Monday, December 24, 2018
'Tilting Windmills: Sanex Tries to Conquer Europe\r'
'Course: marketing Management Case Study: Ã¢â¬Å"Tilting Windmills Ã¢â¬ Sanex Tries to get Europe 1st Question: What were the reasons for the advantage of Sanex in Spain? The convergence Sanex, or nevertheless the Sanex concept, became a success in Spain because the phoner responsible for it, CVL, and itÃ¢â¬â¢s local Pre situationnt, Mr. Martin Munoz, carried prohibited one of the showtime rules of Marketing: they invented a ConsumerÃ¢â¬â¢s need and pictured the right declaration for it. Mr.\r\nMunoz was able to find a wisecrack in the Household and Personal cautiousness (HPC) Market, and videlicet in the Bath & exhibitor Products Market, where we could only find, in the mid 1980Ã¢â¬â¢s, 2 types of proceedss: Cosmetics and Pharmaceuticals. After studying this market on with his solicitude team up, Mr. Munoz realized that the first ones were perceive as lower end productions, fractious (sometimes giving rashes to its users) and with immobile scents, only competent for cleaning oneÃ¢â¬â¢s remains and not offering additional properties. The flake ones were perceived by costumers as beingness suitable for almost medicinal purposes only, with no day-to-day applicability.\r\nPharmaceuticals were not appealing to the smoke consumer, realisely because they had no perfume in its composition, besides being rather more(prenominal) expensive than their counterpart ones. We could find Cosmetics in supermarket chains and Pharmaceuticals in pharmacies. In this way, we ordure say that Cosmetics and Pharmaceuticals divided the Bath & shower down Products Market, further in fact these were 2 completely contrasting segments of the Market, with tot exclusivelyy different approaches and Marketing Mix, being it in basis of Product, Price, Placement or Publicity. Accordingly, Mr.\r\nMunoz realized that there was a huge gap in the Market and thus started developing a product that should position itself between Cosmetics and Pharm aceuticals: it should be cleansing as Cosmetics were, notwithstanding slimly milder, and should offer a protection side as the Pharmaceuticals did. It should embrace the best of those 2 opposite worlds, but should be aimed at the mass consumer market. The result was the creation of Sanex and of a whole new category in the Body Care Market: Dermo-Protectors. The team readily started to develop and fine blood line the Marketing Mix of Sanex. 1\r\nConcerning the product in itself, they chose it to be white in align to differentiate itself from cosmetics (colorful) and pharmaceuticals (transparent). Sanex should also be soft and slightly perfumed. Cosmetics had strong perfumes and pharmaceuticals were odorless. Sanex should break more foam lather than pharmaceuticals, but less than cosmetics. Sanex would last have to provide a day-to-day cleansing drop dead but also a preservative effect to ones skin, thus contributing for it to be healthy. A great deal of touch was also taken into account concerning the packaging of the product.\r\nIn terms of pricing, and regarding the positioning of the product, Sanex should be proposed at a premium price, ab fall out linked with the highest price of its cosmetic counterpart so that it could be reachable by mass consumers. This was considered to be the right price. some other important aspect concerning its large cuticle availability was distribution, and Sanex was thought out to be available in supermarket chains and sell outlets. coatingly, a great deal of grandness was given to the communication aspect.\r\nBeing a whole new product, produced by a conjunction that was in this market for the first time, Mr. Munoz realized that awareness of the product would be very important so he asked for an advertising campaign that should be bright and credible, able to convey the message that use Sanex would not only result in a clean skin but also in an healthy skin. This was the Sanex concept. A whole new different con cept. With the purify Marketing Mix, Sanex was launched in Spain in 1985 and became a winner almost instantly. Followers appeared with Ã¢â¬Å" reticenceÃ¢â¬Â products beginning in 1986, but Mr.\r\nMunoz utilize its 1st mover advantage and go on investment of revenue in strong advertising support, year after year, to ultimately achieve a Share of function of 37% in 1990 and continued leash market share throughout those years. 2 2nd Question: Do you look at the reasons for success and the strategies used in Spain crumb migrate to other countries? Being a concept that didnÃ¢â¬â¢t exist in many other countries, Sanex had all betting odds in favor in order to replicate the success it had in Spain in other countries. That way, the reasons for success were all there.\r\nIn fact, Mr. Munoz was invited by Sara Lee/DE headquarters, the mother company of CVL, based in the Netherlands, to roll out Sanex throughout Europe as a coordinator. Mr. MunozÃ¢â¬â¢s firm beliefs were that the objectives, product polity and marketing policy of introducing Sanex should be identical for all the countries, and replicated exactly as through in Spain. Initially the different subsidiaries in countries such as Denmark, the Netherlands, France, Belgium, UK and Greece were quite unfavorable, namely due to the name of the brand and product characteristics.\r\nIn the Netherlands, France and Denmark, managementÃ¢â¬â¢s perplexity was confirmed by initial market research and local product interrogation that presented dismal results. However, in time, Sanex proved to be a success in all this markets and the way it got there was by implementing the homogeneous strategy and keeping the same product name and identity, as defined by Mr. Munoz. The only country where Sanex failed was in the UK, plain because it was the only one where local management distorted the original product by changing the productÃ¢â¬â¢s name (from Sanex to Sante) and the market strategies accordingly.\r\nTh is way, it appears that Sanex could become a international brand and its marketing mix could be implemented in different countries, with claw adaptations, as illustrated by the stated above. I think this is particularly true in countries such as those in the EU where there is a convergence in terms of buying power, peopleÃ¢â¬â¢s interests/concerns, market structure and distribution channels. Last but not least, if nothing else, the singularity of the product/brand/concept should suffer it to cut across borders and be managed as a whole.\r\n'