In terms of a future action plan‚ we feel Kingsford Charcoal should target the market segment identified as Regular Exclusive‚ and select the pricing scenario labeled total line pricing increase. To balance advertising and promotions‚ we propose that Kingsford maintain the forecasted advertising budget‚ while implementing a promotional strategy focused on co-marketing‚ cross-promotions and retailer enticement. Additionally‚ we recommend Kingsford explore offshore options for production (Exhibit
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Case Study Analysis: Kingsford Charcoal | MGMT 563 Marketing Management September 18‚ 2012 | Cheryl Banks‚ Jacqueline Robinson‚ Mabel Tsahey‚ Stephanie White | History Charcoal grilling is an American tradition that brings communities together through a shared celebration of food. An important aspect of grilling is food preparation and charcoal is used to heat and cook food. Established in the 1920’s by Henry Ford and his relative E.G. Kingsford‚ the purpose of charcoal briquettes was to
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Case: Kingsford Charcoal Define problem Kingsford is a branch product group of Clorox. The main product of Kingsford is charcoal. The business performance of this brand was good among the competitors‚ but during the recent years‚ it tends to be worse.The marketers of this company are trying to find a way to solve this problem by using the analysis and informations they got which cover many aspects. According to the analysis‚ the biggest competitor of Kingsford is Royal Oak and Private Label
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recent softening of the charcoal industry and coming up with recommendations to grow the Kingsford Charcoal brand. They faced a series of critical decisions in this task: 1. Pricing – should prices be raised‚ and‚ if so‚ by how much? Should they implement a total line pricing increase or just increase the price of certain products? 2. Advertising – should advertising be increased‚ and by how much? 3. Competition – is Kingsford competing against other charcoal manufacturers‚ gas grills
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Kingsford Charcoal Case Alex Lau Marketing Management Professor Wright 3/26/2013 Introduction Grilling is engraved in American culture as well as a highly seasonal activity. Kingsford Charcoal is in the business of selling charcoal for grills. Even though Kingsford increased its market share in 2000‚ their forecast indicates they will not reach the initial revenue mark. With the charcoal market’s growth slowing‚ and the gas grill market gaining market share‚ Kingsford needs to revise its
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Kingsford Charcoal Case Kingsford Charcoal was first started in the 1920’s by the famous Henry Ford‚ he created an innovative idea that used wood scraps to turn into charcoal briquettes that would burn longer and hotter than normal wood‚ a lumberman that was also related to Ford named E.G. Kingsford helped build the first briquettes plant and help get the business started up and commercialized‚ not too soon after it was bought by an investment group then in 1973 it was purchased by a company
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this report‚ we will be analyzing the current performance of Kingsford in the marketplace and identify the main cause of revenue deterioration. Thereafter‚ a comprehensive strategy and marketing plan will be presented. We will begin with identifying current business orientation of Kingsford. Then‚ we will analyze its position in the marketplace and various external forces. In-depth analysis on the strengths and weaknesses of Kingsford is done to have a clearer picture on what should be done to
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Kingsford Charcoal‚ founded in 1920 by Henry Ford and E.G Kingford‚ produces high quality charcoal and accounts for roughly 9% of Clorox revenues‚ which is its parent company. Its main competitors in the charcoal market are Private Label brands and Royal Oak; and faces heavy competition from gas grills as substitutes for charcoal grilling. In addition‚ with declining growth‚ seasonal sales pattern‚ and slashed advertising funds‚ from $6 million in 1998 to $1 million in 2000‚ Kingsford has encountered
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Kingsford Charcoal Brand managers Marcilie Smith Boyle (HBS MBA Class of 1996) and Allison Warren were getting together for their weekly Kingsford Charcoal ("Kingsford") debriefing meeting in February 2001 at Clorox’s corporate offices in Oakland‚ CA. As the job-sharing brand managers for the $350 million charcoal business‚ Smith Boyle and Warren had a lot to discuss during their Wednesday "overlap" day. Both women were assigned to the brand in July 2000‚ just as it became apparent that the summer
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Kingsford Charcoal Case Brief Problem Identification and Situation Analysis Clorox Corporation depends upon Kingsford Charcoal as an important revenue (9% in 2000) and net income contributor in the product portfolio. Since the 1980’s Kingsford had enjoyed steady 1-3% growth‚ but summer 2000 revenue was expected to fall short of forecast. The Kingsford brand managers took on a challenge to assess and propose solutions to the first-time overall softening of the charcoal category. The softening
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