elies on voluntary compliance rather than legal, economic, or coercive forms of influence”, and hence “in many cases, social marketers cannot promise a direct benefit or immediate payback in return for a proposed behaviour change” (Kotler, Roberto & Lee, 2002, pp.5), thereby making the domain highly challenging. In the light of the intrinsic facets of social marketing, as mentioned above and as has been observed in the case of Hindustan Unilever Limited (HUL), the current report will aim at elaborating the key elements of a successful marketing campaign and while doing so, it will take into account the target markets, the required promotional activities, and the incorporation of a marketing plan.
While it is a known fact that “diarrhoea is the third-highest cause of death in the world in the category of infectious diseases, behind only acute respiratory infections and AIDS” and is responsible for an annual toll that surpasses 2 million, “the paradox of diarrhoeal disease”, according to Prahalad (2006) “is that the solution is known and inexpensive, but it is difficult to reach and educate the poor about the need to wash their hands with soap” (Prahalad, 2006, pp.235). Quite obviously, HLL has a huge target market because “India alone accounts for 30 percent of diarrhoeal deaths in the world” and it is a noteworthy fact that “in India, 19.2 percent of all children suffer from diarrhoea” (Prahalad, 2006, pp.235). India, being a developing country, is paralysed by certain societal factors such as poverty, illiteracy, and above all, “lack of sanitation facilities” (Prahalad, 2006, pp.236). It has been reported that “up-to-date technology, bright packaging, and savvy marketing of tiny sachets of soap that sold for as little as 2 cents allowed Lever to dominate the market” and as a result, “investors, sensing the companys deep understanding of the Indian consumer psyche, saw its shares as a proxy for India” (Bloomberg, 2004). As the