W16421

RECKITT BENCKISER: DEVELOPING A NEW LAUNDRY-CARE

CATEGORY IN INDIA1

Sandeep Puri, Ankit Kaushik, and Kartikeya Kachhwal wrote this case solely to provide material for class discussion. The authors do
not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain
names and other identifying information to protect confidentiality.

This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the
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Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-07-04

When Reckitt Benckiser (RB) launched its Dettol Air Protect air masks exclusively through Amazon in
March 2016, it was strengthening its product-innovation legacy. When the price was set at ₹699,2 RB was
renewing its promise to safeguard its customers’ health at affordable prices.3 The world’s largest
manufacturer of household products and a major marketer of health-care and personal-care products was
at a threshold of marketing opportunities provided by increasingly health-conscious consumers in India
who would stop at nothing to rid their homes of germs.4 At a time when more and more Indians were
looking for antibacterial products to protect their health, observers wondered if the time was right for RB
to launch an anti-bacterial detergent powder as part of its brand-expansion strategy and if such a move
would give RB a competitive advantage as the first company in the market segment (a first-mover
advantage).

RECKITT BENCKISER

Reckitt Benckiser was headquartered in Slough, Berkshire, England. Founded in 1819 as Reckitt & Sons,
the company became Reckitt Benckiser in 1999 when the U.K.-based Reckitt & Colman merged with the
Netherlands-based Benckiser NV. The company employed 37,000 people worldwide and had a global
presence with branches in more than 60 countries and almost 200 sales offices.5 The company reported
net revenue of £8,874 million6 for fiscal year 2015—a growth of 5 per cent over 2014 (see Exhibit 1).7

The company started its operations in India in 1910.8 With sales growing faster than in RB branches in
other nations, the Indian arm of RB, Reckitt Benckiser (India) Ltd (RB India), was upgraded in 2012 to
become the regional headquarters for Southeast Asia.9

RB India had three major portfolios: household products, personal-care products, and over-the-counter
pharmaceutical products (see Exhibit 2).10 Much of the company’s revenue came from brands that were
leaders in their categories. Another significant source of revenue was from one of RB’s core strategies:
innovation. On average, 30 per cent of RB’s revenue between 2011 and 2014 was generated from

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innovations. Another part of RB’s strategy was to go after niche segments with a concentration of
unorganized companies and very few organized competitors.11

DETTOL: THE BRAND

Dettol Antiseptic Liquid was RB’s flagship product. Introduced in 1932 as a skin antiseptic for surgical
procedures and childbirth, Dettol became an all-purpose antiseptic disinfectant that spawned a brand
collection of antibacterial products. RB positioned Dettol as the invisible germ shield, using the mother-
child relationship in its advertisements to convey protection against harm. Dettol allayed consumers’ fears
pertaining to cleanliness and hygiene and protected families—just as mothers did.12

Dettol’s antiseptic liquid was packaged in a clean, slim bottle with round edges and a large cap that could
be easily opened. The bottle resembled medicine bottles, and the wrapping’s white-on-green colour
scheme was reflective of hospitals and nursing homes. The white sword in the logo drew upon the staff of
Aesculapius, universally recognized as the symbol for physicians. RB referred to the white sword as the
“sword of trust.” The clouding effect created when Dettol was added to water was used in advertising to
represent the dispersion of Dettol in water.

Dettol was recommended by doctors as an antiseptic liquid for cleaning wounds and preparing skin for
minor procedures. In due course, Dettol was used in hospitals for first-aid, to clean wards, and to wash
linen. Patients could see the use of Dettol and followed doctors’ recommendation by buying the product
for use at home. According to Kiran Khalap, founder of Chlorophyll Brand & Communication
Consultancy, Dettol represented the new, allopathic perspective that germs caused diseases—a departure
from the historical view that disease was caused by an imbalance in the body.13 As Indian society became
more accepting of the modern view, it was common to be told not just to use Dettol on wounds but also to
bathe in Dettol-dissolved water after coming in from the heat and dust outside and to use Dettol for
cleaning toilets and household surfaces.

Dettol became the invisible protector against germs. With its distinct smell, colour, and sting, Dettol
evoked an emotional bond in millions of Indian hearts. The brand was so powerful in India that for most
people, antiseptic liquid was synonymous with Dettol, and Dettol had top-of-the-mind recall. Of the
various strong associations that Dettol had built in the consumer’s mind, the first was the trademark smell
that assured mothers of a quality good enough to make them trust Dettol every time their children had a
cut or scraped knee. According to Nitish Kapoor, MD, of RB India, Dettol was considered the “gold
standard in germ protection.”14

The brand continued to stay contemporary through the launch of a breadth of products such as bar soaps,
hand sanitizers, liquid hand washes, shower gels, and antibacterial wipes.15 In 2013, Dettol even entered
the dishwashing arena with a kitchen cleaning gel.16

Even though the brand evolved over the years, the core message for customer engagement remained
consistent.17 As the world’s leading brand of antiseptics, Dettol offered high anti-germ standards, and
health-care professionals recommended it for its proven ability to keep families healthy. Consumers saw
Dettol as an effective and versatile “expert,” an image RB reinforced with its tag line “Be 100% Sure.”
Through its advertisements, Dettol also enjoyed the emotional appeal of a mother’s love and care for a
hurt child.18 RB constantly projected Dettol as a product that cares about families, just as mothers do, and
allayed the fears of consumers pertaining to cleanliness and hygiene.19

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Dettol was voted India’s most trusted brand numerous times. In 2013, Dettol was ranked second on the
list of most trusted brands, compiled by Economic Times’ Brand Equity.20

DETTOL ANTISEPTIC LIQUID

The antiseptic liquid market in India was estimated at ₹3.5 billion in February 2015. The market was
dominated by Dettol, which had more than 80 per cent of the share. Johnson & Johnson’s Savlon
Antiseptic was the other significant product, with a market share of 15 per cent.21

The antiseptic liquid was the first product launched under the Dettol brand in India in 1933. The liquid’s
distinctive smell was associated with cleanliness and hygiene—an association so entrenched in people’s
mind that the Dettol smell was a stamp of proof that a room was medically clean and germ free. The
tingling, burning sting that Dettol inflicted when applied on wounds convinced consumers that Dettol was
killing the germs and healing the affected area. In contrast, consumers deemed Savlon Antiseptic
ineffective because it lacked the sting.

Brand Extensions

After five decades of growth, the brand faced stagnation: despite being part of the average consumer’s
emergency kit, Dettol was rarely used. Another issue was constrained revenue, as the Indian government
had Dettol antiseptic liquid under the purview of price controlled drugs, so the company could not
increase the price without approval by the government. To coax consumers out of their lack of
engagement with Dettol, the company began promoting Dettol as a product with multiple uses: cleaning
floors, washing clothes, shaving, bathing, and more.

RB also built on Dettol’s strong parent brand with a brand-extension strategy. Dettol’s antiseptic liquid
was joined by Dettol soap, Dettol liquid hand wash, Dettol liquid body wash, Dettol shaving cream,
Dettol medicated plasters, and Dettol kitchen gel.22 The brand celebrated 83 years in 2016 and has
continued to grow strongly.

Dettol Gold Bar Soap

Dettol soaps were introduced in 1984 with the tagline “100 per cent bath,” consistent with Dettol’s tagline
“Be 100% Sure.” According to brand equity research, despite Dettol’s emphasis on germ protection, this
product was not a popular choice in the bathing soap category for consumers.23

The soap market in India was worth ₹132 billion in 2015. Hindustan Unilever Limited (HUL) led the
category with Lifebuoy and Lux, with values of ₹22 billion and ₹19 billion, respectively. The Dettol
soaps market share was valued at ₹10.5 billion.24

Dettol Fresh Lather Shaving Cream

Dettol shaving cream was launched in India in 1996 and proved useful in growing the brand. The idea for
the shaving cream originated from the use of Dettol antiseptic liquid in shaving water.25

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The shaving cream market in India was worth ₹2.44 billion in 2015 and was dominated by Vi-John. The
volume market share of Vi-John, Dettol, and Axe—the top three brands—were 29.2 per cent, 8.5 per cent,
and 7.4 per cent, respectively.26

Dettol Plasters (Bandages)

Dettol plasters, launched in India in 1991, became an important extension to the brand because the
product was directly used for first-aid, which was Dettol’s core area.27

Johnson & Johnson led this category with 69 per cent share of the value sales in 2015. Johnson &
Johnson benefitted from having the first-mover advantage with its brand, Band-Aid.28

Dettol Original: Liquid Hand Wash

In 1994, Dettol launched its liquid hand wash, which provided consumers with handwashing
convenience.

Historically, the handwashing segment was dominated by Dettol because of RB’s efforts in building this
sector and its continued emphasis on germ protection.29 Dettol held a major share of the ₹5–billion liquid
hand-wash market in India in 2015.30

Dettol Original: Liquid Body Wash

RB launched its range of Dettol body-wash products for men and women in 2012. The products marked
RB’s entry into the body-wash segment. RB continued to highlight the germ protection aspect of the
Dettol product and emphasized the liquid format that promised to be fresher than regular soap.31

Dettol Healthy Kitchen: Kitchen Gel

With the launch in February 2013 of Dettol kitchen cleaner, a new range of disinfectant kitchen gels, RB
entered yet another new market. Dettol kitchen gel was launched with the objective of extending the
promise of Dettol’s germ protection to the kitchen with a single solution.32

Dettol Instant Hand Sanitizer Original

Dettol launched an instant hand sanitizer in India in 2010. The sanitizer was dermatologically tested and
recommended by the Indian Medical Association. Commenting on this initiative, Chander Mohan Sethi,
chairman and managing director of RB India, said that the trusted brand Dettol had always made every
effort to provide their customers with the best germ-protection products. Dettol hand sanitizer, which had
considerable acceptance and popularity the world over, was introduced in India to give customers on-the-
go protection.33

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LAUNDRY CARE IN INDIA

The laundry-care market in India grew by 9 per cent in retail value and reached ₹189 billion in 2015. The
launch of new variants and value-added products further expanded the category. Automatic detergents
and high-quality hand-wash laundry soaps boosted value growth in the laundry-care market, while fabric
softeners, laundry aids, and liquid detergents remained the slow-moving products in this category.34

India’s detergent market could be classified into two segments: hand wash and machine wash. Those two
segments had two categories each. Powder detergents made up 98 per cent of the hand-wash segment,
followed by bar detergents. Powder detergents in the machine-wash segment had a 68 per cent share,
followed by liquid detergents. From 2005 to 2012, the sale of powder detergents grew at a compounded
annual growth rate (CAGR) of 9.5 per cent in the machine-wash segment and 8.8 per cent in the hand-
wash segment. Multinational companies had a strong presence in the laundry-care market in India,
serving about 56 per cent of the category.35

HUL was the market leader in laundry care with a value share of 34 per cent in 2014–2015, followed by
Rohit Surfactants Private Limited (RSPL) with a share of 22.8 per cent in the same period. Procter &
Gamble (P&G)—which had the world’s largest-selling detergents, Tide and Ariel—held 18 per cent of
the market.36 HUL’s stronghold was attributed to frequent product innovations and extensive marketing.
The success of Ghari and Nirma was attributed to their long and sustained presence in the Indian market
and their positioning as the common person’s detergent.37

Growth in the laundry-care market was fuelled by growing disposable incomes, increasing penetration of
washing machines, and demand for better quality premium products. Added product benefits such as stain
removal, shine, and softness also supported market growth. Fabric softeners, although a minuscule part of
the market, grew at a rate of 23 per cent in 2015—a growth attributed to increasing customer demand. In
rural areas, rising income led to further penetration of low-cost detergent powders such as Nirma, Ghari,
and Wheel, but growth was plagued by lack of water supply and frequent power cuts. In urban areas, new
detergents for automatic washing machines, such as Surf Excel and Ariel Matic, continued to grow
rapidly.38

Premium laundry detergents increased the growth rate of India’s laundry segment, as women gravitated to
one product with multiple attributes to save time and energy. As consumers in urban India opted for
products that satiated their need to care for their clothing even if at an extra cost, the sale of premium
laundry detergents and solution washes increased. Economy products had a larger market share in the
laundry segment as a whole because of their high volume share and larger consumer base. Urban Indians
were the prime consumer base for fine-fabric detergents, liquid detergents, and powder detergents.39

MAJOR COMPETITORS

Hindustan Unilever Limited

In 2015, HUL, with its brands Surf, Rin, and Wheel, was the market leader in the laundry segment with
37.6 per cent. Wheel led with a 17.5 per cent share of the laundry market.40 Surf, launched in 1959, was
the first detergent powder in India, thus creating the detergent powder category in India.41 HUL launched
Rin bar soap in India in 1969 with a white lightning logo; over the years, the brand grew synonyms with
sparkling white clothes. The company extended the brand with Rin detergent powder in 1994. The brand
underwent two more extensions in 2007 and 2012 with the launch of Rin Bleach and Rin Perfect Shine,
respectively.42 HUL launched Wheel detergent powder in 1988 to counter the success of the detergent

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powder Nirma, which was launched by Nirma Limited at a price that appealed to cost-conscious
consumers.43 HUL continuously innovated and improved its product portfolio to maintain its market
leadership position.44

Procter & Gamble

P&G entered the Indian laundry-care market in 1990 with the launch of Ariel. Ariel was positioned as a
premium product, considered to be superior to HUL’s Surf because of Ariel’s advanced enzyme-based
technology. Ariel was upgraded to Ariel with Microshine in 1996. In 2000, P&G launched Ariel Power
Compact detergent bar.45 Indian households used both bar and powder detergents because Indian
housewives believed that powder could not clean dirt from collars and sleeves as effectively as a bar.46
P&G launched Tide in India in 2000, wanting both Ariel and Tide brands in the market to capture the
growing premium detergent segment in India. Tide was introduced as a product that improved the quality
of whiteness in laundry.47 P&G had a market share of 18 per cent in 2014–2015.48

Rohit Surfactants Private Limited

RSPL had a 22.8 per cent share of the laundry care market in 2014–2015,49 making it the second largest
company in the market.50 RSPL’s brand, Ghari detergent, was launched in 1987. RSPL developed a
strong distribution channel by providing dealers with higher margins, which gave a long-term advantage
to the company.51

Nirma Limited

Nirma was launched in 1969 with a door-to-door campaign at a very low price. By 1985, Nirma had
overtaken HUL as the top detergent company in India, holding a 60 per cent market share. Nirma’s price
point forced HUL to launch its low-cost detergent brand, Wheel. Without any innovation over the years,
Nirma’s market share dropped to 10 per cent by 2014.52

VANISH: RB’S LAUNDRY MARKET TEST DRIVE

With the laundry-care market evolving and consumers demanding cleaner, whiter, stain-free clothes, RB
launched Vanish as India’s first stain-remover brand in 2005, thereby creating the new stain-remover
category and placing RB in the laundry-care market. Vanish was a global brand that effectively removed
tough stains caused by tea, coffee, ink, ketchup, and more. These stains were difficult to remove with
detergent alone, so stain removal products became imperative. Vanish was meant to be used with
detergents as an additive. Marketing a stain remover was complex considering many existing detergents
(Ariel, Surf, etc.) had positioned themselves as detergents with stain removers.53

Vanish was relaunched in 2007 with a new, improved formula to remove even dried-on stains. In 2009,
two years after the relaunch, Vanish’s market penetration was only 1.1 per cent in India, because most
customers thought that the brand was expensive and damaged clothes.54

In 2011, the company launched Vanish Liquid with the slogan “goodness of oxygen,” positioning the
product as the safest stain remover for coloured, white, and delicate clothes. Vanish Liquid was launched
in two cost-effective sizes: 180 ml for ₹25 and 500 ml for ₹49.55

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CHANGING PREFERENCES OF INDIAN CONSUMERS

Indian consumers underwent a transition over the last two decades with the rise of urbanization,
increasing disposable incomes, economic growth, and personal aspirations for better things. Educated
young professionals led the shift in consumer sophistication, and the vast rural population caught up.
With market growth, increasing consumerism, and more foreign companies bringing their global products
into Indian markets, consumers became more sophisticated and more demanding.56

Indians became more interested in material goods and were motivated to acquire more, which led to a rise
in consumerism and heightened brand consciousness. Indulging in life’s luxuries became a priority for
those who wanted to pamper themselves. Travel and entertainment became savings goals for many
Indians as they started moving toward a Western lifestyle.57

The simple shift from traditional bar soaps to the more sophisticated hand-wash detergents was an
indicator of India’s consumer revolution. By 2013, 8.8 per cent of households in India had a washing
machine: 27.5 per cent of urban households and 0.6 per cent of rural households. Better facilities such as
running water, a constant supply of electricity, and better plumbing contributed to the increased use of
washing machines.58

The rapid rise in disposable incomes changed lifestyles in both rural and urban India. These lifestyle
changes fuelled awareness about health and hygiene, which resulted in a demand for related goods,
including toiletries and cleaning products. This population also compulsorily bought antibacterial
products to eradicate germs from their homes to protect themselves and their families.59 This boded well
for the toiletries and household cleaning market, which expected CAGR growth of 17.42 per cent for the
2014–2019 period.60

CONCLUSION

As health and hygiene became priorities in modern Indian households, the demand for antibacterial
products increased. Indian consumer concerns regarding hygienically clean laundry could be an
opportunity for RB. With no companies yet offering any antibacterial detergents, RB could have the first-
mover advantage in this segment. RB had experience in the segment outside India: it had already
launched Dettol Antibacterial Laundry Cleanser in Europe in 2013.61 P&G was also marketing in this
segment outside India, selling Ariel Professional Antibacterial Washing Powder in the United Kingdom.62

Should RB enter this market? If RB entered this market, what would be its strategic and branding
objectives? Should RB introduce the product as a Dettol brand extension or as a detergent with a new
brand name?

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EXHIBIT 1: SELECTED FINANCIALS FOR RECKITT BENCKISER (£ IN MILLIONS)

2011 2012 2013 2014 2015

Net Revenue 9,485 9,567 9,266 8,836 8,874
Net Income 1,745 1,829 1,740 3,224 1,743
Net Operating Expenses 3,054 3,102 3,371 2,932 3,005
Operating Profit 2,395 2,442 1,887 2,164 2,241

Source: Reckitt Benckiser, “A Year of Excellent Growth & Margin Expansion,” press release, February 15, 2016, accessed
March 26, 2016, www.rb.com/media/1517/full-year-results-2015-press-release.pdf; Reckitt Benckiser, “Another Year of
Grown and Outperformance,” February 11, 2015, accessed March 26, 2016, www.rb.com/media/957/fy2014-press-release-
final.pdf; Reckitt Benckiser, “Targets Exceeded—Another Strong Year,” February 12, 2014, accessed March 26, 2016,
www.rb.com/media/969/fy-results-2013-press-release.pdf; Reckitt Benckiser, “2012 Targets Achieved: Strategy Well on
Track,” February 13, 2013, accessed March 26, 2016, www.rb.com/media/979/fy12-press-release-final.pdf; Reckitt
Benckiser, Innovating for a Healthier Future: Annual Report and Financial Statements 2011 (Berkshire, England: Reckitt
Benckiser Group, March 9, 2012), accessed March 26, 2016, www.rb.com/media/1453/rb-annual-report-2011.pdf.

EXHIBIT 2: RECKITT BENCKISER, INDIA’S PRODUCT RANGE

Range Brands

 Dettol
 Veet
Personal Care
 Itchguard
 Krack Soft Heel Repair

 Air Wick
 Colin
 Easy off Bang
Household Care
 Harpic
 Lizol
 Mortein

 Disprin
 Strepsils
Over the Counter
 Moov
 Stopache

Source: Created by authors based on “Brands,” Reckitt Benckiser, accessed May 17, 2016, www.rb.com/brands.

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ENDNOTES
1
This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of Reckitt Benckiser or any of its employees.
2
₹ = INR = Indian rupee; All currency amounts are in INR (₹) unless otherwise specified; US$1.00 = ₹67.67 as of March 1, 2016.
3
Prasad Sangameshwaran, “Dettol Launches Air Protect Mask,” Hindu Business Line, March 21, 2016, accessed May 16,
2016, www.thehindubusinessline.com/news/dettol-launches-air-protect-mask/article8381235.ece; “Amazon India, Dettol Join
Hands to Launch Air Protect Masks,” Business Standard, March 21, 2016, accessed May 16, 2016, www.business-
standard.com/article/companies/amazon-india-dettol-join-hands-to-launch-air-protect-masks-116032100484_1.html.
4
Pritee Shah, “Are Antibacterial Products Doing More Harm Than Good?” Consumer Education and Research Centre, April
6, 2012, accessed September 8, 2015, www.cercindia.org/index.php/annoucements/press-releases/213-are-antibacterial-
products-doing-more-harm-than-good.
5
ATA Degree Apprenticeship, RB (formerly Reckitt Benckiser), L&Q Apprenticeship, accessed May 26, 2016,
www.notgoingtouni.co.uk/opportunity/ata-degree-apprenticeship-rb-formerly-reckitt-benckiser-212695.
6
£1 = US$0.72 = ₹94.5 as of March 1, 2016.
7
Reckitt Benckiser, “A Year of Excellent Growth & Margin Expansion,” press release, February 15, 2016, accessed March
26, 2016, www.rb.com/media/1517/full-year-results-2015-press-release.pdf.
8
Anand Kumar Jaiswal, Arpita Srivastava, and Dhwani Kothari, “Dettol: Managing Brand Extensions,” Asian Case Research
Journal 13, no. 1 (2009): 105–143, accessed May 16, 2016, doi:http://dx.doi.org/10.1142/S0218927509001224.
9
Bhanu Pande and Ratna Bhushan, “Reckitt Benckiser India Adds Healthcare to its Homecare Portfolio; Jury Mulls Whether It
Made Right Call,” Economic Times, May 8, 2012, accessed March 20, 2016, http://articles.economictimes.indiatimes.com/2012-
05-08/news/31626814_1_chander-mohan-sethi-reckitt-benckiser-india-paras-pharma.
10
“Brands,” Reckitt Benckiser India, accessed March 20, 2016, www.rb.com/in/our-brands.
11
Arpita Srivastava, and Dhwani Kothari, “Dettol: Managing Brand Extensions,” Asian Case Research Journal 13, no. 1
(2009): 105–143, accessed May 16, 2016, doi:http://dx.doi.org/10.1142/S0218927509001224
12
Vinod Kalia, 75 Years of Dettol: A Case Analysis Contest (Gurgaon, India: Reckitt Benckiser and Management
Development Institute, 2009), accessed January 10, 2016,
www.academia.edu/7859357/Present_75_Years_of_Dettol_A_Case_Analysis_Contest.
13
Viveat Susan Pinto, “40 Years Ago ... [sic] And Now: Not Just Germs, Dettol Fights Rivals Unabated,” Business Standard,
March 12, 2015, accessed March 20, 2016, www.business-standard.com/article/management/40-years-ago-and-now-not-
just-germs-dettol-fights-rivals-unabated-115031201150_1.html.
14
Ibid.
15
“Hygiene,” Reckitt Benckiser, accessed January 10, 2016, www.rb.com/media-investors/category-performance/hygiene;
“Brands,” Reckitt Benckiser, accessed May 16, 2016, www.rb.com/brands.
16
Ratna Bhushan, “Reckitt Benckiser Takes War with HUL to Kitchens, Enters Dishwashing Space with Dettol,” Economic
Times, February 13, 2013, accessed April 18, 2016, http://articles.economictimes.indiatimes.com/2013-02-
13/news/37079296_1_dettol-brand-reckitt-benckiser-cm-sethi.
17
Viveat Susan Pinto, op. cit.
18
Vinod Kalia, op. cit.
19
Ibid.
20
Amit Bapna, “Most Trusted Brands 2013: How Reckitt Benckiser’s Dettol Climbed the Ladder to Second Spot,” Economic
Times, December 18, 2013, accessed January 10, 2016, http://articles.economictimes.indiatimes.com/2013-12-
18/news/45338269_1_dettol-reckitt-benckiser-brand-equity.
21
“ITC to Acquire Johnson & Johnson’s ‘Savlon’ and ‘Shower to Shower’ Brands,” Economic Times, February 14, 2015,
accessed January 10, 2016, http://articles.economictimes.indiatimes.com/2015-02-14/news/59142364_1_savlon-itc-ltd-shower.
22
Bhanu Pande, “Stretching Brands to Limit,” Business Standard, June 7, 2004, accessed January 10, 2016,
www.business-standard.com/article/management/stretching-brands-to-the-limit-104060701130_1.html; Bhushan, “Reckitt
Benckiser Takes War with HUL to Kitchens, Enters Dishwashing Space with Dettol,” op. cit.
23
Bhushan, op. cit.
24
Krishna Gopalan, “The Soap Opera Begins,” Outlook Business, June 26, 2015, accessed March 11, 2016,
www.outlookbusiness.com/strategy/feature/the-soap-opera-begins-1195.
25
Ibid.
26
Rajiv Singh, “How Little Known Vi-John Emerged as Leader in the Shaving Cream Market,” ET [Economic Times] Brand
Equity, July 8, 2015, accessed March 11, 2016, http://brandequity.economictimes.indiatimes.com/news/business-of-
brands/how-little-known-vi-john-emerged-as-a-leader-in-the-shaving-cream-market/47982487.
27
Ibid.
28
Euromonitor International, “Wound Care in India,” Passport, November 2015, accessed March 11, 2016,
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29
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30
Viveat Susan Pinto, “Dettol Makes a Clean Sweep,” Business Standard, September 2, 2015, accessed January 26, 2016,
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31
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32
“Reckitt Benckiser Launches Dettol Kitchen Gel,” Hindu Business Line, February 18, 2013, accessed December 12, 2015,
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33
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34
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35
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36
Sagar Malviya, “P&G’s Premium Products Fails to Deliver, Loses Market Shares in 8 Segments,” The Economic Times,
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37
Ibid.
38
Euromonitor International, “Laundry Care in India,” Euromonitor International Passport Database (2014), accessed
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39
Ibid.
40
Ibid.
41
Sohini Das & Sayantani Kar, “40 years ago…and now: Nirma Girls Endears, but Brand’s Seen Better Days,” November 5,
2014, Business Standard, accessed March 11, 2016, www.business-standard.com/article/management/40-years-ago-and-
now-nirma-girl-endears-but-brand-s-seen-better-days-114110501447_1.html
42
Rin, Hindustan Unilever Limited, accessed January 25, 2016, www.hul.co.in/brands/our-brands/rin.html.
43
“Wheel,” accessed March 11, 2016, www.superbrandsindia.com/images/brand_pdf/consumer_1st_edition_2004/wheel/.
44
Chaitanya Kalbag, Suman Layak and Anusha Subramanian, “Interview with Harish Manwani, Chairman, HUL,” Business
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45
 Procter & Gamble Hygiene & Healthcare Ltd. The Economic Times: ET Market, accessed May 28, 2016,
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46
ICFAI Knowledge Center, “Detergent Wars in India,” accessed January 10, 2016 www.academia.edu/6331111/MKTA-
_007_Detergent_Wars_in_India.
47
Harshit Gupta, “Detergent War in India,” accessed March 11, 2016, www.academia.edu/6331111/MKTA-
_007_Detergent_Wars_in_India.
48
Ibid.
49
Ibid.
50
Chitra Unnithan, “Ghari Detergent All Set to Enter Nirma’s Home Turf,” July 4, 2015, accessed March 11, 2016,
http://timesofindia.indiatimes.com/business/india-business/Ghari-detergent-all-set-to-enter-Nirmas-home-
turf/articleshow/47938452.cms.
51
Munir Ahmed, “Curious Case of Ghari Detergent,” May 2, 2015, accessed March 20, 2016,
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52
Ibid.
53
Prof. Harsh V. Verma, “Vanish-Challenge of Removing Stains and Banishing Detergents,” 2009, accessed March 11,
2016, www.rb.com/documentdownload.axd?documentresourceid=284.
54
Ibid.
55
Ibid.
56
The information in this paragraph came from the source: DuPont, “Indian Consumer Laundry Study,” 2013, accessed
January 10, 2016, http://fhc.biosciences.dupont.com/fileadmin/user_upload/live/fhc/DuPont-Indian-Laundry-Study-
infographic.pdf.
57
The information in this paragraph came from the source: Ashok Gopal, Rajesh Srinivasan, “The New Indian Consumer,”
October 2013, accessed January 10, 2016, https://hbr.org/2006/10/the-new-indian-consumer.
58
Ibid.
59
Pritee Shah, op. cit.
60
“India Toiletries and Household Cleansing Market Outlook to 2019—Aggressive Marketing Strategies and Growing
Hygiene Awareness to Propel Growth,” PRNewswire, March 19, 2015, accessed December 8, 2015,
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marketing-strategies-and-growing-hygiene-awareness-to-propel-growth-300053488.html.
61
Vince Bamford, “Dettol Promises to Kill Germs with Antibacterial Laundry Cleanser,” The Grocer, September 1, 2013,
accessed January 17, 2016, www.thegrocer.co.uk/dettol-launches-antibacterial-laundry-cleanser/348905.article.
62
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