RIN - To Position or Re-Position
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A case of brand positioning and re-positioning by Lever Pakistan, when their fabric washing product RIN was instead used as a dish washer by people of Pakistan.
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Positioning RIN case study pakistan
The document summarizes the marketing challenges facing Lever's RIN laundry bar brand in India in 1988. It discusses that while RIN sales grew in the early years after its 1984 launch, it never exceeded 700 tons annually in sales. A survey found that 65% of consumers were using RIN for dishwashing rather than laundry. The brand's blue color and packaging also did not clearly differentiate it from competitors' products on shelves. To address these problems, the document outlines a six-point action plan to revamp RIN's positioning, increase retailer engagement, expand distribution, boost in-store visibility, target non-users, and strengthen brand awareness advertising. The goal is to distinguish RIN as a fabric washing product and regain
Rin Case Study
RIN detergent was introduced in 1984 but sales were low for the first 3 years as it was primarily positioned as a fabric washing detergent. However, a 1988 survey found that 65% of users were actually using it as a dishwashing detergent, likely due to its blue color. The document considers alternatives for repositioning RIN, including keeping its dual usage, separating it into distinct fabric softener and dishwashing products, focusing solely on one usage, or changing its primary usage. It ultimately recommends repositioning RIN as both a dishwashing and fabric softening product by introducing a new color for the fabric softening bar to attract non-users while allowing current dishwashing users to continue that
Rin detergent – to position or reposition
RIN was a solid laundry detergent bar introduced by LBPL in 1984. By 1988, RIN's market share increased significantly compared to 1987, with a 12% increase in the NSD detergent category and 29% increase in the NSD bar category. However, LBPL suspected that RIN was primarily being used for dish washing rather than fabric washing. Various consumer and trade promotion schemes helped increase sales of RIN temporarily but were not successful long-term. LBPL must now decide whether to position RIN as a fabric cleaner, reposition it as a dishwasher, or try a combination approach to target both usages.
Rin detergent case analysis group 10
The document discusses potential strategies for positioning the RIN detergent brand in Pakistan. It outlines 3 alternatives: positioning RIN as 1) a fabric washer, 2) both a fabric and dish washer ("F+D"), or 3) solely a dish washer. The document evaluates each alternative, considering factors like marketing approach, costs, and ability to target customer segments. It ultimately concludes that positioning RIN as both a fabric and dish washer ("F+D") has the highest chances of increasing sales, allows targeting the entire customer base, and makes best use of underutilized production plants.
57512386 rin
The document discusses the marketing challenges facing Lever Brothers' laundry detergent bar RIN in Pakistan. Sales of RIN were reasonably satisfactory but a recent survey found it was primarily being used for dishwashing rather than fabric washing as intended. The general manager must decide how to address this to improve sales and positioning of the product. Potential strategies discussed include repositioning RIN to explicitly target the dishwashing market or reformulating it to reduce costs without affecting dishwashing performance.
Rin ppt
The document discusses options for repositioning the RIN detergent brand in the market. It analyzes positioning RIN as either a fabric washer or dish washer, or both. It also considers launching a new product focused on dishwashing. The recommendation is to position RIN as a fabric washer and launch a new dishwasher product to maximize potential profit from both market segments. This allows communicating clear value to customers and taking advantage of the larger dishwashing market while maintaining RIN's fabric washing positioning.
Harpic marketing mix
Group 25 presented on Harpic, the leading toilet cleaning brand in India with a market share of 80%. However, its growth has slowed in recent years due to increased competition from other national and international brands. To defend its falling market share, Harpic's brand team has developed a strategy to increase existing user consumption and penetration while optimizing investments for maximum brand growth. The presentation analyzed Harpic's products, pricing, promotion strategies, and distribution channels.
Colgate palmolive case analysis
This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
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Positioning RIN case study pakistan
The document summarizes the marketing challenges facing Lever's RIN laundry bar brand in India in 1988. It discusses that while RIN sales grew in the early years after its 1984 launch, it never exceeded 700 tons annually in sales. A survey found that 65% of consumers were using RIN for dishwashing rather than laundry. The brand's blue color and packaging also did not clearly differentiate it from competitors' products on shelves. To address these problems, the document outlines a six-point action plan to revamp RIN's positioning, increase retailer engagement, expand distribution, boost in-store visibility, target non-users, and strengthen brand awareness advertising. The goal is to distinguish RIN as a fabric washing product and regain
Rin Case Study
RIN detergent was introduced in 1984 but sales were low for the first 3 years as it was primarily positioned as a fabric washing detergent. However, a 1988 survey found that 65% of users were actually using it as a dishwashing detergent, likely due to its blue color. The document considers alternatives for repositioning RIN, including keeping its dual usage, separating it into distinct fabric softener and dishwashing products, focusing solely on one usage, or changing its primary usage. It ultimately recommends repositioning RIN as both a dishwashing and fabric softening product by introducing a new color for the fabric softening bar to attract non-users while allowing current dishwashing users to continue that
Rin detergent – to position or reposition
RIN was a solid laundry detergent bar introduced by LBPL in 1984. By 1988, RIN's market share increased significantly compared to 1987, with a 12% increase in the NSD detergent category and 29% increase in the NSD bar category. However, LBPL suspected that RIN was primarily being used for dish washing rather than fabric washing. Various consumer and trade promotion schemes helped increase sales of RIN temporarily but were not successful long-term. LBPL must now decide whether to position RIN as a fabric cleaner, reposition it as a dishwasher, or try a combination approach to target both usages.
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The document discusses potential strategies for positioning the RIN detergent brand in Pakistan. It outlines 3 alternatives: positioning RIN as 1) a fabric washer, 2) both a fabric and dish washer ("F+D"), or 3) solely a dish washer. The document evaluates each alternative, considering factors like marketing approach, costs, and ability to target customer segments. It ultimately concludes that positioning RIN as both a fabric and dish washer ("F+D") has the highest chances of increasing sales, allows targeting the entire customer base, and makes best use of underutilized production plants.
57512386 rin
The document discusses the marketing challenges facing Lever Brothers' laundry detergent bar RIN in Pakistan. Sales of RIN were reasonably satisfactory but a recent survey found it was primarily being used for dishwashing rather than fabric washing as intended. The general manager must decide how to address this to improve sales and positioning of the product. Potential strategies discussed include repositioning RIN to explicitly target the dishwashing market or reformulating it to reduce costs without affecting dishwashing performance.
Rin ppt
The document discusses options for repositioning the RIN detergent brand in the market. It analyzes positioning RIN as either a fabric washer or dish washer, or both. It also considers launching a new product focused on dishwashing. The recommendation is to position RIN as a fabric washer and launch a new dishwasher product to maximize potential profit from both market segments. This allows communicating clear value to customers and taking advantage of the larger dishwashing market while maintaining RIN's fabric washing positioning.
Harpic marketing mix
Group 25 presented on Harpic, the leading toilet cleaning brand in India with a market share of 80%. However, its growth has slowed in recent years due to increased competition from other national and international brands. To defend its falling market share, Harpic's brand team has developed a strategy to increase existing user consumption and penetration while optimizing investments for maximum brand growth. The presentation analyzed Harpic's products, pricing, promotion strategies, and distribution channels.
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This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
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2. The objectives include 15% annual growth, understanding consumer needs, delivering superior value through innovation, improving efficiency, and developing new markets.
3. The organizational structure has a chairman who leads a management committee responsible for strategy and policy. Department heads oversee functions and ensure targets are met.
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The fabric wash market in India is worth Rs. 55 billion annually. Detergent powders have 86% penetration while detergent bars have 64% penetration. Rin was launched in 1969 as India's first detergent bar and gained a 40% market share by repositioning washing clothes as superior to soap. Over time, Rin launched new variants like Rin Shakti powder and Rin Supreme bar to maintain its market leadership through innovation. Today Rin is the most trusted detergent brand in India known for its powerful advertising emphasizing whiteness.
Marketing and advertisment ananlysis of pakistan
This document analyzes advertising and marketing in Pakistan. It provides statistics on advertising spending in Pakistan from 2000 onward, with television receiving the largest share at 46% in 2007. The top two categories in print media are classified ads at 20% and telecom ads increasing from 9% to 10%. Mobilink and Ufone are the top companies advertising in print media. The document also lists the top advertising agencies in Pakistan and their strengths and weaknesses compared to competitors.
Presentation On Hul
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company with brands like Lifebuoy, Lux, Surf Excel, Fair & Lovely, Ponds, Sunsilk, Lakme, and Brooke Bond. HUL has a network of over 7,000 redistribution stockists and reaches 6.3 million retail outlets across India. The presentation discusses HUL's marketing strategies, distribution network, and product portfolio which includes detergents, personal care products, and food brands. Market share and profits of HUL's major brands like Fair & Lovely, Ponds, Vaseline, and Lakme are presented.
Rachit s04
The document provides an overview of the detergent industry in India. It discusses that the total detergent market in India is Rs 6000 crore with detergent powder being Rs 3300 crore. It also discusses industry segmentation, major players like HUL, Nirma and their market shares. Popular brands in different price segments like Surf Excel, Ariel, Wheel, Nirma are also mentioned along with their marketing strategies.
Unilever pakistan
Lever Brothers was founded in 1890 and grew through acquisitions, becoming Unilever through a merger in 1930. Unilever is now one of the largest consumer goods companies worldwide, employing over 179,000 people across 151 countries. It has a diverse portfolio of food, home, and personal care brands including Lipton, Dove, Lux, and Lifebuoy. Unilever Pakistan operates across six manufacturing sites and has over 1,600 employees in the country.
Hul Marketing Strategy Mc
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company with brands in food, beverages, home and personal care. It aims to earn the love and respect of India by making a real difference to every Indian. HUL has 35 power brands that meet daily needs with nutrition, hygiene and personal care products. The company focuses on rural expansion through initiatives like Project Shakti that empowers rural women and generates income. HUL also undertakes corporate social responsibility programs in health, education, women empowerment and rural development.
Nirma swot analysis
The document presents a SWOT analysis of Nirma Ltd. It outlines the company's strengths as its strong brand equity, long-term customer relationships, and wide distribution channels. Weaknesses include high interest burdens and lack of presence in premium segments. Opportunities lie in exports, acquisitions, and entering new categories. Threats come from multinational competitors and regional players. The analysis concludes Nirma has achieved success through strategic planning and understanding its SWOT over the past 40+ years.
UNILEVER Organization's Detail
Unilever was formed in 1930 through the merger of Margarine Unie and Lever Brothers. It maintains two separate legal parent companies, Unilever NV and Unilever PLC, which operate as a single business entity through agreements between the companies. Unilever Pakistan Limited is a subsidiary of Unilever and manufactures over 50 brands in Pakistan. It has six factories located across the country and is a publicly traded company on the Karachi, Lahore, and Islamabad stock exchanges.
Surf Excel 4Ps of Marketing
Surf Excel 4Ps of Marketing. Various marketing approach of Surf excel in India. 4Ps marketing strategies.
El hecho educativo y acto pedagógico
El documento describe el hecho educativo y el acto pedagógico. El hecho educativo es un proceso de interacción socio-cultural a través del cual se desarrollan nuestras habilidades. El acto pedagógico implica la relación dialéctica entre maestro, alumno, contenido y contexto. Sus componentes son un sujeto que aprende, uno que enseña y un contenido, mientras que sus dimensiones son actos psíquico, social e instrumental.
Surf excel-ppt
This document provides a marketing presentation on the detergent brand Surf Excel. It discusses Surf Excel's history in India since 1954, its product range targeting different markets, and marketing strategies like promotional advertisements transitioning from rational to emotional appeals. Competitors include Aerial and P&G. Observations note Surf Excel as an experienced player with innovative ads and strong distribution. Suggestions include reducing price and ad expenses while expanding rural penetration.
Advertisment
Advertising is a form of mass communication used to promote products, services, or ideas. Advertisements aim to attract attention, build interest and desire, and encourage action. Advertisers research strengths, weaknesses, opportunities, and threats to determine unique selling propositions and effective advertising techniques. These techniques include using basic appeals, attention-getting headlines, slogans, testimonials, product characters, comparisons to other products, and repetition to reinforce messages. The goal is to effectively inform and influence consumers.
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Similar to RIN - To Position or Re-Position
Rin detergent – to position or reposition
RIN was a solid blue NSD bar detergent introduced by LBPL in 1984. By 1988, its market share increased significantly compared to 1987, with a 12% increase in the NSD detergent category and 29% increase for NSD bars. However, LBPL suspected RIN was primarily being used for dish washing rather than fabric washing as intended. Various consumer and trade promotion schemes helped increase short-term sales of RIN but were not successful long-term. LBPL faced a dilemma of whether to reposition RIN to target both fabric and dish washing uses or refocus its positioning solely on fabric washing as originally intended.
A project on detergent & satisfaction survey of nirma
Nirma is a leading Indian detergent brand that was founded in 1969. It began as a small soap factory operated out of the founder's backyard but grew to become one of the largest detergent brands in the world, with a 35% market share in India. Nirma was able to gain popularity by undercutting competitors' prices and offering a high-quality product. It uses a large distribution network of over 2,000 distributors and 40 million retail outlets to ensure its products are widely available across India. Nirma's low-cost leadership strategy and focus on delivering value to customers has made it a hugely successful brand in rural and urban India.
Surf excel vs ariel
This document provides information on the detergent market in India and profiles of Surf Excel and Ariel detergents. The total detergent market size in India is Rs 8800 crores with a volume of 2.3 million tonnes and 98% market penetration. Surf Excel was introduced in 1959 and is one of the oldest detergents in India, known for its stain removal capabilities. Ariel was launched in 1991 as the first compact detergent and introduced stain-removing technologies. Both brands aim to increase market share through new variants, rural expansion, and strengthening brand awareness.
Nirma story
Nirma started as a small, one-man operation producing affordable detergent in 1969 in India. It grew rapidly to become a multi-billion dollar company with a wide range of affordable products within 30 years, taking significant market share from established companies like HLL. Nirma succeeded through aggressive cost control measures like backward integration, large-scale production, and eliminating intermediaries. It also utilized innovative marketing strategies like differentiating products based on regionally preferred scents and initially spending little on advertising. While skeptical analysts doubted Nirma could succeed in premium market segments, it was able to gain some share through maintaining low prices and high retailer margins, though its low-cost image proved difficult to change. Competition continued to
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Rasna is a soft drink concentrate brand owned by Pioma Industries based in Ahmedabad, India. It was launched in 1976 under the brand Jaffe and renamed Rasna in 1979. Rasna claims 92.7% market share in non-carbonated soft drink concentrates. Though Rasna had over 82% market share in 2001, it declined due to liberalization allowing Coca-Cola and Pepsi to enter, and consumers shifting preferences to ready-to-drink juices and bottles drinks. Rasna launched various products targeting different segments and flavors, with strategies around distribution, advertising, and positioning to maintain leadership.
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Bhavna Project
This document provides an overview of Nirma Ltd., an Indian detergent and personal care products company. It discusses Nirma's founding, growth to become one of the largest detergent brands in the world, product portfolio, and marketing strategies focused on offering quality products at competitive prices to attract and retain customers. Key details include Nirma commanding a 35% share of the Indian detergent market, selling over 800,000 tons of products annually, and having a vision of consistently offering better quality and value to customers.
Hindustan lever ltd brand stratergy OF MARKETING BY BABASAB PATIL
Hindustan Unilever Limited (HUL) is India's largest consumer goods company formed in 1933. HUL markets Fair & Lovely, which was launched in 1975 and has held a 76% market share. It is sold in over 40 countries. In the late 1990s and 2007, Fair & Lovely tweaked its brand messaging and platform to focus on empowering women. HUL has a 53% market share of the skin care category in India. Fair & Lovely remains HUL's top selling skin care brand, particularly in South India which contributes 36% of sales. The document provides pricing strategies and distribution details for Fair & Lovely's various products in India.
Rural Marketing
The document discusses rural marketing strategies for cosmetics brands in India. It provides an overview of Godrej Consumer Products Ltd's (GCPL) rural marketing approach for its flagship soap brand Godrej No. 1. GCPL focuses on availability, affordability, acceptability and awareness. It uses distribution through local stockists and promotions at local events. The brand is priced accessibly and is targeted towards rural consumers.
Rural marketing of cosmetics
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Hindustan lever rural marketing strategies
Hindustan Unilever Ltd implemented innovative rural marketing strategies to expand its presence in India's rural markets, including Project SHAKTI and Operation BHARAT. Project SHAKTI involved creating 'Shakti Entrepreneurs' who would reach rural homes directly to sell HUL products. By 2005, most SHAKTI entrepreneurs were earning around Rs. 1700 per month. HUL also restructured its business divisions, created a rural marketing division, and invested in tax holiday states to fuel rural market growth and retain its leadership position in India.
Rural Marketing by Cavinkare Pvt Ltd
The document summarizes CavinKare Pvt. Ltd.'s approach to rural marketing in India. Some key points:
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Nirma company analysis
Nirma is an Indian conglomerate based in Ahmedabad, Gujarat that manufactures soap, detergents, and other products. It was founded in 1969 by Karsanbhai Patel and has grown to over 15,000 employees and annual revenue of Rs. 3504 crores. The document provides an overview of Nirma's history and growth, key leaders, product lines including soaps and detergents, competitors, and a SWOT analysis. It describes Nirma's rise in India through affordable product prices and expanding offerings to target various consumer segments.
Surf excel & ariel IMC matrix
Surf Excel and Ariel have been competing in the Pakistani detergent market for decades. Surf Excel was launched in 1970 and controls 37% of the market share, while Ariel was launched in 1991 and has 21% market share. Both brands engage in extensive advertising campaigns including TV, print, billboards, and events to increase brand awareness and loyalty. Surf Excel generally outperforms Ariel in Pakistan, with a larger marketing budget and distribution network, though Ariel has a first mover advantage from its early entry into the market. To continue growing, both brands need to explore rural areas, develop niche products, and customize their strategies to fight regional competitors.
A project report on detergent
The document discusses the detergent industry in India. It provides background on detergents, describing them as synthetic surfactants that are more soluble in hard water than soap. It outlines the major players in the Indian detergent market and their market shares. Ghari has the largest market share at 17.3%, followed closely by Wheel at 16.9%. The document also discusses the growth of the detergent market in India and factors that influence demand, such as rising incomes and washing machine penetration.
Spin N Clear1
The document provides details about the strategic marketing plan for a laundry detergent brand called "Spin N Clear" in Pakistan. It discusses the company profile, target market analysis, competitor analysis, marketing strategies, and financial aspects. The target market is mainly housewives and mothers from lower middle class to upper class families. Key strategies include promotional campaigns, improving packaging, branding local laundry shops, and attracting customers through functional benefits and new product lines.
Hindustan lever ltd brand stratergy MBA MARKETING STRTERGY BY BABASAB PATIL
Hindustan Unilever Limited (HUL) is India's largest consumer goods company formed in 1933. HUL markets Fair & Lovely, which was launched in 1975 and has approximately 76% of the skin lightening cream market in India. The document discusses HUL's market leading skin care brands such as Fair & Lovely, Vaseline, Lakme, and Ponds and provides sales, pricing, and market share details for these brands. It also discusses competitors in the skin lightening cream market such as Garnier and Nivea.
CavinKare Brand critique
Critical analysis of CavinKare as a brand including brand architecture, brand pyramid, branding strategies, pop,pod brand positioning.
Similar to RIN - To Position or Re-Position (20)
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一比一原版美国加州大学戴维斯分校毕业证如何办理
原版一模一样【微信：741003700 】【美国加州大学戴维斯分校毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理美国加州大学戴维斯分校毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理美国加州大学戴维斯分校毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理美国加州大学戴维斯分校毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理美国加州大学戴维斯分校毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Effective Google Ads Strategy to get the best output
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• Importance of integrating AI tools in marketing strategies
Slide 2: HubSpot’s AI Features
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• AI-driven content recommendations
• Enhancing customer relationship management
Slide 3: OpenAI’s ChatGPT
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• Real-time customer support solutions
• Improving customer engagement and satisfaction
Slide 4: Marketo’s AI Capabilities
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Slide 8: Conclusion
• Recap of the benefits of AI marketing tools
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• Call to explore our blog on Best AI Marketing Tools for more insights
These AI marketing tools are essential for businesses that want to harness the power of AI to enhance their marketing efforts. By adopting these technologies, companies can achieve more personalized customer interactions, efficient operations, and improved marketing outcomes.
For an in-depth understanding of how these AI marketing tools can transform your marketing approach, please visit our blog on Best AI Marketing Tools.
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一比一原版哥伦比亚大学毕业证(Columbia毕业证书)学历如何办理
原版办【微信号:95270640】【哥伦比亚大学毕业证(Columbia毕业证书)】【微信号:95270640】《成绩单、外壳、雅思、offer、真实留信官方学历认证（永久存档/真实可查）》采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
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RIN - To Position or Re-Position
- 1. RIN DETERGENT TO POSITION OR RE-POSITION
- 2. COMPANY Lever Brothers Pakistan Limited (Levers), a subsidiary of Lever Brothers International Produced and marketed consumer products in Pakistan Product line consisted of shampoos, creams, edible oils, margarine, laundry detergents in powder and solid bars, etc In 1988, Levers had PBT of Rs 277 million on sales of Rs 3.65 billion
- 3. MARKET Total fabric wash sales of 263,050 tonnes 247,000 tonnes of laundry soap 14,500 tonnes of NSD powder 1550 tonnes of NSD bar Lever had no entry in laundry soap segment; two Lever NSD brands had 50% of NSD powder market Total dishwash sales of 60,000 tonnes; 88% hard soaps and 12% bars No product of Lever in dish washing market
- 4. RIN Solid blue NSD bar introduced in 1984 Priced at Rs 2.95 per pack size of 130 grams Rs 5.7 million spent on introductory advertising and promotion “A little amount of RIN washes a large lot of clothes” was the key phrase in the commercial Disappointing sales in first three years None of the consumer promotion schemes were successful Several price-off campaigns were launched in 1984 and 1985 The results were still very much below the expected level
- 5. RE-LAUNCH 125 grams and 250 grams package size was introduced Production efficiencies reduced variable cost of RIN by Rs 1/kg Promotional efforts concentrated on advertising and sales discounts A new media campaign was launched with a well known movie star; RIN endorsed as superior fabric washing product than laundry soaps Re-launch was successful, sales > 1000 tonnes in 1987 Prices were raised in April 1987, and again in August 1988
- 6. COMPANY’S DILEMMA There was a suspicion in management that RIN is being used as a dish washer Survey was conducted in 12 cities; to know consumer perception and usage of RIN 65% people were using RIN for dish washing; 75%-80% sales of RIN was for dish washing purpose Blue color of soap bars resulted in confusion, as all the dish washing bars introduced in Pakistan were blue in color; also retailers shelved RIN separate rather than in laundry soap section PBT IN 1988 was Rs 2.5 million Management thinking of actions to take regarding marketing plan for RIN
- 7. POSITIONING & RE-POSITIONING Positioning is a marketing concept relating to a process of creating an image of the product in the minds of the consumer or in other words create a niche market for itself Repositioning is changing the position of the product in the market/consumer’s mind
- 9. ACTUAL DECISION BY UNILEVER (PAK) Since RIN worldwide was used as a fabric washer, usage of RIN as dish washer was affecting the brand image Lever decided to abandon the sale and production of RIN in Pakistan VIM, a dishwashing bar, was launched which was blue in color After VIM’s success, Lever re-launched RIN in Pakistan as a fabric washing product
- 10. THANK YOU !!!