Unilever in Brazil Low Income Essay

The problem statement will be analyzed with respect to alternative marketing strategies available to P&G for launching the detergent. Consideration will be given onto whether the Vizir launch should be German-based or a Europe-wide and how this will affect standardization of the product in terms of product formulation, advertising, and promotion. The discussion shall

During these quarters, at the very beginning, the sales are opened in the market and hence a floodgate is opened for the clients to flock and get a hold of the products. At this stage the establishment of the brand is quite critical and in that regard the decision was made to spend 63,384 for the sake of advertising. This would reverberate the target market to get to know about the product and to get the desire to want to buy more and more of the product. The aspect of

To differentiate the brand from competition, labels and packaging would be used. Moreover, all visual communication tools and promotional items featuring the brand logo and

If Clorox does not restructure its portfolio mix and increase revenue contribution from the growing markets, it faces the risk of losing sales and its position in those markets. Using its current resources, Clorox needs to determine how to allocate those resources among its current brand portfolio. Equally important is determining whether to invest in new product lines or brands. Clorox also has to decide whether to expand into international markets or focus strictly on expanding its market share across its brands in the primary U.S. market. Asian, South American, and European markets offer potential for growth but the cost of expanding into these markets and the limited availability of financial resources pose concerns with respect to international expansion. Focus on growth versus profitability is another important strategic decision that needs to be addressed. Clorox projects flat sales for 2011, which is not a positive indicator for investors’

The company has launched a new line of products in a bid to improve its competitive edge in the retail industry. In addition, the new line of products aims at meeting the demands of customers at all levels. The new line of products includes products such as vegetables, deli services, kitchen essentials, designer clothes, and décor products. These products are targeted to a certain group of

The purpose of this study is to explore three companies by focusing on how the brands have been performing as well as what the customers and other stakeholders are saying about the different brands. This study will also summarize the strategic issues that the companies and those they are likely to experience in future.

The company produces three types of products namely consumer products, industrial products and commercial products. Limp-O-Lixo, Freezer and Sacos Reforcados are included in consumer goods. Similarly, industrial division had three product lines namely automated packaging lines for manufacturers that packaged products, a line to package materials and a line to bundle products together. In the same way, commercial products included two primary lines namely AD ROLL and AD SHOP. 52% of the company’s income is generated by commercial products. Name of current garbage bag brand if Limp-O-Lixo and the company is planning to launch new brand named Climp Fecha Facil.

Business expands into Central and Eastern Europe. Unilever further sharpens its focus on fewer product categories.

I am researching the economy of Brazil. The definition of economy: The Management of the income, expenditures, etc of a household, business, community, or government. Careful management of wealth, resources, etc; avoidance of waste by careful planning use; thrift or thrifty use. (1) The system or range of economic activity in a country, region, or community. (2)

If Clorox does not restructure its portfolio mix and increase revenue contribution from the growing markets, it faces the risk of losing sales and its position in those markets. Using its current resources, Clorox needs to determine how to allocate those resources among its current brand portfolio. Equally important is determining whether to invest in new product lines or brands. Clorox also has to decide whether to expand into international markets or focus strictly on expanding its market share across its brands in the primary U.S. market. Asian, South American, and European markets offer potential for growth but the cost of expanding into these markets and the limited availability of financial resources pose concerns with respect to international expansion. Focus on growth versus profitability is another important strategic decision that needs to be addressed. Clorox projects flat sales for 2011, which is not a positive indicator for investors’

According to Brazil basic social characteristics, and several other major competitors’ product, we decided our product types covered by the child toothpaste for the kids, healthy toothpaste for the elder, white toothpaste for young people, economic toothpaste for family. Our team pricing standards are to ensure that company earnings, guaranteed price competitive enough in the market, and guaranteed consumers can afford the price.

In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.

| Initiative: Efficiency and productivity is key in the companies to achieve their set out merged goals under BRF. Budget: Medium; Considering the amount of time it might take to combine data from both companies with different systems may result in a new system being built, requiring some investment by BRF. Business processes have to be picked and sorted into a new bracket from which optimization of results can be observed quarterly. Elimination of bad/negative business processes are key, and thus this will also require some investment by BRF to figure out. Thus, a good chunk of an investment needs to be made.

The main issue of the P&G Korea case is centered around the question of market share. P&G and Unilever are the two major market shareholders in the Korean detergent industry holding 80-85% of the total market share. The remaining 15-20% of the market is held by low-priced local Korean brands. There are no new markets either company can tap for further market share since most Korean households already use laundry detergent, making the market saturated. Other than peripheral chemical changes claimed to be “improvements”, there are no major innovations to be explored for product development or diversification. Per Ansoff’s strategic opportunities matrix, P&G and Unilever are both focused on Market Penetration,

Unilever is assessing whether to enter the low-income NE market. Our analysis shows that there is a profitable opportunity to offer detergent powder to low-income customers living in Northeast Brazil and capture market share in a high-margin, high-growth market. We recommend that the firm keeps the existing brands but deploy a horizontal extension of the Campeiro brand - adding better scent / softness and utilizing specialty distribution network, thereby marginalizing Invicto, an inferior but better-known competitor.