Surf excel and their strong positioning making dirt good if it is for a social cause, their positioning, target market, segment and strong association with mother sentiments and ariel counter campaign, success of dirt is good campaign

1. CASE STUDY
KAUTILYA
GROUP- 10
PRIYANKA SINGH
KUNAL MITTAL
ADITYA SHARMA
ABHISHEK VYAS
MANALI
RITURAJ
Under the guidance of-
JOSRAJ ARAKKAL

3. HISTORY
• In 1959 – Introduced Surf with the promise of
“superlative witness”. Became the first national
detergent brand to be advertised on TV.
• In 1990 – Surf Ultra was launched to establish a new
standard of washing performance.
• In 1996 – Surf was redefined into Surf Excel, which
offered 3 C’s , complete, cleaning and care.
• In 2003 – Surf Excel Quick Wash was launched as
eco- friendly product as it saved 2 buckets of water.
• In 2005 – Surf Excel Matic was introduced to satisfy
the needs of fast growing washing machine users.

5. MARKETING STRATEGIES/ OBJECTIVES
• Surf has been in the market for a long time and has
effectively managed it’s product life cycle with the help
of product innovations and great marketing strategies.
• Unilever markets detergent product internationally and
uses individual sub- brands to segment those market.
• Formulation of the detergent and the market targeted
vary by region.
• Launching variants in the washing machine category.
• Effective AD campaign.
• Approaching new market.

6. After effects
• The brand's sales in Asia grew tenfold.
• Surf excel became the No.1 brand in most
Asian countries, with market share reaching
as high as 70%.
• Tracking scores on 'believe dirt is a positive
part of life' continued to grow.
• Brand bonding scores have increased across
markets at an average of 30%.
• This idea has shaped positive action, from
governments changing the school
curriculum and including more time for play
(Vietnam) to introducing parks for children
(Vietnam, Thailand) and more.
Market background and
business objectives
• Challenging market
• Against the ethics of
society.
• Dirt is bad
• But the company was
with single ideology
“dirt is good”.
• Dirt= Experiencial
learning =Good.
• To increase customer
value.
• To increase market
share
• To persuade people

7. • core
• When an idea is rejected for cultural reasons, sometimes the solution to
unlocking this lies within the cultural context itself.
• 'Dirt is bad' was the common ideology of Asian mothers. Dirt synonyms
with poverty, poor hygiene and diseases.
• Allowing their kids to get dirty was 'not a positive part of life'. They
rejected dirt and anything else that they deemed unhygienic.
• 'dirt = experiential learning
• act of the child getting dirty purposeful. The act of the child getting dirty
must be through displaying 'values' that mums in these markets cherish.
• Mothers gives great importance to deep rooted Asian values . And were
feared their kids forgetting the cultural values of their generation.
• and by using what Asian mothers deemed important – 'deep-rooted
Asian values' – we were able to make dirt 'good' for them.

8. those lifetime values that she believed were important, then the
experience might just offer some real gain for the child. And instead
of trying to convince her about the logic of 'dirt is good', our
advertising concentrated on portraying the benefits of getting dirty
in an engaging and charming way.
The brand's viewpoint became: 'If getting dirty leads to your child
learning and exhibiting life values, then dirt is good'. With this lens,
we were a mum's ally in imparting great values to her children.
Through numerous integrated campaigns that expressed this
viewpoint through the eyes of her child's development, we were
able to reach out and join hands with these mothers
Thus,
• The common perception was that dirt was the
enemy and detergent X was the cure. In
reversing this logic and making dirt 'good' in a
mum's eyes – by showing her the life values
kids learn and then exhibit through dirt

9. Analysis
Sustained growth in brand bonding
The Millward Brown brand dynamics measure of ultimate
brand commitment, brand bonding, has increased in all
cases since the launch of 'Dirt is Good'. In Vietnam it has
grown from 66% to 74%, in Indonesia from 38% to 52%,
and in India from 22% to 24%. Our target was 10-15% in
Asia, but we have exceeded this with an overall growth
average of 30%.

10. Sustained growth in market share
We have used three markets to illustrate the impact of DiG. Dig has
immensely contributed towards making surf excel a public image.
Earlier ther was less market share pre launching but after launching the
share that surf excel enjoy increases over a period of time it shows a
fall in 2008 in indoneshia because of the price policy of competitive
product but again increased following the customer value delievered.

11. Sustained growth in cleaning attributes
surf excel has built a stronger reputation of a brand which thoroughly
washes clothes.
2008 onwards product has shown a great increase it has also shown its
superior cleaning credentials.

12. • Sustained growth in agreement (attitude change) of the
'Dirt is Good' measure
• Tracking scores of 'getting dirty is a positive part of life'
have been improving continuously, so the belief in the
brand philosophy is getting stronger every year. Depending
on the market, 60-80% of the target agrees with this
statement. Our target was to get at least two in 10 mums
agreeing with this statement, but we have exceeded this
across the markets with six to eight mums in 10 now
agreeing with the statement.

13. Ariel
• Ariel tag line Chamak Rahein naye Jaisi”
• B+B+B
• Bar, blue, brush that removes toughest stain like of mud,
icecream, tea etc…
Tide
“Nai Jaisi White ho to tide ho”
Rin
“ chamakteraho aapki chamak aapki pehchaan hai”

14. Observation
• Experienced player
• Provides offers
• Innovative advertising approaches

15. Suggestions
• Reduce the pricing
• Reduce the expenses on advertisement
• Penetration in rural areas

16. The “Dirt is Good” campaign had already been rolled
out in the Americas and they sought to promote the
brand in Asia using this positioning. But this would be
difficult as dirt was synonymous with poverty, poor
hygiene and disease in Asia. The campaign was built
around the insight that Asian mothers feared their
kids forgetting the cultural values of their generation.
Therefore, the “Dirt is Good” philosophy was framed
through the idea that dirt could help children practice
lifetime values that mothers believed were important.
The campaign was promoted primarily on TV and
supported by PR and online media. As a result of the
Conclusion