Hindustan Unilever: Tagline Of Daw Dawn Dishwashing Products In India

Also surveys were conducted of mouthwash user’s image of the major brands based on several attributes such as, reducing bad breath, killing germs, removing plaque and others. The results showed that Plax achieved a strong image on removing plaques and healthier teeth and gums, whereas scope scored a weaker image on those attributes.

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.

Overall, Scope has a strong presence in the market for mouthwash. It has the leading market share in the Canadian market. Consumers that purchase Scope do so because it is better tasting than other mouthwashes that prevent bad breath. Scope excels in food stores, but has room to increase sales in drugstores because that is where most mouthwash purchases occur. With the introduction of Plax, Scope’s market share could potentially be threatened. The market is shifting towards health related benefits of mouthwash and not just fresh breath and good taste.

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.

Hearst and the business team have three options, on one hand a line extension or new product positioned against Plax could be introduced into the market and in the other hand doing nothing and just looking at claims other than “breath” instead of adding a new product. Launching a new product “new pre-brushing rinse,” for example would cannibalize a part of Scope sales, also the delivery, marketing and capital costs of P&G will increase if a new rinse was launched and the user of Scope would be confused since he/she saw in the old scope a breath refreshment, taking into consideration that the new rinse is not any better than Plax in reducing plaque, but at the same time it may increase the market share of P&G and increase its profit. Whereas adding a new claim for Scope would not increase the volume of sales, but it could prevent current users of Scope to switch and it would stabilize the

Terri’s next set of questions concern brand positioning. Dawn has a dominant place in Terri’s mind. Positioning is the attempt of a brand to occupy the space of a consumers mind. A more detailed definition comes from the AIU textbook entitled Marketing Management which states, “ Positioning is the act of designing the company’s offering and image to occupy a distinctive place in the minds of the target market”(Kotler & Keller 2009).One drop of Dawn completing a sink full of dishes is the goal it helps consumers achieve. Dawn positions itself has a unique liquid with power scrubbers. In the consumers mind they see little power scrubbers that eat and destroy the grease particles in the water and on the dishes. No other dish washing liquid claims to have tiny power-scrubbers in their liquid that fight and destroy grease.

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

Proctor and Gamble-Scope is faced with a very important decision, they need to prepare a marketing plan for P&G’s mouthwash business for the next three years. They want to know how they are going to be able to

By increasing successful and ideal operations and strengthening relationships with their customers, companies existing in this market diminish the significance of threat over newly accepted competitors. Toothpaste companies are still growing strongly, therefore additional firms are trying to enter the market to benefit from the increasing profits. However, most toothpaste companies have already made their name and their customers stay loyal to their brand, therefore it is hard to get into this market. With toothpaste being such a popular item and an essential in households,

Unilever is assessing whether to enter the low-income NE market. Our analysis shows that there is a profitable opportunity to offer detergent powder to low-income customers living in Northeast Brazil and capture market share in a high-margin, high-growth market. We recommend that the firm keeps the existing brands but deploy a horizontal extension of the Campeiro brand - adding better scent / softness and utilizing specialty distribution network, thereby marginalizing Invicto, an inferior but better-known competitor.

P&G is an international supplier of consumer goods it is a "global leader in health and beauty care products, detergents, diapers and food . P&G's presence in the hair care market in the U.S has been strengthened by innovative technology BC-18 and the replacement of an old brand 'Pert' with 'Pert Plus'- a mild shampoo with a fully effective conditioner. P"G decided to introduce BC-18 in Europe. Traditionally, the European market is highly competitive the main rivals are Colgate, Unileaver, and L'Oreal. The European market is segmented (i.e. value based) and

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.

To assess the factors affecting the demand for toothbrushes in India, a situation analysis has been performed using the 5Cs framework:

Gillett’s product line was closely related to P&G in a sense that their businesses tend to cater to household personal products with the exception of a few.