YP -A
William Alden Chandra 29119002
Rabialdy C Wiraputra 29119048
Mounique Ardita J G 29119074
Yunis Septy Sausan 29119076
Market Unilever in Brazil performance related to the
detergent market in Brazil quiet imprensive. In
analysis 1996 unilever was leader in the detergent powder
category in Brazil with an 81% market share
achieved with three brands
Their expand they business not only on are
Company - They have to do market duration but by other division such as home care,
research first to estimate the behaviour personal care and foods
for low income customers segment.
For laundry soap unilever achieved almost 36%
What low income customer really want
from market share and the rest of it owner by
and really need in order to provide the
others
best product that produce value for low
income segment. They have to For detergent powder, Unilever achieved almost
differentiated their product from other half of market share
competitors in order to provide
competitive advantages.
Market Analysis (cont)
Community - North East
Political Economic Social Technological
Central government Consists of middle- Washing clothes is a must Relatively low shown
does not exist so that income consumer because it shows the status by the use of washing
development stalled income of women in the family machines that have
not been owned by
Income per capita 53% of the population many people
2,250 $ consists of E + and E-social
classes
Mixed European and Africa
Market Analysis (cont)
Community - South East
Political Economic Social Technological
Central government Consists of low- Washing clothes is not The technological
that causes the area middle income mandatory and women's used in south east
quickly to be consumers position is not determined relatively high shown
developed income per capita by this by the use of washing
6,600 $ machines that's
relatively higher too
Market analysis
(Cont) Brazilian enterprise ASA offer their low cost
brands, “Pop” and “Invicto”
Invicto is actually the key competitor of
Campeiroi terms of sale
Competitors
We can claim that Pop and Invicto are well
P&G is globally recognize as the closest known brands but Campeiro enjoys a slightly
Unilever competitor in term of home care higher brand knowledge
product
Pop has very low market penetration due to
Unilever offers “Campeiro” which is its the minimum level of market penetrion,
cheapest brand, affordable for low income probably because of its longterm
customer establishment as Brazilian firm
Customer
As the weak global economy in emerging
middle class markets, companies are
increasingly, which surprisingly represent a
$5 trillion in annual purchasing power. Thus
the bottom om pyramid offer huge growth
opportunities for Unilever, provided that
the company proposes right prices. In our
Market analysis case, since Brazilians living in the North
East attach an important symbolic value to
(Cont)
cleanness and wash more often than
Brazilian in the South East regions, Unilever
aims at delivering products to consumer
target in this exact region. It has been
demonstrated that, even though low
income consumers have less money to
spend.
Marketing
Strategy
Segmentation
Low income consumers in the North East
Targeting
Unilever’s has market share: Omo (one of Brazil favourite brand), Minerva ( the
only brand to be sold as both detergent powder and laundry shop), Compairo
(Unilever cheapest brand)
Marketing Positioning
Strategy Cheap but the best
Pros: customer can use detergent with low price but in good quality
Cons: price dilema ; they have to defend their credibility on the high quality
product on the other hand there have to provide good quality product with
lower price
Everyone can wash
Pros : smell good, clean, removes stain easily, not easy to fade the color of
clothes
Cons : strong chemical can cause irritation
The bubble easy to dissolve
Pros : can use water efficiently
Cons: need effort to clean the stain
Marketing Product
Why Minerva Compeironot suitable to LI-NE?
Mix Because Minerva’s formulation might to be expensive for low income
customer
What innovation unilever made for LI-NE consumers?
Unilever’s scientist could develop a third formula priced half way between
Minerva and Campeiro if they could eliminate some ingredients
Unilever could use a plastic sachet
Price
How unilever determine pricing for LI-NE?
To effectively attract the target consumer base, the new detergent shall have
a competitive price but not as low as to be considered a low quality product.
The ideal price will be set between Minerva price and Campairo but likely
closer to the last one in order to be affordable by low income consumers.
Promotion
Marketing What promotion strategy?
Mix The launch of a new product need extensive informatif pioneering advertising,
contacting directly the end consumer, the all location of communication
expenditure will be 40% below the line and 60% above the line.
Special discount will be apply in the first 4 month of the life of the product, but
not to the price addressed to final customer.
The first six week additional 200 gr of product will be given for free with the
purchase of one package of Limpex.
Consumer fill connected to the new brand in through a TV ads.
Giant poster will be exposed in tactical location with Frank holding box of
Limpex with the slogan “Written on the side”
Marketing Distribution / Place
Explain distribution strategy for ALA and challenge?
Mix The newly introduced product will be sold in small local shop. Considering for
the economic situation of the area, consumer might prefer to support local shop
and local communities, from the point of view the local retailers, considering
the discount they receive, they might have incentive to promote Limpex,
leveraging on the direct relationship with client. Harder communication
channel and view electricity infrastructure must be considered given that it will
make transportation more difficult and costly.
THANKYOU
