Dettol Market Extension

ASIAN CASE RESEARCH JOURNAL, VOL. 13, ISSUE 1, 105–143 (2009)

© 2009 by World Scientific Publishing Co.

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This case is prepared by Assistant Professor Anand Kumar Jaiswal of Indian Institute of Management, Ahmedabad, Arpita Srivastav, doctoral candidate at Man-agement Development Insti- tute Gurgaon, and Dhwani Kothari, MBA Class of 2003, XLRI Jamshedpur. It is pre-pared from the published sources and the informa-tion provided by ACNielsen ORG-MARG Private Limited (“ACNielsen”), as the basis for classroom discussion rath-er than to illustrate either ef-fective or ineffective handling of an administrative situation. ACNielsen owns all rights in its information which is copy-righted in ACNielsen’s name.

Please address all correspon-dence to Assistant Professor Anand Kumar Jaiswal, Indian Institute of Manage- ment, Vastrapur, Ahmedabad 380015, India. E-mail: [email protected].

Dettol: Managing Brand Extensions

“What next?” pondered Vishal Khannaa, General Manager (Marketing), Reckitt Benckiser India Limited (RBIL), as he sat gazing at the Boston Consulting Group (BCG) matrix of Dettol brand extensions (Exhibit 1). It was December 20, 2006 and Mr. Khanna was putting together decisions concerning the brand extensions of Dettol. RBIL had rolled out more than eight extensions of Dettol in the past and many of them had failed to establish their presence in the market. Khanna was entrusted with the task of assessing the performance of various extensions. He was wondering what future course of action the company should take. He first started reflecting on the long journey traversed by Dettol in India.

RECKITT BENCKISER INDIA LIMITED: COMPANY BACKGROUND

Reckitt Benckiser India Limited (RBIL) was a wholly owned subsidiary of Reckitt Benckiser plc. The parent company was the world’s number one in household cleaning products. It had its operations in over 60 countries and its products were sold in 180 countries.1 In 2004, it had a turnover of £3,871 million and net profits were £586 million.2 The Indian subsidiary was incorporated in 1951 as Reckitt & Colman India. With the merger of the parent company with Benckiser

aNames are disguised. Case setting is created for the purpose of facilitating classroom discussion.

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NV of the Netherlands in December 1999, it was renamed Reckitt Benckiser India Limited. RBIL contributed 4% to global revenues of Reckitt Benckiser plc.3 The sales for its key products are provided in Exhibit 2. The sales figures for RBIL are given in Exhibit 3.

The company had two main divisions: household products and over-the-counter (OTC) pharmaceutical products. Fabric care, surface cleaners, pest control, air fresheners, and lavatory care products constituted the household division, while antiseptic creams, ointments, and analgesics fell under the OTC pharmaceutical products division. RBIL was a leader in most of the categories in which it was present. About 85% of its revenues came from brands which were number one or number two in their respective categories.4 The company had around 20 brands in its portfolio which included Robin Blue, Dettol, Dispirin, Coldarin, Cherry Blossom, Lizol, Harpic, and Mortein. Pest control, toilet soaps, surface care, and fabric care products contributed 74% of total revenues.5 The product portfolio of RBIL is given in Exhibit 4. The shares of various categories in 2001 were as follows: household products, 51.7%; toiletries, 20.7%; laundry products, 11.3%; pharmaceutical products, 13%; and food products and others, 3.4%.6

RBIL followed a niche market strategy, and focused more on niche segments which had concentration of a large number of unorganized players and a few organized players. The strategy had reaped good results, and had made its brands market leader in respective categories. However, of late, the company was facing tough competition from local players in a few product categories such as laundry care and ointments in OTC, leading to a decline in the market share.

ORIGIN AND EVOLUTION OF DETTOL BRAND

The moment anybody said antiseptic, the image of Dettol conjured up. Dettol was one of the world’s most used and

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DETTOL: MANAGING BRAND EXTENSIONS 107

trusted antiseptics. Dettol antiseptic liquidb had become generic to its category soon after its launch in the 1930s7 and had maintained its status quo over the years. More than a billion people all over the world were aware of the brand. Dettol developed distinct brand values and associations. It always achieved high standards in effective germ kill and superior solutions. It was also found to be safe on contact with the skin. The very word brought the images of brown liquid in a green labelled bottle, unique odour as well as the sting which was characteristic of the product. Consumers’ trust on brand was evident from the fact that a bottle of Dettol antiseptic liquid could be found in any household. The company had to do very little to promote the brand equity. The name of Dettol got built up over the years, through sheer usage, high credibility and also through market leadership. Dettol’s brand logo consisted of white glistening sword against the backdrop of green. The sword represented its core benefit of killing germs and treating infections, while green and white colours were supporting its association with hospitals. The Dettol brand logo is provided in Exhibit 5 and Dettol bottle pack is shown in Exhibit 6.

Dettolc first emerged in a leading United Kingdom maternity hospital. There its use was limited to as an antiseptic during childbirth. Death rate during childbirth was high because of widespread puerperal fever.d The doctors started using Dettol antiseptic liquid and soon found the

bThe main ingredient in the Dettol antiseptic liquid is 4-chloro-3,5-dimethylphenol (C8H9ClO), which is also known as parachlorometaxylenol (PCMX) or chloroxylenol. This is an aromatic compound and gives Dettol the ability to fight germs continuously. This molecule makes up only 4.8% of Dettol volume, the rest is contributed by oil, isopropyl alcohol, castor oil soap, caramel, and water. Dettol antiseptic liquid is safe and mild enough to apply on the skin. It is a powerful and an effective disinfectant owing to its broad spectrum antimicrobial action. cThere is an interesting history on how the name Dettol came into existence. The name was new, and conveyed no particular meaning or idea. The company’s management decided on this name as it was free of any pre-conceived opinions or perceptions, its features or attributes. Additionally, it was believed by many that the word Dettol connoted medical association. dPuerperal fever (from the latin word puer which means child) is also known as childbed fever. It is a disease contracted by a woman during childbirth or shortly after childbirth or abortion. Its most common cause is unhygienic conditions. It is uncommon nowadays because of better hygiene during childbirth and use of antibiotics.

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death rate in women was reduced by almost half. This led to its endorsement by the medical fraternity very rapidly. In 1933, it was launched publicly and was made available to the general community to protect them from minor wounds. Its fame spread further during World War II when, along with sulphonamide drugs, it was extensively used to treat wounds. It was used as a disinfectant in the army and soldiers carried it across the continent from Dunkirk to Rangoon. It soon became an integral part of the war to such an extent that Hull in the U.K. was attacked by the enemies to destroy the manufacturing base of Dettol. New facilities were set up at Yorkshire Dales which was much more peaceful and undisturbed.8

DETTOL IN INDIA

Dettol came to India in 1933.9 Dettol antiseptic liquid, Dettolin mouthwash and Dettolin obstetrics cream were the products that were introduced by the company. Initially these products were mainly prescription driven or used only in hospitals, and their use expanded on the home front gradually. The cause for the growth was increasing consumer awareness for health and hygiene in everyday life.10 Dettol had been dominating the liquid antiseptic market without any serious competition. The popularity of Dettol can be gauged from the fact that in an AC Neilson survey of most trusted brands it was usually in the top ranks.11 In 2002, Dettol was voted as the most trusted brand in the Economic Times Brand Equity survey of India’s most trusted brands.12

From Rs.27 crore brand in 1990, Dettol grew five-fold and became a Rs.168 crore brand in 1998 in just a matter of eight years13 and then it went on to become Rs.230 crore in 2001.14 In 2002, 8% of Reckitt’s turnover came from the Dettol brand.15 Dettol’s prominence in the market had been mainly through antiseptic liquid, soap, and liquid handwash.

Dettol had spearheaded the provision of household protection amongst the masses in India and helped them improve the quality of their family’s health and hygiene. It developed a unique and traditionally entrenched position

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of trust and reliability in the average Indian consumer’s mind. It was described as the “king of germkill”. It had top of the mind recall in any given instance of a wound or cut. The brand offered both rational as well as emotional appeal to consumers who perceived Dettol as being a “doctor’s friend” to their families.16 The brand had been promoted on two propositions: functional and emotional. The functional aspect was antiseptic — protection from germs and healing wounds. The emotional aspect was love and care as Dettol portrayed a mother’s love and care in treating minor wounds of her children and family members. Dettol’s love and care image was supported by an advertisement campaign which showed a mother reading a letter from her son who is in a boarding school. The mother wasn’t worried about her son, though he was away from home, because she felt he was safe with the protection of Dettol. The campaign helped in making emotional connect with consumers and people remembered the campaign even long after it was discontinued. The unique set of associations which represents Dettol’s brand identity is provided in the Exhibit 7.

NEED TO GROW THE BRAND

In the late 1980s Dettol faced a unique problem. Despite being a highly popular brand with clear monopoly in the antiseptic segment it was faced with stagnation. Sales volume was not growing and inventory was stuck with the company and the middlemen. Dettol had become a product which was a must for the emergency kit of all households, but was seldom used, far less than the company’s expectation. This led to a low sales volume. Another issue of concern was restricted revenues because of price inflexibility since the government kept the product under the purview of price control.e Since the company could not increase the price of the product its revenue did not go up and inventory piled up. To tackle this problem the company came up with a new marketing

eThe government had included Dettol antiseptic liquid in the category of price controlled drugs.

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strategy. Its advertisements claimed multiple uses of the antiseptic liquid: add it to water for washing clothes, floor cleaning, bathing, shaving, etc. The idea was to project Dettol as an all-purpose antiseptic liquid. Consumers fell for the gambit and soon sales volume started going up. Looking at this success, the company decided to introduce new products consistent with a variety of secondary usages of Dettol. A brand extension strategy was developed to fully exploit the potential of Dettol and establish its presence in the consumer’s everyday life.17

INTRODUCING BRAND EXTENSIONS

Starting with the first brand extension of Dettol soap in the 1980s, RBIL introduced more than eight brand extensions from mouthwash to prickly heat talcum powder. Dettol plaster was launched in 1993, Dettol liquid soap in 1994, and shaving cream in 1997.18 A floor cleaner called Dettol Gold was test marketed in 2002. The company also planned to launch an anti-dandruff shampoo.19 Apart from soaps, other extensions of Dettol were not successful and hardly anyone remembered them.

Dettol Soap

Dettol soap was introduced in 1981. It was the first brand extension which the company tried its hands on. Originally it was launched as a premium cosmetic soap, positioned on the “love and care” platform.20 By 1986 the market share of Dettol soap was 0.5% in the premium soap segment.21 When the soap could not make any mark in the market, the reasons were analysed. The company relaunched it as a “100% germ fighter.” It was positioned on the germ killing platform, different from its initial positioning as a premium cosmetic soap (Exhibit 8). The new positioning worked well and sales slowly started picking up. Meanwhile the other reason for the success of soap was the growing awareness among consumers regarding health and environment. Many had started feeling

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that the air was heavily polluted and using Dettol antiseptic liquid in their bath would give them protection. This gave the idea to the company of presenting it as 100% bath.22 Dettol soap gradually established its hold on the market. In 2001, Dettol soap had a market share of 3% (in value terms), going up to 3.6% in 2005 (Exhibit 9). Sales of Dettol soap grew from Rs.210.5 million in 1995 to Rs.1849.4 million in 2005 (Exhibit 10). Apart from Dettol soap, Lifebuoy, Savlon, Medimix, Margo, and Hamam were other competing brands in the health and hygiene segment in the soaps market. However, the key competitors for Dettol soap were Hindustan Lever Limited’s (HLL)f Lifebuoy soap with “germ killing” positioning23 and Savlon, positioned as a “family protection” soap.24

The company launched several line extensions or variants of Dettol in the toilet soap segment. In 1999 it introduced Dettol Fresh, a perfumed variant of the medicinal soap.25 In 2000, Dettol Extra, soap bar with moisturizer, was launched. Dettol Extra failed in gaining consumer acceptance and subsequently withdrawn from the market. In 2001 continuing its strategy of introducing a stream of line extensions, the company launched Dettol Junior, a bar soap targeted at children aged between 2–6 years.26

Similarly in 2004, the company came up with a new line extension, Dettol Skincare soap bar. It was mainly targeted at women. Product formulation was done to take care of the skincare needs of women. It was introduced in a saddle shape with milky white colour and a special fragrance. This clearly differentiated it from other existing brands in its portfolio.27 In 2006 Reckitt introduced another soap bar with the name Dettol Cool. It was enriched with menthol to deliver a cool sensation, specifically designed for teens and young consumers. The soap was manufactured in light blue colour to highlight its freshness proposition, with a saddle shape and fresh fragrance.28 Despite launching a series of line extensions, the performance was lacklustre. Except Dettol Skincare, these variants yielded poor sales for Reckitt (see Exhibit 10).

fHindustan Lever Limited is a 51% subsidiary of Unilever, an Anglo-Dutch consumer-goods company. It is one of the dominant players in Indian fast moving consumer goods market.

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Dettol Liquid Soap

In the mid 1990s, increasing competition within the soap category forced Reckitt to look out for product innovations. Earlier Hindustan Lever had launched Lifebuoy in liquid form in a plastic dispenser. Lifebuoy was an established health soap brand competing with Dettol. It was said that as the dispensers were defective and hence the effort was not successful. This gave Reckitt the idea to introduce Dettol Hand Wash, a liquid soap. The product clicked in the market and sales registered continuous growth over the years (Exhibit 10). In 2003 the company launched Dettol Skincare hand wash, a new variant of the Dettol hand wash which was marketed aggressively.29 In 2006 it introduced another variant, Dettol Sensitive hand wash, which was a soap-free formulation having glycerine and mild on skin.30

Realizing that the trend of bathing with body wash was catching up, the company launched Dettol Body Wash in three variants: Original, Skincare, and Cool. The objective was to tap the comfort conscious customer who wanted more than just a soap for daily bath.31 The product was priced higher and targeted upper class customers. The body wash category had higher concentration of female users than males. It was seen as an indulgence product providing a refreshing bathing experience. Dettol had a weak position in the body wash market in comparison to hand wash market (Exhibit 10). The body wash market was dominated by Lux Body Wash, Palmolive and Dove.

Dettol liquid soaps, especially hand wash further helped the company in moving the Dettol brand out of first-aid boxes into households. Over the years Dettol’s presence in the liquid soap segment grew rapidly. Dettol established its clear market leadership. By 2004, it had 44.5% market share in value terms (Exhibit 11).

Dettol Medicated Plasters

In 1991 the company extended the Dettol brand into the medicated plaster category. For Dettol medicated plaster, the

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major competitor was Band-Aid, a brand owned by Johnson & Johnson (J&J).32 Market analysts believed that it launched this extension because for different reasons. J&J had bought the marketing rights of Savlon, an antiseptic liquid, from ICI.33 Savlon claimed to have a newer and much powerful formulation. Further, it did not have the typical sting and smell of Dettol. J&J provided substantial advertising support to it. This made Reckitt insecure regarding its own products though Dettol’s brand name was deep-rooted in this category and possibly Savlon had less chances of posing serious challenges to Dettol. Reckitt entered the medicated plasters market as a combative strategy against J&J. It tried to make J&J vulnerable by attacking it on medicated plasters. J&J had market leadership in medicated plasters. Dettol medicated plaster was introduced almost at the same time as the re-launch of Savlon. Reckitt hoped that J&J’s attention and resources would be diverted which it was planning to put behind Savlon. Reckitt’s strategy worked to an extent that J&J took a defensive position by introducing many variants to Band-Aid. Also in the antiseptic liquid category, J&J’s promotion of Savlon got reduced and did not affect Dettol’s hold in the market.34

Dettol medicated plasters were launched with a distinct purpose. It was meant to force the competitor to take a defensive position by attacking it on its stronghold. Furthermore, it was thought that consumers would accept Dettol medicated plaster since the Dettol brand symbolized protection and was used for small cuts, bruises and external injuries.

The brand extension could not achieve any significant sales for the company. The market for medicated plasters was very small, a mere Rs.20 crore.35 This was because medicated plaster was a low value product and homes in India continued to use traditional medications for minor injuries. Furthermore, the category was dominated by two powerful brands: J&J’s Band-Aid and Bieirsdorf’s HandyPlast. Dettol would have to make significant investment to create a place for itself. The product was contract manufactured and the company faced supply constraints. The company soon lost the zeal to pursue the product wholeheartedly.36

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Dettol Shaving Cream

Reckitt got the idea of brand extension in the category of shaving creams and gels after a study commissioned in 1996 revealed that 40% regular shavers applied an antiseptic lotion on their face after shaving and approximately 30% used Dettol liquid.37 The study found that the users of Dettol were completely satisfied with their product and did not feel the need to use any aftershave lotion. Most importantly, the average frequency of purchase of Dettol liquid for this purpose was once every 10 months, which was much higher than the average for Dettol as a pure antiseptic liquid for wounds and injuries. The company believed that the antiseptic platform had a fit and it was consistent with the functional benefit provided by aftershave lotions and shaving creams.38

However, Reckitt’s attempt to enter the male grooming market by piggy-backing on this brand extension was not that successful. Dettol shaving cream had a market share of less than 5% by 2000. Dettol shaving gel was withdrawn shortly after its introduction. The company officials claimed that they did not possess expertise in gels and did not market the shaving cream aggressively.39

Dettol Talc

Reckitt entered into the prickly heat talc market in 2000 by extending the Dettol brand.40

It was initially introduced in southern India, which is considered as the most dynamic market for talcum powder in the country.41 The company claimed that the product had actives which prevented body odour by fighting the germs that caused it.42 The product failed to gain consumers’ acceptance and was withdrawn within a year of launch. The company launched it again in 2003 but it did not do well. There was hardly any visibility of Dettol Talc on the shelves.43 The market share was less than 1% (Exhibit 12) while sales had gone down significantly from Rs.43.1 million in 2001 to Rs.4.3 million in 2005 (Exhibit 10).

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Though Dettol talc had a pleasant fragrance, the consumer believed that it had a medicinal smell because of the Dettol brand name attached to it.44 The strong antiseptic smell of Dettol was well entrenched in the consumers’ mind. Whereas in the case of talcum powder, the lingering fragrance was an important product attribute, and it was a critical component of product experience for consumers.

The market size for the product was not big enough. The prickly heat talc segment accounted for less than 15% of the talcum powder category. In 2000 the size of the talc market was Rs.6000–8000 million, of which the prickly heat segment accounted for just Rs.1000 million.45 In addition, brands such as Nycil, Dermicool, and Boroplus dominated the prickly heat talc market.

Dettol Mouthwash

Dettol mouthwash was yet another extension experimented by Reckitt. It was launched keeping in mind the strong health association of the Dettol brand. The company assumed that Dettol mouthwash would portray the image of a product fighting germs in the mouth. However, it found no taker and was withdrawn soon.

Many market analysts felt that mouthwash usage was more about fighting foul breath rather than germs. People used mouthwash after meals to get back fresh breath. Fresh fragrance and taste were the attributes intrinsically associated with a quality mouthwash. Also, although mouthwash was not consumed internally, it could not be categorized as a product for external use. Dettol antiseptic liquid with its characteristic sting, colour and smell was considered totally for outside application.46

Dettol Floor Cleaner

Dettol Gold floor cleaner was another brand extension that Reckitt tried. It was test marketed in Kolkata and Chennai in 2002.47 The germ killing proposition was the main fit which

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the company hoped to realize with the mother brand’s core proposition. Many households used water with Dettol antiseptic liquid added in it for cleaning floor. It was thus believed that Dettol Gold would become a branded substitute for Dettol antiseptic liquid.

The company backed the product with adequate marketing support. The floor cleaner was presented as a “double-action purpose product which kills germs while cleaning”.48 The need to prevent the frequency of illness within the family was a central theme in the marketing communication for the product. For instance, one of the advertisement campaigns mentioned that the housewife had a major role in monitoring the health aspects of family. However, this product too failed to get adequate consumers’ attention.

Extension into the Personal Care Products

In 2006 Reckitt was planning to launch a range of personal care products such as deodorants and creams.49 Entry into personal care categories was planned to get a larger role for Dettol in the consumer’s everyday life. The aim was to leverage the parent brand for rapid growth. By tapping into Dettol brand equity, the company wished to address emerging needs of consumers and gain a greater share of their spending on personal care products. The idea was to move away from Dettol’s image of offering functional benefit of killing germs and make the brand more versatile.

ROAD AHEAD

Looking at the perceptual mapsg of Dettol liquid soap (Exhibits 13–18), Khanna realized that the image of the parent brand played a key role in creating consumers’

gDerived from a study conducted by a group of Executive MBA programme participants at XLRI, Jamshedpur, in year 2000 under the guidance of Professor P. Venugopal.

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perception about extensions. He was uncertain regarding his recommendation on the future course of action the company should take in regard to these extensions.

He carefully looked at the BCG matrix for different extensions of Dettol. In the BCG matrix, the position of each brand extension was indicated based on the industry growth and relative market share. He was trying to analyse the competitive position of each extension. For instance, in the case of extension such as medicated plaster, though there were few competitors in the market yet the industry growth rate was so low that he did not feel confident of pushing them up. In the case of soaps, the category had high brand proliferation. The market was very competitive and the industry growth was low. He remained unsure about how various extensions would perform in future. He was wondering what were the options the company had concerning brand extension strategy. He was trying to find answer to the following questions:

1. What exactly is the true brand identity of the Dettol brand? How did it affect the success or failure of various brand extensions of Dettol?

2. Dettol soap launched originally in 1981 as a premium cosmetic soap failed. However, when the company re-launched it as a “100% germ fighter” it was successful in gaining sizable market share. What exactly made it work? Did the difference in positioning affect their performance in the market place?

3. How is Dettol liquid soap positioned in the market along with other competing brands? Is there any consistency in the image of the parent brand and positioning of Dettol liquid soap and whether this has played a role in the success of the latter?

4. Dettol soap bar and liquid soap seemed to be the only proven winners in the entire lot of brand extensions. Why did other extensions such as shaving cream, talcum powder and mouth wash fail to gain consumers’ acceptance?

5. Why was Dettol floor cleaner not acceptable to consumers? Apparently its germ killing proposition was consistent with the core benefit offered by the mother brand.

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6. What is the impact, positive and negative, that these numerous extensions have had on the parent brand?

7. Which extensions should the company keep and which extensions should it delete from its portfolio?

ACKNOWLEDGEMENTS

The authors are thankful to Prof. P. Venugopal of XLRI Jamshedpur for the help and valuable suggestions in preparing this case. The authors also wish to thank Ms. Sophie V. Joseph, Mr. N. Muthukumaran and Ms. Bijal Jadav of ACNielsen for their support and cooperation in the preparation of this case.

REFERENCES

1. Presentation given by RBIL executive at XLRI Jamshedpur, 2005. 2. Company Web site, http://www.reckittbenckiser.com/documentlib/

normal/annualresults2004 presentationtoinvestors-powerpoint.pdf. Accessed on August 28, 2006.

3. Business Standard 2001.The Smart Investor — Reckitt Benckiser. November 19.

4. Business Standard 2001. op. cit. 5. Business Standard 2001. op. cit. 6. India Infoline.com Ltd. 2002. Company Reports — Reckitt Benck-

iser India Ltd, August 9. 7. Bhanu Pande, 2002. Stretching brands to the limit. Indian Manage-

ment, 41(1): 46–50. 8. Chowdhury, Pran K 2000. Brand extension — The key to volume

sale. Successful branding, 101–104. 9. Rediff.com 2006. Will the new Dettol strategy work? http://www.

rediff.com/money/2006/apr/11dettol.htm. Accessed on August 11, 2006.

10. Economic Times 2000. Brand Equity — The 100% brand, March 15.

11. Rediff.com 2006. Will the new Dettol strategy work? 12. Economic Times 2000. Brand Equity — The 100% brand, March

15. 13. Business Today 1998. Strategy — How can Reckitt Cherry blossom

its future? October 22.

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14. Business Standard 2001.The Strategist — Dettol’s cuts and bruises, October 23.

15. India Infoline.Com 2006. India Infoline Company Reports, Accessed on August 24, 2006.

16. Pran K Chowdhury, 2000. op. cit. 17. Financial Express 2001. Reckitt plans to extend Dettol, Mortein

brand range, December 10. 18. Detergents & Toiletries Review 1999. Wadhera Soaps,Wadhera Pub-

lications, October 31. 19. Bhanu Pande, 2002. op. cit. 20. Soaps, Detergents & Toiletries Review 2006. Make him pick your

brand, 21. 21. Exchange4media.com 2004. New variant of Dettol goes at a high

share of voice, http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=3&news_id=10639&tag=5272& search=y Accessed on July 25, 2006.

22. Chowdhury, Pran K, 2000. op. cit. 23. India Infoline.com 1999. India Infoline Company Reports, August

15. 24. Financial Express 1999. op. cit. 25. Financial Express 1999. Corporate — Lever, Reckitt & Colman

wage war for medicated soap share, July 23. 26. Business Standard 2001. The Strategist — Dettol’s cuts and bruises,

October 23. 27. Exchange 4 Media.com 2004. New variant of Dettol goes at a high

share of voice, http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=3&news_id=10639&tag=5272& search=y Accessed on July 20, 2006.

28. Business Line 2006. Cool & Clean, March 2. 29. Exchange 4 Media.com 2003. Reckitt Benckiser to promote Dettol

Skincare through innovative campaign branding, Accessed from Site.Securities.com on August 24, 2006.

30. Business Line 2006. Safe Hands, May 11. 31. Business Line 2005. Freshen Up. June 9. 32. Business Today 1998. Strategy — How can Reckitt Cherry blossom

its future? October 22. 33. Pran K Chowdhury, 2000. op. cit. 34. Business Standard 2001. The Strategist — Dettol’s cuts and

bruises, October 23. Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23.

35. Bhanu Pande, 2002. op. cit. 36. Business Standard 2001. The Strategist — Dettol’s cuts and bruises,

October 23.

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37. Pran K Chowdhury, 2000. op. cit. 38. Business Standard 2001. The Strategist — Dettol’s cuts and bruises,

October 23. 39. Magindia.com 2000. Category: Marketing Rejuvenating Reckitt

(November ‘30, 2000, HBL), http://www.magindia.com/ manarch/news/man3309.html, Accessed on August 30, 2006.

40. Business Standard 2001. Reckitt junks prickly Dettol powder, July 9.

41. Business Standard 2000. Reckitt to launch Dettol prickly heat powder, May 5.

42. Business Line 2000. Marketing — New products under Dettol banner, May 20.

43. Financial Express 2001. News — Reckitt plans to extend Dettol, Mortein brand range, December 10.

44. Business Standard 2001.The Strategist — Dettol’s cuts and bruises, October 23.

45. Business Standard 2001. Reckitt junks prickly Dettol powder, July 9.

46. Pran K Chowdhury, 2000. op. cit. 47. Economic Times 2002. Brand Equity, Survey of India’s most

trusted brands. August 14. 48. Business Standard 2001. Reckitt launches Dettol floor cleaner.

July 30. 49. Economic Times 2006. Reckitt Benckiser to expand Dettol range,

May 15.

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Exhibit 1

BCG Matrix for the Brand Extensions of Dettol

Source: Developed by authors based on variety of published sources.

Exhibit 1: BCG Matrix for the Brand extensions of Dettol

Source: Developed by authors based on variety of published sources

17

Exhibit 2

Sales of Dettol Bar Soaps, Talc and Liquid Soaps

Source: ACNielsen. Copyright © 2007 ACNielsen.

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Exhibit 3

Sales Break Up for Reckitt Benckiser India Limited

Period Ended No. of Months

Dec-98 12

Dec-99 12

12/00 12

12-Jan 12

Sales value(Rs mn) Bulk drugs 70 76.6 65.7 36.4 Food products 46.6 48 36.3 42.6 Household products 1,924.30 2,607.20 3,332.30 3,291.20 Laundry products 649.2 567.5 600.1 594.8 Liquids 413.3 437.2 428.7 474 Ointments 3.3 4.5 2.1 31.1 Tablets 194.9 134.2 162.7 187 Toiletries 955.6 1,045.30 1,219.30 1,215.60 Others 96 119.6 2 11.3 Sales volume(unit) Bulk drugs (Ton) 109.5 140 111.7 99.5 Food products (Ton) 590.2 563 485.7 446.8 Household products (Ton) 20,028.90 27,349.80 30,358.30 33,624.20 Laundry products (Ton) 8,149.10 7,353.30 7,556.10 7,124.00 Liquids (Litres) 3,892.70 4,171.60 4,088.00 4,043.80 Ointments (Ton) 22.2 29.3 10.5 33.2 Tablets (Ton) 559.7 429.8 511.3 274.5 Toiletries (Ton) 9,446.40 10,853.20 11,588.30 9,898.30 Unit realisation (Rs/unit) Bulk drugs (Ton) 639,543 547,207 588,192 365,829 Food products (Ton) 79,017 85,201 74,645 95,349 Household products (Ton) 96,077 95,327 109,765 97,883 Laundry products (Ton) 79,668 77,174 79,421 83,495 Liquids (Litres) 106,184 104,808 104,871 117,210 Ointments (Ton) 150,450 152,935 197,429 935,994 Tablets (Ton) 348,188 312,299 318,244 681,290 Toiletries (Ton) 101,160 96,315 105,220 122,810 Source: http://www.indiainfoline.com/comp/reck/sc00.html.

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Exhibit 4

Product Portfolio of Reckitt Benckiser India Limited

Source: Based on company Web site and SHCIL Research.

Brands

Segments

Fabric care Robin Blue

(post wash)

Vanish

(pre wash)

Surface care Harpic

(lavatory

care)

Lizol

(floor

cleaner)

Colin

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cleaner)

Brasso &

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polish)

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polish)

Health &

personal care

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Detol

floor

cleaner

(Dettol

Gold )

Dettol

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Dettol bar

soap

Dettol

antiseptic

cream

Dettol

antiseptic

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spray

Dettol

antiseptic

adhesive

bandage

Dettol

liquid

hand

wash

Dettol

shaving

cream

Dettol

talc

Home care

(household

insecticides)

Mortein

Mosquito

coils & mat

Mortein

Rat Kill

Air care Haze incense

Shoe care Cherry

Dish washing Calgonit

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Exhibit 6

Bottle of Dettol Antiseptic Liquid

Exhibit 5

Brand Logo of Dettol

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Exhibit 7

Brand Identity of Dettol: Kapferer Six-Sided Prism

Dettol’s brand identity can be understood through Kapferer six-sided prism where each face represents different aspects of brand identity. The six faces of the prism are: physique, personality, culture, relationship, reflection, and self-image. Physique symbolizes the basis of the brand. Personality is brand as a person. Culture is synonymous with the organization, i.e. the origin of the organization and the values it represents. Relationship is the level of trust between customers and organization. Reflection is the perception of consumers with respect to brand, i.e. what the brand stands for. Self-image is the perception consumer has about himself.

Exhibit 7: Brand Identity of Dettol: Kapferer Six-Sided Prism

Dettol’s brand identity can be understood through Kapferer six-sided prism where each face represents different aspects of brand identity. The six faces of the prism are: physique, personality, culture, relationship, reflection, and self-image. Physique symbolizes the basis of the brand. Personality is brand as a person. Culture is synonymous with the organization, i.e. the origin of the organization and the values it represents. Relationship is the level of trust between customers and organization. Reflection is the perception of consumers with respect to brand, i.e. what the brand stands for. Self-image is the perception consumer has about himself.

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Exhibit 8

The Brand Positioning in the Soap Industry

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tol*

40.3

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47.4

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2001

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6

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2001

2002

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2004

2005

2006

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32.2

32.3

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tol

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0.6

0.4

0.4

0.2

0.2

0.1

0.1

0.1

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0.0

* Com

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CN

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AC

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00122.indd 129 7/30/2009 5:43:06 PM

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130 ACRJ

Exhibit 13

Perceptual Map 1 for Liquid Soap BrandsExhibit 13: Perceptual Map 1 for Liquid Soap Brands

Price

Fem

Lifebuoy

Dettol

Lux

Fa Liril

Ideal

Hygiene

29

00122.indd 130 7/30/2009 5:43:06 PM

Asi

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Exhibit 14


Fragrance

Fem

LifebuoyDettol

Lux

Fa

Liril

Ideal

Hygiene

3000122.indd 131 7/30/2009 5:43:06 PM

Asi

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132 ACRJ

Exhibit 15

Perceptual Map 3 for Liquid Soap Brands Exhibit 15: Perceptual Map 3 for Liquid Soap Brands

Fragrance

LifebuoyDettol

Lux

Fa

Liril

Fem

Ideal

Price

31

00122.indd 132 7/30/2009 5:43:06 PM

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Exhibit 16


Freshness

Lifebuoy

Dettol

Lux

Fa Liril

Ideal

Fem Hygiene

32

00122.indd 133 7/30/2009 5:43:06 PM

Asi

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134 ACRJ

Exhibit 17

Perceptual Map 5 for Liquid Soap Brands Exhibit 17: Perceptual Map 5 for Liquid Soap Brands

Freshness

Liril

Lifebuoy

Dettol

Lux

Fa

Fem

Ideal

Price

33

00122.indd 134 7/30/2009 5:43:07 PM

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Exhibit 18

Perceptual Map 6 for Liquid Soap Brands

Freshness

Exhibit 18: Perceptual Map 6 for Liquid Soap Brands

FaLiril

Ideal Lifebuoy

34

Fragrance

Dettol

Lux Fem

00122.indd 135 7/30/2009 5:43:07 PM

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136 ACRJ

Exhibit 19

Advertisement for Dettol Soap

Source: http://magindia.com.

00122.indd 136 7/30/2009 5:43:08 PM

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Exhibit 20

Advertisement for Dettol Liquid Soap


00122.indd 137 7/30/2009 5:43:09 PM

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138 ACRJ

What kind ofa mother are you?

□ Caring□ Protective□ Gentle□ All of the above

Given a choice, you’d want to be everything. Introducing New Dettol Juniors. A soap formulated specially for your child’s special needs. Its glycerine formulation helps nourish your child’s tender skin while keeping him protected from dirt and germs. Making sure that it gives him exactly what you would. All of the above.

Exhibit 21

Advertisement for Dettol Junior Soap


00122.indd 138 7/30/2009 5:43:11 PM

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Exhibit 22

Advertisement for Dettol Skincare Soap


00122.indd 139 7/30/2009 5:43:12 PM

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140 ACRJ

Exhibit 23

Advertisement for Dettol Shaving Cream


00122.indd 140 7/30/2009 5:43:13 PM

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Exhibit 24

Advertisement for Dettol Talc

Feelingthe itch?

Introducing the new DettolTalcum Power. Its specialformula fights germs that cause

odour and itching. While itsrefreshing fragrance keepsyou smelling great all day.

When no ordinary power will do.


00122.indd 141 7/30/2009 5:43:15 PM

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142 ACRJ

Exhibit 25

Dettol: Parent Brand and Different Extensions

Source: http://dettol.co.in/.

00122.indd 142 7/30/2009 5:43:16 PM

Asi

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ase

Res

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Exhibit 26

Advertisement for Dettol

The shot of a packed school auditorium. The teacher announces, “For the last four years nobody has won this prize...

...but this year Ravi Mehta has not been absent for a single day. He is getting the award for 100% attendance..” The boy boards the stage...

...as some parents in the audience wonder, “Nowadays kids are falling sick so often, wonder how Ravi managed.”

MVO: “Homes where Dettol is used daily, here is less chances of people falling sick.” The boy accepts his award and proudly...

...holds it up, as the audience applauds his achievement.

The Dettol logo appears as the MVO adds, “Dettol. Be 100% sure.”

Source: http://www.agencyfaqs.com/advertising/storyboard/Dettol/957.html.

00122.indd 143 7/30/2009 5:43:21 PM

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Documents

Dettol Market Extension