, 'Radha kyoon gori, main kyoon kala?' (Why is Radha so fair while I am dark?). The feature also mentioned that the ancient Ayurvedic sage Charaka wrote thousands of years ago about herbs that could help make the skin fair. This is what Sudarshan Singh, a brand manager with Nivea, has to say: 'Whitening emerges as the prime need. Since Indian men spend a lot of time outdoors, they desire to reverse the effect of the aggressive factors and hence use whitening creams'. And Ramesh Viswanathan, Executive Director of CavinKare, another company that makes fairness products, said: 'There is an overwhelming need for fair skin. People don't relate to "soft skin without blemishes" as much as when the fairness benefit is layered into it'.
Whatever the reason, the case of Fair & Lovely, and indeed, of fairness creams, illustrates how marketers played on this consumer need and developed a separate category of creams. The sales of Fair & Lovely today are approximately ten billion rupees. If one were to add the sales of its competitors, the market size is a lot larger.
Another interesting fact is that after the success of fairness creams for women, marketers moved on to a new frontier. This was not unexpected—for again, employees in HUL soon noticed that several men also use Fair & Lovely. In fact, some estimates put the number of male users of Fair & Lovely at as much as 30 per cent of the total market. And thus, a brand extension was clearly on the cards—fairness creams targeted at men. And so came about Emami's Fair and Handsome cream 'for men'. Today, the market for fairness creams for men is around Rs. 2 billion, out of the total market size of Rs. 22 billion for fairness creams, but the growth rates exceed 30 per cent.

ORIGIN AND GENESIS OF THE BRAND-
It was way back in the 1970s, when Hindustan Lever Ltd (HLL), now HUL, launched its first version of Fair & Lovely. At that time, the market was dominated by the cold cream manufacturers, such as Ponds and Lakme (HLL was subsequently to acquire these firms). Before this, the 'fairness' aspect of creams was not directly mentioned, though some products did advertise that they offered consumers protection from the sun, in the form of a sunscreen.
For a very long time, HLL was the dominant player in the fairness cream market. However, seeing the enormous success that HLL was having in this new category, other players were bound to enter. These were CavinKare, a player strong primarily in the south of the country, with its brand Fairever, Emami and Godrej. The segment was soon to see plenty of action.
Within just a few months, Fair & Lovely's competitor, Fairever, had built a significant market share. Other players noted that the use of personal products and cosmetics was growing at a substantial pace in the country, and within the personal product portfolio, fairness creams were doing remarkably well. Thus, in a few years' time, there were several new entrants in the market.
Towards the end of the millennium, Godrej, also a large national FMCG player (with a number of products in the soaps category, such as Godrej No. 1) jumped into the fray with a 'fairness soap', christened FairGlow Fairness Soap. The success of this product prompted an entry into fairness creams as well with a brand extension—FairGlow Fairness Cream was launched later in 2000. Godrej's soap claimed to remove blemishes and thus enhance the complexion by providing it with a glow. Soon after, the company launched a new product, Nikhar, which used natural ingredients such as milk, haldi (turmeric) and besan (gram flour). Such ingredients had traditionally been used by several Indian households for generations.
Meanwhile, CavinKare's product was marketed with the unique selling proposition (USP) of having saffron in the cream. Once again, the aim was to use a traditional ingredient to promote the product. For several generations, Indians had used saffron as a skin whitener and believed in the attributes of the product. Putting it into a fairness cream was a fine idea—the stress on 'natural ingredients' also helped to remove any negative perception that some consumers may have had, that harmful chemicals were possibly being used to lighten the skin.
Fairever was able to increase its market share by close to seven times, albeit from an initially very low base, in just over a year after its launch. This prompted the market leader, HLL, which still dominated the market to take action. Wanting to check the growth of competitive brands by nipping them in the bud itself, HLL began to offer an extra 50 per cent grammage in its Fair & Lovely pack. Nevertheless, Fair & Lovely was losing ground both to other creams and Godrej's fairness soaps. Perhaps the reason for the latter switch was that the consumer saw soaps as being less harmful to the skin than cream.
HLL thus saw the need to enhance its portfolio of soaps to include one with the attributes of enhancing skin complexion. The first attempt was made with the introduction of the Lux Skincare soap in May 2000. However, the product offered an anti-tan protection from the sun (with a sunscreen to protect the skin from harmful ultraviolet rays), rather than a promise to enhance complexion. The response from the market was not encouraging. HLL saw the need to change track and subsequently launched the Fair & Lovely Fairness Soap. This was intended as a premium product, with the intention to grow the top end of the market.
The battle soon took an ugly turn. HLL filed a patent infringement suit against CavinKare, claiming that the company was using its patented fairness formula in its product without HLL's knowledge or permission. CavinKare, in turn, filed an application to revoke the patent and stated that HLL's patent was invalid. It also stated that the ingredients in its product were 'prior art'. It said that the new HLL patent did not represent any improvement over the earlier patent, which had expired way back in 1988. Just as consumers were getting interested in where the court battle would lead to, the two companies opted for an out-of-court settlement, and the matter ended there. CavinKare gave an undertaking to the court that it would not manufacture or sell any fairness cream by using silicone compounds in combination with other ingredients covered in the patent granted to HLL.

TIMELINE OF FAIR & LOVELY-

CHAPTER 2-
STRUCTURE OF CORPORATE MANAGEMENT TEAM-
The Board of Directors of the Company represents an optimum mix of professionalism, knowledge and experience. The total strength of the Board of Directors of the Company is eight Directors, comprising Non-Executive Chairman, three Executive Directors and four Non-Executive Independent Directors.

HUL has produced many business leaders for corporate India, including Harish Manwani, the non-executive chairman of HUL and currently the chief operating officer of Unilever. He is also a member of Unilever Leadership Executive team (ULE), which comprises the company's top management and is responsible for managing Unilever's profit and loss and delivering growth across its regions, categories and functions. Nitin Paranjpe has been the managing director and chief executive officer of the company since April 2008. He is also Executive vice-president, South Asia, Unilever and is also the executive head of the South Asia cluster for Unilever.
HUL's leadership-building potential was recognised when it was ranked 4th in the Hewitt Global Leadership Survey 2007 with only GE, P&G and Nokia ranking ahead of HUL in the ability to produce leaders with such regularity. A study conducted by Aon Hewitt, The RBL Group and Fortune in 2011, ranked the company number six in the list of 'Top Companies for Leaders 2011 Study Results'. The company was awarded the CII- Prize for Leadership in HR Excellence at the 2nd CII National HR Conclave 2011 held on October 2011.

Mr. Harish Manwani - Chairman
Mr. Harish Manwani (60) assumed charge as the Non-Executive Chairman of the Company in 2005. He is a member of the Nomination & Remuneration Committee of the Company.

Mr. Nitin Paranjpe - CEO and Managing Director
Mr. Nitin Paranjpe (50) joined the Board of the Company in June 2007. He is a member of the Nomination & Remuneration Committee, Stakeholder Relationship Committee and Corporate Social Responsibility Committee of the Company

Mr. R. Sridhar - Chief Financial Officer
Mr. Sridhar Ramamurthy (48) joined the Board of the Company in June 2009. He is a member of the Stakeholder Relationship Committee and Corporate Social Responsibility Committee of the Company.

Mr Pradeep Banerjee - Executive Director, Supply Chain
Mr. Pradeep Banerjee (54) joined the Board of the Company in March 2010.

Mr. Aditya Narayan - Independent Director
Mr. Aditya Narayan (61) joined the Board of the Company as an Independent Director in June 2001. He is the Chairman of the Audit Committee and a member of the Nomination & Remuneration Committee and Corporate Social Responsibility Committee of the Company.

Mr. S. Ramadorai - Independent Director
Mr. S. Ramadorai (68) joined the Board of the Company as an Independent Director in May 2002. He is the Chairman of the Nomination & Remuneration Committee and a member of the Audit Committee of the Company.

Mr. O. P. Bhatt - Independent Director
Mr. Bhatt (62) joined the Board of the Company as an Independent Director in December 2011. He is the Chairman of the Stakeholder Relationship Committee and Corporate Social Responsibility Committee of the Company and a member of Nomination & Remuneration Committee and Audit Committee of the Company.

Dr. Sanjiv Misra - Independent Director
Dr. Sanjiv Misra (65) joined the Board of the Company as an Independent Director in April 2013. He is a member of the Audit Committee, Nomination & Remuneration Committee and Corporate Social Responsibility Committee of the Company.
BRAND MANAGERS-
Mr. Nippun Aneja (Senior Brand Manager, Fair n Lovely, HUL) http://www.linkedin.com/pub/nippun-aneja/33/672/165 https://www.facebook.com/nippun.aneja

Mr. Jaydeep Shah (Global Brand Manager, Fir n Lovely, HUL) http://www.linkedin.com/in/jaydeeps CHAPTER 3-
BRAND PORTFOLIO-
The total collection of trademarks that a company applies to its products or services. Each make or brand within a business brand portfolio might be registered under applicable trademark laws and can represent a valuable asset to a company that is often actively promoted to potential customers.

CHAPTER 4-
PRINCIPAL ADVT. AGENCIES ASSOCIATED WITH THE BRAND AND COVERING ALL STRATEGIC BRAND CAMPAIGNS. (lowe lintas advt agency)

CHAPTER 5-
MARKET ENVIRONMENT-
Cultural Norms: Skin color is a very powerful and valued them in India and much of Asia. Contrary to western cultures who place an emphasis on a deep and glowing tan, society in this part of our world feels that a lighter color skin tone reflects a higher status and is more attractive. Historically, skin color is closely identified with caste or social class; Brahmins, at the top of the social hierarchy were traditionally fair, while lower castes had darker complexions.
This tendency became a cultural norm through time, and products like Fair & Lovely were invented to help women with darker skin achieve a more desirable look. In the past, the preference of lighter skin has been very important to Indian women’s culture. Newspaper ads put out by men in search for a wife frequently stressed they were searching for a “fair-skinned woman.” Bollywood (India’s Hollywood) also glorified fair-skinned actresses over their counterparts. Older generations of woman have also been known to stress the importance of skin-lightening creams to their daughters in order for them to increase the chances of meeting a husband.
Today, although these cultural elements are still present, opinions and the norm is beginning to change. The number of Indian women and men who think lighter skin is more beautiful may be shrinking, as the protest against HLL’s ads demonstrate. A large part of going global means that you understand the ins and outs of the cultural environment you do business in. As previously mentioned, Cultural Knowledge is necessary in global marketing. There are two types of knowledge: factual and interpretive. Factual is usually obvious and can be learned. Interpretive is more about acknowledging and accepting different cultural traits and patterns. Instead of exploiting a cultural norm that is becoming more controversial or out-dated, HLL should have done much more research into current cultural patterns of perceived beauty and the modern roles of women before executing the campaign.
Ethics: Exercising a sense of social responsibility and good ethics in your company is largely reflected in how you promote your products and services. Ethical standards vary by country, and there are organizations on national and international levels that continuously monitor consumer industries (such as the All Women’s Democratic Association in India or the Human Rights Commission that operates across borders). Many believe that HLL demonstrated poor ethical practices by exploiting the use of existing cultural norms in India to promote their products. In relation to global marketing, know that accepted practices may vary and must be identified.
Advertising: “Advertising to a great extent is a cultural phenomenon – – it can shape a country’s popular culture whilst at the same time a host country’s cuture may also influence the creation and effectiveness of a campaign.” As we see with the Fair & Lovely advertisements, the newest popular culture in India tends not to favor the judgement of women solely on their physical appearance. What HLL probably viewed as a creative strategy to combat threats from competitors, was deemed negative and ineffective. As a global marketer, remember that advertising may be the biggest part of your promotional mix. If you do not conduct enough testing to understand how your advertisements relate to culture, your efforts and budget spent will be wasted.
Public Relations: Hindustan Lever Ltd and Fair & Lovely was forced to respond to the negative reactions to their advertisements by generating ample and positive publicity. The creation of a charitable foundation was a smart and beneficial move by the company after their reputation in the public was tarnished. Regardless of whether you generate PR out of defense or in support of your business operations, it is imperative to reach the right audience. It may be even more difficult to attract attention when you operate internationally, but doing so effectively may the key promotional element that allows your organization to grow. Following the intense PR efforts to reverse the damage done by HLL, it should be noted that sales of Fair & Lovely have continued to grow at a rate 15 to 20% annually and the market for skin care in India has grown over 40% since the advertisements first aired.

SECTORAL ANALYSIS-
Indian cosmetics industry has witnessed strong growth during the past few years and has emerged as one of the industries holding immense future growth potential. The cosmetics industry registered impressive sales worth Rs 422.3 Billion (US$ 9.3 Billion) in 2010. The sector has mainly been driven by improving purchasing power and rising fashion consciousness of the Indian population. Moreover, the industry players are readily spending on the promotional activities to increase consumer awareness.

INDUSTRY ANALYSIS-

The Indian economy, Asia's third-largest, has been growing briskly at above 8 percent for the last couple of years. Indian cities dominate a new catalog of the world's fastest-growing 100 cities in terms of urbanization, with three cities in top the 10. Globally, despite the worldwide economic slump, the personal care market in India has been growing at 13 percent per annum.

The personal care product market is valued at USD 5.7 billion; its wellness service market was assessed at USD 2.9 billion in 2010. The personal care industry is directly aligned to the demographics of the region that it serves. With the median age at 25 years, India is among the world’s youngest nations, as compared to 43 years in Japan and 36 years in the US. In addition, the country’s population base of 1.2 billion is estimated to rise to 1.5 billion by the end of 2030. Urbanization will also increase by 45 percent in the next 30 years.

In recent times, Indian consumers have been looking for newer shopping experiences and products. Consumer concentration has shifted from traditional offerings to new generational ones; for instance, demand for soap cakes has shifted to liquid soaps, and shaving creams to foams and gels. It is quite evident that the cosmetics and toiletries industry in the developed markets is close to saturation and growth has slowed down. Meanwhile, countries such as India, with its growing economy, offer a lucrative market for large multinationals. As per a recent study by the Confederation of Indian Industries (CII), the Indian color cosmetics and skin care markets have been increasing for the last two years and have recorded a growth rate of 20 percent in 2010. Consequently, this market has already experienced the entry of several brands, including MAC Cosmetics, Channel, Givenchy, Versace, Red Earth, The Body Shop, Christian Breton, ArtDeco and MAX Factor. Several of the foreign players are expanding; for instance, Baccarose is expanding its Parcos brand cosmetics stores, as are the MKP and Cosmos brands.

According to some researchers the Indian personal care industry will witness 25 percent growth rate in the next few years. The Emerging Market Forum declared that the per capita income of India is expected to increase about 18 times by 2039, while disposable income for households is estimated to grow three times by 2025. Globalization, rise in incomes, greater awareness about self needs and a change in consumption patterns of households are the accelerating factors behind this rapid growth.

However, even with double-digit growth rates, penetration of cosmetics and toiletries products is very low. Current per capita expenditure on cosmetics is about USD 1, compared to USD 36.65 in the other Asian countries. This low market penetration for cosmetics and personal care products offers an immense opportunity. India’s B and C class towns have mass-market product users and are yet to see much focused approach from vendors. This is a segment that presents a big opportunity for brands both national and international. The second big opportunity is that some major European cosmetic retailers are looking for distributors and third-party manufacturers to set up joint ventures in the country. In fact after China, India is being seen as a strong manufacturing hub and a good source for natural ingredients. The country’s personal care sector is characterized by high volumes and low prices of cosmetic products. The ultimate winners would be those that ensure better value offerings to meet the needs of the Indian consumer.

The baseline for the optimistic future outlook of the Indian cosmetics industry is that, there has been a rise in variety of products offered by the industry players. Moreover, the companies have started opting for online retailing and are offering specialized products to generate revenue from all the corners. Rising usage of Cosmeceuticals and Nutricosmetics by the Indian consumers will also pave way for the Indian cosmetics market during the forecast period.

Size of the Industry | The size of Indian Cosmetics Industry globally is $ 274 billion, while that of the Indian cosmetic industry is $ 4.6 billion. | Market Capitalization | According to analysis and figures given by the Confederation of Indian Industries (CII), the total Indian beauty and cosmetic market size currently stands at US$950 million and showing growth between 15-20% per annum. | Output per annum | Industry sources estimate a rapid growth rate of 20% per annum | Percentage in World market | The overall beauty and wellness market that includes beauty services stands at about US$2,680 million, according to CII estimates. |

CHAPTER 6-

APPLICATION OF BCG MATRIX

, PROTERS 5 FORCES, MCKENZIES 7’S ON THE BRAND.

CHAPTER 7-

COSTING AND PRICING ANALYSIS OF FAIR & LOVELY-

PRODUCTS | PRICE (IN RUPEES) | FAIR & LOVELY FAIRNESS CREAM | 45-50 | FAIR & LOVELY HERBAL CREAM | 48-52 | FAIR & LOVELY FACIAL FACE WASH | 80-150 | FAIR & LOVELY UNDER EYE CREAM | 120-170 | FAIR & LOVELY MENZ ACTIVE | 55-120 | FAIR & LOVELY ANTI MARKS | 50-55 | FAIR & LOVELY BODY FAIRNESS MILK | 70-90 |

CHAPTER 8-
CONSUMER BEHAVIOUR ELEMENT RELATED TO THE BRAND
EXTERNAL INFLUENCERS- * CULTURE * SOCIOECONOMIC LEVEL * REFERENCE GROUPS * HOUSELHOLDS

INTERNAL INFLUENCERS- * PERSONAL NEEDS AND MOTIVES * EXPERIENCE * PERSONALITY AND SELF-IMAGE * PERCEPTION AND ATTITUDE

THE HISTORY BRAND AMBASSADORS AND THEIR PROFILING.
JUHI CHAWLA (FAIRNESS CREAM)
YAMI GAUTAM (FAIRNESS TREATMENT)
ROHIT SHARMA (FACE WASH)
VIRAT KOHLI (MAXX FAIRNESS)
HEMA MALINI (ANTI AGEING)
ADITI SHARMA (FAIR & LOVELY MULTI VITAMIN)
KIRAT BHATTAL (MULTIVITAMIN)
ASIN
SALMAN KHAN

CHAPTER 9-
BRAND POSITIONING AND REPOSITIONING AND THE REASON FOR IT
Fair and Lovely' would not be a commercial success if it was not advertised, but it’s not "being known" would not change the class structure of Indian society and the high societal value it places lighter skin tones.

Fair & Lovely has been maintaining its’ millions of young women/ customers trust and perceived value toward brand and ruling the fairness cream market in India.

Fair & Lovely has 3 types of positioning

1. Value Positioning 2. Benefits driven positioning 3. Problem/Solution positioning

(1) VALUE POSITIONING-

Many of the organizations Business Efficacy works with try to win in the marketplace through sales and service differentiation. Their products and services have minimal competitive advantage. The threat to profitability and growth is too great to allow price to be a primary competitive strategy, so sales and service excellence is a must.

It is perplexing to us that so many organizations invest little time to make sure each individual communicates and demonstrates true differentiated value. Little time is devoted to investigating what the competition positions as their differentiated value. Here is a typical example of the problem.

Today customers hear from salespeople that their organization focuses on building and maintaining customer relationships. This no longer is perceived as a differentiated value. It is unlikely that any customer grants an appointment with anyone who just positions relationship as a competitive value.

A value would be positioning how this is actually accomplished. This is called differentiation skill, value positioning. Every sales and service person must be great at positioning what is different about their organization. They must position this differentiation repeatedly and under all customer situations. Through constant and consistent positioning, differentiation is leveraged into competitive advantage. This helps drive unit sales and profit margin growth in competitive markets.

A value positioning is a promise of value to be delivered and a belief from the customer that value will be experienced. A value proposition can apply to an entire organization, or parts thereof, or customer accounts, or products or services.
Creating a value proposition is a part of business strategy.
Developing a value positioning is based on a review and analysis of the benefits, costs and value that an organization can deliver to its customers, prospective customers, and other constituent groups within and outside the organization. It is also a positioning of value, where Value = Benefits – Cost.
FAIR N LOVELY-

(2) BENEFITS DRIVEN POSITIONING-

Benefit positioning is common when a brand offers one or more superior benefits relative to competition, or when a particular benefit is a major selling point to a target customer group. Example- Goalsetter is a leading provider of recreational basketball hoops purchased by individuals and fitness centres. Its products are significantly more expensive than other hoops, but the brand is known for extremely durable products backed by strong warranties.

FAIRN LOVELY-

(3) PROBLEM/SOLUTION POSITIONING-

As the name implies, problem/solution prompts show the consumer how a sticky situation can be relieved quickly and easily with the brand or service. What problem/solution campaigns lack in imagination, they usually make up for in directness and credibility. For example, frozen meals cut meal preparation time to minutes. Detergents and cleansers also make good use of these prompts.

FAIR & LOVELY-

REPOSITIONING-

The ads, just launched, speak of this very attribute – “clear fairness”. The product has a new tagline - gorepan sa kahi zyaada, saaf gorapan. This is in stark contrast to taglines earlier, which at different times have been zindagi roshan kare and badle aap, badle zindagi - all of them playing up how fairness could change one’s destiny.
The revamp of the product was necessary as competition is also heating up in the segment. CavinKare, for example, has just repositioned its decade-old skin cream brand Fairever to raise its market share to 10 per cent- plus this year. After two years, the brand, in the process of a makeover, has been re-positioned in the market. While actor Asin will be the brand ambassador across all markets, Fairever now talks about “saffron whitening essence” and has introduced a fairness indicator that will measure the degree of fairness variance over a period of time.

CHAPTER 10-
COMPETITORS ANALYSIS INCLUDING MARKET SHARES (COMPETITION), BRAND RANKINGS/ SUPERBRANDS, INTERBRANDS EVALUATION.
Fair & Lovely sice its launch has been a synonym for skin lightning and withheld its top most position in skin fairness

CHAPTER 11-
RECOMMENDATIONS FOR BRAND TO ACHIEVE TOP OF MIND 1,2,3 RECALL STATUS
TOP OF MIND RECALL-
The image, sound, name, brand or attribute that comes to mind immediately when asked about products or brands in a category enjoys the highest 'top of the mind recall' with the consumer. Top of the mind recall usually means the consumer is more aware, and hopefully, buys more of the product than alternative products when faced with a vast array of similar products.

Such products or brands have every possibility of lasting longer in the market place, giving the company a long revenue stream from it. A high top of the mind recall also helps in brand extensions. Every campaign by a client and advertising agency aims to create the top of the mind recall in consumers. Once recall is established, it's usually less expensive to advertise the product.
Example-
Sustained advertising to the public and trade creates top of the mind recall. Every media may be used - print, radio or TV. It can either be created by a vast and expensive advertising blitz or may be created over a long period of time, using limited resources and media exposure. But most importantly, selecting the right media for advertising goes a long way in creating top of the mind recall. For example, in rural areas, wall hoardings and paintings will be a better medium than newspapers.

In today's age when the media channels have multiplied many times, creating recall is easier, but not always successful. For example, Coke and Pepsi advertise everywhere, anytime, anywhere, thereby equating soft drinks with their brand names. Endorsement by celebrities also creates top of the mind recall. However, just as top of the mind recall can be favourable for the product, it's just as easy to lose it to a competitor who is more aggressive or relevant.

CHAPTER 12-
WHAT IS THE FUTURE COURSE OF ACTION FOR BRAND ACCORDING TO YOU.
Fair & Lovely since its launch has been a synonym for skin lightning and withheld its topmost position in the skin fairness products category giving tuff competition to various national and international brand available in the market. In the present volatile marketing environment brand obsolesces is a common phenomenon whereby a brand follows the product life cycle phase of introduction, growth, maturity and decline. Fair & Lovely even after 33 years of its market introduction still manages 53% market share in its product category making it worlds number 1 fairness cream is worth appreciating yet quite surprising. The credit goes to exceptional advertisement and positional effort of brand which in short the brand kept on evolving with the changing time the catch the eye of the changing consumer needs and preference but at the same time ensuring that the core brand association of providing tangible fairness without any side effects does not get diluted. Besides this basic functional benefits to emotional appeal of fair n lovely underwent metamorphosis from promising a good life partner to a bright future which is manifested by Fair & Lovely foundation established in 2003 that aims to empower and educate underprivelaged girls.
All seems well for Fair & Lovely but the primary brand association of fairness and faminity has restricted the brand to a particular product category. Fair n lovely menz active is not so popular in the market because Fair & Lovely is assumed to be meant for females and the name Fair & Lovely menz active seems weak because males are not expected to look lovely like ladies. The brand needs to come up with some solutions of this problem. Also a thorough brand introspection must be carried out which help in future brand extension plans and lives up to its own image by rescripting its own destiny.

BIBLIOGRAPHY AND REFERENCES