The Success Of Keya Laundry Soap

However, such a campaign did not motivate the audience into buying a product or getting them interested in enquiring about the company services. Therefore, focusing on corporate image could create passive interest, which might not translate into sales, resulting in lower returns on marketing dollars. They failed to target the consumer’s needs

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

The company does not have a sure mission and is engaged in the wrong type of marketing philosophy. The company need develop a mission.

At this stage, advertising is either halted or completely stopped, and possibly the production of the item may decrease in activity in order to retain money and boost the production on other marketing schemes/ideas.

Advertising costs have risen in recent times and is becoming an expensive way to promote their

This leads into the next issue their organization faces, which is their lack of informing the consumers of their product benefits. The Fantastik cleaners are the only ones on the market that are 100% safe for the environment. With such a competitive advantage over their competitors, they have to be able to bridge this communication gap they currently have with consumers, because many of them are unaware of Fantastik’s triple bottom line goals. In order to help build brand awareness, they have to advertise more to their target segments. But one of the issues is Fantastik’s advertising budget has decreased from $1,375,000 in 2005 to $825,000 in 2006. Fantastik also has the problem of lacking diversity in their product line. Although they have five different cleaners, all of them are fairly similar and many consumers would not be able to tell their differences other than the price.

Coracle, being a new brand should first adopt a push strategy since there is low brand loyalty and low brand awareness. This will generate exposure and encourage distributors to stock up on Coracle. Only 25% of consumers understand and use clarifiers regularly. This shows that there is low involvement in purchasing decision and perhaps an impulse item as a residential clarifier. And thus a push strategy is a good way to promote the product. However, since product benefits are not well understood by consumers, Soren can also adopt a pull strategy in communicating the actual value of Coracle, and let consumers know about the annual EVC rather than unit cost. It is hard to promote Coracle to the distributors since they understand that low annual cost of Coracle comes

The company’s products are not selling in the market even after making several changes and reforms in the operation process i.e. experiencing difficulty in gaining traction in the market.

stems from two main factors, lack of awareness of the company’s products due to limited

The Moisturizing Black Soap Shampoo is currently placed in the Decline stage of the product life cycle. This stage is always characterized by a shrinking market, something that is observed with the shampoo ("Product Life Cycle Stages", 2017). The product has experienced a consistent decline in the number of sales going by the number of units sold in each quarter. This is something that has led to a decrease in the amount of revenue collected and a loss of market share from 3.8% in 2015 to 2.8% in 2016 (PRODUCT REPORT FOR ALIKAY NATURALS MOISTURIZING BLACK SOAP SHAMPOO, 2017). All these have occurred in a steady manner that gives indication of the general decline of the shampoo. From the survey conducted on the customers of the shampoo,

The Ad-lider company is not advertising its products and rather focusing on the interview with focused groups. This is one of the major weaknesses of the company. Advertising can be used to inform, persuade, build brands, encourage purchase and remind customers about product and so on. Since Ad-lider is not advertising about its product so the company is not being able to build the brand of the company or its product in the market.

Strengths of this brand include: it is the 4th largest marketer, brand longevity, and it has a large/high awareness in big cities. Its’ weaknesses are: low market share, low market coverage, limited bottlers’ network, relatively low advertising

Our value proposition to this segment will be: An affordable detergent powder with a “special touch.”

Positioning - The brand was not well positioned as a global brand and brand management was not coordinated across all countries of operation. Different approach of promotions needed for different markets; Easter Europe needed beauty business promotions.

Once they analysed what were the main issues that led the company into that situation, two were the main problems. First of all, the product portfolio was unprofitable, more than the 94% (Breen 2013).