Household Care in Norway
Euromonitor International's Household Care in Norway market report offers a comprehensive guide to the size and shape of the market at a national level. It provides the latest retail sales data, allowing you to identify the sectors driving growth. It identifies the leading companies, the leading brands and offers strategic analysis of key factors influencing the market - be they new product developments, packaging innovations, economic/lifestyle influences, distribution or pricing issues. Forecasts illustrate how the market is set to change.
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Tables: 95 | Publication date: Oct 2008
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Product coverage
Air care; Chlorine bleach; Dishwashing products; Insecticides; Laundry care; Polishes; Surface care; Toilet care products
Executive summary
High quality products and innovation impetus for growth
The Norwegian market for household care grew dynamically in current value terms at 3% in 2007. Over 40% of value sales came from laundry care, which is the largest category with the household care market, with many traditional brands which are well established in the minds of Norwegians. The market as a whole continued to develop, with players launching new products which were innovative and convenient to use, especially in surface care. Norwegian consumers and households were still prepared to spend money on products carrying higher unit prices, as long as they felt they got value for money.
Finish back in the market with a vengeance
One of the leading stories of 2007 was Midelfart Sonesson’s relaunch of the Finish dishwashing product after it had been taken out of the market in 2004. The launch came at the beginning of 2007 and was backed up by heavy advertising in all channels and in-store promotions, and was launched in all four retail chains. There were two launches, one in automatic dishwashing liquids and one in automatic dishwashing tablets. The latter was promoted the most heavily, as the company believes that Norway is far behind Europe when it comes to using tablets. The launch proved to be successful, and even Lilleborg AS had to admit that it lost share to Finish 5-in-1 Powerball.
Incredible dominance by Lilleborg AS
The domestic player Lilleborg AS, part of consumer products conglomerate Orkla Group, backed up by its access to several international Unilever Group brands under licence, was the dominant force in the household care market in Norway in 2007 with an impressive 61% share of retail value sales. Lilleborg continuously conducts market research on consumer demands and expectations, and tries to meet these demands and launch innovative and attractive products. This of course requires heavy investment both in financial and time terms, but Lilleborg, having a sense of what Norwegians want, has continued with this approach for many years and is now reaping the rewards. Nevertheless, the company had to work hard to continue its dominance in 2007. The second most successful company in Norway in 2007 was Sara Lee Household & Bodycare Norge AS with an 9% share of retail value sales.
Supermarkets/hypermarkets and discounters dominate
Sales of household care products in Norway are mostly confined to supermarkets/hypermarkets and discounters, which totalled 90% of retail value sales in 2007. The balance of share was spread across other smaller channels such as convenience stores and forecourt retailers, as they offer added convenience. However, the four retail chains ICA Norge, Coop, Rema and Norgesgruppen, which control the supermarkets/hypermarkets and discounters channels in Norway are able to offer Norwegians quality products from a particularly strong domestic player and from a wide array of multinational players at competitive prices.
Dynamic growth in the forecast period
Household care products in Norway is expected to grow by 11% in constant value terms over the forecast period. All categories will record positive constant value growth except chlorine bleach and insecticides.
Surface care is forecast to be the most dynamic. Norwegian consumers are expected to invest more in their homes and will be prepared to spend more on surface care products to keep their homes clean and tidy. The market will continue to be dominated by Lilleborg AS, which sets the standards for innovation and product development. Household care will continue to be underpinned by new product launches and high quality products, representing added convenience to consumers who want to spend as little time as possible on household care. Private label will continue to see development in products, but will have less of an impact in household care than in disposable paper products, with minor shares. Nevertheless, even in competition with established brands, private label products will in certain categories offer good alternatives.
Increase in domestic spending power in Norway
The Norwegian economy is performing well, following a relatively short slowdown. Household consumption remained relatively strong due to the wealth effects of past house price increases. Per capita income is rising rapidly, and the growth in private consumption continued to increase dynamically in 2007.
Low interest rates, competition-induced productivity gains, high investment by the oil sector and supportive macroeconomic policies are the main drivers for growth. Although there is still a little slack in the economy, inflation is modest, owing partly to low or falling import prices, not weak domestic demand.
Current Impact
Strong household consumption provided opportunities for the sale of premium priced, innovative products in all categories of household care during 2007. With home expenses accounting for 26% of household budgets, Norwegians are willing to spend a little extra to ensure that their homes are well maintained, and even more so when products add convenience.
Jif Mopp by Lilleborg AS is an example of a successful product innovation developed specifically for the Norwegian market. Clean floors are important in a country where most homes have wooden floors, and those homes which have carpets are switching to wooden floors. The new Jif Mopp cleans floors without a bucket or water. Mops can be height adjusted and can get to hard to reach places. Lilleborg followed up the success of the Jif Mopp with additional products in the “new cleaning methods” segment, which saw new launches of window cleaning systems; making it easier for Norwegians to take care of this aspect of household cleaning.
Outlook
Priorities for policy makers are to address the medium term challenges of an ageing population, and further strengthen labour and product markets to ensure continued strong productivity growth. Wage moderation will continue to be the key to ensuring a benign inflation outlook. Rates of growth should be between 2.3% and 2.8% over the forecast period. Recovery will also lead to the faster growth of imports.
Experts expect strong household consumption to continue through the forecast period, although with slightly higher interest rates. Low interest rates encourage many consumers, especially the younger generation, to use credit for purchases. Surveys show that 22% of Norwegians between the ages of 18 and 29 are willing to finance consumer spending with loans.
Future impact
Strong household consumption will have an impact on the willingness of consumers to purchase new, value added products in surface care and most other household care categories. Consumers are likely to spend more money on home improvements and furnishings, which provides an incentive to maintain a clean and tidy home. Consumers will have a greater interest in speciality cleaning products such as creams for ceramic work surfaces, which take good care of new kitchens and bathrooms. Consumers are also more likely to pay premium prices for functional and time saving products such as the Swiffer duster or Jif Mopp.
This trend is especially important for the major players such as Lilleborg AS, Colgate-Palmolive Norge AS, Procter & Gamble Norge AS and SC Johnson Norway AS. With help from Unilever Group, Lilleborg is developing tools for “new cleaning methods” specifically for the Norwegian market, based on the former’s extensive knowledge of the target group. While Lilleborg is the market leader in terms of the development and launch of innovative products, the multinationals are following. Procter & Gamble, Colgate-Palmolive and SC Johnson have access to many exciting, value added products which have yet to appear in Norway, and are well positioned to follow Lilleborg’s lead.
Lilleborg AS remains firmly at the top, despite strong competition
The household care market in Norway has been dominated for years by Lilleborg AS, owned by the Norwegian giant, Orkla Group. Lilleborg also manufactures many of Unilever Group’s famous brands for the Norwegian market under licence. Lilleborg has always been at the forefront of innovation, launching products which fit perfectly into the Norwegian market.
Being a domestic company, it is also aware of Norwegian households’ needs, and has expert knowledge about attitudes and demands, which can change quickly from year to year. Lilleborg frequently conducts surveys to gain new knowledge about consumers’ views and attitudes, to enable it to design and launch the most suitable products for the market. This enabled it to retain a high share of around 60% throughout the review period.
Current Impact
Lilleborg has always been a “trendsetter” in the household care market in Norway. 2007 did not see the company launch as many products, but rather it developed existing brands and continued to advertise and market its product ranges. It is evident that all other players in the market struggled to follow suit in 2007, and even Procter & Gamble found it hard to match Lilleborg in surface care, as the company developed its mop system and launched a window cleaning system.
It is these types of innovations which epitomise Lilleborg, and made it the market leader with more than a 60% share of retail value sales of household care products in 2007. Lilleborg did in fact lose significant share in 2007 in automatic dishwashing tablets. Midelfart relaunched Finish tablets at the beginning of 2007, and, backed up by a lot of advertising and product promotion, it gained share from Lilleborg and its brand Sun.
Outlook
The future looks bright for Lilleborg, despite the fact that many multinationals such as Sara Lee, SC Johnson, Colgate-Palmolive and Procter & Gamble are presenting innovative products to the Norwegian market. For example, Lilleborg will encounter more competition in surface care, where trends are changing towards convenience, as more and more cleaning is done without water. The multinationals can bring to the market new methods already established abroad to Norway. Despite the fact that Lilleborg has been extremely innovative and met consumer demand with products such as Jif Mopp and micro fibre cloths, it will face stronger competition during the forecast period.
Another company from which Lilleborg will face stronger competition is Midelfart Sonesson in dishwashing products. Lilleborg had almost total control of automatic dishwashing tablets, but with strong marketing and investment, Midelfart and its Finish brand is expected to capture more value share in the forecast period, not only in automatic dishwashing tablets, but also in automatic dishwashing powder, in which the brand is also present. Lilleborg will therefore face strong competition in dishwashing products during the forecast period.
Future impact
Lilleborg has set the standard for household cleaning for many years, and will continue to do so. Innovation will still be the most important driving force for the market, and innovation will mean increasing unit prices. Lilleborg will continue with its thorough research and use its expertise and understanding of Norwegians’ needs to meet their demands. This will be necessary, as the company is likely to face stronger competition in the future for its valuable value share of the market.
Lilleborg’s strongest brand names, such as Omo, Blenda, Jif, Sun and Zalo will still be leading brands, as they are well established as quality products on the market, and other products will have difficulty competing with Lilleborg’s strength in the market. These five brands were further developed towards the end of the review period, and a new version of Blenda, with aloe vera, was launched, making it more attractive. In addition, Omo, which has been launched in several cleaning formats, appeared in tablet format as well as powder. Lastly, Sun was launched as a 2-in-1 product, making it more effective in dishwashing products.
Private label products appear more professional
As Norwegian grocery chains consolidate and streamline retail concepts, their private label products are also developing into a range of products which are more acceptable to Norwegian consumers. Previously many Norwegians preferred to purchase higher priced branded goods because the quality of private label products was poor.
Norwegian retailers have invested in building brand identities for their chains. Strong brand profiles help consumers feel confident about purchasing the store’s own products. Retailers are marketing more attractive private label products at competitive prices. Furthermore, private label products are now more visible in the different retail chains, making them more attractive and appealing.
Current Impact
During the review period, Norwegian consumers showed greater acceptance of private label products and purchased them more frequently. The value share for private label in the household care market grew from 3% in 2002 to 6% in 2007. Retailers have focused their product development activities on the larger categories of laundry care and dishwashing products, in which private label held value shares of 8% in 2007. Private label had a smaller value share in categories such as surface care, chlorine bleach, toilet care products and polishes. Unsurprisingly, this placed additional pressure on unit prices in the categories in which private label is most prominent.
Lilleborg felt the effects of this competition. Competition from private label eroded some of Lilleborg’s value share in these categories, where the company had held an almost monopoly position with its longstanding brands. Lilleborg is so well-positioned that two of its household care brands, Zalo and Jif, are considered to be amongst Norway’s top five brands. All in all, private label products in 2007 appeared to be more professional and more accepted by consumers.
Outlook
Private label no longer consists of low quality, commodity products. It is increasingly important for private label to compete in other areas than just low price. Price-sensitive consumers will always be a target group for private label, especially when competing with other hard discounters. However, retailers are targeting other segments and have clear distinctions between their better quality private label products and price-fighters, as shown in the table below.
More private label activity is expected in non-foods during the forecast period, particularly in areas with growth potential, such as surface care. Marketing expertise over and above television advertisements will play an increasingly important role in selling brands, as well as better position and shelf space in the different stores. The retail chains are well aware that private label products should not dent or hinder the shelf space or sales of the national and international best sellers, but a reorganisation of shelves in all retail chains has meant a better position for everyone, and will mean better sales in the future.
Future impact
As private label continues to evolve, other factors in addition to price will play an important role in the sale of private label products. Retailers will not be able to place low priced private label products on grocery shelves and just expect customers to buy them. They need to emphasise other qualities aimed at different consumer groups.
Marketing and advertising will become more important factors, as private label products evolve into brands. Volume and value sales will move together, as cost-cutting is no longer the major selling point.
Some private label products emulate brands. Producers are investing in marketing to endow their private label products with brand characteristics, such as the Svanemerket (Swan label) primarily for mid-priced lines. Private label products from Coop and Norgesgruppen are endorsed with the Svanemerket, which shows that products are environmentally-friendly. Many products have value added features similar to the leading brands, but are sold at half the price. Laundry care products are marketed in similar packaging, with the same value added features as leading brands. Retailers are investing in marketing and advertising to build their own private label ranges.
Consumers reluctant to try different products
New products come and go, but the traditional brands always have a place on Norwegian grocery shelves. Norwegian consumers tend to be conservative, sceptical consumers who want value for money. Trendy and whimsical products are not usually valued by Norwegian consumers, but despite this they are partial to innovative and efficient products, which are seen in surface care products, for example.
Therefore, Norwegians are open to change, but it should be change within the same product, and it is here where Lilleborg has been very successful, having developed its own brands which have such a high status amongst consumers. Lilleborg knows that Norwegian consumers are reluctant to change and try out different brands, but would rather stick to what they feel comfortable with and which functions well.
Current Impact
Leading brands in the household care market, such as Zalo, Jif, Plumbo, Ajax and Omo have been on the market for generations. Even younger consumers who are trendy in other arenas continue to purchase the traditional cleaning products which were used by their parents. In some cases, the brands have become synonymous with their function. Norwegians do not buy a hand dishwashing product, they buy Zalo.
The smell of Krystal Grønnsåpe will always bring forth associations of a clean home, despite attitudes changing as new information comes to light on obtaining a clean home, which was a hotly debated issue in the media during 2006. Consumers continue to purchase traditional cleaning products such as Klorin (chlorine bleach) and Salmiakk (ammonium chloride) in spite of their environmentally-unfriendly characteristics.
Outlook
Although younger consumers purchase many of the same cleaning products as the older generation, their attitudes toward cleaning are different. Younger consumers value time saving and effective cleaning methods. Innovative new products such as the Jif Mopp starter kit and Jif rim liquids were launched under trusted and valued brand names. This revitalises the brand and builds loyalty with the younger generation. During the forecast period, Lilleborg plans to launch additional products, which are likely to be under the Jif brand name.
Some of the trendier products which have succeeded in other markets have disappeared from Norwegian shelves. Midelfart discontinued distribution of Air Wick (Reckitt Benckiser) air fresheners due to lacklustre sales, and it was the same with Procter & Gamble with its Febreeze brand in fabric air fresheners. With the exception of mops and dusters, cleaning gadgets are noticeably absent from grocery shelves; something which reflects the mind of Norwegians – not too fancy but functional and easy to use.
Future impact
Traditionalism in consumer preferences will remain a major factor for the future sales of household care products in Norway. Brand extensions will continue to do better than new brand launches. Greater focus on building strong brands will result in concentrated brand leadership across the market. Jif already has a leading position in surface care, with products in multi-purpose cleaners, window/glass cleaners, kitchen cleaners, bathroom cleaners and wipes and floor cleaning systems. Blenda is present in powder and liquid laundry detergents, as well as fabric softeners. More extensions of existing brands are expected over the forecast period.
Other companies are building a presence for their brands in smaller categories which have been neglected by the larger players. SC Johnson Norway AS is building a presence for Glade air fresheners by expanding the depth of its product offering. A variety of Glade air fresheners are available for the various needs of the target group. In other words, customers who like to use air fresheners in the car or at home are able to choose the product which best suits their needs.
Household care – only what is necessary
A survey conducted by Eurostat shows that only Swedes spend fewer hours on household care than Norwegians. A likely explanation for this trend is that many Norwegians have other priorities. Most adults work, which means that both parents work in most families. Many Norwegians also have a holiday home to clean as well as their main residence.
An increasing number of households are expected to look into time-and effort saving solutions when cleaning; especially younger consumers with higher disposable incomes. It must be stressed that Norwegians like a clean home, but in terms of time, they want to spend very little time on cleaning, and that is why they look for functional and easy to use products.
Current Impact
The fact that Norwegians in general, not only the younger generation, want to spend less time on cleaning has also shaped product extensions and product launches by the major players in household care. Lilleborg recently launched functional products and easy to use cleaning methods. The fact that most homes now have wooden floors has made a great impact on surface care.
The impact on the market during 2007 was partly due to consumer preferences, but at the same time was due to innovative and smart brand launches and extensions by the players in the market. Colgate-Palmolive with Ajax and Lilleborg with Jif were probably the two players who benefited the most from this trend in 2007. Ajax is one of the few brands in the household care market which is firmly established and accepted by Norwegians, who tend to go for domestic and home produced brands.
Outlook
It is highly unlikely that during the forecast period Norwegians will suddenly decide to break their habits and dedicate more time to cleaning; especially with people’s lifestyles getting busier all the time. One good indicator of such a trend is employment figures from Statistics Norway. These figures show an increasing number of people in the work force: from 2,350,000 in 2000 to 2,400,000 in 2005. All the signs are that the growth trend will persist over the forecast period.
In addition, the few households which still have carpets in their homes are expected to change to wooden floors. This will be a further advantage for surface care, as these consumers will automatically change to the easy and functional cleaning methods which are available. When it comes to kitchen, bathroom and window cleaning, the trends which were present in 2007 are expected to continue; that is, spray and cloth cleaning as well as Jif Window Cleaning System launched by Lilleborg in 2006. This consists of a bucket, window cleaning solution and a window wiper – a three piece set which is everything needed to clean windows.
Future impact
New products which make cleaning faster and more effective will be successful in the forecast period. Equipment bundled with a surface cleaner will also continue to be very popular. The Swiffer Eraser and Duster from Procter & Gamble are two examples of such winning launches. It is also expected that Lilleborg’s window cleaning system will continue to gain recognition and grow further in the future.
Companies with marketing resources will be the most successful. Lilleborg seeks to build customer loyalty by making a long term investment in multi-level marketing which helps customers choose the “right” products and clean more effectively. The company provides an Omo (laundry detergent) hotline, website and customer service telephone line to help with cleaning questions. In addition, Lilleborg also has a general hotline for questions about household care. Service and expert advice have become critical elements in brand building.
Table of contents
HOUSEHOLD CARE IN NORWAY : MARKET INSIGHT
EXECUTIVE SUMMARY
High quality products and innovation impetus for growth
Finish back in the market with a vengeance
Incredible dominance by Lilleborg AS
Supermarkets/hypermarkets and discounters dominate
Dynamic growth in the forecast period
Increase in domestic spending power in Norway
Lilleborg AS remains firmly at the top, despite strong competition
Private label products appear more professional
Summary 1 Key Private Label Product Ranges in Norway
Consumers reluctant to try different products
Household care – only what is necessary
MARKET INDICATORS
Table 1 Households 2002-2007
MARKET DATA
Table 2 Sales of Household Care by Sector: Value 2002-2007
Table 3 Sales of Household Care by Sector: % Value Growth 2002-2007
Table 4 Household Care Company Shares 2003-2007
Table 5 Household Care Brand Shares 2004-2007
Table 6 Penetration of Private Label by Sector 2003-2007
Table 7 Sales of Household Care by Distribution Format: % Analysis 2002-2007
Table 8 Sales of Household Care by Sector and Distribution Format: % Analysis 2007
Table 9 Forecast Sales of Household Care by Sector: Value 2007-2012
Table 10 Forecast Sales of Household Care by Sector: % Value Growth 2007-2012
DEFINITIONS
Sources
Summary 2 Research Sources
LOCAL COMPANY PROFILES - NORWAY
JENSEN & CO AS - HOUSEHOLD CARE - NORWAY
STRATEGIC DIRECTION
KEY FACTS
Summary 3 Jensen & Co AS: Key Facts
Summary 4 Jensen & Co AS: Operational Indicators
COMPANY BACKGROUND
PRODUCTION
COMPETITIVE POSITIONING
Summary 5 Jensen & Co AS: Competitive Position 2007
KIRK AS - HOUSEHOLD CARE - NORWAY
STRATEGIC DIRECTION
KEY FACTS
Summary 6 Kirk AS: Key Facts
Summary 7 Kirk AS: Operational Indicators
COMPANY BACKGROUND
PRODUCTION
COMPETITIVE POSITIONING
Summary 8 Kirk AS: Competitive Position 2007
KREFTING & CO AS - HOUSEHOLD CARE - NORWAY
STRATEGIC DIRECTION
KEY FACTS
Summary 9 Krefting & Co AS: Key Facts
Summary 10 Krefting & Co AS: Operational Indicators
COMPANY BACKGROUND
PRODUCTION
Summary 11 Krefting & Co AS: Production Statistics 2007
COMPETITIVE POSITIONING
Summary 12 Krefting & Co AS: Competitive Position 2007
LILLEBORG AS - HOUSEHOLD CARE - NORWAY
STRATEGIC DIRECTION
KEY FACTS
Summary 13 Lilleborg AS: Key Facts
Summary 14 Lilleborg AS: Operational Indicators
COMPANY BACKGROUND
PRODUCTION
Summary 15 Lilleborg AS: Production Statistics 2007
COMPETITIVE POSITIONING
Summary 16 Lilleborg AS: Competitive Position 2007
MIDELFART SONESSON AS - HOUSEHOLD CARE - NORWAY
STRATEGIC DIRECTION
KEY FACTS
Summary 17 Midelfart Sonesson AS: Key Facts
Summary 18 Midelfart Sonesson AS: Operational Indicators
COMPANY BACKGROUND
PRODUCTION
COMPETITIVE POSITIONING
Summary 19 Midelfart Sonesson AS: Competitive Position 2007
LAUNDRY CARE IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR INDICATORS
Table 11 Household Penetration of Washing Machines 2002-2007
SECTOR DATA
Table 12 Sales of Laundry Care by Subsector: Value 2002-2007
Table 13 Sales of Laundry Care by Subsector: % Value Growth 2002-2007
Table 14 Sales of Laundry Detergents by Type: Value 2002-2007
Table 15 Sales of Laundry Detergents by Type: % Value Growth 2002-2007
Table 16 Sales of Standard versus Concentrated Fabric Softeners: % Analysis 2004-2007
Table 17 Sales of Laundry Aids by Type: Value 2002-2007
Table 18 Sales of Laundry Aids by Type: % Value Growth 2002-2007
Table 19 Laundry Care Company Shares 2003-2007
Table 20 Laundry Care Brand Shares 2004-2007
Table 21 Laundry Detergents Company Shares 2003-2007
Table 22 Laundry Detergents Brand Shares 2004-2007
Table 23 Laundry Aids Company Shares 2003-2007
Table 24 Laundry Aids Brand Shares 2004-2007
Table 25 Forecast Sales of Laundry Care by Subsector: Value 2007-2012
Table 26 Forecast Sales of Laundry Care by Subsector: % Value Growth 2007-2012
DISHWASHING PRODUCTS IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR INDICATORS
Table 27 Household Penetration of Dishwashers 2002-2007
SECTOR DATA
Table 28 Sales of Dishwashing Products by Subsector: Value 2002-2007
Table 29 Sales of Dishwashing Products by Subsector: % Value Growth 2002-2007
Table 30 Dishwashing Products Company Shares 2003-2007
Table 31 Dishwashing Products Brand Shares 2004-2007
Table 32 Forecast Sales of Dishwashing Products by Subsector: Value 2007-2012
Table 33 Forecast Sales of Dishwashing Products by Subsector: % Value Growth 2007-2012
SURFACE CARE IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR DATA
Table 34 Sales of Surface Care by Subsector: Value 2002-2007
Table 35 Sales of Surface Care by Subsector: % Value Growth 2002-2007
Table 36 Sales of Wipes by Type: Value 2002-2007
Table 37 Sales of Wipes by Type: % Value Growth 2002-2007
Table 38 Surface Care Company Shares 2003-2007
Table 39 Surface Care Brand Shares 2004-2007
Table 40 Wipes Company Shares 2003-2007
Table 41 Wipes Brand Shares 2004-2007
Table 42 Forecast Sales of Surface Care by Subsector: Value 2007-2012
Table 43 Forecast Sales of Surface Care by Subsector: % Value Growth 2007-2012
CHLORINE BLEACH IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR DATA
Table 44 Chlorine Bleach by type: % value analysis 2005-2007
Table 45 Sales of Chlorine Bleach: Value 2002-2007
Table 46 Sales of Chlorine Bleach: % Value Growth 2002-2007
Table 47 Chlorine Bleach Company Shares 2003-2007
Table 48 Chlorine Bleach Brand Shares 2004-2007
Table 49 Forecast Sales of Chlorine Bleach: Value 2007-2012
Table 50 Forecast Sales of Chlorine Bleach: % Value Growth 2007-2012
TOILET CARE PRODUCTS IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR DATA
Table 51 Sales of Toilet Care Products by Subsector: Value 2002-2007
Table 52 Sales of Toilet Care Products by Subsector: % Value Growth 2002-2007
Table 53 Toilet Care Products Company Shares 2003-2007
Table 54 Toilet Care Products Brand Shares 2004-2007
Table 55 Forecast Sales of Toilet Care Products by Subsector: Value 2007-2012
Table 56 Forecast Sales of Toilet Care Products by Subsector: % Value Growth 2007-2012
POLISHES IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR DATA
Table 57 Sales of Polishes by Subsector: Value 2002-2007
Table 58 Sales of Polishes by Subsector: % Value Growth 2002-2007
Table 59 Polishes Company Shares 2003-2007
Table 60 Polishes Brand Shares 2004-2007
Table 61 Forecast Sales of Polishes by Subsector: Value 2007-2012
Table 62 Forecast Sales of Polishes by Subsector: % Value Growth 2007-2012
AIR CARE IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR DATA
Table 63 Sales of Air Care by Subsector: Value 2002-2007
Table 64 Sales of Air Care by Subsector: % Value Growth 2002-2007
Table 65 Air Care Fragrances Rankings by Value 2006-2007
Table 66 Air Care Company Shares 2003-2007
Table 67 Air Care Brand Shares 2004-2007
Table 68 Forecast Sales of Air Care by Subsector: Value 2007-2012
Table 69 Forecast Sales of Air Care by Subsector: % Value Growth 2007-2012
INSECTICIDES IN NORWAY
HEADLINES
TRENDS
COMPETITIVE LANDSCAPE
PROSPECTS
SECTOR DATA
Table 70 Sales of Insecticides by Subsector: Value 2002-2007
Table 71 Sales of Insecticides by Subsector: % Value Growth 2002-2007
Table 72 Spray Insecticides by Type: % Value Breakdown 2006-2007
Table 73 Insecticides Company Shares 2003-2007
Table 74 Insecticides Brand Shares 2004-2007
Table 75 Forecast Sales of Insecticides by Subsector: Value 2007-2012
Table 76 Forecast Sales of Insecticides by Subsector: % Value Growth 2007-2012