The detergent war is a fierce competition among industry giants like Procter & Gamble, Unilever, Nirma and Henkel between the year 1960-2003.This battle extends from innovative formulations and packaging to marketing strategies, with a focus on sustainability. Brands use celebrity endorsements and social media to appeal to consumers. The emphasis on eco-friendly options reflects a growing environmental consciousness. Smart appliances and e-commerce play pivotal roles, with brands adopting subscription models. Ultimately, consumer preferences drive the detergent war, shaping the industry's future through innovation, sustainability, and effective marketing.
Despite the fierce competition, collaborations between detergent manufacturers and technology companies are reshaping the landscape. Smart appliances and connected devices are introduced to enhance the laundry experience, providing consumers with a glimpse into the future of home care.
As the detergent war intensifies, it's evident that innovation, sustainability, and effective marketing are the primary weapons. The consumer, empowered with information and choices, stands at the forefront, steering the direction of the war by rewarding brands that align with their values and preferences. In this dynamic industry, the detergent war is not just a battle for market share; it's a reflection of evolving consumer needs and a testament to the adaptability and resilience of household cleaning brands.
slides CapTechTalks Webinar May 2024 Alexander Perry.pptx
Detergent Wars in India.pdf
1. WARS IN INDIA
DETERGENT
GUIDED BY-
SILIKA MA’AM
PREPARED BY-
LIPSITA PANDA
RAJESWARI BARIK
S DEEPTI
R.DINESH RAO
DETERGENT
DETERGENT
2. DETERGENT
Detergent refers to a substance or mixture of
substances that is used to clean, remove dirt, stains,
or grease from various surfaces. It is commonly used
in household cleaning, laundry, and dishwashing.
INTRODUCTION
PLAYERS IN INDIA (FOR THE YEAR 1930-2004)
The Indian Fabric Wash products Market of Around 23
Lakh Tonne, out of Which 7 Lakh Tonne is Comprising
of Laundry Soap and Bars and rest other by Synthetic
Detergents.
MAJOR PLAYERS- HLL,NIRMA,P&G AND HENKEL
3. Company Origin on the year 1855.
Enter India Market in the year 1888.
Key Products -Surf Excel, Rin, Wheel
Smaller Products- Rin Shakti, Rin
Supreme
MARKET PLAYERS
1.HINDUSTAN UNILEVER
4. MARKET PLAYERS
2.P&G (PROCTER & GAMBLE)
Company Origin went back to year 1837
in USA.
Enter India Market in the year 1985.
Key Products - Ariel,Tide
7. HUL initiated “Project STING” (Strategy To Inhibit Nirma
Growth ) to check the growth of Nirma and regain its its
market leadership.
HLL revamped it’s advertisement by creating a character
called ‘Lalitaji’ for the commercial showed which highlight
a sentence “Sasti cheez or Ach chi Cheez me farak hota
hai” and the punch line “surf ki kharidari mein hi
samajhdari hai” become famous .It was done to conter
Nirma.
MARKETING STRATEGY
1.HINDUSTAN UNILEVER
8. It launched a white detergent Powder called “Sunlight” to capture
the southern and eastern markets where Nirma was not very strong.
HLL had developed a Non-Soap Detergent (NSD) which was named
as Wheel which was marketed as “Extra power ,extra Lather and is
safe on hands and clothes” as the biggest drawback of Nirma was
fabric damage and cause of blister in skin by the product for a long
period.
Selecting best location in the north side for low Cost Operation to
get greater flexibility to start units faster.
MARKETING STRATEGY
9. In the 1970's the company created a jingle ad with Tag
name “Nirma washes Clothes as white as Milk” on
television to expand rapidly.
It used No Whiteness Agent and reduced it Active
detergent level Half compare to HUL’s Surf which was
actually harsh on skin.
In lunched a new detergent bar in 1986 and a strategy
by offering one Nirma Bar with every 2 packs of Nirma
washing Powder
MARKETING STRATEGY
2.NIRMA
10. It used the Enzyme-Based technology with it’s Airel Powder
and invested Heavily on Advertisement to prove that Ariel
could last for a month as compared to any other brand.
To tackle the HUL Market which had a share of 80% with it’s
five brand, it positioned it’s new Ariel Power compact Power
which can clean strain without brush and bar.
It Launched “Project Spearhead” to idetify it’s Potential
customers.It helped them to concertrating only on those
cities or towns.
MARKETING STRATEGY
3.P&G (PROCTER & GAMBLE
11. After making customer believed in their Superior
Quality of Ariel and Tide the company found that the
price remains a deterrent for which they cut the price to
make it more affordable.
MARKETING STRATEGY
12. Henko had Promoted it’s product through the Promotion
“Ultimate Cleanliness inside and out”, with model and actor
Aman Verma as Brand Ambassador. They were providing Gifts
to those who used Henkel products.
It had figured out that consumers believed in people with
authority and Experience (i.e Scientists,Doctors etc).So in the
new TV Commercial they used a Scientist as the main
Protogonist.
MARKETING STRATEGY
4.HENKEL SPIC
13. Detergent Brands Price for 500 Gram Price for 1kg Pack
HUL
Wheel Active Rs 13 Rs 26
Rin Shakti Rs 20 Rs 42
Surf Excel Blue Rs 38 Rs 60
Rin Supreme Rs 40 -
Surf Excel Rs 50 Rs 99
COMPARISION OF
PRICING STRATEGY
16. HUL NIRMA P&G HENKEL SPIC
OTHERS
HUL
38%
NIRMA
31%
OTHERS
14%
P&G
10%
HENKEL SPIC
7%
MARKET SHARES
1. HUL (HINDUSTAN UNILEVER)
2. NIRMA
3. P&G (PROCTER & GAMBLE
4. HENKEL SPIC
OTHERS
5.
FOR THE YEAR 2003
17. CONCLUSION
The detergent wars in India between 1960 to 2003, involving HUL, P&G, Nirma and Henkel, were
marked by intense competition and dynamic market shifts. Hindustan Unilever Limited (HUL) and
Procter & Gamble (P&G) engaged in fierce battles for market share, driving innovations in formulations
and aggressive marketing strategies. Nirma's economical offerings maintained a strong position,
challenging established brands. Henkel, while facing challenges, contributed to the competitive
landscape. This period witnessed continuous product advancements, strategic pricing, and extensive
advertising campaigns as these companies vied for consumer loyalty. The detergent wars of this era
shaped the industry, fostering innovation and ensuring a diverse range of choices for Indian
consumers.
However HUL had an Advantage in this war due to the following points-
Adaptability: The ability to adapt to changing market conditions and consumer preferences is vital in
the FMCG sector.
Logistics and Transportation: Efficient logistics and transportation systems would have been in place
to ensure timely delivery of products to distribution points.
Technology Integration: Adoption of technology for supply chain management, such as inventory
tracking systems and demand forecasting tools, would have enhanced overall efficiency and
responsiveness to market demands.
18. AVAILABLE STRATEGY IN
THE YEAR 2024
MARKETING STRATERIES
DURING THE YEAR (1960-2004)
OUR’S VIEW POINT
Mass Marketing: Heavy reliance on mass media
like television and print for advertising to reach a
broad audience.
Brand Differentiation: Companies focused on
unique product features, scents, and branding to
stand out in a competitive market.
Product Innovation: Introduction of new
formulations and features, often promoted
through traditional advertising.
Brand Loyalty: Building and maintaining
customer loyalty through consistent quality and
long-term brand recognition
Digital Marketing: Extensive use of online
platforms, social media, and influencers for
targeted and personalized marketing.
E-commerce Dominance: Increased emphasis on
online sales and direct-to-consumer models,
leveraging the convenience of digital platforms.
Data-Driven Decisions: Advanced analytics and
consumer data utilization for precise marketing,
product development, and demand forecasting.
Globalization: Expansion into international
markets and increased competition from global
brands, facilitated by improved logistics and
market accessibility.
19. MARKETING STRATERY FOR
DOMESTIC COMPANIES
OUR’S VIEW POINT
MARKETING STRATERY FOR
FOREIGN COMPANIES
Market Analysis: Conduct a detailed analysis of the local market to
identify demand, competition, and potential customer segments.
Understand market trends, consumer preferences, and any regulatory
requirements specific to your industry.
Legal and Regulatory Compliance: Ensure compliance with local laws
and regulations governing business operations. Obtain the necessary
licenses and permits required for your industry and business activities.
Financial Planning and Funding: Develop a robust financial plan that
includes startup costs, operational expenses, and revenue projections.
Explore financing options, such as bank loans or investment from
stakeholders, to fund your business.
Local Networking and Partnerships: Build a strong network within your
home country by connecting with industry associations, chambers of
commerce, and local businesses.
Explore potential partnerships with suppliers, distributors, and other
relevant stakeholders to strengthen your business ecosystem.
In-Depth Market Research: Conduct extensive market research in
the target country to understand consumer behavior, market trends,
and competition. Analyze the cultural, economic, and political
factors that may impact your business in the new market.
Legal and Regulatory Compliance Abroad: Familiarize the foreign
country's legal and regulatory landscape. Seek legal counsel to
ensure compliance with local laws, including business registration,
taxation, and employment regulations.
Adaptation to Local Culture: Tailor the products or services to align
with the cultural preferences and needs of the target market.
Develop marketing and communication strategies that resonate with
the local audience.
Risk Mitigation and Contingency Planning: Identify and assess
potential risks associated with operating in a foreign market,
including political, economic, and currency risks.
