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Nitin Gupta (Institute of Management Technology - Hyderabad)
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15 pages
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After tasting success in the Indian market with their Ayurvedic and herbal personal-care products, many prominent players in the Indian market like Dabur, Patanjali, Himalaya and others were planning to aggressively foray into the international markets. Cultural factors had played a major role in making these products popular in the Indian market. The contemporary Indian consumers perceived Ayurvedic products to be in the same league as herbal, natural and organic products and as an alternative to 'harmful chemical-laden products'. However, winning consumers in various international markets would be a different ball-game altogether. While consumers there knew what herbal, natural and organic products meant, they were completely unaware about Ayurvedic products and how would these products be beneficial to them. Added to this, Ayurvedic medicine in many Western markets was considered to be pseudoscientific and had also received a lot of bad press. Considering these constraints, convincing foreign consumers to purchase Ayurvedic personal-care products being offered by leading Indian firms would be a challenging task.


International marketing; International marketing across Cultural Contexts; India; FMCG (fast moving consumer goods) industry; Ayurvedic personal care products; Patanjali Ayurved Ltd; Dabur India Ltd; Himalaya Drug Company; Emami Limited; VICCO Laboratories; Sri Sri Tattva

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