The case traces the development of laundry detergent marketplace inside India. Although the admission of Lever brothers was the preliminary point, Nirma converted detergents a product of the masses by aiming the economy segment.
When the P&G penetrated the marketplace in 1985, the marketplace was already well-entrenched by existing players. The case inspects a streak of marketing innovations - product line pricing to brand expansion, product line growth – which is something the players that are competing resorted to. With a host of little differentiated products in the marketplace, the companies had to think through positioning the offerings well.
The era of increased marketing and price wars spends to get customer attention and garner increased market share appreciably strained profitability. Subsequent to making successful inroads in the mid-segment with Tide and Tide Naturals, P&G wondered if it should launch a brand for the economy segment also. Lagging was P&G behind in capturing the Indian growth story. How could it realistically play catchup with HUL when it ran in categories that are far lesser than HUL? Does it have a choice except to take HUL head-on in big categories like detergents?
Procter & Gamble India Gap in the Product Portfolio Case Study Solution
PUBLICATION DATE: September 01, 2013 PRODUCT #: IMB433-PDF-ENG
This is just an excerpt. This case is about SALES & MARKETING
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