This document provides a case analysis of Harpic, the market leader in toilet cleaners in India. Harpic created the toilet cleaner category and had a peak market share of 86%, but now faces decreasing share and increased competition. The analysis seeks to understand Harpic's core brand values to inform future strategy. It examines how Harpic differentiated itself as a specialist toilet cleaner while competitors position more broadly. Understanding consumer perceptions and purchase drivers for different brands will help Harpic leverage its strengths and maintain leadership in the evolving category.

1. Case Analysis on:
Surface Care Supremacy of Harpic & Road Ahead
College Name: Symbiosis Institute of Business Management, Bangalore
Team member 1-
Name - Arun Rafi
Email id - rafi.arun@gmail.com
Phone no - +91 97404 30445
Team member 2-
Name - Harshvardhan Singh
Email id- ice.harsh@gmail.com
Phone no - +91 94806 06537

2. CASE SYNOPSIS
HARPIC 2009 CASE STUDY - The case so far.
Harpic presently remains the market leader in the Lav Cleaning
Harpic has Category with a 75.5% market share by value of the 180 crore
The most efficient and
transformed a market segment in India, owing to its successful positioning,
useful aspect of
commoditized communication and continued focus of the category.
on
branding is creating a
product(in the Indian new category.
Harpic presently remains the market leader in the Lav Cleaning
consumers mind) into Narrowing your focus
Category with a 75.5% market share by value of the 180 crore
a brand. to nothing and
market segment in India, owing to its successful category
India,
creation, positioning, communication and unrelenting focus. starting something
new - Al Ries
Positioned currently as ‘The Powerful Toilet Cleaner”, the toilet
specialist caters majorly to the urban market, having a 55%
Success of branding a penetration by the surface cleaners category. After three decades
cleaners India is central to RBs
commodity depends of its launch, Harpic had reached a peak market share of 86% by growth strategy –
upon convincing the value, making India the biggest market for Harpic across the Chandra Mohan Sethi,
customer that all globe. However, the increased penetration levels, increasing Regional director,
product offerings are
segment size, higher category profitability allured good deal of
profitability South Asia and
not the same and
competition. FMCG majors like HUL, Dabur & S.C. Johnson chairman & MD,
meaningful
floated their respective surface cleaning products. Positioned Reckitt Benckiser India
differences exist –
both as specialists and all purpose cleaners these products along
Kevin Lane Keller
with powerful communication, competitive pricing & pricing
promotional activities were able to garner a share of about 25%
of the toilet cleaning category.
Harpic now faces decreasing market share, stagnant penetration
levels and increasingly tough competition from both national
brands and private labels an is challenged to maintain its
and
growth objectives.
In this classic market leaders’ dilemma, where the category
creator is faced with diminishing profitability, Harpic should
reach out to its core brand values to decide the future strategy.
Harpic which onc created the commoditized product (toilet
once
cleaner) into a brand has to show its brand leadership again. The
category leader should focus on its points of difference and use
them to grow the category and maintain profitability.Thus we
have adopted a multi pronged approach to understand the pain
points of the industry, category, and the consumer. Based on

3. which are the recommendations for achieiving the desired grwth
objectives in both urban and rural markets.
CASE ANALYSIS
What does Harpic stand for - Understanding Core Brand Values
History shows that Our analysis of the problem at hand brought us back to the
the first brand into basics and the fundamentals of the brand values. Any strategic
the brain, on the decision should be in line with the core brand values of Harpic.
average gets atleast Thus understanding the brand’s past and current environment
twice as more would enable us to find out the pain points along which any
which
awareness than the strategic thinking could be done.
competitor. Like Domex and Mr.
The toilet cleaners’ category initially was fragmented in terms
Muscle in Indian
of the functional utility they provided. Cleaners did cleaning,
markets, Dettol has
disinfectants killed just germs and there were separate products
toyed around with
for fragrance. (Refe Annexure 1.1 for a detailed analysis)
(Refer
its 4in1 extension.
The crucial Soon, Harpic realized this triple benefit action and became the “The most powerful
ingredient in the specialist in the toilet cleaners category.
cleaners’ concept in
success of any marketing is owning
However, over the period the category was cluttered by a host
brand is its claim to of products around th same positioning and provided similar
the a word in the
authenticity. Hence, functional utility. Although the Top of Mind awareness for a prospects mind.
the consumer trusts toilet cleaner was still occupied by Harpic, other brands fancied Hence, being
the category their share of the pie through aggressive communication,
aggressive everything to
creator if it is promotional and pricing activities (Refer Annexure 1.2 for a
activities. everyone is not the
pertinent to the comparative chart) best strategy” – The
category. 22 immutable laws
Still, it is important to know the ‘forces’ or driving factors
of Marketing
behind the choice made by consumer for these different brands.
While Domex gives an All purpose cleaner at a low cost, it
purpose
drives consumers on its ‘disinfectant’ positioning and more
importantly a low pricing.
Sanifresh has been a ‘me too’ product for Harpic and has been
garnering high share due to strong promotions and high
availability.
Mr. Muscle, has barely entered the category and claims to be a
uscle,
multipurpose cleaner.

4. In this clutter, Harpic has been successfully able to capture the
‘specialist toilet cleaning’ association. Its points of difference
still remain focused on its specialist a action. A perception
mapping of the category shows the high quality perception of
the specialist. (Refer Annexure 1.3 for a perception map)
Refer
However, gradually this position is being claimed by other
brands too competing for the growing category making all these
claims and providing the same utility in all aspects.
It is believed that as a category gets cluttered by brands with
almost similar positioning and functional utility being provided,
it leads to frequent brand switching behavior with heavy
promotional activities being seen as the only winning edge. The
brand equity decreases gradually and the category loses its
The total size of the profitability in the lo run making it difficult even to survive.
long
household, health
and personal care This fact, challenges Harpic to look for strategic actions in order
product market in the to maintain the category and brand profitability. The category
country is evaluated
drivers are therefore evaluated to narrow down on the required
at approximately Rs
91,000 crore. The strategic actions.
growth rate reported
by the sector is of CASE ANALYSIS
around Strategic Drivers - What would drive the category now ?
15.9%. Chander
Mohan Sethi, June Segment Drivers
2009
Home care products account 1.2% of the wallet of the Indian
re
consumer spending. Home care is one of the fastest growing
categories and the potential is high given the low penetration
levels. (Source: The Knowledge Company, Technopak)
Within the category a good share of 47% is spend on detergents
share
followed by 34% on Home & Toilet Cleaning (HTC).

5. Category Pie Kitchen
Products
19%
Never assume that a Detergents
customer knows what 47%
he or she wants- Home &
Toilet
Theodore Levitt; Cleaners
Create new (HTC)
categories and invest 34%
in new product
development to The share of spends (39%) on HTC products is similar across all
arouse the want for a zones of the country. (Refer Annexure 1.4 for a data chart)
product. Similarly, the pattern is same across all Socio economic classes
Socio-economic
and town classes in the country. (Refer Annexure 1.5 for a data
chart) On an average, the spend is more than 34% on HTC
across all town classes. The urban footprint has a penetration of
55%, which still has a huge potential.
With more people graduating to the consuming and rich class,
the category has the potential to grow
grow.
Consumer Drivers
The consumer attitudes and behavior have been influenced to a
large extent since the introduction of the category. The
conventional usage of water, phenyl and other substandard
products have been sidelined to a large extent but majorly in the
been
urban market.
However, the category still needs to resolve some major pain
points in both urban and rural markets.
Urban Market - Pain Points
The category still has not been able to provide complete
bathroom (commode + tiles + floors) by a single product.
Despite similar claims by new entrants a specialist is still
elusive.
An ‘I can do all’ product would generally be seen with
apprehension as toilet and bathroom cleaning is believed to have
different perceptions. Commode cleaning is seen as a tougher

6. task in terms of stains and germs. Whereas, tiles and floors
which are more frequently used and touched are seen as gentle
clean with effectiveness. Thus a specialist for bathroom
effectiveness.
cleaning (tiles + floors + outside commode) is required.
The graduating consuming class with increased spending would
need a specialist in the long term.
Even in urban markets, considerable toilets are outside the
house. This fact stops further penetration as either water or
phenyl is used in such places or they are not cleaned at all. Thus
another specialist product is needed here which could bring
increased hygiene awareness with the changed perception of
effective germ attacking solution along with regular cleaning.
Here usage of phenyl can be sidelined by a frontal attack on the
fact that phenyl is effective on stains but not on germ kills.
Heavy promotions also plague the category profitability,
however in the long term a specialist would be preferred even
ed
on a premium.
Rural Market - Pain Points
Rural markets still do not see bathroom cleaning as priority
expenditure. However, the increasing disposable incomes in R1,
R2 and R3 cities provide a good opportunity for market
development, provided that the rural consumer conflicts are
resolved by a product along with increased hygiene awareness.
Although the rural consumer spend has increased in personal
rural
care and hygiene products (Refer Annexure 1.6 for a data
chart), still for toilet cleaning substandard products are used.
,
One major reason for low rural footprint (1 lakh outlets only) is
the fact that 96% toile are outside the homes.
toilets
Thus a right product is needed to increase the rural footprint
along with a right communication and affordable price point.
CASE RECOMMENDATIONS
Strategic Actions - Achieving the growth objectives

7. In this classic market leaders’ dilemma we adopt a multi
multi-
pronged approach aimed towards strengthening the Brand
equity, imagery and positioning and at the same time bringing
the brand back on its poised growth track.
Harpic has been able to acquire a strong category association
and high top of mind awareness over the years and become a
op
leading brand.
However, the role of a leading brand is to promote the category
and not the brand. The most useful aspect of branding is to
create a new category which keeps the growth path unending for
the brand. This is similar to what Harpic did in 1980’s by Harpic already has
creating the toilet (commode) cleaner category.
he Harpic Powerons , a
Fragrances assuming
gel applicant.
importance across
It’s time again for the specialist to be a specialist again. This
household care
time in the Bathroom Cleaning Segment. Despite existing
products- Household
care in India by
players positioned as toilet or toilet cum bathroom cleaners,
Euromonitor there is still no bathroom cleani specialist.
cleaning
Harpic has been cleaning the toilet (both squat & western type)
since three decades, however, the areas surrounding the
bathroom viz. outside commode, floor, tiles remained
unattended and were washed either with phenyl, water or other
non-specialist products.
specialist
Also, the increased consumer spending of the rural areas makes
it necessary to focus on the rural footprint.
Thus a separate urban and rural market strategy is proposed.
Urban Market Strategy 1
HARPIC BATHROOM CHAMPION, a specialist which just
washes the bathroom (outside commode, floor, tiles)
complementing the regular usage of Harpic for toilet
(commode) cleaning is the suggested line extension.
Product Strategy
A specialist in only bathroom cleaning

8. Orange / Yellow color concentrate gel to differentiate
between commode and bathroom cleaning
Spray bottle
Concentrate Gel which gives foam lather implying
cleaning action
Apply , Wipe , Wash Clean
Gentle Clean + Effective Germ Kill + Prominent
Fragrance
Pricing Strategy
Prices at 50 Rs. For 50 Washes for standard bathroom size. The
pricing is in tandem with industry standards for Home and toilet
cleaning category.
eb nac dnarb A
Harpic also has Harpic Communication Strategy tniop a ot dehcterts
power tablets that
are extremely The communication would be based on its positioning of being snaem llits ti erehw
effective in cleaning a specialist in bathroom cleaning. Spray gel, Wipe spread to eht ot gniht emas eht
stains and marks
inside the commode. form lather and Wash Clean in just 7 mintues ; emphasizing on yhw si tahT .remotsuc
Positioned as “deep the ease of use. naem llits lliw cipraH
cleaning without The communication would resolve the pain point of having a
neve renaelc teliot a
scrubbing” in clean toilet (commode) but not a clean bathroom. This is where
countries like U.K. the HARPIC COMPLETE BATHROOM CLEANING CLEANING desoporp eht retfa
CHALLENGE communication would be used. noisnetxe enil
Door-to-door below the line would help in creating the
door
awareness for a complete bathroom cleaning and not ignoring
the surrounding areas of the toilet.
(Refer Annexure 1.7 for a print ad for the urban market
communication)
mmunication)
Urban Market Strategy 2
Another line extension proposed is the HARPIC 24 HRS
CLEAN TABS. A specialist cleaning tablet for urinals and
washbasins only.
Product Strategy

9. Targeted at the affluent class, hotels, restaurants and other
public places; this specialist product aims to disinfect and clean
the urinals and wash basins only.
Blue colored balls which dispense blue color each time
water is applied.
Prominent fragrance produces air freshening effect
implying hygienic cleaning.
Communication Strategy
The product is targeted at the small affluent segment, but it
strengthens the top of mind awareness of specialist toilet
cleaning and positioning of the harpic brand.
Rural Market Strategy
The Home and toilet cleaning category has not been able to
make a rural footprint. This market segmen would drive the
segment
future growth of the category.
The major pain point in the rural areas are the toilets outside
homes which are either left unattended or are cleaned by
substandard products, especially acid or phenyl.
A frontal attack on acid and phenyl which give cleaning action
but not germ kill should be used.
Product Strategy
Thus, HARPIC PHENO, a germ + stain cleaner is proposed.
Pheno is a thick concentrate with a super strong odor that
substitutes the fumes cleaning action by ac or phenyl. Its
acid
application is similar to phenyl, where it is diluted in water and
used over the commode, cement floors, walls of the bathroom.
Thick Concentrate
Super Strong odor implying cleaning action
Diluted in water and used for the entire bathroom

10. Pricing Strategy
1 Re per Wash is the affordable price point suggested.
Communication Strategy
The positioning is based on the fact that the toilets outside
Leadership alone is
homes are more susceptible to germs, diseases and stains.
the most effective
Thus, the communication of ‘GHAR KE BAHAR KE KADE marketing strategy. A
GANGON KE LIYE’ is proposed (Refer Annexure 1.8 for a
proposed. Refer study of 25 different
print ad for rural market comm
communication) categories in 1923
showed that till date
CONCLUSION only three of the
Brand values,positioning and imagery brands i.e Eveready,
Manhattan and
A market leaders' more important role is to grow the category. Palmolive, have lost
Harpic has been the category leader which again has to lead the their leadership. Yes!
pack while keeping its core brand values, imagery and In 86 Years!
positioning as a specialist intact. Thus it should focus at
growing the category in the urban as well as rural markets and
rowing
maintain its strong points of difference as a brand.

11. ANNEXURE
ANNEXURE 1.1
ANNEXURE 1.2

12. ANNEXURE 1.3
ANNEXURE 1.4
(figures in percentage) Share of Spends on Cleaning Products
Category All North South East West
Detergents 47 50 47 55 42
HTC 34 31 37 34 35
Kitchen Products 19 19 16 11 22
SOURCE: The Knowledge Company , Technopak
ANNEXURE 1.5
(figures in percentage) Share of Spends by Socio-economic classes
Category All SEC A SEC B SEC C
Detergents 47 46 47 47
HTC 34 34 34 35
Kitchen Products 19 20 19 18
SOURCE: The Knowledge Company , Technopak

13. ANNEXURE 1.6
(figures in percentage) Share of Spends by Town Casses
10
Category All mn+ 3-10 mn 1.5-3 mn 1-1.5 mn 0.5-1 mn 0.2-0.5 mn 0.05-0.2 mn
Detergents 47 46 47 52 48 46 51 48
HTC 34 34 36 33 33 35 35 38
Kitchen Products 19 20 17 15 19 19 15 13
SOURCE: The Knowledge Company , Technopak
ANNEXURE 1.7

14. ANNEXURE 1.8