Soaps and Other Detergents Brian Amato Daniel Froats Eileen Min Byul Kim Maegan Nevins.
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Transcript of Soaps and Other Detergents Brian Amato Daniel Froats Eileen Min Byul Kim Maegan Nevins.
Soaps and
Other Detergents
Brian Amato
Daniel Froats
Eileen Min Byul Kim
Maegan Nevins
Agenda
Introduction
Industry Analysis
Advertising Strategies
Recommendations
Ad-to-Sales Ratio Highly Saturated Market
Overall Spending
Why the Industry?
Industry Analysis
Industry Definition
Industry that produces substances that loosen and remove soil from a surface for personal hygiene, sanitation or cleaning clothes, linens and furnishings
Major Products
Primary Activities
Manufacturing & packaging soap
Preparing, manufacturing, and packaging cleaning compounds
Industry Structure
HHI = 562.7
Calculated using top-5 companies
Slightly skewed by “Others” of 54.6% of small other firms
C4= 40.5%
20%9%
6%6
%5%
55%
Market Share
P&G
S.C. Johnson & Son
Ecolab
Colgate-Palmolive
Unilever PLC
Others
Top - 3 Players
P&G S.C. Johnson & Son
Colgate-Palmolive
Industry Structure
The US soap and detergent manufacturing
industry includes about 650 companies with
combined annual revenue of about $27 billion
The industry is highly concentrated: the top 50 companies generate about 90% of revenue
Industry Structure:Barriers to Entry – Medium
Hig
h
Low
Capital Intensity
CompetitionConcentrationLife Cycle Stage (Mature)Regulation and Policy
Technology ChangeIndustry Assistance
Ind
ustry
Analy
sis: Key S
ucce
ss Facto
rsMarketing expertise
Appropriate pricing strategy
Economies of scale
Brand loyalty
Development of
new/innovative products
Supply contracts for commodity
inputs
Industry’s Products
• Line extensions that serve multiple needs• Cross-selling strategies to take advantage of
existing brand equity
Multi-Purpose Products
• Specialized products to generate growth in mature market
Specialized Products
• Offer help in safety and environmental regulation compliance
• Provide maintenance services
Superior Customer Service
Industry Analysis
Customer Segment
Supermarket chains, mass merchandisers, drug stores, and warehouse clubs
Commercial Segment
Industrial and commercial laundries, hotels, restaurants, and healthcare providers
Costs
Producer
Ingredient costs 35-40% of the wholesale price
The price of surfactants and related chemicals can fluctuate and affect profitability
Consumer
Product Avg. Retail Price
Laundry Detergent $5
Dishwashing Detergent $2
Soap $2.50
ProducerProductionCost
ConsumerConsumptionCost
Employment
Due to the high level of automation at many manufacturing facilities, most production jobs require few skills
Average hourly wages are slightly lower than the national average
IndustryEmploymentGrowth
Average Hourly Earnings & Annual Wage Increase
Industry Trends
Low growth in market volume and wholesale pricing drives manufacturers to increase
productivity to cut costs
High levels of automation and improved manufacturing technology have allowed soap and detergent manufacturers to increase output
with fewer workers
Imports and Exports
The US is a net exporter of soaps and detergents; the value of exports is
about twice that of imports.
Main exports nations: Canada, Mexico, Japan, South Korea, the UK
Most large companies have plants throughout the world.
US soap and detergent exports increased more than 70% between 2005 and 2010.
Role of Government
Federal, state, local, and foreign environmental and safety laws regulate hazardous materials used or produced
Some large companies are actively involved in cleaning contaminated sites due to past operations
Some companies are reformulating products to meet demand for “green” products
Advertising Strategies
Why focus on P&G?
Advertising Expenditure
Highest Industry Market Share
Diverse Product Offerings
P&G Ad-Sales Ratio
2007 2008 2009 2010 20117.5
8
8.5
9
9.5
10
10.5
11
11.5
P&GPeer Avg.P
erc
en
t
P&G’s ad-sales ratio has continuously increased
Except for 2009 when it decreased by 0.79%
This probably seems to be related to the financial crisis that happened late 2008
However, the ad-sales ratio soon recovered and P&G’s ad-sales ratio is higher than ever, being 11.28% in 2011
Primary Advertising Methods
Informative
“Slice of Life”
Comedy
Comparative
Advertising Mediums
Television
Magazine
Social Media
Facebook, Google, Youtube, etc
Social Campaigns
Advertising Mediums and Effectiveness
Newsp
aper
s
Mag
azin
es
Pam
phle
ts
Direct
Mai
ls
Outdo
or
Broc
hure
s TV
Radio
Cinem
a
Cyber
mal
ls
Win
dow
Exh
ibiti
on0
40
80
Effect of ad on product awareness
Perc
en
t
Newsp
aper
s
Mag
azin
es
Pam
phle
ts
Direct
Mai
ls
Displ
ays
Broc
hure
s TV
Radio
Cinem
a
Cyber
mal
ls
Win
dow
Exh
ibiti
on0
40
80
Effect of ad on knowledge
Perc
en
t
Effective Medium? Audio-visual media: TV, Exhibition, Window
Display Print media: Newspapers, Magazine
Television Advertising
Advertised Products
Advertised Products
Tide: Liquid Laundry Detergent• Count: 6,516 times• Total: $15 million• Average: $2,341
Tide Plus Bleach: Liquid Laundry Detergent• Count: 5,318 times• Total: $12 million• Average: $5,413
Ad Spending by Day of Week
SUN MON TUE WED THU FRI SAT $-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Sum of DOLS
This seems to show a sign of Pulsing strategy While P&G airs TV ads continuously throughout the
week, the most is spent on Tuesdays and Thursdays.
Ad Spending by Day Part
Prim
e
Overn
ight
Aftern
oon D
aytim
e 2
Mor
ning D
aytim
e 2
Early
Mor
ning 2
Late
Frin
ge0
2000400060008000
Number of Products Ad-vertised
Most products were aired: Prime time > overnight > Afternoon Daytime 2 Most spent on Prime time (both total & average) While total advertising expenditure of overnight time was high, the average cost of overnight time was relatively
low For afternoon daytime 2, it was rather consistent; all relatively high
Aftern
oon
Daytim
e 2
Early
Mor
ning
2
Late
Frin
ge
Morni
ng D
aytim
e 2
Overn
ight
Prim
e $-
$5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000
$-
$1,000
$2,000
$3,000
$4,000
$5,000
Ad Expenditure (Sum/Avg)
Sum of DOLS
Average of DOLS
Ad Spending by Network
Total advertising expenditure highest for Cable TV However, on average, Network TV is the most
expensive, then SLN TV, and Cable TV is the cheapest
Cable TV Network TV
SLN TV $-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
Sum of DOLSAverage of DOLS2
Ad Spending by Program Types
SLIC
E-OF-
LIFE
FEATU
RE FIL
M
SITU
ATION C
OMEDY
DOCUMEN
TARY
INST
RUCTION/A
DVICE
DRAMA/ADVEN
TURE
VARIETY
- MUSI
CALTA
LK
NEWSC
AST
SOAP
OPERA
AWARD/C
ELEB
RATION
0
1000
2000
3000
4000
5000
6000
7000
8000
Number of Products Advertised
Focus mostly on Slice-of-Life, Soap Opera, Feature Film, and Situation Comedy
Award/Celebration? Average is highest; count and sum is very low
$-
$4,000,000
$8,000,000
$12,000,000
$-
$2,000
$4,000
$6,000
$8,000
$10,000
Ad Expenditure (Sum/Avg)
Sum of DOLSAverage of DOLS
AdImpact by Program Type
High Performance? Detergent: feature film,
general drama, and news
Specialty soaps: popular music, instruction/advice offerings
TV Ad Content Analysis83% 83% 83%
50%
11%1Sustainability
“My Tide” Campaign
“Tide Dad” “Dad’s Designer Jeans”
Informative adHighlighted attributes: preserves the original color of fabric, good on delicate fabric and high quality clothing
Informative adHighlighted attributes: good on children’s clothing, tough on stains and preserves the original look & feel of clothing
How is P&G Different?
Proctor & Gamble’s strategy of targeting several strategic niche markets
The power of storytelling
Strong brand value & brand equity
Print Advertising
Print Advertising
Medium With Reliable Metrics
Innovative Ad Campaigns
Shift in Spending Toward Magazine Ads
Benefits of Targeted Media
Coupons/Promotions
Social Campaigns
“Loads of Hope”
Disaster Strikes
“A disaster occurs making relief necessary for the families affected”
Help is Sent
“We send our mobile laundromat fleet to the location”
Laundry is Provided
“We spend multiple days at the disaster site washing, drying and folding clothes for the families affected”
Social Media
Social Media
“As we’ve said historically, the 9% to 11% range [for advertising as a percentage of sales] has been what we have spent. Actually, I believe that over time, we will see the increase in the cost of advertising moderate. There are just so many different media available today and we’re quickly moving more and more of our businesses into digital. And in that space, there are lots of different avenues available. In the digital space, with things like Facebook and Google and others, we find that the
return on investment of the advertising, when properly designed, when the big idea is there, can be much more efficient. One example is our Old Spice campaign,
where we had 1.8 billion free impressions and there are many other examples I can cite from all over the world.”
–Robert McDonald, CEO
“Future Friendly” Program/Sweepstakes
Facebook Based Sweepstakes
Celebrity Endorsement
Interactive Campaign
Special Events
Recommended
Advertising Strategies
Recommendations
Target Growing Hispanic Population
Focus on More Targeted Media
Innovative Use of Social Media
Investment Strategy
P&G: Great Long-term
InvestmentP&G has an aggressive global growth plan for the emerging markets in the years to come
Company Goal: 1 billion new customers by 2014-15
New Manufacturing facilities in Brazil, Eastern Europe, India, and China
P&G: How to Accomplish Future Growth
New plant in Luogang China
Up and running by 2013
$490 million in product revenue
Reducing Costs: phase out non-manufacturing jobs in the U.S
5700 layoffs helping the company reach its goal of 10 Billion in cost cutting measures by 2016
P&G: How to Accomplish Future Growth
The Market for the poor is not highly-saturated
Africa: To capture the market in Africa, P&G is selling “no frills”(non-essential features removed) versions of its products in smaller sizes that eventually will add up
Persuade people who live on $5 or less a day to buy P&G items
By locking up 10-20% of sales in "the company's top 30 emerging markets would add $5.9 billion in new sales in five years
Thank You
Q&A