Unilever Case Study
Autor: Coolmankey . • September 3, 2017 • Case Study • 963 Words (4 Pages) • 504 Views
North east market size- 106 million(detergent)+102 million (soap)
Target customer base-invictus(5%)+ace11%+P&G6%+compario6%...???
As discussed above Unilever should rework its brand strategy to target the LIC base . It has these below mentioned options.
OMO targeted to LIG
Pro Well established brand. Looked up to /aspired by customer. High brand awareness Superior product features and quality | Cons OMO stands as a leader in Premium detergent category and reworking/repositioning brand may hamper its existing market. The formulation/product costs are very high to target the LIc base. The customer can become confused with changing brand strategies. |
Minerva targeted to LIG
Pro Well established product in mid priced detergent category. Perceived as a quality product . Has presence in both soap and detergent market. | Cons Repositioning this as a brand for LIC may hamper its existing market share and its sister Bar product which also holds a sizeable market share. Minerva is present in a highly competitive space and changing strategy may open the market to competitors hence loosing share. |
Campeiro targeted tp LIC
Pro Already present in the Price conscious customer space. High Brand knowledge and already has decent market penetration. Lower product cost , hence able to price it appropriately for customer expectations. Low risk of loosing market share as the brand has a small market share in current situation. Has a better customer attribute perception as compared to its immediate competiotors- POP INvicto. | Cons Perceived as a cheap low quality brand which is meant only for budget restricted customers. Low penetration when compared to other in house brands Complimentary to soap as per analysis |
Launching a New brand
Can be launched to target the price sensitive customer base with a strong focus on quality and product attributes rather than pricing.
Ability to structure the brand as per the market requirements rather than repositioning and overhauling existing brand.
Cons
Higher costs would be involved in launching and introducing a new brand in mkt.- .10$ per kg
Possibility of cannibalization of market share of existing in house brand
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