Febreeze and the Consumer Decision Process In some industries and for some products, the Consumer Decision process is a long and drawn out, filled with enormous data collection and evaluation prior to a decision being made. What happens with the development or discovery of a new product that perhaps the consumer doesn’t even know they have the need for it? Such was the case with Proctor & Gamble’s Febreeze. Entry Into the Marketplace When P&G initially discovered and created the formula for Febreeze in the early 1990’s (Duhigg, 2012), the company sensed it had an amazing product that would be a hit in the marketplace if they could figure out the need recognition aspect for the consumer. Need recognition, is the first step in the Consumer Decision process (Grewal & Levy, 2014) and key in the fact that if consumers don’t sense a need the product will linger and die on the shelves. Proctor & Gamble as a company was full of products with great success for filling consumer’s functional needs and even greater with getting products into a consumer’s evoked set. Products in the Tide and Olay brands are both great examples of these types of P&G’s successes. However, the initial testing and marketing of Febreeze seemed difficult and challenging. P&G Marketers were unable to get anything other than dismal sales results regardless of how remarkable the product was at eliminating odors (Duhigg, 2012). Consumer Need Recognition Febreeze was initially marketed to “get bad smells out of fabrics” (Duhigg, 2012). P&G was trying to appeal to a consumer’s need recognition of bad smells in their household and providing the product to fill that need. However, after extensive research, it appeared that consumers with these severe bad odor... ... middle of paper ... ...ng process. In addition, due to the brand’s power, it is a recognized frequently in a consumer’s evoked set which also contributes to its dominance in the air care marketplace. Finally, using innovative marketing strategy to link Febreeze with other P&G products will continue to ensure its future growth and success in the market and to their bottom line. Works Cited Briney, C. (2005). Air care's fresh start. Global Cosmetic Industry, 173(3), 48-50. Retrieved from http://search.proquest.com/docview/196442096?accountid=38569 Duhigg, C. (2012) The Power of Habit: Why We Do What We Do in Life and Business. (pp 43-49; 55-58). Random House, LLC, New York Grewal, D., & Levy, M. (2014). Marketing (4th ed.). New York, NY: McGraw‐Hill/Irwin. ISBN‐13 9780078029004 Rausch, T. (2006). P&G marketer: Branding a challenge in a cluttered world. Lima News, The (OH),
As each product has its own unique segment, target market, and symptoms relief, those differences are going to be essential to promote each product value to prevent cannibalization. Thus the best advertising agency was selected to provide us the best response.
We all know that cosmetics existed thousands of years ago. Cleopatra used a heavy arsenal of beauty aids to help her shake the foundations of the Roman Empire. Yes, cosmetics and perfumes have a long history, but the consumer industry we live in is relatively recent, a creation of the decades 1890 through 1920. The products hawked in the 19th Century by druggists, perfumers, barbers, physicians, and a colorful assortment of other enterprising individuals were primitive by our standards. Certainly, active ingredients were used with abandon, notably arsenic, lead, and mercury. These were products that really made visible differences, and the consumer was well-advised to be wary of the majority of these mysterious concoctions.
The apparent market trends cannot be ignored. Sealed Air must enter the uncoated market to maintain its leadership position. Using a frontal attack, it can achieve its objective and minimize associated issues by differentiating its product, leveraging its international ties, undercutting prices, and improving its promotional efforts.
Another marketing strategy that Clorox is employing is consumer fragmentation. Through consumer fragmentation, the company is able to group its target consumers into groups that can be served with a particular advert or marketing approach. Clorox also intends to increase its brand investment behind superior products and more targeted 3D plans. The company appreciates the influence that media has on the purchasing decisions of consumers, it therefore wants to evolve its demand-creation model of 3Ds in the face of increased fragmentation of retailers and consumers. The three D’s of the model stand for desire, d...
Old Spice products have already reached its maturity level because of the popularity and longevity that the products have gained from the past years. A product that was recently introduced to the public in January 2014 was the hair care for men. The Vice President of Global Personal Care at Proctor & Gamble stated, "With value and brand loyalty as the two biggest purchasing influences for men in this category, we're confident guys using our other products will be excited to see Old Spice in the hair care aisle.” (1). During the introduction and growth stage of Old Spice’s new hair care product, Proctor & Gamble released the results of the integrated marketing strategy called, “For Hair That Gets Results” in order to promote the new product t...
The U.S. consumer population spent $5.7 billion in 2007 on all fragrances for both men and women. $3.8 billion of this total was generated from the sale of women’s fragrances, consisting of 66.6% of the market. Flare Fragrances managed to generate 9.5% of this total behind three other companies, Depuls, Suzanne, and Aromatique, all with market shares ranging from 11.5% to 15.6%. Flare is projected to have a .5% gain in market share in 2008, which is respectable considering the 3% overall decrease the market is experiencing.
Before Lafley took over for Jager, P&G was stretched to the max, haplessly wasting away resources and opportunities with an overcomplicated business strategy. P&G was raising prices on their best selling brands to cover for missed sales and high production costs for new brands that failed to be a successful [Lafley, 2003]. They had hired too many employees and were involved in several investments that were unprofitable. P&G had not had a hit product since the launch of ALWAYS feminine products in the 1980’s and each additional product flop only stretched their recourses thinner and thinner. Costs were high and moral low with employees not afraid to voice their lacking confidence with P&G’s leadership and direction. Subsidiaries were blaming corporate for their missed earnings and visa versa [Lafley, 2003]. Strategies between the brands at P&G clashed and each were out to safe guard their own interests. The prices of their consumer products were too high while the company failed to deliver customer satisfaction. These factors distracted them from what had originally made them successful – being an industry leader in innovation (Markels, 2006).
Alan G Lafley, the former CEO of Procter & Gamble, once said “Let’s execute along this strategy, but know that we’ll probably get some of this wrong, so be open to changing it (AZQuotes.com). Procter and Gamble has undergone many strategic changes in the last 15 years which have had a profound impact on the company’s profits and market share. The strategic changes that Procter & Gamble has undergone have been both positive and negative. While it is important to document the financial impact of the changes under Alan Lafley, it is also important to track the changes and growth under the current CEO David S. Taylor, while also showing Procter & Gamble’s competitive advantage.
P&G became the innovator in many large brands, this started with Ivory Soap. P&G boasted that this was the purest soap as well as the soap floated which was a concern of many people in this time. P&G put in a great deal of effort to market the soap in local papers, radio and other forms of media, this was a first effort by any brand to market with “Mass Media”. (P&G, 2014) P&G innovated the way the other brands began to market as well. P&G saw the opportunity to build a relationship between the consumers and product. As the 1900’s rolled around P&G grew into international markets it purchased another soap brand called Fairy Soap, out of England, which also marketed the soap, could float.
P&G is an international and famous consumer goods founded in United States by Williams Procter and James Gamble both from the United Kingdom since 1837 about 177 years ago. P&G manufactures diversified range of product such as personal care, cleaning items, beauty product, pets food, drugs, & other beverages. Their products are sold in more than 180 countries around the world through grocery and departmental stores and retailers. They are also among the world’s most profitable consumer product company, with highest amount of sales. Their products are recognized in most part of the world. Their company have an organizational strategy to touch the live of its employees which is the major strength and competitive advantage of the company.
The introduction of our third product to the Brazilian low-income consumer base will provide Unilever with a product that meets several of the demands low-income buyers desire. The two key attributes for these consumers are the “perceived power of the detergent”, which is measured in the amount of foam produced, and the smell of the detergent. In the Northeast region, only 72% of households do not own a washing machine, meaning that the majority of women wash their laundry at public laundry services or water sources. The women of this region mainly utilize laundry soap because the water is soft enough to help the soap dissolve and produce large amounts of foam. Detergent is used as an additive in the washing process to produce better smelling laundry. Since our product provides both detergent and soap, Unilever will provide a product that can effectively solve all laundry needs for women in the Northeast. The appeal of Minerva’s perfume and quality, will combine with Campeiro’s price consciousness to create a strong contender in the market. We also recommend packaging the product in boxes to avoid the negative stigma associated with plastic packaging and second-rate products. Furthermore, we suggest a price point of $2 per kg as it lands roughly halfway between the wholesale price for Minerva and Campeiro detergents. This pricing will prevent the cannibalization of the Minerva detergent line and the product differentiation saves Campeiro from becoming
He says that “to some marketers, the creation of almost unlimited customer choice represents a threat—particularly when choice is accompanied by new competitors”. The example of Tide vs. Procter & Gamble shows that when customers have more choices, and these choices might become a threat to the marketer. For example, Tide served the entire market before Procter&Gambel introduced variety of Tide such as : “Unscented Tide and Liquid Tide in 1984, Tide with Bleach in 1988, and the concentrated Ultra Tide in 1990”. Procter&Gambel’s different choices became a threat to Tide because they only have one product to compete with Peocter& Gambel. Hence, the Tide company has to transfer into a knowledge base marketing because Tide needs to understand their competitors first and finds the customer need to adjust this
Besides the use of essential oils in fragrances, there are approximately 3000 chemicals that are used in making of fragrance. It is used in many body care products and as well as perfumes, colons, and deodorants. As the studies have shown, such chemicals can trigger many different feelings hunger, nostalgia, happiness, or disgust. It is also used in many home products such as candles, cleaning products, laundry detergents, fabric care, and air fresheners. Fragrances are made with essential oils, which consists of extract of a plant. However, about 95 percent of the ing...
As part of its innovation strategy, Colgate Palmolive (CP) decided to manufacture a new product-toothbrush in the early 90s. This was after some extensive research was done to determine consumer purchase behavior and the extent of competitive rivalry in the industry. According to Allprojectsmba.com (2010), research can be done by using a number of methods to collect the data that are analyzed to draw conclusions. Such methods include interviews, focus group, questionnaires and online research. Interviews can be done either one on one or via the telephone where the researcher/interviewer selects a sample that is representative of the whole consumer population. The interviewer asks and interacts with each person in the sample to pick up the information he needs. Alternatively, questionnaires can be produced and mailed to respondents who fill them and ...
It’s no secret that fragrance matters to us. It is a huge part of how we experience the products we use and the world at large. For this reason, it’s a deal breaker when it comes to our beauty and personal care products, especially if it’s a product that you leave on the hair and skin or a fragrance that lingers. Many of us have given up products that worked well because we could not stand the smell or because our significant other complained. The fact that fragrance affects not just us but those around us is something we often tend to overlook. Fashion icon Sarah Jessica Parker of Sex and the City once said this about fragrance "It 's immediately communicating more than your clothes, which we think tell our story, right? But clothes don 't invade anybody else 's space.” That’s so true. You can look away if a coworker is wearing something you don’t like, but you can’t hold your breath all day, now can you? Fragrance can even linger in a space long after the wearer has gone or linger on your close, long after you hugged your best friend. Fragrance has such a