P&G Europe: Ariel Ultra’s Euro-Brand Strategy - İlker Temir · PDF fileP&G Europe:...
Transcript of P&G Europe: Ariel Ultra’s Euro-Brand Strategy - İlker Temir · PDF fileP&G Europe:...
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P&G Europe: Ariel Ultra’s Euro-Brand Strategy
Group 2 Stephane Willaert
James Matthys-Donnadieu Brian Haeck
Annick Bolland Rob Roelandts
Ilker Temir
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Production Cycle
Product Cycle in 1970s
• Distributed R&D • Different prices from same suppliers • Manufacturing at multiple sites • Multiple formulas for the same product
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Euro-Branding Timeline
1970 1980 1990
“Kingdom” of GMs
Unsuccessful “Pampers Experiment”
Some success of Euro-Branding
Centralization
“The Compact Challenge” Ariel Ultra
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The New Ariel Ultra
Old Ariel Ariel Ultra
Country specific formulas (with or without phosphate)
One formula (without phosphate)
Various densities Fixed density
Different perfumes in different countries One perfume
A wide range of package sizes and designs
European-wide, much less range of package sizes and designs
Outcome is a “highest common factor” European product
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The Strategy
Convert the market to compact detergent or create a niche?
15% 30%
Ariel Powder Vizir (Liquid)
Ariel Ultra (Compact)
Pricing
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Launching Strategy
The German Launch • Launched in May 1989 • 2 kg size compact, fully equivalent to a regular 3 kg • Priced between regular detergent and premium liquid • Primary focus on environmental friendliness • Secondary focus on performance
The French Launch • Planned for September 1989 • 3 kg size compact, promoted as roughly equivalent to a regular 5 kg. Same for 5 kg size compact, promoted as equivalent of 8 kg • Focus on environmental friendliness
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Competitive Preemptive Strike
In July 1989, Unilever launched Skip Micro
Skip Micro Ariel Ultra P&G Competitive Analysis
Removed fillers from regular phosphate based Skip
New European-wide design with higher performance
Skip Micro has poorer performance than regular Skip or Ariel
Using a 2.2 = 5 slogan. Planned to position 3 kg instead of 5 kg regular
Much larger dose of Skip Micro is required than Ariel Ultra for an equivalent job
Skip Micro 2.2 kg was priced lower than Skip regular 5 kg
Planned to position Ariel Ultra in mid-premium (15% extra)
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Unilever’s Strategy
Destroying the Compact Detergents
“Competitor knew that their product was inferior. So they wanted to induce consumer to try compact and reject it, thereby, damaging the valuable segment P&G had hoped for”
First Mover Advantage “Competitor was buying time, using a quickly developed, lower quality product to gain first-mover advantage, but planning to upgrade the formula as quickly as possible”
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What To Do
QUESTIONS:
1. How should P&G respond to Unilever’s Skip initiative in France?
2. To what extent this response will challenge Euro-Brand approach?
3a. What are the benefits of a (unified) pan-European product/brand?
3b. What are the drawbacks of a (unified) pan-European product/brand? 3c. Which elements of the product/brand benefit most from a pan-European approach? Which least? 3d. How consistent should Procter and Gamble have sought to be on the degree of “Europeanness” or “localness”? 3e. How successful was Procter and Gamble in the development process?
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Country Overview
France
Germany
ETC
Eismann Italy
Spain
Ariel Ultra Delivery team
Higher cost But ecological
Holland
UK
3kg 4kg 5kg
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Pan-European Brand Advantages
• Economies of scale • Brand consistency and reliability • Better control on organization • Quicker product development time & time-to-market • Coordinated roll-out and product life cycle management • Shift R&D focus to innovations and new products • Improvements to products after launch is easier • Easier benchmarking with competitors • Increased customer awareness and recognition
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• No possibility of adapting local needs • No/Limited possibility of tailor made response to local competition • May lead to frustration at GM level – They are not in control anymore • Potential lack of involvement in local subsidiaries • Inherent problems of matrix organizations • Higher product costs due to “highest common factor” • Brings challenges to thorough market testing – Increased risk • May kill creativity
Pan-European Brand Disadvantages
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Pan-European Brand Who Benefits
• R&D
• Procurement
• Manufacturing
• Overhead support functions
Economies of Scale!
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Pan-European Brand Who Doesn’t Benefit
Marketing!
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Europeanness vs Localness
We think P&G should follow a “glocal” strategy, seeking the optimal local and global balance.
Key aspects in this optimal balance:
• Europe-wide common product features and aspects • Products with a potential for “Europeanization” • Trends in legislations and being proactive (i.e. phosphate) • Cost/Benefit analyses of “non-Europeanizable” products
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Success of Development
We think that P&G was successful.
• Demonstrated high level ownership • Cross functional project team • Early involvement (=commitment) of subsidiary marketing departments • Keeping stakeholders informed (GMs via marketing) • Country visits Meyers and Murray • Premium pricing vs replacement of existing product
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How Should P&G Respond? We think P&G should do the following:
• Emphasize quality equivalence with Ariel standard • Emphasize the environmental theme – differentiator • Allow 2 kg boxes in French market (available in Germany) • 2 kg of Ariel Ultra is still 24% cheaper than 5 kg of Ariel standard without changing 15% premium pricing
Overall Strategy:
• Emphasize key propositions: Compactness and environment friendliness • Emphasize quality equivalence • Do not point out premium pricing
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Our Conclusion
No effect on Euro-Branding:
• The environmental theme stays the same • 2 kg packaging already exists in Germany and can be “Europeanized” • Pricing policy unchanged
Overall, there is no change in value proposition!
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Questions
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Annex French GM Notes
• Phosphate legally allowed => non phosphate is too expensive • Preference for Flanker strategy to get premium product to boost margin and take market share • France prefers large packages (don’t like the “one packaging for Europe” strategy) • Test market feb 89; launch planned sept89 • Pitch: ecologically against LeChat (Henkel) • July 89: UniLever launches Skip Micro (2.2 = 5)
General • Distrust Euro-Brand strategy because it ignores regional differences in buying behaviour • If ETC strategy fails, results and responsibilities will show up in regional bottom line
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Annex German GM Notes
• Phosphate legally banned => ok with non-phosphate • Launch may 89 • Focus “environmental” against Henkel
General • Distrust Euro-Brand strategy because it ignores regional differences in buying behaviour • If ETC strategy fails, results and responsibilities will show up in regional bottom line
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Annex European President Notes
• In favour of “one formula” concept
• No further comments found.
• But: - Likely to support one formula and one package if this is creating value (reducing costs, increasing sales, taking market share or all) - Likely to prefer balanced matrix power distribution to political strongholds
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Annex Italian GM Notes
• Phosphate legally banned => ok with non-phosphate
General • Distrust Euro-Brand strategy because it ignores regional differences in buying behaviour • If ETC strategy fails, results and responsibilities will show up in regional bottom line
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Annex Spanish / Portugese GM Notes
• Phosphate legally allowed => non phosphate is too expensive
General • Distrust Euro-Brand strategy because it ignores regional differences in buying behaviour • If ETC strategy fails, results and responsibilities will show up in regional bottom line
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Annex Headquarters Notes
No comments found
But: - Likely to support one formula and one package if this is creating value (reducing costs, increasing sales, taking market share or all) - Likely to prefer balanced matrix power distribution to political strongholds
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Annex Ariel Ultra Delivery Team Notes
• Want to launch pan-European by September1989 • Time pressure => only one formula can be developed • Would prefer unified formula and packaging as this reduces complexity and speeds up the rollout