How do you think Procter & Gamble has been able to increase its market share at a time when competition from supermarkets' own-label brands has intensified?Procter & Gamble operates mainly low value consume products, such as household detergents are among the most competitive and building successful brand is key to long term profitability. Differentiating one product from another in the minds of consumers can be extremely difficult, with one packet of detergent looking very much like another and performing similarly. It seems that it can not be unique to sell in supermarket. However, then it innovated new liquid soap products, it seemed to adopt to change in consumer preference, and maintaining consistent standards when exploiting new market opportunities. (Adrian, P. 2012) showed that Fairy liquid was rated as Britain's number one cleaning brand by Marketing magazine and in 2010 accounted for 3 percent share of the UK washing up liquid category by value. The brand has been a regular household feature since the name first appeared in 1898 year on a bar of soap. P&G first launched Fairy liquid in the UK market I think Procter & Gamble (P&G) has this marketing strategy to supply its soap products to supermarket retailers. A supermarket is not only supply to likely to encounter a massive range of products, such as food, drink, homecare, personal care, luxury products etc. Consumers can see categories and see how much the offering changes, the range, the packaging, the branding and advertising or promotion of any brand products sale at shelves. Hence, such as P&G manufacturer in 1960 year. At the same time, the market for washing up products was still in its infancy, with most consumers using solid soaps, and only 17 per cent of households using liquid soap. But P&G gained most from a change in consumers' habits. It educated the public of the benefits of using washing up liquid. The launch of Fairy liquid soap products involved distributing 15 million trial bottles to about 85 per cent of household in the UK. Creating early awareness and trial of the Fairy liquid soap innovative products led to Fairy gaining a market share of 27 per cent by 1969 year. It had a proud positioning as a slightly more expensive product which is better value and worth. So, it created brand values of a soft, caring, homely image by advertisement promotion. It also attempted to adopt in response to changing attitudes, for example, a commercial in 1994 year for the first time used a father instead of a mother at the kitchen sink. During the first twenty years of the brand's life, product innovation had been relatively modest. However, an increasing competitive market, customers have forced P&G to innovate in order to maintain and strength its market share.Adrian, P.( 2012) showed that with emergence of many 'me-too' competitors from supermarkets, Fairy needed to offer additional unique advantages to raise its competition. In 1984 to 1985 years, P&G introduced a lemon variant of Fairy and its total market share increased to 32 per cent. By 1987 year the market share had increased to 34 per cent, with the newly introduced lemon variant accounting for one-third of sales. In 1988 year, a new formulation was launched, offering 15 per cent extra mileage, as well as more effective grease eradication. In 1992 year, the original Fairy Liquid was replaced with Fairy Excel, which claimed to be 50 per cent better at dealing with grease. This helped to increase the market share to 50 per cent . In the following year a concentrated version of Fairy Excel Plus was launched, with the slogan ' The power of four for the price of one'.