Scope Case Analysis
Scope
Case Report
From: Gwen Hearst
To: Management cc: VP of Product Development VP of Sales VP of Market Research VP of Finance VP of Advertising
Subject: Scope Marketing Strategy
Date: 1/5/1991
The current strategic efforts for the Scope brand are successful, but a competitive threat has brought about concerns as to whether Scope can continue to be profitable in the marketplace. An emerging segment of prebrush rinse users has created questions as to whether the Scope brand should consider this segment as a viable target. The Scope brand has consistently focused its efforts on the benefits of great taste and fresh breath, while the competition in the emerging segment currently is focused on a plaque-reducing benefit that has not been previously seen in the marketplace.
Although concerns as to whether Scope should reposition its efforts in the marketplace to offer this added plaque reduction benefit are understandable, it is important to note that Scope has been a successful market leader for the past several years. At this time, it would not be wise to change our strategy and reposition the product, add a line extension, or create a new product because these options are not consistent with our brand image. Scope has been able to provide a product of great value to consumers that helps to reduce bad breath and also has a good taste. This is what our customers have come to know and expect from Scope, and these expectations should continue to be met.
Therefore, at this time we should continue with our existing strategy for our three-year plan. We will stay true to the Procter and Gamble philosophy and to the Scope brand, and we will continue to dominate the growing mouthwash market. Our efforts should be concentrated on increasing the market share of our existing brand in order to capitalize on profits and remain a viable competitor in today’s marketplace.
Case Report
From: Gwen Hearst
To: Management cc: VP of Product Development VP of Sales VP of Market Research VP of Finance VP of Advertising
Subject: Scope Marketing Strategy
Date: 1/5/1991
The current strategic efforts for the Scope brand are successful, but a competitive threat has brought about concerns as to whether Scope can continue to be profitable in the marketplace. An emerging segment of prebrush rinse users has created questions as to whether the Scope brand should consider this segment as a viable target. The Scope brand has consistently focused its efforts on the benefits of great taste and fresh breath, while the competition in the emerging segment currently is focused on a plaque-reducing benefit that has not been previously seen in the marketplace.
Although concerns as to whether Scope should reposition its efforts in the marketplace to offer this added plaque reduction benefit are understandable, it is important to note that Scope has been a successful market leader for the past several years. At this time, it would not be wise to change our strategy and reposition the product, add a line extension, or create a new product because these options are not consistent with our brand image. Scope has been able to provide a product of great value to consumers that helps to reduce bad breath and also has a good taste. This is what our customers have come to know and expect from Scope, and these expectations should continue to be met.
Therefore, at this time we should continue with our existing strategy for our three-year plan. We will stay true to the Procter and Gamble philosophy and to the Scope brand, and we will continue to dominate the growing mouthwash market. Our efforts should be concentrated on increasing the market share of our existing brand in order to capitalize on profits and remain a viable competitor in today’s marketplace.