St Gabriel's Library, Au

Marketing Strategies for Maintaining Fabric Softener Product Leadership : A Case Study of 'Comfort' Unilever

by Ms. Suthida Ruchdaponkul

A Final Report of the Three-Credit Course CE 6998 Project

Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Science in Computer and Engineering Management Assumption University

March2004 Project Title Marketing Strategies for Maintaining Fabric Softener Product Leadership: A Case Study of 'Comfort' Unilever

Name Ms. Suthida Ruchdaponkul

Project Advisor Dr. Chamnong Jungthirapanich

Academic Year March 2004

The Graduate School of Assumption University has approved this final report of the three-credit course, CE 6998 PROJECT, submitted in partial fulfillment of the requirements for the degree of Master of Science in Computer and Engineering Management.

Approval Committee:

(Dr. Chamnong J irapanich) (Prof.Dr. Srisakdi Charmonman) Dean and Advisor Chairman

(Assoc.Prof. Somchai Thayarnyong) CHE Representative

March 2004 ABSTRACT

This study is concerned about the marketing strategies for maintaining fabric care product leadership: a case study of 'Comfort' Unilever. The objective is to study the key to success of Unilever Company. Also, to study and understand fabric care product's situation in Thailand, and to analyze the marketing strategies and to study how Unilever succeeds with fabric care product in Thailand.

This project is divided into two main parts. The first part the study on Unilever refers to the background of the company, corporate purpose and code of the business principle, situation analysis of Unilever Company during the economics crisis and the key success of the company.

The second one is the marketing strategies analysis of 'Comfort' product. The market size of fabric softener product in Thailand has been expanded rapidly since 1997 and the market growth of fabric softener products is increasing by volume from 1997 to

1998. Comfort gained the market leadership in 1997 and until now has about 30% to

35% of total market. Comfort is in 'Maturity' Stage of product life cycles and still being in the 'Stars' in BCG Matrix. The marketing tactics that Unilever uses are brand focus strategy, product differentiation strategy, Innovative strategy, market-based pricing strategy, distribution channel strategy, and brand communication strategy.

After all the conclusion of the project and recommendation for 'comfort' and

'Unilever' are derived, the company can apply some strategies such as market modification, image differentiation, brand strategy decision, product modification, and channel modification in order to maintain the leadership and expand to other consumer products. ACKNOWLEDGEMENTS

I am indebted to the following people. Without them, this project would not have been possible.

I wish to express deep smcere gratitude to my advisor, Dr. Chamnong

Jungthirapanich, for helping me with valuable advice, guidance, and constant support me from the project inception to the project completion.

I would like to thank the Brand Manager of Unilever, Mr. Sompo! Kunajak for providing me precious information that I refer in this project.

Especially, I acknowledge my beloved friends for their endless helpfulness and warm encouragement all the time.

Finally, I appreciate and thank my family for their fervent and continuous support for me. Above all, I am forever grateful to my parents whose willingness to invest in my future has enabled me to achieve my educational goal.

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TABLE OF CONTENTS

Chapter

ABSTRACT

ACKNOWLEDGEMENTS 11

LIST OF FIGURES v

LIST OF TABLES Vll

I. INTRODUCTION 1

1.1 Significance of Study 1

1.2 Objectives of the Project 2

1.3 Scope of the Project 2

1.4 Project Methodology 2

II. LITERATURE REVIEW 4

2.1 Marketing Strategies 4

2.2 Strategic Marketing 28

III. STUDIES ON UNILEVER AND COMFORT PRODUCT 40

3 .1 A Study on Unilever 40

3 .2 Situation Analysis 46

3.3 Key Success Analysis 49

3. 4 Background of Comfort 55

IV. MARKET SITUATIONS AND MARKETING STRATEGIES 58

4. 1 Overall Market Size and Market Growth 58

4.2 Market Share 61

4.3 Market Situation Analysis 62

4.4 Marketing Strategy 67

111 Chapter Page

V. CONCLUSION AND RECOMMENDATIONS 79

5 .1 Conclusion 79

5.2 Recommendation 82

5.3 Further Work 85

BIBLIOGRAPHY 86

IV LIST OF FIGURES

Figure Page

2.1 Product-Price Position, Marketing Effort, and Market Share. 5

2.2 Product Positioning Strategies. 6

2.3 Product Positioning Strategies. 7

2.4 Differentiations and Customer Value. 10

2.5 Pricing Strategy Process Template. 10

2.6 Customer and Competitor Intelligence and Pricing Orientation. 11

2. 7 Skim Pricing. 12

2.8 Market -Based Value Pricing. 13

2.9 Alternative Channel Systems. 16

2.10 Alternative B2C Marketing Channels. 17

2.11 Marketing Communications and Customer Response Index. 20

2.12 Marketing Causes ofLowLevel of Customer Response. 23

2.13 Advertising Frequency and Awareness in a Business-to-Business Market. 25

2.14 Message Frequency and Message Awareness. 26

2.15 Message Reinforcement Strategies. 27

2.16 Factors That Shape Market Attractiveness. 30

2.17 Indexing the Market Attractiveness of a Market. 30

2.18 Determinants of Competitive Advantage. 31

2.19 Indexing a Business's Competitive Advantage. 32

2.20 Offensive Strategic Market Plans. 33

2.21 Portfolio Positions and Defensive Strategic Market Plans. 3 8

4.1 Market Size of Fabric Softener Product in Thailand. 59

v Figure Page

4.2 Market Growth of Fabric Softener Product in Thailand. 59

4.3 Market Size of Fabric Softener Separated by Distribution Channel. 60

4.4 Volume Growth of Fabric Softener Separated by Distribution Channel. 60

4.5 Market Size of Fabric Softener Product Separated by Area. 61

4.6 Market Share of Fabric Softener Product in Thailand. 62

4. 7 Product Life Cycles. 65

4.8 The Boston Consulting Group's Growth-Share Matrix. 66

4.9 Market Segmentation of'Comfort'. 67

4.10 Perceptual Map. 68

4.11 Market Share of Fabric Softener Market for Traditional Trade in 2002. 75

4.12 Market Share of Fabric Softener Market for Modem Trade in 2002. 75

4.13 Consumer Marketing Channels. 75

4.14 Persuasive Advertising of 'Comfort' for New Variance 'Sunfresh'. 77

4.15 Promotion Metric Represents the Promotion Mix of 'Comfort'. 78

Vi LIST OF TABLES

Table Page

3 .1 The Detail of Comfort Product 57

4 .1 Show the market price of fabric softener product for regular 73

size (800cc.)

VII I. INTRODUCTION

1.1 Significance of Study

The consumer products are the things that consumers use regularly in daily life and fabric care products are one of the consumer products which are highly competitive these days. Most people not only use detergent for cleaning clothes, but also use fabric softener to enhance the long lasting freshness odor as well as help make the clothes softer, and prolong the color. The competition in fabric care products rapidly extends in the last few years. Most brands develop their product to be highly innovative products and launch new variances in order to support rapid growth of the market in the past 4-5 years

Studying the strategies and other keys important factors both in company

strategies and product strategies of the Leadership Company & brand in fabric

softener product is the most motivating and valuable. Nowadays, there are a lot of

fabric softener brands in Thailand such as Comfort, Fine line, Hygiene, Puff, Essence

and Fufu. All of these brands gain the market share at present market, anyway, the

brand which has the leadership in fabric softener product in Thailand since 1997 is

Comfort from Unilever.

Unilever has had deep roots and a strong consumer connection in Thailand for

over 70 years. Unilever Thai Holding Limited formerly known as Lever Brothers in

Thailand was founded in 1932 as a member of the Unilever Group. The Group's

corporate centers are in the United Kingdom and the Netherlands, but today they

operate in more than 150 countries around the globe.

Unilever Thai Holdings is committed to the same spirit and vision. To study the

daily needs of Thai people by meeting their needs with high quality products and services. In order to do so Unilever subscribes to exceptional standards of performance and productivity, to working together effectively and to a willingness to embrace new ideas and learn continuously.

As a leader in world markets including home care, Unilever's products meet people's diverse requirements to clean and care for their home, their clothes and themselves. In many parts of the world Unilever leads the home care market, with brands including Cif, Comfort, Omo, Skip and Snuggle. It's a position, which has been secured by understanding that household products have to be as diverse as the people who use them.

For the brand Comfort, Comfort was introduced in 1969 and has since developed products that care for clothes both inside and outside the washing machine. Whether it's adding softness in the washing machine and tumbles dryer, making ironing easier, freshening clothes between wares or maintaining a just-washed smell whilst clothes are in the wardrobe, Comfort has product to suit all needs.

Comfort is the leader of fabric softener product by having the highest market share in the fabric softener market. Today Comfort has re-launched new variances, innovates and develops the product in order to beat the competitors and attempt to keep the leadership level.

1.2 Objectives of the Project

(1) To identify key success strategies of Unilever Company

(2) To study and realize fabric care product's situation in Thailand.

(3) To analyze the marketing strategies and study how Unilever succeed in

fabric care product in Thailand.

1.3 Scope of the Project

(1) Use a case study of Comfort: Unilever Thailand

2 (2) Fabric care product focusing only on fabric softener.

(3) The data for analyzing the market situation being the data from year 1997-

2003.

1.3 Project Methodology

(1) The data of market situation are collected by interviewing the brand

manager of fabric care department of Unilever Thailand.

(2) Another information are provided by the public relation department of

Unilever Thailand and searching from www.unilerver.com.

3 II. LITERATURE REVIEW

2.1 Marketing Strategies

2.1.1 Product Positioning (Best, 2003), (Harrell, 2002)

(a) Product Positioning and Market Share

The goal of a positioning strategy is to create a product-price position that is attractive to target customer and creates a good source of cash flow for the business.

Achieving a certain level of market share is a key factor in the success of marketing strategy and directly dependent on strength of a business's product positioning and marketing effort.

As shown in Figure 2.1, Market share is represented as the business's product position multiplied by its marketing effort. Thus, a weak product position with a strong marketing effort will fail to deliver a desired level of market share. Likewise, an attractive product position that is supported with a weak marketing effort will also fail to achieve a desired level of market share. To be successful, a business needs both.

Also shown in Figure 2. 1. are the various factors that contribute to a business's product positioning and marketing effort. Product differentiation, price, product breadth, new products, service quality, and brand image each contribute to the strength of a business's overall product position. As these inputs to product positioning outperform those of competitors, the strength of a business's product position in creases and becomes more attractive to target customers.

(b) Product Positioning Strategies

To create an attractive product position and achieve a desired level of market share and profitability requires several ongoing product management efforts. The first is very basic. Who is our target customer? What is out positioning strategy? Will the

4 positioning strategy create a superior value for target customers? For a particular target price, a business needs to develop a position based on either a low price or some source of differentiation and product positioning that is meaningful to target customers. As shown in Figure 2.2., a differential advantage could be built around some combination of price, product service, and brand.

A second important area of product management 1s branding and brand management strategies how broad should the product line be? How should brands be created to communicate a consistent image and desired target market identity? How can a brand's assets and potential liabilities be managed to create higher level of brand equity? And finally, a third area of product management is brand and product line strategies. To what degree should flanker brands be added as extensions of a strong umbrella brand? And when should a business bundle or unbundled products in order to attract and satisfy target customers? From a core product positioning strategy, these types of product line strategies need to be developed n order to fully leverage a business's capabilities and profit potential. The remainder of this chapter is devoted to the three areas and specific topics identified in Figure 2.2.

Product Price Product Sales Force Physical Differentiation Breadth Distribution

Market Share Customer Sunnort

Service Media Sales New Brand Image Ad ,,...; . Products Quality v... , usmg Promotion

Figure 2.1. Product-Price Position, Marketing Effort, and Market Share.

5 + Product Product Custom Value Benefits

Price Low-Price Service Service Benefits Position Lower Brand Transaction Brand Benefits Transaction Differentiation Costs Costs Total Benefits Derived Total Cost of from Product Position Obtaining These Benefits

Figure 2.2. Product Positioning Strategies.

( c) Product Positioning and Differentiation

On the basis of target customer needs, a business must develop a product position that is in some way differentially superior to competitors' product positions.

In a price-sensitive market, product positioning generally requires a lower price, because other sources of differentiation are not valued by target customers. For markets in which differentiation is possible and valued by target customers, a variety of strategies are possible. Product, service, and brand image differences that are meaningful to target customers and differentially superior to those of competitors offer the potential to create a more attractive product position. Regardless of the product positioning strategy pursued, our goal is to create a customer value superior to that offered by competitions, as illustrated in Figure 2.3. The remainder of this section will be devoted to these product positioning and differentiation strategies.

6 Product Position in~ Stratc~ics

Differentiation and Branding and Brand­ Brand and Product­ Product Positioning Managements Line Strategies

Product Differentiation Brand Identity Umbrella Flanker Service Differentiation Brand Encoding Brands Brand Differentiation Brand Assts & Liabilities Product-Line Exiensions Low Cost of Purchase Brand Equity Bundling & Unbundling Product Elimination

Figure 2.3. Product Positioning Strategies.

( d) Product Differentiation

Many customers are not seeking the lowest price, and many are willing to pay a higher price for products that deliver important customer benefits. Differences in product quality, reliability, and performance can attract customers who are seeking products that perform better than average products. There are eight dimensions of product quality that can serve as bases for product differentiation. These dimensions can be arranged into four hierarchical categories or product quality. If a business fails to deliver acceptable or expected levels of reliability and conformance, an advantage in other dimensions of product quality will not matter. At the other extreme, quality aesthetics as a source of differentiation is of value only when all other aspects of quality are met with respect to customer quality expectations.

Quality Killers

Customers expect reliability and conformance to specifications whether they are buying a computer, an automobile, or a Boeing jet, customers expect the product to conform to the specifications that are basic elements of the product. For example,

Nescafe creates different blends of coffee to match customers' taste preferences in 7 St. Gabriel's Library, Au

different international markets. This is conformance to expectations (i.e., specification).

Quality Drivers

Performance and durability are the workhorses of product quality. Improvements in steering, braking, and fuel economy have been key aspects to improved automobile performance.

Manufacturers who cannot keep pace with performance improvement will simply lose market share over time. Those who can lead with improved product performance will have created a position on a basis of product differentiation and competitive advantage.

Durability is also a key component of product quality. Customers have expectations with respect to how long the product should last and how well it should stand up in normal usage. A business that fails to meet expectations with respect to durability will face difficulty in both attracting new customers and retaining existing customers. Durability is a common source of advantage in demanding industrial product use situations.

Quality Enhancers

A product that meets customer expectations with respect to conformance, reliability, performance and durability can be differentiated with enhanced quality features.

Additional options that can improve the use, safety, or enjoyment of a product can be important sources of product differentiation.

Serviceability is another quality enhancer. Products those are easier to maintain and repair save time and money. The Saturn was engineered to make automotive repair easier and less time-consuming. The net result is lower repair costs. This design

8 has also produced lower insurance costs due to lower-than-normal cost of repair in the event of an accident. Both lower the total cost of ownership for Saturn owners.

Quality Aesthetics

The appearance of a product and its reputation can also serve as sources of product differentiation. In Japan, the appearance of a product, or even of the package around the product, can have an enormous impact on the success of that product.

Likewise, the image a brand projects or reputation a company has established can be important in some markets.

( e) Brand Differentiation

In many customer and business-to-business purchases, customers are influenced by the status of a brand name or by the assurance of a well-know company. Brands such as Lexus and Mercedes have strong associations with prestige or status. The importance of these brand benefits to many target customers enhances their positioning and differential advantage.

Brand differentiation provides another way to position a business's products relative to competitors and to create incremental customer benefits and value, as illustrated in Figure 2.4.

A strong brand enhances position evaluations of a product's quality, maintains a high level of product awareness, and provides a consistent image or brand personality.

Brand differentiation can be an important source of differentiation and extend the positioning benefits of a core brand to many closely related flanker brands. However, there are limits to brand extensions.

9 Product Differentiation Service Differentiation Brand Differentiation

Customer Customer Product Customer PI:oduct Benefits Benefits .. ..

Service Price Price Benefits Price Sei-Vtc~, ·• Service Benefits .. Benefits Nonprice Non price .. · .• Brand,,, Non price Brand Costs Brand Costs ·. Ben~fits · Costs Benefits Benefits Total Total Total Total Total Total Benefits Cost Benefits Cost Benefits Cost Customer Value= Total Benefits -Total Cost

Figure 2.4. Differentiations and Customer Value.

2.1.2 Market-Based Pricing and Pricing Strategies (Best, 2003), (Kotler, 2001)

It may appear that market-based pricing is the preferred approach to pricing, but there are situations in which cost-based pricing may be a better approach depending on the market situation, as illustrated in Figure 2.5.

Perceived Value vs. Costs

Product Percei ed Value Benefits

Service Benefits

Brand Benefits Relative Relative Benefits Cost

Figure 2.5. Pricing Strategy Process Template.

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,.,.,; ') 2 { _,,_ f•·J (a) Market-Based Pricing

At the heart of market-base pricing 1s extensive customer and competitor intelligence. Without high levels of both, market-based pricing is simply not possible.

This is why most business fall back into cost-based pricing as illustrated in Figure 2.6.

A business with a strong customer orientation may believe it is using market-based pricing but without competitor intelligence the business cannot fully gauge its price position. Likewise, a business focused on competitor's pricing and positioning but ignoring customer needs will evolve into reactive competitor's pricing. Thus, only businesses with a strong market orientation that focus on both customers and competitors have the possibility to engage in market-based pricing.

Market-based pricing starts with a good understanding of customer needs and the benefits a product creates relative to competitors' products. On the basis of customer benefits, price is set relative to competition to create a superior value. In this way, price is set in the market, not at the factory or in the financial department.

Customer Intelligence

Extensive Customer-Reactive Market-Based Pricing Pricing (Customer Orientation) (Market Orientation)

Some Cost-Based Competitor-Reactive Pricing Pricing (Company Orientation) (Competitor Orientation)

None None Some Extensive

Competitor Intelligence

Figure 2.6. Customer and Competitor Intelligence and Pricing Orientation.

11 Skim Pricing

Skim pricing is most likely to occur at the early stages of the product life cycle as illustrated in Figure 2.7. In some situations, a business holds a proprietary product advantage relative to competition because it holds a patent or the product has a unique capability. In such a case, a business will pursue a premium price strategy while still delivering superior customer value until competition can match its source of competitive advantage. But under what conditions is a skim pricing strategy likely to work? When a business has a considerable, and sustainable, differentiation advantage in a quality-sensitive market that has few competitors and is difficult for competitors to enter, a skim pricing strategy is a viable market-based pricing strategy. When feasible, a skim pricing strategy allows a business to systematically penetrate markets as it adds production capacity. As the demand for a high-priced segment is saturated, price can be lowered to systematically attract more customers until prices reach a level affordable to most potential customers.

Dollars per Unit Price Favorable Conditions

Considerable Differentiation Quality-Sensitive Customers Sustainable Advantage Few Competitors Few Substitutes Difficult competitor Entry

Time

Figure 2.7. Skim Pricing.

12 Value-In-Use Pricing

As a business moves into the growth stage of the product life cycle it will have to find a way to lower the cost to potential customers in order to attract their purchase volume. However, this does not have to mean lower prices. By considering the total cost of ownership incurred by target customers, a business can utilize market-based pricing to produce an attractive savings (economic value) while maintaining a premium price. Foe example, in Figure 2.8., the price of a business's product is higher than the price of competitor's product, but the customer's total cost of ownership is lower. The business saves the customer money on the basis of lower acquisition, use, and maintenance costs over the e life of the product.

The level of economic value and price are set relative to what is an attractive savings to customers, not on the costs and margins are the business's problem, not the customer's. Customers are interested in savings, the more attractive the business's product.

Figure 2.8. Market - Based Value Pricing.

13 Perceived Value Pricing

Some customer benefits are more difficult to quantify in terms of economic value, yet they have an important perceived value. Another approach to market-based pricing is perceived value pricing. As illustrated in Figure 2.8., the perceived benefits derived from the product, service, and brand (image or reputation) yield a certain level of total perceived benefits. The overall perceived cost of purchase is made up of the price paid, the terms of purchase, and any transaction costs that contribute to the total perceived cost of purchase. The net difference between perceived overall benefits and cost is perceived customer value.

Segment Pricing

At the heart of market segmentation is market-based pricing strategies.

Customers in different segments generally have different product needs and different price sensitivities. A price-sensitive segment would be attracted to low price regardless of additional product or service benefits. A quality-sensitive segment may pay more for the extra benefits (product, service, or brand) they desire. Thus, the market-based price could be different for different segments within a market.

Strategic-Account Pricing

Customers that are large and very important to a business's sales and profits become strategic accounts. Pricing for strategic accounts is market-based and customized to the unique needs of a strategic customer and competitive market

conditions. The market-based pricing perspective is also longer range and may include a pricing mechanism to adjust prices over a period of several years. A primary goal of

strategic-account pricing is to maintain a strong business-to-business relationship even when market conditions in an industrial change. For example, sellers may be required to take a slightly lower price in a "seller's market" when average prices are generally

14 high. Likewise, buyers may be asked to pay a slightly higher price in "buyer's markets" where average prices are generally very low. This market-based price­ sharing helps reduce large swings in margins while maintaining large volumes of the customer's business. Strategic account pricing will not work without a strong commitment to serving customer needs and a price that creates a superior value when compared to competitor's offerings.

Plus-One Pricing

As products mature in most competitive markets, businesses are able to emulate the best features of competitors' products. As a result, it is difficult to stand out as unique. To succeed in these markets, a business needs some source of differentiation in order to build a unique product position. It needs to establish a plus-one product position in order to justify a market-based pricing with a slight premium relative to competing products.

A plus-one market-based pricing strategy product position is one in which a business can equal competitors on all areas of product and service quality but can find one area of meaningful performance in which it is clearly superior.

2.1.3 Marketing Channels (Best 2003), (Kotler, 2001)

The first decision a business must make is whether to use a direct, indirect, or mixed channel system. All things being equal, a business would generally prefer to sell and distribute directly to target customers, because this combination of channel and sales responsibility offers the most control and greatest potential for value-added sales and services. On the other hand, a business may not have the expertise or resources needed to fund and support a direct channel system and therefore might elect to reach target customers through an indirect channel system. A business may also need to use a combination of direct, indirect, and mixed channel systems in order

15 to reach different target markets cost-effectively and to deliver the service level expected by target customers. These three channel systems are shown in Figure 2.9.

Alternative Channel Systems

Direct Mixed Indirect Channel Systems Channel Systems Channel Systems

Channel Intermediaries

Target Market Customers

Direct Channel System: Provide alternative direct and sales systems that require the business to retain ownership (title) of products sold and responsibility for delivery to customers and value-added functions desired by customers. Indirect Channel Systems: Provide varying degrees of sales and value-added functions while taking ownership and responsibility for delivery to target customers or other intermediaries. Mixed Channel Systems: Provide direct sales contact and technical support while the actual purchase is made at a channel intermediary who has taken (ownership) of the products being sold.

Figure 2.9. Alternative Channel Systems.

(a) Direct Channel Systems

As illustrated in Figure 2.10., a direct approach can include direct sales force, direct marketing, telemarketing, online marketing, manufacturer's representatives, sales agents, or brokers. In each case, the business retains ownership of the products and responsibility for sales, distribution, service, and collection of payment for products sold.

Although a direct sales force offers the best opportunity for sales communication and customer interaction, it is often too expensive to reach target customers with a 16 direct approach. The cost of direct customer sales contact is both high and increasing.

For example, the fully loaded cost (salary, benefits, and expense) of a direct sales- person in many business-to-business markets can range from $100,000 to over

$300,000 per year. Direct marketing, which includes direct mail and catalog sales, offers a less expensive alternative, but the opportunity for sales communications is more limited. Telemarketing provides a greater opportunity for a sales communication but is more labor-intensive and often more expensive than direct marketing. Emerging electronic marketing channels in home shopping and Internet computer-based purchasing are offering greater opportunities for customer interaction. Finally, manufacturers' representatives, sales agents, and brokers can assume the selling responsibility for the business and are paid a sales commission only when a sale occurs. E-marketing channels have greatly enhances customer reach, customer interactivity, online information searches, purchasing, and after-sale customer service.

Manufacturers

Direct Channel systems Indirect Channel Systems

Direct Online Direct Tele­ Reps/ Reps/Agents Sales Marketing Marketing Marketing Agents

Customer Markets

Figure 2. 10. Alternative B2C Marketing Channels.

17 (b) Indirect Channel Systems

Because using a direct channel system is often expensive, it limits the number of customers a business can profitably reach. As a result, many potential customers who buy in a smaller purchase amounts cannot be profitably served with a direct channel system.

Indirect channel systems are inherently more complex, because they involve at least one intermediary who takes over both ownership of the product and the majority, if not all, of the control in both sales and distribution. As shown in Figure 2.10., an indirect channel system could include retailers, commercial distributors (also called dealers), full-function wholesalers, and specialty wholesalers.

Retailers take over the sales and point of purchase distribution in consumer markets, and distributors or dealers assume this responsibility in business-to-business markets. Compensation for their services is usually in the form of a discount off the customer selling price. This discount can range from 10 percent to over 50 percent.

Wholesalers offer an intermediate point of sales and physical distribution between a business and retailers or dealers. There are full-function wholesalers, who offer a full range of products and services (inventory, delivery, credit, and stocking), and limited­ function wholesalers, who offer a limited range of products and services. For example, a cash-and-carry wholesaler does not deliver the product or offer credit. The most cases, the discount offered to wholesalers is less than that offers to retailers or dealers, because the range of services is considerably less. VARs and OEMs are unique indirect channel system alternatives in that they buy products, directly or indirectly, add value to them, and resell them. These alternatives will be discussed at greater length in the discussion of business-to-business alternative channels.

18 While e-marketing channels can be a distinct indirect channel, it can also enhance or supplement existing channel systems. It can improve many interactions along the supply chain. Also, customers often go online to gather information and then buy the delivery at retail outlet. E-marketing channels can also be used to help track orders, especially in complex industrial purchases where lead times can be long and deliveries complicated.

(c) Mixed Channel Systems

In some instances, a combination of direct and indirect channel systems provides the best way to reach and serve target customers. For example, many industrial and business-to-business firms use a direct sales force or manufactures' representatives to perform the sales contact while localized dealers and distributors provide product availability, delivery, and service, as well as terms of payment.

Mixed channel systems are particularly important when products are fairy technical and localize availability and services are important.

2.1.4 Market Communications and Customer Response (Best 2003), (Harrell, 2002)

The first job of a marketing communication is to build awareness: to inform customers of a business's products. Second, marketing communications need to continually reinforce messages in order to maintain awareness. Third, it is often the job of a marketing communication to motivate a target customer to take action. Thus, there are three fundamental marketing communications objectives, any one of which can be the focus of a particular marketing communication.

(1) Build awareness: Build a level of awareness with respect to important

information about the organization and its products and/pr services.

(2) Reinforce the Message: Sustain a desire level of retention with respect to

image, key benefits, and name recognition over time.

19 (3) Stimulate Action: Motivate target customers to take a specific action in a

relatively short time.

Because, message reinforcement and action can come only after a reasonable level of awareness, business need to first build awareness and comprehension before moving on to other marketing communications objectives.

Building awareness, comprehension, and interest in a business's products are major steps in the hierarchy of customer response. As illustrated in Figure 2.11.,

CRI Action (90%) Intentions 16% (68%) Interested (63%) No Action (10%) Comprehend 2% (54%) No Intentions (32%) 8% Aware(63%) Not Interested (23%) 8% Don't Comprehend (46%) 29% Unaware (37%) 37% f'ffiWo The overall customer response index for any combination of effects in the customer response hierarchy is the product of the proportions of individual effects that make up that combination. For example, the customer response index for customers who are aware of the communication (63%), comprehend its content (54%), but are not interested in the product or service (23%) is as follows: CRI =% that are aware x % that comprehend x % that are not interested = 0.63 x 0.54 x 0.23

Figure 2.11. Marketing Communications and Customer Response Index.

There is a hierarchical set of customer response effects. If a marketing communication fails to create target customer awareness. The first stage in the hierarchy, none of the customer response effects that follow are possible. In this example, 3 7 percent of the target market will not be reached with the marketing communication and will therefore not have a chance to comprehend, develop interest, form intentions, or take action.

20 Of the 63 percent of the customers who are aware of the business's marketing communication, 54 percent can accurately recall the important content

(comprehension). This means that 29 percent (the 46 percent who don't comprehend, out of the 63 percent who are aware) are removes from father customer response because they do not fully comprehend the marketing communication content. Thus, the combination of target customers lost due to lack of awareness (37 percent) and insufficient message comprehension (29 percent) is 66 percent.

Of those target customers who are aware of and adequately comprehend the marketing communication, 77 percent express an interest in the product and its benefits, leaving 23 percent who are uninterested and creating a lost customer response of approximately 8 percent. Of those who are interested, 68 percent intend to take a desired action. However, those who are interest, but not sufficiently motivated to take action, create another loss in customer response of 8 percent.

Finally, target customers who are aware, comprehend, are interested, intend to take action, and take the desired action produce a customer response of 16 percent.

Target customers who intend to take action, but do not, create an additional loss of potential customer response of 2 percent. In order to achieve a higher overall level of customer response, a business would need to improve its performance at specific stages in the customer response hierarchy in which the business has not performed well.

(a) Building Customer Awareness and Comprehension

Creating awareness among a large number of people is not the objective of most marketing communications. The objective is to create awareness among and communicate effectively to target customers. A memorable advertisement that is well

21 known among the general population will fail if it does not achieve a high level of an awareness and comprehension among target market customers.

Media Selection and Customer Awareness

As outline in Figure 2.12., target customer awareness and comprehension are affected by media selection, message frequency, and ad copy. TO effectively reach target customers, a business has to have a good understanding of their media habits.

Do they watch television, and, if they do, which programs? Do they listen to the radio, and, if they do, which stations and at what time? Which newspapers and which sections of the newspaper do they read? Which magazines do they subscribe to? How do they go to work, with respect to exposure to outdoor signage? Do they use Yellow

Pages; are they Internet users or cable TV shoppers, or do they respond to direct-mail advertising? All of these questions must be answered in order to purchase the communication of media that will effectively reach as many target customers as economically possible.

A key measure of effective media selection is target market reach. Target market reach. Target market reach is the percentage of target customers who will be exposed to the business's message given a certain combination of media.

22 Poor Response Marketing Problem Underlying Cause

Low Awareness Marketing Communication • Poor Media Selection • Insufficient Frequency • Poor Ad Copy Poor Comprehension Marketing Communication • Insufficient Frequency • Poor Ad Copy Low Interest Product Positioning • Insufficient Benefits • Weak Value Proposition • Poor Ad copy Low Intentions Price and Transaction Cost •High Price • Need for Low-Cost Trial • High Switching Cost Low Purchase Level Distribution and In-Store •Not Readily Available • Hard to Find In-Store • Insufficient Sales/Service

Figure 2.12. Marketing Causes ofLow Level of Customer Response.

Message Frequency and customer Awareness

Once a business has found the right combination of media to effectively reach target customers, the next question becomes how often the business needs to expose target customers to its message in order to achieve a certain level of awareness. Using too few messages may prevent information from getting through to target customers and will probably result in low levels of awareness and comprehension. On the other hand, too many exposures could irritate target customers and potentially have an adverse effect on retained information and perceptions of the ad, product, or company.

The same message was also sent to a different group of target customers once every four weeks throughout the year in a "distributed frequency" strategy. These target customers also received thirteen message exposures, but they were spread out over the entire year. In the four-week period following each exposure, recall of the message decreased, but it did not go below the level prior to the last exposure. Hence, 23 each additional exposure builds from a higher base position. And, as shown. Although this pattern of exposure frequency produced a longer-lasting effect, it never reached the highest level of awareness produced by the concentrated frequency effort. This approach to marketing communications would be appropriate in building and maintaining target customer awareness and comprehension.

Ad Copy and Customer Response

A highly memorable marketing communication that does not communicate the product and its benefits will fail to enhance interest in the product and will lower all level of customer responses. Ad copy is best to attract customers when it is based on customer needs and situations familiar to customers. It needs to integrate customer needs and situations with the product's benefits and business name. If an ad is attractive but fails to create product interest, the ad copy is of limited value to the customer or to the business.

(b) Message Reinforcement

Although building awareness, comprehension, and interest are critical to achieving a high level of target customer response, these levels will diminish, as shown in Figure 2.13., if the message is not continually reinforce. Johnson Controls' marketing communications program improved ad awareness, but to hold or continue to grow a high level of awareness, a company would have had to continually keep the message in front of target customers.

24 Leading Chemical Companies 1.5 50%

1.0 40%

0.5 30%

0 20%

-0.5 10%

-LO 0% Under 20 20-40 Over 40

-l.5 Under 7 7 - 12 13 - 25 Over 25

- Pages of Advertising- C&El\1-' ___., - Pages of Advertising- C&E~

C&EN = Chemical and Engineering News

Figure 2.13. Advertising Frequency and Awareness in a Business-to-Business

Message Reinforcement and Pulsing

Maintaining a high level of awareness is expensive and requires new ad copy as the old copy begins to wear out. One approach to message reinforcement that maintains awareness, reduces copy wear out, and is cost-efficient is pulsing. Pulsing involves the use of alternating exposure periods. An example of pulsing is a television advertisement that achieves 150 gross rating points over a four-week exposure period and is run in alternating four-week periods. As shown in Figure 2.14., a certain level of awareness is built up during a four-week exposure period; it then diminishes to some degree over the following four-week period in which there is no message exposure, and .then awareness is built up again in a subsequent four-week exposure period.

If a business can maintain a desired level of awareness with pulsing, it can reduce the cost of advertising because there is no advertising expenditure in

25 alternating non-exposure four-week periods. A secondary benefit of pulsing is that it reduces the potential for copy wear out due to overexposure to the same message.

Because the marketing message is not seen on a continual basis, the ad copy's novelty and appeal wear out at a slower rate. Also, pulsing reduces the potential for overexposure, which can cause customer irritation and reduce and effectiveness.

Awareness (percent)

70

Concentrated 60 Communications Strategy

50

Distributed Communications Strategy

o.__~..._~_._~~~~~~~~..__~~~_._~~~~~~~- o 5 IO 15 20 25 30 35 40 45 50 55 Week of Year

Figure 2.14. Message Frequency and Message Awareness.

Heavy-Up Message Frequency

Because certain products can be purchased more readily at some times of the year than at others, a business may use a heavy-up exposure pattern to build higher levels of awareness, compreh<;<_nsion, and, it is hoped, interest in the advertised product

26 or service. Figure 2.15. illustrates a heavy-up marketing communications program for a well-known brand that is consumed most heavily in the summer. Many other exposure patterns are possible, but in this example, the business elects to maintain a certain level of base awareness throughout most of the year and to heavy-up its message frequency just before and during the prime buying period for this product.

The business could also combine a heavy-up strategy for its primary promotion period and a pulsing strategy throughout the rest of the year.

Pulsing Hea''.Y - U~s 250 250

200 200

150 150

100 100

50 50

0 0 1 5 9 13 17 21 25 29 1 5 9 13 17 21 25 29

Weeks Weeks

100% 100%

80% 80%

60% 60%

40% 40%

20 °o 20 °.6

0% 0% 1 5 9 13 17 21 25 29 1 5 9 13 17 21 25 29

Weeks Weeks

Figure 2.15. Message Reinforcement Strategies.

27 ( c) Stimulating Customer Action

Quite often, simply informing target customers and maintaining awareness is not enough to stimulate customer action. More is needed, particularly for new products whose benefits cannot be fully realized until they have been tried.

2.2 Strategic Marketing (Market-BaseManagement; Best 2003)

2.2.1 Strategic Market Planning

(a) Market Attractiveness

The primary purpose of a strategic market plan is to provide a strategic direction from which to set performance objectives and guide the development of a tactical marketing strategy. This is an important step in the strategic market planning process, because it requires a careful examination of market attractiveness. This step allows us to compare the relative attractiveness of different product - markets using a common set of attractiveness criteria. To facilitate this step in the strategic market planning process we need a systematic way to assess market attractiveness.

To assess and index the attractiveness of a product - market, a business must ask itself, "What factors make a market attractive or unattractive?" Factors that typically shape market attractiveness include market size, market growth, competition, margin potential, market access, and fit with the company's core capabilities. These factors can forces, competitive intensity, and market access, as shown in Figure 2.16.

Each of these three dimensions of market attractiveness can be weighted to reflect its importance in relation to the others. In the example presented in Figure 2.17., market forces and market access are each weighted as 3 0 percent of total importance, whereas competitive intensity is weighted a little more heavily at 40 percent. Each of the dimensions of market attractiveness is further broken sown into factors that

28 contribute to a particular aspect of market attractiveness. These factors are also weighted to represent their relative importance within a dimension.

When these and other factors that are considered to be important are weighted by their relative importance, an overall index for market attractiveness can be created, as illustrated in Figure 2.17. Special care should be taken to ensure that all the underlying forces that shape market attractiveness are adequately represented, on the basis of market and profit performance.

In the example shown, each individual factor is also indexed from "very unattractive" to "very attractive" for a given product - market. This score (from 0 to 6) is multiplied by the factor weight to obtain a weighted individual factor attractiveness score. The sum of these individual scores for each dimension is computed and multiplied by the importance given that dimension. For example, market size is assigned 40 percent of relative importance within the market forces dimension and is given a rating of 6: very attractive. This results in a score of 240 (40x6) for this factor.

This score is added to the scores of the other factors in this dimension to arrive at a total factor - weighted score of 370. This is multiplied by 0.30, the relative importance (weight) assigned to market forces, to produce a weighted overall score of

111 ( 62 percent of maximum), as shown in Figure 2.17.

When this process is completed for each of the market attractiveness factors and dimensions, an overall score of 393 is obtained. But, because different markets may have fewer or more factors and different dimension weights, the maximum score for different product - markets can vary. Therefore, to maintain comparability, the maximum possible score is derived, and the overall market attractiveness score is determined, as a percent of the maximum. In this example, the maximum score is 600, and the overall index market attractiveness score is 66 percent.

29 Market Attractiveness . . ~ ,. . "- . ~ ......

Market Competitive Market Forces Intensity Access

Market Size Number of Competitors Customer Familiarity Growth Rate Price Rivalry Channel Access Buyer Power Ease of Entry Sales Requirements Customer Loyalty Substitutes Company Fit

Figure 2.16. Factors That Shape Market Attractiveness.

Market Relative Not Attractive Very Overall Attractiveness Importance score Factor 0 I 2 3 4 5 6 Market Forces Market Size 40% x 240 Growth Rate 30% x 60 Buyer Power 20% x 40 Customer Loyalty 10% x 130 100% 70 Competitive Intensity Number of 30% x 90 Competitors Price Rivalry 30% x 60 Ease of Entry 20% x 100 Substitutes 200/o x 80 100% 330 Market Access Customer 20% x 120 Familiarity Channel 40% x 200 Sales 30% x 120 Requirements Company Fit 10% x 60 100% 500 Market Relative Factor Overall Maximum Percent Attractiveness Weight Score Score Score of Max. Market Forces 0.30 370 111 180 62% Competitive 0.40 330 132 240 55% Intensity Market Access 0.30 500 150 180 83% 1.00 1200 393 600 66%

Figure 2.17. Indexing the Market Attractiveness of a Market. 30 (b) Competitive Advantage

The process of developing a multifactor index of competitive advantage follows the same procedure. The first the first question is, "What makes one business strong, with respect to competitive advantage, and another weak?" In answering this question, many business will arrive at a list of factors that determine competitive advantage that can be categorized into three dimensions of competitive advantage: cost advantage, differentiation advantage, and marketing advantage, Each of these drives of competitive advantage also has underlying forces that shape the business's competitive advantage, as shown in Figure 2.18.

' --·-· - Competitive , -- - _Advantage - - '

Differentiation Cost Marketing Advantage Advantage Advantage

Product Quality Unit Cost Market Share Service Quality Transaction Cost Brand Awareness Brand Image Marketing Expenses Distribution Relative Price Overhead Expenses Sales Coverage

Figure 2.18. Determinants of Competitive Advantage.

Each of the three dimensions of competitive advantage is assigned a relative weight, just as was done in determining market attractiveness, And, as with market attractiveness, for each of the underlying factors, the relative importance within the dimension must be determined, as illustrated in Figure 2.19. Each factor must be

31 assessed with respect to the competitive advantage of the business in its existing market or the potential position in new markets under consideration

As shown in Figure 2.19., the competitive forces that shape a differentiation advantage for this business are relatively string at 68 percent of maximum, while its competitive advantage with respect to marketing advantage is weak at 23 percent of maximum. Overall, the business is midrange in terms of competitive advantage, with a score of 0.52 percent.

Way Equal Way Ahead Competitive Relative Behind Overall Advantage Factors Importance score 0 1 2 3 4 5 6 Differentiation Advantage Product Quality 50% x 250 Service Quality 30% x 60 Brand Image 10% x 50 Relative Price 100/o x 50 100% 410 Cost Advantage Unit Cost 40% x 160 Transcation Cost 10% x 10 Marketing Expenses 30% x 90 Overhead Expenses 20% x 40 100% 300 Marketing Advantage Market Share 30% x 30 Brand Awareness 10% x 20 Distribution 30% x 60 Sales Coverage 30% x 30 100% 140 Source of Relative Overall Maximum Percent Competitive Factor Score Weight Score Score o/Max. Advantage Cost Advantage 0.40 300 120 240 50% Differentiation 0.40 410 164 240 68% Advantage Marketing Advantage 0.20 140 28 120 23% 1.00 850 312 600 53%

Figure 2.19. Indexing a Business's Competitive Advantage. 32 2.2.2 Offensive Strategic Market Plans (Best, 2003), (Gower, 1987)

(a) Market Penetration Strategies

As shown in Figure 2.20., there are four fundamental offensive strategic market plans that can be used to grow a business's penetration of an existing market. These strategic market plans range from share penetration to growing market demand in markets served by the business.

Market Penetration New Market Strategies Entry Strategies

Grow Market Share Related new Market Entry Grow Customer Purchases Diversified New Market Entry Enter New Market Segment Enter New Emerging Market Grow Market Demand Develop New Market Potential

Figure 2.20. Offensive Strategic Market Plans.

(b) Strategies to Grow Market Share

There are many factors that affect a business's ability to grow market share and profitability. One consideration is share potential. To what degree has the business achieved its share potential? And what factors need to be managed to grow share in a given product-market? Each is an important consideration in developing an offensive strategic market plan to grow market share.

33 (c) Principles of Offensive Market

Principles of offensive new-product marketing

(1) Establish a clear new-product strategy. This will emanate from the total company strategy. It should specify the role of innovation in achieving this and set minimum volume and financial criteria for each type of innovation.

(2) Plan the innovation required. The gap between corporate profit objectives and likely future contribution by existing products has to be filled by new products.

These need to be individually planned. To guide on what is needed to achieve future plans, the historical yield rate of R&D projects should be analyzed. Lessons learned can then be incorporated in future plans.

(3) Operate from strength. Play to your strengths and capitalize on what you do uniquely well.

(4) Get the right organization and attitudes. Structure should encourage innovation and response flexibly to changing conditions. Lack of top-management commitment is the greatest internal obstacle to innovation.

(5) Invest consistently in new-product development. The experience curve can operate strongly in your favour on new products.

(6) Allocate at least one third of R&D effort to break-through opportunities.

The big ideas carry the greatest risk of failure, but also the largest potential pay-off.

(7) Develop a new-ideas system. The main sources are internal, external, overseas, patents, 'old' new ideas, universities, group-think and outside agencies.

(8) Build objective filters. The enthusiasm necessary to bring an idea to fruition may cause a lack of impartiality in judging it. The ideal screening system has three elements: continuity of assessment, clear yardsticks and top-management involvement.

34 Principles ofoffensive branding

(1) Understand your brands. Analyze all brands by type, and then construct a diagram of core and extension areas for each one, using research as a guide.

(2) Determine how all your brand names fit. Establish which names can be used in combination, why and with what relative emphasis.

(3) Decide which brand names can be stretched and how. Stretch brands as widely as possible into commercially attractive new market sectors and usages, without weakening the core brand.

(4) Know when to develop new brand names. To justify the costs and risks, new brand names should only be used for distinctive and superior new products, with which existing names do not fit well.

(5) Consider licensing your brand name. This can be a profitable route for certain consumer products.

( 6) Cover your tracks. Strenuously protect your brand names and symbols.

(7) Have a five-year brand development plan. This should analyze each brand name and describe its role over the next five years.

Principles ofoffensive pricing

(1) Know your price dynamics. By applying simple rules, you can often draw general conclusions about the price sensitivity of your brands and markets very quickly. For many products or services it is possible to construct a volume/price- elasticity graph, using historical data and econometric analysis.

(2) Strengthen your pricing muscles. The objective of all offensive marketers is to change the shape of the volume/price graph in their favour, by strengthening their customer proposition.

35 (3) Choose your price segments. You should have a clear strategy as to which price segments you wish to compete in and why.

(4) Consider the alternatives. The profitability of a change in price should be compared with other viable alternatives. Creativity in analyzing alternatives can pay off handsomely.

(5) Manage the ripples. Minimize disruptive ripple effects by accurately establishing your profit results for each major retail account, by building strong relationships at three or four levels, by responsiveness to genuine trade needs and by establishing a reputation for being prepares to bite the bullet.

(6) Beware profit cannibalization. Profit cannibalization can occur on new products, when companies move down-market, on perishable products and on larger sizes. There are no magic rules, but general guidelines can help.

(7) If you make a mistake on pricing, admit and remedy fast. This speaks for itself.

(8) Beware markets with falling prices. Leave them to others unless you have the unusual blend of strengths necessary to tackle them successfully.

Principles ofoffensive advertising

(1) Set crystal-clear advertising strategies. Strategy should simplify communication aims, emerge from a marketing base and preferably incorporate distinctive positioning.

(2) Run only outstanding advertising. If you insist on top quality in your products, why accept less from your advertising? Very good and very bad advertising both cost the same. Advertising is expensive and carries your brand name.

(3) Create a climate where creativity can flourish. A new idea is fragile and easily crushed by traditional thinking or highly elaborate approval procedures.

36 (4) Assess advertising sympathetically but ruthlessly. The agency is entitled to sympathetic support and professional judgments from the client. A step-by-step approach for assessing a TV commercial has been out-lined.

(5) Run successful campaigns for decades. Always look for campaign ideas, not individual advertisements. When you find a strong one, improve and update it, but stick with it for the long-term.

(6) Never be satisfied with your advertising. The task of developing better advertising is continuous and never finished.

2.2.3 Defensive Strategic Market Plans (Best, 2003)

(a) Protect Market Strategies

The primary goal of defensive strategic market plan is to protect profitability and key strategic share positions, this goal translate into a combination of defensive strategic market plans. As shown in Figure 2.21., certain portfolio positions based on market attractiveness and competitive advantage lead to more than one defensive strategic market plan. A defensive strategic market plan designed to protect a desired share position can lead to a protect share, reduce focus, harvest, or divest defensive strategic market plan. In all case, these defensive marketing strategies are focused on maximizing short-run profits and protecting or improving the overall strategic position of a business.

37 Very t Attractive Protect Protect "' c"'~ >~ :;:::... Protect Protect Protect ...<:':I :t: or Harvest or Focus or Focus <... ~ ~... <:':I Protect Protect Protect :;.: Very or Divest or Divest or Harvest I Unattractive Very Weak Very Strong

Competitive Advantage------.

Figure 2.21. Portfolio Positions and Defensive Strategic Market Plans.

l'rotectMarketShare

Many share leaders have market shares in excess of 50 percent. However, the conditions under which they have to define their share position can be drastically different. Their defensive strategies in slow-growth mature markets will be very different from those businesses with high shares in fast-growth markets. However, each has the same fundamental objective: Protect market share

l'rotecting Share in Growth Markets

Growth markets require a much greater marketing effort and more investment in new products to protect a share leadership position than do mature markets. The faster the market grows, the more market resources needed to protect share. If a business does not invest to protect share in a growth market, its market share is almost certain to decline. Thus, growing markets create a much greater potential for share loss than do slow-growth markets. Hence, the resources needed to offset the effects of growth with a defensive strategic market plan to protect share must be much greater.

38 In the Profit impact of Marketing Strategies (PIMS) database, the average business will experience approximately a -0.4 percent annual rate of market share change per I percent of market growth rate. This means that a business in a market growing at I 0 percent a year will experience a 4 percent rate of share erosion if the effects of market growth are not offset by a defensive strategic market plan.

39 III. STUDIES ON UNILEVER AND COMFORT PRODUCT

3.1 A Study on Unilever

(a) History Unilever Thailand

1930: Lever Brothers Limited Partnership receives a letter of appointment to be the official soap-maker of King Rama V.

1932: Unilever begins business in Thailand as Siam Industries Co., Ltd., as the affiliated company in Unilever group, one of major supplier for consumer products in the world with the sales figures over 13,000 million baht and 1,600 staffs in 1996. The well-known consumer products are Lux soap, Sun Silk shampoo, Breeze detergent including 'Comfort' fabric softener.

1954: The Company's name is changed to Lever Brothers (Thailand) Co., Ltd.

1962: A new detergent formula called 'Breeze" is developed and marketed.

1970: Production and sale of 'Sunsilk' liquid shampoo commences.

1972: Production and Sale of toothpaste commences. 'Close-Up' is developed in 1976, followed by 'Pepsodent' in 1984

1989: Sales of Wall's ice cream commences.

1994: The Company receives the 1994 'Environmental Marketing" Award. The

Company begins its One Million Tree Reforestation in honor of the 50th anniversary of His Majesty the king's ascension to the throne.

1995: Unilever is presented with GMP (Good Manufacturing Practice) certification.

The Company begins its 'Suan Rom Mai Unilever' project.

1996: The Company receives ISO 9001 and ISO 9002 quality standards certification.

1997: The Company's name is changed to Unilever Thai Holdings Limited. The

Wall's ice cream manufacturing plant becomes the first in Thailand to receive GMP

accreditation. 40 1999: The Company's production base in Minburi is presented with a Level-I TPM

Award.

2000: The Company Celebrates 20 billion baht in sales. The company moves to new offices at Siam Commercial Bank Park Plaza. Unilever is granted ISO 14001 standards accreditation.

2001: The Company announces its business partnership with Beat foods. The

Company's production base in Minburi is presented with a level-2 TPM Award.

2002: Opening of new 42,000-m2 warehouses in Chachengsao to support on going growth in an efficient manner. Unilever celebrates 70 successful years in Thailand.

(b) Corporate Purpose

The purpose in Unilever is to meet the everyday needs of people everywhere - to anticipate the aspirations of the consumers and customers and to respond creatively and competitively with branded products and services, which raise the quality of life.

The deep roots in local cultures and markets around the world are the unparalleled inheritance and the foundation for the future growth. They will bring the wealth of knowledge and international expertise to the service of local consumers - a truly multi-local, multinational.

The long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively and to a willingness to embrace new ideas and learn continuously.

They believe that to succeed requires the highest standards of corporate behavior towards the employees, consumers and the societies and world in which they live.

This is Unilever's road to sustainable, profitable growth for the business and long-term

value creation for the shareholders and employees.

41 Unilever Thailand

Unilever Thai Holdings is committed to the same spirit and vision - to satisfy the daily needs of Thai people by meeting their needs effectively and to willingness embrace new ideas and learn continuously. They also believe that to succeed requires the highest standards of corporate behavior towards their employees, customers and the societies in which they live.

(c) Code of the business principle They've updated Unilever's Code of Business Principles because they believe that their reputation for high corporate standards is a key asset, which needs to be fresh and living throughout their business. The Code is published here in full.

Standard of Conduct: They conduct their operations with honesty, integrity and openness, and with respect for the human rights and interests of their employees. They shall similarly respect the legitimate interests of those with whom they have relationships.

Obeying the Law: Unilever companies and their employees are required to comply with the laws and regulations of the countries in which they operate.

Employees: Unilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of their company. They will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. They are committed to safe and healthy working conditions for all employees. They will not use any form of forced, compulsory or child labor. They are committed to working with employees to develop and enhance each individual's skills and capabilities. They respect the dignity of the individual and the right of employees

42 to freedom of association. They will maintain good communications with employees

through company based information and consultation procedures.

Consumers: Unilever is committed to providing branded products and services which consistently offer value in terms of price and quality, and which are safe for their intended use. Products and services will be accurately and properly labeled,

advertised and communicated.

Shareholders: Unilever will conduct its operations m accordance with internationally accepted principles of good corporate governance. They will provide timely, regular and reliable information on their activities, structure, financial situation and performance to all shareholders.

Business Partners: Unilever is committed to establishing mutually beneficial relations with their suppliers, customers and business partners. In their business dealings they expect their partners to adhere to business principles consistent with their own.

Community Involvement: Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfill their responsibilities to the societies and

communities in which they operate.

Public Activities: Unilever companies are encouraged to promote and defend their legitimate business interests. Unilever will co-operate with governments and other organizations, both directly and through bodies such as trade associations, in the development of proposed legislation and other regulations, which may affect

legitimate business interests. Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.

43 The Environment: Unilever is committed to making continuous improvements in the management of their environmental impact and to the longer-term goal of developing a sustainable business. Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice.

Innovation: In their scientific innovation to meet consumer needs they will respect the concerns of their consumers and of society. They will work on the basis of sound science, applying rigorous standards of product safety.

Competition: Unilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations.

Business Integrity: Unilever does not give or receive, whether directly or indirectly, bribes or other improper advantages for business or financial gain. No employee may offer, give or receive any gift or payment, which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management. Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained.

Conflicts of Interests: All Unilever employees are expected to avoid personal activities and financial interests, which could conflict with their responsibilities to the company. Unilever employees must not seek gain for themselves or others through misuse of their positions.

44 Compliance - Monitoring - Reporting: Compliance with these principles is an essential element in their business success. The Unilever Board is responsible for ensuring these principles are communicated to, and understood and observed by, all employees. Day-to-day responsibility is delegated to the senior management of the regions and operating companies. They are responsible for implementing these principles, if necessary through more detailed guidance tailored to local needs.

Assurance of compliance is given and monitored each year. Compliance with the

Code is subject to review by the Board supported by the Audit Committee of the

Board and the Corporate Risk Committee. Any breaches of the Code must be reported in accordance with the procedures specified by the Joint Secretaries. The Board of

Unilever will not criticize management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions. The

Board of Unilever expects employees to bring to their attention, or to that of senior management, any breach or suspected breach of these principles. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so.

( d) Company Structure

Unilever's organization is designed to be effective. Dedicated to the needs of the future, their structure clarifies roles, responsibilities and decision making so that they can deliver outstanding performance across their business.

Executive Committee: The Executive Committee is responsible for agreeing priorities and allocating resources, setting overall corporate targets, agreeing and monitoring business group strategies and plans, identifying and exploiting opportunities created by Unilever's scale and scope, managing external relations at the corporate level and developing future leaders. 45 Leading the team are the chairmen of Unilever PLC and Unilever N.V., the parent companies. Other members are the global division directors for Unilever Best foods and Home and Personal Care; the corporate development director; the finance director and the personnel director.

Regional Presidents: The regional presidents are responsible for delivering business results in their respective regions. Regional presidents report to either the director of the Foods division or the director of the Home and Personal Care division.

As members of either the Unilever Best foods or Home and Personal Care divisions, they play an important role in shaping divisional strategy and ensuring that regional strategies and plans are consistent with overall objectives.

Advisory Directors: The advisory directors are the principal external presence in

Unilever's governance. One of their key roles is to assure that government provisions are adequate and reflect best practice. The advisory directors comprise a majority of the members of certain key committees of the Boards. They attend the key quarterly meetings, committee meetings, conferences of the directors and the Executive

Committee, as well as meetings with the chairmen.

Senior Corporate Officers: Unilever's senior corporate officers are responsible for ensuring that board meetings and board committee meetings are supplied with the information they need. So, for example, the chief auditor ensures that the audit committee has the necessary information, while the head of the corporate relations department keeps the external affairs and corporate relations committee informed.

3.2 Situation Analysis

(a) Lever's Group support to investing through 20,000 millions in year

2000

46 Lever's Group decided to keep on investing in Thailand to reach target about

20,000 millions in year 2000 by not fear with Economics crisis. They've planed to spend more 500 millions to invest to increase the production line. In 65th year

Anniversary, chairman stressed on Thailand's capacity by changed to same newest logo all over the world.

Lever Brother (Thailand) Co., Ltd. was established 65 years ago and being a big manufacturer-distributor of consumer products seeing by the income of year 2539 has to total revenue about 13,000 million and growth rate is higher than last year by about

15%

Although the products that Levers produces and distributes can be separated into

8 ranges. In this part, there're the leader of 7 ranges are 1) Powdered Detergent and

Fabric Softener 2) Soap 3) Dish Cleaning Liquid 4) Skin Care 5) Hair Products 6) Ice

Cream 7) Bathroom Cleaning except only one group that they never be the leader is

Toothpaste group. However, Levers still remains with it and hopes to be the market leader in future.

Last September, 15 was the important day of all Levers' employees because they were the day of 65th year Anniversary also there's the day that "Lever Brothers

(Thailand)" changed its name to Unilever Thai Holdings Co., Ltd. To be in line with the policy of the Mother's company and having same name in global businesses.

Mr.Niel Fithgerald, managing director and CEO of Unilever Plc, the biggest world producer and distributor consumer products that joined said the company has planed to keep on invest in Thailand cause of they're confidence in the potential and development solutions of Thailand in the future even in present they're facing with

Economics decline but expects it to be just temporary. In the same time, the company has set the target to need more growth of about 200% in the next 10 years

47 The problem that facing with Thailand is like other countries such as South

America, Europe and Japan that they think it will be a short time. By the way, the company is still focused on Thailand and other countries in South East Asia.

Fithgerald said.

While Mr.Ralph Cookler, CEO and Mrs.Kannikar Chalitapom, Vice President of

Unilever Thai Holdings Co., Ltd. joined to reviews that they expected in year 2000 the company will sell products for more 20,000 million baht by reaching the target of company business growth not less than 15% and will expand to invest with production, research and development.

They was affected from floating bath currency makes the company take an expense up to 1,000 million cause of raw materials that used in production lines have increase about 10-40% while they were trying to save costs in every part since production, organization, unnecessary expense to tie up the price as long as possible.

By expecting in the near future they absolutely have to increase the price but the ratio of price increasing will not high as bath weakness. Mrs.Kannikar said.

For investment plan next year, the company will spend more budgets about 500 millions to increase production capacity to remain with the company growth rate.

(b) Unilever Launches Modem Retailers

Cheyo Luneders, Chairman of Unilever Thai Holdings Co., Ltd., said within last

6 months of year 2000 the company has annual sales growth less than last year compared in time caused of the consumer's confidential has been decreased, so its effect to consumer's purchasing power and consumer's behavior changed. In the mean time, the company has tried to activate the market by developing a new products and making an event. Effort were also made annual sales close to the target. Whatever in the last 6 months of the year, views of Economics still not rise, but the company still

48 keeps on new revolution and making an event also go up with retailer's expansion and modem trade

Currently, 50% of annual sales come from retailers and another 50% is from modem trade even modem trade will have more chance, but retailers still be the main market with 300,000-500,000 shops nationwide. Newest making an event "One team

One look merchandising rally" by taking 4,200 employees fill in products in 8,000 shops with 40 provinces nationwide in one look.

3.3 Key Success Analysis

(a) Solid Progress by Growing Together

They are committed to building an organization of excellence by fostering a team-based, enterprise culture. To this end their Path to Growth strategy for achieving their business objectives has a number of key values.

Passion to win

(1) Strive for excellence

(2) Focus on winning in the marketplace by exceeding consumer and customer

expectations

(3) Deliver high quality of products and services in all activities undertaken

Entrepreneurial spirit

( 1) Be proactive and show perseverance in moving forward

(2) Challenge the status quo and provide new solutions through 'break

through' ideas and thinking

(3) Be practice. Take calculated risks

Trust and respect

(1) Act in a trustworthy manner, be honest and open

(2) Care for employees and colleagues

49 (3) Show respect for one another, consumer, customer, supplier and the

community in which Unilever operates

Empowerment

(1) Employees take full ownership and accountability for their actions and for

achievement of objectives

(2) Individuals are given freedom within work responsibility

(3) Contributions and achievements are recognized and rewarded on a fair and

transparent basis

IndividualF'ulfillment

(1) Successful and happiness in both working and personal life

(2) Prioritize of work activities in a disciplined way to optimize own and

others' time

(3) Enjoyment at work

Continuous Improvement

(1) Take responsibility for learning and self development

(2) Learn from everyday work experience and share knowledge openly with

others

(3) Continuously challenge methods and innovate to develop leading edge

products and services

(b) Building Business Together

One of their key priorities is to give their customers world-class service, because they know that the customers are essential to their business success. They build strong, mutually beneficial relationships with their retail customer based on trust, common interest and a shared commitment to grow.

50 Their goal is complete customer satisfaction. To this end they have adopted new management techniques such as the ECR (Efficient Consumer Response) System to streamline operational procedures and introduced the latest technologies in the general trade to improve sales and distribution performance and increase volume. These support their ongoing efforts to build even closer working relationships with their retailers and suppliers by ensuring optimum effectiveness of every process. In this way they provide maximum benefit to all parties and create opportunities for long­ term partnerships based on parallel growth and interlocking stability.

In May 2002 they celebrated the opening of their new warehouse in Chachengsao

Province. This state-of-the art facility enables them to be even more responsive to customer needs by effectively reducing delivery lead times from factory to warehouse to retailer.

At Unilever Thai Holdings they see their suppliers as an integral part of their business and essential for the achievement of their goals. They introduced the SSQR

(Superior Supplier Quality Relationship) program to ensure that business contacts are vase on mutual understanding, trust, faith, and respect-enabling both parties to come together and develop joint business objectives as effectively as possible.

This program also enables Unilever Thai Holdings and their suppliers to co-ordinate operational and management approaches from the very beginning of the relationship.

As result, product quality control is improved, costs are reduced, and the ties that bind

Unilever Thai Holdings to their suppliers are strengthened and made more fruitful.

In line with their commitment to expand and develop their customer services in

Thailand, they plan to expand their distribution channels even further.

( c) Innovation, Research and Development

51 At Unilever quality is a priority and they are firmly committed to improving their products in accordance with the changing needs of their consumers.

They combine world-class technology with deep consumer insight to develop new products that make a real difference to people's daily lives. Their research team is dedicated to interpreting their consumers' aspirations and turning them into brands of tomorrow.

"The Unilever's products are mainly based on consumers needs. The company continuously pays attention to researching and developing, although, the economics decline. This leads the company to the market leader until now on. "Mrs. Supratra

Baopeamtrup, marketing research manager of Unilever Thai Holding co., Ltd. said about the successful background of many products.

But it does not mean the company always succeeds in this market. Unilever Thai has many painful lessons until the company had to bring the products back from the market. And these were called the marketing strategies, which have their own reasons in themselves.

"Much time they have to launch a new product even though they know its trend cannot fulfill the consumer's needs at that moment. But it is necessary to prevent other companies to born and get some of the market share in those products according to the number one in every product policy. Since they know that if they are the second and want to shift to the first place, they have to put more money and effort to achieve.

Thus, the faster they launch a product, the less effort to compete with other companies".

In each year, the company has more than 200 research projects. Each project has a budget about 100,000 Baths. Moreover, there is a consumer behavior survey toward

52 an attitude of products about 50,000 people per year. In every year, the company uses a huge amount of money in these activities.

For this year, which the economics declined, the company had rethought the way to do research by using the same budget but using it effectively. Since the cost of research is relatively high, the research results must be practical and effective. It can be done by targeting the main consumers, which is the target of the company's mass market. If a research is found to be a basis of the whole South Asian market, a big budget will be provided. Despite a trend of the rest groups will be cut.

Sixty-five year of the Unilever's success background with a development of a research division for more than 40 years has been occurred because of the company policies which has been shown as the following

(1) Team working, making decisions by basing on consumers needs and

collecting all the correct data.

(2) Working with partners by coordinating with commercial alliance.

The roles of this team are interpreting the feeling and consumers needs and deeply analyzing by using a variety of strategies

( d) An Interested Production Base

The production facilities of Unilever Thai Holdings have long been recognized as an excellent, modem base for the manufacturing of consumer products in Thailand.

In the future their production base will also be a fully integrated centre for manufacture and export in the region.

Because they are confident that Thailand has great business potential in

Southeast Asia, they have invested heavily in creating a truly integrated production and distribution centre. This centre will only meet the needs of customers throughout

53 the region rapidly and efficiently, but will also allow for business growth in an area of free market trade.

They are continuously enhancing the productivity of their Thai facilities by optimizing the use of raw materials and developing more efficient production processes and new technologies for in-house use and transfer to their business partners.

In their constant striving for higher productivity and overall organizational excellence they embraced TPM (Total productive Maintenance) to raise the output and competence of their personnel and machinery while reducing waste, saving time and labor, and lowering production costs on an ongoing basis. Unilever Thai Holdings is one of only two companies to have achieved a TPM Excellence rating. There's not only the star in the market, but Unilever Thai Holdings, first largest Thai consumer still point to raise production cost efficiency. Eight years ago Unilever brought Supply

Chain Management used in first of Thailand and keeping to supply to another suppliers including retailers such as modem trade and traditional trade by the target is to save cost with save the opportunity cost. Whatever, under going Supply Chain

Management still has management system called "TPM-Total Productive

Management" supported. This first largest Thai consumer, British-Dutch take TPM to improve production process to save lost. Accepted that there's the company who can make highest efficiency production cost compared with Unilever branches worldwide.

Moreover, they are also very proud of their HACCP (Hazard Analysis and

Critical Control Point) Certificate recently awarded by FDAffISI.

(e) Success formulas for Survival of Unilever

Unilever Thai Holding, the giant producer and distributor consumer products, reveal the marketing strategies among the retreat economics by using 3 ways. The first one is reduce cost of management, production and unnecessary usage. The second one

54 is slow down the production investment and pause production investment, which no short-term return on investment. The last one is reduce advertisement and promotion relationship budgeting. The setting goal of these three prescribes is increasing growth rate 15% much more than the past year. Furthermore, Unilever apply 10 prescribes in order to be the leadership of consumer products and have the growth rate of sales figure 15% in a year as following;

(1) Building Quality and Strived of management team

(2) Analyze and Response the changeable needs of consumers

(3) Building Market Share

(4) Building 'Brand' Awareness by marketing Strategies

(5) Established Evolution

(6) Lowest production cost

(7) Expand the base of operations to control the raw materials sources

(8) Understand Competitors

(9) Efficient Financial Management

3.4 Background of Comfort

(a) Overview

Comfort was introduced in 1969 and has since developed products that care for clothes both inside and outside the washing machine. Whether it's adding softness in the washing machine and tumble dryer, making ironing easier, freshening clothes between wears or maintaining a just-washed smell whilst clothes are in the wardrobe,

Comfort has a product to suit.

Nowadays Comfort fabric softener in Thailand has 4 variances for regular formula and 2 variances for concentrate formula. For regular 'FreshLock' version, consists of Pink variance, Blue Variance, Purple Variance and Orange Variance.

55 Comfort has developed new evolution with 'FreshLock' technology which keeps long lasting fragrance scent, clean, fresh and soft in every molecule of fiber. This evolution will make customers touch the feeling a just-washed smell whilst clothes. Comfort has collaborated with two of the leading international fragrance houses, Firmenich and

Givaudan, to create fragrances for clothes. The brand recently introduced new fragrance into the range, 'Sun Fresh'. These innovative fragrances are designed to provide a new twist of the gentle sun scent to provide the feeling of sunny shine in the morning. For concentrate version which called 'Comfort x 4' consists of Silver variance and Gold variances.

Comfort fabric softener products are produced in Thailand by using the main formula from the head quarter and apply to suit for Thai consumers and the environments of Thailand. To develop the technology to protect clothing, they also grilled other professionals who understand protecting materials from antique furniture restorers to firemen whose lives depend on protective clothing. Their vision of heath and beauty for clothes has been very successful' adds Jean-Laurent. Sometimes they've changed things just for the sake of change, but it's helped us to sustain the momentum. It's good that the strategy has a slightly poetic quality as it offers plenty of scope for creativity and positive energy and that leads to a highly motivating environment.

(b) The detail of product

The detail of products are shown in Tables 3.1

56 Table 3.1. The Detail of Comfort Product.

Type ofproduct Fabric Softener

Product Soft, nice fragrance and long-lasting fresh

Outstanding

The properties of 1) Substantial scents

Product 2) Preventive mal scents

3) Softened clothed

4) Gentle and mild for children's clothes

5) Anti-Static

6) Comfortable

7) Easy Ironing

8) Prolonged colors and fiber

Variance of 1) Pink Variance --- Loving Pink (Sweet Floral

Product Scent), Sweet smell like flowers

2) Blue Variance --- Happy Blue (Fresh nature scent),

Fresh smell like nature

3) Purple Variance --- Charming Violet (charming

and confident of modem scent)

4) Orange Variance --- Sun Fresh (Gentle sun scent),

the feeling of sunny shine in the morning

5) Silver Variance --- Pure

6) Gold Variance --- Fast Dry

57 IV. MARKET SITUATIONS AND MARKETING STRATEGIES

4.1 Overall Market Size and Market Growth

The market size of fabric softener product in Thailand has been expanded rapidly since 1997 (Figure 4.1.) due to the consumers concern more about their quality of living and their health's and fabric softener becomes the necessary consumer product for every house. People not only use detergent for cleaning clothes but also use fabric softener product in order to perfectly taking care their clothes. Further more the population of Thai people has been continuously increasing from the past to the present. This may increase the usage of consumer products as well.

On the other hand, the market growth (Figure 4.2.) of fabric softener product increasing by volume from 1997 to 1998 because the product just introduced to the fabric care market and still was being in the growth stage. After the market growth increase to a saturated point in 1999, the percent growth begins to decline. If the growth rate becomes to zero, it means that the product begin to move to maturity stage.

In the future, If the market size of fabric softener product begin to decline and the market growth is negative, it means that there are substitute products or new innovations of fiber which does not need fabric softener to softened the clothes anymore.

However, in year 2002 over 2003, the market growth seems to rise again because there are new innovative products launch to the market and most brands improve their communication marketing to attract new consumers.

58 120000 3000

100000 2500

80000 2000

=0 = ~ 1---~ t:'.. -Ton I ... 60000 1500 ~ 1 E ... 1--+-M. Bahtj 0= ....= ;;.. ;;..

40000 1000

20000 500

0 0 1997 1998 1999 2000 2001 2002 2003E Year

Figure 4.1. Market Size of Fabric Softener Product in Thailand.

50.00%

45.00%

40.00%

35.00%

30.00% -=..ii:= " - Volume Gro\\-th ~ 25.00% c: -Value Growth ...... 20.00% i:o..

15.00%

10.00%

5.00%

0.00% 1998 1999 2000 2001 2002 2003E Year

Figure 4.2. Market Growth of Fabric Softener Product in Thailand.

59 Nowadays, the consumer behavior especially in Bangkok has changed to be modern consumers prefer to buy products from the modern trade more than traditional trade (Figure 4.3.) and market sizes of modern trade increasing every year (Figure

4.4.). The usage of fabric softener product in Bangkok is much higher than other regions and the market size continuously increase (Figure 4.5.).

90000

80000

70000

60000

50000 Ton 40000 t;;i Modern trade 1111 Traditional trade 30000

20000

10000

0 1999 2000 2001 2002 2003E Year

Figure 4.3. Market Size of Fabric Softener Separated by Distribution Channel.

45

40

35

:5 30 ~ ~ 25 c.!l -+---Modern trade -illl---Traditional trade ~..... 20 i:>.."' 15

10

5

0 1999 2000 2001 2002 2003E Year

Figure 4.4. Volume Growth ofFabric Softener Separated by Distribution Channel.

60 60000

50000

40000 --Bangkok != --central 5 30000 ···:>-North ··+·North East Q= ;... 20000 --South

10000

0 1999 2000 2001 2002 2003E Year

Figure 4.5. Market Size of Fabric Softener Product Separated by Area.

4.2 Market Share

Comfort fabric softener has dominant leadership in fabric softener market since

1997 until now (Figure 4.6.). In this Figure shows that Comfort is being the leadership of this market continuously sine 1997 until present even if they have to confront with many competitors and economics crisis. In order to maintain the leadership, Comfort has to analyze the market situation, learn more about their competitors and use various kinds of marketing tactics.

61 St. Gabriel'& Libr2'ry, An

30

25

20 EJO>Mort •Finclinc Percentage I '., 0 Hygiene 15~ ~ OPuff I • F.ssencc I Dfufu l 0 J..... ~ L..L..m"" 1997 1998 1999 2000 2001 2002 2003E Year

Figure 4.6. Market Share of Fabric Softener Product in Thailand.

4.3 Market Situation Analysis

(a) Macro Environment

Competition in the market will be fierce as players work hard to boost their market share and stimulate demand by launching new products and heavy promotion tactics by using the sample campaign to create brand awareness. The market potential is high for companies that can catch consumers' attention. At this moment, fabric softeners are no differentiation between brands in main functional benefit, thus the factors which consumers use in considering buying the products are price and perfume liking. The main competitors of Comfort are Fine line and Hygiene, which come into the fabric softener market by using 'discount' strategy and focusing on ironing liquid.

Because of ironing liquid and fabric softener using the same brand, it affects the brand awareness of fabric softener as well.

62 (b) SWOT Analysis

Opportunities

(1) People concern more about fabric care product and fabric softener

may become necessary household product for every house.

(2) Nowadays, they are promoting to buy 'Breeze' together with

'Comfort'. Since 'Breeze' is very outstanding in detergent market, so

they can push the sales Figure of Comfort.

(3) The distribution of products can be done more easily because new

modem trade much more open not only in Bangkok but also in

countries.

Threats

(1) Keen competition in fabric softener market.

(2) Since the new competitors come into the fabric softener market by

using 'Discount' strategy, so, Comfort have to compete by reduce

their prices.

(3) The competitors build brand awareness by promoting ironing liquid;

it may affect the fabric softener.

Strengths

(1) Comfort fabric softener is made by high performance and

conformance quality of ingredients as well as long lasting fragrances

with 'Freshlock' formula.

(2) There are several packaging sizes for customers to serve customers'

need.

(3) There are a lot of distribution channels to reach the customers both of

modem trade and traditional trade.

63 (4) The cost for 'Comfort' fabric softener is not too expensive compared

with others brands.

(5) Comfort has product differentiation by inventing several formulas;

'Freshlock' and 'Comfort x 4' in order to satisfy customer's need.

(6) Comfort products are produced in Thailand, so they can apply the

formulas and fragrance to suit for Thai consumers and the

environmental of Thailand.

(7) At this moment, Comfort is the leader of fabric softeners.

(8) Comfort can sustain the loyalty of target consumers.

Weaknesses

(1) The brand image of Comfort may look obsolete and not modem with

the image of 'Mother-Daughter'

(2) It's necessary to use television advertising and many marketing

communications to change the obsolete brand image and promoting

new products, therefore the cost of marketing communications is

quite high.

(3) Comfort cannot attack the new users, which are the main group for

improving market growth.

( c) Product Life Cycle

64 Sales

Profit

Maturity Decline Time

Figure 4.7. Product Life Cycles.

At present, Comfort is in 'Maturity' stage, in product life cycle (Figure 4.7.), which being a period of slowdown in sales growth because the product has achieved acceptance by most potential buyers. The profit stabilizes or decline because of increased competition. Besides, the sales growth rate start to decline because of no new distribution channels to fill and sales flatten on a capita basis because of market saturation. Most potential consumers have tired the product, and future sales are governed by population growth and replacement demand. In decaying maturity, the absolute level of sales starts to decline, and customers may switch to other products and substitutes.

Eventually, the competitors cover and serve all the major market segments and the market enters the maturity stage. In fact, they go further and invade each other's segments, reducing everyone's profits in the process.

On the other hands, Fine line the most important competitor of Comfort is in the growth stage. The growth stage is marked by a rapid climb in sales. Early adopters

65 like the product, and additional consumers start buying it. New competitors enter, attracted by the opportunities. They introduce new product features and expand distribution. They use 'Discount' strategy in order to introduce their product to the market and increase promotional expenditures to meet competition and continue educate the market.

Fine line is increasing the market share by sharing the market of others brands like Puff, Hygiene and Essence not Comfort because the market share of Comfort hasn't decreased since Fine line introduced to the market, however, Fine line is still being the keen competitor of Comfort at this moment

(d) BCG Matrix

Stars Question Marks 20% ? ? • • 18% ? 16% • ~ ~ • ..... co; 14% ~ ? IZ • .c..... 12% ~ =a.. 10% • ~..... ~ 8% -cco; ~ 6% 4% 2%

0 x x x x x xx x x x = -.:I" M l/'l """' l/'l-.:1" M M """' """' """' == = = = Relative Market Share

Figure 4.8. The Boston Consulting Group's Growth-Share Mq.ttj.;x..

66 The relative market share of Comfort compared with Fine line by volume in year

2002 is 1.28 and by value is 1.37. The market growth rate of fabric softener market in year 2002 is 19.4 percent by volume and 14.5 percent by value. Thus, Comfort is still being in the 'Stars' in BCG Matrix (Figure 4.8.). Comfort is the market leader in high­ growth market. A Star does not necessarily produce a positive cash flow for the company. The company must spend substantial funds to keep up with high market growth and fight off competitors' attack.

4.4 Marketing Strategy

(a) Market Segmentation and target market

The market Segmentation of Comfort can classify into 2 groups as shown in

Figure4.9.

Regular Concentrate

Happy Blue loving Pink

Channing Violet Sun Fresh

Figure 4.9. Market Segmentation of 'Comfort'.

67 For 'Regular' segmentation, Comfort divides their product into 4 variances in order to serve the different style of consumers with the different scents of fragrances.

The target market of this segmentation is general Thai woman ages between 25-35 as well as Thai women who have low until high income.

For 'Concentrate' segmentation, Comfort divides their products into 2 variances.

This segmentation is being the premium product with special technology in order to serve premium market. The price of product is quite high compared with the 'Regular' formula, thus the target market of this segmentation is Thai woman ages 25-35 who have moderate to high income.

(b) Product Positioning

High Quality

Comfort

Fine Line

Low Price High Price

Low Quality

Figure 4.10. Perceptual Map.

68 "Positioning is the act of designing the company's offering and image to occupy a distinctive place in the target market's mind." (Kotler, 2001).

The end result of positioning is the successful creation of a customer-focused value proposition, a cogent reason why the target market should buy the product.

Customers seem to seek the benefits from the fabric softener and some customers perceive the brand in the market as of the same or similar benefit.

Customers would buy fabric softener for the purpose of enhancing the scent of fragrance, the softness of clothes and easy to iron. Most of core functional benefits of every brand are equal, so, the key competitiveness of fabric softener products are perfume liking and price of product.

From conduct an interview found that consumers prefer pink variance of Fine line than others brand, however, for others variance, consumers mostly prefer

Comfort's fragrances. The price of Comfort fabric softener is the same as Hygiene and a little bit more than Fine line. The price of FuFu is quite high compared with other brands and the price of essence is lowest.

(c) Marketing Tactics Analysis

When one consider marketing decisions and how they can affect demand for a firm's product, those actions that change prices, modify advertising campaign, or establish promotions come immediately in mind. Marketing strategies are plans that specify the impact a firm hopes to achieve on the demand for a product or product line in given target market. (Kotler, 2001)

The marketing tactics that Unilever uses in order to maintain the leadership of fabric softener product has six strategies, which are Brand focus strategy, Product differentiate strategy, Innovative strategy, Market-Based pricing strategy, Distribution

69 Channel Strategy and Brand communication strategy. The detail of each strategy as follow;

Brand Focus Strategy

Since their Path to Growth strategy was launched in 2000, they have reduced the number of brands they manage from 1600 to some 400 leading brands and just fewer than 250 tail brands. This enables them to concentrate resources on a portfolio of leading brands with strong growth potential that best meet the needs and aspirations of people around the world. It means they can make the most of their investment, producing exciting innovations and imaginative ways to capture the attention of customers and consumers.

At the heart of all of their brands is what their call the brand key, a simple distillation of what the brand stands for. This guides us in understanding how far the brand can travel while staying true to what it means in the minds of consumers. The brand key also sets the tone for the look and feel of the brand, expressed through packaging and communication.

Their brands are the heart of their business and the focus of their people's passion and expertise. People join Unilever, train, learn and develop their careers with us because they love brands and recognize their unique strengths, breadth and insights as the most international of the major, fast-moving consumer goods businesses.

For the brand Comfort, they use line extensions brand strategy decision. Line extensions consist of introducing additional items in the same product category under the same brand name. Comfort is now introduced brand variances for regular formula and extends the line to concentrate segmentation.

Product Differentiate Strategy

70 Comfort has developed new evolution with 'Freshlock' technology which keeps long lasting fragrance scent, clean, fresh and soft in every molecule of fiber. The fragrances are design to provide new twist to that 'just washed' freshness scent.

The fragrance s for pink and blue variances have proved that being better than competitors because the fragrances has more ability to substantive on the clothes than competitors' and with 'Freshlock' technology, the fragrance is much more long lasting and fresh. The brand recently introduces new fragrance into the range 'Sunfresh' for orange variance to provide the feeling of gentle sun scent in the morning.

Furthermore, Comfort has been developed design of packaging for many reasons.

The first one is to change the brand image of obsolete and not modem product. The second one is to make product looks reliable for 'Freshlock' concept. The last reason is for consumer affluence because the consumers are willing to pay a little more for the convenience, appearance and prestige of better packaging.

"After the packaging is designed, it must be tested. Engineering tests are conducted to ensure that the package stands up under normal conditions; visual tests, to ensure that the script is legible and the colors harmonious; dealer test, to ensure that dealer find the packages attractive and easy to handle; and consumer test, to ensure

favorable consumer response." (Kotler, 2001)

Innovative Strategy

Innovation projects are defined by global brand strategies, which in turn are

developed through an interactive process which incorporates regional strategies. This

process enables them to develop global projects which are delivered through what they call an 'innovation funnel'.

Their innovation programs are executed in their Global Innovation Centers.

These centers act as a focal point for Marketing, R&D and Supply Chain knowledge,

71 providing a forum for the creativity, innovation generation and exchange of ideas between disciplines. Within the Global Innovation Centers are Global Technology

Centers, which are the focus for development activities.

Through this process, scientific developments that cross marketing categories can be integrated into their Research Centers and ultimately lead to new product innovation in the marketplace.

In their operating companies, local marketing teams are focused on local activation including media planning, consumer promotions, PR and most important of all an understanding of local consumer needs. This information is fed back to their

Global Brand Teams and Innovation Centers. At the same time their Corporate

Research teams look ahead at new sciences how they are likely to shape the world and create new innovation opportunities. Product and consumer safety is protected by their

Safety and Environmental Assurance Centre.

For the brand Comfort, Comfort has recently launched the new products

'Comfort x 4.', the concentrated version, which add more value into the product. There are two variances of these concentrated visions. The first one is 'Pure' formula, added

4 times of fabric softener values, gentle with extraction from natural cotton seeds and help in expel the chemical stay behind in the fiber from washing clothes and gentle for your skin.

The second one is 'Fast Dry' formula, for enhance quality of dry clothes, long­ lasting fragrance without mal odors. New technology for absorbed water from the fiber and fastened in drying clothes in order to save the time.

72 Market-Based Pricing Strategy (Kotler, 2001)

In order to maximize market share, Comfort believe that a higher sales volume will lead to lower unit costs and higher long-run profit and in order to win a large market share, the company has to falling costs and cut its price further as costs fall.

The following conditions favor setting a low cost 1) the market is highly price sensitive, and a low price stimulates market growth 2) production and distribution costs fall with accumulates production experience and 3) a low price discourage actual and potential competition. (Kotler, 2001)

'Price' is being the key competitive of this market. Since Fine line and Comfort begin to use 'Discount' Strategy in 1999, Comfort has to reduce their price from 35 baht per liter in 1997 to be 20 baht per liter in 2002 and still decline to 17.5 baht per liter at this moment. At this moment the price of Comfort is moderate price compared with other brands see Table 4.1.

Table 4.1. Show the market price of fabric softener product for regular size (800cc.)

Market Price/Packing size 800 cc. (Baht)

Comfort 17.50

~------·--·---,------··------·--- ·------···· '····- .. ----- ___ ,. ___ -· --··· ----~~ .. -~------·-- ., ... --·-·-·-·---·-·-- --··----- ·-·-«•~ --- --····------Fine line 17.00

. ····- --·-· Hygiene 17.50

Essence 16.00

FuFu 19.50

Data from: Carrefour (Auan-Nuch)

73 Distribution Channel Strategy

"Marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption" (Kotler,

2001).

For distribution channel strategy, comfort focuses on both traditional trade and modem trade. Anyway tradition trade is being the distribution channel which Comfort gain the dominant market share compared with other brands (Figure 4.11.). For modem trade, even though in 2002 Fine line has the market share closed to Comfort,

Comfort still being the leadership in this channel (Figure 4.12.).

Comfort applies consumer-goods marketing channels to distribute their products to customer (Figure 4.13.).

One Level Channel

Retailers at one level channel focus on modem trade such as Tesco, Big C,

Carrefour, Tops, HFM, Food Lion, Watson, Boots and 7-11. At present, modem trades are located everywhere around the country and customers can buy products by convenience 24 hours a day and 7 days a week.

Two Level Channels

The company uses two level channels to distribute the product to traditional trade and some modem trade outside Bangkok. If the company uses one level or direct market to every province, it will be costly.

74 CJ Comfort •Fineline OHyglene op....- •Esaeoce llF.ru •other

Figure 4.11. Market Share of Fabric Softener Market for Traditional Trade in 2002.

El Comfort

• Fineline

DHygieoe

DPuff

•EHCdCC

l!tFuf'u

•olher

Figure 4.12. Market Share of Fabric Softener Market for Modem Trade in 2002.

1- level 2- level

Wholesaler

Retailer Retailer

Figure 4.13. Consumer Marketing Channels. 75 Brand Communication Strategy

Comfort used advertising in order to promote their product. The objectives of this promoting can be classified according to whether their aim is to inform, persuade, or remind. When comfort launches new innovative product, comfort x 4, which being a new formula of fabric softener, it initially had to inform consumers of the superior benefit and guide the directions for use. Persuasive advertising become important in the competitive stage, where the company's objective is to build selective demand for a particular brand, for example, when comfort launches new variance 'Sunfresh', for regular formula (Figure 4.14.), its aim to persuade consumers to try this new variance in order to sharing the market share. Lastly, Comfort has to use reminder advertising, which is very important for mature product, to keep their products in the customers' mind. More over Comfort also use sales promotion such as premium, discount coupon, demonstrated activity, demonstrated booth to support immediate sale and remind after sales.

Full strategy, the company will advertise though a lot of media (Figure 4.15.). It aims at simulating the demand of present customers and new customers. This is an indirect way to persuade new dealers.

76 ,.,., - - ' ..._____ """~- ..... ------' - '\- - -- .:~•:":, ••c.._~·· - • - -· . . ! ' l .< -~"" ~!~~~.!', - f ,;r ~ ; _.-- }~-- I',_ ...... ' " •. ' -~' . ' ~ - :;.._s1-.:. -:·, -··~· "... t. .... :.~'...J_ • •.. - .. :ft&: ----~~~~~h ~ "' ,l t - • ' ~ ' -

Girt: Hum.. Hum ... Girt What a nice smell ...

(sniffing)

MVO: New From O:>mfort MOM: Dear ... Where is MVO: Smell so nice you MVO: Because of the Sunfresh your jacket? don't genUe

MVO: The scent you can't Son: A gir1 asked for il DAD: You must be MOM: C'mon ... over resist.The geode sun scent mom! popular like me! there .. New! O:>mfort SUnfresh Soper. New comfort Sunfresh

Figure 4.14. Persuasive Advertising of'Comfort' for New Variance 'Sunfresh'.

77 • Television •Radio •Magazine Create Brand • Free give away Awareness •Premium •Discount

• Demonstrated Educate activity Market • Demonstrated Booth •Special PC

• Auxiliary sale display e.g. Banded pack, Stand display, Tester, Sticker shelf talker

Figure 4.15. Promotion Metric Represents the Promotion Mix of 'Comfort'.

78 V. CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusion

This report aims to identify key success strategies of Unilever Company and analyze the marketing strategies of how Unilever maintain the leadership of fabric softener product in Thailand. Studying the strategies and other key important factors both in company strategies and product strategies of the Company Leadership and brand is the most interesting. All of details about significant of study, objectives of the project and the scope of the project are in the chapter I.

Chapter II is being the literature review that is the theory of marketing tactics.

This chapter is divided into two main parts. The first part is marketing strategies about product positioning, product differentiations, market-based pricing and pricing strategies, Marketing channels, and marketing communication and customer response.

The second part is strategic marketing. The primary purpose of a strategic market plan is to provide a strategic direction from which to set performance objectives and guide the development of a tactical marketing strategy. This part is being the theory about market attractiveness, competitive advantage, the offensive strategic market plans; principles offensive market, principles offensive brand, principles offensive pricing, principles offensive advertising, and the theory of defensive strategic market.

Chapter III is about the studies on Unilever and Comfort product. Study on

Unilever refers to the background of the company, corporate purpose and code of the business principle, situation analysis of Unilever Company during the economic crisis and the key success of the company.

79 Unilever decided to keep on investing in Thailand to reach target about 20,000 millions in year 2000 without fear with economics crisis and they've planed to spend more 500 millions for investing in order to increase the production line. In addition,

Unilever has launched modem retails in year 2001 because 50% of annual sales come from retailers and another 50% is from modem trade. Even modem trade will have more changes, retailers will still be the main market. Within last six months of 2001 the Company had annual sales growth less than last year compared in time caused of the consumer's reliable has been decreased, so it effect to consumers' purchasing power.

For the key success of Unilever, Unilever is committed to build an organization of excellence by fostering a team-based, enterprise culture. One of the key priorities is to give their customers world-class service because they know that the customers are essential to their business success. They build strong, mutually beneficial relationships with their retail customer based on trust, common interest and a shared commitment to grow.

Furthermore, at Unilever, quality is a priority and they are firmly committed to improving their products in accordance with the changing needs of their consumers.

The production facilities of Unilever have long been recognized as an excellent, modem base for the manufacturing of consumer products in Thailand and hey are successful in applying supply chain and TPM into their system. In the future their production base will also be a fully integrated centre for manufacture and export in the region.

For Comfort product, in this chapter will introduce the background and the details of product before go to analyze the marketing strategies of this product in the

next chapter. Nowadays Comfort fabric softener in Thailand has 4 variances for

80 regular formula; Loving Pink, Happy Blue, Charming Violet, and Sunfresh, and 2 variances for concentrate formula; Pure, Fast dry.

Chapter IV is the analyzing of market situation and marketing strategies of

Comfort.

The market size of fabric softener product in Thailand has expanded rapidly since 1997 the consumers concern more about their quality of living and their health's and fabric softener becomes the necessary consumer product for every house. The market growth of fabric softener product increasing by volume from 1997 to 1998 due to the introduction stage of this product, after that, the product begin to move to the maturity stage so the market growth begins to decline. Comfort gain the leadership market share since 1997 until present about 30% to 35% of total market.

At present, Comfort is in 'Maturity' Stage, which being a period of slowdown in sales growth as the product has achieved acceptance by most potential buyers. The relative market share of Comfort compared with Fine line by volume in 2002 is 1.28 and by value is 1.37. The market growth rate of fabric softener market in 2002 is

19.4% by volume and 14.5% by value. Thus, Comfort is still being in the 'Stars' in

BCG Matrix. The market segmentation of Comfort can classify into 2 groups which are regular formula and concentrate formula and the target market is general Thai woman ages between 25-35 years old.

The marketing tactics that Unilever uses are brand focus strategy, product differentiation strategy, Innovative strategy, market-based pricing strategy, distribution channel strategy, and brand communication strategy.

Chapter V is the conclusion overall from chapter I through chapter V., recommendation for 'Comfort' product and Unilever company in order to improve

81 the market share of Comfort as well as expand the consumer market for Unilever and lastly will be guideline for the further work.

5.2 Recommendations

Fabric softener market is intense competition nowadays. There are a lot of competitors in fabric softener market. Even though Comfort still being the leadership in fabric softener product, Comfort should learn more about their competitors and adjust some strategies in order to maintain the leadership in fabric softener market. In addition, Comfort should focus on some strategies, understand their consumers and realize the market's situation in order to develop their product and distribution channel strategy to attain the customers. Comfort may try to simulate sales by modifying marketing-mix elements.

(a) Market Modification (Kotler, 2001)

Comfort might try to expand the market for its mature brand by working with the two factors that make up sales volume: Volume = number of brand users x usage rate per user. The company can try to expand the number of brand users in three ways.

Firstly, convert nonusers by constant search the new users to whom be convinced the benefits of fabric softener usage rather than unused. Secondly, enter new market segment by promoting their products into the new market segmentation. Lastly, win competitors' customers by constantly tempt users to switch.

Volume can also be increased by convincing current brand users to increase their usage of brand. Here are three strategies: 1) the company can try to get customers to use the product more frequent 2) the company can try to interest users in using more of product on each occasion 3) the company can try to discover new product uses and convince people to use the product in more varied ways.

82 (b) Image Differentiate

"Buyers respond differently to company and brand images. Identify comprise the ways that a company aims to identify or position itself or its product. Image is the way the public perceives the company or its product. Image is affected by many factors beyond the company's control." (Kotler, 2001).

Due to create image differentiate, Comfort will have three effects. First, it establishes the product's character and value proposition. Second, it conveys this character in a distinctive way so as not to confuse it with competitors'. Third, it delivers emotional power beyond a mental image.

( c) Brand Strategy Decision (Kotler, 2001)

For brand strategy decision, Comfort has five choices to build brand decision.

Firstly, the company can introduce line extensions (existing brand name extended to new sizes or variances in the existing product category) by introduced new variance into the existing category. Secondly, brand extensions (brand names extended to new product categories). The company may use it existing brand name 'Comfort' to launch new products in other categories such as ironing spray starch or liquid detergent in order to build brand awareness to the customers. Thirdly, multibrands (new brand names introduced in the same product category). The company will often introduce additional brands in the same product category such as building the other brands for fabric softener product. Fourthly, new brands (new brand name for a new category product) by launches products in a new category, it may find that none of its current brand name are appropriate. The last is co brands by emerging of co branding (also called dual branding), in which two or more well-known brands are combines in an offer such as promoting Comfort brand accompany with Breeze).

83 (d) Product Modification

The company should try to stimulate sales by modifying the product's characteristics and diversifying brands and items though quality improvement, feature improvement, and style improvement.

Quality Improvement aims at increasing the product's functional performance.

Even though Comfort has already used product differentiate strategy, it's important to keep continuous improvement quality and introduce a new fragrance.

Feature improvement aims to adding a new feature that expands the product's versatility and convenience. For instance, put a cap on the top of regular packaging;

800 cc. (refilled bag) that convenience for customer to uses.

Style improvement aims· at increasing the product's aesthetic appeal. For instance, change the packaging from usual packaging to be outstanding one and try to make it differ from competitors.

( e) Channel Modification

Companies can achieve competitive advantage through the way they design their distribution channels' coverage, expertise, and performance.

In the past, Comfort gained the outstanding market share in traditional channel but could not get the outstanding market share for modem trade. When the consumers have changed their behavior, Comfort should build more intensive distribution by concerning more on modem trade distribution channel finding the opportunity to expand the market to other region outside Bangkok by using covert nonusers' market modification. Moreover, Comfort should attempt to win competitors' customer in

Bangkok since Bangkok has large market size in fabric softener product and there are keen competition between brands in this region. Owing to Bangkok is high-end

84 market, Comfort should take this opportunity to promote premmm segmentation;

'Comfort x 4' as well.

5.3 Further Work

The study on fabric care product is enormously interesting because Thailand is a warm country and Thai people much more concern about their living. Fabric care products such as detergent and liquid detergent have been necessary consumer products for every household for a long time until recently years; many brands have launched many applications of fabric care products such as fabric softeners, ironing sprays starch etc. to the market. And then, these products become competitive products between brands and become necessary things for every household as well.

The study on fabric softener product which is the one of fabric care product can expand to other involving products such as liquid detergent, ironing spray starch. The way of analyzing marketing strategies can be done follow the marketing analysis steps. Anyone who is interested in this project and would like to do the further work can collect the data by interviewing, searching the information via the internet and finding news from business' newspapers.

85 BIBLIOGRAPHY

English References

I. Philip Kotler "Marketing Management", The millennium edition. Northwestern University: Prentice Hall International, Inc.

2. Roger J. Best "Market-Based Management", 3rd Edition. Prentice Hall Pearson Education International, Inc.

3. Hugh Davidson "Offensive Marketing or How to Make Your Competitors Followers.", 2nd Edition. Aldershot, Rants: Gower, cl987

4. Gilbert D. Harrell "Marketing: Connecting with Customers.", 1st Edition. Upper Saddle River, NJ: Prentice Hall, c2002

5. Doyle, Peter, ed. and Bridgewater, Susan, jt, ed. "Innovation in Marketing", I st Edition. Oxford: Butterworth Heinemann, cl998

Thai References

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Website References

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