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Nirma – a 1990s household name – declined post-liberalisation due to competition from Ariel and Surf Excel, outdated formulas, and failed advertising shifts.
Nirma dominated the detergent market in the 1990s with a 60% share.
In the 1990s, the catchy jingle “Sabki Pasand Nirma… Washing Powder Nirma” echoed in almost every household, making Nirma a brand synonymous with cleanliness and affordability. Its advertisement, featuring women joyfully washing clothes and brightening whites, became a cultural phenomenon during the Doordarshan era. Yet today, Nirma has nearly vanished from the market it once dominated. Brands like Ariel, Tide, and Surf Excel have taken over, leaving many wondering how such a popular and trusted name faded into obscurity.
Nirma’s story began with Karsanbhai Patel, a man of modest means who sold his homemade detergent while riding a bicycle through the streets of Gujarat. In 1969, Patel started producing detergent in his backyard, naming the product after his daughter, Nirupama, who tragically died in an accident. Despite the personal loss, Patel pressed on with determination, hoping to make Nirma a household name.
At the time, premium detergents like Surf were out of reach for most families. Patel spotted an opportunity and introduced Nirma at an affordable price without compromising on quality. His marketing strategy was bold and direct – every packet of Nirma came with a money-back guarantee if the clothes didn’t come out clean. This approach struck a chord with middle-class households, driving sales rapidly.
As demand surged, Patel quit his government job and dedicated himself fully to expanding Nirma’s market presence. By the 1990s, Nirma had secured a staggering 60% share of the detergent market, outperforming established brands through a combination of low cost, effective cleaning, and memorable advertising.
However, Nirma’s dominance began to slip as the market landscape changed post-liberalisation. Global giants like Procter & Gamble (P&G) and Hindustan Unilever entered the Indian market with aggressive strategies and advanced formulations. Brands like Tide and Surf Excel introduced new enzymes and cleaning agents that delivered superior performance, appealing to the evolving consumers’ expectations.
Nirma struggled to keep up. While competitors rolled out innovative products and launched targeted marketing campaigns, Nirma remained largely unchanged. Its once-groundbreaking formula started to feel outdated. The market share, which had once touched 60%, began to erode rapidly after the early 2000s.
A major blow came when Nirma shifted its advertising strategy. For years, Nirma’s ads had portrayed women confidently handling laundry, reinforcing the connection with homemakers. However, in a bid to modernise its image, the company roped in Hrithik Roshan as the brand ambassador and featured men doing laundry. This shift failed to resonate with the brand’s core audience – housewives – who had been Nirma’s loyal customer base.
The disconnect widened further as competitors doubled down on emotionally resonant advertising. Surf Excel’s “Daag Achhe Hain” campaign, which celebrated stains as symbols of childhood and exploration, struck a deep emotional chord with consumers. In contrast, Nirma’s ads lost their relevance and emotional appeal.
By the 2010s, Nirma’s market share had dwindled to just 6%, a dramatic fall from its peak. The brand that once dominated households with its affordability and reliability had become a shadow of its former self. The company’s attempts to diversify into other products like soaps and personal care failed to revive its fortunes.
Today, while Nirma still exists, it no longer holds the position of power it once commanded. Its story stands as a cautionary tale of how rapid market shifts, changing consumer behaviour, and strategic missteps can unravel even the most iconic brands.