FEASIBILITY STUDY OF LAUNCHING LIQUID

DISHWASHING PRODUCT

By

Surapong Surawanthanakul

SIU PS: SOM-MBA-2006-13

FEASIBILITY STUDY OF LAUNCHING LIQUID

DISHWASHING PRODUCT

A Project Presented

By

Surapong Surawanthanakul

Master of Business Administration in Management

School of Management

Shinawatra University

June 2007

Copyright of Shinawatra University

i

Acknowledgments

I would like to thank many people have greatly supported and provide

enormous assistance to the completion of my project study. I would like to faithfully

acknowledge my advisor, Dr. Charnchai Bunchapatanasakda. He is my main reason

for study at here. This study would not be able to be successfully completed without

Dr. Charnchai’s kindness for valuable advices. His experiences, expertise,

professional guidance, and encouragement and any necessary inspirations received

from him had brought me out to the confidences and strong attempt and willingness to

commit myself to the research.

I would like to express my thankful faithfulness to all MBA professors for

teaching me in all courses and for additional useful and supportive advices and

recommendations and suggestions, especially Asst. Prof. Dr. Pacapol Anurit, who has

given advices, knowledge, and so on since start until now and also future. He ready

to give knowledge to me and never tried to do.

I, moreover, would like to thank all of Shinawatra University staffs for helping

and suggestion in courses and also providing all possible conveniences and good

coordinative management and assistances during the academic years in the university.

Furthermore, my all colleagues, who had given me a very truly strong friendship,

encouragement and shared experiences and activities throughout the times we have

spent on studies, thank all of you.

Finally, I am not able to study in this course, if I lack of encouragement from

my family whether Mr. Anan, Mrs. Wanna, and Ms. Varanya, my parents and my

spouse who had continuously and fully always and encouraged me in every time,

especially, Mr. Therapath and Ms. Vasachol, my children, who are my inspiration and

encouragement

ii

Abstract

This study was to investigate the consumer perception and attitude toward a

new liquid dishwashing product to be introduced into the market. The objectives of

the study are to identify target customers and obtained data and information for

creating marketing strategy plan. Pretest-posttest of the sample product, depth

interview and survey questionnaires were used to obtain information including

product features, consumers’ value, attitude, and perception of the new product. Data

were analyzed using descriptive statistic, financial analyzes, and were test relations

using Chi-square & regressions.

The findings stated that three groups of consumers with different usage

experience including the first group; consumers who used to try new brands and

switched to the new ones, second, the consumers who used to try new brands but still

used their previous brands, and last group were the consumers who never tried any

new brands, had similar perceptions in selecting, expression, and purchasing of liquid

dishwashing products. The findings also stated that the target consumer of the new

brand were female, income level around 10,000 baht a month, living in houses or

townhouse. They perceived information about liquid dishwashing products from

television advertisements. The consumers preferred to purchase the refill package, 1-2

packs a month from discount stores including Carrefour, Tesco, Lotus, Big-C and

Tops supermarket respectively, Product’s quality was their first concern before

purchasing liquid dishwashing products followed by price and store locations.

Discount price was the most influence factor could make them switching to the new

brands and up to 66 percent of them were willing to try the new brand. The results

from financial analysis stated that there was positive results and opportunity to launch

a new brand of liquid dishwashing product in Thailand market.

Keywords: Consumer Insight, Attitude Components, Learning, Consumer

Satisfaction, Product Life Cycle, Liquid dishwashing product

Cognitive component, Affective Component, Behavioral Component

Brand Loyalty

iii

Table of Contents

Title Page

Acknowledgments i

Abstract ii

Table of Contents iii

List of Figures vi

List of Tables vii

Chapter 1 Introduction 1

1.1 Statement of Problem 1

1.2 Objectives of the Study 4

1.3 Expected Outcomes 4

1.4 Definition of Terms 5

Chapter 2 Literature Reviews 7

2.1 Theory 7

2.1.1 Product life cycle 7

2.1.2 Consumer insight 8

2.1.3 Ego-defensive function 8

2.1.4 Attitude components 9

2.1.5 Learning 12

2.1.6 Qualitative measures 12

2.1.7 BCG matrix 13

2.1.8 Martin Fishbein’s model 15

2.1.9 Motivation 21

2.1.10 Personality 21

2.1.11 Perception 21

2.2 Past Researches 22

Chapter 3 Methodology 24

3.1 Population & Samples 24

iv

3.2 Research Instrument 24

3.3 Research Process 25

Chapter 4 Data Analysis 27

4.1 Five Forces Analysis 27

4.1.1 The bargaining power of customers 28

4.1.2 The bargaining power of supplier 28

4.1.3 The threat of new entrants 28

4.1.4 The threat of substitute products 29

4.1.5 The intensity of competitive rivalry 29

4.2 Segmenting, Targeting, and Positioning (STP) 30

4.3 BCG Matrix Analysis 30

4.4 Marketing Mix Factors & Consumer Behavior Analysis 31

4.4.1 Product 31

4.4.2 Price 32

4.4.3 Place (distribution channel) 32

4.4.4 Promotion (integrated marketing communication) 32

4.5 SWOT Analysis Results Competitor 32

4.5.1 Strength of competitors 32

4.5.2 Weakness of competitors 33

4.5.3 Opportunities of competitors 33

4.5.4 Threats of competitors 33

4.6 SWOT Analysis Result of New Brand 34

4.6.1 Strength of the new brand 34

4.6.2 Weakness of the new brand 34

4.6.3 Opportunities of the new brand 34

4.6.4 Threats of the new brand 35

4.7 Descriptive Analysis 36

4.7.1 Demographic backgrounds of respondents 36

4.7.2 Demographic background in relation

with Brand Perception 37

4.7.3 Demographic background and sources

of news and information about the product 38

4.7.4 Media ranking 38

v

4.8 Consumer Behavior 39

4.8.1 Repeated purchasing 39

4.8.2 Distribution channel 40

4.8.3 Amount of products per one purchasing 41

4.9 Promotion 41

4.9.1 The reason that makes respondents

to try the new brand 41

4.9.2 The reason of trying new brands 42

4.10 Attitude toward the Product after Trail 43

4.11 Depth Interview 45

4.11.1 Pretest depth interview (before trying the new brand) 45

4.11.2 Posttest depth interview (after trying the new product) 46

4.12 Financial Analysis 51

4.12.1 Revenues forecast 51

4.12.2 Cash flow forecast 52

4.12.3 Income forecast 53

4.12.4 Human resource management 54

Chapter 5 Conclusions and Recommendations 56

Reference 59

Appendices

Appendix A Screening Questionnaires in English and Moderator Guide in

English 61

Appendix B Screening Questionnaires in Thai and Moderator Guide

in Thai 69

Biography 78

vi

List of Figures

Title Page

Figure 1.1 The Market Size of Liquid Dishwashing Products 2

Figure 1.2 The Liquid Dishwashing Market Growth 2

Figure 1.3 Average Market Value Growth is 5 percents per Annum 3

Figure 1.4 Market Share by 2000-2005 3

Figure 2.1 Attitude Components and Manifestations 9

Figure 4.1 Five Forces Analysis of Liquid Dishwashing Product 27

Figure 4.2 Positions of Liquid Dishwashing Brands in the Market 30

Figure 4.3 SWOT Comparison of New Brand and Competitors 35

Figure 5.1 Figure of Respondents want to Switch to the New Brand 57

vii

Lists of Tables

Title Page

Table 4.1 Demographic Profiles Classified by Occupation 36

Table 4.2 Demographic Profiles Classified by Income 36

Table 4.3 Demographic Profiles Classified by Types of Residents 37

Table 4.4 Types of Ownerships 37

Table 4.5 Relationship between Respondents’ Demographic Backgrounds and

Perception of Brands 37

Table 4.6 Relationships between Respondents’ Demographic Background and

Types of Communication Media to receive Information about

Consumer Products 38

Table 4.7 Types of Media that the Respondents received News and Information

about the Products 38

Table 4.8 Rationales for Repeating Purchase of the Respondents 39

Table 4.9 Distribution Channels that Respondents buy the Product 40

Table 4.10 The Quantity of Purchasing per Time 40

Table 4.11 Frequency of Purchasing per Month 40

Table 4.12 Price per Unit of Product Purchased 41

Table 4.13 Types of Packaging 41

Table 4.14 The Reasons that Influenced the Respondents to Switch to

the New Brand 41

Table 4.15 The Respondents’ Willingness to Try New Brand 42

Table 4.16 Rationales for Trying New Brands 42

Table 4.17 Respondents’ Willingness to Switch Brand 43

Table 4.18 The Attitude of Respondents towards to the Product Features

after Using 43

Table 4.18.1 The Attitude of Respondents towards to the Product Features after

Using 44

Table 4.19 The Attitude of Respondents towards to Prices after Using 44

Table 4.20 The Attitude of Respondents towards to their Desire after Using 44

viii

Table 4.21 Results of Respondents who Used to Tried other Brands and Used to

Switch to the other Brands 46

Table 4.22 Results of Respondents who Used to Tried other Brands, but not

Switch to the other Brands 46

Table 4.23 Results of Respondents who Never Used to Tried other Brands 47

Table 4.24 Results of Respondents All of Three Groups 47

Table 4.25 The Sales Forecast Table is for 5 Years 52

Table 4.26 The Table indicates the Cash Flow for 5 Years 53

Table 4.27 The Income Forecast for 5 Years 54

Table 4.28 The Employment and Salary Structure of the Company 55

1

Chapter 1

Introduction

1.1 Statement of Problem

Nowadays, competitive in consumer product markets are in very high degree

of competition situation with no exception to liquid dishwashing products. The

situation makes new producers hard and difficult to introduce their new brands in the

markets. Currently, there are several market leaders in the liquid dishwashing product

market including Sunlight, and Lipon-F. The market of consumer products grows

around 10-15 percent per year and market size is larger than 10 billion baht. Off this,

liquid dishwashing product market grow up at around 15 percent per year(“Housing

Brands attacked” 2006)

In the world of consumer products, it is not easy for the new brand or new

player to survive. The products both food and non-food category is growing at around

20 percent per year. Liquid dishwasher is classified as non-food consumer products.

The product becomes one of necessary consumer product for Thai household used.

The market is large and could be estimated market size to value at 2 billion baht with

10 - 15 percent growth rate (“Housing Brands attacked” 2006). The market leader is

“Sunlight” from Unilever Trading Co., Ltd whose company is joint venture between

Lever Brothers Co., Ltd (British) and Margarine Unie Co., Ltd (Netherlands)

followed by “Lion”, and house brands from discount stores such as Tesco-Lotus,

Carrefour, and Big-C (“Housing Brands attacked” 2006)

“Liquid Dishwashing” (2005) revealed that market size of liquid dishwashing

products in Thailand grew significantly from 1,426 million baht in 1997 to 2,251

million baht or accounted for 57.8 percent in the year ended 2005 (Figure 1.1).

2

1,4261,616 1,628 1,740 1,811

1,966 2,032 2,144 2,251

0

500

1,000

1,500

2,000

2,500

1997 1998 1999 2000 2001 2002 2003 2004 2005

Market Value (Million Baht)

Figure 1.1 The Market Size of Liquid Dishwashing Products

Source: “Liquid Dishwashing” (2005)

Figure 1.2 illustrated the quantity of liquid dishwashing products being

produced and sold in Thailand market and the growth rate is significantly increase

approximately 66.65 percent from the year 1997 to 2005.

34,825

36,540

38,004

43,220

45,119

49,167

51,653

54,752

58,037

0

10,000

20,000

30,000

40,000

50,000

60,000

Market Volume (Ton)

1997 1998 1999 2000 2001 2002 2003 2004 2005

Year

Figure 1.2 The Liquid Dishwashing Market Growth

Source: “Liquid Dishwashing” (2005)

3

34,82536,54038,00443,22045,119

49,16751,65354,75258,0371,6281,7401,8111,9662,0322,1442,251

1,4261,61613% 7% 4% 4% 5% 3.5% 5% 5%

30,000

40,000

50,000

60,000

70,000

199719981999200020012002200320042005Year

Mar

ket V

olum

e (T

on)

0

500

1,000

1,500

2,000

2,500

Mar

ket V

alue

(Mill

ion

Bah

t)

Figure 1.3 Average Market Value Growth is 5 Percent per Annum

Source: AC Nielsen Retail Audit Thailand (2006)

Figure 1.3 information from AC Nielsen Retail Audit (2006) revealed that

liquid dishwashing market size both in form of market volume and market value grow

approximately 5 percent per year.

0

20

40

60

80

Market Value Share (%)

Sunlight 64.1 62.5 63.5 66 68.7 65

Lipon 24.3 24.6 23.1 21.7 20.6 20

Other Brand 11.6 12.9 13.4 12.3 10.7 15

2000 2001 2002 2003 2004 2005

Figure 1.4 Market Share by Year 2000-2005

Source: AC Nielsen Retail Audit Thailand (2006)

4

Information from Figure 1.4 (AC Nielsen Retail Audit, 2006) presents market

share of liquid dishwashing products by three major market leaders including

Sunlight, Lipon-F, and house brands during 2000 – 2005. Sunlight performs a long

term leadership since it is the about the first brand in Thai market; at present, its

market share is around 65 percent of the total market in 2005. Lipon-F, the second

market leader, shares 20 percent of the total in the same year. The rest 15 percent of

the market share is shared by several local brands and house brands.

Liquid dishwashing product market size is valued at more than 2,000 million

baht per year. Its market leaders are Unilever who gains approximately 65 percent of

market share, follows by Lion, and other brands which include local brands and house

brands who gains 20 percent and 15 percent of market share respectively. Local

brands or house brands are expected to grow at 15 percent in the year 2006. The

rationales for the growth at 15 percent rate come from an increasing market share

continuously from 2000-2005 at average rate of 10-15 percent and the lower

purchasing power of consumers who switch to use the lower price products. Thus, the

lower prices local brands have chances to introduce themselves to users who seek

other brands (“Housing Brands attacked” 2006).

Since liquid dishwashing products are becoming more and more important

products for household used and fewer competitors compete in the market, the market

is still one of a very attractive market for the new producer. This study therefore, aims

to study market demand and perception of prospective customers in order to launch a

new brand of liquid dishwashing product into Thailand market.

1.2 Objectives of the Study

This project study has the following objectives:

1) Identify target customers of liquid dishwashing products for new brand.

2) The perception of customers in regard to marketing factors including

quality, price, packaging, and odor relate to customer preference.

1.3 Expected Outcomes

The expected outcomes of this research are product evaluation, product

expectation, demand of dishwashing liquid, and customer perception of new products

and product.

5

1) For product evaluation, we are going to investigate perceptions of quantity,

quality, packaging, and preference of that would be liquid dishwashing

product.

2) Product expectation is going to be known about price, usage, and

functionality.

3) Product perception makes us to know about brand image and position.

Any company, where wants to launch the new brand, should understand the

attitudes of target group to serve the product to customer satisfaction efficiently. The

result of this research has a through understanding of the consumer decision-making

process are likely to design products, establish price, select distribution channel, and

create integrated marketing communication (promotion) that will favorably influence

consumer purchase decisions.

This study investigated how consumer would react to promotional

communication and to understand why they make the purchased decisions. The

results of this research were employed to design marketing strategies and marketing

promotional, and brand communication.

The liquid dishwashing product market is the interesting market, because it is

easy to produce and low cost, but the difficult is how the new brand reaches

consumers. This research is done to understand the consumer purchasing decision

and also learning about consumer insight for a new brand. The liquid dishwashing

product is an interesting market with the consumer insight to go through. Thus, the

research outcomes focus on all of them.

1.4 Definitions of Terms

Liquid dishwashing product: The detergent that use for cleaning dishes (AC

Nielson Retail Audit Thailand, 2006).

Product Life Cycle: based upon the biological life cycle. For example, a seed

is planted (introduction); it begins to sprout (growth); it shoots out leaves and puts

down roots as it becomes an adult (maturity); after a long period as an adult the plant

begins to shrink and die out (decline) (Kotler & Keller, 2006).

Consumer product: The mass product that use widely for daily life basis (AC

Nielson Retail Audit Thailand, 2006).

6

Consumer insight: Reaching consumer’s mind, what they are thinking, what

make they think like that, how the react to it (Kotler & Keller, 2006).

Cognitive component: learning, belief about object (Kotler & Keller, 2006).

Affective Component: feeling or emotional reactions to the object after

learning the object (Kotler & Keller, 2006.).

Behavioral Component: reaction to the object (Kotler & Keller, 2006.)

Sample: a piece or limited quantity of material, usually from a larger amount,

taken or provided for testing, analysis, inspection, demonstration, or trial use (Kotler

& Keller, 2006).

Stratified Random Sampling (SRTR): the population is first divided into a

number of parts or 'strata' according to some characteristic, chosen to be related to the

major variables being studied (Kotler & Keller, 2006).

Financial forecast: Planning about finance, Profit and Loss, the investment.

(Kotler & Keller, 2006)

Bargaining Power: the ability to set prices or (nominal) wages, usually

arising from some sort of monopoly or monopsony position -- or a non-equilibrium

situation in market (http://www.investordictionary.com.).

Fiscal: Financial (Kotler & Keller, 2006).

Brand Loyalty: Brands that consumers generally buy from the same

manufacturer repeatedly over time rather than buying from multiple suppliers within

the category. It also refers to the degree to which a consumer consistently purchases

the same brand within a product class ( Kotler & Keller, 2006).

7

Chapter 2

Literature Reviews

This chapter discusses about theories and reviews of past researches that make

strong supports to this project. Theories employed in the chapter are consumer

insight, attitude component, learning, qualitative research, BCG matrix, and Martin

Fishbein’s Model these support fundamental backgrounds to this project study.

2.1 Theory

2.1.1 Product life cycle.

Dishwashing product is one of consumer products that are fast moving goods.

The products have short life cycle which makes opportunity for new brands to be

introduced in the markets. The competitive within this market rely heavily on pricing.

If on brand is to reduce price, others brands would also do the same. In the mean time,

the leader in the market also has to play with pricing strategy to maintain their

leadership. Anurit (2005) stated that every product has its life cycle period that can be

separated as introduction, growth, maturity, and declining period. Characteristics of

liquid dishwashing product cycle is no different from other products being sold in the

market as the products are part of consumer group of products, it is belief that they

also have short life cycle. Thus, the product life cycle are described as follow.

Introduction period is beginning when new product launching to be introduced

in the market. In this period, the methods of promotion are many activities these will

be occurred. Moreover, these activities will build brand equity of product up as well.

Growth period is period that company is growing up. It can be seen from

revenue and market share, because of awareness of consumers that makes purchasing

product to be occurred and re-buying until to be buzz marketing.

Maturity period is full in the marketing. There is no outstanding in attracting

to buy product and many competitors can produce the copied product that has more

quality and cheaper the existing product. They make loyal customers to change their

mind to buy the new one.

Declining period likes an old person who is waiting for retirement. In this

period, the products have stayed long time. The company has to create the new

product to be maintaining the positioning, brand image, and market leadership.

8

2.1.2 Consumer insight.

Schiffman and Kanuk (2007) found that "Consumer Insight" provides market

researchers with knowledge of database marketing and CRM techniques. It explains

what database marketing is and covers the classic areas that marketers tend to focus

on, such as: knowing who your customers are, what they do, where they are, what

they buy and what they would like to buy. It explores the psychological areas too -

what customers think and feel, what their objectives and strategies are and how these

influence how they behave. The title also explains how to manage this process, and

how companies gain insight into their customers by managing and using their

customer data correctly.

An attitude is an enduring organization of motivational, emotional, perceptual,

and cognitive processes with respect to some aspect of our environment. It is a

learned predisposition to respond in a consistently favorable or unfavorable manner

with respect to a given object. Thus, an attitude is the way we think, feel, and act

toward some aspect of our environment such as a retail store, television program, or

product. Attitudes serve four key functions for individuals: Knowledge function.

Some attitudes serve primarily as a means of organizing beliefs about objects or

activities such as brands and shopping. These attitudes may be accurate or inaccurate

with respect to “objective” reality, but the attitude will often determine subsequent

behaviors rather than “reality.” For example, a consumer’s attitude toward cola drinks

may be “they all taste the same.” This consumer would be likely to purchase the least

expensive or most convenient brand. This would be true even if, in a taste test, the

consumer could tell the brands apart and would prefer one over the others. Firms like

Pepsi spend considerable effort to influence consumers’ beliefs about colas. Other

attitudes are formed and serve to express an individual’s central values and self-

concept. Thus, consumers who value nature and the environment are likely to develop

attitudes about products and activities that are consistent with that value. These

consumers are likely to express support for environment protection initiatives, to

recycle, and to purchase and use “green” products.

2.1.3 Ego-defensive function.

Attitudes are often formed and used to defend our egos and images against

threats and shortcomings. Products promoted a very macho may be viewed favorably

by men who are insecure in their masculinity. Or, individuals who feel threatened in

social situations may form favorable attitudes toward products and brands that

9

promise success or at least safety in such situations. These individuals would be likely

to have favorable attitudes toward popular brands and styles of clothes and to use

personal care products such as deodorants, dandruff shampoo, and mouth-wash.

Hawkins, Best, and Coney, (2001) found that any given attitude can perform multiple

functions, though one may predominate. Marketers need to be aware of the function

that attitudes relevant to the purchase and use of their brands fulfill or could fulfill for

their target markets

2.1.4 Attitude components.

Attitudes composted of three components: cognitive (beliefs), affective

(feelings), and behavioral (response tendencies). Each of these attitude components is

discussed in more detail below. (Hawkins, Best, & Coney, 2001)

Initiator Component Component manifestation Attitude

Figure 2.1 Attitude Components and Manifestations

Source: Hawkins, Best, and Coney (2001)

The total configuration of beliefs about this brand of soda represents the

cognitive component of an attitude toward Mountain Dew. It is important to keep in

mind that beliefs need not be correct or true; they only need to exist. (Hawkins et a1.,

2001). Many people beliefs that attributes are evaluative in nature. That is, high gas

mileage, attractive styling, and reliable performance are generally viewed as positive

beliefs. The more positive beliefs that are associated with a brand, the more positive

Stimuli: Products, situations, retail outlets, sales personnel, advertisements, and other attitude objects

AffectiveEmotions or Feelings about specific attributes

Overall orientation toward object

CognitiveLearning about specific attributes or overall object

Behavior

Behavioral intentions with respect to specific attributes or overall object

10

each belief is; and the easier it is for the individual to retrieve or recall the beliefs, the

more favorable the overall cognitive component is presumed to be. And, since all of

the components of an attitude are generally consistent, the more favorable the overall

attitude is. This logic underlies what is known as the multi attribute attitude model.

1) Cognitive component

The cognitive component consists of a consumer’s beliefs about an object. For

most attitude objects, we have a number of beliefs. For example, we may believe that

mountain Dew:

• Is popular with younger consumers.

• Contains a lot of caffeine.

• Is competitively priced.

• Is made by a large company.

2) Affective component

People feelings or emotional reactions to an object represent the affective

component of an attitude. A consumer who states, “I like Diet Coke,” or “Diet Coke is

a terrible soda.” Is expressing the results of an emotional or affective evaluation of the

product?” This overall evaluation may be simply a vague, general feeling developed

without cognitive information or beliefs about the product. (Hawkins et al., 2001).

3) Behavioral component

The likelihood or tendency that an individual will undertake a specific action

or behave in a particular way with regard to the attitude object makes the consumer to

buy the product (Hawkins et al., 2001). These components are about attitude that

describes a person’s consistently favorable or unfavorable evaluations, feelings, and

tendencies toward an object or idea. This theory is able to indicate what consumer

behavior comes from. It comes from learning or having experience with that brand or

product before from integrated marketing communication (IMC) whether mass media,

bill boards, out of home, or so on. And then consumer will have emotion or feeling

with that brand or product particularly. And the final process is action to that brand

and product. These processes are called “Tricomponent Model” (Schiffman &

Kanuk, 2007).

11

Other theories that impact on the attitude of consumer behavior are

Multiattribute attitude models, the trying-to-consumer model, and Attitude-toward-

the-AD model. Prescriptive decision analysis suggests identifying the fundamental

objectives-what the decision maker really cares about-and then constructing a value

hierarchy by decomposing these objectives until quantifiable attributes can be

identified. In many decision contexts the decision maker is presented with a list of

attributes without an opportunity to consider her fundamental objectives. John, James,

and Jianmin (2006). In reaching these conclusions, we assumed that (1) people know

the relative importance of attributes, (2) distributions of alternatives are comprised of

complete and distinctive sets of attribute profiles, and (3) there are no errors in "true"

preferences. Investigating these assumptions, we found first that results generally

held, provided the decision maker identified the most important attribute. Second,

results depend on characteristics of distributions of alternatives. Specifically, the

frequencies of dominating (repeat) profiles increase (decrease) levels of performance.

More importantly, the presence or absence of particular attribute profiles affects the

performance of specific models, conditional on classes of preference functions. For

example, EW can perform as well as or better than DEBA in a "DEBA-unfriendly"

environment involving compensatory preferences. Third, the presence of error in

"true" preferences reinforces the relative efficacy of trade-off-avoiding models such

as DEBA. Overall, error reduces differences between models as well as differences

due to characteristics of alternatives.

Hogarth and Karelaia (2005) identified circumstances in which simple trade-

off-avoiding strategies are remarkably consistent with "true" preferences. In many

cases it is impossible to distinguish whether people's choices are in agreement with a

"rational" or "boundedly rational" model of behavior. Leon and Leslie (2007) stated

that multiattribute attitude models include three categories: The attitude-toward-object

model is attitude that focuses on the evaluation of the product to objective. For

example, this dishwashing liquid is good for cleanness and easy to wash. Then, the

attitude-toward-behavior model is the attitude toward behaving or acting with respect

to an object, rather than the attitude toward the object itself. For example, this

product can use in many ways. And the last one is theory-of-reasoned-action model

that is combining between the attitude-toward-object model is attitude and the

attitude-toward-behavior model, but it is also norm to be a part of decide due to some

product might be contrast with the traditional, belief, or lifestyle of consumers.

12

Schiffman and Kanuk (2007) described that New Product Acceptance theory

is applied for consumers who want to get benefit from each product and intend to buy.

For example, a housewife who wants to buy the dishwashing liquid product will go to

the place that sells that product aiming to buy without any awareness of marketing

promotion campaign to attract her. It is a model that proposes a consumer to form

various feelings (affects) and judgments (cognitive) as a result of exposure to an

advertisement, which in turn, affects the consumer’s attitude toward the Ad and

attitude toward the brand. Some consumers know a product from mass media and

buy it because of liking the advertisement to the brand.

2.1.5 Learning.

When people act, they learn. Learning involves changes in an individual’s

behavior arising from experience. Most human behavior is learned. Learning theorists

believe that learning is produced through the interplay of drives, stimuli, cues,

responses, and reinforcement. A drive is a strong internal stimulus impelling action.

Cues are minor stimuli that determine when, where, and how a person responds.

Suppose you buy a dell computer. If your experience is rewarding, your response to

computers and Dell will be positively reinforced. Later on, when you want to buy a

printer, you may assume that because Dell makes good computers, Dell also makes

good printers. In other words, you generalize your response to similar stimuli. A

countertendency to generalization is discrimination. Discrimination means that the

person has learned to recognize differences in sets of similar stimuli and can adjust

responses accordingly. Learning theory teaches marketers that they can build demand

for a product by associating it with strong drives, using motivating cues, and

providing positive reinforcement. A new company can enter the market by appealing

to the same drives that competitors use and by providing similar cue configurations,

because buyers are more likely to transfer loyalty to similar brands (generalization);

or the company might design its brand to appeal to a different set of drives and offer

strong cue inducements to switch (discrimination) (Kotler & Keller, 2006).

2.1.6 Qualitative measures.

Kotler and Keller (2006) stated that some marketers prefer more qualitative

methods for gauging consumer opinion because consumer actions do not always

match their answers to survey questions. Qualitative research techniques are relatively

13

unstructured measurement approaches that permit a range of possible responses, and

they are a creative means of ascertaining consumer perceptions that may otherwise be

difficult to uncover. The range of possible qualitative research techniques is limited

only by the creativity of the marketing researcher. A focus group is a form of

qualitative research in which a group of people are asked about their attitude towards

a product, service, concept, advertisement, idea, or packaging. Questions are asked in

an interactive group setting where participants are free to talk with other group

members. In the world of marketing, focus groups are an important tool for acquiring

feedback regarding new products, as well as various topics. In particular, focus

groups allow companies wishing to develop, package, name, or test market a new

product, to discuss, view, and/or test the new product before it is made available to the

public. This can provide invaluable information about the potential market acceptance

of the product.

Also, in the social sciences and urban planning, focus groups allow

interviewers to study people in a more natural setting than a one-to-one interview. In

combination with participant observation, they can be used for gaining access to

various cultural and social groups, selecting sites to study, sampling of such sites, and

raising unexpected issues for exploration. Focus groups have a high apparent validity

- since the idea is easy to understand, the results are believable. Also, they are low in

cost, one can get results relatively quickly, and they can increase the sample size of a

report by talking with several folks at once. However, focus groups also have

disadvantages: The researcher has less control over a group than a one-on-one

interview, and thus time can be lost on issues irrelevant to the topic; the data are tough

to analyze because the talking is in reaction to the comments of other group members;

observers/ moderators need to be highly trained, and groups are quite variable and can

be tough to get together. (Kotler & Keller, 2006).

2.1.7 BCG matrix.

BCG matrix or so called Boston Consulting Group is a popular marketing tool

used for the analyzing of the product position in the industry. The analyzing process

of BCG matrix is presented below:

14

Source: Boston Consulting Group (2007)

Cash cows condition is the situation in which high market share of a product

in a slow-growing industry. These units typically generate cash in excess of the

amount of cash needed to maintain the business. They are regarded as staid and

boring, in a "mature" market, and every corporation would be thrilled to own as many

as possible. They are to be "milked" continuously with as little investment as possible,

since such investment would be wasted in an industry with low growth.

Dogs condition, or more charitably called pets, are units with low market share

in a mature, slow-growing industry. These units typically "break even", generating

barely enough cash to maintain the business's market share. Though owning a break-

even unit provides the social benefit of providing jobs and possible synergies that

assist other business units, from an accounting point of view such a unit is worthless,

not generating cash for the company. They depress a profitable company's return on

assets ratio, used by many investors to judge how well a company is being managed.

Dogs, it is thought, should be sold off.

Question marks condition is growing rapidly and thus consume large amounts

of cash, but because they have low market shares they do not generate much cash.

The result is a large net cash consumption. A question mark (also known as a

"problem child") has the potential to gain market share and become a star, and

eventually a cash cow when the market growth slows. If the question mark does not

succeed in becoming the market leader, then after perhaps years of cash consumption

it will degenerate into a dog when the market growth declines. Question marks must

be analyzed carefully in order to determine whether they are worth the investment

required to grow market share.

15

Stars condition happens when a product’s market share is high in a fast-

growing industry. Most producers hope that their stars condition could move to the

next step of cash cows condition. Sustaining the business unit's market leadership may

require extra cash, but this is worthwhile if that's what it takes for the unit to remain a

leader. When growth slows, stars become cash cows if they have been able to

maintain their category leadership.

2.1.8 Martin Fishbein’s model.

1) Theoretical development

The Fishbein model is an adaptation of the central statement contained in

Dulany’s theory of propositional control, a cognitive theory of verbal learning and

concept attainment. Fishbein’s adaptation basically extended the laboratory work of

Dulany to social psychology. In order to avoid the conceptual ambiguity that

characterizes many interpretations of the multi-attribute model, the conceptual

antecedents of the extended model are outlined and Fishbein’s adaptation is discussed

in detail. The operational procedures utilized in marketing and social psychology are

then scrutinized within this conceptual framework.

2) Dulany’s theory of propositional control

Dulany’s theory forms a network of propositions about the effect of

reinforcement parameters on verbal responses. Knowledge, beliefs, and awareness

are represented asp propositions in the form of two hypotheses: (1) the Response

Hypothesis (RH), that is, the individual’s hypothesis concerning the expectation of

reinforcement, and (2) the Behavioral Hypothesis (BH), that is, the individual’s

hypothesis concerning the congruence of a response with group norms. Associated

with the Response Hypothesis is a feeling of value called the Subjective Value of a

Reinforcer (RSv). Likewise, associated with the Behavioral Hypothesis is an

evaluative feeling termed the Motivation to Comply (MC). Dulany contends there are

many additional variables which influence behavior. However, these other variables

have only an indirect effect. They are exogenous to this model and their influence on

behavior is reflected in the model’s endogenous variables.

The variables included by Dulany reflect specific actions and situations and

situations and are proposed to predict and explain Behavioral Intention (BI). To the

extent that the independent variables are specific to a given act, behavioral intention

16

approximates overt behavior. Through a process of introspection Dulany models his

theory to predict an indivdual’s particular verbal response or class of responses in a

given situation as B~BI=[(RHd)(RSv)]wo + [(BH)(MC)]w1 Where B = overt

behavior; BI = behavioral intention; BHd = hypothesis of the distribution of

reinforcement, that is, the degree to which the individual thinks a specific response

will lead to a reinforcement or reward; RSv = the supjective value of a reinforcer, that

is, the individual places on a rewaed; BH = behavioral hypothesis, that is, the degree

to which the individual believes a particular behavior is expected of the individual by

some other; MC = motivation to comply, that is, the degree of the individual’s desire

to conform to a BH; and w1 are empirically determined weights.

Dulany’s empirical work was carried out in laboratory experiments in which

only one RHd and BH and their respective RSv and MC were salient. These variables

were generally manipulated by an experimenter who, within the context of the

experiment, was the only influence source. Dulany (1968) reports several tests of the

model which support the assumption of additivity of independent variables as well as

the need to include BI as a moderator. The independent variables accounted for a

large proportion of the variables in BI (50-77 percent) and BI accounted for a large

proportion of the variance in B (80-88 percent).

3) Operationalization procedures

Fishbein has followed two basic steps in operationalzing the independent

constructs of his extended model: (1) determining the salient BI outcome and NB,

group and (2) scaling these constructs in terms of strengths and directions.

4) Determining saliency

Johnson, (2002) found that “Fishbein (1963) determines salient behavioral

outcome according to procedures developed by Maltzman, Bogartz, and Breger

(1958). The contention is that salient outcomes-and salient outcomes only act to

influence attitudes. All other, non-salient, outcomes are meaningless and misleading

in measuring attitudes. A consumer can rate the probability that “economical

operation” would result from his purchase of a ford Maverick and also specify his

liking for “economical operation” is salient for that consumer, unless it enters into the

consumers’ attitude structure, it is meaningless to obtain this consumer’s ratings

relative to the outcome “economical operation”

17

The techniques prescribed by Fishbein preclude prompting or probing by

interviewers as well as the presentation of predetermined lists of potential association

or behavior outcomes (Cowling, 1973b; Fishbein, 1971). The prohibited techniques

may trigger sets of interdependent, nonsalient beliefs. Based on social desirability

rather than true beliefs .Depth probing may cause respondents to role play rather than

indicate their true feelings, thus injecting demand artifacts, and probing may also set

off chain reactions with other salient or nonsalient beliefs. The last notion is supported

by Maltzman’s (1955) conceptualization of conceptualization of cognitive structure as

a set of interdependent elements. Factor analytic and regression techniques (Moinpour

& Wiley, 1972) that produce a disaggregated model in which attribute or consequence

compounds (BIXaI) are constrained to be orthogonal predictors are inconsistent with

the concept of elicitation of salient outcomes. Fishbein (1971) has suggested that only

five to nine outcomes will be little value in reducing a cognitive structure to a smaller

set of independent outcomes.

In the elicitation technique recommended by Fishbein, subjects are asked to

give different associations to the same stimulus words in a free association situation.

Since, according to Fishbein (1971), saliency refers to the notion that an individual is

conscious of an outcome, salient outcomes have a high probability of being elicited in

a free association situation. At the same time, it is assumed nonsalient outcome are

not immediately available to an individual’s mental stream, thus greatly reducing the

probability that nonsalient outcomes will be elicited when a free association technique

is utilized. Relevant other individuals or reference groups are elicited following the

same free association technique. Fishbein (1971) points out the problem of on

independent, validating method of assessing salience. Implicit in an elicitation

technique is the notion that relative outcome importance may be indicated by the

order of elicitation. This notion should be subjected to empirical test sine support

would suggest that additional useful information concerning the relative importance

of cognitive and normative structure elements is built into the model. Such

information would enhance understanding of the attitudinal and normative influence

formation and change processes.

Salient outcomes, consequences, relevant others, and reference groups should

be elicited from the same population being studied (Mazis, Ahtola, & Klipppel, 1975;

Jaccard & Davidson, 1972) It may be that “whiter teeth” is a salient outcome of using

toothpppasteamong college students but not housewives, while “husband” is a

18

relevant other for housewives, but not students. Elicition may also be salient among a

set of potential users of Ultra Brite but not Crest toothpaste. Mazis et al. (1975) have

demonstrated that predictive power is enhanced when elicited rather than

predetermined beliefs are employed. Their evidence supports the intuitively appealing

notion that salient outcomes are likely to differ across groups, products, and brands a

notion at the heart of most segmentation strategies.

5) Construct operationalization

Behavior (B) has been generally operationalized as the observation of an

individual’s choice in a specific situation. For example, Bonfield (1975) used

consumer diaries to obtain self reports of fruit drink purchases. Harrell and Bennett

(1986) used prescription records provided by a trade association. Fishbein (1973) has

suggested that such one-time, dichotomous choice observations tend to be unreliable.

He suggests that research scrutiny be paid to the development of reliable behavioral

criteria, suggesting that such criteria may be found utilizing multiple behaviors or

observations of the same behavior over time. Bonfield (1975), while agreeing with

Fishbein’s contention, has pointed out that longitudinal observation of the same

behavior in a natural situation allows many forces to intervene which may alter the

values of the independent constructs as well as their relative influences on the

dependent constructs. Other than B, the procedures used to measure the model’s

constructs have been based on semantic differential techniques (Osgood, 1957).

Representative examples of scales have been furnished by Ryan and Bonfield (1975).

6) Empirical tests of the model

David, Mathews, and Harvey (1975) suggested that the consumer behavior

model is an accurate predictor of a wide range of behavioral intentions and behavior.

A need to include BI as a moderator between he independent variables and B has been

supported. The traditional attitude toward an object, A, measure was found to be

related to B only to the extent it affected either the A or social influence components.

In all cases, A is operationalized as the sum of four semantic differential scales, all of

which were assumed to load heavily on an evaluative factor. The majority of these

studies operationalized the normative component as the sum of separate sources of

influence, model form (3), with two studies utilizing a generalized other as a single

normative referent, form (1).

19

Johnson (2002) stated that “the research reviewed by Ajzen and Fishbein

(1973) does not clearly indicate whether NBp should be included in the model, form

(2). Empirical support for model form (2) has been found (Ajzen & Fishbein, 1969;

Schwartz & Tessler, 1972) although a theoretical argument concerning the nature of

NBp and its relationship with the model’s other variables has not been developed.

NBp is not found in the antecedent Dulany (1968) theory and appears to have been

used by Fishbein (1967) primarily as a means of investigating the nature of the

normative component. Ajzen and Fishbein (1973) reported findings suggesting NBp

is an alternative measure of BI, while, in a consumer behavior adaptation, Bonfield

(1974) found NBp and Aact to be interchangeable. Both a lack of conceptual

antecedents and conflicting empirical evidence indicate model form (2) is not

appropriate for adaptation in studies of consumer behavior. This form is also absent in

Fishbein’s more current writings”.

Model form (3) offers promise for adaptation in consumer behavior research.

This form of the model has strong conceptual antecedents, and consistent empirical

support (Ajzen & Fishbein, 1973). Form (3) Provides more explanatory power than

form (1) because operationalization of the normative component requires

identification of relevant others in terms of specific individual and group influences.

However, the operationalization of the attitude component with semantic differential

type scales (Aact) rather than in terms of cognitive structure (ΣBiαi) reduces the

diagnostic power of the model. That is, semantic differential scales are not clearly

related to market offering variables. At the same time, the consequences of the Bi

statements are behavioral outcomes analogous to benefits (positive or negative) of

some specified action relative to the attitude stimulus. Model form (3), exhibiting both

cognitive and normative structures, may provide a basis for developing and adjusting

market offerings congruent with existing structures, or, as Lutz (1975) suggests, using

the structural elements as a basis for implementing attitude change strategies. Due to

the previously stated measurement limitations, it is also necessary to include semantic

differential operationalizations as validating measures for the attitudinal component.

7) Marketing

A number of marketing studies testing the model have been conducted in

Great Britain (Tuck, 1973). The majority of the work has been done commercially,

however, and detailed results have been held as proprietary. Summary results from

20

five of these studies have been published (Cowling; Bright & Stammers, 1971; Bruce,

1971; Tuck and Nelson, 1969). The results of these studies suggest elicitation of

salient behavioral outcomes for specific segments and products results in higher

correlations between Aact and ΣBiαi than using predetermined lists. Aact was more

highly correlated with BI than either Ao or ΣBiαi. These findings support Fishbein’s

contentions that Aact is a more appropriate predictor of BI than Ao and that elicitation

techniques are necessary. Finally, the British studies showed relative weights

associated with attitudinal and normative components of the model vary across

products and market segments. Stronger correlations between BI and Aact than

between BI and Ao have also been reported by American market researchers

(Mathews et al., 1974; Weddle & Bettman, 1973).

A number of studies conducted in the United States have been reported in

which a form or adaptation of the extended model has been tested in a marketing

context using cross sectional regression analysis as the principle analytic tool. The

major results of these studies are summarized in Table 3. The evidence from these

studies indicates the model has value in predicting and explaining variance in

intentions and behaviors over a wide range of purchase intentions and purchase

behavior. Harrell and Bennett (1974) tested the model with respect to physician

prescribing behavior, Lutz (1988), Nelson (1995) with respect to intentions toward

purchase of products of automobile manufacturers, Mathews, Wilson, and Harvey

(1974), Nelson (1995); Bonfield (1974), with respect to consumer nondurables,

Weddle and Bettman (1973) with respect to purchasing underground term papers,

Wilson, Mathews and Monoky (1973) with respect to bargaining in a personal selling

situation, and Wilson (1975) with respect to organizational buying behavior. Harrell

and Bennett (1986); Holland (2001) reported correlations between intentions and

behavior while others did not report measuring behavior.

The average correlation between BI and B across these studies was .44. The

average multiple correlation of attitude and social influence on BI was .60. Three of

these studies (Harrell & Bennett, 1974; Wilson et al., 1975; Lutz 1973a) also

employed cross validation procedures. Correlations remained high under cross

validation indicating the model yields stable predictions.

The theoretical development and empirical research testing the Fishbein

"extended" or "behavioral intentions" model are described and evaluated. Discussion

21

of conceptual and methodological strengths and weaknesses leads to the proposal of a

reconceptualized form of the model as a framework for future research.

2.1.9 Motivation.

Kotler and Keller (2006) found that driving force within individuals that

impels them to action. This driving force is produced by a state of uncomfortable

tension, which exists as the result of an unsatisfied need. All individuals have needs,

wants, and desires. The individual’s subconscious drive to reduce need and reduce

tensions results in behavior that he or she anticipates will satisfy needs and thus bring

about a more comfortable internal state.

2.1.10 Personality.

Personality can be described as the psychological characteristics that both

determine and reflect how a person responds to his or her environment. Although

personality tends to be consistent and enduring, it may change abruptly in response to

major life events, as well as gradually over time. (Kotler & Keller, 2006).

Three theories of personality are prominent in the study of consumer behavior:

psychoanalytic theory, neo-Freudian theory, and trait theory. Freud’s psychoanalytic

theory provides the foundation for the study of motivational research, which operates

on the premise that human drives are largely unconscious in nature and serve to

motivate many consumer actions. Neo-Freudian theory tends to emphasize the

fundamental role of social relationship in the formation and development of

personality. And the last theory is very important for this research that is Trait theory

is a major departure from the qualitative (or subjective) approach to personality

measurement. It postulates that individuals possess innate psychological traits (e.g.,

innovativeness, novelty seeking, need for cognition, materialism) to a greater or lesser

degree, and that these traits can be measured by specially designed scales or

inventories. (Kotler & Keller, 2006).

2.1.11 Perception.

Perception is the process by which individuals selects, organize, and interpret

stimuli into a meaningful and coherent picture of the world. Perception has strategy

implications for marketers because consumers make decisions based on what they

perceive rather than on the basis of objective reality. Consumers often perceive risk

22

in making product selections because of uncertainly as to the consequences of their

product decisions. The most frequent types of risk that consumers perceive are

functional risk, financial risk, social risk, psychological risk, and time risk. Kotler and

Keller (2006) found that consumer strategies for reducing perceived risk include

increased information search, brand loyalty, buying a well-known brand, buying from

a reputable retailer, buying the most expensive brand, and seeking reassurance in the

from of money-back guarantees, warranties, and repurchase trail. The concept of

perceived risk has important implications for marketers, who can facilitate the

acceptance of new products by incorporating risk-reduction strategies in their new-

product promotional campaigns.

2.2 Past Researches

The data of group housekeeper customer who performs to are the housewife

really that done by themselves is the dishwashing liquid that them uses that destroy

their skins where was touch. So, their requirement will be in the future of the

dishwashing liquid that have to have ingredients of the skin care cream. This result

makes this product to must be clean and skin care (Bangkok Post, 2005) Successfully

launching a new product to a company's sales force requires the same high levels of

creativity, energy and managerial insight as does the product's launch into the

marketplace. A model that explores the characteristics that affect new-product

adoption by the sales force is developed. The model suggests that a salesperson's

commitment to a new product depends, to a large extent, on the salesperson's learning

style, performance orientation and problem-solving style. The model also suggests

that the sales force's perceptions of the firm's commitment to new products, tolerance

for failure and attitude toward intradepartmental conflict during the product

development process play key roles in determining whether the sales force will take

an active, positive approach to selling the new product. (Atuahene-Gima,

Kwaku, Nov, 1997)

In a market larded with choice, getting customers to dip into their wallets calls

for more than innovation; it demands a full-scale assault on their hearts. That is the

theory, although the reality may be more complicated - emotive ideas bring brands to

life, but with ad agencies churning out "brand narratives" by the dozen, such stories

are fast becoming as commoditized as the brands themselves. These ideas can bear

fruit, however, when a brand's story has its roots, not in the fertile mind of a creative

23

director, but in some part of the brand's make-up that consumers feel is really special.

That is why, more than ever, marketers are reaching for market research to guide

product development and suggest interesting hooks on which to hang their branding.

What brand owners need, however, is not mechanical data gathering, but genuine

psychological insight to help them understand people, not simply as consumers

wielding check books, but as human beings. (Marketing Week, 2006.)

Kerri Walsh (2003) revealed that North American surfactant consumption in

consumer products was 4.375 billion lbs last year, valued at $3.6 billion last year and

will grow at 3%/year through 2010, according to a study. Surfactants were used in

25.5 billion lbs of consumer products, worth $42.5 billion. Surfactant consumption in

household products will grow faster than the consumer products sector because of the

overall trend toward ultra laundry and dishwashing products, which have a higher

concentration of surfactants and use less detergent in each load.

It could be summarized that the above theories including consumer insight,

attitude components, learning, BCG matrix and Martin Fishbein’s model. They are

also theories the explained about buying behavior of reasonable action theories.

These theories focus on the step by step to learning the new things. They are

supporters to the researcher idea that the buying behavior occur from the learning to

build up the knowledge and then effect on the emotion of consumer and last one the

action to respond the wanting. The past research in this chapter is a data to support

this research that the product testing is one of the best ways to allow us to know the

consumer insight. Which finally inform marketers of their preference on the new

products.

24

Chapter 3

Methodology

Pre-test and post-test survey method were used to investigate and

identification customers characteristics prior to the process of clustering them into

groups (market segmentation), and then analyze product/brand attributes that

influence consumers’ choices and understanding relationship between target

consumer and related marketing factors. The results finally were used base

information for marketing plan writing.

The researcher uses qualitative research method to investigate by depth

interview. The group composted of females who are users or decision makers or both.

The researcher uses in-dept-interview and pre-test and post-test of product to analyze

the consumer insight.

3.1 Population & Samples

There are 2,952,999 females in Bangkok (Registration department, Ministry of

Interior, 2006). The target respondents should be females, who decide to buy the

product for their houses by themselves. The reason for depth interview is to make

sure that collected data is believable and deep in information. These respondents are

users or deciders or both. For this study, the researcher selects 60 respondents who

are users or decision makers or both. They have had their existing brands in mind and

experience with the product. For this study, the researcher would like to know the

perception of respondents toward the liquid dishwashing product to find the

opportunity to brand switching.

3.2 Research Instrument

Pretest - Posttest of product usage and questionnaire are used to collect data

variables in this research to evaluate the attitude of respondents.

The moderator guide would be tested for length and ease of understanding.

The product would be responsible for the approval of the final version of the

moderator guide. The length of the focus group interview is estimated to be

approximately two hours and half (180 minutes).

25

3.3 Research Process

This research was completed within 5 months by following arrangement:

Project Proposal writing: the researcher wrote the research proposal to present the

project committees within 2 second weeks of January.

The proposal defensive presentation: the researcher presented the project

proposal to committees by using PowerPoint program and elaborating topic

background, objective of study, and so on in January.

Literature review and building data collecting instrument: after proposal was

approved the researcher reviewed and wrote about involved theories, past researches

then the researcher created the questionnaires and prepare product testing principals in

January.

Testing product and collecting data: after the questionnaires and prepare

product testing principals finished already, the researcher and two assistances ran and

controlled testing product and collecting data from target users.

Data analysis: Data were analyzed after the completion of testing sample

product, collecting data, and dept-interview. Also, financial analysis, SWOT analysis,

and BCG Matrix analysis were employed to analyze the financial projection,

competition condition, and overall market situation.

This research selects the depth interview to be the alternative, because a depth

interview is a form of qualitative research in which a group of people are asked about

their attitude towards a product, service, concept, advertisement, idea, or packaging.

Usually depth interview allow companies wishing to develop, package, name, or test

market a new product, to discuss, view, and/or test the new product before it is made

available to the public. This research has to use discriminate analysis the collected

data, because they are to classify objects (people, customers, things, etc.) into one of

two or more groups based on a set of features that describe the objects.

Interval level was also used in Chapter Four to measure level of variable

according to the five levels on Likert’ s scale as follows:

N – 1 = 5 – 1 = .80

N 5

Means Interval level

4.21 – 5.00 Strongly agree

3.41 – 4.20 Agree

26

2.61 – 3.40 Neutral

1.81 – 2.60 Disagree

1.00 – 1.80 Strongly disagree

27

Chapter 4

Data Analysis

This chapter presented the finding from Five Forces analysis, SWOT analysis,

BCG matrix analysis, and STP. The chapter also presented finding from in-dept-

interview and other tests as stated below. The collected data collected from users and

sellers were analyzed using descriptive analysis to study the direction of this business.

Financial analysis also employed to forecast financial condition of the new launching

liquid dishwashing brand, and the results were presented below:

4.1 Five Forces Analysis

The results from five forces analysis of liquid dishwashing business were

summarized and presented below:

Figure 4.1 Five Forces Analysis of Liquid Dishwashing Product

It is difficult to lead customers to accept the new brand since they have other brands in their mind.

Supplier is able to make cost to be high since our brand is new to the market.

There is only one purpose for using this product. And our product is focused on skin care.

Pricing strategy, quality, and distribution channels.

There are around 7 brands offered for consumers selection.

28

4.1.1 The bargaining power of customers.

The results revealed that the consumers prefer to buy the product 1-2 bottles at

the first time for trying, then they will purchase for refill packages 2-3 times per

month for economic reason. Most of them are price sensitive since the group

specified that the product price should not exceed 30 baht for 800 ml. bottle and refill

package price should not exceed 20 baht. Sales promotion can be one factor that

persuades the customer to buy both trail and re-purchase. There are several brands in

this market, thus, consumers would select the best product whether price or product.

It means that there is the opportunity that consumers will switch or try the new brand,

but also still select their existing brands.

Most of consumer can get the dishwashing products’ information from mass

media particularly TV advertising since it is the effective way to reach consumer

widely. While other advertising such as magazine and radio are used to support

advertisings. The consumers also stated that brand switching can be happen since

they have more choices to try in the market. Strong advertising and sales promotion

when launching the new brand will make them want to try it. Liquid dishwashing

product is one of consumer products that are easy to decide to buy because of not

expensive and less problem for consumer to try. Since liquid dishwashing product is

not significantly different in term of product performance of each brand, prices and

sales promotion will affect more on customers’ decision.

4.1.2 The bargaining power of supplier.

Suppliers concentrate in the volume of purchasing. It indicates that if we

could not be able to do hard sell or sell more products, the suppliers would not handle

our accounts. In the mean time, our costs will be higher than competitors; however, if

we order a lot of materials aiming to enjoy economy of scale, we have to hold risk

from too high degree of inventory ply up. Or if we order low volume of materials, we

have to carry higher costs. As we are a new company, we have to carry the high costs

at beginning, because the supplier lacks of confident for running business in this

market. The supplier, therefore, might switch to new company or competitors.

4.1.3 The threat of new entrants.

In general, most consumers are loyal to their existing brands (our

competitors). Competitors might be the cutting price to prevent their market share

29

and breaking. Channel is very important. The distribution channels that are good for

selling liquid dishwashing products are supermarket which located in department

stores, super stores (Macro, Lotus, Carefour, and Big-C), and convenient stores (7-

eleven, mini mart). The fees charged by the above distribution channel may be

varying rates that will result in the price different and finally will cause higher costs.

The new comer has to have long term financial support because they have to take

quite long time to change the consumers’ attitude toward new brand. The new comer

has to learn the regulations and laws that apply on consumer products with regard to

ingredient, product standard, certificate, and so on in order to gain the competitive

advantages.

4.1.4 The threat of substitute products.

Consumers believe in brand and price of products because they are sensitive in

price and quality of those products. Particularly, this product is used for washing

dishes only; it can be replaced by other brands if we could not manage marketing

strategy in the good way. In the mean time, we have plan to launch a new brand,

other producers may also have plan about getting involve in the liquid dishwashing

markets by introducing new brand with new concept that could be substituted to our

products.

4.1.5 The intensity of competitive rivalry.

In this market, there are many competitors whether Sunlight, Lipon-F, house

brands, and local brands, or we can state that the competition is high. The value of

this market is more than 2 billion bath, and Sunlight is the market leader holds around

65 percent of the market share. The brand sales grow at around 5 percent per year

continuously. Most consumers have brand loyalty because of learning of them. It is

hard to indicate personality of users of this type of products since it is a basic

consumer product. The product’s price is set by market and trustworthy in brand, for

example, if the consumers at present are using one brand at Baht30, they also

conclude that other brands’ prices should not be over than Baht30. The promotion

channel that could make consumer to have experience with the brand is mass media

that the new company (brand) has to spend a big money on promotions to introduce

the new brad product. For example, Sunlight invested in advertising on mass media

to promote its new model at around 20 million baths in 2006 (Manager, 2007).

30

In could be concluded that consumers and competitors are the major barriers

in launching the new brand of liquid dishwashing product into the market. The new

comer has to prepare well about their marketing strategies that are suitable for the

target consumers to try its product and hast to make them to appreciate in the product

and then to create the strategies to protect the market from competitors attacks.

4.2 Segmenting, Targeting, and Positioning (STP)

The results from this study found that suitable segment for the new brand are

females’ ages between 18 - 55 years old. Positioning of the new brand product is user

friendly (skin care), good scent, and reasonable price. The aforementioned factors are

main variables that all of focused group respondents select in the survey

questionnaires. The results also revealed that the groups are willing to switch for a

new brand if the new brand has new innovation.

4.3 BCG Matrix Analysis

The results from BCG Matrix analyzing of launching a new brand of liquid

dishwashing product were presented below:

Figure 4.2 Positions of Liquid Dishwashing Brands in the Market

Source: Developed by Author from Various Sources of Information

BCG matrix analysis is employed in this project study to analysis the position

of products or companies positions of and competitors to set the strategies, find out

Relative Market Shares(Cash Generation)

Stars

Sunlight Lipon F

Question Marks

Cash Cows Other Brands and

New Brand

Dogs

High Low

Mar

ket G

row

th R

ate

(Cas

h U

sage

)

Hig

hLo

w

31

the solutions, or do anything that should be the best to the company. The findings

were stated below:

The results from reviews of literature found that Sunlight is in Stars position

since it is the market leader and obtained majority part of market share. Consumers

who use this brand also have high level of brand loyalty. The findings from this study

found that majority of the respondents who regularly use Sunlight are middle income,

and they stated Sunlight are their first choice brand.

Lipon F is also in the question mark position because this brand is well

known, but has less brand loyalty that result in less replete buying. More than half of

the respondent recognized Lipon F and had used to try the brand before hoping to

switch the brand. But no one switched from their previous brands because they stated

that the product’s quality was similar or lower than their existing brand.

In regard to housing brands and local brands, we found that they were in the

Cash Cows position. There were several reasons to support our findings. First, the

brands have low market share in a middle high-growing industry. The results found

that the brands lacked of brand loyalty from consumers. The respondents stated that

they preferred to buy the exit brands that they trust and familiar with. The target

markets for house brands liquid dishwashing products are consumers who prefer to

use low price products and new group of consumers since these groups of consumers

are price sensitive. The groups though the purpose of using this product is for

washing dish and glass only.

4.4 Marketing Mix Factors & Consumer Behavior Analysis

4.4.1 Product.

The results from pre-test and post-test of focused groups opinions stated that

the new product should have 3 significant features the related to the consumers’

satisfactions; first efficiency to clean oil, second good scent, and third are not harmful

to users’ skin. The new liquid dishwashing product that used to test in this study

seemed to have all of the three features. The results from dept-interviews of

respondents found that the product was good scent, good quality, and packaging is

attractive (colorful & give information). The quality was a main reason for

consumer’s selection and finally makes them to select the liquid dishwashing product.

32

4.4.2 Price.

The results from this study show that the respondents are price sensitive.

Their selections are based on prices of products. After, they tested the example

product; they think that its reasonable price should stand at 30 baht for 270ml. bottle

and 15-25 for a 400 ml. refill package. The difference of quantity in each package

can indicate how much its price should be. The consumers recognized the product’s

price whether it was cheap or expensive from their experience. The consumers also

stated that the producer should offer dishwashing products in several sizes of

packages and sell them at different prices.

4.4.3 Place (distribution channel).

The results from consumer interviews found that the places or distribution

channels to sell the liquid dishwashing products should be at grocery shops,

convenient stores, supermarket in department store, super store, and in mini-marts in

gasoline station to increase customers’ convenient. However, when asked about

specific preferable place to purchase the products, the consumers responded that super

discount store including Makro, Tesco – Lotus, Carrefour were there first priority

whereas supermarket in department store such Tops where are their second choice.

The consumers’ third choice to purchase liquid dishwashing product were convenient

stores including Seven-Eleven, local convenient shops, and the last were convenient

shops in gas stations.

4.4.4 Promotion (integrated marketing communication).

Promotion is one of major factors in marketing mix that its activities could

attract consumers to perceive information about the products and finally select to use

them. The results from this study found that two best promotion activities that are

affective use to lead consumers to purchasing decision are price cutting or discounted

price and free example given together with products purchasing.

4.5 SWOT Analysis: Competitor

4.5.1 Strength of competitors.

Product: Findings from SWOT analysis found that competitors including

Sunlight, Lipon F, and housing brands are big companies that have a lot of capital to

invest, develop, and to run business. Their products are attractive which are

33

packaging, brand name, and positioning in the market. They are in this market long

time and gain brand loyalty from consumers.

Price: The price is set up by them as market leaders. Respondents do not

know how much it should be, but they use the market leader prices to be standard

price when comparing prices with other brands.

Place: For channel, competitors distributed their products in many places

where consumers can easily buy. Sunlight and Lipon F used most of channels

available in Thailand including convenient stores, supermarket in department stores,

and in discount superstores to distribute their products. All house brands including

Carefour, Tesco-Lotus, and Big-C distributed there products through their branches.

Promotion: Sunlight and Lipon-F spent a lot of money for sales promotion at

their distributors. Such Sunlight spent money around 20 million bath to promote on

mass media (Daily Manager, 2006).

4.5.2 Weakness of competitors.

Since both Sunlight and Lipon-F were large size companies, their operation

and marketing costs were high making them could not set the lower product prices.

There was no innovation on products from Sunlight and Lipon-F in the past 5 years

making some consumers were bored about the products.

4.5.3 Opportunities of competitors.

Sunlight and Lipon-F were large and firm companies with strong financial

support for their operations. In the economic down turn the companies could spend

more budgets on their marketing promotion activities. Also, their strong relationships

with distributors could create strong support to their sales.

4.5.4 Threats of competitors.

Thailand economy was forecasted to be slow down in the year 2007 due to

political unrest. Large size companies with large size of costs may have disadvantages

results from the economic slowdown. However the new brand with small scale

expenses and costs may gain advantages and can set the price at a more attractive

level than the market leaders (Sunlight & Lipon-F).

Consumers’ attitude can be changed, but take some time or strong effects from

marketing activities. Most consumers were ready to try the new brand, if the brand

34

could present products innovative or good promotion activities. However, Sunlight

and Lipon F were large size companies and hard to change marketing strategy which

has been used for long time (until become a system).

4.6 SWOT Analysis Results of New Brand

4.6.1 Strength of the new brand.

Product: Consumers will pay attention to the new brand and create the

business opportunity. The product was recognized good quality, good odor, colorful,

and also attractive packaging. The new brand focus on user friendly and skin care

which could be an advantage to the products.

Price: Pricing for the new brand could be flexible and could be set up a little

bit lower than the market leaders due to lower operation and marketing costs.

4.6.2 Weakness of the new brand.

Product: New brand is new to the market fewer consumers know the brand

name. Some time they are afraid to try. In the first stage of new brand, there’s low

brand awareness and low trial rate. As well in the market already have the majority

brand leader and other players who already have high brand awareness and high trial

rate. Also the company size was small and had less financial support for marketing

promotion activities.

Distribution channel was a major factor to be considered as a weakness of the

new brand since it was hard to approach distributors to carry out the new brand

products on their shelf.

4.6.3 Opportunities of the new brand.

Product: The new product gets a chance to develop the product to meet the

need of consumer. The most of consumers open mind to try the new brand that

depends on its marketing promotion activities effectiveness.

Price: The new brand could be able to try setting prices for a suitable level

and adjustable because it was new to the market.

The new brand could replace the existing products if it had product’s

innovation and being good choice for those consumers who were bored with the

existing brands but had no chance to switch the brand.

35

4.6.4 Threats of the new brand.

Consumers lack of brand loyalty and no varieties of promotion and

distribution channels because of limited capital. When a new brand was launches, it

might be blocked by other existing players.

Distributors might gave first priority to market leaders by carry out only their

products, and they might not be happy to carry a new brand since it would make the

market leaders unhappy.

New Brand Competitors

Strength - New product

- Developed with good quality,

nice odor and color, as well as

well designed packaging

- Clear communication through

the design.

- Easy to improve the working

system and know feedback

faster.

- Strong reputation

- Brand loyalty

- Huge capital

- Experience

- Market share

Weakness - Brand lacks of loyalty and

belief.

- High productive cost.

- Small capital to run business.

- Economy effects on financial

status.

- To spend a big money to push

the brand into the market.

- Lack of confident from

distributors.

- High costs

- High operation costs

- Lacking of good promotion.

Opportunity - Open mind to try the new

brand that depends on its

promotion.

- The competitors will not be

careful the new comer.

- Able to set the good price.

- Able to promote product

though mass media to aware

consumer demand.

36

Threat - Consumers lack of brand

loyalty.

- Blocked by strong competitors.

- No varieties of promotion and

channel because of limited

capital.

- Difficult to improve working

system.

- Competitors can not use price

war strategy, because of lost

positioning and unbelievable in

product and company.

Figure 4.3 SWOT Comparison of New Brand and Competitors

4.7 Descriptive Analysis

4.7.1 Demographic backgrounds of respondents.

Table 4.1 Demographic Profiles Classified by Occupation

Occupation Frequency Percent

Housewife 8 13.34 Private company employee 17 28.33 Government officer 17 28.33 Student 18 30.00 Total 60 100.00

Result from Table 4.1 indicates that most of respondent are students (30

percent), followed by private and government officers (28.33 percent equally), and the

last one is group of housewife (13.34 percent).

Table 4.2 Demographic Profiles Classified by Income

Income level Frequency Percent 0-10,000 Baht 22 36.67 10,001-15,000 Baht 18 30.00 15,001-20,000 Baht 8 13.33 20,001-25,000 Baht 5 8.33 More than 25,000 7 11.67 Total 60 100.00

Results from table 4.2 stated that majority of the respondents have income

between 0-10,000 baht per month (36.67 percent), follow by 10,001-15,000 baht per

month (30.00percent), 15,001-20,000 (13.33percent), more than 25,000 (11.67

percent), and 20,001-25,000 (8.33 percent).

37

Table 4.3 Demographic Profiles Classified by Types of Residents

Type of resident Frequency Percent House or Townhouse 37 61.67 Condominium or Apartment 23 38.33 Total 60 100.00

The most of respondents stay at house or townhouse 61.67 percent more than

condominium or apartment 38.33 percent as the above table.

Table 4.4 Types of Ownerships

Status Frequency Percent Owner 10 16.67 Dependant 29 48.33 Lease 21 35.00 Total 60 100.00

Results from table 4.4 stated that majority or 48.33 percent of the respondent

were dependants followed by lease of 35 percent, and 16.67 percent of them were

owner of residents.

It could be concluded that majority of the respondents were females who

worked in government offices in Bangkok. Up to 85 percent of the respondents were

working women with income levels average 15,000 baht per month. They lived as

dependant in houses or townhouse.

4.7.2 Demographic background in relation with brand perceptions.

Table 4.5 Relationship between Respondents’ Demographic Backgrounds and

Perception of Brands

B Std. Error Beta T Sig. (Constant) 2.71 0.63 4.28 0.00 Occupation -0.31 0.12 -0.33 -2.53 0.01 Income -0.18 0.10 -0.24 -1.84 0.07 Type of resident 0.29 0.32 0.15 0.92 0.36 Status -0.16 0.23 -0.11 -0.69 0.49 Dependent Variable: Brand

The results from Table 4.5 indicated that there were significant relationships

between respondents’ occupation and income with brand perception. The results,

38

therefore, rejected theHo1 and accepted H1 which stated that there was a significant

relationship between respondents’ demographic profiles and perception of brand.

4.7.3 Demographic background and sources of news and information

about the product.

Table4.6 Relationships between Respondents’ Demographic Background and

Types of Communication Media to Receive Information about

Consumer Products

B Std.

Error Beta T Sig. (Constant) 5.71 1.08 5.29 0.00 Occupation -0.70 0.21 -0.42 -3.32 0.00 Income -0.24 0.16 -0.19 -1.50 0.14 Type of resident 0.31 0.54 0.09 0.57 0.57 Status -0.48 0.39 -0.19 -1.23 0.22 Dependent Variable: communication media

The results from Table 4.6 indicated that there were significant relationships

between respondents’ occupation and types of communication media to receive

information about consumer products. The results, therefore, rejected theHo2 and

accepted H2 which stated that there is a significant relationship between respondents’

demographic profiles and types of communication media to receive information about

consumer products.

4.7.4 Media ranking.

Table 4.7 Types of Media that the Respondents Received News and

Information about the Products

Selection Percent Ranking T.V. 24.5 1 Point of Purchase 16.5 2 Reference person 12 3 Billboard 11 4 Newspaper 10 5 Magazine 9.5 6 Radio 7.5 7 Theater 6.5 8 Other 2.5 9

39

Majority of the respondents or 24.5 percent perceived products’ brands from

television (dram after news channel 3 and 7), points of purchase 16.5 percent,

reference person 12 percent, billboard 11 percent, newspaper 10 percent, magazines

9.5 percent, radio 7.5 percent, theater 6.5 percent and others 2.5 percent as above

table.

4.8 Consumer Behavior

4.8.1 Repeated purchasing.

Table 4.8 Rationales for repeating purchase of the respondents

Reasons for Repeat to Purchase Percent Ranking Quality 17.18 1 Price 12.27 2 Easy to buy (Location) 11.66 3 Scent 9.82 4 Brand 7.98 5 Advertising 7.06 6 Skin care 7.06 6 Quantity 6.44 7 Promotion 5.83 8 Packaging 5.52 9 Environmental Friendly 4.91 10 Recommendation 4.29 11 Other 0 12

The first reasons the customers gave for their repeat purchasing of liquid

dishwashing product 17.18 percent was the quality of the product, followed by price

12.27 percent, location of stores 1166 percent, odor 9.82, brand 7.98 percent,

advertising and skincare 7.06 percent equally, quantity 6.44 percent, promotion 5.98

percent, packaging 5.52, environmental friendly 4.91 percent and being introduced by

others 4.29 percent.

40

4.8.2 Distribution channels.

Table 4.9 Distribution Channels that Respondents buy the Product

Distribution Channel Percent Ranking Superstore 25.65 1 Supermarket 22.51 2 Convenient Store 19.37 3 Grocery Shop 15.18 4 Mini-Mart Store 8.90 5 Direct Sales 7.85 6 Others 0.52 7

Super store was the first choice (25.65 percent) for consumers to purchase

dishwashing products followed by supermarket 22.51 percent, convenient store 19.37

percent, grocery shop 15.18 percent, mini-mart 8.90 percent, direct sales 7.85 percent,

and others 0.52 percent.

4.8.3 Amount of products per one purchasing.

Table 4.10 The Quantity of Purchasing per Time

Amounts of purchasing Frequency Percent

1-2 bottles 54 90.00 3-6 bottles 5 8.33 7-12 bottles 1 1.67 Total 60 100.0

Most respondents (90 percent) prefer to buy 1-2 bottles of liquid dishwashing

product per purchase, 8.33 percent of them purchase 3 – 6 bottles, and only 1.67

percent purchase more than 6 bottles per purchase.

Table 4.11 Frequency of Purchasing per Month

Frequency Frequency Percent

Once a month 38 63.33 Twice a month 17 28.33 Others 5 8.34 Total 60 100.00

41

63.33 percent of consumers purchase the product once a month and 28.33

percent of them purchase twice a month.

Table 4.12 Price per Unit of Product Purchased

Price per unit Frequency Percent

0-30 Baht 36 60.00 31-40 Baht 17 28.33 41-50 Baht 2 3.33 51-70 Baht 2 3.33 More than 71 Baht 3 5.00 Total 60 100.00

The suitable price that the most of respondents prefer is 0-30 baht up to 60

percent.

Table 4.13 Types of Packaging

Packaging Frequency Percent

Bottle 25 41.67 Refill package 34 56.67 Total 1 1.67

The most respondents like to buy a few of bottles to 90 percent that its price is

not over 30 baht to 60 percent as table 10 and 12, and frequency to buy within a

month around 63.33percent as table 11, and like to buy the refill because of its

cheaper price around 56.67 percent as table 4.13.

4.9 Promotion

4.9.1 The reason that makes respondents to try the new brand.

Table 4.14 The Reasons that Influenced the Respondents to Switch to the

New Brand

Promotion Percent Ranking Discount price 18.67 1 Premium quality 16.18 2

42

Giving sample 15.77 3 Coupon 12.86 4 Point of Purchase 9.96 5 Advertising Specialties 9.96 5 Sweepstakes 8.30 6 Games 7.47 7 Others 0.83 8

The results from Table 4.14 indicated that main reasons that respondents

would try other brand was discount price (18.67 percent), followed by premium

quality (16.18 percent), and the third one was giving sample product (15.77 percent),

coupon (12.86 percent), point of purchase (9.96 percent), advertising specialties (9.96

percent), sweepstakes (8.30 percent), games (7.47 percent), and others (0.83 percent),.

4.9.2 Reasons for trying new brand.

Table 4.15 The Respondents’ Willingness to Try New Brand

Willingness to try new brand Frequency Percent

Yes 40 66.67 No 20 33.33 Total 60 100.00

The result of table 15 stated that the most of respondents or 66.67 percent of

the total were willing to try new brand while 33.33 percent were not willing.

Table 4.16 Rationales for Trying New Brands

Rationale of Trying New Brand Frequency Percent New product with innovation 10 16.67 Lower Price 8 13.33 Just want to try 7 11.67 Convenient place to buy 6 10.00 Following recommendations 2 3.33 Promotion 2 3.33 Advertising 2 3.33 Others 2 3.33 Packaging 1 1.67

43

No answer 20 33.33 Total 60 100.00

Results from Table 16 stated that 16.67 percent of respondents were willing to

try the new brand because of the new product had innovation, followed by lower price

13.33 percent and just try 11.67 percent Convenient place to buy Following

recommendations Promotion Advertising Packaging

Table 4.17 Respondents’ Willingness to Switch Brand

Switching Brand Frequency Percent

Yes 20 33.33 No 20 33.33 No answer 20 33.33 Total 60 100.00

According to, many respondents around 66.67 percent have ever tried the new

brand that switched brand around 33.33 percent and not 33.33 percent. The results

stated that majority of the liquid dishwashing products’ customers were willing to

remain using the existing brands while the rest are willing to switch to the new

brands.

4.10 Attitude toward the Product after Trail

The Attitude of Respondents toward to the Product, Price, and

Fulfillment after Use the Product

Table 4.18 The Attitude of Respondents towards to the Product Features after

Using

Product Chi-Square Df Sig. Packaging 32.40 3 0.00

Color 36.40 3 0.00 Odor 15.83 4 0.003

Time using 42.67 4 0.00

44

Table 4.18.1 The Attitude of Respondents towards to the Product Features

after Using

Product Chi-Square Df Sig. Effect on skin 16.17 4 0.003

Easy to wash out 19.17 4 0.001 Cleanness 34.50 4 0.000

Friendly to skin 27.83 4 0.000

The results from Table 4.18 and 4.18.1 indicated that there is no significant

difference of respondents’ attitude toward the product feature. The results, therefore,

accepted the Ho1: which stated that there is no significant difference of respondents’

attitude toward the product feature.

Table 4.19 The Attitude of Respondents towards to Prices after Using

Price Chi-Square Df Sig. 23 Baht for refill 220ml. package 19.83 4 0.001 10 Baht for a bottle of 50 ml. 42.17 4 0.000 30 Baht for a bottle of 270 ml. 19.83 4 0.001

The results from Table 4.19 indicated that there is no significant different of

respondents’ attitude toward the price in each size. The results, therefore, accepted

the Ho1 which stated that there is no a significant difference of respondents’ attitude

toward the price in each package.

Table 4.20 The Attitude of Respondents towards to their Desire after Using

Desire Chi-Square Df Sig. Like new product but not change from current brand 41.83 4 0.000

Satisfy with the quality of the new brand 33.33 4 0.000 Want to switch brand to use the new brand 21.33 4 0.000

The results from Table 4.20 indicated that there is a significant difference of

respondents’ attitude toward their desire. The results, therefore, rejected the Ho2 and

accepted H2 which stated that there is a significant difference of respondents’ attitude

toward desire.

45

4.11 Depth Interview

4.11.1 Pre-test depth interview (before trying the new brand).

From the 60 respondents, there are 40 respondents who have ever tried the

new brands, and 20 respondents who have never tried the new brands in this

collecting the data. In this study, the researcher separated three groups that are first

group is for who have ever tried the new brands and switched to the one, second

group is for who have ever tried the new brands, but did not switch to the one, last

group is for who have never tried the new brands.

The reasons of respondents in the first group switched to the new brands(20

respondents) are quality up to 30.77 percent, followed by new product to 19.23

percent, pricing to 15.38 percent, easy to purchase, treatment of users’ skin, and nice

odor to 7.69 percent equally, and also 3.85 percent of different odor, trend, and

natural ingredient. The qualification of liquid dishwashing product should be for this

group that is quality that eliminate dirty to 25percent, followed by nice odor and

taking care of users’ skin to 15.91 percent equally, free for chemical on dishes to 9.09

percent, 6.82 of easy to wash out come to be next, pricing, productive standard, and

environmental friendly to 4.55 percent equally, and also 2.27 percent of interesting

advertisement, easy to use, different odor, natural ingredient, intensive of ingredient,

and packaging.

For the second group, the reasons of respondents have still selected their

existing brands (20 respondents) are the better quality of the existing brands up to 55

percent, followed by brand loyalty just 10 percent and 5 percent of preference in the

existing brand, free for odor, the same quality, less of intensive ingredient, odor,

harmful for skin, and more expensive. The qualification of liquid dishwashing

product should be for this group that is quality that eliminate the fat and dirty up to 30

percent, followed by treatment for hand skin to 15 percent, nice odor and free for odor

on dishes to 10 percent equally, 7.5 percent of easy to wash out and free for chemical,

followed by natural ingredient, environmental friendly, and pricing just 5 percent, and

also 2.5 percent of quantity and more intensive ingredients.

For the last group, the reasons of respondents who have never tried any new

brand (20 respondents) are 40 percent of brand loyalty, 30 percent of same quality and

also better quality of existing brand equally. The qualification of liquid dishwashing

product should be for this group that is quality to 37.5 percent, and 12.5 percent of

nice odor, easy to wash out, natural odor and taking care of hand skin. For this group

46

is quite less to analysis, but one thing that same with other group is quality of product

to destroy dirty and fat, treatment of hand skin, nice odor, easy to wash out, and

natural odor.

4.11.2 Post test depth interview (after trying the new brand).

Means Interval level

4.21 – 5.00 Strongly agree

3.41 – 4.20 Agree

2.61 – 3.40 Neutral

1.81 – 2.60 Disagree

1.00 – 1.80 Strongly disagree

Table 4.21 Results of Respondents Who Used to Tried Other Brands and

Used to Switch to the Other Brands

Used to switched Factors to be considered Mean SD

Packaging of the product 3.75 0.64 Color of the product 3.95 0.76 Odor of the product 3.25 1.33 Time using to clean a piece of dish 3.40 0.99 Have any effect on your skin 2.85 1.23 Easy to wash out 3.95 1.10 The dish is clean 3.55 1.10 Friendly to your skin 3.20 0.83 The price is 23 Baht for refill 220ml. 3.05 1.15 The price is 10 Baht for a bottle of 50 ml. 3.55 0.89 The price is 30 Baht for a bottle of 270 ml. 2.85 1.14 Want this product but would not change from current brand. 3.10 0.79 Satisfy with the quality of the sample product 3.30 0.86 Want to switch to use the sample product 2.85 1.04

Table 4.22 Results of Respondents Who Used to Tried Other Brands, but not

Switch to the Other Brands

Not switched

Factors to be considered

Mean SD Packaging of the product 3.65 0.67 Color of the product 3.65 0.59 Odor of the product 3.50 0.95 Time using to clean a piece of dish 3.60 0.75

47

Have any effect on your skin 2.25 1.21 Easy to wash out 3.60 1.05 The dish is clean 3.75 0.85 Friendly to your skin 3.40 0.99 The price is 23 Baht for refill 220ml. 3.30 1.08 The price is 10 Baht for a bottle of 50 ml. 3.40 0.94 The price is 30 Baht for a bottle of 270 ml. 3.25 1.25 Want this product but would not change from current brand. 3.45 0.89 Satisfy with the quality of the sample product 3.45 0.94 Want to switch to use the sample product 3.05 1.05

Table 4.23 Results of Respondents Who never Used to Tried Other Brands

Never tried

Factors to be considered

Mean SD Packaging of the product 3.55 0.89 Color of the product 4.00 0.73 Odor of the product 3.10 1.41 Time using to clean a piece of dish 3.45 1.00 Have any effect on your skin 2.30 1.17 Easy to wash out 3.45 1.39 The dish is clean 3.60 1.10 Friendly to your skin 3.00 0.97 The price is 23 Baht for refill 220ml. 3.60 0.94 The price is 10 Baht for a bottle of 50 ml. 3.55 1.15 The price is 30 Baht for a bottle of 270 ml. 3.75 0.91 Want this product but would not change from current brand. 3.10 0.79 Satisfy with the quality of the sample product 3.35 0.93 Want to switch to use the sample product 3.10 1.02

Table 4.24 Results of Respondents All of Three Groups

Used to switched

Not switched

Never tried

Factors to be considered

Mean level Mean level Mean level Packaging of the product 3.75 Agree 3.65 Agree 3.55 Agree Color of the product 3.95 Agree 3.65 Agree 4.00 Agree Odor of the product 3.25 Neutral 3.50 Agree 3.10 Neutral Time using to clean a piece of dish 3.40 Neutral 3.60 Agree 3.45 Agree Have any effect on your skin 2.85 Neutral 2.25 Disagree 2.30 DisagreeEasy to wash out 3.95 Agree 3.60 Agree 3.45 Agree The dish is clean 3.55 Agree 3.75 Agree 3.60 Agree Friendly to your skin 3.20 Neutral 3.40 Neutral 3.00 Neutral The price is 23 Baht for refill 220ml. 3.05 Neutral 3.30 Neutral 3.60 Agree The price is 10 Baht for a bottle of 3.55 Agree 3.40 Neutral 3.55 Agree

48

50 ml. The price is 30 Baht for a bottle of 270 ml. 2.85 Neutral 3.25 Neutral 3.75 Agree Want this product but would not change from current brand. 3.10 Neutral 3.45 Agree 3.10 Neutral Satisfy with the quality of the sample product 3.30 Neutral 3.45 Agree 3.35 Neutral Want to switch to use the sample product 2.85 Neutral 3.05 Neutral 3.10 Neutral

Information from Table 4.21 presented post-tested results of trying the sample

of new liquid dishwashing product by three groups of respondents composing of

group one, the respondents who used to switched using other brands before, group

two, were those who had experience of trying other brands but went back to use to

previous brands, last group were the respondents who never tried other brands before.

The results were presented as follow:

1) Packaging of the product

The respondents who never had experience of trying other brands before

concern more about packaging of the liquid dishwashing product at agreed level

(mean = 3.55), followed by the respondents who had experience switching to other

brands before were concern about the packaging at agreed level (mean = 3.75), and

finally the groups with experience trying other brands but not switch was concern

about the packaging at agreed level (mean = 3.65).

2) Color of the product

The respondents who had experience of trying other brands before but not

switch were concern about the color of the liquid dishwashing product at agreed level

(mean = 3.65), followed by the group who used to switched was concern about the

color at agreed level (mean = 3.95), and the group who never tried other brand before

was concern about the color at agreed level (mean = 4.00).

3) Odor of the product

The respondents who had experience of trying other brands before but not switch

were concern more about the odor of the product at agreed level (mean = 3.50), but,

the group who used to switched was concern about the odor at neutral level (mean =

49

3.25), followed by the group who had no experience of trying other brand before was

least concern about the odor at neutral level (mean = 3.10).

4) Time using to clean a piece of dish

The group of respondents who had experience of trying other brands before

but not switch was concern about time using to clean a piece of dish at agree level

(mean = 3.60). The group who never tried other brand before concern about time at

agreed level (mean = 3.45). The group who used to switch to use other brands before

was concern about the time at neutral level (mean = 3.40).

5) Have any effect on skin

The respondents who used to switch to other brands before were concern more

about the effective on skin of the liquid dishwashing products at neutral (mean =

2.85), but the group who had experience of trying other brand before, but not switch

was concern about the effective at disagreed level (mean = 2.25), followed by the

group who had no experience of trying other brand before was least concern about the

effective at disagreed level (mean = 2.30).

6) The Easiness of washing out

The respondents who had experience of trying other brands and switch to

other brands before were concern more about the easiness of washing out of the liquid

dishwashing products at agreed level (mean = 3.95), followed by the group who had

experience of trying other brands before, but not switch was concern about the

easiness at agreed level (mean = 3.60), and the group who had no experience of trying

other brand before was least concern about the easiness at agreed level (mean = 3.45).

7) The cleanliness of the dish

The respondents who had experience of trying other brands, but not switch to

other brands before were concern more about the cleanliness of the liquid

dishwashing products at agreed level (mean = 3.75), followed by the group who had

no experience of trying other brand before was least concern about the cleanliness at

agreed level (mean = 3.60). And the group who had experience to trying other brands

before, but used to switch was concern about the cleanliness at agreed level (mean =

3.55).

50

8) Friendly to skin

The respondents who had experience of trying other brands before, but not

switch were concern more about the friendliness to skin of the liquid dishwashing

products at neutral level (mean = 3.40), followed by the group who used to switch to

use other brands was concern about the friendliness at neutral level (mean = 3.20),

and also the group who had no experience of trying other brand before was least

concern about the friendliness at neutral level (mean = 3.00).

9) Price of 23 Baht for refill package of 220 ml.

The respondents who had no experience of trying other brands before were

concern about price of 23 Baht for refill package of 220 ml. of the liquid dishwashing

products at agreed level (mean = 3.60), but the group who had experience of trying

other brands before, but not switch was concern more about the price at neutral level

(mean = 3.30), followed by the group who used to switch to use other brands was

concern about the price at neutral level (mean = 3.05).

10) Price of 10 Baht for a 50 ml. bottle

The respondents who had experience of trying other brands and used to switch

to use other brands before and who had no experience of trying other brands were

concern more about the price of 10 Baht for a 50 ml. bottle of the liquid dishwashing

products at agreed level (mean = 3.55 equally), but the group who had experience of

trying other brand before, but not switch was least concern about the price at neutral

level (mean = 3.40).

11) Price of 30 Baht for a 270 ml. bottle

The respondents who had no experience of trying other brands before were

concern more about the price of 30 baht for a 270 ml bottle of the liquid dishwashing

products at agreed level (mean = 3.75), but the group who had experience of trying

other brand before, but not switch to use other brands was concern about the price at

neutral level (mean = 3.25), and the group who used to switch to use other brands was

least concern about the price at neutral level (mean = 2.85).

51

12) Want to switch to use the sample product (new brand) but did not want

to switch from current brand

The respondents who had experience of using other brands before but did not

switch to other brands stated that they wanted to use the new brand but did not want

to leave the current brand at agreed level (mean = 3.45). The respondents who had

experience of using other brands before stated that they want to use the new brand but

did not wanted to leave the current brand at neutral level (mean = 3.10). The

respondents who had no experience of trying other brands before stated that they

wanted to use the new brand but did not want to leave the current brand at neutral

level (mean = 3.10).

13) Satisfy with the quality of the sample product

The respondents who had experience of trying other brands before but did not

switch stated that they were satisfied with the sample product at agreed level (mean =

3.45). The group of respondents who never tried other brand before stated their

satisfaction with the sample product at neutral level (mean = 3.35). Finally, the group

of respondents who had experience switching to use other brands before stated their

satisfaction at neutral level (mean = 3.30).

14) Want to switch to use the sample product (new brand)

The respondent group who had no experience of trying other brands before

preferred to switch to use the sample liquid dishwashing product (new brand) at

neutral level (mean = 3.10). The group with experience trying other brand before and

switched to other brand stated that they were fair to switch to use the sample liquid

dishwashing product at neutral level (mean = 3.05). The last group with experience of

switching to use other brands before state their willingness to switch using the sample

liquid dishwashing product at fair level (mean = 2.85) .

4.12 Financial Analysis

4.12.1 Revenues forecasting.

Assume that the users buy one bottle of dishwashing liquid product per month

at 28 baht per bottle. Current female population in Bangkok is 2,952,999 (Bangkok

Administration, 2006). This study classified population by income levels into 4 levels

(table 4.2). Thus, each category is equal to 738,250 people. And then, calculation of

52

populations who buy dishwashing liquid product trough 3 types of distribution

channels including superstore, supermarket in department store, and grocery shop, the

result is 468, 272 people (see Chapter 4). Consumers will buy the product around

33.33 percent of them as the result of this research that there are 20 respondents from

60 respondents who ready to switch to the product. Thus, this study can predict that

potential customers who will buy the product from them around 156,075 people that

means 156,075 bottle per month. Its revenue is 52,441,200 baht that comes from

sales 156,075 bottles per month with 28 baht as fiscal table below. The forecasts

show in the table below comprises of pessimistic growth estimation, normal growth

estimation, and optimistic growth estimation.

Pessimistic growth = growth rate of –5 percent per year

Normal growth = growth rate of 5 percent per year

Optimistic growth = growth rat of 10 percent per year

Table 4.25 The Sales Forecast Table is for 5 Years

Sales Forecast

X 1000 baht Income Forecast for year 2007 to 2011

Year 2007F 2008F 2009F 2010F 2011F

Sales (Pessimistic) 52,441 49,819 47,328 44,962 42,714 Sales 52,441 55,063 57,816 60,707 63,743

Sales (optimistic) 52,441 57,685 63,454 69,799 76,779

4.12.2 Cash flow forecast.

For this business, the new comer loan 20 million baht from bank in the first

year. And then, this table as below shows that cash inflow and cash out flow in next

five years. The market share is around 2-3 percent of this market that is around 2.5

billion bath and also has growth rate of 5 percent continuously.

53

Table 4.26 The Table Indicates the Cash Flow for 5 Years

X 1000

baht Cash Flow Forecast

Year Initial Stage 2007F 2008F 2009F 2010F 2011F

Beginning Cash Balance (20,000) (7,491) 5,643 5,926 6,222 Cash inflow Sales 52,441 55,063 57,816 60,707 63,743 Total Cash Flow 52,441 55,063 57,816 60,707 63,743 Available Cash Balance 32,441 47,572 49,951 52,448 55,071 Cash Outflow Initial Investment (20,000) Cost of goods sold 25,284 26,548 27,876 29,270 30,733 Sales Commission 1,298 1,363 1,431 1,503 1,578 Research and

Development 1,000 1,050 1,103 1,158 1,216 General and

Administration 4,050 4,253 4,465 4,688 4,923 Promotion and

Advertisement 6,000 6,300 6,615 6,946 7,293 Tax 1,800 1,890 1,985 2,084 2,188 Depreciation 500 525 551 579 608 Total Cash Outflow (20,000) 39,932 41,929 44,025 46,227 48,538 Ending Cash Balance (20,000) (7,491) 5,643 5,926 6,222 6,533

4.12.3 Income forecast.

This table shows that the income in each year is worth to invest and how much

the new comer will get.

54

Table 4.27 The Income Forecast for 5 Years

Income Forecast for year 2007 to 2011

Year 2007F 2008F 2009F 2010F 2011F

Sales (156,075x28)x12 52,441 55,063 57,816 60,707 63,743 Cost of Good Sold (13.5) 25,284 26,548 27,876 29,270 30,733 Gross Profit 27,157 28,515 29,941 31,438 33,010 Operating Expenses - Rent (Super store and

supermarket) - Sale commission

(5%/unit) 12,000 12,600 13,230 13,892 14,586 Research and

development 1,573 1,652 1,734 1,821 1,912 Administrative Expenses 1,000 1,050 1,103 1,158 1,216 Promotion and

Advertisement 4,050 4,253 4,465 4,688 4,923 (Coupon 4 baht/unit) 6,000 6,300 6,615 6,946 7,293 Total operating expenses - Operating Income 24,623 25,854 27,147 28,504 29,930 Interest paid(MLR+1%) - Income before tax - Corporate tax(30%) 2,534 2,661 2,794 2,933 3,080 Net Income 1,700 1,785 1,874 1,968 2,066 Loan (20,000x1000)

4.12.4 Human resource management.

The company will be divided into the following department: sales, marketing,

accounting, finance, administration, labor, and procurement. The company will

employ around 10 people to run the whole business as below. They are under directly

to managing director of the company.

55

Table 4.28 The Employment and Salary Structure of the Company

Department No. of employee Salary per person Total Accounting 1 30,000 30,000

Administration 2 30,000 60,000 Finance 1 30,000 30,000

Sales 2 20,000 40,000 Marketing 2 30,000 60,000

Procurement 2 25,000 50,000 Grand Total 10 165,000 270,000

In conclusion, the respondents are decision makers and users to be the most,

just users, and decision maker only to be come second and third respectively. They,

moreover, have attitude toward their product and after trial the new product in quite

similar whether known their exiting brand, changing to try the new one, even if

satisfaction in the trial product expect the group of just users. They are unsatisfied the

product after trail, but not much. For the product feature, they feel that is not the

same with their product. Its price is a little bit higher. Thus, they make the

respondents to unsatisfied. Fiscal forecast, moreover, for five years that base on these

data. For summarization of all data, it will be occur in the next chapter.

56

Chapter 5

Conclusions and Recommendations

The study used depth interview of 40 respondents who are the decision makers

or users or both of liquid dishwashing products as samples. Form the interview, the

researcher found that the respondents can be separated three groups that are

respondents who have ever trial the new product and switched to the ones already,

have ever trial the new product, but did not switch to the new ones, and never trial the

new ones for behavior and attitude analysis. Descriptive and inferential statistics

were employed to describe demographic data and behavior of the respondents test

hypotheses. Financial analysis was employed to analyze the financial projection of the

new product launching.

The results revealed that the three big groups of respondent have similar

learning, thinking, and attitude toward the new product. Television is the best media

to make the customer to be aware of the products’ news and information. When

regard to the product factors, the results revealed that quality and price influenced the

customers in their decision to purchase. They want to get the dishwashing liquid

product that is cleanness, easy to wash, and reasonable price. Most customers

expected that price of the new product to be the same standard as their existing

brands. The new brand has to be launched the product with same or lower price with

good promotion and quality to be attractive and making them to switch to another

brand. Also advertisement on T.V. was the first choice to promote and introduce the

product at the first time.

Majority of the respondents are very sensitive to price, the new comer, thus,

should offer the good promotion whether discount or premiums to attract them to try

and switch the brand. Thai culture is collectivism, so buzz marketing is worked

effectively. The new brand should have demonstration the product in the fairs to

make consumers to clear in the new product performance and prevent the doubt in the

new brand.

Based on the results from depth interview’s results, we found that many

customers are ready or want to switch to use the new brand. It means that out of

2,952,999 people of female consumers in Bangkok, there will be 738,250 people of

potential customers as chapter 4. And then, calculation of populations who buy it in

57

Superstore, Super market in department store, and grocery shop, the result is 468, 272

people. Consumers will buy the product around 33.33 percent of them as the result of

this research that there are 20 respondents from 60 respondents who ready to switch to

the product as below table. Thus, this study can predict that potential customers who

will buy the product from them around 156,075 people that means 156,075 bottle per

month. Its revenue is 52,441,200 baht that comes from sales 156,075 bottles per

month with 28 baht. And about the growth rate is around 5 percent as market

expending. The breakeven will be come up within 5 years.

Want to switch brand to use new brand

Group Strong

Disagree Disagree Moderate Agree Strong Agree

Total

Ever switch 3 3 7 4 0 17 Ever trail, but not

switch 1 6 5 4 2 19

Never trial 1 5 8 8 1 4 Total 5 14 20 17 3 60

Figure 5.1 Figure of Respondents Want to Switch to the New Brand

For the new brand, the study found that it should have performance as same as

or more the existing products or have some advantage to be outstanding in order to

attract the consumers who are innovativeness. The next is launching the new brand

on T.V. as three hits theory and also booth exhibition. For its price should be close

with the market price, but include good promotions that is giving some discount and

have premium to attract the followers. The suitable distribution channels are super

markets in department store and superstores.

Recommendations

Information collected from survey questionnaires and in dept interviews were

analyzed and concluded in each category as presented below:

Liquid dishwashing product market will be expend continuously following

other types of consumer products because the population growth rate increasing and

customers are always seeking for a new brand that could satisfy their needs, and if the

new brand can offer them the better price and quality. The product is one of the most

fast moving goods in the consumer product industry. Market is easy to enter, but

58

difficult to survive, because the new comer has to launch the better or same quality

with lower price and better marketing promotion campaigns. The producer must

spend time and money to build up its brand and spend more time to educate

consumers about the products. However, the new product that has never been sold in

the market might be hard to enter this market and survive at the introduction stage.

The new brand will face with high cost of distribution that at present already

carry many brands in their hands. Thus, the new brand producer has to reduce cost of

distributions and spend more budgets for marketing promotion activities. The

producer also has to focus on the product’s quality and product’s innovation.

Although, most of consumers are price sensitive, but once they compare the quality of

product at similar prices, they would be more opportunity for higher quality product

to be sold if the consumers feel the new product could satisfy their needs.

59

References

AC Nielsen Retail Audit Thailand. (2006).

Anurit, P. (2005). Research and creativity. Bangkok: KornkanokKanpim.

Atuahene-Gima, K. (1997). Product Innovation Management, 14(6), 498.

Bharadwaj, S., Clark, T, & Kulviwat, S. (2005). Marketing, market growth, and

endogenous growth theory: An inquiry into the cause of market growth.

Academy of Marketing Science Journal, 33(3), 347.

Boston Consulting Group. (2007).

Chaturunkakul, A., & Chaturungkakul, D. (2003). Consumer behavior Bangkok:

Booklink.

Cowling, K. (1992). Sunk costs and market structure: Price competition, advertising,

and the evolution of concentration by John Sutton. The Manchester school of

Economic and Social Studies, 60(3), 350.

David, T., Wilson, H., Lee Mathews, James, W. H. (1975). The Journal of Consumer

Research, 1(4), 39-48.

Dulany, D. E. (1968). Awareness, rules, and propositional control: A confrontation

with S-R behavior theory. In T.R. Dixon&D. L. Horton (Eds.), Verbal

behavior, and general behavior theory. EnglewoodCliffs, NJ: Prentice Hall.

Fishbein, M. (1967). Readings in Attitude Theory and Measurement. New York:

Wiley.

Harrell, G. D., & Bennett, P. D. (1986). An evaluation of the expectancy value model

of attitude measurement for physician prescribing behavior. Journal of

Marketing Research, 11, 269.

Hawkins, R., Best, J., & Coney, K. A. (2001). Consumer behavior (8th ed.). New

York: McGrow-Hills.

Hogarth, R. M., & Karelaia, N. (2005). Simple models for multi attribute choice with

many alternatives: When it does and does not pay to face trade-offs with

Binary attributes.

Holland, J., & Baker, S. M. (2001). Customer participation in creating site brand

loyalty. Journal of Interactive Marketing,15(4), 34.

Housing Brands attacked, Sunlight suffered from local brands. (2006). Daily Manager.

60

John, C. B., James, S. D., & Jianmin, J. (2006). Using attributes to predict objectives

in preference models. Decision Analysis, 3(2), 100.

Johnson, S. R. (2002). Fishbein’s attitude. Retrieved August 10, 2007, from

http://zimmer.csufresno.edu/~johca/spch100/6-7-fishbein.htm.

Kajonsak, B. (1999). Research statistic 1. Kasetsat University.

Kitiya, K. (2005, October 10). Consumer insight. Bangkok Post.

Kotler, P., & Keller, K. L. (2006). Marketing management (12th ed.). New York

:McGrow-Hills.

Liquid dishwashing product market. (2005). BrandAge magazine

Lutz, H. (1998). Store image and the prediction of performance in retailing. Journal

of Business Research.17(1), 91.

Market navigation. (2005).

Marketing Week. (2006, October 19). p. 33.

Marshall, C., & Rossman, G., (2006). Designing qualitative research (3rd ed.).

Michael, J., Ryan, E. H. & Bonfield. (1975). The Journal of Consumer Research, 2(2)

118-136.

Nelson, R. R., Whitener, E. M., & Philcox, H. H. (1995). The assessment of end-user

training and needs association for computing machinery. Communications of

the ACM, 38(7), 27.

Osgood. (1957). Osgood and semantic differential. Retrieved August 20, (2006) from

http://www.ciadvetising.org.student_account/spring_02/adv382J/kcw2287/Me

asurement%20Theory/semantic.html.

Polnikorn, S. (2005). Consumer behavior. Bangkok: Holistic Publishing. Product life

cycle. (2007). Retrieved February 22, 2007, from http://www.marketingteacher

.com

Registration Department, Ministry of Interior, (2006).

Sage Publications. (1999). p.115.

Sample. (n.d.). Retrieved July 13, 2007, from http://en.wikipedia.org/wiki.Sample.

Schiffman, L. G., & Kanuk, L. L. (2007). Consumer behavior (9th ed.) New York

:McGrow-Hills.

Walsh, K. (2003). Chemical Week, 165(29), 24.

61

Appendix A

Screening Questionnaire (English) And

Moderator Guide (English)

Shinawatra University

Questionnaires

A FEASIBILITY STUDY OF LAUNCHING LIQUID DISHWASHING PRODUCT

This survey questionnaire is a part of MBA program Shinawatra University

Your information will be very useful in the study. Thank you for your fulfill in

these questionnaires

Mr. Surapong Surawanthanakul

MBA (Master of Business Administration)

Shinawatra University

62

SCREENING QUESTIONNAIRE

Questionnaire No.

_ _ _ _ _ _

Name: Last Name: Gender: Female Address

Tel: 1. Home ( ) ext. 2. Office ( ) ext.

3. Mobile: ( ) 4.Pager ( )

Interviewer: ID:

Supervisor: Evaluation: Quality Review:

“Hello, I am , an interviewer from the Shinawatra International University. I would like you to answer these question to collect the data of this project. This survey will take approximately 10 minutes of your time. As a user and buyer, your opinions are very important to us. Remember, there are no right or wrong answers to these questions that we ask you, but rather it is your opinion that we are seeking. And the information that you provide is strictly confidential.”

Date

__/___/____

Record Time Start:

_ _ : _ _

63

For Official Use

S1. Could you tell us your age? ________ Years (Open ended) □

1. 18-22 years old 2. 23-28 years old 3. 29-40 years old 4. 41-55 years old 5. 56-65 years old

S2. What is your occupation? □

1. Housewife 2. Private Company 3. Government/State Enterprise 4. Student 5. Entrepreneur 6. No Job

S3. How much is your income? □

1. 0-10,000 Baht 2. 10,001-15,000 Baht 3. 15,001-20,000 Baht 4. 20,001-25,000 Baht 5. More than 25,001 Baht

S4. What kind of housing do you live? □ 1. Single House or Townhouse 2. Condominium/Apartment

S5. What your status is in your house? □

1. Owner 2. Dependant 3. Lessee

S6. Are you a decision maker to buy a dishwashing liquid product? □ 1. Yes 2. No

S7. Are you the end user? □

1. Yes 2. No

Remark: If any respondent answer no in S.5 and S.6, Thanks and terminate.

S8. What product is used for? □

1. Housework 2. Business

64

S9. Please specify the brand of the dishwashing liquid product in which you are the main user.

__________(Brand)____________

S10. What media do you known the brand that you currently use it? □ 1. Radio 2. T.V. 3. Magazine 4. Billboard 5. Newspaper 6. Movie Theater 7. Reference persons 8. Location on shelf 9. Other………………….

S11. What medias make you to decide to buy the brand? (uses S10 to rank)

□ □ □ □ □ □ □ □ □ S12. Why have you used that product? (please rank)

1. Quality □

2. Price □

3. Packaging □

4. Skin Care □

5. Quantity □

6. Suggestion □

7. Advertising □

8. Easy to buy (Location) □

9. Promotion □

10. Brand □

11. Smell □

12. Environmental Friendly □

13. Other………………….. □ S13. Where have you bought the product? (please rank)

65

1. Grocery Shop □ 2. Convenient Store (7-11, Mini-marts) □

3. Supermarket in Department Store □

4. Superstore (Makro, Tesco-Lotus, Carrefour, Big-C and so on) □

5. Mini-Marts in gasoline station □

6. Direct Sale (Amway, Giffarine, so on) □

7. Other…………………. □

S14. How many bottles you purchase each time □ 1. 1-2 bottles 2. 3-6 bottles 3. 7-12 bottles 4. More than 12 bottles

S15. How often you purchase the product? □ 1. Less than a month 2. Twice a month 3. Other………………………..

S16. How much is it? □ 1. 0-30 Baht 2. 31-40 Baht 3. 41-50 Baht 4. 51-70 Baht 5. More than 71 Baht

S17. What kinds of package do you like to buy? □ 1. Bottle 2. Refill 3. Mini-Bottle 4. Other…………

S18. What kinds of promotion which make your want to change to another brand? (please rank)

1. Point of Purchase □

2. Discount □

3. Sweepstakes □

4. Games □

66

5. Premiums □

6. Advertising Specialties □

7. Coupons □

8. Sample □

9. Other………………… □

S19. Have you ever tested another brand? □ 1. Yes 2. No

S20. Why did you try another one? □ 1. Suggestion 2. Promotion 3. Lower Price 4. Just try 5. Packaging 6. New product 7. Place 8. Advertising 9. Other…………………………

S21. Did you select to use the new brand? □ 1. Yes 2. No

Remark: If any one answer “No” in S19, please move to S24. S22. Why did you select to use the new brand? ____________________________________ S23. Why did not select to use the new brand? ____________________________________ S24. What qualifies do you want the dishwashing liquid product be? _________________________________________________ _________________________________________________

67

Moderator Guide

Testing Dishwashing Liquid Product Phase I 20 minutes

A speech advise and thank to attend this researching includes to inform the objective of sharing conversation that this conversations will take time about 90 minutes.

To request your answers the questions to follow your opinion has no wrong or right answers your opinion only is the thing that us wants to know.

All your answer will use for the research only.

The questions are: your name is / How old are you / an occupation is / how often you use or buy it/ Which qualify do you select (cheap, good, or so on)?

Give the questionnaire

Ask the respondents about the qualification of the product that there are affect on your buying behavior. For example, Brand, color of product, packaging, price, and smelling

Phase II-Design 120 minutes Explain step by step to do this research. Start to wash a dish for our product and a dish

for other one (5 minute per person)

Which one finished gives the questionnaire to investigate the attitude.

Phase III 20 minutes

Thank you and pay the opportunity cost or souvenir

68

Questionnaire Group# No# After you test the new product, How do you feel with our product?

5= Strongly Agree 4= Agree 3= Moderate 2= Disagree 1= Strongly Disagree

Part I Psychical Attitude Most Least 1 Packaging of the product 5 4 3 2 1 2 Color of the product 5 4 3 2 1 3 Smell of the product 5 4 3 2 1 4 Time using to clean 5 4 3 2 1 5 Have any effect on your

skin 5 4 3 2 1

6 Easy to wash out 5 4 3 2 1 7 The dish is clean 5 4 3 2 1 8 Friendly to your skin 5 4 3 2 1 Part II

Value for Money

1 The price is 23 Baht for refill 220ml.

5 4 3 2 1

2 The price is 10 Baht for a bottle of 50 ml.

5 4 3 2 1

3 The price is 30 Baht for a bottle of 270 ml.

5 4 3 2 1

Part III

Level of Satisfaction

1 Like this product but not change from current brand.

5 4 3 2 1

2 Satisfy with the quality of the product

5 4 3 2 1

3 Want to switch brand to use this product

5 4 3 2 1

69

Appendix B

Screening Questionnaire (Thai) And

Moderator Guide (Thai)

มหาวิทยาลัยชินวัตร

แบบสอบถาม

เรื่อง การศึกษาความเปนไปไดของตลาดน้ํายาลางจานในการออกผลิตภัณฑใหม

แบบสอบถามนี้เปนสวนหนึ่งของหลักสูตรบริหารธุรกิจมหาบัณฑิต มหาวิทยาลัยชินวัตร

ขอมูลของทานมีประโยชนและคุณคาอยางยิ่งในการศึกษาวิจัย จึงขอขอบพระคุณทุกทานเปนอยางสูงที่ใหความ

รวมมือในการตอบแบบสอบถามนี้

นาย สุรพงษ สุรวรรธนกุล นักศึกษาหลักสูตรบริหารธุรกิจมหาบัณฑิต (MBA) มหาวิทยาลัยชินวัตร

70

SCREENING QUESTIONNAIRE

แบบสอบถามที่ _ _ _ _ _ _

ช่ือ: นามสกุล: เพศ:

ท่ีอยู

โทร

:

1. บาน ( )

ตอ.

2. ท่ีทํางาน ( ) ตอ.

3. มือถือ: ( ) 4.เพจเจอร( )

ผูสัมภาษณ: ท่ี:

“สวัสดีครับ/คะ ผม/ดิฉัน______________เปนผูสัมภาษณจากมหาวิทยาลัยชินวัตรเพื่อสอบถามความคิดเห็น ผม/ดิฉันอยากจะขอใหคุณชวยตอบคําถามเพื่อเก็บขอมูลทําโปรเจ็คนี้หนอยนะครับ/คะ การสอบถามนี้จะใชเวลาประมาณสิบนาที ในฐานะที่คุณเปนผูซื้อหรือผูใชผลิตภัณฑนี้ ความคิดเห็นของคุณมีความสําคัญตอการศึกษาในครั้งนี้อยางมาก ขอใหทราบวาการตอบคําถามนี้ไมมีผิดหรือถูกเปนเพียงแตความคิดเห็นสวนตัวอยางแทจริงไมไดเกี่ยวของตอสิ่งใดสิ่งหนึ่ง

วันที่

__/___/2550

เริ่มเวลา:

_ _ : _ _

71

สําหรับเจาหนาที่

1. ตอนนี้ไมทราบวาอายุเทาไร □

6. ระหวาง 18-22 ป 7. ระหวาง 23-28 ป 8. ระหวาง 29-40 ป 9. ระหวาง 41-55 ป 10. ระหวาง 56-65 ป

2. อาชีพของคุณ □

7. แมบาน 8. พนักงานบริษัทเอกชน 9. ขาราชการ 10. นักศึกษา 11. เจาของบริษัท 12. วางงาน

3. เงินเดอืนเทาไหร □

6. 0-10,000 บาท 7. 10,001-15,000 บาท 8. 15,001-20,000 บาท 9. 20,001-25,000 บาท 10. มากกวา 25,001 บาท

4. สถานที่พักอาศัยเปนแบบใด □

3. บานเดี่ยว หรือ ทาวเฮาส 4. คอนโดมเินียมหรืออพารทเมนต

5. คุณอยูสถานะใดในที่พักอาศัย □

4. เจาของ 5. ผูอยูอาศยั 6. ผูเชา

72

6. คุณเปนผูตัดสนิใจในการซื้อผลิตภัณฑน้ํายาลางจานรึเปลา □ 3. ใช 4. ไม

7. คุณเปนผูที่ใชผลิตภัณฑน้ํายาลางจานรึเปลา □

3. ใช 4. ไม

หมายเหต:ุ ถาผูใหสัมภาษณตอบวาไมในคําถามขอที่ 6 และ7 ก็ใหขอบคุณและยุติการสอบถาม

8. คุณใชน้ํายาลางจานเพื่อ □

3. งานบาน 4. ธุรกิจ

9. กรุณาระบุยี่หอของน้ํายาลางจานที่คุณใชเปนประจําอยูในขณะนี ้

__________(ยี่หอ)____________

10. คุณรูจักยี่หอนีจ้ากสื่อใด □

10. วิทย ุ11. ทีวี 12. แมกกาซีน 13. ปายโมษณา 14. หนังสือพิมพ 15. โรงภาพยนต 16. บุคคลอางอิง 17. ที่ต้ังบนชั้นในรานคา 18. อื่นๆ โปรดระบุ………………….

11. สื่อใดทําใหคุณตัดสินใจเลือกใชยี่หอนี้(โปรดจัดอันดับ)

a. วิทย ุ □

b. ทีวี □

73

c. แมกกาซีน □

d. ปายโฆษณา □

e. หนังสือพิมพ □

f. โรงภาพยนต □

g. บุคคลอางอิง □

h. ที่ต้ังบนชั้นวางในรานคา □

i. อื่น(โปรดระบุ)……………………… □ 12. ทําไมคุณถึงเลือกใชผลิตภัณฑนี้ (กรุณาจัดอันดับ)

14. คุณภาพ □

15. ราคา □

16. ลักษณะบรรจุภัณฑ □

17. ดูแลผิว □

18. ปริมาณ □

19. คําชักชวน □

20. โฆษณา □

21. หาซื้องาย □

22. รายการสงเสริมการขาย □

23. ยี่หอ □

24. กลิ่น □

25. ดูแลสภาพแวดลอม □

26. อื่นๆ(โปรดระบุ)………….. □

13. ที่ใดที่คุณซ้ือผลิตภัณฑ (กรุณาจัดอันดับ)

8. รานขายของชํา □

74

9. รานสะดวกซื้อ(เซเวนอีแลฟเวน มินิมารท) □

10. ซูปเปอรมารเกต็ในหางสรรพสินคา □

11. ซูปเปอรสโคร (แมคโคร โลตัส คารฟูร ) □

12. มินิมารทในปมน้ํามัน □

13. ขายตรง (แอมเวย กริฟฟารีน) □

14. อื่นๆ(โปรดระบุ)…………………. □

14. จํานวนในการซื้อแตละคร้ัง □

5. 1-2 ขวด 6. 3-6 ขวด 7. 7-12 ขวด 8. มากกวา 12 ขวด

15. ซ้ือบอยแคไหนตอคร้ัง □

4. นอยกวา1คร้ังตอเดือน 5. 2คร้ังตอเดือน 6. อื่นๆ (โปรดระบุ)…………………..

16. ราคาเทาไหรตอชิ้น □

6. 0-30 บาท 7. 31-40 บาท 8. 41-50 บาท 9. 51-70 บาท 10. มากกวา 71 บาท

17. บรรจุภัณฑชนิดใดที่คุณชอบซื้อ □

5. ขวด 6. ชนิดเติม 7. ขวดแบบพกพา 8. อื่นๆ(โปรดระบุ)…………………

75

18. รายการสงเสรมิการขายแบบใดที่คุณคิดวาทําใหคุณเปลี่ยนไปใชยี่หออื่น (กรุณาจัดอันดับ)

10. จุดขายทีม่ีการสาธิตสินคา หรือ แบบโลโกคิดอยูในที่เดนชัด □

11. ลดราคา □

12. สงชิงโชค □

13. มีสวนรวมเลนเกมชิงรางวัล □

14. มีของแถม □

15. การโฆษณาสาระนารูอยางอื่นที่บรรจุภัณฑ □

16. คูปองสวนลด □

17. มีสินคาตัวอยางใหลอง □

18. อื่น(โปรดระบุ)………………… □

19. เคยลองใชสินคายี่หออื่นรึไม □

3. ใช 4. ไม

หมายเหตุ ถาในขอ19ตอบวาไมใหยายไปตอบขอที่ 23-24 เลย

20. ทําไมคุณถึงลองใช □ 10. คําชักชวน 11. รายการสงเสริมการขาย 12. ราคาถูกกวา 13. แคลอง 14. บรรจุภัณฑ 15. สินคาใหม 16. หาซื้องาย 17. สื่อโฆษณา(โปรดระบุ)………………………………… 18. อื่นๆ…………………………

21. แลวคุณเลือกใชยี่หอใหมรึ □

76

3. ใช 4. ไม

22. ทําไมเลือกใชสินคาตัวใหม

____________________________________

23. ทําไมไมเลือกใชสินคาตัวใหมหรือตัวอื่น ____________________________________

24. คุณสมบัติแบบใดที่คุณคิดวาผลิตภัณฑน้ํายาลางจานควรจะม ี

_____________________________________

77

Questionnaire เลขที่ หลังจากที่คุณลองใชสินคาตัวใหมนี้แลว มีความรูสึกอยางไรบาง

5= เห็นดวยอยางมาก

4= เห็นดวย

3= เฉย เฉย

2= ไมเห็นดวย

1= ไมเห็นดวยอยางยิ่ง สวนที่ 1 ทัศนคติตอตัวสินคา มาก

ที่สุด นอย

ที่สุด 1 บรรจุภัณฑของผลิตภัณฑ 5 4 3 2 1 2 สีของผลิตภัณฑ 5 4 3 2 1 3 กลิ่นของผลิตภัณฑ 5 4 3 2 1 4 เวลาที่ใชทําความสะอาด 5 4 3 2 1 5 ความรูสึกแพตอผิวหนังของคุณ 5 4 3 2 1 6 ลางออกงาย 5 4 3 2 1 7 ลางแลวจานสะอาด 5 4 3 2 1 8 ดูแลผิวหนังคุณ 5 4 3 2 1 สวนที่ 2

ความคุมคาราคา

1 ราคา23 บาทสําหรับชนิดเติม220 มิลลิลิตร

5 4 3 2 1

2 ราคา10 บาทสําหรับขวดขนาด50มิลลิลิตร

5 4 3 2 1

3 ราคา30 บาทสําหรับขวดขนาด270 มิลลิลิตร

5 4 3 2 1

สวนที่3 ระดับความพึงพอใจ 1 ตองการสินคานี้แตไมเปลี่ยนจากตัวเดมิ 5 4 3 2 1 2 พึงพอใจกับคุณภาพของสินคา 5 4 3 2 1 3 ตองการเปลี่ยนมาใชยี่หอที่ทดลองนี้ 5 4 3 2 1

78

Biography

Name: Surapong Surawanthanakul

Date of Birth: Nov 01, 1979.

Place of Birth: Bangkok, Thailand

Institutions Attended: Shinawatra University, M.B.A.

The University of Thai Chamber Of Commerce, B.A.

Position and Office: Sales Executive, Alpine Electronics of Asia Pacific Co.,Ltd.

Home Address: 304 Soi Ucharean 29 Ratchada-Pisek Rd. Samseannok,

Huai Khwang, Bangkok, Thailand 10310

Telephone: 66-8-1901-2264

E-mail: pong0213@yahoo.com