Denta Tooth Brushes

Once the market leader in the tooth brush category, Denta started losing market share in the middle of the 90s. Over the last 10 years Denta lost market share to the two largestbrands in the oral sector, who combined with the ‘market spend’on toothpaste, managed to overpower Denta and gain market share. Even with the use of the latest technology on brushes and reduced prices,Dentawas unable to regain their steadily decreasing market share. Over the years it became a challenge to convince shops to stock Denta brushes. Retail reach dropped from 120,000 stores to 53,000 stores.

In early 2012 Denta approached Sarva, when their last campaign which focused on Dentaproduct features and targeted male consumers, failed to make an impact on sales. Being a new category for Sarva, we ventured into the market to understand the consumer buying behavior and the benefit expected from toothbrushes.

Our research showed toothbrushes to be a very low involvement product usually bought by mothers during the course of their weekly / monthly shopping excursions for family groceries and other household products. The product was very low involvement because the toothbrush was perceived as an enabler to oral hygiene, a category owned by the toothpaste sector.

Sarvasaw this as a ‘blue ocean’ as none of the toothbrushes had established a position for themselves in the minds of consumers. Hence Sarva changed the approach to the communication completely. The proposed communication spoke directly to mothers and moved the brush from the oral care category to the beauty and appearance category. The client too supported this bold move.

The results werephenomenal. Denta sales shot up from 600,000 units a month to 1.2 million units a month in 8 months. For the first time in history,Denta was able to increase its price toRs. 5/- more than the current market leader and simultaneously expand its reach to over 80,000 outlets. Todate,Denta continues to enjoy an over 30% growth per month