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CASE INTRODUCTION
y In early January 1989, Irfan Mustafa, General Manager,
Personal Products and Market Research, Lever Brothers Pakistan Limited, was wondering what action to take regarding the marketing of the laundry detergent bar RIN, which had been introduced to the Pakistani market in April 1984. y The product was specially formulated and promoted as a fabric washer. Mr. Mustafa felt the sales volumes for RIN had reached reasonably satisfactory levels in 1988. However, a recent survey confirmed his suspicion that RIN was primarily being used for dish washing.
COMPANY
y Since the time Unilever Pakistan began its operations in 1948, the Company has been closely connected to the Pakistani people and its brands have been an integral feature in their daily lives. y The company had a turnover of Rs. 23.3 bn (Euro 309 mn) in 2007, and enjoys a leading position in most of its core Home and Personal Care and Foods categories, e.g. Personal Wash, Personal Care, Laundry, Beverages (Tea) and Ice Cream.
RIN
y Blue non soap detergent Introduced in 1984, and was priced to sell at retail for 2.95 per pack of 130 gm. y Rs 5 million promotion and advertising budget support the introduction of the product in the market.
A little amount of RIN washes a large lot of clothes . This is the main phrase of commercial. y Sale of RIN in the first three years disappointed never crossing 700tones per year. In march the price of 130 gram packaging raised to 3.15.
y
PROBLEMS
y Several consumer production schemes were used for RIN but,
started.
y RIN was currently distributed through 315 distributors to 60000 retail outlets in Pakistan. y The retail margin had remained at 7.4% since the RIN was introduced to market .
CURRENT PROBLEM
y In September 1988, Mr mustafa asked the domestic research bureau of Lever to conduct a consumer survey. y The survey cost 50,000 and conducted in 12 sample cities of Pakistan. y Only 50% of the respondent surveyed were using fabric washing and 65% using it as dish washing. y The result was that the RIN was primarily used for dishwashing despite using for fabric wash. y R&d department had informed to mustafa that eliminating wash fabric from RIN would reduce its variable cost by 33% without affecting its dishwashing performance.
Marketing strategy
y RIN have to adopt Market Repositioning y Re-positioning involves changing the identity of a
product, relative to the identity of competing products, in the collective minds of the target market. y It involves:
y Using objectivity and creativity to develop the best
business repositioning strategies for your company y Utilising careful market research and analysis y Planning a product repositioning strategy y Analysing strengths and maximising competitive advantages
REPOSITION STRATEGIES
y Reposition brand internally y Carry out consumer analysis y Competitive analysis y Fine tune your advertising strategy y Create good relationship with trade partner and