ariel
TRANSCRIPT
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University of Bern, Nov. 2009
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Agenda
• Introduction• Ariel Case – Applying P&G brand building
framework– Landscape– Who– What– How
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Agenda
• Introduction• Ariel Case – Applying P&G brand building
framework– Landscape– Who– What– How
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P&G at a glanceThe No 1. Fast Moving Consumer Goods Company in the World
• - $79 billions in sales• - Offices in 80 countries, Products sold in 160 countries• - More than 300 brands• - 135,000 employees • Industry sector leader in Dow Jones Sustainability Index
for 7 out of 9 years
3 billion times a day P&G products touch the live of consumers all over the world
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P&G Western Europe
• P&G Geneva Office:– Headquarter for Europe,
Africa, Middle and Far East
– 2650 employees from 70 different nationalities
– Represents one quarter of P&G business
– Home to 18 of P&G’s 23 “Billion Dollar Brands”
– 34’500 employees
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Agenda
• Introduction• Ariel Case – Applying P&G brand
building framework– Landscape– Who– What– How
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ARIEL AND SUSTAINABILITY-
Making a brand more relevant
Case Study
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• Launched in 1989 - first liquid detergent in Nordic.
• In 2003 successfully introduced Ariel sensitive.
• In 2006 we came with the new Ariel Cool Clean Formula, designed for washing also in low temperatures
• In 2008 Ariel launched new formula, with competitive performance and solubility.
Background - Ariel in Nordic
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Sustainability and Ariel?
• The Nordic consumer is the most environmentally concerned in WE and the region is in the forefront of sustainability thinking
• Insights from recent equity scan and focus groups were that Ariel lacked consumers trust. Ariel in Nordic is the 2nd or 3rd player in the market (depending on the countries).
Background – Sustainability in Nordic
Conclusion was that we found an opportunity around the enviromental issues and that Ariel lacked consumer trust
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• Consumer preferences prevented inherent P&G strengths linked to scale • European Pipeline of Innovation
• External Stakeholder Requirements, Asthma & Allergy Assoc., Nordic Swan
• Geographical challenges• Different Water Standards (Soft Water)
Background – Previous challenges
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Local constraints and limitations = Brand in decline
Background – Consequences
VALUE SHARE TOTAL NORDIC
1994
2007
26%
15%
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The Opportunity: Grow Ariel to be market leader
Procter & Gamble committed to win in the category
Global agreement• 2008 Decision to revive the brand – Opportunity for new formula, and a Megabrand strategy
Local Action• Build trust with the Nordic consumer behind an initiative and leverage endorsers to drive credibility of the sustainability message
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Introvert Extrovert
Modern
Traditional
The DYNAMIC consumerPerformance, Innovation
The DYNAMIC consumerPerformance, Innovation
The ESTABLISHED consumerPerformance
The ESTABLISHED consumerPerformance
The ETHICAL consumerEnvironment, Gentleness
The ETHICAL consumerEnvironment, Gentleness
The EMOTIONAL consumerFresh, Scented
The EMOTIONAL consumerFresh, Scented
29%
19%
19%
22%
Consumer needs – Laundry segment
P&G Consumer Research 2004-05
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Introvert Extrovert
Modern
Traditional
The DYNAMIC consumerPerformance, Innovation
The DYNAMIC consumerPerformance, Innovation
The ESTABLISHED consumerPerformance
The ESTABLISHED consumerPerformance
The ETHICAL consumerEnvironment, Gentleness
The ETHICAL consumerEnvironment, Gentleness
The EMOTIONAL consumerFresh, Scented
The EMOTIONAL consumerFresh, Scented
29%
19%
19%
22%
Ariel product portfolio to meet consumer needs was…
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Leadership Commitment…• “We are committed to helping solve the
world’s sustainability challenges. We do this through product innovations, improving the environmental profile of our operations and through our contributions to help children live, learn and thrive. Companies like P&G can be a force for good in the world. This is a responsibility and an opportunity that we embrace.”
A. G. Lafley,Chairman of the Board
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Sustainable Development• Requires a balance between
• Environmental Protection– Waste Prevention & Management– Sustainable Resources Management
• Economic Development & Responsibility– For consumers & society– Economics within P&G
• Social Responsibility– Consumer understanding– Products which improve quality of life– Improve life in Developing Economies
SocialSocial
Econ
omic
Econ
omic Environm
entalEnvironm
ental
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Our Sustainability Strategies1. Delight the consumer with sustainable innovations that
improve the environmental profile of our products
2. Improve the environmental profile of P&G’s operations
3. Improve lives through P&G’s social responsibility programs
4. Engage and equip all P&G’s employees to build sustainability thinking and practices into their everyday work
5. Shape the future sustainability agenda to ensure our freedom to innovate and operate in a responsible way
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Lifecycle Assessment
Energy consumption
Water consumption
Solid waste
Global warming
Ozone depletion
Human toxicity
Summer smog
Acidification
Eutrophication
Aquatic ecotoxicity
Confidential P&G Information – not to be copied, shared, or disclosed without the expressed written permission of P&G
Brand assesment as to where P&G can make their products relevant in creating a more sustainable enviroment.
Analysis shows that detergent i.e Ariel have a huge enviromental impact through higher solubility.
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Agenda
• Introduction• Ariel Case – Applying P&G brand
building framework– Landscape– Who– What– How
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The 1st step = Assess the local Landscape
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Assessing the landscape
Objective: - Identify opportunities that take us back on the growth track
- Our starting point was to thoroughly assess the laundry landscape
- Consumer and Social Context (trends, unmet consumer needs)- Competition (who plays where, who is growing – why / how)- Customer / Shopper considerations
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Assessing the landscape
Consumer insight:Top 2 purchase drivers for laundry
detergents in Denmark are
1) Cleaning performance
2) Environmental performance
Internal insights:
1) The new formula works even better in cold water, thanks to
better solubility (Cleanning Perfomance)
2)The biggest climate gain for P&Gis to change the laundry habit
of consumers (Enviromental performance)
Ariel product statement:Sustainable cleaning
with superior performance
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Agenda
• Introduction• Ariel Case – Applying P&G brand
building framework– Landscape– Who– What– How
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Defining the consumer target
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Who to target?Understanding the target group: “CONSUMER IS BOSS!”
• Understand consumer needs, desires, attitudes, aspirations
• Decide a strategic target and prime prospect
ST: Where is the majority of the (potential) brand users?
PP: Who represents the greatest growth and volume potential within the ST?
All households
Strategic target
Prime prospect
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The Consumer Trend
There is growing momentum around breaking the global challenge into “everyday” tasks
Environmentally concerned consumers dominate the population in WE, especially in Nordic!
•Deep Greens
• Altruistic minority who believe they can make an impact with their individual efforts
• Prepared to spend significant time to support the environment- politically and socially active
•22% of Consumers
Bandwagon Greens
• Aren’t prepared to make an effort because others aren’t.
• Believe that responsibility lies with government and large
corporations not individuals
• Average 10% (highest in Spain & Portugal)
6% of Consumers
Community Greens• The majority who make an effort but believe it will only have an impact if
others do the same
• Includes people who support environmentalism with their wallets
but are too busy to change their lifestyle. This group is not willing to compromise on time or performance
63% of Consumers
Dirty Browns
• Either don’t know what to do to help or simply don’t believe that
environment problems are an
issue
6% of Consumers
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Defining WHO to target
REGIONALLY DEFINED => NORDIC• Strategic Target (broad target group)
• Women 35+
• Prime Prospect• Community Greens
Laundry is a low involvement productThe opportunity is to make the product more relevant to the consumer
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The Ariel user => Community Greens
The Ariel user - Lifestyle• She is a confident woman who pays attention to looks and appearances• She likes to get out of her comfort zone, take risks and embrace change• She is a first mover, looking for, and trying new experiences and products
The Ariel user - Demographic• Women 30+, living in mid-sized city, with above normal income and education
Ariel in the mind of Nordic consumers• Makes laundry process simpler• Quality conscious• Authority on care of fabrics• Protects colors and keep clothes look like new• Superior stain removal
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Agenda
• Introduction• Ariel Case – Applying P&G brand
building framework– Landscape– Who– What– How
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WHAT are we communicating/selling?
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WHAT - The launch/initiative concept
INSIGHT (accepted consumer belief)• Defining an issue and the tension connected with that
BENEFIT (what the proposition delivers)• What does it give that I have not already got?• Must be meaningful and relevant (why do I need it?)
REASON TO BELIEVE (why the benefit is real)• Why should I believe you
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INSIGHT:“We all hear about global warming and want to do something to help but it can be hard to know what to do about it”
WHAT is the Ariel concept?
BENEFIT:“With Ariel you can wash at 30 degrees and get
great results. By turning down the temperature on your washing machine you can do your bit to help keep the worlds temperature down”
REASON TO BELIEVE:Endorsement from WWF (World Wildlife Fund)(Ariel “owns” superior cleaning)
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KEY VISUAL: Helena Christensen and Turn to 30SELLING LINE: “Brilliant Cleaning, less energy”
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Agenda
• Introduction• Ariel Case – Applying P&G brand
building framework– Landscape– Who– What– How
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HOW will we go to market?
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OBJECTIVE OF THE MARKETING PROGRAM
⇒ To develop a trustful relationship between your brand/product and the consumer (Build Brand Equity)
⇒ Engage Consumer into a conversation with the brand
HOW - Developing our marketing program
Engage in a conversation
with her
“TRIAL”
Conversation leads to a
relationship
“USAGE”
Successful Relationship
leads to loyalty
“LOYALTY and ADVOCACY”
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Credentialing with Sustainability Endorsements- WWF- Nordic Swan
Local celebrity Influencer- Helena Christensen
TV – Linking sustainability to Ariel- Dials- Turn to 30- Bosch Partnership
Ariel: Drive credibility on sustainability
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Magazine Print- Ariel- Ariel + WWF- Ariel + Helena Christensen
Internet- Future Friendly concept – tips for the consumers how to save energy
Partnership (Bosch)- Help create BiC instore visibility- POS material- Demo personnel in-store
Ariel: Drive credibility on sustainability
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How – PR and communication
Ekstra Bladet
Femina
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Launch TV copy
Dials
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Making it all come together
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Making it all come together
WHO?
Disproportionately delight
Community Greens
HOW?Making enviromental awareness
the center of our mediaplan
LANDSCAPE:Cleaning and Enviromental
WHAT?“Brilliant Cleaning,
less energy”
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EXECUTION IN-STORE
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RESULTS – Denmark Shares
- Inspiration for further innovation...
- Share growth + 25% Y1+Y2
- Past 6 Months => 5.0 pts up vs. Year ago- Driven by Ariel relaunch- Instore theater- Future Friendly concept
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Communication Idea:“Ariel Excel Gel gives you all the cleaning benefits of hot in cold
water”
…Cold is the new hot
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Imagine, mid September 2008 Imagine, mid September 2008 in the UK ...in the UK ...
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Pre-launch (press)
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Pre-Launch (outdoor)
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Pre-launch (national outdoor)
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Pre-launch (regional outdoor)
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Followed by the reveal as of Followed by the reveal as of October...October...
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TV – Copy
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TV – Copy
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Launch (press)
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Launch (outdoor)
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Launch (Internet)
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Launch (PR Event)
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Launch (PR Event)
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The results
– Ariel Excel Gel is now the biggest Ariel form
– Sales and share + 20% and NPV +50% vs. target
– Best Ariel copy in 5 years
– Top persuasion, visibility and branding
– Marketing plan reapplied in 12 WE countries
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Key Learnings and Take Aways- Clear Objective: Be clear on what you want to achieve
- Follow the Brand Building Framework Process:
1) Assess the landscape
2) Delight your WHO
3) Focus on your points of difference in WHAT you communicate
4) Be effective in HOW you communicate by engaging in a conversation with your WHO
- Track your results learn adjust improve continuously
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THANK YOU!