The bulk of their leverage among competitors it the control of the material sodium bicarbonate. This has been the primary base for products with Church & Dwight since 1846 and is focused on extensively with their R&D Department…
Advertisements, they are all around us from the magazines and newspapers we read to televisions programs we watch. What exactly are they? They are ways for companies to catch the attention of consumers to entice us to purchase or use their products.…
Delight is designed to keep consumers coming back to Clorox brands. Clorox wants to continue to be innovative in order to win consumer’s loyalty and their repeat purchases.…
The main decision for Chembright is in regards to the pricing of their products specifically bleach, which is Chembright’s main product, and how their main competitor R.J. Poulson is pricing theirs bleach in order to get rid of the competition. This has caused Chembright to be unable to compete at these prices since there isn’t any profit margin for them if they lower their price as R.J. Poulson. Therefore Chembright has to stop the price war with R.J Poulson to be able to maintain their products in these markets. Now Chembright is facing the issue of how to retain their customer’s without lowering their prices, since regardless of any brand loyalty customers will always want to pay less for a product therefore meaning the loss of a large portion of Chembright’s sales.…
Customers – they want a company to produce high quality, value for money products. They like to see improvements that give them better value for money.…
Clorox paid $925 million nearly $1 billion for Burt’s Bees because it saw a big opportunity in the market for “green products” reflecting a socially responsible approach to life and business. This was a bold move for a company best known for selling bleach, and strong smelling cleaning products. If anything, Clorox made the right move because other huge companies were moving towards more natural and socially responsible brands as well. In the last couple of years, L’Oréal paid $1.4 billion for the Body Shop and Colgate-Palmolive bought 84 percent of Toms of Maine, which makes natural toothpaste and deodorant, for $100 million. Clorox has also created eco-friendly product lines of its own ("Burt’s Bees: The Social Responsibility Business Is Model Alive and Well.”…
The company’s customers consist of appliance, automotive parts and aircraft manufacturers along with beverage makers, healthcare services and the Department of Defense. Customer demands increased the demand for a larger production of plastics and as a recognized Fortune 1000 enterprise; Riordan requires to stay competitive in a constantly changing business by use of the latest technology.…
the quality of raw materials at the production site, a fact Johnson & Johnson first…
competes based on product price while staying true to the belief in “high volume, high quality…
By contrast, laundry soap market, with no giant competitors, is where Unilever can steal market share from. As shown in Exhibit 1 and 2, the targeted customers are low-income northeast Brazil people, and they do washing manually. They mostly scrub clothes using bars of laundry soap because of lower price and only add a little detergent powder at the end primarily to make the clothes smell good. If the new detergent powder can satisfy them with low price, good smell, and keep the function of soap that is stains removing and dissolve power, it’s very likely that they will switch to detergent powder from soap. In addition, as an extension of OMO, one of Brazil’s top brands, strong ability of stains removing, OMO Scrub can more easily attract target customers than having a new brand. By doing so, it’s not likely to cannibalization because the targeted customer groups have big gap of price preference.…
Eastman Chemical has made quality an important part of its overall mission or Strategic Intent…
Before analyzing H80, it is important to study the broader picture. First of all, America’s Light-Duty Liquid Detergent (LDL) is a very mature and steady market. The market’s annual growth is forecasted at a very low 1%. The market has already grown, it is highly competitive and product offers are saturated. This means there’s a low maneuvering angle for an out-of-the-box brand. The product is a necessity due the natural need for detergent for daily dish washing, except for those who use automatic dish washers. The purchasing cycle is quite low between three and four weeks: the customer has a frequent need to replenish this product at least once per month. The case doesn’t specify much about customer loyalty, but it is very common to stick to one brand and keep repurchasing it. There is also no comment on price oriented customers and product switching, which pose a threat on product continuity.…
Every detergent brands having single goal i.e. “overcome stain from cloths”. It is most important that how brands are conveying message to consumers? How brands are showing its unique features, quality & result orientation?…
En Chile el mercado de los detergentes es muy competitivo. Sin embargo, es un mercado muy concentrado, en el cual Unilever, Procter & Gamble y Maritano controlan el 95,94% del mercado (según estudio Nielsen, año 2006). Unilever tiene las marcas Drive, Rinso y Omo, que en conjunto poseen una participación de mercado de un 70,77%. Procter & Gamble, con Ariel y Ace, tienen un 21,33% y, Maritano, con sus marcas, Popeye detergentes, Kop, Detersol y Neutrex, tiene un 3,84% de participación de mercado. A pesar de ser un mercado concentrado por estos tres grupos, la competencia es grande, ya que hay muchas marcas de detergentes y, como bien sabemos, es un producto que está presente en todos los hogares de chile. Es por esta razón que estos grupos buscan constantemente posibles innovaciones que puedan realizar en los productos. Es un mercado exigente, en el cual tanto la calidad del producto como su forma de presentación y uso son muy influyentes en la decisión de compra de este producto. El 95% de los detergentes que se venden en Chile son en polvo mientras el 5% son líquidos. Unilever se enfoca principalmente en vender detergentes en polvo, con Omo como marca líder, mientras que Procter & Gamble, con Ariel y ahora también Ace están apuntando a vender detergentes líquidos. Maritano tiene combinación de detergentes líquidos y en polvo. Ante esta situación, de verse enfrentados a un mercado tan exigente es que las empresas han hecho constantemente innovaciones tanto en marketing como del producto mismo. Así, por ejemplo, Omo cambió su enfoque de marketing desde un atributo del producto como era el dejar la ropa blanca, hacia un mensaje de cercanía y aprendizaje como es el “ensuciarse hace bien”. Además de haber hecho cambios en el empaque del producto para hacerlo más amigable tanto con el uso en el hogar como en el traslado y ubicación en las góndolas de los retailers. Procter, por su parte, y como mencioné, se ha…
References: Berner, Robert. (1 May 2006). “Detergent Can Be So Much More.” Business Week. Iss.…