Reinventing Toilet Paper
Charmin’s Marketing Strategies
Reinventing Toilet Paper
Marketing media have changed dramatically in the last five years forcing advertisers to look for alternatives to the more traditional forums of television, radio and print ads (Ryasam, 2007). Charmin is working on several different marketing strategies in an attempt to find that niche. “Procter and Gamble will spend an estimated $83 million in 2007 to drive awareness and sales of their Charmin toilet paper, in what is being called the largest restaging of a product in the company’s 79 year history” (Facenda, 2007, p.1). Marketing strategies include redefining Charmin toilet paper as a relevant product to their target demographic consumer group, developing and creating advertising campaigns to raise product awareness among teens and young adults, and developing strategies to involve children in the family experience of Charmin. Charmin’s longest-running marketing campaign was specifically designed to attract consumers within the targeted demographic age range which is heads of the household. At this point in time, P&G wanted this group of older Americans to think about Charmin toilet paper as a special product and not simply as something everyone needs and uses on a daily basis (Janes, n.d.). To accomplish the task of turning toilet paper into a relevant product rather than a commodity, Charmin developed their now infamous ‘Please don’t squeeze the Charmin’ commercials. Once Mr. Whipple made his debut into the lives and homes of consumers through their televisions in 1964, Charmin became a household world and this campaign remained the company’s main advertising strategy for the next twenty years. When consumers were asked if they had heard the slogan ‘Please Don’t Squeeze the Charmin’, eight out of ten people replied with a yes (Nelson, 2005). Mr. Whipple, played by Dick Wilson, became the third best known American following President Nixon and Billy Graham as well as becoming the most recognized face in the history of American advertising. The product awareness that resulted from this campaign is priceless and Dennis Legualt, Charmin brand manager, acknowledges that Wilson deserves much of the credit for Charmin’s success (Nelson, 2007). Even with Charmin’s past and current success with older consumers, P&G decided in 2000 that their company wanted to change the way all age groups of consumers perceived and related to Charmin. The goal was to develop some sort of ‘hospitality’ marketing strategy to get the consumer to see how special the Charmin brand is. To help accomplish that goal, P&G hired the Gigunda Group to help develop a new marketing campaign. Charmin had three specific results they wanted to achieve with this new campaign and the first goal was to take the commodity out of toilet paper and create a tissue of special value. In addition, Charmin wanted to be known as a trust brand as well as recruit new brand loyal customers. The last objective and most important goal was for Charmin to engage their consumers at point of use to create a one-on-one experience that makes each person feel special. To accomplish this, Gigunda had to ask themselves how they could turn an automatic, everyday consumer decision into a thoughtful expression of family care and brand devotion. Gigunda’s answer was to create the ultimate bathroom experience in a public venue where the consumer most needs a close and clean bathroom but is least likely to find one. This ultimate bathroom experience would create the result of engaging the consumer at point of use. Because of this answer, the first ‘Charminized’ bathroom was created and tested at the Ohio State Fair (Janes, n.d.). The experiment was a success and as a result, all three of Charmin’s goals were met as well as showing an increase in sales of 14%. In 2001, the ‘Charminized’ bathrooms expanded and made their debut at fifteen of the country’s largest state fairs. Charmin’s hospitality...
Please join StudyMode to read the full document