Unilever in Brazil
Case report
Unilever in Brazil, Part II
(1997-2007)
Marketing Strategies to conquer
North Eastern market
Group: NAKED Members: Nico Schwendinger
Alexandra Klopf
Konstanze Horak
Elif Kurtulus
David Muhr Date: 28 November 2009
Table of contents
1 Introduction 3 2 Problem Statement 3 3 Alternatives 3 3.1 Turn something old into something special 3 3.2 Mix & Mingle to form something new 4 3.3 Keep it simple! 5 4 Issues 5 4.1 How does the product fit the way of washing clothes? 5 4.2 How do the products have to be promoted to best reach customers? 6 4.3 How can Unilever best skim the market without cannibalizing its portfolio too much? 6 4.4 To what extent does the company have to adapt its distribution to reach low-income consumer? 7 5 Conclusion 7 6 Appendix 8
1 Introduction
Unilever, the market leader of detergents in Brazil, does not want to rest on its laurels. Therefore, the company’s management has decided to conquer the North Eastern market (see Unilever in Brazil, Part 1), which Unilever has not yet been able to saturate. Most of all, the low-income segment seems to offer further growth potential, which the company is willing to make use of and thus laying the foundations to prove itself ultimately as the clearly predominant market leader in Brazil.
After familiarizing the reader with the existing problem situation, this case study presents alternatives and discusses relevant issues. This approach aims to weigh the alternatives according to their strategic capability of solving the problem situation and finally recommends the most advisable way of acting in a conclusion.
2 Problem Statement
Admittedly, even in the North Eastern market Unilever seems to perform pretty well. On the other hand, as already mentioned, the company has still not managed to attract the local low-income customers. This is probably not only due to the fact that Unilever Brazil lacks substantial
Unilever in Brazil, Part II
(1997-2007)
Marketing Strategies to conquer
North Eastern market
Group: NAKED Members: Nico Schwendinger
Alexandra Klopf
Konstanze Horak
Elif Kurtulus
David Muhr Date: 28 November 2009
Table of contents
1 Introduction 3 2 Problem Statement 3 3 Alternatives 3 3.1 Turn something old into something special 3 3.2 Mix & Mingle to form something new 4 3.3 Keep it simple! 5 4 Issues 5 4.1 How does the product fit the way of washing clothes? 5 4.2 How do the products have to be promoted to best reach customers? 6 4.3 How can Unilever best skim the market without cannibalizing its portfolio too much? 6 4.4 To what extent does the company have to adapt its distribution to reach low-income consumer? 7 5 Conclusion 7 6 Appendix 8
1 Introduction
Unilever, the market leader of detergents in Brazil, does not want to rest on its laurels. Therefore, the company’s management has decided to conquer the North Eastern market (see Unilever in Brazil, Part 1), which Unilever has not yet been able to saturate. Most of all, the low-income segment seems to offer further growth potential, which the company is willing to make use of and thus laying the foundations to prove itself ultimately as the clearly predominant market leader in Brazil.
After familiarizing the reader with the existing problem situation, this case study presents alternatives and discusses relevant issues. This approach aims to weigh the alternatives according to their strategic capability of solving the problem situation and finally recommends the most advisable way of acting in a conclusion.
2 Problem Statement
Admittedly, even in the North Eastern market Unilever seems to perform pretty well. On the other hand, as already mentioned, the company has still not managed to attract the local low-income customers. This is probably not only due to the fact that Unilever Brazil lacks substantial