Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/8337
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dc.contributor.authorJaiswal, Anand Kumar-
dc.contributor.authorSrivastava, Arpita-
dc.contributor.authorKothari, Dhwani-
dc.date.accessioned2010-09-02T09:32:20Z-
dc.date.available2010-09-02T09:32:20Z-
dc.date.copyright2007-
dc.date.issued2010-09-02T09:32:20Z-
dc.identifier.urihttp://hdl.handle.net/11718/8337-
dc.description.abstractThis case is about the evolution of a parent brand and its subsequent extension into different product categories. Dettol as a brand has received immense trust and loyalty from consumers. Since the 1930s when Dettol was introduced in India, it has steadily created a deep entrenched position in the mind of its consumers. To achieve fast growth and leverage the strong brand equity of the Dettol, Reckitt Benckiser India Limited rolled out a number of brand extensions. Some of these extensions such as Dettol Soap and Dettol Liquid Hand Wash became a phenomenal success, while most others failed. The case discusses why some of the extensions achieve great success while others fail miserably.en
dc.language.isoenen
dc.subjectDettolen
dc.subjectReckitt Benckiseren
dc.subjectBranden
dc.subjectExtensionsen
dc.titleDettol: Managing Brand Extensionsen
dc.typeCases and Notesen
Appears in Collections:Cases and Notes

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