This paper explains how in 2003, Unilever-owned Dero, shorthand for Detergent Romania, had survived by firmly positioning the brand within the value segment, but an influx of cut-price competitors threatened its long-term volume. Simultaneously, the arrival of premium western brands made it hard for Dero to claim quality advantages. Two critical observations led to advertising that broke with marketing conventions: 1) Romania has a greater proportion of low-income consumers than western markets