To promote the product, Shobha had budgeted approximately Rs. 300,000 toward advertising in different women's magazines, such as Grah Shobha, and Good Housekeeping. Shobha was the company's only salesperson, but planed to employ sales people soon.
Shobha had forecasted Mouse-Rid's first year sales at 2 million units. Through Aril, however, the company had sold only few thousand units. She wondered if most new products got to such slow start, or if she was doing something wrong.
Shobha knew that the investor group believed that Innotrap India Ltd. had a "once-in-a¬ lifetime chance" with its innovative mousetrap. She sensed the group's impatience. To keep the investors happy, the company needed to sell enough traps to cover costs and make a profit.
Has Shobha identified the best target market for Mouse-Rid? Why or why not? 2.
Does Shobha have enough needed data on consumer behaviour? What type of consumer research should Shobha conduct? 3.
What type of advertising can influence consumers for this type of product?
Golden Glow Soap
Anil Mahajan absent -mindedly ran his finger over the cake of soap before him. He traced the name 'Golden Glow' embossed on the soap as he inhaled its unmistakable sesame fragrance. It was a small soap, almost like a bar of gold. There were no frills, no coloured packaging, and no fancy shape. Just a golden glow and the fragrance of sesame and Lucida font that quietly stated' Golden Glow'.
Mahajan smiled wanly and clasped the soap in his hands, as if protecting it from an unseen predator. He was wondering with quiet concern if the 30-year-old brand would last long. Sensi India, where Mahajan was marketing manager, was taking a long, hard look at the soap, as it was proving to be a strain on resources.
There were varying stories about how Golden Glow was launched. Some said the brand was a 'gift' from the departing English parent company. Others claimed that it was created for the then chairman's British wife, as the Indian climate did not agree with her skin. They also claimed that the lady also coined the copy "The honest soap that loves your skin" was also coined by the lady. The line had stuck through three decades. Only the visuals had changed, with newer models replacing the older ones.
Zeni was basically a speciality products company producing household hygiene, fabricare, and dental care products. Golden Glow was the only soap in its product mix, produced and marketed by Sensi. Its reliable quality and value delivery had earned it a lot of respect in the market. Golden Glow equity was such that Sensi was known as the Golden Glow Company. Indeed, the brand name Golden Glow denoted purity, reliability, and gentle skincare.
In 1994, Sensi UK increased its stake in the Indian subsidiary to 51%. Within months, all of Sensi's products were given a facelift, thanks to the inflow of foreign capital. New packaging, new fragrances, new formulations and more variants were introduced.
Only Golden Glow was left untouched. For, although it had a growing skincare business following some strategic acquisitions in Europe in the early eighties, Sensi UK was not a soap company. The UK marketing team ran an audit of every brand and product in the company's portfolio. But when it came to Golden Glow, it faltered. "We don't know this one," officials at the parent company said.
"We don't want this one to be touched," Mahajan had said protectively, a sentiment tliat was endorsed by the managing director, Rajan Sharma. "Golden Glow is too sacred, we will leave it as it is," he said.
But the UK marketing team was confounded. What was a lone soap doing in the midst of toilet cleaners and fabric protectors; they wondered, however they somehow agreed that their proposed revamp strategy would only look at up-gradation, not tinkering with what wasn't broken.
Indeed, for 30 long years no one had tampered with the Golden Glow brand. And Mahajan felt there...
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