Nihar became the product that was of no importance to HUL and they decided to sell it. And guess who came up to acquire it?

The campaign increased the market share of Parachute to 52%. By this time due to Levers efforts, Nihar also gained the market share which was doubled from 7% to 15%. All simple and nice things right? But the business behind the products like Parachute is not simple. It's filled with the number of games, the competition for leadership, and tactics. How did it begin?These efforts have won the company several accolades in green manufacturing like the CII Water Conservation award, CII Energy Conservation award, Greentech Environment Excellence award, National Energy Conservation Award, and CII Excellence in Energy Management award. Where on the one hand Parachute had a 48% market share, Nihar Coconut oil had only 7%. So there it was, Marico’s Parachute came into the radar of Keki Dadiseth as he intended to acquire a company with maximum market share in the coconut hair oil market. And the war was about to break out. Game on One in three Indians uses a Marico industries product today. Harsh Mariwala, Chairman of Marico, left the cozy cocoon of his oil trading family business at the age of forty to go on and start Marico in 1990. It is one of the largest, most successful players in the consumer products business. One out of every three Indians today uses a Marico product such asParachute, Saffola, Nihar,Kaya and Mediker. International Agency for Research on Cancer (17 June 2011). "Agents Classified by the IARC Monographs, Volumes 1–102" (PDF). Lyon, France: International Agency for Research on Cancer. pp.3, 19. Archived from the original (PDF) on 25 October 2011 . Retrieved 11 November 2011.

Marico makes a public offering of equity in Bangladesh; a first for one of its overseas subsidiaries. Whenever we say Hair Oil, the first name that comes to our minds is that of Parachute. This 100% coconut hair oil, as claimed, currently enjoys over 60% market share and contributes to around 40% of its parent company, Marico Ltd’s sales. It’s a common household name in India and gains great respect in the markets of Bangladesh and other surrounding countries. On the other hand, Lever which had become Unilever now was facing tough competition from several other FMCG brands in other product categories. During the period of 2002 to 2006, Nihar’s market share which doubled also started coming down from where it started and putting a major focus on Nihar was not a bid they wanted to take forward anymore. Marico Limited is an Indian multinational consumer goods company [6] providing consumer products and services in the areas of health, beauty and wellness. With its headquarters in Mumbai, Marico is present in over 25 countries across Asia and Africa. It owns brands in categories of hair care, skin care, edible oils, health foods, male grooming, and fabric care. [7] [8] big data analytics stories from India". Express Computer. The Indian Express. September 2014. p.12.Datta, Aveek; Srivastava, Samar (18 March 2017). "Marico and Beardo to style beards together". Forbes India.

On the other hand, Hindustan Lever had an extensive sales & distribution network with the largest outlet reach among FMCG companies. Lever was huge in terms of reach and money. Saffola is essentially blended refined edible oil. It is marketed under the names of New Saffola, Tasty and Active. All of them contain blended vegetable oils in various ratios. The main type of oils which are blended include Rice bran oil, Kardi oil or Safflower oil, Corn oil and Soya oil. Cancer from mineral oil". British Medical Journal. 4 (5681): 443–4. 1969. doi: 10.1136/bmj.4.5681.443. PMC 1630563. PMID 5354827.Remember what Keki said, ‘Marico will be a history’ had no meaning now. In fact, Nihar was on the verge of becoming history. As of 2019–2020, the company generated a turnover of ₹7,315 crores. [7] Marico has 8 factories in India located at Puducherry, Perundurai, Kanjikode, Jalgaon, Paldhi, Dehradun, Baddi and Paonta Sahib. Bhushan, Ratna; Malviya, Sagar (25 March 2014). "Harsh Mariwala steps down as Marico managing director". The Economic Times . Retrieved 28 August 2016. I think the biggest success of parachute is through innovations, and that happened in a category like coconut oil, where there are very limited opportunities for innovation. There is this thing about HUL that it has thrived on takeovers & acquisitions, its popular brands such as Brooke Bond, Ponds, Kwality, and more were all results of mergers & acquisitions. What's interesting is, the biggest strength Keki had was also corporate acquisitions. (This Jodi was made in heaven)

Malviya, Sagar (24 December 2018). "No fear of failure: Marico again sights health & wellness". The Economic Times.

Marico Innovation Foundation, responsible for executing the Corporate Social Responsibility of Marico was formed. In the same year Marico sets up copra collection centres to procure directly from farmers increasing their margins. The company expands with its first overseas manufacturing facility in Bangladesh. Marico acquires Mediker in the same year The number one contributor in this growth was Parachute oil which had a 48% market share in the coconut oil segment one of the reasons for this success was, the product was already popular among customers since BOIL used to sell it. Most of their manufacturing locations carry the ISO:14001 Environment Management System certification, with the largest manufacturing plant at Baddi having the ISO: 50001 Energy Management System certification. Even the corporate office in Kalina, Mumbai, is a Green Building that controls illumination through intelligent light sensors and saves water. In the year 2006, Harsh Mariwala saw a huge potential in the deal. The weapon which was introduced to kill his empire was acquired by him in the end. Now Nihar & Parachute both began to thrive together under Marico.