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13, ISSUE 1, 105–143 (2009)
Dettol: Managing Brand Extensions
This case is prepared by Assistant Professor Anand Kumar Jaiswal of Indian Institute of Management, Ahmedabad, Arpita Srivastav, doctoral candidate at Management Development Institute Gurgaon, and Dhwani Kothari, MBA Class of 2003, XLRI Jamshedpur. It is prepared from the published sources and the information provided by ACNielsen ORG-MARG Private Limited (“ACNielsen”), as the basis for classroom discussion rather than to illustrate either effective or ineffective handling of an administrative situation. ACNielsen owns all rights in its information which is copyrighted in ACNielsen’s name. Please address all correspondence to Assistant Professor Anand Kumar Jaiswal, Indian Institute of Management, Vastrapur, Ahmedabad 380015, India. E-mail: email@example.com.
“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
are disguised. Case setting is created for the purpose of facilitating classroom discussion.
© 2009 by World Scientiﬁc Publishing Co.
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
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
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.
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
The brand offered both rational as well as emotional appeal to consumers who perceived Dettol as being a “doctor’s friend” to their families. It had top of the mind recall in any given instance of a wound or cut. It was described as the “king of germkill”. Another issue of concern was restricted revenues because of price inﬂexibility since the government kept the product under the purview of price control. 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.e Since the company could not increase the price of the product its revenue did not go up and inventory piled up. but was seldom used. The functional aspect was antiseptic — protection from germs and healing wounds. Dettol had become a product which was a must for the emergency kit of all households. Despite being a highly popular brand with clear monopoly in the antiseptic segment it was faced with stagnation. NEED TO GROW THE BRAND In the late 1980s Dettol faced a unique problem. 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. The campaign helped in making emotional connect with consumers and people remembered the campaign even long after it was discontinued. This led to a low sales volume. far less than the company’s expectation. though he was away from home.16 The brand had been promoted on two propositions: functional and emotional. 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.DETTOL: MANAGING BRAND EXTENSIONS 109 of trust and reliability in the average Indian consumer’s mind. The unique set of associations which represents Dettol’s brand identity is provided in the Exhibit 7. The mother wasn’t worried about her son. Sales volume was not growing and inventory was stuck with the company and the middlemen. . because she felt he was safe with the protection of Dettol.
Dettol Soap Dettol soap was introduced in 1981. A brand extension strategy was developed to fully exploit the potential of Dettol and establish its presence in the consumer’s everyday life.20 By 1986 the market share of Dettol soap was 0. The new positioning worked well and sales slowly started picking up. RBIL introduced more than eight brand extensions from mouthwash to prickly heat talcum powder. other extensions of Dettol were not successful and hardly anyone remembered them. ﬂoor cleaning. It was the ﬁrst brand extension which the company tried its hands on. The company relaunched it as a “100% germ ﬁghter.110 ACRJ strategy. Originally it was launched as a premium cosmetic soap. etc.17 INTRODUCING BRAND EXTENSIONS Starting with the ﬁrst brand extension of Dettol soap in the 1980s. Dettol liquid soap in 1994.18 A ﬂoor cleaner called Dettol Gold was test marketed in 2002.5% in the premium soap segment. Consumers fell for the gambit and soon sales volume started going up. bathing.” It was positioned on the germ killing platform.21 When the soap could not make any mark in the market. Its advertisements claimed multiple uses of the antiseptic liquid: add it to water for washing clothes. and shaving cream in 1997. Dettol plaster was launched in 1993. the reasons were analysed.19 Apart from soaps. shaving. The company also planned to launch an anti-dandruff shampoo. the company decided to introduce new products consistent with a variety of secondary usages of Dettol. The idea was to project Dettol as an all-purpose antiseptic liquid. Many had started feeling . positioned on the “love and care” platform. Meanwhile the other reason for the success of soap was the growing awareness among consumers regarding health and environment. different from its initial positioning as a premium cosmetic soap (Exhibit 8). Looking at this success.
210. It was introduced in a saddle shape with milky white colour and a special fragrance. a bar soap targeted at children aged between 2–6 years. and Hamam were other competing brands in the health and hygiene segment in the soaps market. In 1999 it introduced Dettol Fresh. the key competitors for Dettol soap were Hindustan Lever Limited’s (HLL)f Lifebuoy soap with “germ killing” positioning23 and Savlon. In 2001 continuing its strategy of introducing a stream of line extensions. This gave the idea to the company of presenting it as 100% bath. with a saddle shape and fresh fragrance. Dettol soap had a market share of 3% (in value terms). Margo.1849. It was enriched with menthol to deliver a cool sensation. Dettol Extra failed in gaining consumer acceptance and subsequently withdrawn from the market. Product formulation was done to take care of the skincare needs of women.5 million in 1995 to Rs. Sales of Dettol soap grew from Rs. Apart from Dettol soap.22 Dettol soap gradually established its hold on the market. the performance was lacklustre. f Hindustan Lever Limited is a 51% subsidiary of Unilever. soap bar with moisturizer. these variants yielded poor sales for Reckitt (see Exhibit 10). positioned as a “family protection” soap. Savlon. Medimix.25 In 2000. Dettol Skincare soap bar. an Anglo-Dutch consumergoods company. was launched.4 million in 2005 (Exhibit 10). a perfumed variant of the medicinal soap. Lifebuoy.DETTOL: MANAGING BRAND EXTENSIONS 111 that the air was heavily polluted and using Dettol antiseptic liquid in their bath would give them protection.27 In 2006 Reckitt introduced another soap bar with the name Dettol Cool. It is one of the dominant players in Indian fast moving consumer goods market.24 The company launched several line extensions or variants of Dettol in the toilet soap segment. Dettol Extra. .6% in 2005 (Exhibit 9). the company came up with a new line extension. In 2001. Except Dettol Skincare. It was mainly targeted at women. However. This clearly differentiated it from other existing brands in its portfolio. speciﬁcally designed for teens and young consumers. The soap was manufactured in light blue colour to highlight its freshness proposition.28 Despite launching a series of line extensions. the company launched Dettol Junior.26 Similarly in 2004. going up to 3.
5% market share in value terms (Exhibit 11). Dettol established its clear market leadership.112 ACRJ Dettol Liquid Soap In the mid 1990s. Earlier Hindustan Lever had launched Lifebuoy in liquid form in a plastic dispenser. Dettol liquid soaps.31 The product was priced higher and targeted upper class customers. It was seen as an indulgence product providing a refreshing bathing experience. Over the years Dettol’s presence in the liquid soap segment grew rapidly. The objective was to tap the comfort conscious customer who wanted more than just a soap for daily bath. The body wash market was dominated by Lux Body Wash. the . The body wash category had higher concentration of female users than males. Palmolive and Dove. especially hand wash further helped the company in moving the Dettol brand out of ﬁrst-aid boxes into households. Lifebuoy was an established health soap brand competing with Dettol. it had 44. Dettol Medicated Plasters In 1991 the company extended the Dettol brand into the medicated plaster category. By 2004. It was said that as the dispensers were defective and hence the effort was not successful. the company launched Dettol Body Wash in three variants: Original. In 2003 the company launched Dettol Skincare hand wash. a new variant of the Dettol hand wash which was marketed aggressively. For Dettol medicated plaster. increasing competition within the soap category forced Reckitt to look out for product innovations. This gave Reckitt the idea to introduce Dettol Hand Wash. a liquid soap. which was a soap-free formulation having glycerine and mild on skin. and Cool.30 Realizing that the trend of bathing with body wash was catching up. The product clicked in the market and sales registered continuous growth over the years (Exhibit 10). Dettol Sensitive hand wash. Skincare. Dettol had a weak position in the body wash market in comparison to hand wash market (Exhibit 10).29 In 2006 it introduced another variant.
the category was dominated by two powerful brands: J&J’s Band-Aid and Bieirsdorf’s HandyPlast. J&J had market leadership in medicated plasters.34 Dettol medicated plasters were launched with a distinct purpose. The brand extension could not achieve any signiﬁcant sales for the company.DETTOL: MANAGING BRAND EXTENSIONS 113 major competitor was Band-Aid. Furthermore. The product was contract manufactured and the company faced supply constraints. Dettol medicated plaster was introduced almost at the same time as the relaunch of Savlon.32 Market analysts believed that it launched this extension because for different reasons. it did not have the typical sting and smell of Dettol. a mere Rs. Reckitt hoped that J&J’s attention and resources would be diverted which it was planning to put behind Savlon. a brand owned by Johnson & Johnson ( J&J).36 . an antiseptic liquid. Reckitt entered the medicated plasters market as a combative strategy against J&J. Dettol would have to make signiﬁcant investment to create a place for itself.35 This was because medicated plaster was a low value product and homes in India continued to use traditional medications for minor injuries. Furthermore. Further. It tried to make J&J vulnerable by attacking it on medicated plasters. The company soon lost the zeal to pursue the product wholeheartedly. Reckitt’s strategy worked to an extent that J&J took a defensive position by introducing many variants to Band-Aid. bruises and external injuries. from ICI. J&J’s promotion of Savlon got reduced and did not affect Dettol’s hold in the market. 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.20 crore. J&J provided substantial advertising support to it. Also in the antiseptic liquid category. It was meant to force the competitor to take a defensive position by attacking it on its stronghold. J&J had bought the marketing rights of Savlon. it was thought that consumers would accept Dettol medicated plaster since the Dettol brand symbolized protection and was used for small cuts.33 Savlon claimed to have a newer and much powerful formulation. The market for medicated plasters was very small.
the average frequency of purchase of Dettol liquid for this purpose was once every 10 months.40 It was initially introduced in southern India.4.38 However. The company ofﬁcials claimed that they did not possess expertise in gels and did not market the shaving cream aggressively. .3 million in 2005 (Exhibit 10). which is considered as the most dynamic market for talcum powder in the country.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.43.42 The product failed to gain consumers’ acceptance and was withdrawn within a year of launch.1 million in 2001 to Rs. Reckitt’s attempt to enter the male grooming market by piggy-backing on this brand extension was not that successful. Most importantly. Dettol shaving cream had a market share of less than 5% by 2000. There was hardly any visibility of Dettol Talc on the shelves. The company launched it again in 2003 but it did not do well. 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.114 ACRJ 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. which was much higher than the average for Dettol as a pure antiseptic liquid for wounds and injuries.39 Dettol Talc Reckitt entered into the prickly heat talc market in 2000 by extending the Dettol brand.43 The market share was less than 1% (Exhibit 12) while sales had gone down signiﬁcantly from Rs. Dettol shaving gel was withdrawn shortly after its introduction.41 The company claimed that the product had actives which prevented body odour by ﬁghting the germs that caused it.
6000– 8000 million. the consumer believed that it had a medicinal smell because of the Dettol brand name attached to it. However. The prickly heat talc segment accounted for less than 15% of the talcum powder category. Dermicool. it found no taker and was withdrawn soon. The market size for the product was not big enough. although mouthwash was not consumed internally. Dettol antiseptic liquid with its characteristic sting.DETTOL: MANAGING BRAND EXTENSIONS 115 Though Dettol talc had a pleasant fragrance. Dettol Mouthwash Dettol mouthwash was yet another extension experimented by Reckitt.1000 million. colour and smell was considered totally for outside application.45 In addition. People used mouthwash after meals to get back fresh breath. the lingering fragrance was an important product attribute.44 The strong antiseptic smell of Dettol was well entrenched in the consumers’ mind.46 Dettol Floor Cleaner Dettol Gold ﬂoor cleaner was another brand extension that Reckitt tried. The company assumed that Dettol mouthwash would portray the image of a product ﬁghting germs in the mouth. brands such as Nycil. In 2000 the size of the talc market was Rs. and Boroplus dominated the prickly heat talc market. Also. Many market analysts felt that mouthwash usage was more about ﬁghting foul breath rather than germs. and it was a critical component of product experience for consumers. of which the prickly heat segment accounted for just Rs. it could not be categorized as a product for external use. Fresh fragrance and taste were the attributes intrinsically associated with a quality mouthwash. It was test marketed in Kolkata and Chennai in 2002.47 The germ killing proposition was the main ﬁt which . Whereas in the case of talcum powder. It was launched keeping in mind the strong health association of the Dettol brand.
49 Entry into personal care categories was planned to get a larger role for Dettol in the consumer’s everyday life. The idea was to move away from Dettol’s image of offering functional beneﬁt of killing germs and make the brand more versatile. The company backed the product with adequate marketing support. the company wished to address emerging needs of consumers and gain a greater share of their spending on personal care products. .116 ACRJ the company hoped to realize with the mother brand’s core proposition. this product too failed to get adequate consumers’ attention. It was thus believed that Dettol Gold would become a branded substitute for Dettol antiseptic liquid. Jamshedpur. Extension into the Personal Care Products In 2006 Reckitt was planning to launch a range of personal care products such as deodorants and creams. The ﬂoor cleaner was presented as a “double-action purpose product which kills germs while cleaning”. in year 2000 under the guidance of Professor P. However. one of the advertisement campaigns mentioned that the housewife had a major role in monitoring the health aspects of family. The aim was to leverage the parent brand for rapid growth.48 The need to prevent the frequency of illness within the family was a central theme in the marketing communication for the product. ROAD AHEAD Looking at the perceptual mapsg of Dettol liquid soap (Exhibits 13–18). Venugopal. By tapping into Dettol brand equity. For instance. Many households used water with Dettol antiseptic liquid added in it for cleaning ﬂoor. 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.
He was uncertain regarding his recommendation on the future course of action the company should take in regard to these extensions. in the case of extension such as medicated plaster. He remained unsure about how various extensions would perform in future. What exactly made it work? Did the difference in positioning affect their performance in the market place? 3. In the BCG matrix. Why did other extensions such as shaving cream. In the case of soaps.DETTOL: MANAGING BRAND EXTENSIONS 117 perception about extensions. However. 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. 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. He was wondering what were the options the company had concerning brand extension strategy. talcum powder and mouth wash fail to gain consumers’ acceptance? 5. the category had high brand proliferation. The market was very competitive and the industry growth was low. Dettol soap launched originally in 1981 as a premium cosmetic soap failed. He was trying to ﬁnd answer to the following questions: 1. when the company relaunched it as a “100% germ ﬁghter” it was successful in gaining sizable market share. Dettol soap bar and liquid soap seemed to be the only proven winners in the entire lot of brand extensions. 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. He carefully looked at the BCG matrix for different extensions of Dettol. 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. . 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.
2002. 2006.118 ACRJ 6. 9. Joseph.com/money/2006/apr/11dettol. 2006. N.The Smart Investor — Reckitt Benckiser. Successful branding. Chowdhury. 10. Economic Times 2000. Rediff. November 19. that these numerous extensions have had on the parent brand? 7. cit. Will the new Dettol strategy work? http://www. Brand Equity — The 100% brand. REFERENCES 1. P. pdf. Brand extension — The key to volume sale.htm. Sophie V. Business Standard 2001. Indian Management.com Ltd. Business Standard 2001.reckittbenckiser.com/documentlib/ normal/annualresults2004 presentationtoinvestors-powerpoint. 7. March 15. rediff. 3. Brand Equity — The 100% brand. India Infoline. August 9. March 15. Will the new Dettol strategy work? 12. The authors also wish to thank Ms. 11. positive and negative. Bijal Jadav of ACNielsen for their support and cooperation in the preparation of this case. Economic Times 2000. op. Company Web site. Pran K 2000. 2005. Rediff. Bhanu Pande. Business Today 1998. http:/ /www. 2002. Stretching brands to the limit. Strategy — How can Reckitt Cherry blossom its future? October 22. Which extensions should the company keep and which extensions should it delete from its portfolio? ACKNOWLEDGEMENTS The authors are thankful to Prof. . cit. 6.com 2006. Mr. Muthukumaran and Ms. 41(1): 46–50. 4. 5. 8. Company Reports — Reckitt Benckiser India Ltd.com 2006. 13. Accessed on August 28. 2. op. Business Standard 2001. 101–104. What is the impact. Accessed on August 11. Venugopal of XLRI Jamshedpur for the help and valuable suggestions in preparing this case. Presentation given by RBIL executive at XLRI Jamshedpur.
March 2. Financial Express 2001. 21. Bhanu Pande. Bhanu Pande. http://www. The Strategist — Dettol’s cuts and bruises. 2002.asp?section_id=3&news_id=10639&tag=5272& search=y Accessed on July 20. New variant of Dettol goes at a high share of voice. Accessed on August 24.exchange4media. op.com 2004. October 23. cit. cit. May 11. 23. October 23. October 23. Business Line 2006.The Strategist — Dettol’s cuts and bruises. cit.Com 2006. India Infoline. 17. October 23. op. cit. India Infoline Company Reports. Exchange4media. Make him pick your brand.com 2003. 27. Financial Express 1999. 26. 2002. October 31. Safe Hands. June 9. http://www. 22. 20. 2006. Soaps. July 23. August 15. India Infoline Company Reports. . Exchange 4 Media. Reckitt plans to extend Dettol. 28. 2000. 2006. Chowdhury. Business Line 2006. Detergents & Toiletries Review 2006. cit. op. The Strategist — Dettol’s cuts and bruises. 35. 34. 15. cit. Business Standard 2001. 16. Pran K. 2000. Pran K Chowdhury. Wadhera Soaps.exchange4media. Business Standard 2001.com/e4m/news/ newfullstory. Business Standard 2001.DETTOL: MANAGING BRAND EXTENSIONS 119 14. 2006. 25.Securities. op. Financial Express 1999. 2000.asp?section_id=3&news_id=10639&tag=5272& search=y Accessed on July 25. Pran K Chowdhury. op. India Infoline.com 1999. Reckitt & Colman wage war for medicated soap share. Strategy — How can Reckitt Cherry blossom its future? October 22. Corporate — Lever.com 2004. Business Standard 2001. op. Business Line 2005. 36. 29. 30. 19.Wadhera Publications. 2006. Freshen Up. December 10.com/e4m/news/ newfullstory. New variant of Dettol goes at a high share of voice. Reckitt Benckiser to promote Dettol Skincare through innovative campaign branding. October 23.com on August 24. Business Standard 2001. 24. 33. 21. Business Today 1998. Detergents & Toiletries Review 1999. 31. Mortein brand range. 32. Accessed from Site. Exchange 4 Media. Cool & Clean. The Strategist — Dettol’s cuts and bruises. 18. The Strategist — Dettol’s cuts and bruises.
42. Business Standard 2001. Business Standard 2001. Reckitt launches Dettol ﬂoor cleaner. May 20. 38. cit. Reckitt to launch Dettol prickly heat powder. 2000. 41.com 2000. 39. Pran K Chowdhury. . News — Reckitt plans to extend Dettol. December 10. July 9. http://www. October 23.html. Business Standard 2001. Survey of India’s most trusted brands. Business Standard 2000. Magindia. HBL). Category: Marketing Rejuvenating Reckitt (November ‘30. May 15. Reckitt Benckiser to expand Dettol range. 44. Business Line 2000. op. 2000. The Strategist — Dettol’s cuts and bruises. Reckitt junks prickly Dettol powder. 48. Business Standard 2001. 43. Economic Times 2002.The Strategist — Dettol’s cuts and bruises. July 30. Reckitt junks prickly Dettol powder. Pran K Chowdhury. Business Standard 2001. cit. Accessed on August 30. October 23. Brand Equity. Financial Express 2001.com/ manarch/news/man3309. 2000. Marketing — New products under Dettol banner.120 ACRJ 37. Economic Times 2006. 2006. May 5. 40. Mortein brand range. July 9. August 14.magindia. 45. 47. op. 46. 49.
Talc and Liquid Soaps Source: ACNielsen.DETTOL: MANAGING BRAND EXTENSIONS 121 Exhibit 1 Exhibit 1: BCG Matrix for the Brand extensions of Dettol BCG Matrix for the Brand Extensions of Dettol Source: Developed by authors based on variety of published sources Source: Developed by authors based on variety of published sources. . Copyright © 200717 ACNielsen. Exhibit 2 Sales of Dettol Bar Soaps.
9 955.5 446.8 474 31.60 29.495 117.171.com/comp/reck/sc00.207 85.028.5 134.60 11.291.2 1.174 104.2 20.30 4.6 1.898.122 ACRJ Exhibit 3 Sales Break Up for Reckitt Benckiser India Limited Period Ended No.7 9.5 590.00 10.149.349.201 95.7 485.124.883 83.421 104.188 101.924.80 7.543 79.429 318.645 109.2 559.4 42.332.20 111.160 547.20 594.450 348.30 119.30 649.349 97.5 511.1 428.2 4.30 2 36.810 109.2 413.556.446.7 2.7 1.808 152.8 10.30 7. of Months Sales value(Rs mn) Bulk drugs Food products Household products Laundry products Liquids Ointments Tablets Toiletries Others Sales volume(unit) Bulk drugs (Ton) Food products (Ton) Household products (Ton) Laundry products (Ton) Liquids (Litres) Ointments (Ton) Tablets (Ton) Toiletries (Ton) Unit realisation (Rs/unit) Bulk drugs (Ton) Food products (Ton) Household products (Ton) Laundry products (Ton) Liquids (Litres) Ointments (Ton) Tablets (Ton) Toiletries (Ton) 639.00 4.20 567.3 3.10 3.668 106.994 681.043.6 65.7 36.017 96.3 Dec-98 12 Dec-99 12 12/00 12 12-Jan 12 Source: http://www.3 3.220 365.853.30 99.045.219.70 22.765 79.1 187 1.7 30.290 122.6 3.30 70 46.358.90 8.2 274.244 105.871 197.184 150.624.935 312.892.1 162.5 9.20 7.8 33.327 77.192 74.829 95.80 33.3 429.077 79. .210 935.215.607.299 96.088.6 48 2.30 600.10 4.3 194.588.40 140 563 27.6 96 76.353.315 588.5 437.3 11.indiainfoline.html.
Mincream (furniture polish) Dettol bar soap Dettol antiseptic cream Dettol antiseptic pain relief spray Dettol antiseptic adhesive bandage Dettol liquid hand wash Dettol shaving cream Dettol talc Surface care Health & personal care Disprin Dettol mouthwash Detol floor cleaner (Dettol Gold ) Home care (household insecticides) Air care Shoe care Dish washing Mortein Mosquito coils & mat Haze incense Cherry Calgonit Mortein Rat Kill Source: Based on company Web site and SHCIL Research. .DETTOL: MANAGING BRAND EXTENSIONS 123 Exhibit 4 Product Portfolio of Reckitt Benckiser India Limited Brands Segments Fabric care Robin Blue (post wash) Harpic (lavatory care) Vanish (pre wash) Lizol (floor cleaner) Colin (glass cleaner) Brasso & Silvo (metal polish) Dettol antiseptic liquid Mansion.
124 ACRJ Exhibit 5 Brand Logo of Dettol Exhibit 6 Bottle of Dettol Antiseptic Liquid .
relationship. Culture personality. The six faces of the prism are: physique.e. Self-image is the perception the perception consumer has about himself. The six faces of the prism are: Dettol’s brand identity can be understood through Kapferer six-sided prism where each physique. Physique face represents different aspects of brand identity. i. culture. and self-image. relationship.e.DETTOL: MANAGING BRAND EXTENSIONS 125 Exhibit 7: Brand Identity of Dettol: Kapferer Six-Sided Prism Exhibit 7 Dettol’s brand identity can be understood through Kapferer six-sided prism where each Brand Identity of Dettol: Kapferer Six-Sided Prism face represents different aspects of brand identity. Personality Physique symbolizes the basis of the is synonymous is brand as a person. culture. symbolizes the basis of reﬂection. what the brand. . reflection.e. i. personality. Culture is synonymous organization and the values brand. origin of the organization and the values it represents. is brand as a person. Self-image isconsumer has about himself. the origin of the with the organization. the it represents.e. Relationship is the level of trust between is the level and organization. i. Reﬂection is the perception of consumers with respect to brand stands Reflection is the perception of consumers with respect to brand. Personalitywith the organization. Relationshipcustomers of trust between customers and organization. the brand. and self-image. what the brand stands for. i. for.
126 ACRJ Exhibit 8 The Brand Positioning in the Soap Industry .
3 4.7 16.1 0.1 2.2 14.6 Dettol* 3.1 6.9 3.0 2.6 2.7 3.9 1.9 0.1 Value 0.7 1.8 5.3 4.2 2005 Volume 0.6 3.7 2.4 4.8 1.Exhibit 9 Market Share of Bar Soap Brands during 2001–2006 Brands Value Dove 0.8 3.6 1.5 2.2 15.5 14.3 9.1 1.8 21.9 Mysore Sandal 2.2 1.4 0.5 2.3 1.7 2.8 17.9 0.8 2.4 2.1 2006** Value Volume 0.8 14.5 2.6 6.6 0.9 1.4 3.9 1.3 0.6 3.1 1.1 Nirma* Margo* 1.9 3.7 Value 0.2 3.7 2.1 14.3 2003 Volume 0.3 3.0 9.2 3.8 5.4 Rexona 4.2 1.7 14. Copyright © 2007 ACNielsen.6 3.8 2.2 4.4 4.8 17.8 2.9 0.0 2.5 1.4 3.1 4.3 1.0 0.5 1.0 Hamam Lifebuoy* 15.9 7.1 1.8 Medimix* 3.2 11.9 Pears* 2.9 4.8 22.0 3.7 2004 Volume 0.3 (a) Dettol Original 3.0 4.3 1.3 4.6 2.2 1.8 0.3 2.9 1.7 3.6 21.9 1.5 0.4 13.7 3.2 3.3 2.9 1.7 1.5 1.9 0.6 Liril 2.7 Lux 12.0 (b) Dettol Variants 0.8 0.0 16.6 1.1 3.5 2.4 1.9 2.7 4.3 0.5 2.1 0.9 1.6 3.8 1.9 4.4 3.7 1.4 3.2 18.5 3.4 1.4 8.1 2002 Volume 0.8 Value 0.4 0. November 2006.1 1.6 5.3 0.9 1.2 3.5 4.3 7.3 1.8 3.8 2001 Volume 0.4 21.3 0.7 1.1 9. Source: ACNielsen.5 0.2 1.1 2.9 Santoor* 3.5 22.4 3.3 0.6 3.5 1.3 21.9 2.4 11.8 1.6 3.7 3.3 3.4 16.0 12.5 4.2 3.1 6.7 2.0 3.6 5.0 4.5 3.6 3.3 2.0 2.0 Cinthol* 2.2 0.0 18.1 1. .2 2.6 0.5 Value 0.5 1.6 *Combined DETTOL: MANAGING BRAND EXTENSIONS 127 **Till market share of original brand and its various variants.2 4.0 1.
4 0.6 172. .4 123.6 3.0 3.7 1.8 10.5 14.0 59.7 22.4 10.1 299.4 15.3 0.6 39.5 1849.2 11.4 3.2 2.8 43.3 4.7 3.7 Soaps Dettol Original Dettol Extra Dettol Fresh Fragrance Dettol Junior Dettol Skincare Dettol Cool Dettol Deo 3.6 1996 1997 2001 2002 2003 2004 2005 2006* 2095.4 280.6 47.0 66.1 4.1 2.3 27.3 907.8 97.8 25. Sales ﬁgures for 1998–2000 not available.9 0.6 1679.0 4. Copyright © 2007 ACNielsen.1 6.4 1.3 0.2 312.9 1.1 65.1 0.4 2.128 ACRJ Exhibit 10 Sales of Dettol Bar Soaps.4 0.2 12.9 15.3 104.8 55.3 8.7 3.3 40.2 129. Source: ACNielsen.4 23.7 36. Talc and Liquid Soaps (Original and Variants — in Rs Million) 1994 1995 210.9 0.9 3.5 604.7 40.8 Talc Dettol Citrus Fresh Dettol Fresh Fragrance Liquid Soaps Dettol Original Hand Wash Dettol Skincare Hand Wash Dettol Sensitive Hand Wash Dettol Original Body Wash Dettol Skincare Body Wash Dettol Body Wash *Till November 2006.6 3.2 2.7 1.0 1590.0 1.9 1424.1 0.5 6.7 1536.8 0.
5 35.9 0.Exhibit 11 Market Share of Liquid Soap Brands during 2001–2006 E Brands Lifebuoy* Liril Lux* Dettol* (a) Dettol Original (b) Dettol Variants Fem 2001 Value Volume 5.5 0.2 Value 1.6 0.1 17.6 0.6 25.1 2006*** Value Volume 2.5 43.1 32.8 0. Copyright © 2007 ACNielsen.9 3.4 32.5 28.9 0.9 32.9 21.6 0.4 2006** Value Volume 7.9 0.3 3.5 35.7 0.0 1.6 2004 Value Volume 0.7 34.3 37.1 0.3 1.5 6.4 32.0 6.7 0.5 3. ***Till November 2006.5 18.9 14.4 9.3 2002 Value Volume 2.0 46.5 2.2 29.9 5.2 0.1 Value 2.0 41.2 10.2 15.3 29.4 29.3 0.9 27.1 0.7 1.2 Cinthol Liril Mysore Sandal Ponds Dreamflower Ponds Magic Ponds Sandal Dettol 2001 Volume 1.5 2005 Value Volume 2.1 2005 Volume 4.2 0.9 4.1 0.1 2004 Volume 2.5 6.8 18.3 1.1 6.6 1.3 10.1 1.3 5.1 44.0 38.2 0. November 2006.1 16.5 20.1 16.7 4.0 32.3 0.7 16.5 34.9 4. Exhibit 12 Market Share of Talcum Powder Brands during 2001–2006 Brands Value 1.0 16.5 1.9 37.2 17.0 32.8 15.1 0.4 Value 1.0 *Combined DETTOL: MANAGING BRAND EXTENSIONS 129 **Combined market share of original brand and its various variants.1 10.4 36.2 6.4 0.0 8.3 30.1 2003 Value Volume 0.9 12.0 0.6 36.3 30.5 4.9 1.6 0.5 24.2 0.9 47.0 0.2 18. Source: ACNielsen.8 40.2 0.1 0.7 34.2 5.9 0.1 0.4 0.9 28.3 0.4 16.7 40.3 5. Copyright © 2007 ACNielsen.1 0.5 0. .3 15.7 *Combined **Till market share of original brand and its various variants.7 31.0 4.5 3.4 7.4 1.5 24.6 1.3 0.6 32.7 7.6 7.1 0.8 4.8 33.3 38.6 2002 Volume 1.8 12.4 2003 Volume 1. market share of Dettol Citrus Fragrance and Dettol Fresh Fragrance.2 16.8 16.6 1.2 22.3 31.3 17.7 0.3 30. Source: ACNielsen.6 Value 1.0 0.7 0.0 0.5 49.0 39.2 5.0 37.5 5.1 0.5 0.4 5.3 31.1 9.5 40.3 0.
130 ACRJ Exhibit 13 Exhibit 13: Perceptual Map 1 for Liquid SoapSoap Brands Perceptual Map 1 for Liquid Brands Price Lux Lifebuoy Fa Liril Hygiene Dettol Fem Ideal .
DETTOL: MANAGING BRAND EXTENSIONS 131 Exhibit 14: Perceptual Map 2 for Liquid Soap Brands Fragrance Exhibit 14 Perceptual Map 2 for Liquid Soap Brands Fa Fem Dettol Lifebuoy Liril Hygiene Lux Ideal .
132 ACRJ Exhibit 15: Perceptual Map 3 for Liquid Soap Brands Fragrance Exhibit 15 Perceptual Map 3 for Liquid Soap Brands Fem Dettol Fa Lifebuoy Liril Price Lux Ideal .
DETTOL: MANAGING BRAND EXTENSIONS 133 Exhibit 16: Perceptual Map 4 for Liquid Soap Brands Freshness Exhibit 16 Perceptual Map 4 for Liquid Soap Brands Lifebuoy Fa Liril Ideal Fem Dettol Hygiene Lux .
134 ACRJ Exhibit 17: Perceptual Map 5 for Liquid Soap Brands Freshness Exhibit 17 Perceptual Map 5 for Liquid Soap Brands Fa Liril Ideal Lifebuoy Price Fem Dettol Lux .
DETTOL: MANAGING BRAND EXTENSIONS 135 Exhibit 18: Perceptual Map 6 for Liquid Soap Brands Freshness Exhibit 18 Perceptual Map 6 for Liquid Soap Brands Liril Fa Ideal Lifebuoy Fragrance Dettol Lux Fem .
com.136 ACRJ Exhibit 19 Advertisement for Dettol Soap Source: http://magindia. .
com.DETTOL: MANAGING BRAND EXTENSIONS 137 Exhibit 20 Advertisement for Dettol Liquid Soap Source: http://magindia. .
Source: http://magindia. All of the above. Its glycerine formulation helps nourish your child’s tender skin while keeping him protected from dirt and germs. .com. you’d want to be everything. Introducing New Dettol Juniors. A soap formulated specially for your child’s special needs.138 ACRJ Exhibit 21 Advertisement for Dettol Junior Soap What kind of a mother are you? □ Caring □ Protective □ Gentle □ All of the above Given a choice. Making sure that it gives him exactly what you would.
.com.DETTOL: MANAGING BRAND EXTENSIONS 139 Exhibit 22 Advertisement for Dettol Skincare Soap Source: http://magindia.
140 ACRJ Exhibit 23 Advertisement for Dettol Shaving Cream Source: http://magindia. .com.
com. When no ordinary power will do. Its special formula ﬁghts germs that cause odour and itching. .DETTOL: MANAGING BRAND EXTENSIONS 141 Exhibit 24 Advertisement for Dettol Talc Feeling the itch? Introducing the new Dettol Talcum Power. Source: http://magindia. While its refreshing fragrance keeps you smelling great all day.
142 ACRJ Exhibit 25 Dettol: Parent Brand and Different Extensions Source: http://dettol. .in/.co.
..but this year Ravi Mehta has not been absent for a single day.DETTOL: MANAGING BRAND EXTENSIONS 143 Exhibit 26 Advertisement for Dettol The shot of a packed school auditorium.html.as some parents in the audience wonder.” MVO: “Homes where Dettol is used daily. . He is getting the award for 100% attendance.” The boy accepts his award and proudly... .. Be 100% sure.holds it up.” Source: http://www.. “For the last four years nobody has won this prize. “Dettol.” The boy boards the stage.agencyfaqs. “Nowadays kids are falling sick so often.. wonder how Ravi managed... here is less chances of people falling sick. ....com/advertising/storyboard/Dettol/957. as the audience applauds his achievement. . The Dettol logo appears as the MVO adds. The teacher announces..
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