Marketing Plan - Lifebuoy

Marketing Plan – Lifebuoy

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1. Executive Summary: Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Pond‘s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall‘s and Pureit. The Company has over 16,000 employees and has an annual turnover of around Rs. 21,736 crores (financial year 2011 - 2012). HUL is a subsidiary of Unilever, one of the world‘s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about €46.5 billion in 2011. Unilever has about 52% shareholding in HUL. In order to overcome with the market challenged faced by Lifebuoy, it would be essential to have both the communication and marketing objectives. The main objectives of the marketing plan are to increase the market share of toiletry products especially for Lifebuoy by 5%, to reduce the effect of competition for its Lifebuoy band and to recover the loss of sales occurred in past two years for Lifebuoy.

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2. About the Company: In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG). In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. Since the very early years, HUL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, without any constraints on production capacity. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies.

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Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994, KimberlyClark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB Group and the Dollops Icecream business from Cadbury India. As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired. Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Speciality Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the

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company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods. In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports. HUL launched a slew of new business initiatives in the early part of 2000‘s. Project Shakti was started in 2001. It is a rural initiative that targets small villages populated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of ‗Pureit‘ water purifier in 2004. In 2007, the Company name was formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in 2008. On 17th October 2008 , HUL completed 75 years of corporate existence in India. In

January 2010, the HUL head office shifted from the landmark Lever House, at Backbay

Reclamation, Mumbai to the new campus in Andheri (E), Mumbai. On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in India at New Delhi. In March, 2012 HUL‘s state of the art Learning Centre was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai. In April, 2012, the Customer Insight & Innovation Centre (CiiC) was inaugurated at the Hindustan Unilever campus at Andheri, Mumbai

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3. Situation Analysis: SOSTAC analysis enabled the marketer to analyze the overall market situation and ensure the right marketing strategy and objective for improving the market condition of a particular product. The purpose of conducting this analysis is to analyze the present market state of lifebuoy along with the marketing and communication objective and suggested the planning & strategies to improve its overall market performance (Doutt, 2007). A changing trend of consumer habits has brought into the significant change in the consuming habits. Apart from this the increasing competition in the toiletry products turned into the tough situation to grow the brands. In terms of sales and demand the company has lost out its market share significantly for its Lifebuoy brand, however the competitors‘ brand has grown up. HUL does not have any strategies in place to overcome with its brand Lifebuoy. The declining share of the company does not fit into the articulated objectives of the company. Competition is the major challenge for the company as it impact on the brand development of the company. The erosion of Lifebuoy is taken place form the major brand such as Dabur India, Marico, Johnson & Johnson, Procter & Gamble and Reckitt Benckiser. Due to such competition the company has lost its market share an average by 2.9% in toiletry products (Posthuma, Roehling and Campion, 2006). Internal Analysis: It is essential to understand the internal strength and weakness of the company for its toiletry soap brand. A SWOT analysis of HUL‘s toiletry brand lifebuoy is presented below: Strengths  Lifebuoy is a strong brand in the toiletry product portfolio of HUL with low prices than other brands available in the market, quantity and variety  HUL has its own innovation aspects  HUL has good presence of distribution network in both the Urban and rural areas  3500 Distributors  800 million current customers‘ base  16 million outlets worldwide  Substantial R&D division  Skilled workforce and CSR initiatives

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Weaknesses  Low brand awareness among consumers  Poor communication strategy for explaining benefits of using brand  Poor retail promotions  No competitive advantage Opportunities  A high potential of customer base with a billion of population  A large base of unexplored rural market  Change in the lifestyle and significant increase in the disposable income  Increasing awareness towards health Threats  Intense competition from other large brands  Threat from the local toiletry product manufacturers  Increasing cost of raw material (Source: http://www.thehindubusinessline.com/catalyst/2010/07/22/stories/2010072250020100.htm) Micro Environment Analysis: Micro analysis enables the marketers to understand the internal as well as external forces which may have impact on the marketing and communication strategy of the company though these are controllable. The micro analysis of market for HUL is presented using Porter‘s five forces model. Industry Rivalry: In the personal care products and toiletry market there are large number of players with strong brands such as Dettol, Cinthol, Liril, Rexona and Nirma. The major competitors of HUL are Godrej Consumer Product, Wipro Limited and Reckitt Benckiser. Therefore industry rivalry power is high. Buyer Power: Consumers in the FMCG products hold strong power since these are low involvement products and

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any one in the household could be the purchase decision maker. Further the increasing awareness of consumers for health also diverted the toiletry soap market towards a strong potential. Therefore buyer power is high. Supplier Power: As the soap market in India is very and also there are lot many suppliers available in the market to supply raw material for soap manufacturing. This material is also easily available in the market. Therefore the supplier power is low. Threat from New Entrant: In the Indian FMCG market there are many large and small payers who already captured substantial market share of toiletry and soap products. It would be difficult for a new player to enter into the market. Therefore the threat from new entrant is low. Threat from Substitute: The only alternative solution to soap is liquid wash products and HUL has already launched all SKUs of Lifebuoy in the market. Toiletry soap cannot be replaced by any other product therefore threat from substitute is also low. (Source: http://www.thehindubusinessline.com/catalyst/2010/07/22/stories/2010072250020100.htm) Macro Environment Analysis: The macro environmental analysis enables the marketing manager to understand the external environment which may have greater impact on marketing and communication plan. Also the impact from such factors cannot be eliminated though it can be minimized. A PESTEL framework has been presented to analyze the macro environment for HUL. Political Factors: Political stability in India is highly volatile due to which there always is a threat for the companies regarding the change in policies, laws and regulations. Also the prices of oil used for manufacturing soaps have been increased significantly in past three years with which the companies are struggling with the cost and profit. Apart from this the tax policies for FMCG products manufacturing companies are stringent despite the fact these are low margin products. Therefore the political factor may have greater influence on company strategy.

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Economic Factors: Inflation rate increment has also impacted the purchasing power parity with which it is difficult for the FMCG companies to make a balance between their cost and revenue. Therefore the socio economic factors have greater influence on consumer demand which consequences the impact on marketing strategies of the company (Kotler and Fox, 2007). Socio Cultural: The changing consumption pattern of customers and increasing awareness towards the health has diverted the consumer demand into more sophisticated hygiene products. Apart from this the rising disposable income has converted the consumers into more demanding phase where they expect high quality products including hygienic factors (Doherty, 1993). Environmental Factors: Environmental issues also a challenge for the company to maintain low pollutants in their products. The usages of harmful chemicals which may impact on environment also need to be maintained by the company. Companies are minimizing the use of such chemicals under their corporate social responsibility initiatives. Therefore environment is also challenging factors for FMCG companies (Graves & Moran, 1995). Technological Factors: Technological innovation in various business processes and continuous up-gradation in technology has created a substantial phase of challenge for the companies since it needs huge investment in IT infrastructure to compete with market challenges. Therefore technological factors also have greater impact on the planning process and financing related decisions (Dey, 2006). Legal Factors: As discussed in the political section, instability of political environment is a threat for the companies towards change in the laws and business policies. Taxation and corporate laws are the same for all the companies therefore does not have much impact on marketing and communication strategy of the company (Mintzberg, 2004).

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4. Market Opportunity and Issues: Opportunities 

A high potential of customer base with a billion of population



A large base of unexplored rural market



Change in the lifestyle and significant increase in the disposable income



Increasing awareness towards health

Issues 

Intense competition from other large brands



Threat from the local toiletry product manufacturers



Increasing cost of raw material

5. Objectives: In order to overcome with the market challenged faced by Lifebuoy, it would be essential to have both the communication and marketing objectives. Each of the objectives is listed below: Marketing Objective: 

To increase the market share of toiletry products especially for Lifebuoy by 5%



To reduce the effect of competition for its Lifebuoy band



To recover the loss of sales occurred in past two years for Lifebuoy

Communication Objectives: 

Increasing the brand awareness by 80% in next six months among the target customers the company (Please refer to the Appendix ‗B‘ for new customer profile for HUL Lifebuoy)



To communicate the benefits of using lifebuoy



To communicate the attributes, functionalities and benefits of lifebuoy

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6. Marketing Strategy: HUL will increase the advertising efforts to reach the maximum target audience by means of various advertising modes. A redesigning of advertising campaign is essential since the company has lost its market share in the toiletry products such as Lifebuoy due to the in adequate communication among the target audience and poor explanation of its benefits. The company will also tie up with the health association to promote Lifebuoy as a safe and secure soap for daily use. In addition to this the company will receive the certification which will be the proof of what HUL is promising about the benefits of using Lifebuoy. A complete strategy implementation will be done based on the following three steps: 

Neutralizing the impact of competition



Increasing the brand awareness and communicating its benefits



Acquisition of new customers

Tactics: HUL will re-launch the marketing and communication campaign for Lifebuoy. The main focus of the campaign would be to communicate the benefits of the lifebuoy to the target audience. Furthermore HUL will hire a market research consultant to undertake a small market research campaign to understand the current perception and views of customers towards using lifebuoy. The results obtained through market research will be screened twice by the marketing and advertising teams and accordingly integrate it into the campaign. Small events will be organized in hospitals and clinics to promote the brand and increase the awareness (Barry and Straussman, 2009). 7. Target Markets: Urban, semi urban and villages will be the main target for the company 8. Positioning: The targeting market for lifebuoy is all households who can afford buying soap and who want to fulfill everyday need that provides them and their family with a 100 anti bacterial solution and complete protection from all germs bacteria and cleanliness from dirt Lifebuoy belief that children are the potential agent for change and imparting education on the importance of hand washing with soap will enable them to adopt early habit in life. Lifebuoy soap is a very old brand of bath soap in India, Life Buoy is an anti bacterial soap and in the beginning it positioned itself on its

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antibacterial qualities, lifebuoy gained a number of customers with this positioning, but then there comes the competition with the Dettol soap.. All this put Lifebuoy out of lime light and to survive in market, Lifebuoy positioned itself on price it became low price antibacterial soap. This strategy may have boosted short term sales of Lifebuoy but it lost its brand value and credibility in the minds of customers. Lifebuoy needed to reposition itself on quality rather than price. 9. Marketing Mix: PRODUCT: A product is anything that can be offered to a market to satisfy a need or want. Products that are marketed include physical goods, services, experiences, events, persons, places, properties, organizations, information and ideas. Product Classification · Lifebuoy is a Tangible, Non Durable Good on the basis of this classification. · Lifebuoy and other soaps fall into the category of Convenience Good PRODUCT STRATEGIES: ―Placing a brand in that part of the market where it will have a favorable reception compare with other brands‖. Unilever position Lifebuoy when come in red colors as a brand of low income group. They choose their segment and position their brand according to the needs and wants of the segments. This segment wants long life of the soap and the chemical formula of Lifebuoy enables it to have long life. PRODUCT REPOSITIONING STRATEGY: Due to competition, Unilever has to reposition its brand Lifebuoy because the needs and wants of people are changed. Unilever should revise its marketing mix to reposition Lifebuoy. Now they are targeting whole India by the advertisement ―Healthy Hoga Hindustan‖. They position their brand for the health conscious people. In repositioning they changed the shape, color and the attributes of the Lifebuoy because want this kind of changes and they do this through environmental scanning.

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PRODUCT OVERLAP STRATEGY: Unilever is also using Overlap strategy between Capri and Lifebuoy. The potential customers move from Capri to Lifebuoy and from Lifebuoy to Capri. In this way they are keeping the potential customers with themselves. PRODUCT SCOPE STRATEGY: Single Brand: Unilever is using single brand strategy when Lifebuoy came in traditional red color and use by lower income group. Multiple Brands: In order to attain the whole market Unilever has introduced Lifebuoy shampoo to capture more growth and profits. PRODUCT DESIGN STRATEGY: Deals with the standardization of the product. Unilever is using two of product development strategies. Standard product: Unilever is offering a standard product of Lifebuoy soap and shampoo by standardized packaged product. Customized product: In case of Lifebuoy shampoo different sizes are available, customers use according to its requirements from 200ml bottle to 5ml sachet pack since there is no one time consumption. PRICING STRATEGIES: Market penetration is the name given to a growth strategy where the business focuses on selling existing products into existing markets. Market penetration seeks to achieve four main objectives: Secure dominance of growth markets · Restructure a mature market by driving out competitors; this would require a much more aggressive promotional campaign, supported by a pricing strategy designed to make the market unattractive for competitors

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· Increase usage by existing customers – for example by introducing loyalty schemes Fast Moving Consumer Goods (FMCG) like lifebuoy shop has to be 1) Strong distribution channel 2) Minimum profit margin 3) Simple marketing message 4) Lesser-priced packs to increase affordability 5) Packaging in smaller units and localized design that attracts consumers 6) Convenience of storage while use 7) Thorough knowledge of the village psyche In brief, the strategy revolves around what attracts consumers to a product. PROMOTIONAL STRATEGIES: Successful promotion campaigns don't happen by chance. To realize goals, promotional products programs must be carefully planned, taking into consideration the audience, budget and, of course, the ultimate result to be gained. 1. Define a specific objective. 2. Determine a workable distribution plan to a targeted audience. 3. Create a central theme. 4. Develop a message to support the theme. 5. Select a promotional product that bears a natural relationship to your profession or communications theme. 6. Don't pick an item based solely on uniqueness, price or perceived value. Don't fall prey to the latest trends or fads. The most effective promotional products are used in a cohesive, well-planned campaign. Sales promotions are non-personal promotional efforts that are designed to have an immediate impact on sales. Media and non-media marketing communications are employed for a predetermined limited time to increase consumer demand, stimulate market demand or improve product availability. Lifebuoy is promoting its product using these kinds of promotional techniques Consumer sales promotion techniques:

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The different consumer sales promotion techniques used by Lifebuoy are Price deal: A temporary reduction in the price, such as happy hour. Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage marked on the package. Price-pack deal: The packaging offers a consumer a certain percentage more of the product for the same price (for example, 25 percent extra). Coupons: coupons have become a standard mechanism for sales promotions. Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for delivery. Rebates: Consumers are offered money back if the receipt and barcode are mailed to the producer. Contests/sweepstakes/games: The consumer is automatically entered into the event by purchasing the product. DISTRIBUTION STRATEGIES: Movement of goods and services from the source through the distribution channel, right up to the final consumer, or user and the movement of payment in the opposite direction, right up to the original producer or supplier Chanel of Distribution: A distribution channel can be as short as being direct from the vendor to the consumer or may include several inter-connected (usually independent but mutually dependent) intermediaries such as wholesalers, distributors, agents, retailers. Each intermediary got the items at one pricing point and moves it to the next higher pricing point until it reaches the final buyer also called channel of distribution or marketing channel. The Importance of Distribution: Most producers use intermediaries to bring their products to market they try to develop a Distribution channel to do this. A distribution channel is a set of Interdependent organizations that help make a product available for use or consumption by the consumer or business user. Channel intermediaries are firms or individuals such as wholesalers, agents, brokers, or retailers who help move a product from the producer to the consumer or business user. A company‘s channel decisions directly affect every other marketing decision. Place decisions, for example, affect pricing. Marketers that distribute products through mass merchandisers such as Wal-Mart will have different pricing objectives and strategies than will those that sell to specialty stores. Distribution decisions can sometimes give a product a distinct position in the market. The

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choice of retailers and other intermediaries is strongly tied to the product itself. Manufacturers select mass merchandisers to sell mid-price-range products while they distribute top-of-the-line products through high-end department and specialty stores. The firm‘s sales force and communications decisions depend on how much persuasion, training, motivation, and support its channel partners need. Whether a company develops or acquires certain new products may depend on how well those products fit the capabilities of its channel members. Some companies pay too little attention to their distribution channels. Others, such as FedEx, Dell Computer, and Charles Schwab have used imaginative distribution systems to gain a competitive advantage. Functions of Distribution Channels: Distribution channels perform a number of functions that make possible the flow of goods from the producer to the customer. These functions must be handled by someone in the channel. Though the type of organization that performs the different functions can vary from channel to channel, the functions themselves cannot be eliminated. Channels provide time, place, and ownership utility. They make products available when, where, and in the sizes and quantities that customers want. Distribution channels provide a number of logistics or physical distribution functions that increase the efficiency of the flow of goods from producer to customer. Distribution channels create efficiencies by reducing the number of transactions necessary for goods to flow from many different manufacturers to large numbers of customers. This occurs in two ways. The first is called breaking bulk. Wholesalers and retailers purchase large quantities of goods from manufacturers but sell only one or a few at atime to many different customers. Second, channel intermediaries reduce the number oftransactions by creating assortments providing a variety of products in one location—sothat customers can conveniently buy many different items from one seller at one time. The transportation and storage of goods is another type of physical distribution function. Retailers and other channel members move the goods from the production site to other locations where they are held until they are wanted by customers. Channel intermediaries also perform a number of facilitating functions, functions that make the purchase process easier for customers and manufacturers. Intermediaries often provide customer services such as offering credit to buyers and accepting customer returns. Customer services are oftentimes more important in B2B markets in which customers purchase large quantities of higher priced products.

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Existing strategy: Unilever uses a lot of distributors and retailers to supply its products in each market where the final customer might reasonably look for it. While appointing a distributor for a particular area, management uses its own judgment to select such a person that has a potential to operate effectively. Unilever uses an intensive distribution strategy for lifebuoy soap while at the same brand but in shampoos category it introduces only extensive strategy. Unilever did not fight for the better shelf space for lifebuoy soap. Lifebuoy is targeting middle and low income consumers so shelf space is not important our main focus is on intensive distribution and ideal price with some innovation. 10. Review and Control: Control planning is essential for the marketing manager to ensure that every strategy is aligned and implemented as per the plan and take appropriate action as in case of any contingency. In order to determine the effectiveness of marketing and communication plan, the marketing manager will review the weekly sales report and supply & demand analysis. A pre and post monitoring of each planned activity will be undertaken to minimizing the failure of the plan (Haines, 2005). 11. Marketing Organization: Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL has about 15,000 employees, including over 1400 managers. The fundamental principle determining the organisation structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company‘s nationwide operations. The Board of Directors as repositories of the corporate of HUL act as a guardian to the Company as also the protectors of shareholder‘s interest. · Mr. X - Chairman · Mr. Y - CEO and Managing Director · Mr. Z - Chief Financial Officer · Mr. A - Executive Director, Home & Personal Care · Mr B - Executive Director, Supply Chain

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12. Contingency Plan: In evaluating this multimarket strategy, one comes to know that Unilever is well using its product of Lifebuoy in promoting its business. It has diversified that brand into different categories to capture every part of the market. This strategy is helping Unilever in a way that due to variety of products it not only saves the existence of a single product but also saving other products which are complement to it. Lifebuoy has more than a life of 100 years, providing Unilever a key support in all of its brand buckets. Unilever knows the significance of its brand therefore it has globalized this product by making it an international brand. It has made it available in Asia and Africa where it is used by those people who have a daily income of less than 1 $. So Lifebuoy is well in line with its goals and objectives providing hygiene and health solutions that enable people to lead a life without fear of hygiene anxieties and health consequences.

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