Dettol: managing brand extensions

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/10450

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DC Field	Value	Language
dc.contributor.author	Jaiswal, Anand Kumar
dc.contributor.author	Shrivastava, Arpita
dc.contributor.author	Kothari, Dhwani
dc.date.accessioned	2011-05-03T05:56:47Z
dc.date.available	2009
dc.date.copyright	2009-04-15
dc.date.issued	2009
dc.identifier.uri	http://hdl.handle.net/11718/10450
dc.description	Asian Case Research Journal, 13, 1 (2009), 105-43	en
dc.description.abstract	“What next?” pondered Vishal Khannaa, General Manager (Marketing), Reckitt Benckiser India Limited (RBIL), as he sat gazing at the Boston Consulting Group (BCG) matrix of Dettol brand extensions (Exhibit 1). It was December 20, 2006 and Mr. Khanna was putting together decisions concerning the brand extensions of Dettol. RBIL had rolled out more than eight extensions of Dettol in the past and many of them had failed to establish their presence in the market. Khanna was entrusted with the task of assessing the performance of various extensions. He was wondering what future course of action the company should take. He first started reflecting on the long journey traversed by Dettol in India.
dc.language.iso	en	en
dc.title	Dettol: managing brand extensions	en
dc.type	Article	en
Appears in Collections:	Journal Articles

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