In this paper we will examine - using a recent case study - how an innovative programme can cut the brand development time significantly and yet deliver a highly successful new brand.
Unilever has actively launched new brands in the Japanese market as well as maintaining and expanding its presence in other Asia-Pacific markets. At the root of the approach has been a combination of using internal expertise in marketing techniques and experience, and a disciplined but creative approach to market research. It is a teamwork approach where the market researcher represents the consumer in the internal decision making process: by being a member of the marketing team, the researcher makes use of the findings from research studies ranging from the most simple to the most complex in such a way that the techniques are totally transparent to the rest of the team. The continuum of research is bound into a single process, taking the disciplines and philosophy of modelling, together with a common view of consumer behaviour, as the shell into which to fit various components from set of research techniques available. A series of mini case studies exemplifies the process as it occurred in a number of markets in the region.
The Polo Jeans Company is a new division of Polo Ralph Lauren with a line-up of jeans and casual wear designed to attract the youth market. First launched in the United States in 1996 the Polo Jeans Company was introduced to the Canadian market at the beginning of the fall 1997 season. Our case study shows how subtle cultural differences between the United States and Canada affected the Canadian licensees choice of advertising materials used to launch the brand; it also exposes readers to the relationship between brand image and fashion choices among young people.
In the ever changing business environment of emerging markets such as China, the advantages of being a first mover are immense. While the importance of market research in new product development is unquestioned, all too often it is resisted for being an extremely time consuming exercise which can delay the launch of new brands. This paper will illustrate - using a case study based on the framework of "The 7 Habits of Highly Effective People" - how market research played an instrumental role in the successful launch, by Pepsi, of a new brand targeted at children in China.
This paper looks at the development of a new brand in the consumer electronics durables field, Aftron, using brand equity research as a starting point. It examines the reasons for the development of the brand, the research used to understand the corporate equity of the company offering the brand, how the core values identified were 'transported' to the new brand, the launch of the brand itself and the monitoring of the brands performance in the market.
The paper treats the problem of building successful brands from the perspective of a simple yet comprehensive theory of consumer markets. It is practical, using case study material from projects for Premier Biscuits and other clients, to demonstrate how the theory and its associated techniques add objectivity and direction to strategic and tactical market planning. The model and systems which are described were originally developed by Marcos Ltd. and are marketed by Taylor Nelson under the brand name Optima. Premier Biscuits are well known for their biscuit products which are sold internationally under the Cadbury's brand name. To adopt a truly holistic approach to developing and managing successful brands demands a viable understanding of how markets work. This means that it is necessary to get below the observed behaviour of the purchasers to the underlying physics, if we may use the word, of the dynamic systems which we call markets. The Marcos consumer choice model, based essentially on the assumption that purchasers choose the brands which suit them best at the time, fits real markets accurately and consistently. It tells us why those brands which have a clearly defined meaning and a relevant relationship with the consumer are best positioned for success and what other elements are necessary. A brief practical account of the model is given, followed by an illustration of how it is Possible to model consumer panel data using it. The example is used to throw important light on the relative roles of brand positioning and brand enhancement in advertising and to discuss how markets evolve. The application of the model to the problem of managing a brand portfolio is described. An example is given of the way in which the model can be used to identify the gaps in a manufacturers brand portfolio and to describe in detail the brands which would fill them. This illustrates some of the many uses of the techniques and model in ad hoc consumer studies. A technique for predicting the sales of new products by analogy with existing products using ranking methods is described. This leads into a discussion of the processes involved in the establishment of a new brand within a market, focusing in particular on the roles played by advertising and the use of sampling to force trial. Finally spotlight analysis is used to identify the meaningful options available for advertising a particular brand. This leads into further discussion of brand positioning and brand enhancement.
This paper discusses the background to the Adams launch into Spain. The approach to the research and methodology are covered in some detail. The foundation for the research programme was provided by an appraisal of the Spanish retail scene conducted by the project team. The research methodology involved a series of Accompanied Shopping Trips followed by a main programme of Extended Focus Groups, during the course of which all aspects of the Adams' proposition - from name and logo through product range and store interiors- were assessed by the Spanish consumer. The paper describes how each of these elements were communicated in the groups and discusses some of the findings. The research confirmed the very real opportunity for the Adams proposition in Spain. Guided by the findings, in December, 1992 Adams opened two outlets. Both of these have been a phenomenal success. Adams now has the opportunity to fully exploit its launch by immediately following through with further store openings, a number of which are planned for this year.
Multi-cultural Marketing has existed in Asia since colonization. While a number of multi- national companies have been very successful in this region, their success was not, necessarily, due to their understanding of the markets in which they operated. Success was mainly achieved by, as a senior executive of Coca-Cola (Taiwan) expressed on one occasion, 'filling holes'. Colonization resulted in that those companies, who came first, held, and still hold to this day, the largest marketshares, in spite of continuous attacks from other, sophisticated, multi-national marketers.In order to enter new markets, marketers need to generate a whole new set of Consumer Benefits and Needs, totally ignoring those Need/States established by the pioneers. Since most of the early brands are based on Generic/Intrinsic Positionings and have thus become the CATEGORY, success of new entries is only possible by going beyond and finding Synthetic/Transcendent Positionings. While the paper will concentrate on Asia/Pacific, I believe that its recommendations are universal and can be applied anywhere in the world when entering new market
This new interest in developing the fragrance market might be seen as the latest step in an increasing interest in the luxury market among Japanese manufacturers. In the 70s we observed extraordinary activity in investment in the fashion area (KENZO, ISSEY MIYAKE, REI KAWAKUBO, etc.); in the 80s a special focus on investment in overseas wine production, especially in France (SUNTORY) , and in the 90s fragrance appears to be the latest luxury venture outside Japan for Shiseido. In June of 1992 Shiseido launched their first international fragrance, "FEMINITE DE BOIS", made in Gien, France, with a workforce of 46 expected to triple by 1995 to 144. The $ 18 million investment is equal to current annual sales of all Shiseido products in France. For the domestic market, Shiseido has mirrored their French activites by creating a new "French" fragrance called "CHANT DU COEUR", aimed at women who would normally purchase an imported perfume. Very significant resources are behind these activities, as it is interesting to note that Shiseido is already the 3rd largest cosmetics company in the world, following L'Oreal and Unilever. We can expect that their influence in the global market will continue. With this boost from the market leader in Japan, the fragrance market offers new opportunties for the international player. With an especially curious and eager Japanese consumer, intent on becoming more familiar with the best in developing a better quality of life, a variety of opportunities suggest themselves.
Ariel High Suds Detergent in Egypt enjoys very high awareness, a continually growing user base and an excellent image. In fact, three years after launch, the brand has become the leader in its category. However, the brand did not have a smooth start. Introduced on the Egyptian market in January 1989 Ariel hugely underperformed its volume objective and overshot its budget several folds in its first year. Analysis of the situation indicated four areas which we needed to work on to get the brand out of its quagmire First, improve the price/value equation to the consumer. Our initial price was more than double that of competition because state-produced products are subsidized. The second task was to penetrate the thousands of small grocery outlets. We needed new tools to do that. We also had to show these small stores that consumers are asking for the brand. Third, we needed to understand better the consumer and come up with consumer insight based copy. Finally we had to come up with breakthrough ideas to effectively expand the Ariel franchise into rural areas--an almost foreign territory for us given that our other brands in Egypt are mainly targeted at the urban middle/upper class. This paper chronicals the research that Procter & Gamble conducted prior to and following the Ariel launch. It also describes the action taken based on the research findings and the marketing plan that our Company in Egypt undertook to put Ariel on track to achieve market leadership.
The paper illustrates the launch and development of the Heinz 'Weightwatchers' brand from 1985 to 1990 with particular attention paid to the contribution of research to this development, i.e. why research was necessary and how the results impacted on strategic development.