Marketing Mix of Lux analyses the brand/company which covers 4Ps (Product, Price, Place, Promotion)

and explains the Lux marketing strategy. As of 2020, there are several marketing strategies like
product/service innovation, marketing investment, customer experience etc. which have helped the
brand grow.

Marketing strategy helps companies achieve business goals & objectives, and marketing mix (4Ps) is the
widely used framework to define the strategies. This article elaborates the product, pricing, advertising
& distribution strategies used by Lux.

Lux Product Strategy:

The product strategy and mix in Lux marketing strategy can be explained as follows:

Lux is one of the leading global personal care and skincare brand. Going by the tagline of Lux, it is
promoted as a brand which provides products that bring out the best of beauty in people. As the name
signifies, Lux is considered to be an aspiring brand for the middle-class segment. Though the major focus
of Lux is on beauty soaps, it also deals with shower gels, hair conditioners and other bathing products.
Lux comes in various SKUs of size 40 gm, 90gm and 120gm with the options of various colours and
fragrances and has over 20 variants. Lux appeals to the younger set of people and primarily dominant in
the semi urban areas. Lux faces competition from various brands like Dove, Santoor, Vivel etc in the
beauty segment and other brands like Lifebuoy, Medimix in other segments. This gives an insight in the
product portfolio in the marketing mix of Lux.

Image: company website

Lux Price/Pricing Strategy:

Below is the pricing strategy in Lux marketing strategy:

Lux is a product which speaks to the middle class and target a large volume of customers. Lux is highly
economical and is positioned as an affordable Luxury soap for all. The price of the soap ranges from Rs 5
to Rs 40 for different SKUs. Lux focuses on being a cost leader and has adopted a competitive pricing
mechanism in its marketing mix so as to compete with other players and survive in the market. This is
further achieved by being a mass producer which has resulted in achieving economies of scale. The first
mover advantage that Lux had has resulted in it being a market leader in 5 countries. Thus the pricing
strategy of Lux soaps and gels has enabled the brand to retain its position as a market leader. The new
products or variants also launched by Lux are priced keeping in mind the consumer's purchasing power
and hence the brand always ensures its products are affordabl Lux Marketing Strategy comprises of not
only its Marketing Mix, but also segmentation, targeting, positoning, competition and analysis like
SWOT. Also read Lux SWOT Analysis, STP & Competitors

Answer to the question no-03.

Segmentation of lux

1. BY—PRIYANKA SINGH HR 6001 SRIYA HALDER HR 6003

2. Lux is geographically expanding itself-day by day lux being a brand of unilever is targeting India,
Thailand outh Africa, Pakistan, China, Brazil,Canada, North America, Western Europe, Srilanka,
Bangladesh, the Middle East.Lux is the market leader of India,Thailand, Brazil, South Africa.

3. Lux soap was launched in India in 1929 .Three in every five Indian consumers enjoy the luxurious
bathing pleasure of Lux during the course of a year.Target Area: Urban and Sub urban – Upper middle
and middle class people.Highest selling beauty soap in urban area (Ruralarea: Lifebuoy).

4. Demographic segmentation is dividing the market according to age, gender, occupation,education,

religion, income ,nationality, social class, race, family life cycle.

5. Demographically lux has targeted people all around the world of almost all ages because lux has a vast
range of beauty soaps, age miracle, whitening soaps, cleansing, and many more so lux is targeting
everyone. Gender: Female Age: 16-3 Expensive – Affordable. Income: Middle income group (Rs.15 to 20)
People of almost all ages plus lux is so affordable so women of any occupation (income) can easily buy
lux.

6. Market segmentation is done according to the occasions, benefits, user status, loyalty status and
attitude towards product.

7. Lux basically focus on inter-market segmentation (forming segments of consumers who have similar
needs and buying behavior even though they are located in different countries). Lux is trying to satisfy
the needs of buyers who have similar needs. LUX IS ALWAYS RELIABLE &TRUSTWORTHY.

8. Psycho graphic segmentation is dividing the market according to social class, life style and personality.
Lux has targeted almost all the classes because of its affordable price. LUX IS A BRAND THAT
APPRECIATES BEAUTY AND GLAMOUR.

Every company has its own distinctive personality, just like most humans do.

The personality of an organization is referred to as its culture. Organizational culture is invisible, though
a powerful force that influences the behavior of members of that group.

Organizational culture includes an organization’s expectations, experiences, philosophy, and values that
hold it together, and is expressed in its self-image, inner workings, interactions with the outside world,
and future expectations.
It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been
developed over time and are considered valid. It affects the organization’s productivity and
performance, and provides guidelines on customer care and services, product quality and safety,
attendance and punctuality, and concern for the environment.

Answer to the question no-05

.Unilever’s corporate mission – to add vitality to life – shows how clearly the business understands 21st
century-consumers and their lives. But the spirit of this mission forms a thread that runs throughout its
history, leading right back to the late 19th century.

In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap – his
revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. It was
‘to make cleanliness commonplace; to lessen work for women; to foster health and contribute to
personal attractiveness, that life may be more enjoyable and rewarding for the people who use
Unilever’s products’. This was long before the phrase ‘Corporate Mission’ had been invented, but these
ideas have stayed at the heart of Unilever’s business. Even if their language and the notion of only
women doing housework has become outdated. In a history that now crosses three centuries, Unilever’s
success has been influenced by the major events of the day – economic boom, depression, world wars,
changing consumer lifestyles and advances in technology. And throughout Unilever has created
products that help people get more out of life – cutting the time spent on household chores, improving
nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.

Balancing profit with responsible corporate behavior:

In the late 19th century the businesses that would later become Unilever were among the most
philanthropic of their time. They set up projects to improve the lot of their workers and created
products with a positive social impact, making hygiene and personal care commonplace and improving
nutrition through adding vitamins to foods that were already daily staples. Today, Unilever still believes
that success means acting with ‘the highest standards of corporate behavior towards its employees,
consumers and the societies and world in which Unilever lives’. Over the years Unilever has launched or
participated in an ever-growing range of initiatives to source sustainable supplies of raw materials,
protect environments, support local communities and much more. Through this timeline you’ll see how
Unilever’s brand portfolio has evolved. At the beginning of the 21st century, our Path to Growth strategy
focused Unilever on global high-potential brands and their Vitality mission is taking them into a new
phase of development. More than ever, Unilever’s brands are helping people ‘feel good, look good and
get more out of life’ – a sentiment close to Lord Leverhulme’s heart over a hundred years ago.

Answer to the question no-04

Leaders must appreciate their role in maintaining or evolving an organization’s culture. A deeply rooted
and established culture illustrates how people should behave, which can help employees achieve their
goals. This behavioral framework, in turn, ensures higher job satisfaction when an employee feels a
leader is helping him or her complete a goal.

Leaders can create, and also be created or influenced by, many different workplace cultures. These
differences can manifest themselves in a variety of ways, but not limited to, person culture and market
culture.

How members of an organization conduct business, treat employees, customers, and the wider
community are strong aspects of person culture and market culture.

Person culture is a culture in which horizontal structures are most applicable. Each individual is seen as
more valuable than the organization itself. This can be difficult to sustain, as the organization may suffer
due to competing people and priorities.

Adaptive cultures value change and are action-oriented, increasing the likelihood of survival through
time. Adhocracy cultures are dynamic and entrepreneurial, with a focus on risk-taking, innovation, and
doing things first.

How power and information flow through the organizational hierarchy and system are aspects of power
cultures, role cultures, and hierarchy cultures. Power cultures have one leader who makes rapid
decisions and controls the strategy. This type of culture requires a strong deference to the leader in
charge.

Role cultures are where functional structures are created, where individuals know their jobs, report to
their superiors, and value efficiency and accuracy above all else. Hierarchy cultures are similar to role
cultures, in that they are highly structured. They focus on efficiency, stability, and doing things right.
In a task culture, teams are formed with expert members to solve particular problems. A matrix
structure is common in this type of culture, due to task importance and the number of small teams in
play. Clan cultures are a family-like, with a focus on mentoring, nurturing, and doing things together.

It is the duty of leaders to convince their employees of the benefits of change, and show through
collective experience with new behaviors that the new culture is the best way to operate for success. So
what can be done?

Formulate a clear strategic vision -- this vision gives the intention and direction for the future culture
change, guidelines for culture change. Display top management commitment -- the top of the
organization must favour the culture change in order to actually implement the change in the rest of the
organization.

Model culture change at the highest level -- the behavior of management needs to symbolize the kinds
of values and behaviors that should be realized in the rest of the company. Change agents are keys to
the success of this cultural change process and important communicators of new values.

Modify the organization to support organizational change -- identify what current systems, policies,
procedures, and rules need to be changed so alignment with the new values and desired culture can be
achieved.

Select and socialize newcomers and terminate deviants -- encouraging employee motivation and loyalty
to the company will create a healthy culture. Training should be provided to all employees to help them
understand the new processes, expectations, and systems.

Develop ethical and legal sensitivity -- this can identify obstacles to change and resistant employees, and
acknowledge and reward employee improvement, encouraging continued change and involvement.

Cultural assessments and other activities such as cultural audits and 360-degree feedback may help
uncover cultural inconsistencies. Then leaders and HR professionals can eliminate inconsistencies.

Authorities must be able to respond to nuances in communication styles, as well as deal with different
expectations that employees have of their leaders across national cultures. Not meeting these
expectations may doom the global organization’s chances for success in particular countries. These
issues become even more complex in global business mergers.

Success in international mergers depends on the merged organization’s willingness to enable people
with different cultural perspectives to engage in meaningful and valuable discussions about the new
business.

Last but not least, culture dictates the freedom of participation in managerial decision-making. A strong
culture has a strong influence on organizational members and creates committed employees by instilling
clear cultural values and beliefs. A weak culture can breed apathy, resentment, and unproductive
workers. Likewise, it highlights the idea that a stable destination may never be reached. The culture of
the organization should always be about learning, training, and developing.