Dettol Case Study

c

!
Google
"#

Page 1
Ô

Page 2
Reckitt Benckiser India Ltd.:

, the brand synonymous with protection from germs, had for long been voted as India¶s
most trusted brand. In September 2008, the
team of was reviewing the brand¶s
performance in its 75th year of existence to formulate a three-year plan. Dettol¶s growth trend had
been
slow but steady over the years and a number of initiatives taken in the recent years had started
yielding
results.
The brand started its journey in 1933 as antiseptic liquid, but over the years, it has been
extended to a number of product categories like toilet soaps, liquid handwash, liquid bodywash,
shaving
cream and plaster strips. The growth trend in the last few years had been encouraging with shares
showing an accelerated upward growth in most categories, but the team felt share gain could be
much
faster. The brand team decided to further build on the growth trajectory and set itself a visionary
target
- that of doubling Dettol¶s overall share in next three years in the combined market of the
product
categories it is present in (Antiseptic Liquid, Bar soaps, Liquid Handwash, Bodywash).
The team knew that it had to address various challenges to achieve its ambitious target viz.
consumers saw the need for germ kill only in specific situations, resulting in irregular usage and
seasonality. The brand had to fight in a competing environment in which new variants and re-
launches
were used for driving growth, it was critical to determine what & where should be the business
thrust to
optimize the
spend and further accelerate the brand growth.

Reckitt Benckiser India Ltd (RBIL) is a fully owned subsidiary of Reckitt Benckiser Plc.,
world¶s
No.1 Company in household cleaning. Reckitt Benckiser Plc came into being with the merger of
Reckitt &
Colman Plc with Benckiser NV in 1999. The company has operations in 60 countries, sales in
180
countries and has had net revenues in excess of $5.5 billion. Reckitt Benckiser India Ltd (RBIL)
manufactures and markets a wide range of products in Personal care, Pest control, Shoe care,
Antiseptics, Surface care, Fabric care and other categories. Amongst its many well-known
brands are
, Mortein, Harpic, Cherry Blossom, Lizol, Disprin, Robin powder, Colin, etc. Most of
these brands
are either number 1 or number 2 in their respective categories in India.
*Unless otherwise stated, all data given in the
refers to trade channel tracked by AC Neilson, supplied by
Reckitt Benckiser India Ltd.
This
is prepared by Prof. Vinod Kalia of Management Development Institute, Gurgaon for the

study contest organized by Reckitt Benckiser India Ltd. in association with MDI-Marquity. The
is not
intended
to serve as a source of primary data, or effective or ineffective management. The author would like to
thankfully
acknowledge inputs from the brand team of Reckitt Benckiser India Ltd. and Ms. Smriti Kataria, Ms. Charuta
Ambardekar and Mr Karan Sood, students from MDI PGPM class of 2009.
Page 3

RBIL distributes all its products through its common distribution channel, which has a wide and
deep reach in the markets and is a key strength of the company. The channel is managed by a
well-
structured sales force, responsible for achieving sales for the entire product portfolio of more
than 150
Stock Keeping Units (SKUs).

The brand was launched in India in 1933 in the Antiseptic liquid form as a treatment for
cuts and wounds. For almost the first 50 years, was present only as an antiseptic liquid.
Although
it was being used in hospitals and nursing homes for first aid and disinfectant uses like cleaning
wards,
washing linen, etc. Consumers were also using it for bathing, mopping, shaving and other
secondary
purposes. While it started its journey as the µcuts and wounds¶ brand in the country, over the
years it
had taken over the role of µprotector from germs¶ in every situation.
Antiseptic Liquid has some strong, distinct associations-first and foremost is its trademark
smell. Who can miss the characteristic smell that has been the reassurance to many a
child¶s
scraped knee! Consumers recognize the smell enough to refer to a medicinally clean room as
µ like
smell¶. In the book, µPlanning of Power Advertising¶, Anand Halve mentions, ³It is a safe bet
that you will
be able to tell the smell of liquid on a cut with the reassuring tingling sensation which
tells you it
has begun to work. Savlon on the other does not have the same burning sensation, (and is) very
often
seen by consumers as µineffective¶ ´.
The second characteristic is its amber gold color. The third is the µclouding¶ effect that appears
when it is added to water.
Dettol¶s packaging is distinct in its very own way. The green & white colours are associated with
hospitals. All products have a sword on the pack, which is a symbol for fighting germs
and
infection. Over the years, the clouding action and the sword have become synonymous with the
brand
and have been creatively used in advertising.
Consumers see as an µexpert¶, as something which is effective and versatile and
guarantees protection from germs. It has been likened to a bodyguard who protects them from
the
unclean and unhygienic outside world. The brand¶s versatility stems from multiple uses of the
antiseptic
liquid which offers protection in so many different forms.
Usage of the brand gives rise to many emotions in the consumers¶ minds. From making them
feel safe and secure about the well-being of their family to making the mother feel that she has
done
the best for her family, the brand evokes positive imageries and emotions. Thus, it is only fitting
that the
brand¶s tagline says - !""# $.
Over the years brand has been extended and has made its presence felt in a number of
product categories. While Antiseptic Liquid was the category where the brand was born and
where it
Page 4

continues to command a dominant market share of 85%, its revenue growth is significantly
driven by its
presence in the other product categories of toilet soaps(or bar soaps), Liquid handwash, Body
wash,
Shaving Cream and Plasters too ·

lach of these markets
are at
varying stages of evolution, so while in one market the brand - as the leader - had the
responsibility of
driving overall market growth, in other markets, the brand
had been to garner share.
Fundamental to all the categories was existence/creation of a consumer need for germ protection
satiated by Dettol¶s trusted promise.

%

& '

The Antiseptic liquid market in India is estimated at Rs. 120 Crores in 2007·

The market is dominated by Antiseptic Liquid, which has close to 85% share.
Johnson &
Johnson¶s Savlon is the other significant player with a market share of 13%. A few years back,
this
market saw introduction of Suthol brand antiseptic liquid from G.D. Pharma (makers of
Boroline).
Antiseptic Liquid is under pricing control of a Govt. authorized body ·

Communication: Dettol¶s communication in the initial years was via medical detailing material,
print
advertisement in popular press and medical journals. This was followed by TV advertisements
centered
on first aid application for many years.
U&A study showed that while First Aid use in the households had a near 100% penetration,
many homes were using it for secondary purposes. In order to exploit this potential in 2005, the
message
saw a shift to communicating secondary usages like adding to bathing
water,
disinfecting the floors, nappy rinsing etc. In early 2008, the brand¶s communication took another
step
forward with its ù j campaign ± that showcased how brand
users across
the country had formed their own special bond with the brand ± using it whenever and wherever
they
felt a need for disinfection.
Antiseptic Liquid is a well-penetrated market, given its use in first aid, and is sold in over 16 lac
outlets in the country ·
Over the years, the product has
been
extended for other disinfection uses like adding to bathing water, disinfecting baby nappies,
adding to
water while mopping etc. and at present secondary usage contributes more volumes of
Antiseptic
liquid than the primary first aid usage.
Other Players in the antiseptic liquid market:
$
%( It is the key direct competitor in the Antiseptic Liquid market. It was launched with µno
sting with Savlon¶ campaign. It attempted to pull the consumer base towards its product promise
of
non-sting. In Feb 2005, it started with a new µ70% doctors prefer Savlon¶ advertisement with
heavy
media support. However, brand¶s share has more or less remained stagnant over the years. Since
beginning of 2007, Savlon has been off air.
Page 5

$( G.D. Pharma launched Suthol antiseptic liquid in April 2006 in their stronghold state of
West Bengal, which was positioned on soothing sensation, from irritation due to prickly heat,
mosquito
bites, after-shave, etc. Both TV and print media were used to promote the brand in West Bengal
during
the launch phase. The brand has shown strong share gain mainly in the last. In 2007, the brand
was
rolled out to other states, with heavy print support in Delhi & West Bengal, but with little
success
beyond last.

%

&
$

The Bar Soap Market in India is worth Rs. 6550 Crores ·
With a
100%
penetration, the soap market has been volumetrically stagnant in the last few years. However,
value
wise, the market has been growing owing primarily due to price increases and to some extent a
movement from economy brands to brands that are mid-priced or premium priced ·

! . The Indian bar soap market has a large number of players that use different
appeals to
connect with their consumers. The market can be classified into about ten different appeals such
as
Beauty, Health, Fairness, Freshness, Herbal etc. While the market is dominated by beauty
players (52%
share), health platform constitutes approximately 23% of the total market ·

Soap was launched in India in the early 80s. The launch was based on consumer feedback
on Antiseptic Liquid, where secondary usage of the product always came up. Since many
consumers used in their bath water, the company thought of offering in a more
convenient form of soap.
Original was the launch soap, which initially found limited acceptance from consumers.
Its sales picked up after a changed positioning ·
"# $

By
2000, it saw limited success but its market share had started stagnating. Research on brand equity
revealed that while Dettol¶s equity remained very strong on µgerm protection¶, the product¶s
relevance
in the consumer¶s choice for a bathing soap was getting limited. It was also gathered in the
consumer
research that while loyalists loved soap for its trademark fragrance, it was being rejected
by a big
chunk of consumers as a regular bathing soap bar.
The brand team felt a need to launch variants in Soap given that sensorial measures like
fragrance, moisturized soft skin, etc were key drivers when it came to consumers choosing their
soap
brands. Skincare soap was thus launched in January 2004 - A white colored soap, offering
Dettol¶s
protection with moisturizers to nourish the skin. This was followed by the third variant ±
Cool in
February 2006, which offered trusted protection with menthol to help feel refreshed and
revitalized.
occupies a 4.9% share ·%&&'in this marketIts major competitiors are
Lifebuoy,
Lux, Santoor, Savlon, Godrej No 1, etc ·
!! The
stronghold
Page 6

and dominance of these brands and their distribution, varies across regions and urban and rural
markets
·

() !
* While
some
brands are strong across the market, others have their strongholds in only some of the regions in
the
country.
variants have contributed incrementally to soap sales and now make up about
25% of total soap sales. However, given its heritage and years of existence,
Original Soap
continues to be the lead variant, and top of mind when it came to Soaps ·

!
j *
To suit the needs of different consumers, and its competitors are available in different
pack sizes and combo-pack offers ·
)
Pricing also plays a big role in this market that can be segmented as economy, mid-price and
premium. lach player is present in different sizes, and hence tries to straddle different pick up
prices.
soap has a premium price versus other key players in the market. This has limited
penetration in the lower end of the market. To overcome pricing barrier, small pack was
launched in
2007, priced at Rs. 6. This helped in gaining further share ·

Household penetration and consumer preferences towards vary across regions and
seasons · *+
,j +

Key Players in the soap market:
Ñ( Post a major positioning change in 2002 from ³male victorious health´ to ³family
health´ in the bar soap market, Lifebuoy relaunched itself in March 2004 with improved product
and
new claim of µ100% better germ protection*¶, and since then has been trying to make strong its
equity
on germ protection through various communication and new product launches. In February 2005,
Lifebuoy has launched a new campaign adding a layer of social good in its communication with
a tagline
of ³Have no Fear´. In November 2007 another new ad was launched comparing vs. beauty soaps
in
general.
Ñ)( It relaunched itself in 2004, with better packaging graphics and upgraded variants in line
with the global range. It was highly visible on-air with a range of Aishwarya Rai copies. Post
decline of
share in early 2005, Lux launched a new campaign in Sep 2005 with Shahrukh Khan and four
prominent
film actresses to commemorate 75 years of Lux, via special Promo packs & new pack graphics.
In Feb
2007, it again launched a new campaign, µSurat bhi, Khoobsurat bhi¶. It launched new variant
copies in
Q2, 2008 (Peach cream & Strawberry cream) offering fruit based skin care.
$
( It comes up with regular renewal of its copies (one every year) communicating µskin
that looks younger than its age¶ proposition. It launched a new white variant in September 2007.
Page 7

$
%( In the soap category, it is positioned on the µGentle Protection¶ proposition. Its share has
remained flat at 0.6% over the years.
* + ,- !( It has had a very low key TV activity, relying mostly on regional print in select
states. It frequently airs advertisement featuring popular soap-star µJassi¶.
Dettol¶s Communication:
Original soap was launched on the platform of µMild and gentle skin care¶ with the selling
proposition as ± ³Give your family the loving care of Soap´. However, the brand failed to
take off
since a mild soap from the stable did not make sense. lven after two years of launch,
soap
could not make its presence felt.
In mid 80s, an exhaustive consumer research was undertaken with the objective of finding
reasons for dissatisfaction among consumer and the result was the understanding that a consumer
need
platform has to be built for a special bathing soap based on Dettol¶s core strengths and not on the
mild
and gentle skincare platform.
After in-depth consumer research, it was seen that consumers were open to the idea of using
Soap when they faced extreme dirt conditions. Hence, it was felt that Soap needs
to be
positioned for occasions that are special, but not rare in everyday life. These could be based on
exposure to dirt and germs, pollution, heat, sweat etc.
Another challenge was to create a positioning that managed a fine balance between a cosmetic
and therapeutic medicated position. The final positioning that was decided was:
³ protection comes to you and your family in the form of a soap for those daily occasions
when a specially clean germicidal bath is necessary. WHlN NO ORDINARY BATH WILL DO
± ./Ñ
SOAP ± THl 100% BATH´
The advertising was thus developed along these lines and Soap was re-launched. The
advertising clicked with the consumer. soap sales reacted very positively to this new
communication. sales grew year after year, with communication being renewed
periodically to
keep consumer interest in the brand promise alive.
Over the years, the communication was moved along this gradient of educating consumers, on
how they pick up germs throughout the day and only soap can give the required
protection
everyday. Research showed that there was huge hand wash usage of the brand and moreover the
usage
was highly seasonal with highest usage seen in peak summer and monsoon months when
consumers
felt visibly dirty and hence associated the period with the presence of germs. The result was that
while
a high number of consumers used soaps during specific germy situations, they moved out
of the
Page 8

brand to the regular soaps in the market once the felt need for germ protection was over.
Moreover,
while consumers accepted that germs might be presented, the linkage of germs to the illnesses
they
cause was limited.
In order to address this, a new educative campaign, was launched in 2007 with the objective of
driving everyday relevance of soap. As part of this campaign, seasonal hooks were used
to
establish germ relevance - summer, monsoon, and winter. Consequences of germ pick up were
more
explicitly voiced. soap witnessed a sharp surge in sales with the new advertisement ·

%

& Ñ' 0

introduced the Liquid Hand Wash in 1994. It was known that many consumers use
Soap for
cleaning hands. Liquid Soap gave the consumers a soap in a more modern and convenient
format
for handwash.
In hand washing, the need for germ protection is top most on consumer¶s mind. Due to its early
and continued efforts in building the segment and given the strength of the parent brand ,
this
segment was historically dominated by Liquid Hand wash.
The size of the liquid hand wash market is relatively small ±Rs. 59 Crores by end of 2007·
-
!!Although incidence of hand wash in a day is
quite high,
penetration of liquid handwash is still low in India (estimated as 10% of all Urban House Holds
in 2007),
bar soaps being typically used for washing hands. The key reasons for low penetration of the
category
are µexpensive/low value for money¶. Amongst users, the motivators are µprotection from germs¶
followed by µconvenience of use¶. Given category building efforts, the penetration has been
showing a
steady increase.
Dettol¶s major competitors in this segment are Lifebuoy, Palmolive, Savlon, Santoor, FlM, etc
· -

The segment is broadly split in two formats:
i) Dispensing Format: Pump Packs
ii) Refilling Formats: Refill sizes (varying from 200ml to 5 ltr)
The category evolution has been based on the increasing penetration of the Pump pack over a
period of time. The dispensing pack dominated the market with over 60% contribution (2005).
Over the
last three years, the refill segment has flourished ± as regular consumers re-purchase the refill
pack after
entering into the segment via the Pump pack. However, the awareness for refill packs is still low.
A large
base of consumers still re-purchases the Pump pack instead of using a refill pack · -

Page 9

In building the segment, has played the role of the market leader and the innovator. In
2005, it was the first player to launch the Pouch refill pack. As the market evolved and the Pouch
refill
segment grew, all the other competitors entered the pouch refill segment in 2007.
Similarly, the latest product innovation offering from has been the launch of the small
pump pack, at a lower pick up price, in the first quarter of 2007.
There are multiple product innovation opportunities from the international stable of
hand Wash ± which the brand team is evaluating for future launch.
As per consumer research, the number 1 category driver for hand washing has been µneed for
protection from germs¶. Additionally, consumers look for product attributes like nice fragrance
and
softness. Another characteristic of the hand wash market is its disproportional dependence on the
Modern distribution channel, ie. Self-service stores.
Close to 25% of the category business comes from this channel. The self-select environment of
the target consumer has multiple implications for the brand. Variants become a key driver for
widening
the consumer choice set in such a shopping pattern.
Liquid Hand wash currently has three variants, namely, Original, Skincare and Sensitive.
Other players also have multiple variants with Lifebuoy having four and Fem having eight.
The liquid hand wash portfolio is sold via all three distribution channels of the company, namely:
(a) Modern Trade ± self-service channel (b) Direct Distributors in large towns (c) Sub Stockist
network for
reach into smaller towns.
The distribution for both category and Hand Wash has been on a rising curve ± with more
than three lac outlets stocking the hand wash segment · -

Players in the Market:
Ñ( It became a serious player in Liquid handwash market in Q3, 2006. Its share went up
from 9.3% to 19.8% for the year 2007. Positioned on a µprotection from germs¶ platform it
carries the
tagline of µhave no fear¶ in the Liquid handwash segment too. Other than , it is so far the
only
significant player that invests in the category. With media support and strong promotional
support,
supporting its relaunch, it has made quick gains in this segment.
1.( Fem, from Ivory chemicals, was historically the key brand in liquid soap category. It used
to
be the strong number two brand until recently. However, it has lost share heavily since the
Lifebuoy
Handwash relaunch. The brand is positioned on the platform of µsoft hands and moisturizing care
of
Fem¶. In 2007, it launched a premium range of products under a sub brand of Fem Cool Angel
(three
variants, priced at Rs.79/- for 250ml pump pack).
Page 10

%( Palmolive launched handwash in October 2003 with a premium pricing and imported
stocks. In Oct 2006, they dropped prices from Rs. 90/- for 300ml Pump to Rs. 55/- for 250ml
Pump.
While the brand is supported by promotions mainly in the modern trade, it is not active on air.
$
%( It launched its handwash in March, 2005 on the µgentle protection¶ platform. It currently
has a 2% share. It is not supported on air.
$
( As a strong player in the bar soaps market and with a high market-share in the South,
Santoor launched the Liquid Hand Wash in January 2007, along with media support.Post that,
the brand
has been off air.
The liquid hand wash category has seen a sharp increase in the competitive environment with
new players entering in 2007 and big brands like Lifebuoy getting active. As the liquid handwash
category grows, given the usage of single product for handwashing and bathing in many homes,
more
and more bar soap players are launching liquid handwash. Chandrika & Margo are two such new
entrants, but with no strong
support, they are yet to make their presence felt.
Communication:
hand wash communication has always focused on the core brand positioning of
protection from germs. Over the years, the message of need for hand washing and the risk of
germs has
been highlighted in various daily germ pick up situations · -
&&.(&&'
!

%

&

bodywash was launched in 2005 for further penetration into related categories and
progression
into the urban market.
The Body Wash market is a small but fast growing category. Its category size was Rs. 16 Crores
in
2007. For the last 3 years, the CAGR has been near 30% · .

The market is dominated by a few key players namely, Lux Body Wash, Palmolive and Dove
·
.
!!
The current user profile of Body Wash is upper SlCs who reside mainly in Metros. The user
profile currently also has a slight female skew and the association of the product usage is with
feelings
of indulgence and µpampering oneself¶. The category is considered µpremium¶ due to its high
priced
products ·
.

Given the size of the market, the support behind the category has been overall at a rather low
level. The overall penetration in India is a meagre 1%. However, trends in other semi-developed
markets
Page 11

show that shower gels clearly the body-wash market of the future. In many developed countries,
use of
soap is changed to bodywash format (almost to 50%).
Players in the market:
Ñ)( It launched the MTV range ± Friday Night Fever and ran spots on MTV

%( It has launched the µSpa¶ range with two variants ± Thermal and Firming
%( Has picked up in the bodywash market and launched a new product in 2007
Communication:
Lux Body Wash did a big bang advertising launch in 2004 with celebrity endorsement (Kareena
Kapoor). That year the category grew by 135%.
The other advertiser in this segment was Palmolive, which has been advertising on a low but
regular basis. Both brands used niche channels and occasionally use targeted magazines.
launched its campaign in May¶07 µPleasure for the Senses, Protection for the Body¶.
Currently, Body Wash is distributed by the company in the top six metros and in the self-
service
stores only.
/

$
%
( launched its shaving cream in 1996.This has also been another
successful
extension for the brand. The insight into developing this product came from the use of
Liquid in
shaving water.

( Plaster is an important brand in the basket since it is directly used in first aid and
hence adds to the first aid range and core equity of the brand. The major competitor in the
category is
Band-Aid from Johnson and Johnson.
At this point in time, these two segments are not the focus for the team.
/
%
One of the key challenges on use of has been low consumer awareness on germ pick up
situations. Recognizing the same, the team is evaluating how hygiene awareness can be
increased
further. Apart from communication the initiatives that are currently undertaken are:
1. Surakshit Parivar: An on-ground consumer contact program, where young mothers are
educated on good hygiene practices and school children are educated on hand wash habits.
Page 12

2. is working with Global Hygiene council, a council working towards increasing hygiene
awareness across countries. The results of and recommendations from the studies done are
shared through the mass media.
3. Periodic advertorials on good hygiene practices, threat of illnesses, hygiene habits, educational
advertorials, etc are some of the other initiatives.
Ñ
--
Brand Dettol¶s growth trend had been steady over the years. In the last few years, there had
been an acceleration in its growth, but the team felt that with the right strategies in place, it could
leverage the growth momentum it had built in recent past. It was looking forward to finalizing
various

strategies and initiatives to help it achieve its ambitious objectives.
Page 13

lxhibit 1

Page 14

lxhibit 2
Ñ'

2a. Market Size
2""
2""3
2""

$4 5
67 8
90.1
103.3
120.2

$4 5 69 Ñ8
5719
6499
7339
2b. Market Shares

$
65
8
2""
2""3
2""

86%
85%
84%
$
%
13%
13%
13%
$
0%
1%
2%
2c. Pricing for & Savlon for different sizes in Rs.

$
%
"
10.8
12.5
!""
17
19.5
2d. Distribution for in 2007
6 8
5 /
6 - Ñ8

16,07,669
6.43
, 7
6,03,245
1.29
.
7
3,80,580
1.18
: 7
2,37,720
1.40
$ 7
3,86,126
2.56
Page 15

lxhibit 3

3a. Market Size
2"";
2""
2""3
2""
568
5,35,217
5,37,923
5,43,884
5,47,215
5
67 8
5768
5921
6046
6548
3b. Category ( Bathing soap ) drivers for consumption
"-;
"-<3
"-<
"-<;
"-<;
"-<2
"-<2
"-<2
"-<2
"-<2
"-<2
"-<!
"-<
"-2=
"-2=
"-2=
"-2=
"-2
"-2<
"-2

0 '

%

Ñ
%
Ñ

* 51

$
%

%
%
Ñ

7

.%
,

9 %
7

*
.

5

%
%
.)
*
Category Driver : Bar Soap (body)
Note: lach individual parameter is rated from a scale of 0 to 1. These parameters are grouped as shown.
Page 16

3c. Toilet Soap Classification
Sales revenues of major brands in 2007

2"" %

+

2"" %

7
Baby
2.8%
JOHNSON'S
BABY
Baby
149.7
Beauty
52.3%
LUX
Beauty
1139.5
Fairness
0.7%
SANTOOR
Beauty
447.7
Freshness
3.4%
GODRlJ NO 1
Beauty
427.3
Haircare
0.3%
BRll l
Beauty
409.4
Health
23.3%
NIRMA
Beauty
251.1
Herbal
8.2%
RlXONA
Beauty
194.1
Others
4.3%
NIMA
Beauty
155.1
Skincare
4.7%
JO
Beauty
111.9

$

!""-"#
MYSORl
SANDAL
Beauty
96.5
DYNA
Beauty
45.9
CINTHOL
Freshness
145.5
LIRIL
Freshness
71.8
LIFlBUOY
Health
1151.0
./Ñ
Health
322.5
SAVLON
Health
37.7
HAMAM
Herbal
202.0
MlDIMIX
Herbal
175.6
MARGO
Herbal
62.4
PlARS
Skincare
242.5
DOVl
Skincare
68.1
Page 17

3d. Market shares of major brands by value and volume

$

5
6#8
2""; 2"" 2""3 2"" >!?" >2?" ><?" >;?" >!?"3 >2?"3 ><?"3 >;?"3 >!?" >2?" ><?" >;?"

3.7
3.9
4.3
4.9
3.3
4
4.4
4
3.7
4.8
4.6
4.2
3.9
5
5.6
5.2
Ñ
18
18.4
18.3
17.6
19
19
18
18
19
18
18
18
18
17
17
18
Ñ)
16.8
15.7
17.5
18.2
16
15
16
16
17
18
18
18
18
19
18
18
$

4.8
5.4
5.9
6.8
5.3
5.1
5.7
5.6
5.2
5.9
6.3
6
6.2
6.6
6.9
7.5
4
7.4
6.7
6.5
6.3
6.7
6.7
6.9
6.5
6.6
6.3
6.3
6.6
6.1
6.2
6.6
6
* + , !
4.1
4.8
5.6
6.5
4.5
4.6
4.9
5.3
5.3
5.3
5.9
5.9
6.2
6.5
6.9
6.5
$
%
0.4
0.6
0.6
0.6
0.5
0.6
0.6
0.6
0.6
0.7
0.6
0.5
0.5
0.6
0.6
0.5

$

5 6#8
2""; 2"" 2""3 2"" >!?" >2?" ><?" >;?" >!?"3 >2?"3 ><?"3 >;?"3 >!?" >2?" ><?" >;?"

2
2.3
2.6
3
1.8
2.3
2.7
2.5
2.2
2.9
2.8
2.6
2.3
3.1
3.5
3.1
Ñ
21.8
22.2
21.6
20.9
23
23
22
22
23
21
21
21
21
21
21
21
Ñ)
14.2
13.5
15.5
16.2
14
13
14
14
15
16
16
16
16
17
16
16
$

4.1
4.9
5.4
6.2
4.6
4.6
5.2
5.2
5
5.4
5.7
5.4
5.7
6
6.3
6.8
4
11.5
9.9
9.5
9.2
10
10
10
9.6
9.6
9.3
9.3
9.7
9.1
9.2
9.6
8.7
* + , !
5.5
6.6
7.8
9.1
6.1
6.3
6.7
7.2
7.2
7.4
8.3
8.3
8.6
9.2
9.6
9.2
$
%
0.2
0.3
0.4
0.3
0.3
0.3
0.3
0.3
0.3
0.4
0.4
0.3
0.3
0.4
0.4
0.3
Page 18

3e. Region Wise value share of major brands
2""

,
.

:
$
TOILlT
SOAPS value
in Rs crore*
6548
1581
1091
1787
2088
LIFlBUOY
17.6
17.3
26.4
18.6
15.4
LUX
17.4
13.2
19.6
19.4
13.9
SANTOOR
6.8
13.1
8.7
7.8
14.6
GODRlJ NO 1
6.5
8.1
7.3
5.5
7.8
./Ñ
4.9
10.3
5.1
6.4
7.2
BRll l
6.3
9.1
2.3
8.0
5.1
PlARS
3.7
3.6
2.7
3.5
4.5
NIRMA
3.8
2.3
2.6
4.1
4.0
HAMAM
3.1
1.9
2.0
2.8
4.0
RlXONA
3.0
0.9
0.9
2.5
3.2
MlDIMIX
2.7
1.3
1.9
2.1
3.9
JOHNSON'S
BABY
2.3
1.2
1.5
1.0
2.0
CINTHOL
2.2
1.6
2.3
2.2
2.0
NIMA
2.4
1.2
0.5
1.3
1.3
JO
1.7
1.6
1.5
1.3
1.0
MYSORl
SANDAL
1.5
1.0
1.1
0.9
0.9
DYNA
0.7
0.9
1.3
1.1
1.0
DOVl
1.0
0.9
1.1
0.9
0.6
MARGO
1.0
0.8
0.4
0.8
NA
LIRIL
1.1
0.9
0.8
0.6
0.6
Page 19

Geography-wise value shares (%) for major brands

!

7
@

7

6@
A7
8
2""3 2"" 2""3 2"" 2""3 2"" 2""3 2"" 2""3 2""
TOILlT SOAPS value in
Rs Crores*
1,339 1,450 1,012 1,078 1,040 1,140 2,655 2,881 6,046 6,549
./Ñ
6.5
7.1
4.9
5.5
4.5
5.5
2.9
3.4
4.3
4.9
Small Packs
0.0
0.1
0.0
0.1
0.0
0.1
0.0
0.1
0.0
0.1
Large Packs
6.5
7.0
4.9
5.4
4.5
5.4
2.9
3.3
4.3
4.8
LUX
17.9 18.0 17.7 18.8 16.1 16.5 17.8 18.8 17.5 18.2
Lux Small Packs
2.0
2.2
2.3
3.0
2.1
2.4
4.7
5.9
3.2
4.0
Lux Large Packs
15.9 15.8 15.5 15.8 14.0 14.1 13.2 12.9 14.3 14.2
LIFlBUOY
14.1 13.1 14.7 14.0 16.5 15.5 22.6 22.0 18.3 17.6
Lifebuoy Small Packs
1.8
2.0
2.5
2.8
2.7
3.0
7.0
7.7
4.3
4.8
Lifebuoy Large Packs
12.3 11.0 12.2 11.2 13.7 12.6 15.6 14.3 14.0 12.8
SANTOOR
3.9
4.9
6.2
7.0
4.7
5.7
7.2
8.2
5.9
6.8
Santoor Small Packs
0.2
0.4
0.5
0.8
0.4
0.6
0.9
1.5
0.6
1.0
Santoor Large Packs
3.7
4.5
5.7
6.1
4.3
5.1
6.3
6.7
5.3
5.9
*Note: Figures are rounded off
3f. Distribution for the top brands in terms of number of outlets (table1) ;no of dealers (table 2)

!
2"";
2""
2""3
2""
Body soaps
57,29,961
59,14,089
60,75,797
62,44,942

20,43,810
19,28,221
18,95,077
21,96,611
Lifebuoy
40,37,418
42,60,275
45,08,039
46,24,383
Lux
36,97,472
38,57,883
42,65,473
42,21,792
Santoor
11,63,726
12,35,822
13,16,524
14,29,301
Breeze
26,08,078
26,41,925
24,74,234
24,10,057
Godrej No 1
10,71,294
12,29,297
13,84,032
14,81,902
Savlon
5,90,696
6,53,858
5,61,717
6,07,843
Page 20

2

!
7 @

7

6@
A7
8
2""3
2""
2""3
2""
2""3
2""
2""3
2""
2""3
2""
TOILlT
SOAPS
7,10,977 7,65,497 6,81,077 7,16,910 9,72,667 9,74,185 37,11,031 37,88,334 60,75,773 62,44,918
./Ñ
54.7
57.5
47.1
48.8
41.3
46.7
21.1
25.1
31.2
35.2

Small
Packs
0.2
7.5
0.4
5.6
0.4
4.2
0.2
3.7
0.2
4.5
LUX
83.6
82.3
76.2
73.7
70.1
69.5
66.6
63.0
70.2
67.6
Lux Small
Packs
46.1
43.9
38.9
32.2
26.2
25.6
29.3
29.6
30.0
29.5
LIFlBUOY
80.9
80.2
76.8
71.2
72.0
69.5
73.0
74.5
74.2
74.0
Lifebuoy
Small
Packs
42.1
50.2
35.9
40.0
30.3
39.7
41.8
49.6
39.3
47.0
SANTOOR
32.8
32.8
27.1
28.4
20.5
21.8
18.8
20.1
21.7
22.9
Santoor
Small
Packs
10.6
12.6
10.1
11.9
5.8
7.5
9.7
11.9
9.2
11.3
Page 21

3g. Variant contribution to market shares for key players

2""
2""3
2""
Cool
0
0.3
0.5
Skin Care
0.5
0.5
0.5
Original
3.3
3.5
3.8
Ñ
2""
2""3
2""
Skin Guard
0
0
0.1
Clear Skin
0.2
0.3
0.3
DeoFresh
0.9
0.7
0.4
Nature
0.7
0.9
0.5
Care
1.7
1.3
1.3
Total/Strong
14.9
15.1
15
Ñ)
2""
2""3
2""
Pink
8.5
7.9
7.7
White
4.7
6.4
7.1
International
0.9
0.9
0.8
Black
0.9
0.7
0.6
Festive Glow
0.7
0.9
0.5
Aqua
0
0.6
0.7
Haute Pink
0
0
0.4
White Glow
0
0.1
0.3
Crystal Shine
0.1
Provocateur
Page 22

3h. Pack size wise Contribution

$4

Ñ
Ñ)
$

0-50g
16%
3%
28%
24%
16%
75g
11%
45%
1%
11%
0%
90-125g
39%
12%
55%
52%
70%
150g
3%
0%
0%
2%
3%
Multi/Promo Pack
32%
40%
16%
12%
11%
Total
100%
100%
100%
100%
100%
3i. Price chart for key players
$468
767-8
35
7

70
18
120
29
42
5
Lifebuoy
90
12
115
14
45
5
Lux
75
10
100
17
125
21.5
Page 23

3j. Brand : Seasonality
Soaps :
Low Penetration & share in off season months
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
Q1 '05
Q2 '05
Q3 '05
Q4 '05
Q1 '06
Q2 '06
Q3 '06
Q4 '06
Q1 '07
Q2 '07
Q3 '07
Q4 '07
-!
-!
-<
-;
-3
-
-;
;-=
;-
;-2
<-3
<-B
<
<-
;
;-

-
3
C, 1. 7 7 C@, C@Ñ @* $. / ,/5 .

$
5

Ñ
2""
2""3
2""
HH Penetration % (Urban)
Val Share%
Note:The graphs show a trend in house-hold penetration of in urban areas and value share (actual &
expected) in the soap market
Page 24

3k. Region-wise seasonality for soap consumption
Germ Relevance - a key reason for low consumption
Seasons when soap is used
<
!
!=
!B
"
2
<
<
10
12
8
10
52
34
70
70
North
last
West
South

7

$

:

$
!
<
<
=;
2
;
3
="
=
2!
!B
3
There are more germs at
this time of year
I need it for different
things at this time
It's smell is suited to that
time of year
It is more easily available
at this time
<
B
22
B
7

, 6!"8
.
6!2;8
: 6;=8
$ 6<28
Page 25

3l. : Reasons for dislike (if any)
Dislikes

@
*
@
0

@
Base:
1270
277
81
Too lxpensive
10
12
4
Strong/ Harsh
5
4
6
Unpleasant
Fragrance
5
3
4
Not for everyday
use
4
3
1
Not effective at
killing germs
3
6
5
:

Note: The base represents the number of respondents interviewed, while the other figures in the table indicate
percentage of respondents who have given a particular reason for dislike
Page 26

3m. Communication for soaps
Summer Advertisement
Monsoon Advertisement
Page 27

Winter Advertisement
Page 28

lxhibit 4
Ñ' 0

4a. Market Size
2"";
2""
2""3
2""
Market Size (Value,Rs. Crore)
26.3
27.8
39.4
58.7
Market Size (Volume,Kiloltr)
1430
1626
2185
3236
7 >

>!?"3 >2?"3 ><?"3 >;?"3 >!?" >2?" ><?" >;?"
Market Size (Value,Rs.
Crore)
8.4
9.4
9.9
11.8
13.9
13.9
15.8
15.2
Market Size
(Volume,Kiloltr)
478
513
542
651
764
758
865
850
4b. Market shares of leading brands

2"";
2""
2""3
2""

53%
58%
54%
51%
Ñ
0%
4%
10%
20%
1
29%
27%
26%
17%
$
%
2%
2%
1%

%
13%
6%
4%
7%
$

0%
0%
0%
0%
7 >
>!?"3
>2?"3
><?"3
>;?"3
>!?"
>2?"
><?"
>;?"

54%
54%
56%
53%
50%
50%
51%
50%
Ñ
8%
8%
11%
14%
17%
19%
20%
23%
1
29%
29%
26%
21%
21%
19%
16%
11%
$
%
2%
3%
2%
1%
1%
1%
1%
1%

%
4%
4%
3%
5%
7%
7%
7%
7%
$

0%
0%
0%
0%
1%
2%
2%
2%
Page 29

4c. Price Chart for various pack sizes
1

7
$4 68
Pump Pack

55
250

38
135
Lifebuoy
40
200
Fem
55
250
Palmolive
55
250
Santoor
55
250
Pouch Refill

30
200
Lifebuoy
25
180
Fem
29.5
200
Palmolive
35
250
Santoor
27
180
Large Refill

150
1000
Lifebuoy
125
900
Fem
159.5
1000
Palmolive
150
1000
Santoor
150
1000
Page 30

4d. Availability Trend with respect to the number of outlets
*LHW stands for Liquidhandwash
4e. Communication
2005
2006
2007 - current
"
""""
!"""""
!""""
2"""""
2""""
<"""""
<""""
C
?"3

?"3

?"
3
C
?"3
$

?"
3
,

%
?"3
C
?"

?"

?"

C
?"
$

?"

,

%
?"
C
?"B

?"B
Ñ0:

Ñ
1

%
Page 31

lxhibit 5

5a. Market Size
2""
2""3
2""
5
67 8
9.2
12.2
16.3
5 6 8
329
436
580
5b. Market shares for major brands by value and volume

$4 65
8
2"";
2""
2""3
2""

%
52%
44%
41%
37%
%
5%
5%
15%
Ñ)
38%
42%
44%
41%
1

:
1

4%
6%
4%

$4 658
2"";
2""
2""3
2""

%
50%
43%
37%
36%
%
4%
3%
12%
Ñ)
39%
45%
50%
45%
1

:
1

4%
7%
4%
5c. Price chart for major players

$468
67-8
!""
)D
Ñ)
250
70
28
100
Ñ)
125
40
32
114

%
250
90
36
129

%
130
45
34.6
124
%
250
125
50
179

250
85
34
121

125
45
36
129
*Note: Considering the µcheapest per 100 ml¶ pack as 100, the price indices for competitive brands in various
pack
sizes has been calculated.

Dettol Case Study

Загружено:

Сведения о документе

Исходное описание:

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Dettol Case Study

Загружено:

Авторское право:

Доступные форматы

c

Вам также может понравиться

Dettol Case Study

Загружено:

Сведения о документе

Исходное описание:

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Dettol Case Study

Загружено:

Авторское право:

Доступные форматы

c  

Вам также может понравиться

c