Please use this identifier to cite or link to this item:
http://hdl.handle.net/11718/8337
Full metadata record
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Jaiswal, Anand Kumar | - |
dc.contributor.author | Srivastava, Arpita | - |
dc.contributor.author | Kothari, Dhwani | - |
dc.date.accessioned | 2010-09-02T09:32:20Z | - |
dc.date.available | 2010-09-02T09:32:20Z | - |
dc.date.copyright | 2007 | - |
dc.date.issued | 2010-09-02T09:32:20Z | - |
dc.identifier.uri | http://hdl.handle.net/11718/8337 | - |
dc.description.abstract | This 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.iso | en | en |
dc.subject | Dettol | en |
dc.subject | Reckitt Benckiser | en |
dc.subject | Brand | en |
dc.subject | Extensions | en |
dc.title | Dettol: Managing Brand Extensions | en |
dc.type | Cases and Notes | en |
Appears in Collections: | Cases and Notes |
Files in This Item:
There are no files associated with this item.
Items in IIMA Institutional Repository are protected by copyright, with all rights reserved, unless otherwise indicated.