New Product Launch

New Product Launch Tide Liquid Detergent
New Product Launch
Marketing Management II
Section B Group 4
Komal Suchak 13PGP086
Kritika Swaminathan 13PGP087
Kunal Kumar 13PGP088
Puneet Manot 13PGP102
Rohit Anand Garg 13PGP105
Indian Institute of Management Raipur Page 1
Tide Liquid Detergent (New to the Market - India)
Contents
1.
Idea Generation................................................................................................... 6
2.
Idea Screening..................................................................................................... 8
Idea Screening Matrix.............................................................................................. 9
3.
Concept Development and Testing.......................................................................9

Concept Development............................................................................................. 9
What: Benefits....................................................................................................... 11
When..................................................................................................................... 11
Concept Testing..................................................................................................... 12
4.
Marketing strategy development.......................................................................13

Overview:.............................................................................................................. 13
Marketing Strategy Development of Tide Liquid Detergent...................................14
Target Market:....................................................................................................... 14
PRICING OF THE PRODUCT.................................................................................... 14
PROMOTION RELATED TO THE PRODUCT..............................................................15
Distribution of the product.................................................................................... 16
5.
BUSINESS ANALYSIS........................................................................................... 18
Overview............................................................................................................... 18
Detergent Industry Analysis:................................................................................. 19
Leading Companies:.............................................................................................. 19
TRENDS................................................................................................................. 19
COMPETITIVE LANDSCAPE..................................................................................... 22
PROSPECTS........................................................................................................... 23
Market Share of Companies:.................................................................................25
Capacity of Companies:......................................................................................... 26
Market Share of Major Products:............................................................................26
CATEGORY INDICATORS.......................................................................................... 27
CATEGORY DATA..................................................................................................... 28
Breakeven Analysis:.............................................................................................. 29
Sales Forecast....................................................................................................... 30
6.
Product Development......................................................................................... 30

Prototypes............................................................................................................. 30
Customers Test...................................................................................................... 31
7.
Test Marketing.................................................................................................... 32
To test market or not?........................................................................................... 32
When to................................................................................................................. 32
Where.................................................................................................................... 32
For How Long......................................................................................................... 32
What to test.......................................................................................................... 32
8.
Commercialization.............................................................................................. 33
Entry...................................................................................................................... 33
Where.................................................................................................................... 33
To Whom................................................................................................................ 34
How....................................................................................................................... 35
Marketing Plan....................................................................................................... 36
Objective:........................................................................................................... 36
Goals:................................................................................................................. 36
Target:................................................................................................................ 36
Marketing policy:................................................................................................ 36
Strategy:............................................................................................................ 36
Tactics................................................................................................................ 36
Program.............................................................................................................. 37
Procedure........................................................................................................... 37
9.
References:........................................................................................................ 38
The product is not new to the world. It has been there for some time around. This new product is
also an extension of the Brand Tide from Procter and Gamble. The major reason behind the
failure of liquid detergent as a product category in India, primarily for every washing of clothes,
has been the ignorance towards the benefit and the functional differences between the powdered
detergent and liquid detergent.
1. Idea Generation
The source of Idea Generation here was primarily competitors. HUL announced the launch of its
liquid detergent in India in May 2013, Surf Excel Liquid. HUL launched its product in India in a
bid to uphold its strategy of skimming, through premium-ization. Filling niche gaps in the
category of Detergents, which although is in its growth stage in India, has constrained margins,
HUL wants to capitalize on the graduating Indian market towards higher priced products. It
expects that like United States of America, where the consumption of liquid detergents account
for 70% of the total detergent market, India would also have a significant shift from powdered to
liquid detergent.
Although the basic idea is to bring Liquid detergent to India, The idea of presenting Tide Liquid
detergent into the Indian market
The idea generation process was completed by the multiple processes of synectics ideation,
where suggestions ranged from making it a premium product to differentiating in terms of smell,
packaging and target pricing. A fair recollection of the process is presented below:
1. Duplicating the HUL model of Liquid Detergent launch
a. HUL model is ideal for launch
b. Tide brand is not suitable for such a model
c. Although the market has graduated, there is little awareness about such
premium products being applicable for every day wash
d. As the percentage of washers using washing machines for washing clothes is
less, and the consumer of such products are helps instead of the customers
themselves, there is a significant doubt, on how such a premium product could
be efficiently used.
e. Premiumization would not be a sustainable factor.
f. Instead of duplicating the Tide Liquid Detergent available worldwide,
introduce a lower priced, diluted product (which would still be a premium
product with respect to presently available powdered detergent).
2. Differentiating TLD on the basis of smell
a. A basic fragrance at the time of launch would be indispensable for a liquid
based product.
b. Singling out a single fragrance for the entire target market would be
marginalizing but, as a liquid based product is important.
c. Premiumization of the product would make the use of a distinct fragrance
essential.
3. Waste management
a. It is important to combat the image of liquid detergent a wasteful product.
b. An effective nozzle for proper pouring of detergent is needed
c. With a nozzle, there is a need for an indicative system, showing the quantity
of product in use or
As discussed, the characteristics of the product agreed upon are:
1.
2.
3.
4.
Premium product but priced lower than other available liquid substitutes.
Jasmine fragrant liquid detergent
Available in sizes of 200ml, 500ml bottles and refills, and 1 litre and 2.5 litre bottles
Sample sizes would be available during the initial phase of test marketing. In the later
phases, the same can be extended towards realizing the penumbra market (rural and semi-
urban market to induce trials from non-users).

5. Special bottle cap design, to emulate a nozzle for efficient pouring.
6. Special packaging indicative of scales of measurement.
2. Idea Screening
The idea was screened to check suitability for the organization with the following haves:
Must Haves
Brand Equity
Promotion Efficacy
Technology
In-house Production Capability
Sales force (Direct Selling)
Working Capital
Shelf-Life of product
Competitive Edge
Should Haves
Distribution
Bottling/Packaging Facility
Idea Screening Matrix

The idea was screened for feasibility according to factors in the following matrix. The minimumscore criteria selected was 800 (out of a total of 1000).
Rating
Factor
Brand Equity
Promotion Efficacy
Technology
In-house Production Capability
Sales force (Direct Selling)
Working Capital
Shelf-Life of product
Profit Margin
Distribution
Bottling/Packaging Facility
(0-
Weight (0-100)
25
20
8
10)
9
9
8
Score
225
180
64
7
7
7
6
10
5
5
7
8
8
7
9
7
5
49
56
56
42
90
35
25
822
Total Score
3. Concept Development and Testing

Concept Development
The job here, is to convince the consumers regarding the three factors, which are impediment to
the process of cleaning clothes,
1. Effort,
2. Monetary cost of cleaning and
3. Time.
With the brand equity of Tide, the dilemma around the believability of efficacy in cleaning is
removed.
The primary problem remaining, for the product, is the issue of believability around the above
mentioned factors (Effort, Cost and Time), because of which we decide to prioritize the factors
which we want to target first.
A deep study reveals that for our target market, effort and time assume predominance over cost.
Effort:
1. Effort in mixing
2. Effort in cleaning (manual)
3. Effort in rinsing
Time:
1.
2.
3.
4.
Time to mix and dissolve

Time to soak
Washing Time (both Manual and Machine based)
Rinsing Time
It is difficult for the prospective consumers to comprehend that a product has an ability to serve
all the benefits mentioned above. It is important to develop a concept testing plan to be able to
verify whether the product would be accepted by the consumers once commercialized. Although,
for a product like Liquid detergents, where the pros, and cons or the benefits and impediments
come across only when one uses the product, it is important to judge, whether the product
concept is in-line with the basic pain-points of the target-market.
The Product Concept can be defined as:
For Whom: Whos your target?
The target market can be defined as a confluence of the following
characteristics
Middle income and higher income families

Urban and Semi-Urban
Socio-Economic classification falling amongst A1, A2, B1 and B2
TARGET
MARKET
Middle income
and higher
income
families
Urban and
Semi-Urban
SocioEconomic
classification
falling
amongst A1,
A2, B1 and B2
Implicitly the following characteristics of customers are more likely to be part of the Umbra
market:
Families with washing machines or,

Families washing clothes without help (either due to low inclination towards such
expenses or due to unaffordability of such help)

Families with either or both husband and wife as working professionals
into the service sector

Families looking for value rather than price of the product
What: Benefits
As discussed above, the product provides benefits in Effort, Time and Cost of Washing clothes.
Apart from this, in a country like India, where humidity is on the higher side, a liquid detergent
would remove the problem of washing powder getting soiled (and hence spoiled). It also
removes the un-easy handling of powders.
When
It is product which can be used in all day-to-day washing processes. Be it manual washing or
aided with machine.
Indian Institute of Management RaipurPage 10
Time
Effort
ACCEPTA
Cost
Concept Testing
A hypothetical survey to check the above mentioned products concepts Communicability,
Acceptability and Likeability were conducted. The result of the same is presented below:
Communicability
Are the benefits clear to the customers ?
Yes
10%
25%
Partially
65%
No
Believability
Do customers believe the concept ?
Completely
18%
20%
Not at all
Likeability
Do customers like the concept?
Moderately
63%
Yes
23%
No
78%
4. Marketing strategy development

Overview:
Marketing strategy development consists of the following steps:
Identifying the Target Market
Pricing of the product
Promotion related to the product
Distribution of the product
In order to develop a successful marketing strategy, it requires a thorough knowledge of target

market and its needs and wants. A purposeful, targeted, strategic approach will ensure your
products fit your market. The questions that will be asked will be:
What is the target market for the product that I am proposing?
What does that market need right now?
What is the benefit of the proposed new product?
What are the all market's frustrations of existing products of its type?
How will the product fit into the present market?
What sets this product apart from its competitor?
Marketing Strategy Development of Tide Liquid Detergent

The Tide Liquid Detergent is present in a number of countries but presently P&G has not
launched the product in India.
For this product, the Marketing Strategy would be as follows:
Target Market:
Middle income and higher income families

Urban and Semi-Urban
Socio-Economic classification falling amongst A1, A2, B1 and B2
PRICING OF THE PRODUCT

The price of the Tide detergent powder is about Rs. 90 per Kg. Normally, the Liquid detergents
are priced higher than the detergent powders because of their superior quality. The price Matrix
of the different quantities of Tide would be as follows:
Quantity
Price
200 ml
35
500 ml
68
1 ltr
130
2.5 ltr
300
5 ltr
550
PROMOTION RELATED TO THE PRODUCT

Backdrop: The product promotion of P&G has to be in line with the overall goal of the
company. P&G has the following goals in mind for their product promotion:
We are focused on the strategies that we believe are right for the long- term health of the
Company and will deliver an overall total shareholder return in the top one-third of our peer
groups.
The Companys long-term financial targets are:
Grow organic sales 1% to 2% faster than market growth in the categories and
geographies in which the company compete,
Delivering earnings per share (EPS) growth of high single digits to low double digits, and
Generating free cash flow productivity of 90% or greater.
In order to achieve these targets, P&G is prioritizing the strategies and resources that will make
the company (P&G) more focused and fit to win over the near- and long-terms.
To launch the product the company should focus on:
1. Advertising on Television as a line extension to its existing Detergent Powders
2. Advertising in Newspapers.
3. Sales promotion through better distribution network. Sales promotion are incentives such
as retail coupons with expiration dates that encourage the customers to respond by a
certain time
4. Couple the new product with existing Tide Detergent promoting the users to try the
product.
5. The company should also be focussing on Public relations to Market the product.
The company can go ahead with the TV commercial on the similar lines of its
commercials in the US depicting the benefits of using Tide Liquid Detergent.
Also, the present commercial for Tide could also be used for the Liquid Detergent which will
help consumers to relate to the Liquid Detergent more easily. The commercial is:
Distribution of the product

The distribution of the Liquid Detergent has to be done coupled with the existing Tide Detergent
Powder. The Market for the Liquid Detergent is more or less the same as that of the Powder so
the existing distributing network should be utilized by Tide to push the product to the consumers.
The Distribution of this product would be similar to the lines of Tide Powder Detergent. This is
because Tide has a good Distribution network in the country and the Liquid Detergent can also
exploit the same for the Distribution of Tide Liquid in India.
The following is the Distribution strategy of Tide:
In India, P&G Company uses the traditional way to reach the customers.
Tide is a product that serves to satisfy the immediate needs of people must always be
available in both retail stores and wholesalers stores.

The product Tide is available at local Kirana stores, big retail outlets, convenience stores.
Tide Liquid Detergent will also be using the same Distribution Strategy once the product
gets accepted.
The Liquid Detergent would be made available to the following:
Small Kirana Stores
Super Market
Wholesale
5. BUSINESS ANALYSIS
Overview
After the initial screening stage, the number of viable proposals available for the progress to the
next stage will have decreased significantly. Before the company begins the development of the
prototypes, there is one more evaluation process that should take place, and this is the business
analysis stage. In this stage, more information is gathered on the remaining innovations in order
to decide on whether the costs that development will require are justified or not.
The primary focus of business analysis stage is to determine whether the new product idea will
ultimately be profitable or not. However, while this is a primary consideration, it is actually not
the only consideration. Social and environmental issues are considered as well in this,
particularly if there are certain regulations that the company must adhere to in these
circumstances.
The first step in the process is to examine the projected demand for the product. While the major
source of revenues would be product sales, which is another possible significant source of
revenue is the licensing of technology generated as a byproduct of the given product. This is not
applicable to all products, but for some classes of products, this can be a very high source of
income.
The following cost items are important:
Expected developmental cost, including both technical and marketing R&D
Expected set-up costs including (production, equipment, distribution)
Operating costs accounting for Economies of Scale and the learning curves
Marketing costs, especially promotion and distribution
Management costs
Based on these costs in the business analysis stage we will estimate the likely selling price. This
figure of the selling price will also depend on the level of competition and the customer
feedback. Sales volumes must also be estimated based on the size of the market that would be
predicted.
Detergent Industry Analysis:
Washing powders preferred to washing bars.
Wide range of package sizes and prices to cater to Indias varied customer segments.
Most of the brands targeting on the price factor.
Rural market growing faster than urban market.
Rural consumers shifting their preference to branded products.
Leading Companies:
HUL Rin, Surf Excel, Wheel, Sunlight
RSPL Ghari, Uniwash
Proctor & Gamble Tide, Ariel
Nirma ltd. Nirma
Fena Pvt ltd. Fena
TRENDS
The growing shift of rural consumers from unpackaged and loose detergents to branded
detergents contributed to the growth of laundry care in 2012. The uptake of branded
detergents in rural areas including villages was driven by marketing campaigns organised
by companies such as Rohit Surfactants Pvt Ltd and Fena Ltd which enjoy strong
distribution and reach in rural areas. Additionally, the growing penetration of washing
machines coupled with the increasing acceptance of automatic detergents such as Surf
Excelmatic by urban consumers, fuelled further growth.
In 2012, laundry cares value growth tapered down marginally compared to the review
period average. The value growth during the review period was faster mainly due to the
adoption of laundrydetergents by a huge population of consumers. Large numbers of rural
consumers shifted to branded hand wash detergents such as Nirma and Ghari. In addition,
many urban consumers switched to automatic and semi-automatic washing machines that
led to the growth of standard and automatic detergents. However, value sales in 2012
grew in line with the review period mainly due to the growing uptake of high-priced
automatic and standard detergents by urban consumers
Growing from a small base, fabric softeners increased by the fastest pace of 28% to
continue outpacing in-wash spot and stain removers that grew by 23%. Fabric softeners
witnessed further growth in popularity as consumers preferred to enjoy the soft touch and
fragrances that fabric softeners such as Comfort Fabric Softener offered. In 2012,
Hindustan Unilever launched single rinse conditioner under the brand Comfort One
Rinse Fabric Softener to cash in on the potential growth of conditioners.
In 2012, average unit prices increased further due to the rise in the price of soda ash and
oil prices which were passed onto consumers. For instance, Procter & Gamble increased
the price of its popular brand Tide by Rs6 to Rs80 for its 950gm pack. Moreover, the
introduction and growing sales of higher priced products such as fine fabric detergents,
fabric softeners, and in-wash spot and stain removers pushed the average unit prices even
further.
Other products including fine fabric detergents such as Ezee grew by 9% in current value
terms in 2012 mainly due to the growing uptake of such products for everyday use.
Consumers increasingly started to use fine fabric detergents such as Ezee for fine fabrics
and soft apparel to avoid losing colour and shine of their high quality branded apparel.
Laundry aids including spot and stain removers started to gain huge popularity amongst
urban consumers. Additionally, manufacturers introduced new laundry aids such as fabric
conditioners to create new needs to leverage on it later. In 2012, Hindustan Unilever
introduced Comfort Fabric Conditioner which received a popular response from women.
Fabric softeners, in particular, started to gain popularity due to its pleasing fragrance that
makes apparel soft and fresh.
Standard automatic detergents such as Surf Excel and Ariel Front-O-Mat continued to
grow rapidly due to the growing use of washing machines across the country.
Concentrated powder detergents such as Surf Excelmatic and Ariel Ultramatic, on the
other hand, constituted marginal share in 2012. Automatic detergents constituted 17%
share of laundry care value sales in 2012.
The concept of using fabric softeners continued to be niche in India. Furthermore, leading
companies such as Hindustan Unilever launched Comfort Fabric Softeners and Comfort
One Rinse to capitalise on the increasing awareness and growing incomes of consumers.
Fabric softeners continued to be a newer product for Indian consumers who have never
used anything other than powder detergents or the bar or laundry boosters such as liquid
blues. Brands such as Bambi by Dabur India Ltd and Downy by Procter & Gamble Home
are the other prominent brands with a strong presence in fabric softeners.
According to Euromonitor socio data, washing machines continued to have a low

penetration estimate at 10% in 2012. Additionally, the penetration of washing machines
in the urban market would be around 30% and rural markets continued to have a low
penetration. Rural India continues to face many problems such as lack of water supply
and frequent power cuts which restrained the growth of washing machines in rural India
The concept of washing clothes by hand and domestic help also continued to enjoy huge
popularity in the country.
Washing continued to be done at room temperature as most of the consumers continued

to be unaware of ideal washing temperatures for their clothes. However, manufacturers
such as IFB, Samsung, Whirlpool and LG introduced temperature controlled washing
machines which are priced at least two to three times higher than fully automatic washing
machines. Additionally, only a few washing machines have in-built mechanism for
washing clothes at temperature lower than 30 degrees.
The average washing cycle in fully automatic washing machines continued to be between
30 minutes to 45 minutes. Though companies such as brands such as IFB Industries Ltd,
Godrej Industries Ltd introduced washing machines with shorter washing cycles, the
penetration of these washing machines is low. The ionised cleaning concept was also
recently introduced in washing machines where one can wash ones woollens,
embroidered clothes with the help of washing machines.
India does not have an established network of organised laundrettes in any region. There
are extremely limited branded outlets, like FabricSpa which is a chain operated by Jyothy
Laboratories. Independent laundrettes continued to be found only in urban areas such as
Delhi and Bangalore. Additionally, community-level laundry wash is usually done by
common helpers who carry outlaundry services for a group of people staying in the same
area.
Dry cleaning continued to enjoy huge popularity in India and one can find dry-cleaners at
every nook and corner of the city. People usually get their blazers, party clothes, woollen
and other delicate clothes dry-cleaned.
COMPETITIVE LANDSCAPE
Hindustan Unilever Ltd continued to maintain the lions share of laundry care, at 38% in
2012. The company enjoys a long established presence in automatic and other detergents.
Furthermore, it continued to offer various products at different price points that helped to
cater to a wider consumer base. The companys offerings included Wheel for economy,
mid-priced Rin, and Surf Excel at a premium price point.
Rohit Surfactants with its brand Ghari witnessed the biggest increase in value share,
gaining two percentage points to hold 17%, mainly due to increased penetration. Ghari
expanded its presence by entering 10 more states over the last three years of the review
period and has plans to expand further. Geographical expansion towards the end of the
review period helped company to cater to a wider consumer base and eat into the share of
other brands such as Nirma. The company also announced plans to set up manufacturing
plants in Bihar, Raipur, and Karnataka which would help to widen its consumer base even
further.
International manufacturers including Hindustan Unilever, Procter & Gamble and Reckitt
Benckiser continued to maintain dominant positions and constituted combined value
share of 66% in 2012. Domestic manufacturers such as Rohit Surfactants and Nirma Ltd,
however, continued to enhance their presence by focusing on geographical expansion to
reach more consumers. Furthermore, other domestic brands such as XXX, T-Series,
Vidsha, and Tran Keri continued to enjoy huge popularity in specific regions and
therefore continued to have low brand recognition at a national level.
In 2012, Hindustan Unilever introduced Comfort One Rinse Fabric Conditioner - a watersaving fabric softener to help consumers save water which received a positive response
from the target customer. It is a unique product in Indian home care which has found
favour with female consumers. The brand is even endorsed by Madhuri Dixit who is a
popular Bollywood celebrity.
Hindustan Unilever continued to promote its brand Surf Excel by continuing its daag
acche hain Dirt is Good advertising campaign, which continued to show stories of
children getting dirty while doing something good. Through its advertising campaign, the
company continued to build an emotional connection with consumers which benefited the
sales of the brand during the latter years of the review period.
Leading companies such as Hindustan Unilever started to use folding cartons for
packaging of high- priced automatic detergents to give it a premium appearance. Folding
cartons were not previously available in laundry care, always being sold in flexible
packaging or paper packaging which are low cost.
Private label brands including 110% by More supermarket, Great Value by Easy Day,
CleanMate by Big Bazaar and Sudz by Reliance gained huge popularity in India. Most
private label products in detergents are distinguished by offering various in-store schemes
and offers. Furthermore, private label continued to emulate the packaging of leading
manufacturers to gain sales.
There are no green companies or brands as such; however, leading manufacturers such as
Hindustan Unilever Ltd took initiatives to save water. The company launched Comfort
One Rinse Fabric Conditioner which reduces water consumption while rinsing clothes.
Additionally, the company also launched Magic that would reduce the water usage by
two- thirds. Magic is an after washlaundry detergent that is used while rinsing clothes.
PROSPECTS
With growing disposable incomes and increasing purchasing power, laundry care is likely
to witness strong growth in newer and expensive products such as fabric softeners and
automatic detergents. Growth in laundry detergents including automatic detergents would

be contributed by urban consumers who will shift from standard powder detergents to
automatic detergents. Additionally, leading international and domestic manufacturers
such as Procter & Gamble are likely to enter into newer products to leverage on potential
growth that they promise.
Forecast period growth of laundry care would be slightly slower than the review period.
However, sales value contribution of laundry care in absolute terms over the forecast
period would be significantly higher than the review period. The faster growth during the
review period was mainly due to the small value sales base of laundry care.
An increase in the prices of raw materials, mainly soda ash, levy of import duty on soda
ash and shortage of skilled labour might drive costs and threaten growth
of laundry care over the forecast period. Increasing product prices are likely to hamper
the uptake of relatively premium products such as fabric softeners and impact the growth
of laundry care over the forecast period.
Fabric softeners and spot and stain removers are likely to record the fastest constant value
CAGRs of 11% and 9% respectively over the forecast period. Such growth would be
contributed by the rising disposable incomes among the middle class consumers who are
becoming increasingly willing to spend on quality laundry care. Additionally,
manufacturers including Hindustan Unilever and Procter & Gamble are investing heavily
in television advertising to promote newer products and achieve brand recognition.
The prices of detergents are likely to rise as the government is planning to impose
additional duties on the import of soda ash; a key input in its production. Soda ash
comprises 35% of laundrydetergents raw material costs in India and it would be a huge
blow for detergent producers. The cost burden will be partly passed to consumers through
price hikes. However, unit prices for mature products such as bar detergents might not
fluctuate as involved players look to retain their loyal consumer base.
New products such as Hindustan Unilevers fabric softener brand Comfort highlighted
this newer product to consumers. Hindustan Unilever offered trial packs of Comfort
along with Surf Excel which continued to enjoy huge popularity in laundry detergents.
Such promotions are likely to push these brands further. Additionally, the growth in fabric
softeners might attract rivals such as Procter & Gamble and Reckitt Benckiser to enter
into newer products.
Leading manufacturers are likely to introduce new laundry aids such as ironing aids,
starch aids, fabric whiteners and softeners to cater to the consumers who are looking for
products which simplify the entire process of laundry care and make their expensive
clothes last long.
Market Share of Companies:

40
35
30
25
20
15
10
5
0
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
Capacity of Companies:
1400000
1200000
1000000
800000
600000
400000
200000
0
Tonnes
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
Market Share of Major Products:
Table 1 Automatic detergents by type: % value analysis 2007/2012

% value
2007
2012
Biological
1.9
2.3
Non-biological
98.1
97.7
Total
100.0
100.0
Source: Euromonitor International from official statistics, trade associations, trade press,
company research, store checks, trade interviews, trade sources
CATEGORY INDICATORS
Table 2 Household Possession of Washing Machines 2007-2012
% possession of washing machine
2007
2008
2009
2010
2011
2012
Urban
16.3
19.5
23.3
25.5
27.5
30.0
Rural
0.2
0.2
0.3
0.4
0.6
0.6
Total
5.0
6.0
7.3
8.2
9.0
9.9
Source: Euromonitor International from official statistics, trade associations, trade interviews
CATEGORY DATA
Table 3 Sales of Laundry Care by Category: Value 2007-2012
Rs million
2007
2008
2009
2010
2011
2012
Carpet Cleaners
Fabric Softeners
100.2
146.9
208.0
280.8
358.8
Laundry Aids
5,808.4
6,375.6
7,014.6
7,688.3
8,517.5
9,236.0
Laundry Detergents
78,725.1
92,955.0
99,911.2
104,425.8
115,690.3
126,312.2
Laundry Care
84,533.5
99,430.8
107,072.7
112,322.1
124,488.6
135,907.0
Source: Euromonitor International from official statistics, trade associations, trade press,
company research, store checks, trade interviews, trade sources
From the Above Statistics, it is evident that the Detergent Market is a highly competitive market
in India. Tide is presently the third largest selling detergent brand in the country. Liquid
Detergent is a niche market in India with only Surf Excel foraying into it in India. So we propose
Tide to Launch its Liquid Detergent in India which is highly successful in other countries. This
will also give tide an early mover advantage in this market.
With the price that we proposed above in the Marketing Strategy Development, we move ahead
here with the financial calculations of the same with the appropriate costs and break-even point.
We expect the Sales to increase in steadily over the years and we do the calculations as below:
Projected Income Statement: (FY 2014-15)

Particulars
Amount(in thousands)
Sales
25000
Revenue
2828000
COGS
2029000
Depreciation
45400
Operating Profit
753600
Interest
50000
EBT
703600
Taxes
203000
Net Income
500600
Breakeven Analysis:
Average Cost/unit = 2029000/25000 = Rs. 81
Avg. Selling Price/unit = 2828000/25000 = Rs. 113
Fixed Cost = Rs. 5000 Million
Avg. Variable Cost = Rs 61.16
Contribution Margin = Rs.
Contribution Margin Ratio = 32/113 = 0.28
Breakeven (in no. of units) = Fixed Costs / Contribution Margin
= 5000 /32
= 156250000 Units
Breakeven (in Rs.) = Breakeven qty * Avg. Sales Price
= 156250000 * 113 = 17650 Mn

Hence the company would need to generate revenues of Rs. 17650 Mn in order to break even for
the product. The sales growth figures for the product are estimated as:
Sales Forecast
Sales Forecast (Liquid Detergents in India) (in Rs. Millions)

4000
3500
3000
2500
2000
1500
1000
500
0
2014
2015
2016
2017
6. Product Development
Prototypes
HUL has already launched Surf Excel liquid detergent in India so prototyping of liquid
detergent is not really required. However consumers might differ on cleansing efficiency of the
product based on the visible attributes. The color blue is generally related with cleaning strength,
so the actual product can be blue in color while packaging could be in Tides traditional orange
and blue colored containers. Different fragrances can be introduced for testing purpose.
Other than bottles pouches, sink packets and travel packets also will be made available.
Customers Test
P&G has on-site labs to do both alpha and beta testing for its product. After testing the product in
house, people can be called to the facilities to test the products efficiency and other key
attributes.
Apart from testing the cleaning strength, the effect on hands/skin, fragrance and dissolution can
be tested during beta testing.
7. Test Marketing
To test market or not?
As mentioned earlier HUL has already launched it liquid detergent in India, the question whether
to test market or not can be left to answer on the discretion of Tide marketing team. The market
reports of Surf Excel liquid detergent can be leveraged to scope the responses from the market
for Tide liquid detergent.
However, Surf Excel is a market leader in India and has a well-established distribution network,
clear positioning and high visibility in comparison to its rivals. Tide in India also has become a
well-known brand but in comparison to Surf Excel does not enjoy same reputation. So, to be
clear about the brand specific consumer response test marketing can be carried out. As part of
test marketing, following things should be kept in mind:
When to
Since Surf has already launched its liquid detergent on May month of this year, its the right time
to come up with the product to capture market before its too late to do so.
Where
The product will fall into a price premium category and pricewise the brand also falls into
medium to high priced category, so to test starting with metropolitan cities and placing the
products in super-markets will be a good strategy.
For How Long

Keeping the competition in eye, the test marketing phase shouldnt be long enough to expose the
product completely to the competitors. A test period of 1-2 months would be more than enough
to gauge consumer response.
What to test
The key point that needs to be tested is the acceptability of liquid detergent among Indian
consumers. Through a promotional campaign in line to make people aware of the benefit of the
product over traditional washing powder and the value proposition can help in increasing
acceptability.
8. Commercialization
Entry
HULs entry in the liquid detergent market has taken away the first mover advantage from Tide
but same can be leveraged as an advantage, as market is now aware of the breakthrough product
and the market size is already available. The flaws in the Surf Excel liquid detergent marketing
strategies also can be studied and avoided.
Where
Once the test marketing is complete and its decided to launch the product, it should be launched
nation-wide but investing in distributing the product in rural markets can be kept on hold till the
product reaches a growth stage. The reason to hold is the rural market in India still comes in
economy category and the product will be slightly premium priced.
To make the product available the below distribution system can be followed.
To Whom
The target market for the product will be high income middle class households who think of
washing clothes as wasting time and unproductive work yet values a clean appearance. The price
benefit of the product (easy dissolution and less wastage) will also be better understood in this
target audience.
How
Since P&G is a global giant in FMCG sector it has the resources to back-up all kind of marketing
strategies for its product.
Seeing the above table we can easily say that budgeting is not really a problem for the activities
but the point that should be kept in mind is that any company has a target of making profit and
hence all the money invested in the marketing activities should be productive in that regard.
Initially an aggressive promotional campaign needs to be carried out simultaneously with an
aggressive distribution strategy.
Audio-Visual ads and TV commercials are the most efficient form of promotion for FMCG
products and should be carried out the product in discussion as well. The objective of this
campaign would be to educate the benefits of this breakthrough product over traditional form of
it (detergent powder).
The distribution network should be stimulated and strengthened to keep product available and to
deter competitors respectively.
Marketing Plan
Objective:
Here we are launching a product called liquid detergent which will be easy to
carry and use. At times normal granular detergent clink each other when
exposed to air. To avoid this liquid detergent is used.
Goals:
Since Surf has already launched its liquid detergent on May month of this year, it
is high time for P & G to launch the product to capture market before its too late
to do so.
Target:
It is mainly targeted to high income group people. It is a premium product for
those who want instant dissolution and have less time and avoid wastage.
Marketing policy:
Price: The product will be offered at high value or superb value

price.
Distribution: Intensive distribution targeting convenient access
to customers.
Promotion: As competition is aggressive in the segment, an
intensive promotional strategy to score over competitors.
Campaigns can include TVC, print ad, billboards & signboards,
exhibition cum demonstration stalls etc.
Product: Thick detergent fluid with washing efficiency twice that
of powder and easily dissolvable form. Packaged in
bottles/pouches/sachets in traditional Tide orange-blue color.
Customer: The benefits of the new product form is developed
keeping consumers benefit in mind. The attributes like safe for
hands and skin, requirement of less effort in washing are key
attributes that needs to be communicated to end-users.
Strategy:
Marketing the product as twice as effective as earlier forms of

detergent, yet pricing the product as not twice as expensive.
Positioning the product as something which gives value for money.
Although the product is price premium, availability shouldnt be
undermined as the product is a daily need product. An intensive
distribution channel should ensure the availability at the shop next
door.
.

Tactics
The tactics is to create extensive awareness about the product such that the
users of powdered detergent adopt liquid detergents converting the nonusers to its umbra market.
Packaging should be to create impulsive desires, and it should stand

out among its competitors. It is where Product development team and
marketers come into action in furnishing packaging standards for its
entire product line.
Program
The extensive use of Direct selling to the distributors and the end users as
well.
Samples of TLD to be given free with Tide powder detergents to induce trials
and comparison between the categories.
Samples to be also given with P&Gs other products targeted at the same TG
as the TLD, like Head N Shoulders
Procedure
As a part of initial launch discounts and offers such as more for more
can be offered to attract buyers but this should be done keeping in
mind that this strategies should be supported with strong promotions
and doesnt dissolute quality perception among customers.
Discounts can be given to distributors as well as retailers to promote
sales.
Promotion agencies should be hired for carrying out campaigns
through billboards and signboards, the campaign should be based on
density of city/region. The cities or regions can be grouped upon their
population density.
The billboards and signboards should be mounted at high rise
buildings, flyovers, bridges and high altitude roads.
Opening exhibition cum demo cum sales stalls at places such as
shopping malls, industrial areas, outside parks etc.
Making SKUs available as soon as possible as per market demand
9. References:
http://businesscasestudies.co.uk/cadbury-schweppes/launching-a-new-product-into-a-developedmarket/the-launch-strategy.html#axzz2ksc0ATGV
http://www.indiafoodbrief.com/index.php/from-the-editors-desk/130690-the-big-suds
https://www.google.co.in/search?q=Tide+P
%26G&rlz=1C1WLXA_enIN544IN544&oq=Tide+P
%26G&aqs=chrome..69i57j0l5.4774j0j4&sourceid=chrome&espv=210&es_sm=93&
ie=UTF-8#es_sm=93&espv=210&q=Liquid+Detergent+in+India
http://articles.economictimes.indiatimes.com/2013-0510/news/39169293_1_detergent-hul-rin
http://www.dcmsme.gov.in/publications/pmryprof/chem/ch17.pdf
http://www.slideshare.net/Arnab_Roy_Chowdhury/my-research-15036628
http://suranjanmktg.blogspot.in/2011/10/check-out-retailer-magazine-july-2011.html

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