BodyGuard by Sirona: time to explore

new frontiers?
Shruti Gupta and Neena Sondhi

Shruti Gupta and Neena Sondhi wrote this case solely to provide material for class discussion. Shruti Gupta and
The authors do not intend to illustrate either effective or ineffective handling of a managerial Neena Sondhi are both
situation. The authors may have disguised certain names and other identifying information to based at International
protect confidentiality. Management Institute,
Delhi, India.
Sirona Hygiene Private Limited company was a young startup founded by Deep Bajaj, a
40-year-old postgraduate from Australia. The firm started operations in 2015 as First
Step Digital Private Limited, with a female urination device (FUD) called Peebuddy. In
2019, the firm was renamed Sirona Hygiene Private Limited and had three brands
under its umbrella, namely, Peebuddy (female hygiene), Sirona (menstrual hygiene)
and BodyGuard (protection and wellness). Sirona was recognized as a firm that came
up with disruptive feminine solutions, and BodyGuard was a forced-fit brand in the
Sirona family of feminine products. Bajaj himself emphasized we shall continue to invest
in our mission of solving unaddressed Feminine Hygiene issues with our unique,
problem-solving products (Lim, 2022). However, the 2020 global pandemic
unexpectedly boosted Sirona’s BodyGuard range – hand sanitizers.
The sanitizer market was found to be multiplying, and protection as sanitization products
were fast becoming part of every consumer’s daily ritual. According to Statista.com (2022),
the hand sanitizer market was expected to enjoy a compounded annual growth rate
(CAGR) of 4.07% in the next five years till 2027. The numbers meant a great deal in a hugely
populated country of more than 1.3 billion (Statista, 2022). The BodyGuard range had only
one option in the hand sanitizer product category, and considering the growth figures, Bajaj
could consider expanding the sanitizer line. This expansion would serve the company well
as a secure but challenging growth option that required considerable deliberation.
Currently, the BodyGuard range was focused on business-to-consumer (B2C) users, but
sanitizer volumes were higher in the business-to-business (B2B) group. Bajaj could
evaluate the strategic implications of expanding the sanitizer product line by aligning the
decision with a possible expansion into the B2B segment. The addition could be an
excellent opportunity to consider whether BodyGuard should slowly move out of the B2C
to the B2B segment. On the flip side, BodyGuard had a range of products, from mosquito
repellants, baby products and adult diapers to face masks and hand sanitizers. Except
for hand sanitizers, all other options were primarily individual consumption products. If Disclaimer. This case is written
solely for educational purposes
BodyGuard did come up with a new product formulation for hand sanitizers, would it not and is not intended to represent
be correct to continue as a B2C brand? However, if BodyGuard stayed a B2C brand successful or unsuccessful
managerial decision-making.
to stand out in a cluttered, commoditized category such as sanitizers, it was time they The authors may have
disguised names; financial and
came up with a well-crafted segmenting–targeting–positioning strategy to ensure brand other recognizable information
recognition and loyalty. to protect confidentiality.

DOI 10.1108/EEMCS-01-2023-0006 VOL. 13 NO. 2 2023, pp. 1-36, © Emerald Publishing Limited, ISSN 2045-0621 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 1
 Sirona Hygiene products: servicing hygiene and wellness
Sirona Hygiene was the “accidental” brainchild of Deep Bajaj, a Marketing Postgraduate
from Australia who dreamed of becoming an entrepreneur with a difference. After dabbling
into event management for a couple of years, it was in 2013 when he, on a road trip,
identified an untapped space in female toilet hygiene and created a disposable FUD that
enabled women to avoid contact with dirty toilet seats and urinate into this funnel-like use-
and-throw device. Once the product prototype was ready and patented. Bajaj launched his
first brand PeeBuddy, an innovation that won Bajaj almost instant recognition from the
Limca Book of World Records in 2015 (Tyagi, 2017) and a series of awards and laurels for
Bajaj as a budding Indian entrepreneur [1].
Bajaj and his brother Mohit Bajaj co-founded the bootstrapped venture First Step Digital
Private Limited in 2015 with Peebuddy as the flagship product. Bajaj was clear he would,
over time, develop more innovations to answer unsolved female intimate and hygiene
issues. So, in 2016, the firm patented and launched India’s first 100% herbal menstrual pain
relief patch. Branded as Sirona, this branded line would answer unsolved menstrual
hygiene problems. With multiple funding rounds in 2017 and 2019, the firm adopted
product innovation as its core strategy. The company finally became profitable in 2019
(Hariharan, 2021). Bajaj decided to rename the firm Sirona Hygiene Private Limited. It
secured revenue of INR 14 crore in 2020 and 26 crores in 2021, and with its three brands –
Sirona, Peebuddy and BodyGuard – aimed to join the Unicorn club by reaching the 100-
crore mark by 2023 (PTI, 2021). Bajaj shared that ten of 25 products are India’s first of its
kind. We have India’s first herbal period pain relief patches. Three hundred thousand
women used Sirona menstrual cups. The average order value of Sirona is around Rs 300.
We have natural biodegradable-colored pads, tampons, intimate natural wash, and natural
antiseptic rash cream for rashes. We also have family hygiene products like natural
mosquito repellent under BodyGuard by Sirona and a reusable pollution mask (Sahu,
2020).
Accordingly, alongside the revolutionary and innovative brands Peebuddy and Sirona,
BodyGuard was a safeguard that kept the Sirona boat sailing. Shared Bajaj, “We try to
identify those problems for which a mother does not get a readymade solution, now these
have a solution in our products.” (Silicon India, 2018) However, the firm’s Vision [To Break
the stigma around menstrual hygiene and redefine femininity for modern times] and Mission
[To impact the lives of women positively by offering products that solve unaddressed
feminine hygiene issues and share ‘‘unbiased’’ information that empowers them to take the
right decision] resonated more with the essence of the two feminine hygiene brands –
Sirona and Peebuddy. The funding rounds for Sirona Hygiene also corroborated this
perspective.
In 2021, Bajaj raised $3m in an A series funding round. Bajaj shared that At Sirona, we stand
committed to solving unaddressed intimate and menstrual hygiene issues women face with
our innovative products. This funding is a noteworthy milestone for us as we see it as an
external validation of our work. We thank NB Ventures, Dubai, and IAN Fund for believing in
our mission to break the taboo around feminine hygiene issues (Bhalla, 2021). However, the
firm faced a setback in the same year as the earlier investors decided to exit. Bajaj went for
Series B funding by Good Glamm in the latter half of the same year. The Good Glamm was the
largest Direct-to-Customer Unicorn in South Asia in the Beauty and Personal Care segment,
for an undisclosed majority stake in a 100 crore all-cash deal and had further committed to
spending INR 100 crore in the next two years on the brand (Verma-Ambwani, 2021). Sanghvi,
Founder and CEO Good Glamm Group, explicitly stated that Sirona Hygiene has been
disrupting the feminine hygiene space with its innovative products. When we look at potential
investments or acquisitions, we evaluate them from the lens of whether an asset will help us
get scale or help us build habits or help us build a brand. Sirona ticks all these boxes for us.
This is one of the unique opportunities where we believe our ecosystem of content and

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creators will increase awareness and adoption of the brand’s hygiene products exponentially
(Verma-Ambwani, 2021).
To reach its proposed aim of getting INR 500 crores in revenue by 2024 (Verma-Ambwani,
2021), Bajaj forayed into the related category of women’s safety by making an all-cash
acquisition of IMPOWER. This homegrown startup made a range of women’s safety products,
including the top-selling pepper spray by the same name. Bajaj clarified that This acquisition is
a natural extension of Sirona’s mission of creating a more significant impact in society by
providing awareness, education, and opportunity around all unaddressed issues – safety
being one of them (Shah, 2022). Further, beginning of 2022, Bajaj initiated the Sirona Hygiene
Foundation, which would work toward the cause of female hygiene and safety (Businessworld
Online Bureau, 2022). The firm formalized what Bajaj had always been doing, though in an
unstructured manner, for the welfare of women from all walks of life.
Thus, when one examined the product portfolio of Sirona, Sirona and Peebuddy were into
menstrual and toilet hygiene, respectively, BodyGuard offered preventive baby and adult
products. Though all loosely demonstrated a “protection” benefit, the BodyGuard brand
was a square peg in a round hole. Further, while Peebuddy and Sirona were targeted
toward modern and open-to-experimentation kind of women, the BodyGuard segment
needed to be clearly defined. As a result, the brand had no unique selling proposition.
Hence, although the roadmap for Sirona and Peebuddy seemed organized and clear, the
strategic intent and direction for BodyGuard, the brand that had been a safe bet in the initial
years and a safety net during the turbulent COVID times, needed better articulation.

BodyGuard: family protection from Sirona

The firm sold a range of protection products under the BodyGuard umbrella, straddling the
hygiene, protection and personal care industry. The mixed bag of products ranged from
those meant for the most vulnerable human section of babies to a range of products that
served as “preventive healthcare” for everyone, as they provided the benefit of creating a
shield against viruses and air-borne diseases. The product composition was also mixed, as
the firm’s mosquito repellents were naturally made from Citronella and Lemongrass oil and
added with the natural medicinal benefits of the aloe vera and neem (margosa) plant.
Though some products, such as baby cleaners, were made from natural ingredients, and
their disposable diaper bags were Oxo-biodegradable, some products, such as hand
sanitizers, were chemically composed and alcohol-based. The firm outsourced the
production but ensured that the products were made by producers following good
manufacturing practices and following ISO-certified quality controls (Silicon India, 2018).
BodyGuard’s brand name made it clear that the core benefit of the products was protection;
the logo was green, matching the fluorescent green of Peebuddy, and the Y was shaped
like two leaves on a stem, denoting “natural” ingredients (Exhibit 3). Above the brand’s logo,
on the right-hand top, was the fluorescent pink logo of Sirona. The product was available
both online (company website and aggregates such as Amazon and Flipkart, Purplle and
others) and offline (modern trade and Mom-and-pop stores as well as at chemists). Unlike
its sister brands, especially Peebuddy, the firm did no real-time above-the-line promotions
for BodyGuard beyond ensuring a Facebook presence. Nevertheless, the firm carried out
sales promotions such as discounts and product placement at check-out counters in
modern retail to increase visibility. These tactics resulted in multiple unplanned purchases
for the BodyGuard range.
BodyGuard was the Sirona family’s low visibility, low profile, always-in-the-background
category. However, an unexpected event, the Corona pandemic of 2020, brought the
BodyGuard range to the forefront. With rising awareness amongst consumers worldwide to
deploy preventive measures and ensure health, hygiene and wellness for themselves and their
families, products such as mosquito repellants, baby hygiene and hand sanitizers were

VOL. 13 NO. 2 2023 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 3

 evidencing double-digit and accelerated growth in the last couple of years. While the other
lines, such as baby care and hygiene and mosquito repellants, had several variants,
BodyGuard had only one option in the hand sanitizer category. The BodyGuard hand sanitizer
was an alcohol-based sanitizer with a lemon fragrance. Second, hand sanitizers were a
product with a visible need in the B2C and B2B segments. Thus, it would be worthwhile for
Sirona to explore the hand sanitizer opportunity as a road ahead for BodyGuard.

Hand sanitizer market: opportunities and challenges

Hand sanitizers came under the beauty and personal care sector. Globally the hand
sanitizer market stood at about $2.7bn. In India, the hand sanitizer category was estimated
to be around $165.8m in 2021 and was projected to grow at approximately 13% CAGR in
the next five years (Hand Sanitisers: the story ahead, 2022). Further, the category was
projected to have a steady presence in the market of $1.9bn by 2026 (Fortune Business
Insights, 2021). The product category’s prominent players were Dettol, Lifebuoy, Purell, ITC,
Hindustan Unilever, Reckitt Benckiser, Sterillium, Zuci, Klenza, Savlon, Himalaya, Pure
Hands and BodyGuard, to name a few (Exhibit 4).
Hand sanitizers were rinse-free preventive solutions that helped clean and disinfect human
hands by killing bacteria and viruses. The product, often called hand rub, came in
numerous variants, such as liquid, foam or gel-based forms. Further, the sanitizer could be
alcohol-based or alcohol-free. After the pandemic outbreak, several companies entered the
category by offering products infused with natural and organic elements instead of harsh
chemicals. Firms also innovated by trying to neutralize the harmful effects of bio-chemicals
and reduce skin dryness by using glycerin or moisturizers as a sanitizer base.
Moreover, fragrances and essential oils were also added to enhance product usage.
Additionally, the products were fortified with rose, sandalwood, berries and plums floral
fragrances. Manufacturers also innovated to offer smaller pack sizes of 50 and 100 ml, easy-to-
carry packs. Certain companies were also offering alcohol-free alternatives to tap the consumer
segment who were not only health and hygiene cautious but also concerned about the cosmetic
implications of the product. The sanitizers were available to the end users through online and
offline retail outlets. Brands also promoted their products through celebrity endorsements and
product placements and offered attractive discounts to capture the market faster.
In India, immense education and awareness about preventive options such as sanitizers
had made consumers extremely cautious about their health and hygiene. Thus, the product,
an essential product used by health-care professionals in the pre-pandemic era, post-2021,
had become a necessary staple for individuals and their families. Another growing
consumer segment that was a heavy user of hand sanitizers was the business consumers.
There was a significant surge in the sanitizer demand in urban India in housing societies,
commercial complexes, malls, shopping arcades, hospitals, schools and offices, to meet
hygiene and safety standards. For such consumers, larger packs of 10,15 and 25 liters
were available. The buyers mostly had yearly contractual arrangements with companies
providing hygiene and sanitizing solutions.
Though hand sanitizers as a category had found merit recently, in the past couple of years,
sufficient cyclic data for forecasting the demand was unavailable. Thus, it would be
prudent, to consider the perspective of industry experts. (Authors conducted a Focus
Group Discussion with eight industry experts. A summary of the discussion is available as
Exhibit 1: Hand Sanitizers: An Expert Opinion).

The BodyGuard decision: short and long-term impact

The decision to expand further into the hand sanitizer market with a new formulation was
attractive when one examined the consumer and competitive landscape. Bajaj could look at

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an all-natural glycerin-based hand sanitizer. Making a 100% herbal or natural sanitizers with
aloe vera, neem and tulsi (basil) benefits would also be good. Additionally, the product
could be fortified with sandalwood, lemon, pine, rose or other fragrances. With Good
Glamm on board and Sirona’s manufacturing and channel partners, the production and the
roll-out could be well-managed. However, the decision was a complex product launch and
segmentation decision as hand sanitizers were essential purchases for both business and
individual users. Thus, Deep Bajaj could use the new product decision opportunity to make
critical segmenting decisions, which could help resolve the positioning dilemma the
company faced for BodyGuard. The segmenting options that could be considered for this
decision were as follows:
B2B option: Alongside individual customers, there were bulk purchases of 25-liter packs
made by business customers such as retailers, hotels and other commercial and
educational institutes and others. Hospitals and health-care centers also widely used hand
sanitizers to prevent transmitting hospital-acquired infections. Sirona had been a B2C
company, and hand sanitizers were an ideal product to explore the B2B consumer
segment. Even if the big players did not entertain relatively unknown brands such as
BodyGuard, several small and medium enterprises, whether in hospitality, health care or
educational and corporate, would find merit in the brand. This expansion could mean
steady and sizeable volumes that were contractual and, therefore, less prone to demand
fluctuations. Also, if the product gained decent traction in the long term, this would be a
good way of delinking Sirona and Peebuddy as the B2C and BodyGuard as the B2B range.
While the business segment was attractive, it required a different kind of customer reach
and, therefore, would need a separate sales and marketing outfit. Was there a fortune at the
bottom of the B2B opportunity that justified an additional investment? Was it worth the risk to
venture into this segment? Would the Good Glamm stakeholders be as excited about the
option? Would it be counterproductive and undo the brand-building done by Bajaj for
Sirona and BodyGuard?
B2C option: Indian population in 2022 stood at approximately 1.4 billion, and as per the
World Bank statistics, 35% of Indians lived in urban areas (World Bank Data, 2022).
However, the United Nations’ latest report predicted that by 2035 the urban population
would comprise 43.2% (PTI, 2022). This data would mean densely populated cities where
personal hygiene and sanitization would be critical concerns. There were two ways that
Bajaj could evaluate the B2C segmentation opportunity:

1. Demographic segmentation: One way was to take a demographic perspective (Exhibit 3).
According to a market research survey, 77% of individuals used hand sanitizers. Of these
consumers, a large majority – 62.5% were females, while the rest were males (Market
research, 2021). It was essential to identify the target demographics, as this would have
implications on the SKU, fragrances and the targeting principle. As there were viable product
options for babies under the BodyGuard range and Sirona and Peebuddy were female
products, would it be better to target women and children, especially infants? While this
would fit well with the sister brands of the firm, would sales be significant enough to justify
ignoring the male half of the population? Post the pandemic, would hand sanitizers be
primarily an urban lifestyle product, or would the aftermath make this a near-universal habit
across towns and cities? Could other factors, such as age, influence the use of the category?
If yes, would Generation Z, who was out of home for extensive hours, or the vulnerable older
consumers be better to segment prospects for BodyGuard?
2. Psychographic segmentation: Another way of segmenting the market would be to look
at lifestyle-based psychographic segments. The authors conducted a short primary
consumer survey with sanitizer users to facilitate the segment attractiveness evaluation
to identify four actionable psychographic segments. Additionally, consumers’
responses to a new product idea and their intention to buy such a product were also
explored. (Exhibit 2: A Consumer Segmentation dipstick study). Sirona could use the

VOL. 13 NO. 2 2023 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 5

 findings to identify a low-risk, high-usage B2C segment that matched more with the
Sirona and Peebuddy users.

Sirona dilemma: future strategy

When exploring the hand sanitizer opportunity, Deep Bajaj would need to concurrently take
a strategic decision while considering the B2C-a demographic or a psychographic
segmentation strategy- or B2B or a middle ground and target both the B2C and B2B
groups. As the firm moved toward its next growth phase, it was critical to scale faster and
Keywords: more aggressively through strategic acquisitions and escalated sales revenue. Bajaj
Health and safety,
disclosed that at Sirona, we have been growing steadily and have been profitable for the
Market segmentation,
Product management, last three years. We will soon hit the Rs 100 crore mark in revenues. We hope to get to the
Product mix, Rs 500-crore revenue mark in the next three years (Verma-Ambwani, 2021). The question
Marketing strategy was, where was BodyGuard in this growth story?

Notes
1. www.thesirona.com/about-us. Accessed on November 20, 2022.
2. Assistant Director (F&B firm); Key Account lead (Cleaning solutions); General Manager facilities
(Educational institute/student hostel); Head Housekeeper (Luxury hotel, Delhi); Cardiac Surgeon;
Pediatrician; Academic Expert (behavioral health-care economics); Consultant (Big Four consulting firm).
3. Concept note (potential product): 100% natural, organic glycerin-based aloe vera and neem-
based hand sanitizer. Possible fragrances: neutral, rose, lemon, sandalwood, lavender, musk and
others. Possible pack size:10 ml vial; 50/100/200 ml.
4. Assistant Director (F&B firm); Key Account lead (Cleaning solutions); General Manager facilities
(Educational institute/student hostel); Head Housekeeper (Luxury hotel, Delhi); Cardiac Surgeon;
Pediatrician; Academic Expert (behavioral health-care economics); Consultant (Big Four
consulting firm).
5. Indian Retail Bureau (2022). Sirona Witnesses a 50 pc Growth in Biz in First 6 Months of this Fiscal.
Available at www.indianretailer.com/news/sirona-witnesses-50-pc-growth-biz-first-6-months-fiscal.
Accessed on January 1, 2023.

References
Bhalla, T. (2021). Sirona hygiene raises $3 million in series a funding. Retrieved from www.livemint.com/
companies/start-ups/sirona-hygiene-raises-3-million-in-series-a-funding-11618919043127.html (accessed
20 November 2022).
Businessworld Online Bureau. (2022). Sirona: Disrupting the female hygiene industry in India, one
product at a time!. Retrieved from www.businessworld.in/article/Sirona-Disrupting-The-Female-Hygiene-
Industry-In-India-One-Product-At-A-Time-/22-02-2022-421069/ (accessed 20 November 2022).
Fortune Business Insights. (2021). Retrieved from www.globenewswire.com/en/news-release/2021/02/17/
2177126/0/en/Hand-Sanitizer-Market-Revenue-to-Reach-USD-1-96-Billion-by-2026-Industry-Bigwigs-Such-as-
Unilever-and-Henkel-to-Focus-on-Catering-to-the-Surging-Demand-for-Hand-Sanitizers-Amid-the.html
(accessed 20 November 2022).
Hand Sanitisers: the story ahead. (2022). Euromonitor international report. (accessed 11 November
2022).
Hariharan, S. (2021). Good Glamm group invests Rs 100 crore in Sirona. Retrieved from https://
timesofindia.indiatimes.com/business/india-business/good-glamm-group-invests-rs-100-crore-in-sirona/
articleshow/88409714.cms (accessed 20 November 2022).
Lim, A. (2022). Breaking taboos: India’s Sirona ready to start ‘much-needed’ conversations about feminine
hygiene. Retrieved from www.cosmeticsdesign-asia.com/Article/2022/02/01/india-s-sirona-ready-to-start-
much-needed-conversations-about-feminine-hygiene?utm_source¼copyright&utm_medium¼OnSite&
utm_campaign¼copyright (accessed 9 October 2022).

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Market research. (2021). Available at global hand sanitizer market - 2021-2028 (marketresearch.com).
(accessed 19 December 2022)

PTI. (2021). Sirona eyes Rs 100-cr revenue in FY23. Retrieved from https://retail.economictimes.
indiatimes.com/news/health-and-beauty/sirona-eyes-rs-100-cr-revenue-in-fy23/87455359 (accessed 20
November 2022).

PTI. (2022). India’s urban population to stand at 675 million in 2035 behind China’s one billion. Retrieved
from www.thehindu.com/news/national/indias-urban-population-to-stand-at-675-million-in-2035-behind-
chinas-1-billion-un/article65584707.ece (accessed 19 December 2022).

Sahu, S. (2020). Sirona challenging a taboo with innovative path-breaking products for women’s hygiene.
Retrieved from www.indianretailer.com/interview/retail-people/startup/sirona-challenging-a-taboo-with-
innovative-path-breaking-products-for-women-hygiene.i1775 (accessed 20 November 2022).

Shah, S. (2022). Sirona hygiene acquires women’s safety brand impower in an all-cash deal. Retrieved
from https://economictimes.indiatimes.com/tech/startups/sirona-hygiene-acquires-womens-safety-
brand-impower-in-an-all-cash-deal/articleshow/89729271.cms (accessed 20 November 2022).

Silicon India. (2018). First step digital: Helping mothers fight Bio-Enemies of their babies through DEET-Free
herbal products. Retrieved from https://healthcare.siliconindia.com/vendor/first-step-digital-helping-
mothers-fight-bioenemies-of-their-babies-through-deetfree-herbal-products–cid-5961.html (accessed 20
November 2022).
Statista. (2022). Hand sanitizers worldwide. Retrieved from www.statista.com/outlook/cmo/otc-
pharmaceuticals/hand-sanitizer/worldwide (accessed 20 November 2022).

Tyagi, C. (2017). Peebuddy: A female urination device is attracting plenty of supporters and trolls.
Retrieved from https://economictimes.indiatimes.com/small-biz/startups/peebuddy-a-female-urination-
device-is-attracting-plenty-of-supporters-and-trolls/articleshow/57053298.cms?from¼mdr (accessed 20
November 2022).
Verma-Ambwani, M. (2021). Sirona hygiene raises Rs 100 crore from good Glamm group in series B
round. Retrieved from www.thehindubusinessline.com/companies/sirona-hygiene-raises-rs-100-crore-
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 Exhibit 1. Hand sanitizers: an expert opinion (focus group discussion)
Eight experts [2] from different sectors and expertise were invited for a focus group discussion
on April 2, 2023. Given below is a summary of the critical insights and perspectives:

Health-care concerns and solutions

“The post-COVID world has led to some permanent changes in consumer habits (87.5% of the
sample)”.

“The consumer has realized the value of preventive measures like the use of masks (37.5% of the
sample), sanitizers (75% of the sample), and taking vitamin supplements (75% of the sample)”.

“Health concerns by consumers, steer them towards looking for products that will be good and
healthy for themselves and their family.”

“Service industry like Educational institutes, hotels and restaurants and tourism industry will have
to take serious note of this and be able to demonstrate hygiene and excellent sanitized spaces if
they want to stay relevant to consumers.” [Educational and hospitality experts].

“The patients who come to us are more aware and first look around our clinic/hospital to see
whether we are maintaining hygiene.” [Doctors].

Business vs Individual Consumers: Where is the awareness higher for sanitization and hygiene?

“Absolutely B2C phenomena (100% of the sample).”

“But Businesses, especially B2B which are in the service sector, will need to be 100%
sanitization compliant.” [Sanitization expert].

“Consumer lifestyle and habits are always evolving and dynamic, so the consumer who is over-
cautious today may become complacent and back to earlier habits soon.” [Academic expert].

“I do not think the consumer memories of the terrible pandemic times will let them revert to being
lax in maintaining good hygiene and health.” [F&B expert].

“Both product and service firms B2B firms will have to take the shifts in consumer attitude and
behaviour as long-lasting and therefore design their service and product offerings keeping the
importance of cleanliness and sanitization indices not less than 9/10.” [Consultant].

Hand sanitizers: Opportunity or fad?

“I Do not think it is a fad, but as a regular and monthly buy, I think it only will be with a select few
consumers who are more paranoid.” [Academic expert].

“It will be a great opportunity, especially the more vulnerable population of the older consumers
or parents with young children or those with comorbidities.” [Doctors].

“Hand sanitizers will be 70% an individual consumer purchase, and 30% volumes will come from
business consumers.” [Cleaning solution expert].

“Consumers will always look for eco-friendly and natural products in hand sanitizers as they are
skincare products.” [Doctors].

“What was once a developed world phenomenon now hand sanitizers are going to be essential
buys within emerging economies as well.” [Consultant].

“The students, faculty, and guests who come do not really look at the product’s smell in the hand
sanitizers. They feel comfort if there is a sanitizer as they go in the bathrooms, lifts, and
classrooms.” [Educational institute].

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 “We put the sanitizers in the hand sanitizer pumps we have. Consumers do not bother to see
what is in it if the smell is good and natural like rose, lemon, or sandalwood.” [Hospitality expert].

“Since this is a personal product like a cream and a cola, the purchase volumes will always lie
with the individual consumers.” [F&B Expert].

Exhibit 2. Hand sanitizers: a consumer segmentation study

A total of 28 users and buyers of hand sanitizers hailing from urban metro cities of India
(National Capital Region [NCR]; Bengaluru; Kolkata, Mumbai and Hyderabad) were
interviewed, and their purchase intentions for a potential product [3] were captured. The
respondents were categorized into four psychographic segments.
Captive Consumers (11% of the sample): This group comprised of health-care
professionals. Their work entailed exposure to patients and people from different walks of
life, thus increasing their risk of disease for themselves and their patients. Therefore, the job
hazard made them “captive consumers.”
Demographic profile: 67% Male, 33% Female; 67% were 45–50-year-old Empty Nesters and
33% were 28-year-old singles; 67% were general physicians and 33% were oncologists.
Annual income 10–12 Lakhs (INR).
Media Habits(information): 33% social media platforms; 33% newspapers; 33%
Television.
Work & Routine: Exercised 2–3 times/week (Gym/Yoga and others); food habits healthy but
erratic on weekdays. Weekdays were hectic, and there was exposure to sick patients:
䊏 Monday–Saturday I live as a hurricane.
䊏 A typical day means meeting 20–30 patients. I get so tired that I don’t talk to anyone
when I go home.
䊏 I eat only salads for lunch and avoid oils and carbohydrates.
䊏 Genetically modified stuff in the market harms health, so I eat only Organic.
Personality and Attitude: High on conscientiousness and extroversion, low on neuroticism.
Optimistic and meticulous:
䊏 I like to have my life sorted and hate clutter and ambiguity.
䊏 India is a land of opportunity, and in healthcare, we have some of the best in the world
research and facilities.
䊏 I stay calm and believe that things work out in time. It spreads positivity, you know,
amongst my patients and others.
䊏 COVID has changed me to value my family and friends.
䊏 No matter how busy I am, I make it a point to regularly call my children (Empty Nester-1)
Usage and Purchase Behavior: Hand sanitizers were an “occupational need”. Alcohol-
based, should not have harmful chemical compounds and no fragrance. In the clinic/
hospital, they used the available sanitizer, self-consumption of 200–300ml/month. A total of
100% bought weekly from chemist shops, and 67% bought Dettol or Savlon; no fancy
brands.
Purchase Intention: 67% YES (neutral fragrance; 100/200 ml); 33% NO.
Conservationist Consumers (31% of the sample): This group consisted of environmentally
conscious people. Highly mindful of preserving natural resources and endorsed eco-
friendly products wherever possible. Their attitude colored the way they lived and
influenced the products they bought. Thus, they were named “conservationist consumers.”
Demographic profile: 50% Male, 50% Female; 17% were 50-year and 83% were
25–35 years; 67% were single, 12% were married with a toddler and 11% were empty-
nester; All were corporate executives; 67% annual income 10–12 lakhs and 33% earned
more than 15 lakhs annually (INR).
Media Habits (information): 83% social media platforms; 17% newspapers.

VOL. 13 NO. 2 2023 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 9

 Work and Routine: 100% work 5/6-day week. 60% had travel jobs. A total of 83% studied/worked
outside India. A total of 75% were voracious readers, 20% liked instrumental music, 20% liked
watching National Geographic and documentaries and 15% blogged about global warming and
environmental issues. A total of 60% jogging/cycling (1 hour daily); 20% yoga (40–60 min daily);
20% Gym (5 days/week); 70% were Vegan and 30% organic food:
䊏 When traveling, I am cautious about what I eat and always jog/walk before I start my day.
䊏 For the holidays I go to the mountains. Spiti Valley and Leh are my favorite destinations.
䊏 I prefer to eat raw over cooked food. My mid-meal is usually a bowl of fresh organic
fruits and salads.
䊏 Instead, I would take a cup of green tea and sip a cup of coffee, which is much
healthier.
Personality and Attitude: High on neuroticism and low on extroversion, community-driven,
but interacted with a select few. Had a fatalistic attitude towards life and were exceptionally
environmentally conscious:
䊏 I need my space; sometimes, I switch it off when people talk frivolously.
䊏 The rate of global warming is disastrous, and I get frustrated when people ignore the
alarm bells and abuse natural surroundings.
䊏 I spend extra on organic and eco-friendly products; at least, I can do my bit.
䊏 I firmly believe that the pandemic was a human folly, and the junk we eat and the
concrete jungles we live in mess up our immunity.
䊏 Meaningless conversations put me off so badly, I tell you. Instead, I would go for a nice
walk in the garden by myself.
䊏 I have two waste bins at my home. I have been following the practice of separating wet
and dry waste for many years. This segregation is so helpful -it helps me put the
biodegradable organic waste to get compost, which I use in my kitchen garden.
Usage and Purchase Behavior: Hand sanitizers were “an absolute must”, especially
after the pandemic. Unhappy with synthetic chemical-laced sanitizers. Bought
sanitizers with monthly essentials. 50% carried a small bottle in a purse. 100% rubbed
hands with sanitizer on entering their homes. 83% consumed approximately 300 ml/
month, 17% 200 ml or less (do not carry with me, only home use). Did not buy a particular
brand but preferred ayurvedic/natural-based sanitizers. Bought online/local grocery
stores.
Purchase intention: 83% YES (lemon/rose/neutral smell; 50/100 ml);17% NO.
Cautious Consumers (29% of the sample): This group comprised those who were extra
careful and believed that a stitch in time saves nine. They tried to cover as many risks as
possible and spend extra if it could help prevent mishaps or ill health. This segment was
named “cautious consumers”.
Demographic profile: 50% Male, 50% Female; 25% were 50-year-old Empty Nesters and
75% were 30–40-year-old married with a toddler; 75% were working professionals and 25%
were self-employed. 75% earned 10–12 Lakhs (INR) annually, while 25% had an income of
10–15 lakhs annually.
Media Habits (information): 50% social media platforms; 50% Television.
Work and Routine: All working-from-home (Consultancy and Insurance agent). All do at-
home exercises (Yoga or online strength and training exercises). Budget all expenditures
and home loans (young couple), avoid crowded places and ensure all bills and Insurance
were paid well before time:
䊏 I like to invest whatever I save; it will pay me good dividends when my child grows up.
䊏 My day is chaotic because of my baby, but I ensure that I do my 60 minutes of exercise
and eat healthily.
䊏 I have two medical insurances, so there is no likelihood that I am in between premium
payments and someone falls ill.

PAGE 10 j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 13 NO. 2 2023

䊏 Entertainment? Only a little I watch shows on Sony Liv and Disney Hotstar, and Netflix.
䊏 For me, leisure time is at home with kids and TV. I don’t prefer to go out much. It is not
safe in any case these days.
䊏 I am very savvy about what I touch. You see, more than me, it’s for my child’s sake!
䊏 With the baby at home, I will instead be doubly sure of the health and hygiene around.
Personality and Attitude: High on neuroticism and low on openness to experience.
Pessimistic and critical of almost everything:
䊏 Have you seen such unhygienic conditions, so many potholes, and Bengaluru is
supposed to be “Silicon Valley!”
䊏 I have 4 CCTV installed; you never know what happens when you go out.
䊏 Today’s generation is very casual and careless and thinks they know everything. That is
why they will be in trouble, I tell you, later in life.
䊏 I traveled for the first time this Diwali since COVID, and all of us-my husband and baby
wore masks and wore gloves. I know people were staring, but it was OK. Better to be
safe than sorry.
䊏 My husband has generously used hand sanitizers throughout the pandemic and even
now. He has developed such bad flaking of hands by the end of it. But this is still OK- it
is much better than catching the virus and spending horrific days at the hospital.
Usage and Purchase Behavior: Hand sanitizers were “essential”. Strong alcohol smell was
preferred; expiry date should be at least six months. Bought monthly, usually 500 ml size
(better price, and you can put it in small bottles). 75% bought Dettol or Patanjali. The
purchase was from a local chemist store.
Purchase Intention: 25% YES (neutral fragrance; 10/50 ml); 75% NO.
Class-apart Consumers (29% of the sample): This group was highly conscious of their
social status and preferred to buy or visit places with fewer people from all walks of life.
Thus, they were named as “class-apart consumers”.
Demographic Profile: 25% Male, 75% Female; All were between 28 and 35-year; 50%
single, 50% married; 50% were self-employed and 50% were corporate executives; Annual
income was 20 lakhs and above (INR).
Media Habits (information): 100% social media platforms.
Work and Routine: Work was hugely erratic, and 75% traveled extensively – India and
abroad. A total of 75% had a home gym and personal trainer three times/a week. Bought
premium brands and owned expensive smart devices. All owned SUVs/sedans. Vacationed
usually in Europe/USA and stayed in 4/5-star hotels:
䊏 I have a high-pressure job, so I only sometimes find time to exercise.
䊏 I never buy anything on sale, and it is, you know, different from the same quality and dated.
䊏 My next car will be a convertible, which makes you feel on top-of-the-world!
䊏 I prefer only to have white tea. It is, after all, loaded with antioxidants and natural
goodness. It is indeed a royal tea, and I love it.
䊏 London has been my all-time favorite travel destination for many years. We, as a family,
have been visiting London for a get-together every summer, and shopping at Harrods
is something I always enjoy!
Personality and Attitude: High on extroversion, loved to work and play hard. Open to trying
new cuisines and things. High on narcissism and low on conscientiousness:
䊏 You have but one life, so you must live it to the fullest.
䊏 My house is in Golf-Links, come over, and you can see the who’s-who live here. It is not
for everyone.
䊏 I buy from top brands, but not their Indian outlet; the stuff you get here is last season’s
and not the same quality.

VOL. 13 NO. 2 2023 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 11

 䊏 The pandemic was scary. I mean, it was affecting everyone, no matter how poor or rich
you were. Thank God it is over. I don’t even want to think about it.
Usage and Purchase Behavior: Usage has increased in the last two years. Monthly
purchases, fragrances and brands must be premium and soft on the hands. 100 ml (2–3)
bottles and 50 ml vials for a purse. Purchased sanitizers both online (Nykaa and Sephora)
and offline.
Purchase intention: 50% YES (Lavender, Chamomile, Rose; 200/500 ml); 50% NO.

Exhibit 3. BodyGuard range of products

Figure E1

Logo

Users Product size Variants (Pack size) Price/unit

Babies Wet Wipes 1/2/4 125-500
Diaper disposal bags 1 90 bags 490
Diaper rash cream 50gm 1 225
Laundry detergent 1000ml 1 599
Baby body wash 200ml 1 349
Baby lotion 200ml 1 349
Baby Powder 100gm 1 199
All-purpose cleansers-plant based surfactants 500ml 1 349
Adults Rechargeable mosquito swatter - 1 1199
Surface disinfectant spray sanitizer 300 ml Pack of 3 897
Multi-purpose alcohol-based disinfectant spray 300 ml 1 299
Natural Mosquito repellant spray 100 ml 1/2 150/300
Mosquito repellant cream (Aloe Vera & Neem) 100gm 1 125
Fabric mosquito repellant roll-on 10 ml 1 75
Natural mosquito repellant patches - 24/48/72 175-525
N-95 Anti-Microbial reusable anti-pollution - 1 499
mask with replaceable filters
N-95 Anti-Microbial reusable anti-pollution - S/M/L 249
mask with valve
N-95 Anti-Microbial reusable anti-pollution - 1 135
mask with five layers
N-95 Anti-Microbial reusable anti-pollution - 1/3 199-499
everyday masks
Adult diaper disposable bags - 10/30 175/399
Alcohol-based hand sanitizer 500 ml 1 250

Source: Author composed with data from Sirona website. https://www.thesirona.com/buy/

family-protection

PAGE 12 j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 13 NO. 2 2023

Exhibit 4. Competitor’s product details

Table E1
Company (brand) Form/composition/fragrances Sizes (ml) Price (INR) Product benefits

Reckitt Benckiser (Dettol) Liquid, alcohol-based/None 50 – 5000 50 – 5,000 - On-the-go protection

- Rinse Free and Non-Sticky
- 99.99% germ protection
Hart Mann Liquid and Gel, Alcohol-based/ 100–5,000 100–5,000 - Good skin tolerability
(Sterillium) None - Increases skin moisture level
- Increases skin hydration
Hindustan Unilever Ltd Liquid and Gel, Alcohol-based/ 30–5,000 50–5,000 - Kills 99.9% of bacteria and virus
(Lifebuoy) None - Glycerin-based moisturizes skin
ITC Ltd Liquid and Gel, Alcohol-based/ 9–5,000 1–5,000 - Moisturizing and Non-sticky
(Savlon) None - Kills 99.99% of germs
Anand Enterprise Ltd Liquid and Gel, Glycerin based/ 1–5,000 1–5,000 - Designed for convenience
(Livsure) Citrus lemon, Cool water, green anytime, anywhere
apple - Contains hydrating glycerin
Kaya Clinics Liquid and Gel, Alcohol-based/ 50–5,000 50–5,000 - Purifies hands without water
(kaya) None - Rinse Free and Non-Sticky
- Dermatologists recommended
Khadi essentials Liquid and Gel, Alcohol-based/ 210–500 50–5,000 - Contains natural ingredients
(Khadi pure) natural extracts – Neem, Tulsi, - Natural fresh feeling
Lemon
Bath and Body Works Gel, alcohol-based/ Eucalyptus, 29 29 - Infused with essential oils, shea
(B&B works sanitizers) Spearmint extract
Cucumber Melon, - Pocket packs
Gingham, cherry blossom - Hands soft, clean and fragrant
Himalaya Wellness Gel, alcohol-based/ 100–500 100–500 - Provides protection from etching
Company Lemon and Orange and other skin damages
(Pure Hands) - Ideal for sensitive and dry skin
- Herbal-based natural sanitizer
Godrej Pvt Ltd. Liquid and Gel, Alcohol-based/ 50–5,000 50–5,000 - Mild and gentle on hands
(Protect) None - Hands feel fresh and soft
Patanjali Ayurvedic Ltd Liquid and Gel, Alcohol-based/ 50–250 50–250 - Natural ingredients
(Patanjali) Aloe Vera, Mint - Provides a moisturizing effect
Gojo Industries Liquid and Gel, Alcohol-based/ 30–1,200 30–1,200 - Portable and fragrance-free
(Purell) None - Maintains skin health
Morepen Laboratories Liquid and Gel, Alcohol-based/ 50–5,000 50–5000 - Hands friendly and gentle on the
(Protect) Rose and lemon skin
3M Liquid and Gel, Alcohol-based/ 100–500 100–500 - No pungent alcohol smells
(Avagard) None - Serves as a moisturizer
Cosmic India Private Ltd Liquid and Gel, Alcohol-based/ 2–5,000 2–5,000 -Deep Moisturizer
(Wiz) Sweet Orange, Aloe Vera and - Kills 99.9% of germs and bacteria
Mint, Peach Bellini, French - 70% alcohol-based
Lavender, Sunshine Lemon,
Cherry Blossom
Source: Author composed the data from the websites of the given brands

VOL. 13 NO. 2 2023 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 13

 Exhibit 5. Indian population: demographic information

Table E2
Demographic factors Percentage of the total population

Gender
Male 51.3
Female 48.7
Age groups
0–4 years 8.4
5–14 years 17.3
15–29 years 27.3
30–59 years 37.0
60+ years 10.0
Source: IndiaStat.com. www.indiastat.com/

About the authors

Shruti Gupta is Assistant Professor of Marketing at IMI New Delhi. Dr Gupta holds a
doctorate from Indian Institute of Technology, Delhi and has over a decade of research,
consulting and teaching experience in Product and Brand Management. She has published
in various refereed journals of repute and conducted corporate trainings for firms such as
Blue Dart, Infosys, Amul, Carlson Rezidor, Havells, Fortis Healthcare and others. She is also
an official mentor of an Indian Ed-Tech startup. Shruti Gupta is the corresponding author
and can be contacted at: shruti.gupta@imi.edu

Neena Sondhi is Professor of Marketing and Dean Research and Accreditations at IMI New
Delhi. A Doctorate from Delhi University, Sondhi has three decades of teaching, research
and consultancy experience. A prolific research Dr Sondhi has over 35+ peer-reviewed
journal publications and has written 15+ case studies (available with Harvard Business
School Publishing). She won the ISB-Ivey Global Case Competition in 2017 and 2018. In
2021, her coauthored case study, Peebuddy: Ladies, It’s Time to Stand-Up won the “First
Runner-up award” at the 26th CEEMAN & Emerald Case Writing Competition and in 2021
her coauthored case SIROHI: Empowering Women to Empower the Brand was among the
three honorable mention cases in the 27th CEEMAN & Emerald Case Writing Competition.

PAGE 14 j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 13 NO. 2 2023