Sirona Hygiene Private Limited was a young startup founded in 2015 by Deep Bajaj. The firm had three brands under its umbrella, namely, female hygiene (Peebuddy), menstrual hygiene (Sirona) and protection and wellness (BodyGuard). Though the firm was recognized for feminine hygiene products, the pandemic boosted the sale of BodyGuard face masks and hand sanitizers.
The sanitizer market was growing, and protection and sanitization products were now part of every consumer’s daily ritual. As BodyGuard now had some brand recognition, Sirona could consider expanding the sanitizer line with a natural new product formulation. However, the expansion decision could have short- and long-term impacts on BodyGuard and Sirona Hygiene. The decision could be two-pronged, involving a product line expansion and revisiting the BodyGuard segmentation strategy. Currently, the BodyGuard range was focused on business-to-consumer (B2C) users, but volumes were higher in business-to-business (B2B). Second, BodyGuard was a forced fit brand amongst the Sirona family of feminine products
Thus, as Sirona considered a new product opportunity, assessing the viability of a possible move to the B2B segment may be prudent. However, the BodyGuard range also had mosquito repellents and baby products, which were essentially a B2C option, so was it more practical to stay as a B2C brand? Furthermore, if BodyGuard stayed a B2C brand, should it consider a demographic segmentation, or was a psychographic approach more beneficial in a cluttered commoditized space such as sanitizers? Which approach would build a consumer–brand connection? Or should the brand straddle both segments? Finally, the firm would also need to assess the BodyGuard segmentation strategy from the overarching Sirona business strategy.