Garnier Fructis – Innovation

LOreal Garnier Fructis oil color+Shampoo Introduction LOreal, the French cosmetic giant has become one of the leading players in the salon w ars sector in India. It marks its presence with a portfolio of 15 brands that grew over the span of nigh two decades in the Indian merchandise place, having an annual growth rate of 30 percent with a marketplace share of 10 percent in the urban area. These different brands were launched in order to cover different product categories. The mass consumer brands LOreal Paris, Garnier and Maybel occupancy New York luxury brands Yves Saint Laurent, Kiehls, Ralph Lauren, Giorgio Armani, Diesel and Lancome professional brands LOreal Professionnel, Matrix, Kerastase and Keraskin esthetics and pharmacy brands Vichy and La Roche-Posay. (premiumbeauty cuttings. com, 2012). With almost 750,000 points of sale in both the traditional network as swell as in the modern supermarket network, the brand Garnier has successfully become the leading multi-cate gory beauty brand in India.Launched in 1991, this global brand understood the dynamics of the Indian market and was able to craft a special place for itself. Even though Garnier is positioned as a premium, nature-based and innovative brand, it is priced reasonably targeting at both, the hurrying and middle socio-economic classes. Worldwide, LOreal is famous for its product foot and this trait is healthyly portrayed in Garnier done its continuous new product launches. This also creates excitement amongst the consumers to try out the new innovative personal care products, leading to brand loyalty.Garnier has two sub-brands Garnier Fructis and Garnier Ultra Doux. Garnier Fructis almost immediately created a very strong bond with the consumers since it was positioned as a fruit based brand. The Indian consumer is happier using natural based products compared to the chemic based ones. Under this brand, a revolutionary product was launched in the year 2010 Garnier Fructis Oil+Shampo o that took the pilus care market by storm. In this report, LOreals innovation and new product learning models are explained in respect to their Garnier Fructis Oil+Shampoo product.Innovation Model According to LOreal Indias mind operating officer, Mr. Dinesh Dayal, for this kind of success, the most essential factor is to yield the right kind of innovation, which was achieved through with(predicate) a blend of aggressive market research, intuition and the power of their global R&D. Along with the three briny drivers of innovation for LOreal, i. e. active ingredients, grooming and evaluation research has always been the main crux for the troupes growth. When it comes to creating cosmetic products, science is the main driver of innovation.An advanced research for discovering new active ingredients is conducted, where scientific knowledge about skin and cop around the world is gathered, after which formulation systems are true and adapted by various brands including Garnier aro und the world. For the Fructis Oil+Shampoo launch in the Indian market, the product is formulated using three oils as its key active ingredients, i. e. Olive oil for deep diet of the roots, Avocado oil for nourishment of the hair fiber and making it supple and Shea oil for softening the surface.Once the formulation has been complete, the transition from the molecule to finished product is done after demonstrating the products safety and whether it is scientific tout ensembley effective. nevertheless quite an than managementing entirely on scientific research, LOreal believes in research that listens to consumers. They aim to nurture innovation through a ceaseless dialog between science and marketing. Thus, in order to discover and give out beauty habits of international consumers, the International Department of Studies and Consumer Insights was created.Garnier realized that in India, in order to nourish their hair, women extensively believed in the beauty ritual of oiling the ir hair, followed by a scalp massage and shampoo. The current fast-paced times seemed to be moving away from this ritual as it is time-consuming. This became a source of inspiration for the 2-in-1 formula of hair oil and shampoo by Garnier. This is what Indias head of operations c solelys as Indo-vation Innovation specifically for the Indian market. In order to understand the global consumers of LOreal, they strengthened their global presence in half dozen regions Europe, United States, Japan, China, Brazil and India.This enabled LOreal to come closer to their global market, as well as to contact the wealth of specific scientific and marketing knowledge of each region. In India, LOreal has its product instruction center in Mumbai from where it studies the specifics of hair and skin types of the Indian consumers, as well as their expectations and beauty routines for all its brands including Garnier, and an advanced research center in Bangalore where it screens its active ingredi ents to address scalp concerns, hair breakage and pigmentation disorders.According to jean Paul Agon (Chairman, LOreal Paris), opening a research and innovation center in Mumbai was in line with the companys universalization outline in order to adapt to the cultural specific needs for all its global brands. Further, LOreal abides by the principles of sustainable and responsible innovation on a daily basis. ingathering safety is an absolute priority for this cosmetic giant, and has contributed massively to the study of toxicology due to its constant scientific commitment. The aggroup at the Ultramodern Global Center is responsible for the beneficial and undesirable effects of all the ingredients.Unlike Pantene, headway & Shoulders and Herbal Essence shampoos available in the Indian market, Garnier Fructis Oil+Shampoo does not use subtle chemicals such as Methylchloroisothiazolinone, a preservative causing harmful effects on the skin as well as the immune system and Ammonium Chlo ride which is harmful when swallowed and causes serious eye irritation. Instead, this product uses typeset extracts such as Pyrus Malus and Peel extracts. Also, LOreal makes sure that its products have minimum concern on the environment throughout their entire life cycle.For this purpose, all the raw materials are under constant monitoring for environmental indicators. LOreal stopped animal examination in 1989 and plans to terminate human biopsy for testing clinical effectiveness in the near future. New Product Development Model LOreal operates in a very turbulent and volatile fashion industry, making the product life cycles very short. But according to Crawford (1988), an early entry of new product may result in the development of a new market and long term market dominance. Garnier Fructis Oil+Shampoo is one such product.Based on Ansoffs (1965, 1968) directional policy matrix, LOreal implemented the product development strategy, catering to the Indian market with a new product, i. e. 2 in 1 oil and shampoo. New product development enables LOreal to earn increased value for the company through a superior market share. The company believes in creating innovative products which are not only differentiated but also satisfy different segments in the international market. Before launching a new product, the company has to ensure that the product is based on the consumers preferences and is ifferentiated from any other product in terms of its formula/innovation. Once such an conceit is generated by market research, R&D takes over. Once completing the R&D extremity, the market veracity is observed and different ways of marketing the product are employed. A companys throw would be shattered if there if any negligence in this context, resulting to product liveures upon launch. Therefore the complex process of new product development has a direct impact on LOreals prestige. LOreal invests heavily while launching any new product and be certain about its effective ness, practicality and marketability of these products.Thus, onward commercialization of Garnier Fructis Oil+Shampoo in the Indian market, an intensive market research was done in order to identify the beauty ritual of oiling the hair prior to shampooing and how through R&D, this finding was converted into an effective molecular formula, later supported by a screening test and eventually passageway through the market testing stage. Conclusion According to Wang and Von Tunzelmann (1997), rather than R&D, marketing perceives a more(prenominal) critical role in the positioning of a new product in any market segment.In context of the Garnier Fructis Oil+Shampoo launch, it is a product that was never thought of earlier by the Indian consumers, thus making it difficult to believe in. Fundamentally, shampoo is used against oil and these are two products are not supposed to work together. Since the time factor prevents the consumers from using both oil and shampoo at the same time, Garni er has tried integrating the north-pole and the south-pole. They are trying to combine two attributes having a negative family and trying to convince the consumers that there is a scope of redefining this relationship and making them work positively together.Once this strategy can get established, it may work as a powerful differentiator. Garnier now needs to focus on developing a story that is credible enough for the consumers to believe in. Regardless of whether the innovations by Garnier would fail or succeed in the market, they have managed to gain equity through its innovative products, heavy enthronization in brand promotion, strong distribution reach and premium positioning along with a snotty-nosed pricing strategy, creating a special place in the Indian personal care industry. References 1. 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