Henkel Marketing Strategy

Top-management was looking forward to a Europe wide marketing strategy, in contrast with their subsidiaries which maintained that country profiles varied and marketing in one country would not be the same as marketing in another. Management wanted to adopt a Europe wide strategy so as not to lose out on market share else where in Europe. A single country approach would

As we can see from the past and current situation, the marketplace is always changing and not just about purchasing and buying between consumers and sellers. More and more firms begin to concentrate on creating a positive image for a product. A firm can choose several positioning strategies, including strengthening the current position, repositioning or try to reposition the competition. (Hartline,2005) Brand repositioning is one of the most effective ways for a firm to solve tough situation. A firm should reposition its brand under the following four circumstances: when the first position is wrong, when there is strong competition in the marketplace, when the target consumer is to be changed, and to rebuild a brand’s personality.

The article is divided into four parts. First part focuses on the traditional perspective on international marketing strategies focusing on the dichotomy between standardization and adaptation. The second part examines key assumptions underlying the philosophy of global standardization. The third part focuses on the constraints to implementation of global standardization. The last part of the article concludes on the bases of its review that a more general approach is suitable which incorporates various degrees of standardization or adaptation strategies. It is an important article as it concludes that an effective global marketing strategy does not guarantee the marketing of standardized products and global brands worldwide. It might work for some companies but cannot work for all.

A firm 's international marketing program must generally be modified and adapted to foreign markets. This international marketing program uses strategies to accomplish its marketing goals. Within each foreign nation, the firm is likely to find a combination of marketing environment and target markets that are different from those of its own home country and other foreign countries. It is important that in international marketing, product, pricing, distribution and promotional strategies be adapted accordingly. In order for an international firm to function properly, cultural, social, economic, and legal forces within the country must be clearly understood.

According to Lederer and Hill’s Brand Portfolio Molecule an organization’s product offerings are synergistically related. The Brand Portfolio Molecule identifies a large central or lead brand. This brand represents the most influential brand with the organization’s portfolio. Lederer and Hill also identify the strategic and support brands which influence customer purchases. The network of relationships that exist amongst the brands whether positive or negative provide a map for the marketer to manage the current product offerings the portfolio represents (p. 77).

Several key points are presented in the article for how companies can be successful. The first, is that companies must be innovative and be willing “to change their core products or business models” (Bertolini et al., 2015, p. 90) to keep up with the change in the marketplace. This may require that they rebrand their product, or change their business

The chances of the company’s initiative in regaining its initial image could only be successful if it gives the existing marketing strategy a face-lift. For the company to regenerate the consumers’ interest in the new brands of products, it has to establish a link between the traditional product brand and the current brands.

Due to the losses that the business has experienced in the past 3 years, it is critical to take action and define a new way to approach the market in order to make the company profitable again. That’s why it’s necessary to adapt the business by adding a new concept focusing on a different target without setting aside the current and loyal costumers.

Although the brand is among the leaders within this segment, it has lost its position in the overall market due to the emergence of low-cost competitors and a change in its target customer base. Lacking financial and human resources, the brand has not been able

Brand competitors and the diversity of choice that is available to consumers, puts brands under pressure to offer high quality products and service, excellent value and a wide availability (Clifton et al., 2009). Brands must differentiate themselves from the competition and create an unforgettable impression.

One of the greatest frustrations and opportunities in marketing is change—customers change, competitors change, and even the marketing organization changes. Strategies that are highly successful today will not work

This gain value and addresses a key decisive achievement factor in the industry (Grant,2010). As position is important to offer convenience and a deep assortment, An extra unique intangible resource would be their brand representation and customer loyalty, this is vital since it can attract or attract consumers and it could be necessary to build the brand image .

Our company’s competitive advantage over both domestic and international is brand equity. Brand equity is the value of a products brand in the market, or the number of consumers that can identify the brand, especially consumers who can name the brand as top in its category. Good brand equity is most often the result of effective advertising and promotion. On the international scene many brands have global equity, meaning consumers around the world recognize them because of the exposure the brand has had in various media, such as television and movies, as well as through their presence

In “P&G Japan: The SK-II Globalization Project” case study, the author Christopher Bartlett presents the P&G’s plan of pushing SK-II as a global beauty product. In late 1999, Paolo de Cesare, President of Max Factor Japan, had given an idea to the Global Leader Team (GLT) of P&G’s Beauty Care Global Business Unit (GBU) that whether it was a good idea for pushing SK-II to become a global P&G brand. Since the product was successful in Japan ($150 million in sales in 1999), P&G then was considering in expanding its SK-II to be distributed worldwide. There was also an effort of the Global Growth strategy of P&G at that time as an influence factor to

Being a an international brand, there is a level of dependence on Italian markets with 90% of the stores situated in Italy and the equalisation crosswise over America, Paris and distribution over different countries of Asia, Europe, Canada and others. In spite of the fact that the model promotes luxury end products, it has been distinguished there is a related low level of client management which couples this recommending there is a need to take a shot at administration to guarantee a complete shopping background and guarantee rehash business inside of the current client base (Liesch, et al.,