Unilever Pakistan recently launched a toilet cleaner brand called Domex, entering into a category which is not yet very well-developed. Currently, the overall toilet cleaner category comprises of a branded and an untapped market.

According to Junaid Murtaza, Brand Manager – Household Care, Unilever Pakistan, “The branded segment is valued at over Rs 400 million.” Within this segment the biggest player is Harpic by Reckitt Benckiser. Harpic has been around for almost two decades and has since gained a market share of over 80% of the branded segment, according to Syed Mohsin Mahomed Ali, Senior Brand Manager, Harpic at Reckitt Benckiser.

Besides Harpic, there are several local and international toilet cleaner brands which include Mr Muscle, Scotch Brite, Singhar, Sweep and grey channel imports of international Harpic and Domex, although none of these brands have gained a significant market share.

As a result, the penetration of branded toilet cleaners in urban Pakistan stands at only 40%, leaving 60% of the market untapped. Consumers within this untapped market currently use acids and proxies such as the suds left over from washing their clothes and a mixture of other cleaning agents. This presents a huge opportunity for a new brand like Domex.

Domex has entered the market with three SKUs targeted at the urban housewife within the branded and the untapped segment. Domex’s 200ml penetration pack (Rs 50) is aimed at inducing trial among consumers who currently do not use branded toilet cleaners. Its 500ml consumption pack (Rs 110) is targeted at people who are already familiar with the use of branded toilet cleaners. Additionally Domex also has a 750ml value pack (Rs 150).

According to Murtaza, Unilever felt there was an unaddressed need in terms of ‘killing germs’ which the current players were ignoring. Thus the company decided to position Domex as a ‘germ buster’ based on research which stated that most sicknesses, including stomach bugs and respiratory infections stem from a dirty toilet.

Domex has been communicating this primary positioning through its television, outdoor, in-store and digital campaigns. However, what Domex’s communication does not address at this point in time is that it is also a multi-surface cleaner that can be used on all surfaces in the washroom.

This multi-surface cleaning proposition is what gives Domex an edge over its biggest competitor Harpic. Although both brands offer similar SKUs at the same price points, Domex gives more for the same price because the same product can be used on all bathroom surfaces, as opposed to Harpic which is solely a toilet bowl cleaner. This proposition of an all-in-one surface cleaner is bound to appeal to the price sensitive consumer when Domex decides to communicate it. However for the time being the brand wants to focus on germ busting as the key differentiator.

Domex has several challenges to deal with in terms of consumers who use branded and unbranded products. For those who have been using Harpic for the last 20 years, Domex will have to make its brand attributes very clear so that these consumers have a reason to believe in a new brand over the old and familiar. For those who use unbranded products such as acid, Domex will have to work on changing mindsets.

Overcoming both challenges requires a significant marketing investment, which is highly likely as Domex is backed by the marketing muscle of Unilever Pakistan. Additionally if Domex is able to register its multi-usage proposition with consumers it could be successful in convincing branded toilet cleaner users as well as acid and proxy users, to opt for Domex.