Marketing Project of Reckitt Benckiser

The most distinct possibility that CleanSpritz has is to branch into the commercial cleaning industry. Only 31.5% of MJ Brenner’s overall U.S. sales derive from the sale of household cleaning products (which is where CleanSpritz’ current market is). 40% of its (MJ’s) sales come from industrial cleaning products. Not only could CleanSpritz claim some of that, but their market research showed that there was considerable interest from businesses to purchase their 3:1 concentrated formula.

Bath & Body Works (BBW) enjoyed a successful decade after its inception in 1990. However, over time their limited offering of products was sending their customer base to other retail chains - either trading up to better brands or trading down to cheaper prices. As demand for their product seemed to dwindle, they needed a way to increase their customer base. An increase in

Sterling Household Products Company manufactured and marketed a wide variety of consumer goods products which were sold domestically as well internationally. Despite having great products and being positioned well in the industry, Sterling’s growth prospects were limited. Sterling’s decision to acquire the germicidal, sanitation and antiseptic production unit of Montagne Medical Instruments Company could provide the much needed growth. Furthermore, the division was well aligned with Sterling’s existing operations, helping Sterling diversify its business without compromising on

Prepare a marketing plan for Burt’s Bees to further their presence in Scandinavian and Nordic countries.

Intellectual Property: Johnson & Johnson have the rights to many products including: JOHNSON’S® BEBE® PENATEN® PRIM’AGE® JOHNSON’S® BEDTIME™ JOHNSON’S® SOOTHING NATURALS™ DESITIN® NATUSAN® NEUTROGENA® SHOWER TO SHOWER®PIZ BUIN® AVEENO® LUBRIDERM®AMBI® SKINCARE VENDOME® CLEAN & CLEAR® PURPOSE® ROC® ROGAINE® BAND-AID® Brand Adhesive Bandages BENGAY® CALADRYL® PURELL® NEOSPORIN® CORTAID® SAVLON® COMPEED® TUCKS® DAKTARIN® LISTERINE® EFFERDENT® LISTERINE® WHITENING REMBRANDT® REACH® STAYFREE® MONISTAT® CAREFREE® e.p.t.® K-Y® O.B.® TYLENOL® SUDAFED® ROLAIDS® DOLORMIN® MOTRIN® MOTILIUM® MYLANTA® ZYRTEC® and ZYRTEC-D®12-HOUR® BENADRYL® IMODIUM® PEPCID® NICORETTE® SPLENDA® LACTAID® BENECOL® SUN CRYSTALS™ VIACTIV® VISINE® ACUVUE® CONCERTA® REMINYL® /RAZADYNE® TOPAMAX® HALDOL® RISPERDAL® INVEGA® RISPERDAL® CONSTA® DORIBAX™ PREZISTA™ INTELENCE™ RETIN-A MICRO® LEVAQUIN®ORTHOCLONE OKT-3® REMICADE® DURAGESIC® AXERT® ORTHOVISC® ULTRAM® ER Tylenol® with Codeine DITROPAN XL® TERAZOL®ORTHO TRI-CYCLEN®ELMIRON® ORTHO-CYCLEN® ORTHO TRI-CYCLEN® LO ORTHO EVRA® ORTHO-NOVUM®RhoGAM® DACOGEN® PROCRIT® DOXIL® VELCADE® LEUSTATIN® ACIPHEX®/PARIET® REGRANEX® NATRECOR® REOPRO®. They also have the patents and copyrights to a wide array of drugs and medical equipment.

During the 1930s, Winthrop Chemical Company Inc. became a leader in the pharmaceutical industry with the introduction of renowned products including Salvarsan and Neo-Salvarsan (the first effective drugs in the treatment of syphilis), Prontosil and Neoprontosil (the first of the sulfa drugs), and Atabrine (the synthetic antimalarial that replaced quinine during WWII). [15] The company eventually expanded overseas in 1938 and operated seventy plants in forty countries. [13, 15]

•The Clorox Company: Clorox was founded in 1913 as the Electro-Alkaline Company by five Oakland. Although best known for the household bleach that bears the firm's name, The Clorox Company is a diversified

The unfinished claim: She said that one cap of tide gives more cleaning power than 6 caps of a bargain brand. Which bargain Brand?

The company has continued to grow through the purchase of smaller companies. In 2005, House of Fraser aquaired Jenner's department store and in 2006 it took over Baugur. In 2008, the company had three new openings in London, Belfast and Bristol. The company continues to grow and is a ripe competitor.

In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.

This case explains the challenges of newly promoted Domestic Brand Director, Anne Regnante, as she explores different options to increasing profits by 10% for Stewart’s household product division. Regnante’s primary concern is generating growth for its outdated and stagnant product, Reliance Baking Soda (RBS).

* The company sold its savory-flavors business, Food Ingredients Specialities (FIS), to Swiss flavoring-company Givaudan, and its United Kingdom and Ireland ambient-foods business to Hicks, Muse, Tate & Furst.

I’m an undergraduate student majoring in economy prepared the marketing plan for the purpose of learning and experience.

Because of their similarities, Proctor & Gamble and Gillette are a good strategic fit. Between the two entities they have the ability to combine operations, technology, resources, distribution channels and research costs in efforts to drastically cut spending. With lower costs, and the merger complete, the collaboration of Proctor & Gamble and Gillette should achieve a 1+1=3 effect.

The merger of the Anglo-Swiss Milk Company and Farine Lactee Henri Nestle gave birth to Nestle