FAIR COMPETITION LAW TO P&G CASEInnovation and reliability have been at the heart of Fairy's branding strategy, in a market which has been contested by other manufacturers' brands, and increasingly by supermarkets' own label brands. Preferences for new scents of detergent are continually emerging and provide an opportunity for innovation. Following a series of food safety scares, some observers of the market have pointed to a potential market for anti-bacterial food washes which would satisfy consumers' increasing concern over resides on the surface of fruit and vegetable.Its innovative liquid soap products, it needs supermarkets where which compete with other soap product manufacturers for the attention and hopefully the purchases to shoppers choice. It's a soap products from bar soap to liquid soap kind of products. P&G brand have been a player in the household and consumer personal care products market for nearly 200 years. They started life making candles at a time when there were still a common source of domestic lightly. But they moved on from those to other related products, soaps and cleaning products. Today, P&G have around 300 brands, including Crest Oral Care brand, Pampers Nappies brand and Baby products, Tide and Arial brand washing powders, Tampax Sanitary products etc different brand in this personal care market. To keep a range as wide as this refreshed and to develop new and improved produce to feature on the supermarket stages around the world needs a powerful innovation engine. P&G had built a world wide research and development operation which involves some 7500 scientists and a spent of around USA$3 billion per year. It might be not as much as the high technology pharmaceutical industry, but still very impressive for its sector. P&G had some very effective systems and structures to ensure efficient soap products innovation project selection and progression . P&G had an impressive record on new product launches and many of their new categories billion dollars brands, products magic whose annual sales could be high as US$150 to US$200 million. But, in the late 1990 year, there were concerns about this approach to innovation. When if worked there were worries, not least the rapidly rising costs of carrying out research and development cost.