From one category
to the whole shelf
Founded 1993. Six brands. A range shaped by the markets that buy it.
1993 — pest control first
The company began with household insect control, the category with the least brand loyalty and the most obvious performance test: either the cockroaches go or they do not. That is a good discipline for a young manufacturer, and it set the standard the rest of the range was later held to.
Outward along the shelf
Distributors kept asking the same question — if you can supply this, can you supply the rest of the aisle? Hygiene came next, then air care, then garden and shoe care. The logic was never diversification for its own sake; it was that a van already calling on a grocery every week can carry six categories as easily as one, and that a retailer would rather negotiate once than six times.
That is why a Dutch & Habro agreement is one agreement. It is not a bundling tactic — it is the shape the business grew into.
Why a separate Middle East business
The Gulf is not a variant of another market; it is its own one. Continuous air conditioning removes the insect-control season. Sealed interiors make air care a year-round purchase. Labour housing, hotel estates and contractor camps place institutional volume alongside retail volume. Arabic labelling and GSO conformity are not optional extras. And distribution structures differ sharply market to market — Kuwait runs on co-operative societies, Saudi Arabia is genuinely provincial, Oman has a monsoon that reverses the calendar in Dhofar.
Running the region as its own business, with its own regional office and its own territory map, is the only way to appoint partners against how each market actually trades.
Where it goes next
The territory map on this site is the plan. Every country, every emirate, province and governorate, and every city and industrial area inside them has a page setting out what that market needs. We are appointing against it — starting with the territories that carry the most volume and working outward.