The deodorant and perfume market in India is extremely fragmented with

over Z no. of players. The total market size is Rs. X and it is growing rate
of Y%. This growth has been triggered due to an increasing awareness
towards male grooming products, rising levels of disposable income, and
an increased appreciation towards personal hygiene. Current retail value
growth of 27% within deodorants in 2015 was lower than the review
period CAGR of 31%. The deodorant market was fairly small at the start of
the review period in 2010, with sales taking-off following the entry of a
large number of brands due to the opportunities offered by this market.
While growth rates within deodorants remain strong, they are gradually
falling due to increasing maturity.
Gas based deodorant cans dominated the category at a time, due to
increasing levels of environmental consciousness and changing consumer
preferences owing to the realisation of the effectiveness of deodorant
pumps, the scenario has changed. FOGG entered the market with the first
ever deodorant pump for the Indian market in the year XXXX. It claimed
that its offerings were not just more effective than its competitors, but
they also lasted for a longer time. The value for money proposition and
higher quality product, together made FOGG the market leader in the
category. And this forced all of the other players to follow suit. AXE by
Hindustan Unilever had to undergo major repositioning to try and catch up
with FOGGs market dominance.
AXE vs FOGG
Started in the year 20XX by HUL, AXE deodorants instantly captured the
attention of its target segment with a very youthful style of engagement.
It was made available through regular retailers and chemist stores, where
a lot of consumer were going to buy personal care products. Despite being
a premium brand, it was easily available in various locations and enjoyed
plenty of visibility. While there were many competitors, it took XX number
of years for anyone to make a serious dent to AXEs market dominance.
FOGG which was launched in the year 20YY, provided an alternative to
AXE and connected with consumers changing sensibilities. FOGG started
by Vini Cosmetics, targeted the same segments and leveraged the same
distribution channels, but made a significant dent in AXEs market share.
Within two years of its launch, FOGG was able to capture a market share
of 12%, with a significant of sales coming from AXE consumers.
RESEARCH PROVLEM: How does AXE regain lost business share from
FOGG? (or something on those lines)