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Finally, children and parents were recruited as volunteers to start health clubs that would help sustain the initiative. HLL sought to involve the local community in this campaign at all stages so that the beneficiaries saw this as their own initiative and felt a sense of ownership. On the whole, HLL had committed US$ 5.4 million to fund this five year campaign. By the end of 2005, HLL had covered over 17,000 villages, and planned to cover an additional 10,000 villages in 2006.
According to HLL, LSC was not a philanthropic activity, but a marketing program with a social benefit. HLL sought to grow the Lifebuoy brand in India by attracting those consumers who never used soap. In the process, the company sought to bring about a behavioral change by convincing people to use soaps more frequently, thus creating more users for its brand.
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"Swasthya Chetna isn't about philanthropy; it's an outstanding example of business with a purpose. Our vision is to build cleaner, more hygienic and ultimately healthier communities, and the health of our business in the last few years demonstrates the power of this approach,"2 said Rajev Shukla, Regional brand development Director for Lifebuoy in Asia and Africa.
The sales of Lifebuoy had increased by 20 percent in 2003-04, with strong sales observed in the eight states covered under the program. In 2005, the Lifebuoy brand grew by 10 percent and strong growth of the brand was expected to continue in 2006. The program also generated goodwill for the company among customers, the government, and the media.
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