Health and sustainability are getting closer, leading consumers to choose products with natural or unadulterated ingredients and certify them as organic. Companies really need to understand what consumers value in terms of product and category, and improve their marketing and messaging to clearly communicate their approach to sustainability. The personal care category in India exemplifies consumers’ personal commitment to sustainability in the products they purchase. Local companies in this category have quickly gained consumers with a sustainable mindset, and their products now account for 81% of the natural personal care market. In markets where consumers are rapidly enriching themselves and looking for ways to improve their lives, “healthy for me, healthy for the world” products offer a great opportunity for rewards. But it’s not just about marketing: sustainability considerations must be integrated into every stage of product development and growth strategy to truly authentically engage consumers. In markets where general sustainability requirements are already ubiquitous, consumers want companies to be more specific. As natural and organic products begin their triumphant march, consumers are beginning to look for more clarity on sustainability. While the government has begun taking steps to reduce air and water pollution and even requires companies that exceed certain tax thresholds to donate 2% of their net profits to charity, it is still far behind the global indices of food sustainability and sustainable farming practices. These case studies show that the demand for sustainability remains high worldwide, especially when it comes to what is healthy for consumers and the world. Companies that want to be successful must first think about how saturated the market for these products is today and how much control consumers have over them. At the same time, many consumers are no longer as picky about who makes products with the environmental credentials they are looking for; this can open the door to name brands.
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