Clorox is facing issues with consumers misunderstanding their products as being chemically harmful. To address this, Clorox has launched a "Greenworks" line of natural cleaning products. The document proposes national advertising campaigns and a line extension to further promote Clorox as a safe and environmentally-friendly brand to change consumer perceptions.
Brita, Burt's Bees, and Greenworks - Leveraging Sustainability at CloroxSustainable Brands
Burt's Bees, Brita and GreenWorks? All successful companies with a positive sustainable image and brand power in a struggling economy...Discover how they manage to grow and thrive with Mike Kraft of The Clorox Company!
Leveraging Environmental Sustainability at Clorox with Brita, Burt's Bees, an...Sustainable Brands
Presentation on sustainability, marketing, product development, and portfolio management at Clorox with Burt's Bees, Brita, and Greenworks.
Learn more about Sustainable Business & Design at: http://sustainablelifemedia.com
Casper targets millennial first-time mattress buyers through a humorous tone highlighting the comfort of their mattresses. Their goal is to position themselves as a fresh, design-focused alternative in the mattress industry by promising the most comfortable sleep environment. To do so, their campaign will capitalize on candid moments of odd sleeping positions and places through images and videos celebrating truthful sleeping moments, with the message that "You can't always choose where you fall asleep, but if you could - it'd be on a Casper."
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The document is a presentation to Stephen T. Hurley from Fabian Ochoa, an MBA candidate at Hult International Business School, discussing a marketing strategy for a beer company. The strategy involves decreasing price, implementing a new advertisement campaign costing $230,000, and implementing a go-to-market strategy costing $100,000. By the end of the year, the total investment would be $138,333 after reducing some promotion strategies. Ochoa provides his contact information at the end.
This document summarizes Unilever's marketing strategies for targeting low-income consumers in Brazil from 1997-2007. It discusses Unilever's large market share in detergent powders in Brazil, the characteristics of low-income consumers in northeastern Brazil, and the implications and benefits of targeting this consumer segment. It also describes Unilever's brand portfolio, including its premium Omo brand and cheaper Campeiro brand, and introduces a new brand called Campeiro Plus aimed at low-income consumers by providing better cleaning power at a similar price point to competitors.
Crescent Pure is an organic energy drink acquired by PDB in 2013. Sarah Ryans must finalize the product positioning strategy for Crescent Pure in a few weeks. There are two viable positioning options - as an energy drink or a sports drink. After analyzing customer segmentation data, market growth trends, pricing strategies, and product differentiation opportunities for both options, an energy drink positioning is recommended. It attracts a larger customer base and market, is better aligned with PDB's pricing approach, and allows Crescent to differentiate itself as a healthy organic alternative in a category with negative publicity around artificial ingredients.
Brita, Burt's Bees, and Greenworks - Leveraging Sustainability at CloroxSustainable Brands
Burt's Bees, Brita and GreenWorks? All successful companies with a positive sustainable image and brand power in a struggling economy...Discover how they manage to grow and thrive with Mike Kraft of The Clorox Company!
Leveraging Environmental Sustainability at Clorox with Brita, Burt's Bees, an...Sustainable Brands
Presentation on sustainability, marketing, product development, and portfolio management at Clorox with Burt's Bees, Brita, and Greenworks.
Learn more about Sustainable Business & Design at: http://sustainablelifemedia.com
Casper targets millennial first-time mattress buyers through a humorous tone highlighting the comfort of their mattresses. Their goal is to position themselves as a fresh, design-focused alternative in the mattress industry by promising the most comfortable sleep environment. To do so, their campaign will capitalize on candid moments of odd sleeping positions and places through images and videos celebrating truthful sleeping moments, with the message that "You can't always choose where you fall asleep, but if you could - it'd be on a Casper."
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The document is a presentation to Stephen T. Hurley from Fabian Ochoa, an MBA candidate at Hult International Business School, discussing a marketing strategy for a beer company. The strategy involves decreasing price, implementing a new advertisement campaign costing $230,000, and implementing a go-to-market strategy costing $100,000. By the end of the year, the total investment would be $138,333 after reducing some promotion strategies. Ochoa provides his contact information at the end.
This document summarizes Unilever's marketing strategies for targeting low-income consumers in Brazil from 1997-2007. It discusses Unilever's large market share in detergent powders in Brazil, the characteristics of low-income consumers in northeastern Brazil, and the implications and benefits of targeting this consumer segment. It also describes Unilever's brand portfolio, including its premium Omo brand and cheaper Campeiro brand, and introduces a new brand called Campeiro Plus aimed at low-income consumers by providing better cleaning power at a similar price point to competitors.
Crescent Pure is an organic energy drink acquired by PDB in 2013. Sarah Ryans must finalize the product positioning strategy for Crescent Pure in a few weeks. There are two viable positioning options - as an energy drink or a sports drink. After analyzing customer segmentation data, market growth trends, pricing strategies, and product differentiation opportunities for both options, an energy drink positioning is recommended. It attracts a larger customer base and market, is better aligned with PDB's pricing approach, and allows Crescent to differentiate itself as a healthy organic alternative in a category with negative publicity around artificial ingredients.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
This document contains a case study analyzing market segments and profit forecasts for a company, Clean Edge, entering the razor and cartridge market. It includes a market segmentation breakdown by value and sales. Profit and loss forecasts are provided under niche and mainstream scenarios. Two executives debate whether Clean Edge should target the niche or mainstream market. The niche strategy appeals to minorities and has lower risks but may not scale, while the mainstream approach could broaden appeal but risks cannibalizing existing brands and requires more investment. In the end, Clean Edge must decide whether to launch a new niche brand or reposition their existing Paramount brand to target the mainstream market.
Metabical is claimed to be a safe and effective weight loss drug. The case study describe the analysis of marketing strategy used to introduce the drug in the market and also establish a viable positioning for the product.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Case Analysis - HubSpot: Inbound Marketing and Web 2.0 Saptarshi Dhar
- Hubspot was founded in 2006 to provide inbound marketing software to help small businesses compete through new online marketing approaches.
- It uses informative content to attract prospective customers and build relationships through content marketing, social media distribution, and community engagement.
- Inbound marketing is more efficient than outbound as it only targets interested customers, with leads costing 5-7 times less than outbound.
- Hubspot offers content design, management, optimization, analytics and intelligence tools to help businesses attract and convert leads.
Annie's is looking to grow organically by targeting prime prospect households. They will focus on brand awareness of Annie's as a healthy brand and adding convenience to boost sales of new frozen product lines like lasagna, ravioli, and sesame chicken with 70% or more organic ingredients. Annie's marketing mix will use promotions and advertising in traditional and social media, along with seasonal discounts, to promote the new products and drive sales at grocery and mass retailers where prime prospects shop. The goal is to take advantage of growth in frozen categories and household purchasing habits around health and convenience.
The Baldwin Bicycle Company was approached with a proposal from Hi-Valu to supply bicycles under certain terms. The proposal would increase Baldwin's sales volume but also increase costs. Baldwin identified two alternatives: accept or reject the proposal. Quantitative analysis showed accepting the proposal would result in a net added contribution of $324,463.77. Qualitative factors also favored accepting as it could utilize excess capacity and expand into a new market segment. The conclusion was to accept the proposal due to its potential for returns.
Mountain Man Brewing Company is a family-owned brewery that has been successful for over 50 years brewing its flagship Mountain Man Lager beer, which is popular among blue-collar workers. However, the company is now experiencing a decline in sales for the first time as the market for light beers is growing. The case study evaluates whether Mountain Man should launch a light beer called Mountain Man Light to attract younger drinkers and capture market share in the growing light beer segment. An analysis of revenues, costs, and market forecasts suggests that Mountain Man Light could be profitable and cover its investment costs within two years. Therefore, the document recommends that Mountain Man Brewing Company should enter the light beer market with Mountain Man Light.
The document discusses positioning strategies for Paramount's new razor product, Clean Edge. It analyzes entering either the mainstream or niche market segments. The niche strategy is recommended, as it has less cannibalization risk than mainstream. A SWOT analysis shows niche has opportunities from growing demand but requires a higher budget. Recommendations include targeting college students on social media, and improving distribution convenience.
Snapple was founded in 1972 and became a market leader in the alternative beverage category. It was known for its natural and real products. Snapple grew rapidly through the 1980s and 1990s before being sold to multiple companies. When acquired by Quaker in 1994, Quaker aimed to integrate Snapple and its sports drink Gatorade by combining their distribution channels. However, Snapple's image as a fashionable drink clashed with Gatorade's health focus. Snapple was later acquired by Triarc which aimed to revitalize the brand by reconnecting with consumers and focusing on new label designs and normal people in advertising.
A Harvard Case Study Analysis on Crescent Pure,an organic energy drink under the guidance of Prof. Sameer Mathur, IIM Lucknow for the Marketing Management Internship
The document is an agenda for a meeting discussing IKEA's expansion plans to open 50 stores in the USA. It includes sections on reviewing IKEA's history in the USA, problems and solutions in expanding there, and an overview of the US furniture market. The agenda seeks input on maintaining and updating IKEA's brand attributes and positioning for the US market expansion.
Snapple originated in the 1980s when three friends identified a need for no-preservative fruit juices. They expanded their product line to include iced teas, sports drinks, and more. While some products succeeded, many failed, but premium pricing on successes offset losses. Distributors wanted advertising, so Snapple hired tennis star Ivan Lendl, though the ads were ineffective. Snapple aimed to appeal to young, health-conscious urban professionals. It faced competition from other "new age" beverage brands. The brand established a quirky, offbeat identity through amateurish labels and homemade ads. It grew significantly until being acquired by multiple companies with varying levels of alignment with Snapple's culture and brand.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
The document discusses how the Space IDEAS Hub is helping local enterprises in Leicester through case studies. The Hub provides support like funding advice, consultancy, and business events. It is illustrated through examples of the Hub assisting Space IDEAS with medical supplies charity Inter Care, surveillance equipment supplier Foxton Global Sourcing, and product design firm Canard Design. The Hub generated ideas to reduce a Canard Design product's weight and brought experts together, potentially generating over £70k for local businesses.
Mountain Man Brewing Company : Harvard Case AnalysisDiksha Asthana
This document summarizes information about Mountain Man Beer Company (MMBC), including its key people, current situation, competitors, consumers, and marketing strategies. MMBC is facing declining sales as younger drinkers prefer light beers. To attract this demographic, MMBC is considering launching a light beer brand. However, this could undermine its core brand equity if not done carefully. The document analyzes MMBC's options to drive growth while staying true to its original brand identity.
Clorox is considering how to expand its market share through sustainable brands like Brita while addressing corporate social responsibility. Its key brands focused on sustainability - Brita, Burt's Bees, and Green Works - currently make up only 10% of sales. Clorox must determine whether to invest more heavily in these brands or focus resources on larger, more established brands. Expanding Brita's product lines while promoting Clorox's commitment to sustainability through PR partnerships is identified as the best alternative to drive growth and improve brand image.
Here are a few key arguments against relying solely on individual action to address environmental issues like climate change:
1. Structural issues require structural solutions. Problems like climate change are caused by large-scale social and economic systems, not individual behaviors. Even significant individual actions will not address the root systemic causes. Collective action and policy changes are needed.
2. Individual actions can distract from systemic change. A focus on individual green behaviors takes attention and pressure away from pushing for regulations and policies that big corporations and governments need to implement.
3. Individual actions are not enough due to scale of problems. The level and speed of reductions needed to mitigate climate change are too massive for individual actions alone. Voluntary individual actions will not drive
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
This document contains a case study analyzing market segments and profit forecasts for a company, Clean Edge, entering the razor and cartridge market. It includes a market segmentation breakdown by value and sales. Profit and loss forecasts are provided under niche and mainstream scenarios. Two executives debate whether Clean Edge should target the niche or mainstream market. The niche strategy appeals to minorities and has lower risks but may not scale, while the mainstream approach could broaden appeal but risks cannibalizing existing brands and requires more investment. In the end, Clean Edge must decide whether to launch a new niche brand or reposition their existing Paramount brand to target the mainstream market.
Metabical is claimed to be a safe and effective weight loss drug. The case study describe the analysis of marketing strategy used to introduce the drug in the market and also establish a viable positioning for the product.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Case Analysis - HubSpot: Inbound Marketing and Web 2.0 Saptarshi Dhar
- Hubspot was founded in 2006 to provide inbound marketing software to help small businesses compete through new online marketing approaches.
- It uses informative content to attract prospective customers and build relationships through content marketing, social media distribution, and community engagement.
- Inbound marketing is more efficient than outbound as it only targets interested customers, with leads costing 5-7 times less than outbound.
- Hubspot offers content design, management, optimization, analytics and intelligence tools to help businesses attract and convert leads.
Annie's is looking to grow organically by targeting prime prospect households. They will focus on brand awareness of Annie's as a healthy brand and adding convenience to boost sales of new frozen product lines like lasagna, ravioli, and sesame chicken with 70% or more organic ingredients. Annie's marketing mix will use promotions and advertising in traditional and social media, along with seasonal discounts, to promote the new products and drive sales at grocery and mass retailers where prime prospects shop. The goal is to take advantage of growth in frozen categories and household purchasing habits around health and convenience.
The Baldwin Bicycle Company was approached with a proposal from Hi-Valu to supply bicycles under certain terms. The proposal would increase Baldwin's sales volume but also increase costs. Baldwin identified two alternatives: accept or reject the proposal. Quantitative analysis showed accepting the proposal would result in a net added contribution of $324,463.77. Qualitative factors also favored accepting as it could utilize excess capacity and expand into a new market segment. The conclusion was to accept the proposal due to its potential for returns.
Mountain Man Brewing Company is a family-owned brewery that has been successful for over 50 years brewing its flagship Mountain Man Lager beer, which is popular among blue-collar workers. However, the company is now experiencing a decline in sales for the first time as the market for light beers is growing. The case study evaluates whether Mountain Man should launch a light beer called Mountain Man Light to attract younger drinkers and capture market share in the growing light beer segment. An analysis of revenues, costs, and market forecasts suggests that Mountain Man Light could be profitable and cover its investment costs within two years. Therefore, the document recommends that Mountain Man Brewing Company should enter the light beer market with Mountain Man Light.
The document discusses positioning strategies for Paramount's new razor product, Clean Edge. It analyzes entering either the mainstream or niche market segments. The niche strategy is recommended, as it has less cannibalization risk than mainstream. A SWOT analysis shows niche has opportunities from growing demand but requires a higher budget. Recommendations include targeting college students on social media, and improving distribution convenience.
Snapple was founded in 1972 and became a market leader in the alternative beverage category. It was known for its natural and real products. Snapple grew rapidly through the 1980s and 1990s before being sold to multiple companies. When acquired by Quaker in 1994, Quaker aimed to integrate Snapple and its sports drink Gatorade by combining their distribution channels. However, Snapple's image as a fashionable drink clashed with Gatorade's health focus. Snapple was later acquired by Triarc which aimed to revitalize the brand by reconnecting with consumers and focusing on new label designs and normal people in advertising.
A Harvard Case Study Analysis on Crescent Pure,an organic energy drink under the guidance of Prof. Sameer Mathur, IIM Lucknow for the Marketing Management Internship
The document is an agenda for a meeting discussing IKEA's expansion plans to open 50 stores in the USA. It includes sections on reviewing IKEA's history in the USA, problems and solutions in expanding there, and an overview of the US furniture market. The agenda seeks input on maintaining and updating IKEA's brand attributes and positioning for the US market expansion.
Snapple originated in the 1980s when three friends identified a need for no-preservative fruit juices. They expanded their product line to include iced teas, sports drinks, and more. While some products succeeded, many failed, but premium pricing on successes offset losses. Distributors wanted advertising, so Snapple hired tennis star Ivan Lendl, though the ads were ineffective. Snapple aimed to appeal to young, health-conscious urban professionals. It faced competition from other "new age" beverage brands. The brand established a quirky, offbeat identity through amateurish labels and homemade ads. It grew significantly until being acquired by multiple companies with varying levels of alignment with Snapple's culture and brand.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
The document discusses how the Space IDEAS Hub is helping local enterprises in Leicester through case studies. The Hub provides support like funding advice, consultancy, and business events. It is illustrated through examples of the Hub assisting Space IDEAS with medical supplies charity Inter Care, surveillance equipment supplier Foxton Global Sourcing, and product design firm Canard Design. The Hub generated ideas to reduce a Canard Design product's weight and brought experts together, potentially generating over £70k for local businesses.
Mountain Man Brewing Company : Harvard Case AnalysisDiksha Asthana
This document summarizes information about Mountain Man Beer Company (MMBC), including its key people, current situation, competitors, consumers, and marketing strategies. MMBC is facing declining sales as younger drinkers prefer light beers. To attract this demographic, MMBC is considering launching a light beer brand. However, this could undermine its core brand equity if not done carefully. The document analyzes MMBC's options to drive growth while staying true to its original brand identity.
Clorox is considering how to expand its market share through sustainable brands like Brita while addressing corporate social responsibility. Its key brands focused on sustainability - Brita, Burt's Bees, and Green Works - currently make up only 10% of sales. Clorox must determine whether to invest more heavily in these brands or focus resources on larger, more established brands. Expanding Brita's product lines while promoting Clorox's commitment to sustainability through PR partnerships is identified as the best alternative to drive growth and improve brand image.
Here are a few key arguments against relying solely on individual action to address environmental issues like climate change:
1. Structural issues require structural solutions. Problems like climate change are caused by large-scale social and economic systems, not individual behaviors. Even significant individual actions will not address the root systemic causes. Collective action and policy changes are needed.
2. Individual actions can distract from systemic change. A focus on individual green behaviors takes attention and pressure away from pushing for regulations and policies that big corporations and governments need to implement.
3. Individual actions are not enough due to scale of problems. The level and speed of reductions needed to mitigate climate change are too massive for individual actions alone. Voluntary individual actions will not drive
- Seventh Generation is a green home and personal care products maker that has historically had small marketing efforts compared to larger competitors like Clorox.
- It recently launched its first national ad campaign called "Protect Planet Home" to raise awareness of environmentally responsible products as the green cleaning products market grows.
- The CEO says their goal is to inform consumers of Seventh Generation's mission to protect the planet in a way that is different from large CPG companies, and increase brand awareness to 45% of U.S. households.
A STUDY ON CUSTOMER PERCEPTION OF GREEN MARKETINGErica Thompson
This document discusses a study on customer perceptions of green marketing. It analyzes primary and secondary data from a survey of 80 consumers. The study finds that most customers (82%) are aware of green products but less than two-thirds are willing to pay more for them. While 61% of customers are satisfied with green products, 39% are not. The objectives of the study are to examine why companies adopt green marketing and to analyze customer awareness, willingness to pay more, and satisfaction levels. The document also provides examples of successful green marketing initiatives by companies like introducing CNG buses in Delhi and HP's energy reduction goals.
Glad ForceFlex kitchen trash bags aim to increase their market share among Generation Y consumers by developing brand awareness and expanding their target market through an integrated marketing campaign utilizing social media, event sponsorships, and a sweepstakes to win a trip to the Bonnaroo music festival in order to attract the environmentally-conscious and technology-savvy Generation Y demographic that competitors have ignored. The campaign objectives are to build customer loyalty early and maintain relationships as Generation Y consumers age by appealing to their lifestyle and interests through non-traditional media channels.
Green marketing began in the 1980s when harmful products were identified and "green" alternatives were introduced, and it has grown as consumers become more environmentally conscious; it has evolved from an ecological focus on environmental problems to a sustainable approach considering economic and social impacts; green marketing strategies aim to reduce environmental impact throughout the product lifecycle from manufacturing to recycling and promote benefits like access to new markets and competitive advantages.
1. Clorox partnered with the Sierra Club in 2008 to launch its GreenWorks line of natural cleaning products.
2. The partnership was successful for both organizations - it helped boost GreenWorks sales and market share while also generating income for the Sierra Club.
3. The partnership introduced more environmentally-friendly cleaning options to consumers and increased competition in the green cleaning product market, helping drive down prices while raising awareness about sustainable products.
The document discusses trends in ethical consumerism and corporate responsibility. It summarizes research showing that consumers are increasingly concerned about issues like climate change and ethical business practices when making purchasing decisions. Companies are responding by integrating corporate responsibility policies and sustainability more fully into their strategies and operations. Voluntary reporting and transparency initiatives are also growing to better inform consumers.
The document discusses green marketing and provides examples. It defines green marketing as marketing products and services that are presumed to be environmentally safe. It then gives characteristics of green products and discusses the need for green marketing from both business and consumer perspectives. The document also outlines some challenges in green marketing and provides strategies companies can take to effectively market green products. Finally, it analyzes trends in green marketing in India and provides cases of companies adopting green marketing strategies.
Definition, Nature, Scope & Goals of marketing, Difference between marketing and selling. Marketing process; Approaches to Marketing Functions and Significance of marketing Need- Want- Demand, Marketing Plan Meaning and features of marketing environment Steps in environmental scanning Components of marketing environment.
green marketing definition, application, benefits,challenges of green marketing, examples of green marketing, green product features and characteristics. Evolution of green marketing, reasons for adopting green marketing, green marketing mix, advantages of green marketing, problems with application of green marketing. Key to successful green marketing, initiatives taken by various organization. reasons for adopting green marketing.
Retailer Therapy - Campaign for Safe Cosmetics: Ranking Retailers on their Co...v2zq
Retailer Therapy - Campaign for Safe Cosmetics: Ranking Retailers on their Commitment to Personal Care Product & Cosmetics Safety - Resources for Healthy Children www.scribd.com/doc/254613619 - For more information, Please see Organic Edible Schoolyards & Gardening with Children www.scribd.com/doc/254613963 - Gardening with Volcanic Rock Dust www.scribd.com/doc/254613846 - Double Food Production from your School Garden with Organic Tech www.scribd.com/doc/254613765 - Free School Gardening Art Posters www.scribd.com/doc/254613694 - Increase Food Production with Companion Planting in your School Garden www.scribd.com/doc/254609890 - Healthy Foods Dramatically Improves Student Academic Success www.scribd.com/doc/254613619 - City Chickens for your Organic School Garden www.scribd.com/doc/254613553 - Huerto Ecológico, Tecnologías Sostenibles, Agricultura Organica www.scribd.com/doc/254613494 - Simple Square Foot Gardening for Schools - Teacher Guide www.scribd.com/doc/254613410 - Free Organic Gardening Publications www.scribd.com/doc/254609890 ~
This document provides an analysis of Whole Foods Market Inc. including its vision, mission, history, growth strategy through mergers and acquisitions, external and internal assessments using PESTEL, Porter's Five Forces, EFE matrix, CPM, VRIO analysis, IFE matrix and SWOT analysis. It identifies Whole Foods' strength in quality products and brand but also threats from increased competition and potential lower spending during economic downturns. Three alternative strategies are considered and it is recommended Whole Foods employs a two-phased intensive growth strategy starting with market penetration to strengthen market share followed by market development through international expansion.
Coca cola final project- mba- s3 -group (group a )Mohamed Ahmed
Coca Cola is the world's largest beverage company founded in 1886 in the US. It operates in over 200 countries and distributes various beverages including juice, energy drinks, water, and coffee through partnerships with 300 bottling companies worldwide. John Pemberton invented Coca Cola as a non-alcoholic version of coca wine in 1888. The company uses a cost leadership strategy and product differentiation to gain a competitive advantage. It employs intensive strategies like market penetration, product development, and market development to expand its market and sales globally.
This document discusses the concept of green marketing. It defines green marketing as marketing products and services that are environmentally friendly. It discusses why green marketing is important due to growing consumer awareness about environmental issues. It also outlines some of the challenges in green marketing, such as the need for standardization and that it is still a new concept for many. The document provides examples of green products and characteristics. It concludes by discussing some golden rules for green marketing and providing examples of companies adopting green marketing strategies.
Coca-Cola is launching its flagship Coca-Cola product in eco-friendly tetra pack packaging to promote sustainability and rebuild its reputation. Its target audience includes teens, youth, and adults in urban areas. Its marketing objectives are to promote and reposition Coca-Cola as an environmentally conscious brand. Its integrated marketing communications plan includes digital advertising on YouTube, Facebook, and Instagram as well as influencer marketing. It will evaluate the campaign's success based on sales increases, customer loyalty, brand equity growth, and increased product awareness.
This document outlines a strategic communication plan created by Dark Horse Media for the startup company EnviroKure, Inc. The plan includes a situational analysis of EnviroKure, identifying opportunities to target smaller consumer markets and increase social media presence. Dark Horse Media recommends establishing recognizable branding and taking cues from the successful company TerraCycle. The proposal then covers campaign strategies, target audiences, research methods, key messages, and concludes with implications and budgets to help EnviroKure reach its growth goals through improved communications.
The document describes a proposed tea truck business in New York City. The tea truck would deliver high quality tea from around the world directly to customers. It aims to introduce tea drinking as a daily ritual to replace coffee and promote relaxation. The tea truck would make stops in high traffic areas at peak times for tea consumption. It would have a vintage-inspired interior design and offer a variety of teas, as well as games, gifts and experiences to build customer loyalty and engagement with the tea culture. The goal is for the tea truck to become a comforting and authentic part of customers' daily lives in New York.
What seems to be a partial and indirect solution to the recent fertility decline may be the key in helping a significant portion of working parents in Korea
The document describes a tea truck business in New York City. The tea truck aims to provide easy access to high quality teas from around the world and introduce tea drinking as a daily ritual. It seeks to replace morning coffee with the art of tea. The tea truck represents a moment of relaxation on busy city streets. An analysis of the brand's pros, cons, potential personas and brand drivers is also presented.
The contrasting meaning of office space from Post-WW2/50s to today. Their purpose and how they shape social interaction.
The contrasting way we live past and present and how the space
spotlights this.
The agency is a small, independent firm based in San Francisco consisting of an Account Director, Art Director, and Copywriter/Planner. They take pride in their creative values and artistic visions which could be compromised if acquired by a large corporation. For their campaign for Diesel, they propose being honest that Diesel is not for everyone and getting real by targeting everyday jean-wearers rather than taking a conceptual, abstract approach as before through web interaction with consumers.
what if there were a refilling station for your beauty products, where your empty toner bottle is refilled and you pay much less than buying the whole new product?
Asia accounts for the largest percentage of global luxury consumption due to economic growth and growing populations with rising incomes in many developing Asian countries, particularly in China. Demand for luxury goods has increased more than proportionally as incomes have risen in Asia, where luxury items are considered desirable, non-essential goods.
The document provides an analysis of the COSME DECORTE brand. It finds that while the brand is positioned as a science-forward brand, it lacks coherence in communicating elegance. The analysis examines strengths and weaknesses, as well as inconsistencies across products, communication, and positioning. It proposes repositioning the brand to better balance its focus on cutting-edge science with elements of elegance and sensuousness, in order to create a stronger, more harmonious brand identity.
16. Now that we have researched and seen what Clorox has done… Here is our educated and reputable ideas and opinions to the solution of the Clorox brand image problem…
32. Consumer’s Expected Reaction Belief Attitude Message from Clorox Buy Clorox Clorox as a safe and clean brand Strong affinity Clorox’s sales increase
33.
34.
35.
Editor's Notes
Objective to be achieved Review and response to current Clorox’s strategies Introduce new strategies In hope to clear and improve Clorox’s brand image. Consumers can see Clorox as a safe, green and trustful product that they can rely on. Thus, continuously strengthen Clorox’s position in the market.
The Clorox Company -Should specify that this is the mother company and completely different from the brand Clorox
Brief Background information of Clorox
Issue of Clorox Clorox has in the past been misunderstood by consumers in false accusations of being chemically harmful and dangerous. However, the chemical ingredient is actually sodium hydrochloride (NaOCl) Due to this misunderstanding, this even affect Clorox’s mother company- The Clorox Company since they have the same name.
Belief is a descriptive though about Clorox, may be based on real knowledge, opinion or faith. Attitude describes a feelings toward an object but they are very difficult to change.
Situational Analysis Macro: Consumers have growing concerns about different environmental problems (pollutions and global warming). They want to contribute and start to select products that is environmentally friendly and sustainable. Current economic situation and uncertainty about future will make consumers to have a much more careful consumption decisions Micro: Consumers misunderstanding towards products Traditional Business Practice- may be hard for consumers to notice the change of company
Situational Analysis Macro: Consumers have growing concerns about different environmental problems (pollutions and global warming). They want to contribute and start to select products that is environmentally friendly and sustainable. Micro: Consumers misunderstanding towards products Traditional Business Practice- may be hard for consumers to notice the change of company Strong competitors like Method. (Every company tend to go to the road of “environmentally friendly or organic.)
As a necessity evil, Clorox has a mass target market across different demographic and physiological factors. Focused on health-conscious consumers, its target market ranges widely from suburban soccer moms to laundry-savvy single men in urban environments with various income levels, though not exceeding $80,000. The Clorox target customer is looking for accessible, cost efficient cleaning products that are effective to easily incorporate into their busy, on-the-go lifestyles.
Marketing Strategy (Brief Intro)
Products marketed as &quot;nontoxic,&quot; &quot;natural&quot; or &quot;green&quot; now crowd store shelves, promising to be safer to the people who use them as well as the environment. Clorox's entry into this blossoming segment has created somewhat conflicting reactions. Rivals think the giant will make the category, not take it. &quot;It's good news for us. Clorox can help educate the market,&quot; says Monica Nassif, founder of the Mrs. Meyer's Clean Day brand. She also thinks the company will help expand the availability of eco-friendly ingredients, like plant-based surfactants, from suppliers. ((Coeli Carr. &quot;Clean Goes Green. &quot; Time 24 Mar. 2008: GB.10. ABI/INFORM Global. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>)) Colgate-Palmolive bought Tom's of Maine, the natural toothpaste maker in 2006 (lana DeBare. &quot;Clorox expects greenbacks from green cleaners :[1]. &quot; San Francisco Chronicle [San Francisco, Calif.] 14 Jan. 2008,A.1. ProQuest National Newspapers Premier. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) Clorox rivals such as Procter & Gamble and S.C. Johnson are also said to be developing new green product lines to add on the shelf. (Clorox Enters Booming Market for 'Green' Cleaners :[1]. &quot; All Things Considered 6 February 2008 1. Research Library. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>)
Cleaning is a $3.4 billion category, and the natural market is still a little niche, but the bigger companies perceive a high-growth area (Coeli Carr. &quot;Clean Goes Green. &quot; Time 24 Mar. 2008: GB.10. ABI/INFORM Global. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) The green cleaning category right now is less than 1 percent of sales. But the sales of &quot;natural&quot; household cleaners and supplies - including bathroom and kitchen cleaners - have grown 26 percent from January 2007 to January 2008, according to SPINS, a market research and consulting firm for the natural-products industry.So lots of consumers want green cleaning options but they're not really adopting them because they are not satisfied with the options that are available to them. So there was this market of underserved consumers. -(&quot;Clorox Enters Booming Market for 'Green' Cleaners :[1]. &quot; All Things Considered 6 February 2008 1. Research Library. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) -(McCLATCHY-TRIBUNE. &quot;New cleaning products claim to be better for you and the environment. &quot; Capital 29 March 2008 E.3. ProQuest Newsstand. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) One of the reasons green home cleaning products haven't achieved much market penetration is if they came from an environmental brand, consumers have the sense that they won't work -- green won't work. And if it came from someone with a cleaning reputation the reaction was: They can't be green. (Felicity Barringer. &quot;Clorox Courts Sierra Club, And a Product Is Endorsed :[TheBusinessOfGreen]. &quot; New York Times [New York, N.Y.] 26 Mar. 2008, Late Edition (East Coast): SPG.2. ProQuest National Newspapers Premier. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>)
And Last year the company's earnings increased 12%, to $496 million on sales of $4.8 billion, but its stock price has lagged the S&P 500. (Coeli Carr. &quot;Clean Goes Green. &quot; Time 24 Mar. 2008: GB.10. ABI/INFORM Global. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) The market for eco-friendly cleaning supplies is a tiny but fast-growing business, in fact, the overall $3 billion market for household cleaning products isn't growing - but the green niche is. (&quot;Clorox Enters Booming Market for 'Green' Cleaners :[1]. &quot; All Things Considered 6 February 2008 1. Research Library. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) Clorox's commitment to Green Works Is significant- the company's first new brand in 20 years, Clorox spent about $20 million to develop the products--all-purpose, dilutable, bathroom, toilet-bowl and glass-and-surface cleaners. Americans spent over $432 million on all-purpose cleaners in 2007 - but only 1 percent of that went to Method and 0.3 percent went to Seventh Generation; by comparison, Clorox makes three brands of conventional all-purpose cleaners - Pine-Sol, Clorox Clean-Up and Formula 409 - that together raked in 41 percent of consumer sales. (Ilana DeBare. &quot;Clorox expects greenbacks from green cleaners :[1]. &quot; San Francisco Chronicle [San Francisco, Calif.] 14 Jan. 2008,A.1. ProQuest National Newspapers Premier. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) Green Works &quot;may be one of the biggest new product launches in Clorox's history,&quot; says Connie Maneaty, an analyst with BMO Capital Markets. The company's $925 million acquisition of Burt's Bees similarly points to a new direction for Clorox. The line of beeswax personal-care products-birthed out of a home-based honey business in the '80s-generated $170 million in revenues in 2007. The expensive acquisition is expected to clip earnings by 10 to 15 cents in fiscal 2008. But Burt's will benefit from Clorox's extensive distribution capacity and is expected to be a strong bonus in fiscal 2009. Analysts advise investors to keep their eyes on the company's volume growth, which will be a key indicator of whether consumers are switching to generic brands, when the company releases earnings February 4.
What can be done? (come up with new plan) The following will focus on a product for brand extension: Green Works Dish washer and the national advertising campaign.
Line Extension A natural dish detergent Surfactant-free Hypo-allergenic Biodegradable Non-toxic It will strengthen its image as green, giving the consumer wider choice to be eco-friendly, as well as enriching their dishwashing experience Form a written, proven standard to clearly define the meaning of “natural” to Clorox Continue working on the formula to make the products 100% natural product, not 99%…market it as such
Method is a San Francisco-based corporation which produces non-toxic, biodegradable cleaning supplies with a focus on minimalist product design. In 2006, Inc. magazine named Method the 7th fastest-growing private company in the United States
Seventh Generation, Inc. is a company which makes and sells non-toxic and environmentally safe household cleaning supplies and other household products. The company is based in Vermont. It embraces the ideal of providing renewable, phosphate-free, and biodegradable cleaning products. The company was founded in 1988.
Clorox’s core customer base in mind, Clorox simply offers a solution to satisfy their underserved desire to be natural and environmentally friendly without paying the premium price; rather than trying to convert loyalists of other natural brands.
To familiarize consumers with the dish soap, coupons will be distributed to give an instant $1 off to the purchase of the dish soap within the 90 days from its first introduction to market. They will be available in magazines, such as ‘Goodhousekeeping’, ‘RealSimple’ and at retail outlets, Walmart, Target, and Kmart. With the discount, the price gap between the new dish soap and conventional products is narrowed; this price-incentive strongly encourages consumers to try out the new eco-friendly products, for a price of a regular product.
The only way to combine these elements is to combine a very well known cleaning brand with a very green brand. And Sierra Club as the green brand and Clorox stands for powerful bleach. And Clorox picked the name Green Works precisely to fight the perception among consumers that natural products don't work. the Green Works products are about to be paired with a name -- the Sierra Club -- normally associated with fighting toxic waste. At the same time, the Sierra Club will be taking a step in a new direction by using its brand to help Clorox get a piece of a $150 million market dominated by names like Seventh Generation and Method. It is the first product endorsement by the Sierra Club in its 116-year history, and it will receive an undisclosed portion of the proceeds. The Sierra Club is said to ensure that the products' ingredients met the Club's requirements for being called &quot;natural,&quot; a term that has no federally approved definition when it comes to cleaning products. Most of the chemicals in the new Clorox products come from plant sources, the company said, with virtually no petroleum-derived ingredients in the first place. (Felicity Barringer. &quot;Clorox Courts Sierra Club, And a Product Is Endorsed :[TheBusinessOfGreen]. &quot; New York Times [New York, N.Y.] 26 Mar. 2008, Late Edition (East Coast): SPG.2. ProQuest National Newspapers Premier. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>)
A few small firms such Seventh Generation and Method have been selling natural biodegradable household cleaners for years. But their products are expensive and their loyal customers aren't typical consumers - they eat organic and shop at farmers markets or health food stores. (&quot;Clorox Enters Booming Market for 'Green' Cleaners :[1]. &quot; All Things Considered 6 February 2008 1. Research Library. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>) Green Works products are priced at a 15% to 20% premium compared with conventional ones (suggested retail price for 32 oz. [1 L] of the all-purpose cleaner is $3.39). &quot;The prices are much lower than for products typically found in Whole Foods,&quot; Peiros says. &quot;Consumers will be getting a great product at a cheaper price, so if I were one of those companies, I'd probably feel a little concerned.” Clorox's pursuing its core customer base--rather than trying to convert loyalists of other natural brands--is the smarter strategy. &quot;Consumers come in different shades of green,; some are dark green, as in almost obsessive. But it's more typical for consumers to be light green, when the price they pay does not involve too much inconvenience or too much money. And that's exactly the way Clorox is shading it. (Coeli Carr. &quot;Clean Goes Green. &quot; Time 24 Mar. 2008: GB.10. ABI/INFORM Global. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>)
Clorox chose to keep its own logo on the Green Works label to prominently communicate that this is a trusted source. Clorox introduced bleach to American households a century ago and has the potential to move green cleaning products beyond the niche of Whole Foods-type stores and into the wider world of Wal-Marts and suburban supermarkets. I suspect that most of the people who will be attracted to GreenWorks are not people who are buying Seventh Generation, but more mainstream Wal-Mart shoppers with an interest in buying green, thus, If handled right, this has huge sales potential. Americans spent over $432 million on all-purpose cleaners in 2007 - but only 1 percent of that went to Method and 0.3 percent went to Seventh Generation, according to Information Resources Inc. By comparison, Clorox makes three brands of conventional all-purpose cleaners - Pine-Sol, Clorox Clean-Up and Formula 409 - that together raked in 41 percent of consumer sales. (Ilana DeBare. &quot;Clorox expects greenbacks from green cleaners :[1]. &quot; San Francisco Chronicle [San Francisco, Calif.] 14 Jan. 2008,A.1. ProQuest National Newspapers Premier. ProQuest. New School Digital Library. 18 Apr. 2008 <http://www.proquest.com/>)
These are a few drafts of the advertising campaign
Patterns of scheduling advertising: Continuous Consumer will constantly expose to the message and create a better image of Clorox in their minds. Thus their belief will change and have stronger affinity towards Clorox The campaign will last for a year
Communication Effects Consumer will receive a clear message of “Clorox: Being Safe Going Green” Through constant exposure towards different ‘facts’, consumers’ attitude towards Clorox will change Sales Effects Sales should be increase through this campaign in long run
Expected Outcome The above measures can change consumers’ belief and improve the brand image of Clorox. Thus, expand market and increase consumers’ loyalty. The image of Clorox as dangerous and toxic is replaced by safe and socially responsible, as well as green The revenue is to increase by 20% to 25% by the second year into the new plans Its market position of the household cleaning sector of Fortune 500 is to rise to the top 3 within five years
Conclusion Clorox has realized that consumer’s misunderstanding of the company affected its performance in the market Since then, it has tried various tactics to revamp its image and improve consumer’s cleaning product experience The company has high potential to significantly raise its market position with plans we explored