| 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 |
