Team Ramen, Negocio'20, Final Round

1. FINAL ROUND
INCEPTION OF A BRAND IN
THE NEW NORMAL
TEAM RAMEN

2. 2021
Bangladesh after the pandemic

3. 25m+
Confirmed Cases
Worldwide
1m+
Confirmed Cases
Worldwide
400k+
Confirmed Cases
Bangladesh
5k+
Confirmed Cases
Bangladesh

4. 13%
Increase in Unemployment
25.13%
Increase in Poverty

5. Raising Health
Concerns
Increased Awareness
in Hygiene Products
Increased Spending in
Preventive Measures
CHANGE IN CONSUMER BEHAVIOR

6. Source: Google Trends
0
20
40
60
80
100
120
11-Aug-19 11-Sep-19 11-Oct-19 11-Nov-19 11-Dec-19 11-Jan-20 11-Feb-20 11-Mar-20 11-Apr-20 11-May-20 11-Jun-20 11-Jul-20
Web Searches in Bangladesh from Aug'19 to Aug'20
Lifebuoy Savlon Dettol Sepnil
Outbreak of Coronavirus in
Bangladesh

7. 25%
Market Growth Rate
250crore
Category Size of Hand Wash
265,000
On-shelf Availability in Stores

8. PORTER’S FIVE FORCES
Threat of New
Entrants
MODERATE
Threat of
Substitutes
HIGH
Bargaining
Power of
Suppliers
LOW
Bargaining
Power of
Buyers
HIGH
Competitive
Rivalry
HIGH

9. COMPETITORS
Lifebuoy
• Market Leader with 77% Share
• Uniliever
• লাইফবয় যেখানে স্বাস্থ্য যেখানে
Dettol
• 6% Market Share
• RB
• Be 100% sure
Savlon
• 9% Market Share
• ACI
• জীবাণুমুক্ত প্রতিতিে
Sepnil
• 6%< Market Share
• Square
• Stops Germs

10. POINT OF PARITY
Protection from germs
POINT OF DIFFERENCE
Natural ingredient coconut milk that is
beneficial for the skin
56%
38%
7% 1%
Kills 99% Germs
Natural Ingredients
Price
Packaging
1st
Priority
26%
62%
9%
3%
Kills 99% Germs
Natural Ingredients
Price
Packaging
2nd
Priority
PRODUCT OVERVIEW

11. THREAT
• Established players in the
market with a diverse hygiene
portfolio
• Inconsistent customer loyalty in
the liquid hand wash market
WEAKNESS
• New entrant
• Market leader in only one
product line (Dabur Honey)
OPPORTUNITY
• Capitalizing on the current
increase in demand for hygiene
products
• Recognition as an herbal and
ayurvedic brand
STRENGTH
• Established portfolio of care
products
• Established brand name and
identity
• Vast network of distributors
SWOT ANALYSIS

12. Source: Statista
0
20
40
60
80
100
120
11-Aug-19 11-Sep-19 11-Oct-19 11-Nov-19 11-Dec-19 11-Jan-20 11-Feb-20 11-Mar-20 11-Apr-20 11-May-20 11-Jun-20 11-Jul-20
Web Searches of Dabur from Aug'19 to Aug'20
Launching of Dabur

13. OUR STORY
UNESTABLISHED
BRAND
PORTFOLIO IN A
MATURE
MARKET OF
HYGIENE
PRODUCTS
Initial Core Issue
ESTABLISHED
MARKET
PRESENCE WITH
STEADY SALES
GROWTH
After One Year

14. CRISIS SITUATION
ONE MONTH DELAY IN DISTRIBUTION

15. Decreased Brand
Presence
Loss in Market
Share
Gap in Sales for
One Month
EXPECTED AFTER-EFFECTS OF THE CRISIS

16. PROBLEM STATEMENT
HOW DO WE DESIGN A CAMPAIGN THAT RESOLVES THE
EXPECTED AFTER-EFFECTS OF THE CRISIS AND
ACCELERATE SALES BY 20% AT THE SAME TIME?

17. OBJECTIVES
Brand Recall Capture Market through
Distribution
Accelerated Sales Push

18. ALTERNATIVES
CONTINUE THE
AWARENESS CAMPAIGN
AND RE-ENTER THE
MARKET WITH A
DIFFERENT PACKAGING
OR NEW STOCK
KEEPING UNIT.
RISK SEEKING
BUILD ANTICIPATION
TOWARDS A CAMPAIGN
FOLLOWED BY A SALES
PUSH.
RISK NEUTRAL
RE-ALLOCATE THE
RESOURCES FOR
SALES AND
ACQUISITION TO MAKE
PROPER MARKET
RESEARCH AND
EXPAND DISTRIBUTION.
RISK AVERSE
1 2 3

19. ALTERNATIVES
CONTINUE THE
AWARENESS CAMPAIGN
AND RE-ENTER THE
MARKET WITH A
DIFFERENT PACKAGING
OR NEW STOCK
KEEPING UNIT.
RISK SEEKING
BUILD ANTICIPATION
TOWARDS A CAMPAIGN
FOLLOWED BY A SALES
PUSH.
RISK NEUTRAL
RE-ALLOCATE THE
RESOURCES FOR
SALES AND
ACQUISITION TO MAKE
PROPER MARKET
RESEARCH AND
EXPAND DISTRIBUTION.
RISK AVERSE
1 2 3

20. MARKETING STP
SEGMENTATION
Hardcore Loyals
Split Loyals
Shifting Loyals
Switchers
Brand Loyalty
Addresses diverse utility (The Shifting
Loyals) and better bargains (The
Switchers) in this mature product
market
Geographic
Urban
Semi-Urban
Rural
Addresses the varying levels of
demand

21. MARKETING STP
TARGETING AND POSITIONING
Shifting Loyals and
Switchers living in
Urban Areas
Primary Target Market
POSITIONING:
Offering the benefits of coconut milk
along with protection from germs at
the best possible bargain
Individuals living in
Semi-Urban Areas
Secondary Target Market
POSITIONING:
The most affordable price for the best
hygiene

22. H E A L S
THE BIG IDEA
HEALTH = EMPATHY + AWARENESS + LEADS + SALES

23. OBJECTIVE: BRAND RECALL
H E A L S
FOR CHILDREN

24. Finally, it’s back to normal!

25. 88,667
Children Die before the Age of 5
11.9/100,000
Die due to Unsafe Water, Unsafe
Sanitation and Lack of Hygiene

26. 9.8%
Possible Increase in Under
5 Mortality Rate
100/1000
Rotavirus Infection Rate for
Children under the Age of 5
6/1000
Diarrhea Mortality Rate for
Children under the Age of 5

27. H E A L S
FOR CHILDREN

28. 46%
48%
50%
52%
54%
56%
58%
60%
62%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Share of Population with Access to Improved
Sanitation in Bangladesh
Source: Statista

29. 28%
Population Equipped Hand
Washing Station with Soap and
Water
2/3rd
Households Have a Hand
Washing Station 30 Feet Away
from the Toilet

30. েনেিে, েুস্থ্্, েুন্দর
H E A L S
FOR CHILDREN

31. Let’s make a change, together!

32. H E A L S
FOR CHILDREN

34. The Want to Help the
Children
AFFECTIVE
The Will to Do the Bare
Minimum to Help the
Children
BEHAVIORAL
To Associate Dabur
with Doing Own Part
and Help Out the
Children
COGNITIVE
H E A L S
FOR CHILDREN

35. EMOTIONAL APPEAL
SOCIAL MEDIA TRACTION
INCREASED BRAND PRESENCE
ORGANIC
SALES
H E A L S
FOR CHILDREN

37. OBJECTIVE: ACCELERATED SALES PUSH
H E A L S
FOR MOTHERS

38. Self-less and ever caring

39. Pandemic or not,
mothers have to wash their
hands a lot of times

40. H E A L S
FOR MOTHERS

41. H E A L S
FOR MOTHERS

42. েনেিে, েুস্থ্্, েুন্দর
H E A L S
FOR MOTHERS

43. 83.03%
Women Make the Decisions
in the Household

46. FOOTFALLS ON THE
LANDING PAGE
CONVERSIONS FROM
BTL ACTIVITIES
H E A L S
FOR MOTHERS

47. TIED TO FUNCTIONALITY
SOCIAL MEDIA TRACTION
MEANINGFUL AND EFFECTIVE
ORGANIC
SALES
H E A L S
FOR MOTHERS

48. B2B AND DISTRIBUTION
OBJECTIVE: RE-ORGANIZE DISTRIBUTION

49. HANDWASH FACILITIES
• Market Areas
• Free Installations
• Paid Refill Packages
• Bulk Buying Deals
PARTNERSHIPS
• Corporate Companies
• Bulk Buying Deals
• Employee Relationships
B2B SALES APPROACH

50. RE-STRUCTURING DISTRIBUTION
Ensure JIT replenishment of
inventory for crucial suppliers
Constantly Update the
Demand Signal Repository
(DSR) to Identify Critical
Retailers
Keep trunk stock with
assigned Sales
representatives in areas with
most critical retailers

51. Month: 1 (Week 1-3)
• Awareness phase of H.E.A.L.S.
for children
Month: 1 (Week 4)
• Lead Generation phase of
H.E.A.L.S. for children
TIMELINE

52. Month: 2
• Lead Generation and Sales
phase of H.E.A.L.S. for children
Month: 3
• B2B contracts and sales lookout
Month: 4
• Awareness phase of H.E.A.L.S.
for mothers
• Ongoing B2B Channels

53. Month: 6
• Lead Generation and Sales
phase of H.E.A.L.S. for mother
• Ongoing B2B sales channel
Month: 5
• Lead Generation and Sales
phase of H.E.A.L.S. for mother
• Ongoing B2B sales channel

54. MONITORING
KEY PERFORMANCE INDICATORS
Social Media Organic Reach
Reach to Engagement Ratio
Media Traction
Orders Generated
HEALS FOR CHILDREN

55. MONITORING
KEY PERFORMANCE INDICATORS
Leads Generated from BTL
Activities
Sales Generated from Care
Packages
Social Media Response
Social Return on Investment
(SROI)
HEALS FOR MOTHER

56. MONITORING
KEY PERFORMANCE INDICATORS
Newly Activated Distribution
Channels
Leads Converted
Number of Partnership Deals
B2B

57. FINANCIAL FEASIBILITY
SUMMARY
Total Marketing Cost
8,243,500
BDT
Cost per Reach
0.51
BDT
Total Reach from
HEALS
16,038,906

58. FINANCIAL FEASIBILITY
SUMMARY
MROI from HEALS
0.10
BDT
Total sales generated
9,083,482
Total sales including
B2B sales
>20%
year-on-year
increase

59. FINANCIAL FEASIBILITY
SUMMARY
Cost saved per child
31,204
Children reached
22,613
SROI
189.17

60. CONTINUE THE AWARENESS
CAMPAIGN AND RE-ENTER
THE MARKET WITH A
DIFFERENT PACKAGING OR
NEW STOCK KEEPING UNIT.
BUILD ANTICIPATION
TOWARDS A CAMPAIGN
FOLLOWED BY A SALES
PUSH.
RE-ALLOCATE THE
RESOURCES FOR SALES AND
ACQUISITION TO MAKE
PROPER MARKET RESEARCH
AND EXPAND DISTRIBUTION.
ALTERNATIVE 1 ALTERNATIVE 2 ALTERNATIVE 3
SUSTAINABILITY

61. CONTINUE THE AWARENESS
CAMPAIGN AND RE-ENTER
THE MARKET WITH A
DIFFERENT PACKAGING OR
NEW STOCK KEEPING UNIT.
BUILD ANTICIPATION
TOWARDS A CAMPAIGN
FOLLOWED BY A SALES
PUSH.
RE-ALLOCATE THE
RESOURCES FOR SALES AND
ACQUISITION TO MAKE
PROPER MARKET RESEARCH
AND EXPAND DISTRIBUTION.
Identifying areas of the market
which can be tapped, no sales
recovery
ALTERNATIVE 1 ALTERNATIVE 2 ALTERNATIVE 3
BEST CASE
SUSTAINABILITY

62. CONTINUE THE AWARENESS
CAMPAIGN AND RE-ENTER
THE MARKET WITH A
DIFFERENT PACKAGING OR
NEW STOCK KEEPING UNIT.
BUILD ANTICIPATION
TOWARDS A CAMPAIGN
FOLLOWED BY A SALES
PUSH.
RE-ALLOCATE THE
RESOURCES FOR SALES AND
ACQUISITION TO MAKE
PROPER MARKET RESEARCH
AND EXPAND DISTRIBUTION.
Identifying areas of the market
which can be tapped, no sales
recovery
Attractive new packaging and
making it seem like the reason
for one-month stock lay off but
diluting brand image in the
presence
ALTERNATIVE 1 ALTERNATIVE 2 ALTERNATIVE 3
BEST CASE BEST CASE
OUR WORST-CASE SCENARIO IS BETTER
THAN THE OTHER BEST CASE SCENARIOS!!!

63. CONTINUE THE AWARENESS
CAMPAIGN AND RE-ENTER
THE MARKET WITH A
DIFFERENT PACKAGING OR
NEW STOCK KEEPING UNIT.
BUILD ANTICIPATION
TOWARDS A CAMPAIGN
FOLLOWED BY A SALES
PUSH.
RE-ALLOCATE THE
RESOURCES FOR SALES AND
ACQUISITION TO MAKE
PROPER MARKET RESEARCH
AND EXPAND DISTRIBUTION.
Identifying areas of the market
which can be tapped, no sales
recovery
Failed full sales recovery but
people identifying the brand as
part of a social campaign. Builds
up the brand as a symbol of
social awareness and positions
itself by tapping the emotions of
the consumer base
Attractive new packaging and
making it seem like the reason
for one-month stock lay off but
diluting brand image in the
presence
ALTERNATIVE 1 ALTERNATIVE 2 ALTERNATIVE 3
BEST CASE WORST CASE BEST CASE
OUR WORST-CASE SCENARIO IS BETTER
THAN THE OTHER BEST CASE SCENARIOS!!!

64. TACKLING THE CURVEBALL

65. !
Month 1:
HEALS for
Children
Month 3 Month 5
Month 4: HEALS
for Mothers
Month 6
Month 2
CURVEBALL

66. THE STATUS QUO
BRAND EQUITY
• High Social Media Organic Reach
• Acquired Customer Empathy
• Brand Identity and Association
SALES
• Growth Rate Lower than Expected
• Decline in Sales by 5%

67. WHERE WE WENT WRONG
Inability to Compete with
Competitors at the Point of
Sales
Inability to Convert Leads to
Sales LACK OF VISIBILITY OF
DABUR SANITIZE AT THE
POINT OF SALES

68. IN-STORE VISIBILITY

69. IN STORE PROMOTION

70. SALES COVERAGE
Effective Coverage
Truck Stock
Demand Signal
Repository

71. B2B SALES PUSH
Handwash Points
around Market Areas
Bulk Selling Deals with
Corporate Partners

72. THANK YOU

73. CONTINGENCY
AWARENESS
AND TRAFFIC
LEAD
GENERATION
SALES AND
RETENTION
Solely focus on herbal and
natural perks of the product in
communication
Shift the focus from the primary
to the secondary TG (Semi-
urban areas)
Enlarge the brand portfolio to
more hygiene products such as,
bar soaps etc.
CONTINGENCY PLAN
Failing to communicate the
differentiating factors due to
noise from the vast number of
competitors
Inability to generate sales
Inability to retain customers with
the existing product line
The demand for herbal and natural
ingredients in products has a more conscious
TG, which has much potential and is growing.
Tapping onto this market will be easier with
the established brand image of Dabur.
In semi urban areas, consumers are more
simple-minded and thus will more convenient
for our communication. Hence the leads can
be converted to sales more easily.
The bar soap market is 10 times bigger than
the handwash market and with the existing
mindset of taking health precautions,
increasing brand portfolio to hygiene products
will help enlarge the brand and increase the
presence.
WHAT CAN GO
WRONG
JUSTIFICATION

74. APPENDIX
HEALS - Phase 1
Category Quantity Unit Cost Total Cost Unit Reach Total Reach
TVC/OVC production 1 150,000 150,000 - -
TVC airing (days) 30 105,500 3,165,000 403,597 12107906.94
Facebook 4 1,500 6,000 14,000 56000
Campaign reach video
(facebook)
1 35,000 35,000 14,000 14,000
Facebook OVC Boosting 40 4,000 160,000 16,000 640,000
Slum handwash stations 90 1,200 108,000 - -
Village school handwash stations 30 1,200 36,000 - -
Logistics - - 70,000 - -
TOTAL 3,730,000 12,817,907

75. APPENDIX
HEALS - Phase 2
Category Quantity Unit Cost Total Cost Unit Reach Total Reach
Facebook 3 1,500 4,500 14,000 42000
OVC 1 100,000 100,000 14,000 14,000
Facebook OVC Boosting 40 4,000 160,000 16,000 640,000
BTL campaign (Urban) 30 2,000 60,000 500 15,000
BTL campaign (Semi-
urban)
40 1,600 64,000 250 10,000
Sales personnel 70 4,500 315,000 - -
Banners 50000 75 3,750,000 50 2500000
Logistics - - 60,000 - -
TOTAL 4,513,500 3,221,000

76. APPENDIX
Mitigation of disease from excreta pathogens (8675+1854) 10529
Treatment for diarrhea 8675
Hospitalization 12000
Total costs saved per child 31204
Children reached through campaign 22613
HEALS Phase 1 Total investment 3730000
SROI from HEALS Phase 1 189.1732043

77. REFERENCES
1. https://data.worldbank.org/indicator/SH.STA.WASH.P5?locations=BD&view=chart
2. https://trends.google.com/trends/explore?geo=BD&q=Lifebuoy,Savlon,Dettol,Sepnil
3. https://www.statista.com/statistics/586390/bangladesh-access-to-improved-sanitation-by-country/
4. https://www.sdg.gov.bd/page/indicator-wise/5/428/2/5#1
5. https://trends.google.com/trends/explore?geo=BD&q=Dabur
6.https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6816141/#:~:text=Bangladesh%20experienced%20a%20large%20dr
op,1000%20live%20births%20%5B15%5D.
7.https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6816141/#:~:text=Bangladesh%20experienced%20a%20large%20dr
op,1000%20live%20births%20%5B15%5D.
8.http://journal.library.du.ac.bd/index.php?journal=dujs&page=article&op=download&path%5B%5D=1774&path%5B%
5D=1664
9. https://blogs.worldbank.org/endpovertyinsouthasia/towards-cleaner-bangladesh-safe-water-sanitation-and-hygiene-
all
10. https://washmatters.wateraid.org/publications/bangladesh-national-hygiene-baseline-survey-preliminary-report-
2014