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Consumer Segmentation Leading To Breakthrough New Branding / Product Strategies - Black & Decker Garment Care

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This case study discusses the power of understanding your consumer and identifying their "need gaps" vs. competitive products. Attitudinal segmentation can show how consumers really think when approaching a purchase decision. This helps to reveal new products and/or features directions that can give a new product a competitive edge in the marketplace. The example of developing a new business from nothing is presented for Black & Decker's Garment Car Business

Rick Steinbrenner - The Global Brand Guy

Published in: Business, Design
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Consumer Segmentation Leading To Breakthrough New Branding / Product Strategies - Black & Decker Garment Care

  1. 1. 1 Consumer Segmentation Leading To Breakthrough New Branding / Product Strategies Developing A $30MM Business From Zero & Turning Around A Consumer Business
  2. 2. 2 Garment Care Business Situation Business and profit erosion: $140MM to $80MM topline sales; operating income from +$15MM to losing cumulatively -$13MM in 1993-5. Market share drop from 50% to 30% with Hamilton Beach & Rowenta taking the most of the share. Premium iron product design/performance lapped by competition and over 20 years old. Failed on four other occasions to develop a successful premium iron product. Iron consumer purchase behavior not well understood; Previous research results were focused on entire market vs. understand potential segments.
  3. 3. 3 Garment Care Actions Uninvolved/Low End Ironers Working couples on the go Time pressed Hate ironing Appearance Driven/High End Ironers Family’s appearance is key “One Pass” ironing Likes to iron ATTITUDINAL CLUSTERS “NEED GAPS” IRON FEATURES Performance Made Simple Professional Pressing Results Lightweight Sure steam system Auto-clean valve Maximum steam performance Superior glidability In-use comfort Instead of focusing on ALL iron users, we learned consumer attitudes/habits about ironing drove usage/purchase behavior Key learning: appearance driven users were the heavy users – 20% of users, but 40% of ironing activity (Uninvolved ironers were 60% of users, but only accounted for 40% of ironing activity) This study proved consumer attitudes can drive purchase behavior vs. just what consumers say or do. Source: 1995 B&D A&U Study
  4. 4. 4 This was how we communicated our new product line strategies to the trade/consumers Team obtained $18MM in capital to re-tool and launch this new product line strategy Garment Care Actions
  5. 5. 5 Maximum Steam Performance: No other premium iron steams more Professional Pressing Results at Home - just like a dry cleaner!! Superior Non-Stick Glide: New “space age” soleplate coating Comfortably Designed: Comfort Grips & Unique Control Design (New feature for the category) Garment Care Actions ProFinish had 21 utility and design patents, the first iron to launch “comfort grips” into the market Voted a Consumer Digest “best buy” in 1998, achieved 100% distribution in all retail channels Developed and Launched New Premium Iron in the >$30 price point segment
  6. 6. 6 ProFinish premium irons became a $30MM franchise from zero. Exceeded all expectations and paid out original capital investment. Total Garment Care was “right-sized” in 1998 to $90MM with $7MM of operating income – a $20MM operating income swing. B&D total iron share moved up from 30% to ~40% Eliminated/consolidated over 60 sku’s enhancing product cost and working capital efficiencies. Today, Garment Care is a $100MM business for Spectrum Brands. (the subsequent owner of Garment Care after B&D divestiture/Applica). The consumer segmentation study is still quoted in trade publications as how consumer really buy irons. Garment Care Results

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