Realty player Wadhwa Group has tied-up with e-commerce platform Sanpdeal to make its properties accessible to customers online.
Snapdeal will showcase the Group’s project ‘Elite’ in partnership with Terraform Realty, which features 1, 2, 2.5 and 3 BHK apartments and an array of amenities, the company said.
Director, Wadhwa Group, Girish Shah said: “This is a huge step forward for us digitally. Snapdeal with their ever expanding customer base forms a perfect platform for us to showcase our upcoming properties.”
READ MORE: Snapdeal gears up for festive season ahead; to create nearly 10,000 temp jobs
Snapdeal is also gearing up for the festive season to ensure that its users continue to get the fastest ever deliveries this Diwali. In the last few months, it has added multiple new integrated logistics centres, which are now filling up, as sellers stock up for Diwali.
The run up to Diwali will see the creation of nearly 10,000 temporary jobs, which will run from September 15 to November 15, 2016. These temporary positions will mostly be in logistics and delivery to ensure that deliveries flow smoothly and in the time committed to users. These temporary assignments will be across the country, both with Snapdeal and with its business partners.
READ MORE: Snapdeal undergoes brand makeover; unveils new logo, tagline
As the brand is aiming to position itself differently in the hyper-competitive e-commerce business, it has announced the launch of its new logo and tagline, Unbox Zindagi (or Unbox Life) recently.
Snapdeal enters into real estate biz
6 rebranding hits and misses of iconic global retailers
Recently online marketplace Snapdeal unveiled its new logo and tagline, Unbox Zindagi (or Unbox Life), with an aim to position itself differently in the hyper-competitive e-commerce business.
The new branding is well-supported by a campaign that will appear in the form of TVCs, print, outdoor and all digital media including YouTube, Facebook, Twitter and Instagram.
Read: Snapdeal undergoes brand makeover; unveils new logo, tagline
Rebranding or a brand overhaul, the world over, is not only seen as a tactic for struggling companies as a last-ditch effort to stay afloat, but is also common among some of the world’s strongest and most popular brands. It is more than just slapping up a new logo and calling it a day. It often requires a complete overhaul of the company’s goals, message and culture, as well as their product offerings.
While time will tell how rebranding will reflect on Snapdeal’s success, here’s a look at some of the great and worst rebranding stories and redesign exercises of iconic global retailers:
THE HITS
Walmart
Walmart had one of the most successful rebranding campaigns ever. It is the world’s largest retailer and one of the most distinguishable brands in history. Since its first store opening in 1962, it has evolved from a rural American company to a globally recognized corporation.
In an effort to retool its image, the company threw out its “Always Low Prices,” tagline in 2008 and replaced it with “Save Money. Live Better.” to highlight the emotional benefits of shopping at Walmart. They hoped to get the message across to consumers that spending less allows people to live better lives, not only save money.
Read: Massive fire breaks out at Walmart’s Best Price store in Vijaywada
This was followed by a new logo and innovative store design. The rebranding campaign proved to be a tremendous success for Walart. The company emerged as the world’s largest public corporation by revenue, in 2010, according to the Forbes Global 2000 for that year. REBRAND, an organization that judges companies on their rebranding efforts, even awarded Walmart a REBRAND 100 Global Award of distinction for its marketing campaign.
Burberry
Burberry may be an iconic UK brand today, but it hasn’t always been that way over the past 150 years. In the early 2000s Burberry products were seen as frumpy, unstylish, and ‘gang wear’. Things got worst, when a couple of bars and restaurants in England banned patrons wearing Burberry trench coats because they were associated with criminal activity in the country.
Recognising the need to distance itself from such a crowd, Burberry’s management decided to went through a market overhaul. The company set on a mission to improve its image with a series of new products, using iconic celebrities like Kate Moss and Emma Watson to promote them.
Christopher Bailey, then the company’s creative director (and CEO as of May 2014), said in a 2009 interview with The Times that the new image was about updating Burberry’s heritage and making it “relevant for today”. He added, “You have to make sure what you do is right for the moment you live in. What makes things relevant?”
He also launched a digital marketing strategy that focused heavily on social media, and Burberry became the first luxury brand to reach 10 million likes on Facebook. Through these efforts Burberry has made its classic image relevant today, while putting any negative associations in the past.
Target
In the late 90s, Target was seen as just another low-brow discount retailer, indistinguishable from Walmart or K-Mart. But In 2002 the Minneapolis-based company did something and leapfrogged Kmart to become the United States’s second-biggest discounter just behind Walmart.
In 2011, the company began teaming up with labels like Isaac Mizrahi, Missoni, and Zac Posen to bring designer fashions to the average middle class consumer. As per few reports, when the first Missoni line was introduced, their entire inventory was sold out the morning the styles even became available. They’ve since introduced other brands for men, women, and children, and have seen great success with all of their lines.
This was an effort to attract both price-conscious and luxury brand shoppers to its stores, whereas walmart generally just attracts those shopping for the best price. By opening themselves up to a wider target market, they aren’t in 100 per cent direct competition with walmart. While they may never become the number one retailer, Target has effectively positioned itself in the market to appeal to almost everyone. And this is a differentiator they will be able to take advantage of for years to come.
THE MISSES
GAP
Clothing retailer Gap is one of the classic examples of a rebrand gone wrong. When Gap tried to refresh its logo in October of 2010, it was met with a backlash so extreme that the retailer promptly reverted to its previous design in one of the quickest branding turnarounds ever – just six days.
Read:Gap sales slide in April, retailer gives grim outlook
GAP decided that their market presence needed to be upgraded. After consulting long and hard with their advertising and marketing firm, the cherished logo that they had been sporting for over twenty years disappeared from the front page of their website. However, the company was quick enough to respond positively and returned to the original ‘blue box’ logo, on October 12, 2010.
Coca Cola
Perhaps one of the most famous examples of a rebranding exercise gone spectacularly wrong is Coca-Cola’s 1985 relaunch. In April of 1985, the company tried to replace Coca-Cola Classic with a New Coke to abstain from the Pepsi Challenge and thought it would be smart to reformulate for better taste. They thought wrong and consumers went crazy.
Phil Mooney, archivist for the Coca Cola Company, told Business Insider that there were protests led by the Society for the Preservation of the Real Thing and Old Cola Drinkers of America. One man in San Antonio even drove to a local bottler and bought $1,000 worth of Coca-Cola Classic to stockpile.
Realising the colossal mistake it had made, the company decided to launch the old product as Coca-Cola Classic just 77 days later(July 1985). Trumpeting the return of the original Coca-Cola, the firm released a statement declaring that, “April 23, 1985, was a day that will live in marketing infamy…spawning consumer angst the likes of which no business has ever seen.”
Then company President and Chief Operating Officer Donald Keough announced the return of the original drink, while claiming that customers’ loyalty to old Coke was not something any marketing expert could have predicted.
Radio Shack
Called as “totally ridiculous’ by branding experts at Business Insider, US retail store Radio Shack’s decision to rename itself ‘The Shack’ was a sad attempt to be cool.
The company attempted a redesign in 2009 to capture a more youthful clientele, and jettisoning its 90-year history and strong brand image for a simplified name. The attempt at appearing cool was widely lampooned by observers, with branding expert Rob Frankel telling Business Insider in a 2011 article, “Why would anyone throw away decades of brand value, which actually shows up on the balance sheet as an intangible asset, just to try to be cool for a few minutes?”
It was especially criticized once it came out that except the logo nothing else – not even the company’s actual offerings or internal brand identity – would be changing.
Omnichannel universe: Beyond clicks vs bricks
In a year when technology was arguably the most powerful influencer of consumption in India, brick-and-mortar retailers became the new ‘traditionals’. Monies and press coverage were being ruled by e-tailers and e-marketplaces, which captured both the consumers’ imagination as well as their (digital) wallets.
On the other side, physical giants scrambled to reach where the consumers were going – the Internet. They integrated multiple channels of sale and tried to create a seamless system where in all channels aided all other channels in increasing sales.
With the onset of the Omnichannel era, retailers in India are looking to a future where offline and online shopping aren’t two separate business models. They are creating an environment where there will just be ‘shopping’ and it will be an integrated online and offline experience.
Winds of Change
As it is in the rest of the world, consumer behaviour is shaping the retail landscape in India as well. Over the last few years, India has seen the consumer shopping journey change rapidly from making trips to stores to just clicking, comparing and buying virtually.
E-commerce majors – both homegrown (Flipkart) and global giants (Amazon, Alibaba) – are thriving on the back of having provided consumers with choice as well as convenience. Their mantra: Omnichannel is not just about the growth of more channels, but how to optimize the customer experience, options and flexibility across channels.
Read: Blueprint for Omnichannel Dominance
According to a retail survey conducted by PricewaterhouseCoopers titled Building Retail Businesses for Tomorrow Today, the value conscious Indian shopper believes that price is just a part of the larger value story. Convenience offered by the retailer also plays a major role in determining value. The survey data shows that Indians buy online primarily because of convenience (65 per cent), followed by price (31 per cent).
The study further points out that shoppers are demanding a service-focused in-store experience and want to interact with a knowledgeable store employee (both in e-marketplaces as well as physical stores).
What’s Driving This Growth?
According to a study conducted by the Internet and Mobile Association of India, the e-commerce sector is estimated to reach Rs 211,005 crore by December 2016.
By 2020, India is expected to generate $100 billion online retail revenue out of which $35 billion will be through fashion e-commerce. Online apparel sales are expected to grow four times in the coming years.
There are plenty of reasons for this upsurge in Omnichannel retail, the foremost being the penetration of broadband Internet, as well as a growing number of 3G users in the country. Add to this the fact that India will soon be home to the world’s second largest smartphone user base and one can understand why there has been an explosive growth in online sales.
Other factors such a rise in the standard of living, competitive prices and availability of a wide range of products, doorstep delivery options and loyalty privileges have all contributed towards forwarding India’s Omnichannel boom.
Easement of FDI policies and retailing growth too occurred hand-in-hand. The retail scenario in India registered a paradigm shift when the Government of India allowed 100 per cent foreign direct investment (FDI) in single brand retailing as long as 30 per cent of sourcing was done locally.
Read: FDI in retail: Milestones from 2006 to 2016
The Role of Millennials
Millennials too, have received their fair share of attention as the largest demographic generation today. They dictated the shopping pattern completely in the past five years, changing the retailing landscape with their shopping behaviours.
Senior Research Analyst at Euromonitor International, Sharbori Das writes: ‘Technology provided consumers two key things which drove retailing growth to newer heights. Firstly, information and secondly convenience. The millennial consumers were more aware of brands, pricing, discounts, and other such details due to higher connectivity. Part of it was driven by social media, and the other part was due to the availability of the copious amount of information online.’
Omnichannel Goes Both Ways
In the current retail scenario, where developing an omnichannel identity is a must-do for most brick-and-mortar retailers, the rationale for online retailers for adopting the reverse strategy (online to offline) holds relevance too, and can also find importance in some of the Indian e-tailers strategy aswell.
Read: E-tailers look to bridge the gap between online, offline worlds
In the past few years, a slew of pure-play e-tailing companies in India, including Amazon, Yepme, MakeMyTrip, CarTrade, Babyoy, Lenskart, Healthkart, Fabfurnish and Caratlane, among others, have opening physical stores.
These online giants moving from clicks to bricks have the advantage of using all the data collected through their e-marketplace to open a store in the best possible location which will give them heavy footfalls, and help create a stronger presence with their target audience.
Developing A Successful Strategy
Omnichannel by its very definition touches all parts of a company including marketing, IT, customer services, physical stores and online. An Omnichannel strategy will require significant investment and maybe even a management rejig.
Read:Nailing the Omnichannel Play: A case study of two retail giants
Simply providing consumers with an e-brochure of items in a store will not cut it, and neither will a store that provides no more value than its online counterpart. Companies will need to distinguish themselves through more creative means and by catering to all consumer demands, since Omnichannel is consumer driven.
A company which is constantly involved in an offline-online revenue civil war will never be able to develop a working Omnichannel strategy. Both will need to work together to cater to the evolving, empowered consumer and towards capturing his wallet share.
India Retail Forum 2016
To hear how brick-and-mortar retailing giants are transitioning with new consumer behaviours, attend the 13th edition of India Retail Forum (2016), on September 21 and 22, 2016 at The Renaissance, Mumbai. At IRF, with its stated mission of being a catalyst for profitable retail, technology will be featured in a stand-alone status as both a key challenge and facilitator for consumer-facing businesses. With this in mind, the second annual edition of India Omnichannel Forum (IOF 2016) is being organised alongside IRF 2016, and will focus on Customer-Centric Commerce –Engage, Experience, Enable.
Register for India Retail Forum 2016 and India Omnichannel Forum 2016
IOF 2016 is a tailored and one-of-its-kind technology forum for business owners, business leaders and technology teams to meet, engage and conceptualise the next-generation of consumer experiences. Enriching the quality and expanse of retail experiences across physical and digital worlds through intuitive consumer engagement and technology enablement is the vision of the India Omnichannel Forum.
Another first at Select Citywalk: Kate Spade to open store soon
New York-based coveted fashion brand Kate Spade is all set to enter the Indian market, opening its first outlet in Select Citywalk in Delhi. The mall has been an entry platform for many other iconic international brands like Massimo Dutti, Zara, H&M, Bobby Brown, Dior and Burger King to name just a few.
Kate Spade – known for its fresh, chic-yet-sensible handbags – had tied up with Reliance Brands in March this year, and is likely to open its first store around Christmas this year.
Confirming the news to Indiaretailing Bureau, Executive Director, Select Citywalk, Yogeshwar Sharma said, “Just like other international brands, Kate Spade will also be entering India through Select Citywalk this winter season.”
However, he did not divulged specific details related to the opening of the store and the company’s (Kate Spade) plan for India.
Earlier this year, Reliance Brands announced that it is bringing Kate Spade to India through a long-term distribution and retail license agreement. Under the terms of the agreement, Reliance Brands Limited will have the exclusive distribution rights to the brand in the country.
Reliance Brands portfolio of brand partnerships comprises the likes of Diesel, Dune, Ermenegildo Zegna, Gas, Hamleys, Kenneth Cole, Quiksilver, Steve Madden and Superdry, among others.
Under the terms of agreement, a subsidiary company of Reliance Industries has the exclusive distribution rights to the Kate Spade New York brand in the country.
“We are confident that Kate Spade New York’s strong heritage and strong design point of view will resonate with Indian consumers, bringing a new dimension to the women’s wardrobe,” President and CEO, Reliance Brands, Darshan Mehta said in a release then.
The CEO of Kate Spade and Company Craig A Leavitt said expanding into India was an important step for the company, which is currently looking to forward global brand engagement.
“With India’s rapid development and increasingly aspirational consumers, we see significant growth opportunities in the region in the long term,” he said.
The Kate Spade boutique in India will stock a diverse mix of signature products like handbags, shoes, clothing, eyewear, stationery, jewellery and watches that will be priced similar to the US rates.
The products will be selected from the recent Autumn/Winter 2016 collection showed in New York Fashion Week, last February.
Kate Spade – which started as a handbag brand – is now a successful billion dollar company selling everything from apparel to home goods. It was founded in 1993 by Mademoiselle editor Kate Brosnahan and her husband Andy Spade, an advertising creative director.
Today, Kate Spade New York has over 140 retail shops and outlet stores across the United States, and more than 175 shops internationally. Their products are sold in more than 450 stores worldwide, in every time zone and on every continent.
The company grew to include several retail outlets as well as selling their products through such high-end stores as Bloomingdale’s, Saks Fifth Avenue, and Neiman Marcus.
Sustainable Real Estate In India: A Pale Shade of Green
In the last decade, there has been a lot of focus on and interest in green commercial buildings from global and Indian corporates. This increasing interest has led to an accelerated availability of green building products, services and also enthusiasm from builders catering to this segment.
There has also been a significant increase in ‘green’ growth in the residential segment. There are now investors such as International Finance Corporation, UK government’s Department of International Development (DFID) and the National Housing Bank involved, which is significantly boosting this segment.
Today, many more Indian developers have understood that green certification can attract more customers and investors, and are aligning themselves with green concepts. However, the supply gap is still quite significant, and there is still a definite need to create a broader spectrum of awareness among end-users.
Another lacuna is on the banking front – bank loans are an integral factor driving the residential property market, and unless bankers and lending agencies are trained on the benefits and importance of green real estate and insist on such features, we will not see awareness and traction of sustainable properties increase much.
In commercial properties, there needs to be more clarity on who reaps the benefits – the owner or the tenant. In view of this, codes have to be made mandatory. The Energy Conservation Building Code has to be simplified, and the State Governments have to ensure that it is made mandatory by all concerned local bodies. The way things are now, local urban bodies do not have the wherewithal for implementation.
Indisputable Benefits
Green building concepts, when implemented to the required extent and intent, will help save water through rainwater harvesting and recycling of waste water, and in reaping benefits from the water energy nexus. The compounded annual growth rate of electricity in the residential segment is over 8 per cent. One-third of electricity used in the country is for residential and commercial buildings. Whether it is water or energy, one can easily achieve benefits to the tune of 25 per cent or more.
Green buildings also address the major concern area of waste disposal in most of Indian cities. We already face decreasing availability of landfill sites in these cities, and green buildings with their integrated waste disposal and recycling systems can contribute significantly towards decreasing dependence on them.
Incentives & Concessions
Currently, Indian cities that offer incentives and concessions for green building development and use include Kolkata, Noida, Hyderabad and Pune. Examples of such incentives include higher FAR and property tax incentives by Greater Hyderabad Municipal Corporation, the Pune Eco-housing program, etc. Linking property tax to actual performance and mandating a simplified region-specific list will help achieve attain green goals faster and in more cities.
A holistic approach is preferable to a piece-meal approach. The positive impacts will accrue faster when green construction parameters are made mandatory and implemented by all concerned stakeholders like urban local bodies (municipalities and development authorities), builders, owners, tenants, electricity distribution companies, pollution control bodies, water supply and sewerage departments, and State and Central Governments.
Rating & Certification
Today, there are a number of rating and certifying agencies for green construction existing in India. These include Indian Green Building Council, US Green Building Council (EDGE Program), Green Globes, Eco Housing program and MNRE’s GRIHA. Almost all of the certification programs have common elements of focus, and the benefits of savings in energy and water, and using local materials are invariably achieved.
The Time Is Now
There is no question that population growth in most parts of the urbanized and urbanizing world is exceeding these areas’ ability to accommodate it. Unsustainable growth inevitably leads to environmental changes which, if they cannot actually be reversed, at least must be slowed down. The onus of reducing environmental degradation obviously does not fall solely on the shoulders of sustainable real estate. However, green buildings are definitely an obvious available solution, since designing and buildings real estate which results in lower emissions is in every developer’s reach today. It is only a question of awareness and willingness.
In a massively populated and increasingly populating country like India, the Government is already severely challenged in making basic resources like water and electricity available and managing waste. The situation will not improve without proactive intervention, and in fact only worsen. Sustainable real estate can make a significant dent in this resource deficit if it is deployed in the required magnitude, so we as a country need to ‘go green’ sooner rather than later.
India's retail inflation down, but factory output contracts
India’s annual retail inflation eased by 100 basis points to 5.05 per cent in August, but factory output again dipped to a negative growth of (-)2.4 per cent in July from an expansion of 1.95 per cent in the moth before, official data showed on Monday.
The fall in retail inflation, as per data released by the Central Statistics Office (CSO), was thanks to a rather sharp drop in the annual food inflation — from 8.35 per cent in July to 5.91 per cent in August.
As far as the factory output is concerned, the drag was due to a negative growth of (-)3.4 per cent in the manufacturing sub-index, which enjoys the maximum weight in the main index, even as the growth rates in mining and electricity indices were also modest.
In May the factory output was up 1.1 per cent, while in April it took a hit of (-)1.4 per cent. In July last year, there was a growth of 4.3 per cent. Cumulatively, the growth during the first four months of this fiscal is at (-)0.2 per cent.
This being the last set of data release on retail inflation and industrial production, ahead of the next bi-monthly monetary policy update due on October 4, expectations have risen sharply on possible interest rate cut.
This, also because the annual retail inflation that was above the upper tolerance level of six per cent in July, has since come down by 100 basis points, even though it is still above the base rate of four per cent.
The government target is four per cent plus or minus two percentage points for the next five years.
Food tech start-up Idea Chakki raises funds from Ratan Tata
Food tech start-up Idea Chakki Pvt. Ltd has raised an undisclosed amount of funds from Tata Sons Ltd’s chairman emeritus Ratan Tata.
The Delhi-based start-up, which provides digital video menu for restaurants and allows customers to gift food and beverage experience across the world, has also partnered with investment bank Enablers for their next round of funding.
The funds raised from Tata will primarily be used for expansion into new geography, along with building the in-house team and strengthening the technology, the company said in a statement.
Set up by three former news channel NDTV executives, the company is targeting premium restaurants in Delhi-National Capital Region (NCR) and aims to expand operations in the country and set up its first international office in Paris.
“It feels great to have received a funding from Ratan Tata. We are world’s first video-based food tech to introduce such a concept, which change the face of hospitality world and lifestyle of users,” Co-founder, Idea Chakki, Gunjan Mehrish said.
Additionally, Tata’s validation of Idea Chakki will help in attracting more investors given his experience in managing and running the Taj group of hotels, he added.
Tata has been actively investing in start-ups in India and abroad. Some of these firms include Snapdeal, Kaaryah, Urban Ladder, Bluestone, CarDekho, Sabse Technologies, Xiaomi, Ola, DogSpot.in, Tracxn, CashKaro, FirstCry and Teabox.
Cabinet notifies constitution of GST Council
The Cabinet has cleared the process, formation and functioning of the Goods and Services Tax (GST) Council, which will decide on the rate of tax under the new indirect taxation regime.
The Cabinet, headed by Prime Minister Narendra Modi, has approved the process, PTI said, citing sources.
The Council, to be headed by Finance Minister Arun Jaitley and comprising of Representative of all 29 states and two union territories, will have to be set up by November 11, the report added.
The GST Council will decide on the tax rate, cess and surcharges which are to be subsumed and also decide on the goods and services which would be exempted from the purview of the new indirect tax regime.
Read: 16 states ratify GST, Bill ready for presidential nod
The government has notified September 12, as the date from which the procedure for setting up of the GST Council will be initiated and which will be completed within 60 days.
The Cabinet also decided on the constitution of the GST Secretariat and the officers who will implement the decisions of the Council. While the Centre will have one-third vote, states together will have a two-third say. To adopt a resolution, three-fourth majority would be required.
President Pranab Mukherjee gave his assent to the bill last week, paving the way for setting up of a GST Council.
The Bill was passed unanimously by the Rajya Sabha and the Lok Sabha in August and the Government is running against time to meet the April 1 deadline for its implementation,Finance Minister Arun Jaitley said recently in an event.
“We have the months of September and October and parts of November to do that. So there is a lot of work to do and if you are able to successfully transact those issues, then in the winter session of Parliament the central legislations, with some drafts in public domain, will have to be brought in,” the minister had said.
Read: Running against time on GST: Finance Minister
Freecharge partners with Axis Bank, launches UPI payment
Digital payment platform FreeCharge in partnership with Axis Bank has launched Unified Payments Interface(UPI) that allows instant transactions from a smartphone using a virtual payment address (VPA).
Customers will be able to create a virtual address on the Freecharge Android app and link it to their bank account to register on the UPI platform.
“The partnership allows Freecharge users to pay for transactions from their bank accounts and they don’t have to be existing customers of Axis Bank,” said CEO, Freecharge, Govind Rajan.
Customers can create multiple handles/VPA linked to their bank accounts.
When the customer makes the payment using their handle or Axis Bank’s VPA, they will be transferring money from their bank account to the merchant or beneficiary account without exposing details such as account number, IFSC code, etc.
UPI eliminates the need for merchants to be PCI-DSS certified to store customers’ payment credentials as the VPA can be stored against the customers’ login.
UPI is only available on the new version of Freecharge’s Android app.
VLCC brings luxurious Italian hair and scalp treatment by Medavita to India
Leading wellness brand VLCC Health Care Limited has announced its collaboration with luxurious Italian hair care brand, Medavita. Under this exclusive partnership, VLCC will offer Medavita’s wide range of hair care services.
VLCC finds synergy in the Medavita brand owing to its unique market position enabling it to express its identity clearly and unmistakably. The brand’s profoundly natural identity is rooted in the phytoceutical tradition, both for reasons of ethics and efficacy. This partnership promises to fortify VLCC’s mission to empower and transform consumers’ lives through an amalgamation of Medavita’s exotic and world renowned hair care services.
With close to three decades of experience, VLCC, has been the forerunner in shaping the beauty and wellness industry landscape in India. Its technologically advanced and certified services are credited with bringing international standards of professionalism ever since its inception. VLCC’s partnership with Medavita, is another feather in its cap to transcend globally by offering significant solutions in the hair care segment.
The Milan-based Medavita has 50 years of experience at the service of scalp health and hair beauty and lives by its brand motto Inspired by nature, tested by science. All Medavita products ranges – hair and scalp treatments, styling, perm and colouring products respond to the need of concrete results in terms of effectiveness, beauty and maximum respect of hair and scalp.
Commenting on the association, Global Head of New Product Development, VLCC, Josephine Song said, “Over the years, VLCC has excelled in providing advanced hair care services to customers in India. Our hair care services are dedicated towards enhancing the natural beauty of hair, while setting the standard for high-end salon experience. Continuing with this tradition, we are now bringing Medavita to the Indian consumers so that they can experience 50 years of proven excellence in hair and scalp treatment by blending natural ingredients with advanced scientific formulations. Our professionals will be trained in imparting engaging and intensive Medavita rituals through unique application and massages, all coming together to create an experience like no other. We are confident that Medavita offerings via VLCC will be greeted with enthusiasm by customer across all segments.”
