Dettol Case

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ASIAN CASE RESEARCH JOURNAL, VOL. 13, ISSUE 1, 105–143 (2009) ACRJ 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 We Have Skills To Write Homework In All Areas – hop over to this web-site http://openordination.org/ord/author/kimberlyreagle  .org/ord/author/kimberlyreagle “>https://www.gamerlaunch.com/community/user/4887071/games/?gid=535  . 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 protected] ernet. in. “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 ? rst started re? ecting 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 pro? ts were ? 586 million. 2 The Indian subsidiary was incorporated in 1951 as Reckitt & Colman India. With the merger of the parent company with Benckiser aNames are disguised. Case setting is created for the purpose of facilitating classroom discussion. © 2009 by World Scienti? c Publishing Co. 106 ACRJ 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 ? gures 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. %. 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 bene? t 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 ? rst emerged in a leading United Kingdom maternity hospital. There its use was limited to as an antiseptic during childbirth. Death rate during childbirth was high because of widespread puerperal fever. d The doctors started using Dettol antiseptic liquid and soon found the bThe main ingredient in the Dettol antiseptic liquid is 4-chloro-3,5-dimethylphenol (C8H9ClO), which is also known as parachlorometaxylenol (PCMX) or chloroxylenol. This is an aromatic compound and gives Dettol the ability to ? ht 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. 108 ACRJ 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. 1 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 ? ve-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 DETTOL: MANAGING BRAND EXTENSIONS 109 of trust and reliability in the average Indian consumer’s mind. It was described as the “king of germkill”. It had top of the mind recall in any given instance of a wound or cut. The brand offered both rational as well as emotional appeal to consumers who perceived Dettol as being a “doctor’s friend” to their families. 16 The brand had been promoted on two propositions: functional and emotional. The functional aspect was antiseptic — protection from germs and healing wounds.

The emotional aspect was love and care as Dettol portrayed a mother’s love and care in treating minor wounds of her children and family members. Dettol’s love and care image was supported by an advertisement campaign which showed a mother reading a letter from her son who is in a boarding school. The mother wasn’t worried about her son, though he was away from home, because she felt he was safe with the protection of Dettol. The campaign helped in making emotional connect with consumers and people remembered the campaign even long after it was discontinued.

The unique set of associations which represents Dettol’s brand identity is provided in the Exhibit 7. NEED TO GROW THE BRAND In the late 1980s Dettol faced a unique problem. Despite being a highly popular brand with clear monopoly in the antiseptic segment it was faced with stagnation. Sales volume was not growing and inventory was stuck with the company and the middlemen. Dettol had become a product which was a must for the emergency kit of all households, but was seldom used, far less than the company’s expectation. This led to a low sales volume. Another issue of concern was restricted revenues because of price in? xibility since the government kept the product under the purview of price control. e Since the company could not increase the price of the product its revenue did not go up and inventory piled up. To tackle this problem the company came up with a new marketing eThe government had included Dettol antiseptic liquid in the category of price controlled drugs. 110 ACRJ strategy. Its advertisements claimed multiple uses of the antiseptic liquid: add it to water for washing clothes, ? oor cleaning, bathing, shaving, etc. The idea was to project Dettol as an all-purpose antiseptic liquid.

Consumers fell for the gambit and soon sales volume started going up. Looking at this success, the company decided to introduce new products consistent with a variety of secondary usages of Dettol. A brand extension strategy was developed to fully exploit the potential of Dettol and establish its presence in the consumer’s everyday life. 17 INTRODUCING BRAND EXTENSIONS Starting with the ? rst brand extension of Dettol soap in the 1980s, RBIL introduced more than eight brand extensions from mouthwash to prickly heat talcum powder. Dettol plaster was launched in 1993, Dettol liquid soap in 1994, and shaving cream in 1997. 8 A ? oor cleaner called Dettol Gold was test marketed in 2002. The company also planned to launch an anti-dandruff shampoo. 19 Apart from soaps, other extensions of Dettol were not successful and hardly anyone remembered them. Dettol Soap Dettol soap was introduced in 1981. It was the ? rst brand extension which the company tried its hands on. Originally it was launched as a premium cosmetic soap, positioned on the “love and care” platform. 20 By 1986 the market share of Dettol soap was 0. 5% in the premium soap segment. 21 When the soap could not make any mark in the market, the reasons were analysed.

The company relaunched it as a “100% germ ? ghter. ” It was positioned on the germ killing platform, different from its initial positioning as a premium cosmetic soap (Exhibit 8). The new positioning worked well and sales slowly started picking up. Meanwhile the other reason for the success of soap was the growing awareness among consumers regarding health and environment. Many had started feeling DETTOL: MANAGING BRAND EXTENSIONS 111 that the air was heavily polluted and using Dettol antiseptic liquid in their bath would give them protection. This gave the idea to the company of presenting it as 100% bath. 2 Dettol soap gradually established its hold on the market. In 2001, Dettol soap had a market share of 3% (in value terms), going up to 3. 6% in 2005 (Exhibit 9). Sales of Dettol soap grew from Rs. 210. 5 million in 1995 to Rs. 1849. 4 million in 2005 (Exhibit 10). Apart from Dettol soap, Lifebuoy, Savlon, Medimix, Margo, and Hamam were other competing brands in the health and hygiene segment in the soaps market. However, the key competitors for Dettol soap were Hindustan Lever Limited’s (HLL)f Lifebuoy soap with “germ killing” positioning23 and Savlon, positioned as a “family protection” soap. 4 The company launched several line extensions or variants of Dettol in the toilet soap segment. In 1999 it introduced Dettol Fresh, a perfumed variant of the medicinal soap. 25 In 2000, Dettol Extra, soap bar with moisturizer, was launched. Dettol Extra failed in gaining consumer acceptance and subsequently withdrawn from the market. In 2001 continuing its strategy of introducing a stream of line extensions, the company launched Dettol Junior, a bar soap targeted at children aged between 2–6 years. 26 Similarly in 2004, the company came up with a new line extension, Dettol Skincare soap bar.

It was mainly targeted at women. Product formulation was done to take care of the skincare needs of women. It was introduced in a saddle shape with milky white colour and a special fragrance. This clearly differentiated it from other existing brands in its portfolio. 27 In 2006 Reckitt introduced another soap bar with the name Dettol Cool. It was enriched with menthol to deliver a cool sensation, speci? cally designed for teens and young consumers. The soap was manufactured in light blue colour to highlight its freshness proposition, with a saddle shape and fresh fragrance. 8 Despite launching a series of line extensions, the performance was lacklustre. Except Dettol Skincare, these variants yielded poor sales for Reckitt (see Exhibit 10). f Hindustan Lever Limited is a 51% subsidiary of Unilever, an Anglo-Dutch consumergoods company. It is one of the dominant players in Indian fast moving consumer goods market. 112 ACRJ Dettol Liquid Soap In the mid 1990s, increasing competition within the soap category forced Reckitt to look out for product innovations. Earlier Hindustan Lever had launched Lifebuoy in liquid form in a plastic dispenser.

Lifebuoy was an established health soap brand competing with Dettol. It was said that as the dispensers were defective and hence the effort was not successful. This gave Reckitt the idea to introduce Dettol Hand Wash, a liquid soap. The product clicked in the market and sales registered continuous growth over the years (Exhibit 10). In 2003 the company launched Dettol Skincare hand wash, a new variant of the Dettol hand wash which was marketed aggressively. 29 In 2006 it introduced another variant, Dettol Sensitive hand wash, which was a soap-free formulation having glycerine and mild on skin. 0 Realizing that the trend of bathing with body wash was catching up, the company launched Dettol Body Wash in three variants: Original, Skincare, and Cool. The objective was to tap the comfort conscious customer who wanted more than just a soap for daily bath. 31 The product was priced higher and targeted upper class customers. The body wash category had higher concentration of female users than males. It was seen as an indulgence product providing a refreshing bathing experience. Dettol had a weak position in the body wash market in comparison to hand wash market (Exhibit 10).

The body wash market was dominated by Lux Body Wash, Palmolive and Dove. Dettol liquid soaps, especially hand wash further helped the company in moving the Dettol brand out of ? rst-aid boxes into households. Over the years Dettol’s presence in the liquid soap segment grew rapidly. Dettol established its clear market leadership. By 2004, it had 44. 5% market share in value terms (Exhibit 11). Dettol Medicated Plasters In 1991 the company extended the Dettol brand into the medicated plaster category. For Dettol medicated plaster, the DETTOL: MANAGING BRAND EXTENSIONS 113 major competitor was Band-Aid, a brand owned by Johnson & Johnson ( J&J). 2 Market analysts believed that it launched this extension because for different reasons. J&J had bought the marketing rights of Savlon, an antiseptic liquid, from ICI. 33 Savlon claimed to have a newer and much powerful formulation. Further, it did not have the typical sting and smell of Dettol. J&J provided substantial advertising support to it. This made Reckitt insecure regarding its own products though Dettol’s brand name was deep-rooted in this category and possibly Savlon had less chances of posing serious challenges to Dettol. Reckitt entered the medicated plasters market as a combative strategy against J&J.

It tried to make J&J vulnerable by attacking it on medicated plasters. J&J had market leadership in medicated plasters. Dettol medicated plaster was introduced almost at the same time as the relaunch of Savlon. Reckitt hoped that J&J’s attention and resources would be diverted which it was planning to put behind Savlon. Reckitt’s strategy worked to an extent that J&J took a defensive position by introducing many variants to Band-Aid. Also in the antiseptic liquid category, J&J’s promotion of Savlon got reduced and did not affect Dettol’s hold in the market. 34 Dettol medicated plasters were launched with a distinct purpose.

It was meant to force the competitor to take a defensive position by attacking it on its stronghold. Furthermore, it was thought that consumers would accept Dettol medicated plaster since the Dettol brand symbolized protection and was used for small cuts, bruises and external injuries. The brand extension could not achieve any signi? cant sales for the company. The market for medicated plasters was very small, a mere Rs. 20 crore. 35 This was because medicated plaster was a low value product and homes in India continued to use traditional medications for minor injuries. Furthermore, the category was dominated by two powerful rands: J&J’s Band-Aid and Bieirsdorf’s HandyPlast. Dettol would have to make signi? cant investment to create a place for itself. The product was contract manufactured and the company faced supply constraints. The company soon lost the zeal to pursue the product wholeheartedly. 36 114 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. 37 The study found that the users of Dettol were completely satis? d with their product and did not feel the need to use any aftershave lotion. Most importantly, the average frequency of purchase of Dettol liquid for this purpose was once every 10 months, which was much higher than the average for Dettol as a pure antiseptic liquid for wounds and injuries. The company believed that the antiseptic platform had a ? t and it was consistent with the functional bene? t provided by aftershave lotions and shaving creams. 38 However, Reckitt’s attempt to enter the male grooming market by piggy-backing on this brand extension was not that successful.

Dettol shaving cream had a market share of less than 5% by 2000. Dettol shaving gel was withdrawn shortly after its introduction. The company of? cials claimed that they did not possess expertise in gels and did not market the shaving cream aggressively. 39 Dettol Talc Reckitt entered into the prickly heat talc market in 2000 by extending the Dettol brand. 40 It was initially introduced in southern India, which is considered as the most dynamic market for talcum powder in the country. 41 The company claimed that the product had actives which prevented body odour by ? hting the germs that caused it. 42 The product failed to gain consumers’ acceptance and was withdrawn within a year of launch. The company launched it again in 2003 but it did not do well. There was hardly any visibility of Dettol Talc on the shelves. 43 The market share was less than 1% (Exhibit 12) while sales had gone down signi? cantly from Rs. 43. 1 million in 2001 to Rs. 4. 3 million in 2005 (Exhibit 10). DETTOL: MANAGING BRAND EXTENSIONS 115 Though Dettol talc had a pleasant fragrance, the consumer believed that it had a medicinal smell because of the Dettol brand name attached to it. 4 The strong antiseptic smell of Dettol was well entrenched in the consumers’ mind. Whereas in the case of talcum powder, the lingering fragrance was an important product attribute, and it was a critical component of product experience for consumers. The market size for the product was not big enough. The prickly heat talc segment accounted for less than 15% of the talcum powder category. In 2000 the size of the talc market was Rs. 6000– 8000 million, of which the prickly heat segment accounted for just Rs. 1000 million. 45 In addition, brands such as Nycil, Dermicool, and Boroplus dominated the prickly heat talc market.

Dettol Mouthwash Dettol mouthwash was yet another extension experimented by Reckitt. It was launched keeping in mind the strong health association of the Dettol brand. The company assumed that Dettol mouthwash would portray the image of a product ? ghting germs in the mouth. However, it found no taker and was withdrawn soon. Many market analysts felt that mouthwash usage was more about ? ghting foul breath rather than germs. People used mouthwash after meals to get back fresh breath. Fresh fragrance and taste were the attributes intrinsically associated with a quality mouthwash.

Also, although mouthwash was not consumed internally, it could not be categorized as a product for external use. Dettol antiseptic liquid with its characteristic sting, colour and smell was considered totally for outside application. 46 Dettol Floor Cleaner Dettol Gold ? oor cleaner was another brand extension that Reckitt tried. It was test marketed in Kolkata and Chennai in 2002. 47 The germ killing proposition was the main ? t which 116 ACRJ the company hoped to realize with the mother brand’s core proposition. Many households used water with Dettol antiseptic liquid added in it for cleaning ? oor.

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

Extension into the Personal Care Products In 2006 Reckitt was planning to launch a range of personal care products such as deodorants and creams. 49 Entry into personal care categories was planned to get a larger role for Dettol in the consumer’s everyday life. The aim was to leverage the parent brand for rapid growth. By tapping into Dettol brand equity, the company wished to address emerging needs of consumers and gain a greater share of their spending on personal care products. The idea was to move away from Dettol’s image of offering functional bene? t of killing germs and make the brand more versatile.

ROAD AHEAD Looking at the perceptual mapsg of Dettol liquid soap (Exhibits 13–18), Khanna realized that the image of the parent brand played a key role in creating consumers’ gDerived from a study conducted by a group of Executive MBA programme participants at XLRI, Jamshedpur, in year 2000 under the guidance of Professor P. Venugopal. DETTOL: MANAGING BRAND EXTENSIONS 117 perception about extensions. He was uncertain regarding his recommendation on the future course of action the company should take in regard to these extensions. He carefully looked at the BCG matrix for different extensions of Dettol.

In the BCG matrix, the position of each brand extension was indicated based on the industry growth and relative market share. He was trying to analyse the competitive position of each extension. For instance, in the case of extension such as medicated plaster, though there were few competitors in the market yet the industry growth rate was so low that he did not feel con? dent of pushing them up. In the case of soaps, the category had high brand proliferation. The market was very competitive and the industry growth was low. He remained unsure about how various extensions would perform in future.

He was wondering what were the options the company had concerning brand extension strategy. He was trying to ? nd answer to the following questions: 1. What exactly is the true brand identity of the Dettol brand? How did it affect the success or failure of various brand extensions of Dettol? 2. Dettol soap launched originally in 1981 as a premium cosmetic soap failed. However, when the company relaunched it as a “100% germ ? ghter” it was successful in gaining sizable market share. What exactly made it work? Did the difference in positioning affect their performance in the market place? 3.

How is Dettol liquid soap positioned in the market along with other competing brands? Is there any consistency in the image of the parent brand and positioning of Dettol liquid soap and whether this has played a role in the success of the latter? 4. Dettol soap bar and liquid soap seemed to be the only proven winners in the entire lot of brand extensions. Why did other extensions such as shaving cream, talcum powder and mouth wash fail to gain consumers’ acceptance? 5. Why was Dettol ? oor cleaner not acceptable to consumers? Apparently its germ killing proposition was consistent with the core bene? offered by the mother brand. 118 ACRJ 6. What is the impact, positive and negative, that these numerous extensions have had on the parent brand? 7. Which extensions should the company keep and which extensions should it delete from its portfolio? ACKNOWLEDGEMENTS The authors are thankful to Prof. P. Venugopal of XLRI Jamshedpur for the help and valuable suggestions in preparing this case. The authors also wish to thank Ms. Sophie V. Joseph, Mr. N. Muthukumaran and Ms. Bijal Jadav of ACNielsen for their support and cooperation in the preparation of this case.

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The Strategist — Dettol’s cuts and bruises, October 23. 15. India Infoline. Com 2006. India Infoline Company Reports, Accessed on August 24, 2006. 16. Pran K Chowdhury, 2000. op. cit. 17. Financial Express 2001. Reckitt plans to extend Dettol, Mortein brand range, December 10. 18. Detergents & Toiletries Review 1999. Wadhera Soaps,Wadhera Publications, October 31. 19. Bhanu Pande, 2002. op. cit. 20. Soaps, Detergents & Toiletries Review 2006. Make him pick your brand, 21. 21. Exchange4media. com 2004. New variant of Dettol goes at a high share of voice, http://www. exchange4media. om/e4m/news/ newfullstory. asp? section_id=3&news_id=10639&tag=5272& search=y Accessed on July 25, 2006. 22. Chowdhury, Pran K, 2000. op. cit. 23. India Infoline. com 1999. India Infoline Company Reports, August 15. 24. Financial Express 1999. op. cit. 25. Financial Express 1999. Corporate — Lever, Reckitt & Colman wage war for medicated soap share, July 23. 26. Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23. 27. Exchange 4 Media. com 2004. New variant of Dettol goes at a high share of voice, http://www. exchange4media. com/e4m/news/ newfullstory. asp? ection_id=3&news_id=10639&tag=5272& search=y Accessed on July 20, 2006. 28. Business Line 2006. Cool & Clean, March 2. 29. Exchange 4 Media. com 2003. Reckitt Benckiser to promote Dettol Skincare through innovative campaign branding, Accessed from Site. Securities. com on August 24, 2006. 30. Business Line 2006. Safe Hands, May 11. 31. Business Line 2005. Freshen Up. June 9. 32. Business Today 1998. Strategy — How can Reckitt Cherry blossom its future? October 22. 33. Pran K Chowdhury, 2000. op. cit. 34. Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23.

Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23. 35. Bhanu Pande, 2002. op. cit. 36. Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23. 120 ACRJ 37. Pran K Chowdhury, 2000. op. cit. 38. Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23. 39. Magindia. com 2000. Category: Marketing Rejuvenating Reckitt (November ‘30, 2000, HBL), http://www. magindia. com/ manarch/news/man3309. html, Accessed on August 30, 2006. 40. Business Standard 2001. Reckitt junks prickly Dettol powder, July 9. 41.

Business Standard 2000. Reckitt to launch Dettol prickly heat powder, May 5. 42. Business Line 2000. Marketing — New products under Dettol banner, May 20. 43. Financial Express 2001. News — Reckitt plans to extend Dettol, Mortein brand range, December 10. 44. Business Standard 2001. The Strategist — Dettol’s cuts and bruises, October 23. 45. Business Standard 2001. Reckitt junks prickly Dettol powder, July 9. 46. Pran K Chowdhury, 2000. op. cit. 47. Economic Times 2002. Brand Equity, Survey of India’s most trusted brands. August 14. 48. Business Standard 2001. Reckitt launches Dettol ? or cleaner. July 30. 49. Economic Times 2006. Reckitt Benckiser to expand Dettol range, May 15. 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. Exhibit 2 Sales of Dettol Bar Soaps, Talc and Liquid Soaps Source: ACNielsen. Copyright © 200717 ACNielsen. 122 ACRJ Exhibit 3 Sales Break Up for Reckitt Benckiser India Limited Period Ended No. f 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) 639,543 79,017 96,077 79,668 106,184 150,450 348,188 101,160 547,207 85,201 95,327 77,174 104,808 152,935 312,299 96,315 588,192 74,645 109,765 79,421 104,871 197,429 318,244 105,220 365,829 95,349 97,883 83,495 117,210 935,994 681,290 122,810 109. 5 590. 2 20,028. 90 8,149. 10 3,892. 70 22. 2 559. 7 9,446. 40 140 563 27,349. 80 7,353. 30 4,171. 60 29. 3 429. 8 10,853. 20 111. 7 485. 7 30,358. 30 7,556. 10 4,088. 00 10. 5 511. 3 11,588. 30 99. 5 446. 8 33,624. 20 7,124. 00 4,043. 80 33. 2 274. 5 9,898. 30 70 46. 6 1,924. 30 649. 2 413. 3 3. 3 194. 9 955. 6 96 76. 6 48 2,607. 20 567. 5 437. 2 4. 5 134. 2 1,045. 30 119. 6 65. 7 36. 3 3,332. 30 600. 1 428. 7 2. 1 162. 7 1,219. 30 2 36. 4 42. 3,291. 20 594. 8 474 31. 1 187 1,215. 60 11. 3 Dec-98 12 Dec-99 12 12/00 12 12-Jan 12 Source: http://www. indiainfoline. com/comp/reck/sc00. html. 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, 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. 124 ACRJ Exhibit 5 Brand Logo of Dettol Exhibit 6 Bottle of Dettol Antiseptic Liquid 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.

The six faces of the prism are: Dettol’s brand identity can be understood through Kapferer six-sided prism where each physique, personality, culture, relationship, reflection, and self-image. Physique face represents different aspects of brand identity. The six faces of the prism are: physique, symbolizes the basis of re? ection, and self-image. is brand as a person. Culture personality, culture, relationship, the brand. Personality Physique symbolizes the basis of the is synonymous is brand as a person. Culture is synonymous organization and the values brand. Personalitywith the organization, i. e. the origin of the with the organization, i. e. the it represents. Relationship is the level of trust between is the level and organization. rigin of the organization and the values it represents. Relationshipcustomers of trust between customers and organization. Re? ection is the perception of consumers with respect to brand stands Reflection is the perception of consumers with respect to brand, i. e. what the brand, i. e. what the brand stands for. Self-image isconsumer has about himself. for. Self-image is the perception the perception consumer has about himself. 126 ACRJ Exhibit 8 The Brand Positioning in the Soap Industry Exhibit 9 Market Share of Bar Soap Brands during 2001–2006 Brands Value Dove 0. 6 Liril 2. 7 Lux 12. 9 Pears* 2. 4 Rexona 4. 9 Mysore Sandal 2. 0 Cinthol* 2. 9 Santoor* 3. 6 Dettol* 3. (a) Dettol Original 3. 0 (b) Dettol Variants 0. 3 7. 1 Nirma* Margo* 1. 8 Medimix* 3. 2 4. 0 Hamam Lifebuoy* 15. 8 2001 Volume 0. 1 1. 4 11. 3 0. 9 4. 4 0. 9 1. 9 3. 1 1. 7 1. 5 0. 2 11. 9 1. 3 2. 2 3. 8 22. 8 Value 0. 6 2. 7 14. 8 2. 7 4. 6 1. 9 2. 5 4. 0 3. 4 3. 3 0. 1 6. 8 1. 7 3. 3 4. 0 16. 1 2002 Volume 0. 1 1. 4 13. 1 1. 1 4. 3 0. 9 1. 7 3. 5 1. 9 1. 9 0. 1 9. 6 1. 3 2. 6 3. 8 21. 7 Value 0. 5 2. 4 16. 1 2. 9 4. 0 2. 0 2. 2 4. 5 3. 4 3. 3 0. 1 6. 7 1. 6 3. 2 3. 8 17. 3 2003 Volume 0. 1 1. 2 14. 2 1. 2 3. 6 0. 9 1. 6 3. 8 1. 9 1. 9 0. 0 9. 7 1. 3 2. 5 3. 6 21. 1 Value 0. 7 2. 2 15. 8 3. 4 3. 5 1. 8 2. 4 4. 3 4. 0 3. 4 0. 6 6. 3 1. 4 3. 1 3. 8 17. 7 004 Volume 0. 2 1. 1 14. 0 1. 4 3. 0 0. 8 1. 8 3. 7 2. 2 1. 9 0. 3 9. 5 1. 2 2. 3 3. 4 21. 5 Value 0. 9 1. 8 14. 7 3. 6 3. 2 1. 7 2. 6 5. 0 4. 2 3. 6 0. 6 5. 5 1. 3 3. 4 4. 0 18. 2 2005 Volume 0. 3 1. 0 12. 9 1. 6 2. 8 0. 8 2. 0 4. 5 2. 5 2. 1 0. 4 8. 3 1. 1 2. 6 3. 5 22. 1 2006** Value Volume 0. 9 0. 3 1. 3 0. 7 16. 5 14. 7 3. 5 1. 5 2. 9 2. 7 1. 5 0. 7 2. 4 1. 8 5. 8 5. 3 4. 4 2. 6 3. 5 2. 2 0. 8 0. 5 4. 9 7. 4 1. 1 0. 9 3. 0 2. 2 3. 6 3. 2 18. 3 21. 6 *Combined DETTOL: MANAGING BRAND EXTENSIONS 127 **Till market share of original brand and its various variants. November 2006. Source: ACNielsen. Copyright © 2007 ACNielsen. 128 ACRJ Exhibit 10

Sales of Dettol Bar Soaps, Talc and Liquid Soaps (Original and Variants — in Rs Million) 1994 1995 210. 5 604. 3 907. 9 1424. 4 123. 4 23. 4 10. 7 1536. 7 36. 7 3. 3 27. 0 1590. 1 6. 8 0. 9 15. 4 15. 6 1679. 6 3. 3 0. 3 4. 4 280. 9 0. 4 0. 4 2. 3 8. 8 55. 1 65. 8 10. 0 1. 0 4. 8 97. 8 43. 5 1849. 4 0. 9 0. 1 2. 1 299. 2 11. 2 12. 1 0. 9 3. 3 104. 0 59. 9 1. 4 1. 3 0. 6 1996 1997 2001 2002 2003 2004 2005 2006* 2095. 7 1. 4 3. 7 1. 2 312. 6 172. 6 3. 1 0. 7 3. 2 129. 0 66. 5 14. 0 3. 2 2. 2 2. 7 Soaps Dettol Original Dettol Extra Dettol Fresh Fragrance Dettol Junior Dettol Skincare Dettol Cool Dettol Deo 3. 6 39. 5 6. 8 25. 3 40. 6 47. 7 40. 1 4. 7 22. 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. Sales ? gures for 1998–2000 not available. Source: ACNielsen. Copyright © 2007 ACNielsen. 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. 0 4. 4 0. 1 0. 1 9. 3 10. 7 40. 3 31. 5 40. 3 31. 5 0. 0 0. 0 38. 5 35. 3 2002 Value Volume 2. 5 2. 5 3. 6 1. 8 12. 7 7. 4 36. 7 34. 6 36. 7 34. 6 0. 0 0. 0 37. 9 37. 1 2003 Value Volume 0. 5 0. 5 3. 6 1. 5. 3 3. 0 39. 8 40. 5 34. 5 35. 2 5. 2 5. 3 37. 3 38. 6 2004 Value Volume 0. 1 0. 1 0. 9 0. 5 6. 7 4. 0 41. 9 47. 4 29. 0 32. 9 12. 9 14. 5 24. 9 28. 5 2005 Value Volume 2. 9 3. 5 0. 3 0. 2 10. 2 6. 1 44. 5 49. 9 27. 7 31. 0 16. 8 18. 9 21. 5 24. 4 2006** Value Volume 7. 4 9. 1 0. 2 0. 1 10. 6 7. 5 43. 0 46. 6 25. 5 28. 1 17. 5 18. 5 20. 2 22. 7 *Combined **Till market share of original brand and its various variants. November 2006. Source: ACNielsen. Copyright © 2007 ACNielsen. Exhibit 12 Market Share of Talcum Powder Brands during 2001–2006 Brands Value 1. 3 1. 5 1. 3 30. 2 18. 5 6. 1 0. 6 Value 1. 4 1. 3 1. 0 32. 3 17. 3 5. 9 0. 4 Value 1. 1. 0 0. 6 32. 1 16. 4 5. 2 0. 2 Cinthol Liril Mysore Sandal Ponds Dreamflower Ponds Magic Ponds Sandal Dettol 2001 Volume 1. 7 1. 9 1. 1 32. 2 17. 9 4. 6 0. 6 2002 Volume 1. 6 1. 7 0. 8 33. 4 16. 8 4. 3 0. 4 2003 Volume 1. 1 1. 1 0. 9 32. 2 15. 9 4. 2 0. 2 Value 1. 6 0. 8 0. 4 32. 2 16. 1 6. 6 0. 1 2004 Volume 2. 7 0. 9 0. 4 32. 3 15. 3 5. 1 0. 1 Value 2. 2 0. 3 0. 3 30. 8 16. 4 7. 2 0. 1 2005 Volume 4. 3 0. 4 0. 3 30. 8 15. 5 5. 7 0. 1 2006*** Value Volume 2. 5 4. 9 0. 1 0. 1 0. 3 0. 2 29. 3 29. 1 16. 7 16. 0 8. 0 6. 7 0. 0 0. 0 *Combined DETTOL: MANAGING BRAND EXTENSIONS 129 **Combined market share of original brand and its various variants. arket share of Dettol Citrus Fragrance and Dettol Fresh Fragrance. ***Till November 2006. Source: ACNielsen. Copyright © 2007 ACNielsen. 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 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. com. 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, you’d want to be everything. Introducing New Dettol Juniors. A soap formulated specially for your child’s special needs. Its glycerine formulation helps nourish your child’s tender skin while keeping him protected from dirt and germs. Making sure that it gives him exactly what you would. All of the above. Source: http://magindia. com. DETTOL: MANAGING BRAND EXTENSIONS 139 Exhibit 22 Advertisement for Dettol Skincare Soap

Source: http://magindia. com. 140 ACRJ Exhibit 23 Advertisement for Dettol Shaving Cream Source: http://magindia. com. DETTOL: MANAGING BRAND EXTENSIONS 141 Exhibit 24 Advertisement for Dettol Talc Feeling the itch? Introducing the new Dettol Talcum Power. Its special formula ? ghts germs that cause odour and itching. While its refreshing fragrance keeps you smelling great all day. When no ordinary power will do. Source: http://magindia. com. 142 ACRJ Exhibit 25 Dettol: Parent Brand and Different Extensions Source: http://dettol. co. in/. DETTOL: MANAGING BRAND EXTENSIONS 143 Exhibit 26 Advertisement for Dettol The shot of a packed school auditorium.

The teacher announces, “For the last four years nobody has won this prize… … but this year Ravi Mehta has not been absent for a single day. He is getting the award for 100% attendance.. ” The boy boards the stage… … as some parents in the audience wonder, “Nowadays kids are falling sick so often, wonder how Ravi managed. ” MVO: “Homes where Dettol is used daily, here is less chances of people falling sick. ” The boy accepts his award and proudly… … holds it up, as the audience applauds his achievement. The Dettol logo appears as the MVO adds, “Dettol. Be 100% sure. ” Source: http://www. agencyfaqs. com/advertising/storyboard/Dettol/957. html.