![]() Aesthetics will improve for consumers by eliminating drips often associated with residue remaining in a measuring cup. In addition to safety, avoiding measuring cup overfilling and spillage will increase the perception of consumer value. The new dispenser will increase consumer safety by minimizing heavy lifting and risk of dropping a large bottle of laundry detergent. Then the consumer will pull a trigger to dispense a pre-measured amount of detergent into the washing machine. The consumer will open a small vent cap, pull a handle on the back of the trigger handle and indicator marks molded on the stem will display load sizes (i.e. A simple clip would hold the trigger handle on the bottle when not in use, in order to keep it out of the way. A dip-tube will be attached under the cap and a hose will connect the cap to a trigger handle. The Measure Trigger dispenser uses a pull and dispense handle with trigger on liquid laundry detergent bottles. This strategy is based on P&G’s experience in marketing strategies and a general understanding that women make a majority of household purchasing decisions in the U.S. ![]() That being said, the primary focus of marketing will be targeted to women, or more specifically mothers across multiple demographics including, but not limited to ethnicity, age, income, and education level. Tide Detergent Target Market:Ī thorough market opportunity analysis shall be conducted using P&G’s current strategy for engaging current and prospective consumers. For this reason no other changes, including formulas, will be made to Tide® products currently offered as part of this initiative. Threats to successful launch of the Tide® Measure Trigger dispenser bottle are recognized as coming primarily from our competitors with established brands in the market. P&G has an opportunity to position themselves rapidly in the market by introducing a packaging change to the Tide® brand before the competition has an opportunity to respond. One external opportunity is to take advantage of the recent spin-off of Sun Products Corporation from our largest competitor, Unilever, Ltd. This is significant for a company with over 140,000 employees worldwide. It is to be expected that these anxieties have a negative effect on employee loyalty and productivity. Although many “heritage” brands (Tide® included) are core to P&G’s business there is a significant amount of anxiety among employees at manufacturing facilities as to the significance of their personal contribution to the company’s success. The company continually acquires companies and divests brands. P&G constantly works to identify and eliminate internal weaknesses. Scale is a strength that allows P&G to produce large volumes of Tide® and other laundry detergent brands and move them rapidly through the supply chain to many customers across the globe. These results are one reason that P&G has been recognized as a preferred supplier among leading retailers (2010c). ![]() P&G has the highest customer service levels industry wide with results exceeding 99.5% on average. Tide® is one of these brands with very high brand recognition in the market. P&G has 22 brands with net sales exceeding one billion dollars each (2010c). Internal product innovation and external relationships have allowed the company to consistently deliver benchmark results across multiple consumer products manufacturers (2010c). P&G understands its consumers by engaging five million consumers each year in marketing analyses (2010c). P&G’s greatest strengths are, consumer understanding, innovation, brand-building, go-to-market capabilities, and scale (2010c). In addition to gaining market share from our competitors we expect sales to shift from smaller bottles to the larger bottle, both of which will offset any manufacturing constraints and the higher cost dispenser. Our objective is to increase sales by 20% during the first 12 months for Tide® liquid laundry detergent in 150 ounce bottles following launch of the Measure Trigger dispenser. The purpose of this initiative is to increase consumer ease-of-use and perceived value to increase sales volume. Total net sales for this business unit totaled $37.3 billion during 2009 and 20% global market share (2010a, b). Tide® is one brand in P&G’s Household Care business unit. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper. ![]() We will provide branded products and services of superior quality and value that improve the lives of the world’s consumers, now and for generations to come. Order custom essay Tide Target Market and detergent competitors ![]()
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