BONUS TRI-STAR

Detergent market of Pakistan is attractive and battle place for the MNC’s as well as Local brands. The story begins in 1981 when Lever Brothers launched the first ever branded detergent in Pakistan with the name of “Surf”, and was doing very well because of its quality. When Colgate Palmolive saw the detergent market growth and the potential buyers, in 1982 launched “Brite” a detergent with the same quality and price of surf. Initially the results were excellent and the sales were growing but later Brite was not able to create brand loyalty and the sales went flat, but surf was still doing well. Survey regarding the failure of Brite depict that people were satisfied by surf quality but were not happy by the price. This gave an idea to Colgate Palmolive and in 1986 they launched “Express”, a detergent with same quality as surf and Brite but was priced 30% lower than the other two. This step was a turning point for express sale increases and making it market leader in 1988. After that lose Levers launched “Sunlight” in 1991 which was of same price and quality as express but the results were disastrous and sunlight went away from the market in a quick period. When Colgate Palmolive saw that Levers were trying every strategy to break express, they launched “Bonus Tri-Star” in 1992 another detergent by Colgate Palmolive produced for the lower segment. Lever saw surf was not doing well they launched in 1995 “Wheel” a competitor of bonus sunlight .Wheel was of same quality as bonus but was priced even lower. It was a success, and in 1996 wheel got 60% of lower segment market share while bonus decreased at 40%. In After that Brite Tri-star 1999, Bonus tri-star gets at tope by advertisement and marketing activities.

Majority of customer in the detergent market are price conscious they seek the price first and quality second to price. The major strategies seeking in the Bonus story are pricing that directly targeted to low income consumers that was not identified before. They have kept in mind customer needs and constantly adopted the cost reduction strategies