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INTRODUCTION
1.1
In 1947, the Lever Brothers established their company in Malaysia with a soap and
margarine manufacturing plant located in Bangsar. All these year, the company has
been growing along with Malaysian economic, social and political development. In
1994, Lever Brothers finally adopted the global brand name, Unilever, with 70%
owned by Unilever PLC (UK), 23% by Pemodalan Nasional Berhad(PNC) and 7% by
Lembaga Tabung Haji.
All these years, Unilever (M) Sdn. Bhd. expanded their business into various
fields, ranging from nutrition to personal care products. Unilever has always been
the key player in the food and household industry. Today, Unilever is not just any
brand but a brand that comes first in the mind of any household consumers, in other
words, Unilever is a consumers first choice of purchase. In order for them to achieve
such success, they understand that understanding consumers needs is crucial and of
course the local markets culture as well, for their growth. However, in their effort in
understanding all these, Unilever faced difficulties in meeting the complex cultural
nuances and through their sensitive responds, they are able to reap what they sow.
Through their efforts they have gain brand awareness amongst consumers
nationwide.
Unilevers effort brought some top brands in the market, such as, Dove, Lux,
Clear, Lifebuoy, Ponds, Breeze, Ekonomi Handalan, Sunsilk, Fair & lovely, Rexona,
Walls, Lipton, Knorr, Ladys Choice and Planta. All these brands have assisted them
in achieving their mission, Our mission is to add Vitality to life. We meet every day
needs for nutrition, hygiene and personal care with brands that help people look
good, feel good and get more out of life.. Unilever understands the importance and
multiple definitions of Vitality to various people and hence, they introduced these
products to the market where vitality is put at first and their unique selling point.
1.2
1.3
1.3.1 Strength
Unilever is a globally and locally known strong brand. In Malaysia, it has over 60
years of history and hence they gain consumers trust and reputation along the way.
They are one of the trusted names in nutrition, hygiene and personal care products
across 150 countries. Their products are now part of our daily life necessities in
home. Thus, with their reputations, they have gained household awareness status
(Unilever (M) Sdn Bhd, 2011).
For a manufacturing company, distribution and logistics are crucial factors.
For Unilever, they have good distribution channels. They are able to shelf their
products in big retail players like GCH Retail (M) Sdn. Bhd. (Giant), Tesco Sdn. Bhd.,
Magnificient Diagraph Sdn. Bhd. (Carrefour). Big retailers like Giant, Tesco and
Carrefour, they have retail stores nationwide, and this hence makes Unilevers
products easily accessible. Apart from that, their products are also available through
wholesalers. They currently are working with several wholesalers from different
states, examples are, Teong Moh Trading Sdn. Bhd., Bee Seng Huat Enterprise Sdn.
Bhd., Fimmex Trading Sdn. Bhd., Sykt. Sima Trading, Penampang Enterprise Sdn. Bhd.,
Victory Trading and more (Unilever (M) Sdn Bhd, 2011).
1.3.2 Weakness
Regardless of their brand strength, Unilever still has their own weaknesses, for
instance, their lack of competitiveness in the price wars among other mature players
in the food industry. This can be seen in their recent annual sales growth rate in their
food brand portfolio. Among players like Nestle and Danone, Unilever is ranked at
third with 3.8% of sales growth while the previous two has higher growth,
5.7%(NSRGY.PK) and 7.0%(GPDNF.PK) respectively (Adam, 2010).
1.3.3 Opportunities
One of the opportunities for Unilever is to establish a supply agreement. Fluctuation
in commodity prices does affect Unilever in their pricing competitiveness because
they somehow need to lighten the burden by selling their goods at higher price to
consumers. However, if Unilever is able to reduce such fluctuation they can easily
maintain their pricing and at the same time gain a better competitive edge as
compared to other players like Nestle and Danone. This is where the supply
agreement comes in, where Unilever can establish a trade agreement with their
suppliers to ensure long run of supply at a more stable rate (Five Potential Benefits
of Strategic Alliance, 2007).
Unilever has strong Research and Development team. They are the leading
company in continuous Research and Development. According to Prof. Genevive
Berger, Chief Research and Development Officer or Unilever, they are always looking
for the best scientists and technologist to do researches on how they can innovate
their products and continuously seek for improvement to add vitality to consumers
life. Unilever spend an average of 1 billion on R&D annually. Besides, they also filed
around 250 to 350 patents application annually as well. Currently they have more
than 20,000 patents and patents application filed (Unilever (M) Sdn Bhd, 2011).
1.3.4 Threats
Like any other companies, regardless of their industries, Unilever does face their
own threats.
commodity prices. According to Mr. Polman, CEO of Unilever, they can withstand the
burden of increasing commodity price if they pass on the inputs cost is passed on to
consumers (The Hindu Business Line, 2011).
Another threat for Unilever is the increasing number of players in the market.
In the past few decades, Unilevers competitor might only be big firms like Nestle
and Danone, however, recent years, private labels are introduced. The emergence of
private labels is a threat to all players of their own respective industry. Private label
products are priced so low and soon become consumers preferences. Hence, now
Unilever is not only competing with the aforementioned competitors but also strong
retailers like Tesco, Carrefour, Giant and more (Nigel, 2008).
2.0
MARKETING
2.1
Target Audiences
2.2
Positioning
Informative
FEELING
strategies
for Affective
strategies
that
affect,
and conation.
for
provide
benefits
cognition,
For
example,
etc.
that
repeatedly
after
are
strategies
cognition).
lollies,
For
biscuits,
etc.
For Unilevers Walls Ice-cream, it is located at the 4th quadrant of the grid, where
consumers gain the final self-satisfaction after consuming the ice-cream and
whereby involvement is very low, in other word, theres not much decision making
required prior to the consumption.
Healthy
Tasty
Fun
Refreshing
Nestle
Nutrition
Values
Taste
Walls
Ice-cream
Quality Control
The current new Walls Hearts Ice-cream will be positioned as the most preferred
choice by consumers which focus on Nutrition Values and Quality Control.
Quality is the vital ingredient of Walls brand. Walls has been performing well due to
their high quality standards. The ice-cream can either be consumed as leisure food
or party food snacks. The plus point of this new ice-cream is that consumers will not
have to worry about their health while consuming this ice-cream. Few of the benefits
of this ice-cream is that its low in fat, high in carbs, and rich in probiotics (Anne,
2010).
10
2.3
Marketing Objectives
Increase Unilevers food products sales volume and market share from 3.8% to 8.0%
and strive to be the leader among competitors like Nestle and Danone by end of
2012
11
2.4
Marketing Mix
2.4.1 Product
Walls ice-cream can be categorized into a few categories, premium, kids, family
oriented and affordable. In terms of flavours, they focused on three main flavours,
chocolate, vanilla and fruits (Unilever, 2010). The introduction of Walls Heart is an
ice-cream with vanilla and fruits flavouring. The product is supposed to give a
tropical and refreshing feeling.
2.4.2 Price
Walls can use a combination of value-based and psychological pricing method. The
value given to consumers is the nutritional value. As for the psychological pricing
method, we are going to price the new Walls Heart at a range par with Cornetto icecream.
2.4.3 Place
Walls distribution network is wide and easily available in major retail store, sundry
shop and hypermarkets. Walls distribute their products through their mother
company, Unilever. This made distribution easier as retailers can also purchase
Walls products at the same time (Food & Beverage: Foodstuff, Drinks, F & B Supplies,
Ingredients, Cutlery, Crockery & Catering Equipment, 2011).
2.4.4 Promotion
Walls is going to promote their product through mass-media such as TV, Out-ofhome media and adverts. In addition, Walls will also use free sampling to promote
its product. For its new product, Walls uses promotion tools such as magazines,
radio, retail media and newspaper.
Besides, we are also going to do road shows in Universities and Colleges to promote
our new ice-cream to youngsters (Please refer to appendix for image sample).
12
3.0
ADVERTISING
13
3.1
Advertising Objectives
Awareness
Interest
Desire
Action
Looking at the movement towards action chart, we can simply break the 4 steps into
3 realms.
Cognitive - Ads provides information and facts.
Awareness
Action
14
3.2
Advertising Planning
Emotional Appeals
Joyous and love appeals
The execution of the above mentioned appeals are through slice-of-life, lifestyle and
dramatization execution techniques.
15
3.2.2.2 Lifestyle
Lifestyle execution technique shows how well the product will fit in with consumers
lifestyle.
Message to be conveyed: Walls Heart, your heart-loving ice-cream.
16
3.2.3.2 Lifestyle
For lifestyle execution method, we are going to use printed ads. For this strategy we
are going to use the advertisement mounted in 7-11 stores and trains.
17
3.3
Designs
18
(Lifestyle concept)
19
20
3.4
Budget
No.
Item
Quantity
Total (RM)
2 cycles x
32,000
(RM)
1.
Floor Stopper
400/cycle
40 stores
2.
85/month
3 months
5,100
x 20 trains
3.
130/month
(PUTRA LRT)
4.
TV Commercials
250/month
TV Commercials (8TV/20secs)
2 months
250,000
x 50 stores
700/filmlet
(NTV7/20secs)
6.
7,800
20 trains
on fridge)
5.
3 month x
15 filmlets
73,500
x 7 days
700/filmlet
15 filmlets
73,500
x 7 days
7.
TV Commercials (9TV/20secs)
700/filmlets
15 filmlets
73,500
x 7 days
8.
TV Commercials (TV3/20secs)
700/filmlets
15 filmlets
73,500
x 7 days
21
Subtotal
588,900
35,334
Grand Total
624,234
Inclusive of
RM 100,000
actor/actresses fees,
filming, props and designs.
Printing
RM 15,000
PR Events **
RM 5,000
Roadshows
Grand Total RM 120,000
** Road shows held at: Taylor UC, Inti UC, Sunway UC, Segi College, Monash
University and UTAR.
22
3.5
Timeline
23
4.0
Evaluation
24
25
5.0
Bibliography
26
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6.0
Appendix
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