MEETA DASGUPTA

BLASER SWISSLUBE: MARKETING A

PREMIUM PRODUCT
Punit Gupta, the managing director of Blaser Swisslube Solutions Pvt. Ltd., was in a
contemplative mood. Gupta’s company was the Indian subsidiary of Blaser Swisslube AG, a
Switzerland-based multinational enterprise. It was late evening at his office at Gurugram near
New Delhi in India. Recalling his 17-year association with the company, he realized that Blaser
had indeed found, during the period, its niche in India as a technology leader. The metal
working fluids, known popularly as coolants, that Blaser marketed to a variety of industrial
customers in India were reliable and of high quality. Gupta took pride in the fact that there had
never been any instance of a product recall at Blaser in India. It indicated the products not only
met the industry-specified requirement but also met the quality requirement of the customers.

Gupta, however, knew that customers in India, including large conglomerates, were ruthless as
far as the price they were willing to pay for raw materials and consumables was concerned. The
concept of value for money (VFM) was paramount to them in their purchase considerations,
large and small. VFM ran into conflict with the premium positioning of Blaser’s products.

As I look at the conflict more closely and examine our options at Blaser in
increasing the market share of our products in India, currently at low single
digits, I am facing three managerial dilemmas. First, how should we change
the stance of Indian industrial customers from their traditional “low price”
mindset toward an “investment”-in-technology mindset, while also upholding
their concept of VFM? Second, who would be the right person in target
companies for our sales executives to interact with in selling the Blaser value
proposition—the maintenance head, the tooling head, or a C-level executive?
Third, in a larger context, what is the best way to market a premium product
in a country like India that abides by VFM?
- Punit Gupta, managing director, Blaser Swisslube Solutions Pvt. Ltd.

Professor Meeta Dasgupta from Management Development Institute, Gurgaon, India prepared this case for class discussion. This
case is not intended to show effective or ineffective handling of decision or business processes. The authors might have disguised
certain information to protect confidentiality. Cases are written in the past tense, this is not meant to imply that all practices,
organizations, people, places or fact mentioned in the case no longer occur, exist or apply.

© 2023 by The Asia Case Research Centre, The University of Hong Kong. No part of this publication may be digitized, photocopied
or otherwise reproduced, posted or transmitted in any form or by any means without the permission of The University of Hong
Kong.
Ref. 23/758C

Last edited: 27 February 2023

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23/758C Blaser Swisslube: Marketing a Premium Product

Lubricants Industry
The global lubricants market was valued at USD125.81bn in 2020 and was expected to grow at
a compound annual growth rate (CAGR) of 3.7% between 2021 and 2028. Major companies in
the industry—like Total SA of France, Chevron of the US, Royal Dutch Shell of the
Netherlands, and Exxon Mobile Corporation of the US—had integrated their business
operations globally to ensure a steady source of raw materials like mineral oils and additives
needed for lubricant production.

The global lubricants market could be split, by application, into five segments—process oils,
general industrial oils, metalworking fluids, industrial engine oils, and grease. 1 The
metalworking fluid segment, in which Blaser specialized, was steadily rising, with the global
market estimated to be around USD11.23bn in 2019 and expected to exceed USD15.85bn by
2027 with a CAGR of 2.7%.2 The industry was witnessing several changes, with players trying
to balance performance needs, shareholder expectations, and impact on the environment.
Regions such as North America and Europe already had strict policies to ensure the use of eco-
friendly products. Other regions too would tighten their regulatory norms.3

With manufacturing in automotive and auto components, aerospace, defense, infrastructure,

and fast-moving consumer goods on the rise in the country, India was one of the key regions
contributing to the steady growth of the metalworking fluids segment. However, as India moved
toward becoming a global sourcing hub for many auto companies, the auto sector was the prime
driver for the segment.4 In 2020, the Indian automotive coolant market was valued at around
USD63mn, and during the forecast period 2021–2026, the market was expected to reach
USD140mn with a CAGR of about 8%.5

Digitization was changing the landscape of industrial manufacturing, pressuring every

company to become innovative in its ultimate bid to become competitive. Several disruptive
technologies beginning to come into play among end-user industries were forcing vendors like
Blaser to make appropriate strategic and tactical shifts. For example, the arrival of new product
categories—like electric vehicles, hydrogen fuel cells, and hybrid cars—was imminent in the
automobile industry. There was also growing apprehension over the impact of industrial growth
on the planet, its environment, and the health of its people.

Blaser Swisslube
Blaser was a family-owned enterprise founded by Willy Blaser in Hasle-Ruegsau, a municipal
town in the Bern canton of Switzerland in 1936. Unable to find a job in the painting trade in
which he had been trained, Willy Blaser developed a water-repellent shoe polish that he sold to

1 Grand View Research, “Lubricants Market Size, Share & Trends Analysis Report by Application (Industrial, Marine, Automotive,
Aerospace), By Region (Asia Pacific, North America, Europe, MEA), And Segment Forecasts, 2021 – 2028,” April 2021,
https://www.grandviewresearch.com/industry-analysis/lubricants-market, accessed 12 November 2021.
2
Grand View Research, “Metalworking Fluids Market Size, Share & Trends Analysis Report By Product (Synthetic, Bio-based),
By Application (Near Cutting, Water Cutting), By End Use, By Industrial End Use, And Segment Forecasts, 2020 – 2027,”
February 2020, https://www.grandviewresearch.com /industry-analysis/metalworking-fluids-market, accessed 12 November
2021.
3 S. Nanda, “The evolving landscape of metalworking fluid industry,” Machine Tools World, https://www.mtwmag.com/the-

evolving-landscape-of-metalworking-fluid-industry/, accessed 12 November 2021.

4
S. Nanda, “The evolving landscape of metalworking fluid industry.”
5
ReportLinker, “The India Automotive Coolant Market was valued at around USD63 million in 2020 and the market is expected
to reach above USD140 million with a CAGR of about 8% during the forecast period, 2021-2026,” Globe Newswire, 12 May
2021, https://www.globenewswire.com/news-release/2021/05/12/2228541/0/en/The-India-Automotive-Coolant-Market-was-
valued-at-around-USD-63-million-in-2020-and-the-market-is-expected-to-reach-above-USD-140-million-with-a-CAGR-of-
about-8-during-the-forecast.html, accessed 11 November 2021.

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23/758C Blaser Swisslube: Marketing a Premium Product

workers on the surrounding farms. He was soon reaching out beyond farmers to new clientele
in mechanical workshops and industrial factories that were developing in the region. He also
extended the product range to include lubricants. His son, Peter Blaser, took over in 1974 as
the chair and expanded the company’s global reach. Under his leadership, the company also
expanded its basket of solutions to include water-miscible coolants, cutting oils, grinding oils,
minimum quality lubrication products, and various technical equipment like the jet mix, mini-
jet mix, fluid extractor, refractometer, titration kit and accessories, and spare parts. 6 The
metalworking fluids were skin compatible and met the highest demands of workplace safety.

The third-generation entrepreneur, Marc Blaser, the current CEO, deepened the global
connections and strengthened the company’s strategic positioning worldwide. Blaser expanded
to the US in 1981, Germany in 1995, Japan in 1996, France in 1999, Brazil, China, and India
in 2001, Singapore in 2002, Korea in 2006, Thailand in 2009, China and Taiwan in 2010, and
Russia in 2018, to name a few. By 2020, Blaser had moved closer to its customers by setting
up 14 wholly owned subsidiaries around the world. It also had agents in 60 countries and
regions and employed a total staff of 600 employees globally. The company had two production
plants—in the US and in Switzerland—and a cumulative total of 85 years of experience in the
industry. 7 Blaser was certified for ISO 9001 (quality management) /14001 (environmental
management) /21469 (the new standard for lubricants in the food and pharmaceutical
industries), and OHSAS 18001 (work safety). It was also halal and kosher certified.

The group strongly believed in complete financial control with ownership remaining within the
family. It did not explore joint ventures, therefore, when expanding to other countries.
Distributors handled operations in some countries—for example, Italy. The company never
borrowed from banks and was debt-free globally. The policy of the company worked, especially
during the pandemic when business was decreasing. Gupta added, “We did not have to pay
banks. It was a very important aspect of the business remaining sustainable.”

The company was constantly investing in R&D, within the relatively small space of coolants,
in search of better solutions for customer problems. Its 3,500-meter-square R&D lab in
Switzerland was the largest in terms of expertise in its field, the latest technology, machinery—
like five-axis CNC machines, grinding machines, and state-of-the-art CAD/CAM systems—
and brainpower. The company had various ongoing joint research projects with universities and
technical institutes.8 Products under development were put to the toughest tests in its R&D lab
so that all the metalworking fluids were absolutely market ready. To control costs, R&D
operations were centralized in Switzerland.

The R&D lab also had an interface with tooling and machining specialists who understood how
the machines, technology, and processes at the customer plants worked. This interface could
simulate the changes at the customer end quickly, thereby leading to short development cycles.

Blaser was developing coolants aimed specifically at tackling a variety of manufacturing

challenges in different industry segments like automotive, medical, aerospace, machine tools,
energy, photovoltaics, and semiconductors. The right cutting fluid had the potential to
remarkably improve performance with respect to the life of the tool, productivity, and
workpiece quality.

The strategy framework of the company determined its global positioning [see Exhibit 1].
According to Gupta, “Every strategic decision in the company starts from this framework

6 Blaser Swisslube, https://www.blaser.com/en_IN/metalworking/our-solutions, accessed 9 November 2021.

7
Blaser Swisslube, https://www.blaser.com/en_IN/about-us, accessed 9 November 2021.
8 Ibid.

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wherein we ask, Is the decision going to strengthen our positioning, or weaken it? For example,
when designing a product, the R&D team needs to ensure that the customer gets returns from
the investment.” The company aimed to move from the perception of a consumable to the
quadrant where the customer saw a Blaser solution as a return on its investment. The sales team
gave a value proposition instead of a quotation for a drum of coolant only after analyzing the
processes at the customer end and identifying the solution. They also informed the customer of
the returns it could expect from making an investment in the solution.

Entry to India
Peter Blaser and his wife Regina Blaser often visited India during their worldwide travels and
liked the country in general. India was thus on Blaser’s wish list for international expansion.
The trigger point came in 1998 when Tata Motors, a premier Indian automotive company,
decided to start manufacturing its car model, Indica, by setting up a manufacturing plant in
Pune in Western India. While importing tools and machinery for the new plant from abroad,
Tata Motors searched for a manufacturer of high-quality coolant. It soon zeroed in on Blaser,
which had not yet set up operations in India. A Blaser technocrat regularly flew from
Switzerland to the Tata Motors plant in India to help train its machinists. Soon, Blaser decided
to set up a 100% subsidiary in India, rather than a joint venture, in line with its norms of global
expansion.

The big challenge for Blaser at the time was to find a fit in the Indian market.
Blaser was synonymous with high-end technology, whereas Indian
manufacturing was synonymous with low cost and low price. There was a
mismatch. Historically, customers in India preferred cheaper products.
Coolants were also low-priority, or Z-category, items in Indian manufacturing
and were very low among Indian managers in the hierarchy of their choice of
machinery, tooling, people, and processes. Coolants were not perceived as
enablers of productivity and performance improvements on the shop floor.
Buying them from a Swiss company at a premium price was therefore contrary
to the Indian mindset. Very few Indian managers visualized the long-term
benefits of using a good-quality coolant.
- Punit Gupta

Gupta joined the company in 2004 from Kennametal Inc., a US maker of cooling and industrial
materials, which shared a common customer base with Blaser. Blaser’s Indian team was then
small, comprising fewer than 10 employees. The team faced difficulties in convincing local
customers of the need to view their coolant requirements as an investment in productivity
improvement rather than as the purchase of a mere consumable. Gupta wondered at times
whether Blaser was the right company for him, and whether a premium coolant was the right
product for the Indian market. But his colleagues in Switzerland were very clear about the
company’s technology and its positioning. They knew that once Indian customers saw the
added value, the product would sell in the Indian market. They supported Gupta and his team
fully in their endeavors.

Effective July 2021, the company was renamed Blaser Swisslube Solutions Pvt. Ltd. The
change in name reinforced the company’s direction of providing solutions, rather than products,
to customers. The company witnessed regular increases in revenue annually except for a blip
in 2019 due to COVID-19 [see Exhibit 2].

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India Strategy
Gupta had complete latitude to take decisions that were in sync with the local regulations and
the local business context. His job was to ensure that the Indian team worked within the global
strategic template. The purpose was to project a unified image to Indian customers as part of
what the “glocal” approach (meaning a global framework locally applied). The Indian team had
regular meetings, both formally and informally, with the global team to reinforce the glocal
approach.

Branding and Positioning

The company’s positioning in India followed the global framework in which services were an
integral part of the solution it provided for the customer. The company believed that every
customer’s situation was unique. It prided itself on its strategy, called “Take 25: The Route We
Go.”

There are ways of looking at a problem and providing solutions to customers,

with 25 being a symbolic number signifying multiple ways of reaching a
destination. That is how the Take 25 strategy has evolved at Blaser. We take
the customer along, deep-dive with them into various options, understand their
objectives, analyze their processes, and, only then, identify the most beneficial
solutions for them. The solutions help to optimize their machining conditions
and provide innovative value with respect to performance, service, and overall
productivity.
- Punit Gupta

According to Gupta, coolants formed just 0.5% to 1% of the total manufacturing cost but
affected up to 95% of the total manufacturing cost. Tooling, machining, and employees’ salaries
formed a big chunk of the cost. The company aimed to impact the latter with its solutions.

Indian customers never imagined that a company selling coolants would talk to them about
increasing their productivity. The biggest challenge for Blaser was in educating customers
about the potential and convincing them that, although the cost of coolant would increase, it
would reduce machining and tooling costs. Over the years, Blaser earned the appreciation and
respect of its customers for its value proposition. Gupta said, “Customers now regard us more
than just a salesperson.”

The company developed what it called the Liquid Tool Analyzer, a simulation software, to
demonstrate the value-added of its proposal to potential customers. The software was connected
globally with experts in Blaser and helped customers visualize the costs they were unaware of.
The recommended metalworking fluid was tested in operation to verify the value-added
estimate. The entire pitch and the process were extremely transparent to the customer.

Sourcing

Blaser India was primarily set up as a sales subsidiary with all products sourced from Blaser,
Switzerland. Based on the inputs from the Indian subsidiary, the product management team in
Switzerland, together with the R&D lab and the production plant, worked to customize
solutions and design products to meet the needs of Indian customers. Colleagues from
Switzerland frequently visited India, where they were taken on field visits by the Indian team
so that they understood the local market and the nuances of its requirements.

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Although at one point, the company had plans to set up a production plant in India, it dropped
them for three reasons: the highly controlled environment in Switzerland enabled Blaser to
comply with the high standards of European manufacturing; it ensured ease in global supply
chains to move the finished goods around the world; and high-quality local ingredients were
unavailable in India. The reduction of import duty by the federal government of India, over the
years, also worked in favor of the company’s plans. Gupta explained, “Import duties, 15 years
back, were very high. Today, the component of import duties is as low as 7% to 10%, and with
the Goods and Services Tax (GST) regime enforced in July 2017, it has become easy to manage
taxes in India. The statutory tax rate for most goods is in the range of 18%. Earlier it was 26.5%.
It replaced multiple indirect taxes with a single indirect tax for the entire country.”

Blaser set up three warehouses, in Delhi, Pune, and Chennai, to cater to the requirements of
customers from the north, west, and south of India, respectively. A team in Switzerland ensured
that the products were shipped on time and the warehouses were stocked with sufficient
inventory. The task of the team in India was to work with customers, identify their needs, and
fulfill their orders on time and accurately.

Sales and Distribution

Blaser followed a globally uniform way of approaching customers and creating solutions for
them. Every employee was trained to align their way of working with customers and integrate
the company’s services, know-how, and technology into the solution.

According to Gupta, in India, the automotive industry segment was the biggest customer group
for Blaser, and the company’s growth in India was driven by the growth of the automotive
sector. Gupta thought that in the automotive industry, customers wanted to see commercial
benefits, which was not the case in aerospace, where reliability, safety, and security of processes
were of top priority. The customers were demanding when it came to getting returns on their
investment. The team in India had to keep pace with the changing needs of the customers in the
industry; understand their needs, come up with solutions, and convert the benefit into rupees.

As customers in India required handholding to perceive the benefits Blaser solutions offered,
distribution in India was a mix of direct and indirect selling. Fifty percent of the sale was
through the indirect channel of distributors, with the balance 50% involving a direct customer
connect and a high level of service. The company had, over the years, built partnerships with
over 40 distributors. Gupta said, “India is heavily service-oriented. Customers enjoy the luxury
of service, which is not the case in many other countries.” Mechanisms in India had to be built
to take care of the service expectations of customers. The global strategy framework provided
a road map for reaching the right place.

Customer Connections
Based on business potential and size, Blaser categorized its customers into extra-large, large,
medium, and small. The company did not focus on only one category. It had a growing basket
of customers of different sizes and segments across the country. The company prided itself on
its relationships with clients like Tata Motors, Maruti Suzuki India Ltd., Fiat India, TVS Group,
and several Tier 1 customers (supplying parts or systems directly to original equipment
manufacturers, or OEMs) and Tier 2 customers (supplying finished components to Tier 1
companies and OEMs). Most of its customers stayed with Blaser for many years. The longest-
running relationship was with Tata Motors. The customer base had grown to more than 1,000
in India over the years.

Every Blaser customer was entitled to a minimum level of service called Services in the Drum
(SITD). These services ensured optimum starting conditions, excellent emulsion performance

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of the metalworking fluid, and long-term success. Extra services were built on top of SITD as
per customer requirements. There was also a special Blaser Care program with a dedicated team.
Blaser documented its customer projects to ensure transparency. Over 200 projects per year
were documented before COVID-19 alone. Customer projects were evaluated on what was
called the Productivity Pentagon, and awards were given [see Exhibit 3]. The winners had an
opportunity at an awards function to share the benefits they got from Blaser solutions. In a
move that was novel in the industry, Blaser also gave Productivity Trophy awards to its
customers as a way of celebrating customer successes.

Competition
Blaser India faced competition from many players. The number of competitors was estimated
at 45. They were broadly categorized into established multinational players such as Castrol and
Mobil, and Indian companies such as Indian Oil Corporation Limited (IOCL), Bharat Petroleum
Corporation Ltd. (BPCL), and Hindustan Petroleum Corporation Ltd. (HPCL). These
companies offered a portfolio of products like coolants, industrial oils, and automotive
lubricants. Blaser competed with them only in the manufacturing space for machining and
grinding applications. Compared to the competition, the price per litre of Blaser products was
high by two to five times [see Exhibit 4]. According to Gupta, although the company aspired
to a uniform price for the products globally, the price realization was not at par and the profit
margins were lower in India.

Organization Readiness
Blaser in India was a lean and smart setup with 45 employees in 2021. The team comprised
young people with long-term aspirations of growing with the company. Many had worked for
Blaser for more than 10 years, with the longest stint being 18 years. Gupta elaborated, “We
have a committed team to drive and deliver, with organizational culture being a strong area for
us. The company was rated high on job security, work satisfaction, an opportunity for skill
development, and a work-life balance it gave to employees.”

The company had a comprehensive training and handholding program. Every recruit underwent
an in-depth induction program of a few days at both the office and the field. Gupta also had a
one-on-one interview with the new employee wherein he outlined the company’s growth
strategy.

In addition, the company continuously evaluated the need for training and conducting relevant
programs. Employees were also trained through an online platform known as Blaser College.
It provided simulation programs, rather than lecture-driven training, on various Blaser business
processes. Role-playing was also conducted wherein employees were encouraged to participate
in simulations to hone their skills. Senior colleagues often coached less-senior ones.

Deliberating on Continuous Growth

COVID-19 triggered a positive change in India, with customers demanding products that were
safe for human health and for the environment. Since coolants involved the use of chemicals,
customers were increasingly conscious of the effects of their usage and concerned about their
impact on human skin, the health of the operators, and the environment. Regulations in India
governing the use of chemicals in products were, by and large, primitive. Chemicals banned
outside India continued to be used in India. It was thus a challenge to motivate the
manufacturing industry—and the mid- to senior-level people within it—to include the health
of machine operators in their decision-making process when selecting a good coolant.

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Notwithstanding Blaser’s core competence in research and development (R&D), Gupta

recognized the need for Blaser to continuously adapt its offerings to the new trends in industrial
manufacturing in its ultimate bid to meet customer expectations. Gupta was confident that
Blaser was way ahead of not only local regulations but also its local competitors. Since its
inception, the company manufactured and marketed products that were gentle to the
environment. For instance, its metalworking fluids—based on the Blasocut technology
platform 9 —were uniquely bactericide-free and boron-free, and compatible both for the
environment and for humans.10 It was one of the reasons Blaser coolants were priced higher.

COVID-19 also triggered discussions among Indian companies about the need for improving
productivity in manufacturing. Indian managers now focused on securing progressively higher
output from machines on the shop floor. India was also no longer a country of cheap labor.
Indian manufacturers had to fight global competition, with their customers having increasing
access to global markets and products. The bars were raised and benchmarks were going up,
which augured well for companies such as Blaser that had aligned the new demands of
customers with their own product offerings.

To consolidate and increase the client base, Gupta deliberated on who was the right person to
approach in each organization to sell the concept of investing in Blaser coolants. He knew
coolants were handled by the maintenance department, with the maintenance head worrying
about the budget and his key performance indicators (KPIs). Tooling heads liked the idea of a
coolant that helped to improve the productivity of the tools but had no authority to make
decisions on coolants. They reported to the C-level executives who were responsible for several
functions. Should the company follow a top-down approach and try to sell to the C-level
executives instead?

Blaser allowed customers to test its coolants before they placed orders. Could that facility be a
pathway to connect with the C-level executives? Gupta also wondered whether the Liquid Tool
Analyzer could be leveraged to create visibility up front. There was also the digital world that
industrial customers were exposed to. How could Blaser incorporate digitization into its
products and services in its bid to appeal to potential customers? Gupta also wondered whether
he had any other strategic choices to increase Blaser’s market share in India from the current
low single digits.

9 A platform based on Blaser’s unique bio-concept, solutions that supported high performance and were compatible with human
and environment.
10
Blaser Swisslube, https://blaser.com/our-metalworking-solutions/water-miscible-fluids/,, accessed 9 November 2021

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EXHIBIT 1: STRATEGY FRAMEWORK

Investment Goods

Machine
Tools Blaser
Swisslube

Product Sell Tools Solution Selling

Blaser
Swisslube

Coolant
Market Consumables

Source: Company.

EXHIBIT 2: BUSINESS DEVELOPMENT (SALES TURNOVER)

Business Development (SALES TURNOVER)

300
267
250 244
230
200 206 207
192 189 198 189
150 147

100 100

50

0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Note: Numbers above are indexed.

Source: Company.

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EXHIBIT 3: PRODUCTIVITY PENTAGON

Source: Company.

EXHIBIT 4: PLAYERS IN THE COOLANT SPACE IN INDIA

Approximate Market
MRP per
Share in Coolant
Liter (Range Some Brand Names of
Oil Company Space (2020–2021)
Min : Max) Industrial Coolants
in % (as per market
in USD
intelligence)
Servo Cut, Servocut GR,
IOCL 1.38–4.36 10
Servocut 945
HPCL 1.30–3.90 8–12 Koolcut 40, Trimofin 55
MAK Sherol B, MAK
BPCL 1.43–4.55 6–8
Triponol B
Hysol X/R/EP 690;
Castrol 1.56–5.2 4–6 Cooledge SL, Castrol
Ilocut 482
Mobilcut 100, Mobilcut
Mobil 1.56–5.2 2–4
250
Blasocut 2000 Universal,
Blaser Swisslube 3.90–5.85 2-4 Blasogrind (mineral oil),
Blasocut 4000
Poweroil Met Cut S Plus/
APAR 1.24–3.25 2–5 Cut Premium; Power Cut
NS
Quakercut Oils,
Quaker Houghton 1.43–5.20 10–12
Quakercools Oils
IPOL (GP Petroleum Aquacut 125, Biocut SS
1.17–3.90 5–10
Limited) 100/400/440
Hard Castle Petrofer 1.30–4.55 6–8 Hicut and Higrind Series
Other (Veedol,
Amulkut 4 (Veedol),
Valvoline, Gandhar
Divyol Pro Cut SS and
Oil, Balmer Lawrie, 1.04–4.55 21–55
Divyol Soluble Cutting
Tashoil, more than 30
Oils (Gandhar Oil) etc.
active players)
Source: Primary information (shared by distributors).
Note: An exchange rate of 1INR = 0.013USD used for the conversion.

10

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