Case 2

CASE-2
Lifebuoy/Unilever Asia Private Limited “Superfast Handwash”
Target Markets
The three markets selected—India, Saudi Arabia, and Pakistan—were the most significant to
Unilever because of their sizes and growth opportunities. If it did not “fire” in these markets,
Unilever would not be a viable player in the global liquid handwash market. India: The
largest and most valuable among all of Unilever’s markets. Lifebuoy was an established
brand in India in bar soaps, but the brand’s closest competitor owned more than half the
market in the liquid handwash category. Saudi Arabia: The largest market in the Middle East,
where Unilever faced a dominant competitor that was growing even larger. Pakistan: The
second largest market in the Indian subcontinent, with two strong Unilever competitors.
Strategic Challenges
In the three countries, antibacterial handwash was widely used, but there were established
antibacterial liquids that have been household names for years. To illustrate the importance of
consumers’ need for the product and knowledge of its effectiveness, let’s consider Argentina.
Because of a swine flu outbreak, public messaging exhorted people to wash with soap but did
not specify antibacterial soap. Hence, consumers questioned the necessity of an antibacterial
soap. Because Lifebuoy Handwash was high-priced, it was expected to appeal to higher-
income groups. This was a difficult issue because, in India, the brand’s bar soaps were
popular among lower income groups. In each of the three markets, competitors offered “all
powerful” antibacterial solutions. Consumers perceived these products as “germ killers” that
offered long-lasting, all season’s protection. In Pakistan, India, and Saudi Arabia, Lifebuoy
had to create a unique image. It was a new, high priced entrant to the liquid handwash
category, and could not easily take on dominant competitors. Across the three countries,
Unilever wanted to target higher-income mothers who were potential handwash users and
convince them to use Lifebuoy Handwash for their families. These mothers had kids aged
between 4 and 12 years and were using competitive brands. When it came to protection, the
target mothers believed that their families deserved the best and were not willing to
compromise. This gave Unilever a foot in the door opportunity. If the company could
convince these mothers that Lifebuoy offered the best protection, it had a chance to capture
meaningful market shares.
Objectives
1. Increase preference for Lifebuoy among higher-income segments (defined by a
socioeconomic classification index). This would be tracked by a consumer household panel
that Unilever commissioned through a retail audit agency.
2. Establish the Lifebuoy proposition as unique and differentiate it from the competition.
This would be tracked by using quantitative research among consumers after the
communication had run for at least a month to measure recall of messaging.
Insights
Through lab research, Unilever could claim that Lifebuoy were better than competitors’
products on germ kill: it could kill even more germs. During consumer research studies, when
the results of the lab research were shown to them, consumers said this was unbelievable.
Proof or no proof, they were unwilling to budge. That’s when Unilever realized that beating
competitors by going head to head against them would not work.
During the same lab tests that showed that Unilever’s product killed more germs than the
competitors’ products, the R&D scientists also discovered that Lifebuoy could kill germs
faster than the competing products. In fact, Unilever’s handwash could protect hands from
germs in 10 seconds, whereas all other handwashes took one full minute to do so! This was
exciting, but Unilever did not want to make the same mistake as before of just using facts and
figures to position its product. Rather than going in with just the claim (what good is a faster
handwash anyway?), the company looked extensively for a consumer angle to frame the
“faster kill” claim. It was while observing children’s habits that the company hit a gold mine!
Universally, children are always in a rush or lazy while doing things they don’t particularly
enjoy (e.g., eating vegetables, doing their homework, etc.). When it comes to hand-washing,
it is no different. For kids, it is an unnecessary chore that they do as quickly as possible, as
they just want to be finished with it. So, regardless of how many germs anyone claimed that
their product would kill, it would all be rendered useless by the habits of children, who
always wash in a hurry. The campaign titled “Superfast Handwash” used the underlying
insight on children’s behavior not only to make germ protection in just 10 seconds new and
relevant for Lifebuoy, but also to render the competition’s perceived high ground on germ
protection vulnerable. The double blow of a new parameter of time, combined with the lens
of children’s habits, managed to dislodge the company’s competitors as the last word in germ
protection in consumers’ minds.
The Big Idea

Lifebuoy Superfast Handwash: 99.9% germ protection in just 10 seconds—because
children are always in a hurry, especially when it comes to hand-washing.
Questions
1. Design one TV commercial (a story board) and one print ad that “bring to life” the “big
idea.”
2. Why didn’t Unilever use factual-information (e.g., results of lab tests) about the “faster
kill” to differentiate Lifebuoy from competition?
3. How did Unilever use qualitative and quantitative research to develop the positioning
claim for Lifebuoy?
4. Does the name “Lifebuoy” convey the product’s core benefit effectively? Why or why not?
5. Over time, should Unilever combine the “more germs” and “faster kill” claims into
positioning Lifebuoy?

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CASE-2

Lifebuoy/Unilever Asia Private Limited “Superfast Handwash”

The Big Idea

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