Surf Excel Marketing Strategy

The problem statement will be analyzed with respect to alternative marketing strategies available to P&G for launching the detergent. Consideration will be given onto whether the Vizir launch should be German-based or a Europe-wide and how this will affect standardization of the product in terms of product formulation, advertising, and promotion. The discussion shall

In order to gain market shares through the low-income segment of the Brazilian market, Unilever should launch a new Detergent Powder brand at an affordable price, which could replace in the long-run Campeiro, its cheapest brand. However this strategy is not without any risks, since it can lead to the cannibalization of Minerva.

Dawn has created a loyal fan base since its introduction in 1973. Dawn marketers utilized several marketing techniques such as brand equity and positioning to remain the leader of dish soap sales. Dawn has built brand equity by using the original Dawn to spring board their new products such as the ultra concentrated Dawn with power scrubbers. Dawn positions itself in the market by fulfilling the consumers need for a quality product. Dawn has given consumers a new perspective as dish soap by being used to clean animals affected by the recent oil spill. The Dawn brand is an example of how brand building is an essential factor for

Soren Chemical is new to developing a consumer brand (it partners with formulators to use private-label branding for its Kailan MW line). Therefore, they are relatively inexperienced with marketing consumer-oriented brands whereby they have to handle directly with wholesalers and also market to retailers, pool service professionals and consumers. This inexperience might have caused miscommunication between channels as seen when pool service professionals and specialty retailers had made inquires about Coracle but only 30% recalled receiving the Coracle material. Also 70% of them stated that Coracle

The film mentioned that Group Danone bought Stonyfiels, Colgate bought Tom’s of main etc.... Big companies can do anything that give them more money and less costs; and buying their new youth concurrent is undoubtly profitable. In one hand their getting ride of a new concurrent in the market. In the other hand they are ….. of their part in market, their consumers and even their workers and their new innovations. Companies like Danone,Kellog, and Clorox wants to attract the kind of consumer that is able to pay more money to buy healthier and cleaner products. I think that is to still putting the name of the small companies in products made by new companies. In addition I think if the consumer knows about that, they will probably change to other brand because big companies are not trustable in consumers’ minds. The consumer knows very well that big companies will not think twice about cheating in the product quality to make more profit.

The Tide detergent was created in 1943 with the combination of synthetic surfactants and “builders”. The builders helped the synthetic surfactants penetrate the clothes more deeply to attack greasy, difficult stains. Tide was introduced to test markets in October 1946 as the world’s first heavy-duty detergents. Tide detergents was improved 22 times during its first 21 years on the market, and Procter & Gamble’s still strives for perfection.

The biggest impediment is that the Clorox enters an already existing market and the dominant market leader, PUR, has well developed its “PUR Ultimate” system. Moreover Procter & Gamble are about to take control over PUR. It is also likely that the sale of

Unilever, founded in 1929, is an Anglo–Dutch multinational consumer goods company. Its headquarters are in London, England and in Rotterdam, Netherlands as well. It is the world's third-largest consumer goods company as of 2012. It is also one of the oldest multinational companies in the world, its products include food, beverages, cleaning agents and personal care products. And these products are available in 190 countries.

Simply, company started to sell everything that is commercially profitable, which is big mistake in the long term.

The United States, Mexican and Chinese markets all took very different approaches to the release of Colgate-Palmolive’s (CP) newest oral care product in 2004-2005. The new toothpaste is called Colgate Max Fresh (CMF). It is a cavity preventing gel with breath-freshening strips suspended in it that dissolve while consumers brush their teeth. The technology behind the breath strips is patented, and Colgate was hoping the product would be a big success by providing unique freshness.

Culture has progressed with many consumer merchandises that have become necessities and transformed into the day-to-day routines of society without having to think twice about it. CP or Colgate-Palmolive, is an icon for the personal hygiene industry throughout the United States, and as a worldwide company has positioned the brand as a most important home care in multiple foreign countries.The CMF line is CP’s most popular brand. The brand was a huge hit because of its individuality and the value that it crafted for consumers was astonishing. Colgate Max combined a new breath-strip and a mixture of therapeutics’, which added to more

Aqualisa had low market penetration. It was available only in 500 out of 2000 showrooms.

The brandnames and other brand information used in the brandguide section are properties of their respective companies. The companies are not associated with MBASkool in any way. The brand names are used purely for educational/academic purpose only.

Could you identify any product systems in this product mix? Is the toothpaste considered a shopping, specialty or convenience product? At what conditions, could this product considered a business product? With respect to Scope, do you consider it a "star" or "cash cow"? Why? With respect to the product life cycle of scope, what is the current status of the product? What is your marketing advice at this particular product life cycle stage?

In 1988 and 1989 , its market shares were 33% of whole mouth-wash market while it slightly came down to 32.3% in 1990. It is good that the company didn't let its market shares decline despite introduction of new products. But it is also noticeable that the company did not make any progress in its market shares.