daag ache hai campaign

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

2. 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.

3. COMPETITORS

4. 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.

5. 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

6. 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.

7. When mothers saw that getting dirty could help children practise 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

8. 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%.

9. 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 .

10. 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.

11. 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.

12. 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 ”

13. Observation Experienced player Provides offers Innovative advertising approaches

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

15. 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 campaign, sales in Asia grew tenfold and market share reached as high as 70% in some countries. Conclusion