Description
Procter and Gamble have a problem. The problem P&G are facing is to develop a globally scalable conceptual idea and long term activation plan across various touch points that would lead to Tide/Ariel’s objectives of converting 70% of wash loads into cold water by 2020.
1
Mn313 – International Marketing
P&G Global Marketing Strategy
14
th
of November 2013
2
Team Continental
14
th
November 2013
Andrew Hight is a 21 year old
marketing major with a minor in
business administration at NKU.
Some of his hobbies include
baseball and bowling. His dream
job is to become the marketing
director for the Cincinnati Reds.
His email address is :
[email protected]
T.J Vogelpohl is also studying
a marketing major at NKU.
Some of his hobbies include
sports, camping and horse
riding.His dream job is to
become the managing director
of P&G. His email address is :
[email protected]
8ebecca 8rown ls a 19 year old
who ls sLudylng 8uslness and
ManagemenL aL nulm. Per
hobbles lnclude playlng
badmlngLon and oLher sporLs.
Per dream [ob ls Lo become a
prlmary school Leacher. Per
emall address ls :
8ebecca.brown.2012[nulm.le
Amyrose 8roughall ls a 21 year old
sLudenL sLudylng 8uslness and
ManagemenL aL nulm. Per
hobbles are fashlon and playlng
Lennls. Per dream [ob ls Lo own
her own mulLlnaLlonal ladles
fashlon company. Per emall
address ls:
Amyrose.broughall.2012[nulm.le
Andrew Mccabe ls currenLly 20 years
of age and sLudylng 8uslness and
managemenL aL nulm. Pls hobbles
lnclude sporLs,flLness and
compuLers. Pls dream [ob ls Lo
become Lhe managlng dlrecLor for
MlcrosofL. Pls emall address ls :
Andrew.mccabe.2012[nulm.le
Sean Þurcell ls 20 years of age
and sLudylng 8uslness and
ManagemenL aL nulm. Pls
hobbles lnclude playlng hurllng
and soclallslng wlLh frlends. Pls
dream [ob ls Lo become
Chalrman of Arsenal fooLball
club. Pls emall address ls :
Seanlepurcell93[yahoo.le
3
Background – Procter and Gamble have a problem. The problem P&G are facing is to develop a
globally scalable conceptual idea and long term activation plan across various touch points that would
lead to Tide/Ariel’s objectives of converting 70% of wash loads into cold water by 2020. The problem
arises from the global need to develop a more sustainable way of living. Cold-water washing saves on
energy cost while reducing the carbon footprint of households. Ariel/Tide are the products Procter &
Gamble are going to use to converter 70% of wash loads to cold water by 2020. The problem P&G
face stems essentially from consumer habits. This is a major obstacle for P&G as it is extremely
difficult to change/alter traditions once they are set in place. For this reason, Ariel / Tide Coldwater
would benefit most from targeting younger generation consumers (under 35’s) and Generation X
consumers who have not yet developed strict routines or traditions. It is most easier for these
consumers to develop a new habit than it is for existing consumers to change there existing habits.
Recommendations -
• Target young generation consumers through a variety of Social Media mediums in
the hope of influencing their forming habits.
• Change information on packaging to highlight impact of unsustainable living.
• Create an advertising campaign through online social media and smart phone apps.
aimed at informing the client about cold-water washing and how to introduce this
into their daily routine.
Rationale -
Targeting young generation consumers will create a wide range of oppurtunities for Ariel/Tide
Coldwater. Young generation consumers have yet to form their lifelong habits and Ariel can use this
to embed their brand in the new habits and practices of these developing consumers. Social Media is
the key to targeting these consumers. (Nielson,2013) states that “App usage now accounts for more
than a third of social networking time across PCs and mobile devices”. By creating a mobile app,
Ariel/Tide Coldwater can deliver information on how to wash in cold-water, the benefits of cold-
water washing and ways to maximize financial savings to a wider range of consumers while also
targeting the younger generation consumers through a means of communication built into their
everyday routines.
Ariel should incorporate an informative element to their packaging. Consumers selected their products
with their eyes and emotions. It is important that Ariel adapt a packaging, which displays a more
emotional side to the brand. Ariel could adapt an approach that informs the client of the risks involved
with unsustainable living practices. The brand should communicate the message through a visual
campaign comprising of a number of images relating to the effects of global warming and
unsustainable living.
Consumers are also using social media to find out more information about brands, products and
services, and to find deals and purchase incentives. Online social media presence will allow Ariel to
provide this information to consumers about their product while maintaining consumer relations. 65%
of social media users learn more about brand/products and service online (Neilson,2013). By creating
a social media advertising campaign, Ariel will reach a larger target audience than through any other
advertising methods. Research shows that more than a quarter of social media users say they are more
likely to pay attention to an ad shared by one of their social connections. A positive social media
presence will boost Ariel/ Tide Cold-waters brand equity, pushing the brand closer to its goal of
converting 70% of wash loads into cold water by 2020.
4
Goal of 70% wash loads
converting to cold-waLer by
2020.
1lde/Arlel 8rand LqulLy
Tide/Ariel
10/2013
1. Target young generation
consumers through social media.
2. Change information on packaging
to show impact of unsustainable
living.
3. Creat an advertising campaign
through social media and smart
phone apps.
Arlel/1lde
ColdwaLer 2020
App usuage
accounts for a
third of time
spent on soclal
medla
65% of
social media
users learn
about brands,
products and
services
online.
One Quarter of social media users say they are more likely to pay
attention to an ad shared by their social connections.
3
Swot Analysis for Ariel in the Irish Industry
Strengths
Leading Market Position – Procter & Gamble and the Ariel brand hold a leading market position in
the industry for laundry detergents. P&G is the market leader in fabric care with global market share
of approximately 33%, through key brands such as Ariel and Tide. (Datamonitor, 2010).
Competitive Advantages- Being the first company to introduce stain removing enzymes to their
product line has created a marketing leading advantage for this brand. In 2007, Ariel re-launched their
30 degree wash campaign positioning the brand as the marketing leading detergent for a sustainable
lifestyle.
Price Quantity and Variety- Ariel in ireland produce a wide range of products that vary in quantity
and price. The wide selection of quantities allows for new consumers to test the products while
reducing the cost for the consumer.
Weaknesses
Weak Packaging- Ariel brand is distinctive but uninformative. There is little visual evidence on the
brand packaging to highlight the sustainable qualities of the brand. Although the Ariel packaging has
distinctive qualities such as colour and logo, it does not advertise the benefits of 30 degree washing.
Lack of Promotion- Ariel is brand recognised for its high quality and performance but also its high
price point in comparison to competitors. Research has shown that Ariel tend to offer consumers
additional value rather than compete on a pricing bases. However, consumers typically prefer price
promotions that increase their purchasing power.
Limited Target Market- At present, Ariel has a limited target market. They currently target mothers,
families and home-owners. Although this is a largest base of those shopping in the supermarkets, it
elements market segments such as students, elderly people, couples, large hospitality companies etc.
Should Ariel expand the target market base, there brand may gain additional market share and
maintain its reputation as a market leading brand.
Opportunities
Brand Reputation - Procter &Gamble has one of the largest and strongest portfolio mix of quality
brands such as Tide and Ariel. (Datamonitor, 2007) Both of Ariel and Tide have leading market share
in their relevant industries providing P&G with a competitive efficiency unmatched in the industry.
6
First Mover Advantage- Being one of the first brands to introduce cold-water washing to the market
in 2007 has given Ariel a market lead. Ariel are extremely successful in positioning the brand as a
market leader in cold-water washing detergents. Independent research carried out by IPC Green
Matters 2007 after the 30 degree wash campaign attributed high brand linkage between Ariel and 88%
of those that now washed at 30°C. (The Marketing Society., 2012)
Changing Lifestyle of Consumers- Since the economic downturn in 2007, consumers have begun
adapting and changing their lifestyle habits and practices. For Ariel, this creates an opportunity for
Ariel to embed this brand into the new developing lifestyle of its consumers. Ariel sees this change in
lifestyle as an opportunity to change consumer habits of washing clothes in high temperature for a
more cost efficient, sustainable way of living.
Threats
Wide selection of substitute products- New and Innovative products for Cold-Water Washing are
beginning to appear on the Irish Market. Dettol Antibacterial Laundry Cleanser was introduced to the
Irish market communicating that it best performances in a 40 degree wash and all advertisement’s
represent this along with Dettol’s slogan of “ Killing 99.9% of germs”. To date this is the biggest
competitor of Ariel in terms of Cold-Water Washing.
Aggressive price competition- Ariel operates in a market with intense competition. The brand faces
price wars from privately branded firms and luxury branded firms such as Unilever and Johnson &
Johnson. Ariel must strive for continuous innovation and competitive pricing as this industry becomes
more saturated with substitute products. (Datamonitor, 2007)
Negative Press relating to Cold-Water Washing - Cold-water washing is viewed as insufficient and
un-hygienic by consumers. This is largely due to the negative press it has received in the previous
year. (Foster, 2013) states that “30c is actually the temperature in which we incubate bugs to grow
them for experiments”. Contradicting information is continuously published on this topic and this is
creating confusion and distrust for the consumer.
Swot Analysis for Tide in the US industry.
Strengths
Superior Competitiveness – Tide, as a brand within the Procter and Gamble organization, display
superior competitiveness above all other market brands. As stated in (Steiner, 2013)
“Tide, were superior vertical and horizontal competitors” in the market for laundry detergents.
Positive Brand Reputation – Tide and P&G are viewed as a superior brand in the US market. For the
consumer, Tide represents innovation, superiority and excellent quality. (Steiner, 2013) States that “In
recent years Consumer Reports has given Procter brands, especially Tide, top ratings for overall
cleaning performance in the industry”.
Excellent Quality and Performance – Tide laundry detergents are seen as some of the best on the
market. The excellent quality and performance they provide is recognized by their current target
market, leading to a loyal customer base and trust within the brand. “In the 2009, 2010, and 2011
7
Consumer Reports, Tide brands had by far the best performance ratings during these three years”.
(Steiner, 2013)
Price Quantity and Variety – P&G and Tide understand that globalization of a brand can only be
successful when certain adaptations are made for individual markets. Tide has developed thirteen
regional versions of Tide detergents to ensure excellent quality in all possible eventualities. (Steiner,
2013)
Weaknesses
Limited Target Market – Tide, through its numerous marketing campaigns has restricted the target
market the brand appeals to. Typically, Tide is aimed at the housewives, older men/women and
parents. In doing this, they have cut out the younger generations such as students, new homeowners
and the younger generation of workers.
High Price Point – Although this creates an opportunity for the organization to maximize profits, it
limits the consumers who are able and willing to purchase this product. Tide, is one of the highest
priced laundry detergents in the US market. Tide rarely take part in any form of deal or price
promotion making it difficult for lower middle class consumers to purchase this product.
Opportunities
Difficulty of Entrances – Tide have created a barrier to entry in the US laundry detergent industry
through superior quality and performance and first-mover advantage. Tide, was establish and
progressing expertly in the market before any other substitute detergents were available and “It was
not until 1948 that Lever with Surf and Colgate with Fab entered their rival laundry detergents.”
(Steiner, 2013)
Market Leader in the US industry for Laundry Detergents – Procter and Gamble are a clear
market leader in this industry. Being the first to introduce modern-day laundry detergents to the
market has ensure a certain standard of quality and performance that only Tide has achieved to date.
As stated by (Steiner, 2013) “The Rosenthal Memo concluded that “Procter [was] obviously the
leader in the industry in every way”. P&G and Tide do not participate in deal prices. This has enabled
P&G to retain a higher average price per product without damaging high sales or profits.
Threats
Consumer Mindset- Tide is already strongly positioned in the mind of consumers for its quality and
performance in a hot-water wash. Changing this could prove extremely difficult as traditions and
habits come into play. Tide must be careful that they do not damage the many strengths and
opportunities present to the organization through the introduction of Tide cold-water wash.
Substitute goods- Tide Coldwater faces intense completion on the US market. Brands such as Gain
and Arm&Hammer compete against Tide Coldwater on a quality and price bases. As own-branded
products are beginning to develop further on the market, Tide Coldwater must continue to maintain its
market leading status in order to compete with these brands.
8
Ariel’s Target Market in Ireland
Ariel is a market leading brand in laundry detergent in Ireland. The two main target market segments
for Ariel in Ireland are:
1. Younger Generation Segment (Aged 18-34) – Ariel must become market leaders in
targeting new younger generation consumers. These consumers are developing consumers.
Preferences and habits have not yet been fully embedded in this consumer segment. The
targeting of this market segment can create a loyal customer base for Ariel. Research reported
by the National Consumer Agency of Ireland states that Irish consumers do not typically
switch between products and services once a relationship is developed. Figures show that a
fall from 43% to 32% per product switch has occurred in the Irish Market in 2013. Ariel
understands the benefits of creating and maintaining loyal relationships with the consumer
and for this reason the younger generation consumers should be a main focal point of the new
marketing campaign.
2. Generation X (woman aged 35 – 50) - Ariel must also continue to target existing consumers
of the brand. This target segment are concerned with sustainable living and a more effective
way of doing laundry. According to the National Consumer Agency of Ireland, 72% of
woman are responsible for shopping and grocery duties in the household. (National Consumer
Agency, 2013). These consumers are price sensitive consumer who live by a strict budget. A
survey carried out by the National Consumer Agency of Ireland showed 66% of irish
consumers will rotate their shopping outlets based on price or promotional offers. Ariel is
recognized by this market segment as a market leading brand on quality and performance.
These consumers understand that Ariel products will make the duty of washing much easier
for the consumer while reducing compromise on price.
It is important that Ariel combines these two consumers to create a large, profitable customer base for
the brand.
Positioning of the Ariel brand in the Irish Market.
Ariel is currently being positioned as a middle-to-high end brand of laundry detergent that provides
excellent quality and performance to the consumer with no compromise on sustainability. The Ariel
brand boast quality, cost efficiency and sustainability.The brand is seen as one of the top 10 laundry
detergent brands in Ireland for quality and performance. The Ariel product, which boast best
performance at 30 degrees also contains in-tangible benefits for the consumer.These in-tangible
benefits include reduced energy bills as a direct result of washing in cold-water. Through effective
and successful positioning Procter & Gamble and Ariel products are responsible for 36% of the Irish
laundry care market. Procter & Gamble represent 4 of the top 10 brands in laundry care on the Irish
Market and Ariel is one of these brands. The current value proposition “Locks in just washed
freshness for up to 8 hours” addresses the quality and performance benefits to the consumer but does
not highlight the environmental benefits associated with this product. In order to position Ariel best in
the mind of the consumer, Ariel should consider adding an element to the value proposition that
incorporates the environmentally friendly benefits of the product.
9
The Republic of Ireland
Below are images of the two target market segment for Ariel in Ireland
Generation X Young generation consumer
High Quality.
Low Quality
Expensiv
Chea
Persil
Fair
Daisy
Tesco Own-Brand
Ecover
Ariel
72% of woman
responsible for grocery
duties in Ireland.
Ariel one of the top 10 brand
in laundry care in Ireland.
66% of Irish consumers
change shopping outlet for
price and product
promotions elsewhere.
Decrease of 11% in the
amount of consumers
switching products in
Ireland.
10
Tide’s target market in the US
Tide is a marketing leading brand in laundry detergent in the Us. Below are the two main target
market segments for Tide in the US:
1. Millennials – Millennials are developing consumers between the ages of 18-32. This market
segment are the new generation of consumers. The purchasing power of this generation can
provide excellent opportunities for a brand like Tide. Millennial consumers are becoming
increasingly aware of their carbon footprint and the effects associate with unsustainable living
practices. In order for Tide Coldwater to be successful, this market segment must be
successfully targeted. In the US, the best way to target this market segment is through social
media. According to (Neilson,2013) US millennials between the age of 18-34 spend
approxiamatly 20 hours per week on social networking sites accounting for 11% of their time
weekly. A social media presence for Tide Coldwater will ensure that the message of the brand
is understood by this consumer.
2. Generation X - Generation X consumer segment consists of woman aged between 33-44
with families. This consumer segment are consider with value for money and a more
sustainable way of living. Consumers in this category want to provide their families with the
best possible head start in life from the food they eat to the products they use to clean the
laundry. This consumer segment is also price and time sensitive. It is important for Tide
Coldwater to communicate their message to this consumer in a manor that is quick and
effective. When targeting this consumer, radio and on-the-go social media have the greatest
reach points.
These two consumer segments combined account for approximately one third of US consumers.
Successful targeting of these two market segments can ensure the lifelong success of Tide Coldwater
on the US market.
Positioning of Tide Coldwater in the US market-
Tide ColdWater brand is positioned as an environmentally friendly product which is cost effective for
the consumer. Tide Coldwater demonstrates the same level of stain removal as original Tide products,
however, Tide Coldwater is a more cost effective product. The use of Tide Coldwater reduces energy
bills for the consumer and ensure a longer lifecycle for laundry washed at 30 degrees. The current
value proposition for Tide Coldwater is “Brilliant Clean, at lower temperatures”. This value
proposition addresses the benefits to the environment and the laundry but not the financial benefits to
the consumer. In order to position Tide-Coldwater more effectively, the brand should include an
element highlighting the financial benefits of purchasing this product.
11
The United States
Below are images of the two target market segments for Tide Coldwater in the US
Generation X – (woman aged 33-44) Millennials – (Aged 18-32)
Plgh CuallLy
Low CuallLy
Lxpenslve Cheap
Caln
1lde
Arm and Pammer
CreaL value
Lra
18-24's spend 20 hours
per week onllne.
CeneraLlon x are Llme and
prlce senslLlve.
1lde LargeL markeL segmenL
accounL for one - Lhlrd of
uS populaLlon.
12
Ariel Marketing Mix in Ireland
Product: Ariel laundry detergent
is a product produced by Procter
& Gamble. Ariel detergent is a
new product formulated to work
best at 30 degree wash
tempeture. It is available in a
wide range of forms and
quantities ranging from liguids
to powder. It is also available in
a wide range of quanitities
ranging from a 10 wash to 50
wash.
Þrlce : Arlel deLergenL ranges ln
prlce dependlng on Lhe form
and quanLlLles purchased. Arlel
deLergenL ls more expenslve
Lhan many oLher lrlsh brands,
however, Arlel does provlde a
range of prlce promoLlons Lo
consumers aL lnLervlls
LhroughouL Lhe year. Arlel
prlclng ranges from !5 -15.
Place: Ariel products are
available in a wide range of
retail outlets in Ireland ranging
from large chain retail stores to
small localised businesses. The
two largest retailers of Ariel
products in Ireland are Dunnes
Stores and Tesco. Both of these
stores have online shopping hubs
however, that is the only online
shopping presence Ariel
displays.
ÞromoLlon : Arlel promoLes lLs
brand Lhrough a number of
consumer Louch polnLs such
as :
• lnsLore ÞromoLlons.
• 1v and 8adlo
Campalgns.
• Cnllne AdverLlslng
Pubs.
Arlel ln lreland ls promoLed
malnly lnsLore and on
1v/8adlo Lo consumers ln
lreland.
13
Tide Marketing Mix in the US
Product: Tide Coldwater is a laundry
detergent produced by Procter and
Gamble which encourages
consumers to wash in coldwater. The
product boasts best performance in
30 degree wash temperture ensure
reduced energy consumption for the
consumer. The product is available
in a wide range of forms such as
powder,gel pods and liguids and in a
wide varied of sizes ranging from
50oz to 150oz.
Price: Tide Coldwater ranges in price
depending on product form and size.
Tide coldwater is more expensive
than other detergent brand on the
market ranging in price from $11-17.
The high price is covered by
additional saving made on energy
costs through the use of cold-water
vs. hot-water.
Place : TideColdwater is available
for purchase in a wide range of
retail outlets throughout the US.
The largest retail seller of Tide
Coldwater is Walmart. Tide
Coldwater is available for purchase
in other small localised business
and online from stores such as
Walmart and Amazon.
Promotion: Tide Coldwater promotes
its product range through a number
of methods such as :
• Instore promotions.
• Online Social Media
• Television and Radio
Campaigns.
Tide Coldwater main promotional
campaign is through its only
Facebook page which currently has
approximatly 3,900,000 likes.
14
Global Marketing Strategy
Tide Coldwater and Ariel face a challenge when developing a global marketing strategy that will
result in consumers converting 70% of wash loads into cold-water by 2020. This is an achievable goal
should Procter & Gamble adapt a globally relevant and effective marketing campaign.
Through an in-depth SWOT analysis of the American market for Tide Coldwater and the Irish market
for Ariel and a marketing mix analysis of both these markets, I have come to the following
recommendations:
Global Social Media Marketing Campaign - Procter and Gamble should adapt a global marketing
campaign using social media networks and Apps. This should be adapted to the individual market.
For example, when promoting Tide Coldwater in the US, Procter & Gamble should launch the
marketing campaign on Facebook. This is the largest american social networking site. When
promoting Tide Coldwater/ Ariel in China, Procter & Gamble should launch the campaign on
Weibo.com, the largest chinese social networking site.
In addition to an online marketing campaign, Ariel/Tide Coldwater should develop a smartphone app
that provides the consumer with tips and tricks for washing in cold-water. This app will be a helpful
tool that will assist the consumer in the adaptation to cold-water washing. It will show video
demonstrations on how to use the products and the best tips for cold-water washing.The app will be
available in a range of app stores across a wide range of smart phones ensuring a large touch point for
the brand. This app will communicate Tide Coldwater/ Ariel message on sustainability through
educating the consumer on more sustainable laundry routines. The app should be launched on the
market at the same time as the global social media marketing campaign and a direct link from the
campaign touch points to the relevant app stores should be made.
In-store Demonstrations – Procter & Gamble will provide in-store demonstrations in its largest retail
outlets on a regular on-going bases. These demonstrations will provide training to consumer on how
to best utilize these products while also demonstrating the benefits of these products to consumers
who have not yet purchased the product. This touch point will be key for Procter & Gamble as in-
store demonstrators can deal with issues and concerns as they arise for the consumer.
Social Media Competition – The global social media campaign should include an online competition.
Procter & Gamble should create a competition for social media users with the prize being 1 years
supply of washing detergent. In order to win, social media users should be required to like the relevant
brands social media page, share the social media page and leave a comment or note stating what they
like best about the Ariel/Tide Coldwater Brand. This will ensure that the brands has an extended reach
to social media users while also generating positive brand morale through client perceptions of the
organization.
Sample Give-Away – Procter & Gamble will provide sample size products to Universities and
Colleges in the regions it wishes to target during university events and open days. This will encourage
millennials to test this product while positioning the Ariel brand as a student friendly product. These
give aways will provide instructions on how to best use the product.
Conclusion – The above report analysis a number of aspects of the Ariel/Tide Coldwater Brand.
Through in-depth analysis of both the Irish and American Market, a number of target marketing,
marketing mix and global marketing strategy recommendations have been made. I believe that all the
recommendations contained inside this report will assist Procter & Gamble in achieving their long-
term sustainability goal of converting 70% of wash loads to cold-water by 2020.
13
Bibliography
Datamonitor, 2007. Company Spotlight: Procter & Gamble. MarketWatch: Personal Care , Vol.6(1),
p.91-97.
Datamonitor, 2010. Personal Care: Company Spotlight: Procter & Gamble.. MarketWatch: Global
Round-up., Vol. 9(3), P.112-118.
Foster, J., 2013. The myth of the 30c 'money-saving' cycle: How your eco-friendly cool wash can
infest your clothes with GERMS.. [Online]
Available at:http://www.dailymail.co.uk/femail/article-2400567/How-eco-friendly-cool-
wash-infest-clothes-GERMS.html
[Accessed 7 November 2013].
National Consumer Agency, 2013. corporate.nca.ie. [Online]
Available at:http://corporate.nca.ie/eng/Media_Zone/Press Releases/National Consumer Agenc
y%20Research%20Reveals%20Shopping%20Habits%20of%20Irish%20Consumer.html
[Accessed 11 november 2013].
Neilson, 2013. Social Media Report 2012. [ONLINE] Available at:http://www.nielsen.com/content/dam/corporate/us/en/reports-downloads/2012-Reports/The-
Social-Media-Report-2012.pdf. [Accessed 11 November 13].
Procter&Gamble, 2013. 2013 Annual Report. [Online]
Available at:http://www.pgbalkans.com/en_US/downloads/investors/annual_reports/2013/2013_AnnualRe
port.pdf
[Accessed 11 November 2013].
Steiner, R., 2013. Management, market power, and Antitrust - Procter & Gamble and the U.S. laundry
detergent industry.. The Antitrust Bulletin, Vol.58(No.2&3), p.521-573.
The Marketing Society., 2012. Marketing Society.co.uk. [Online]
Available at:https://www.marketingsociety.co.uk/the-library/2010-ariel-marketing-
sustainable-consumption-case-study
[Accessed 11 November 2013].
Wentz, L., 2005. P&G targets young adults in Germany with Ariel ads.. Advertising Age, Vol.79(49),
p. P.19.
Yeshin,T.. (2006). Developing the theory of sales promotion. In: Thomson Learning Sales Promotion.
London: Thomson Learning. P.68-70.
16
Coursework Reflection
Through the coursework for this assignment, I gained experience in working with an international
marketing team. This was not an easy assignment and working in international teams did prove
problematic at times. Meetings were difficult to co-ordinate due to the time difference and the mix of
timetable’s by both Irish and American team members. When meetings did take place it was difficult
to address issues with technology as we had no way of communicating the problem.
The helpfulness and openness of colleagues allowed for a well rounded view of the topic at hand. All
opinions were respected and brainstorming as a team was very effective when analysing ideas
generated. However, even at this stage of the project we did face a number of frustrations. The major
frustration we faced was communication issues. It was difficult in the first two weeks to understand
exactly what each side of the team needed from one another. To further add to this frustration, we
found it extremely difficult to find a medium of communication which suited both sides of the team.
Timing was also an issue for our team. We found that the mix of schedules among our Irish
colleagues and American colleges to be extremely complex and finding a mutual time was extremely
difficult. It resulted in communication taking place over facebook, a medium which allowed us to
communicate at times that suited us best and other teams members could receive these messages when
they accessed the communication forum.
At the start of the project, we faced issues communicating through WebEx as alot of the time the
connection was to slow and would not allow us to verbally communicate while videoing. This took up
allot of our time initially. After this we decide a private face book group was the best medium for
communication. Once this was set up, we found that the language we would use to address Irish and
American colleagues varied as they struggled to understand our slang.
Given this opportunity again, I would remain in an Irish/American team. Although we did face a
number of frustrations, we received a unique insight that may not have been achieved through an all
Irish team. Also we gained important knowledge and experience on how to communicate with
students/ work colleagues from a different cultural and geographical background.
doc_187399704.pdf
Procter and Gamble have a problem. The problem P&G are facing is to develop a globally scalable conceptual idea and long term activation plan across various touch points that would lead to Tide/Ariel’s objectives of converting 70% of wash loads into cold water by 2020.
1
Mn313 – International Marketing
P&G Global Marketing Strategy
14
th
of November 2013
2
Team Continental
14
th
November 2013
Andrew Hight is a 21 year old
marketing major with a minor in
business administration at NKU.
Some of his hobbies include
baseball and bowling. His dream
job is to become the marketing
director for the Cincinnati Reds.
His email address is :
[email protected]
T.J Vogelpohl is also studying
a marketing major at NKU.
Some of his hobbies include
sports, camping and horse
riding.His dream job is to
become the managing director
of P&G. His email address is :
[email protected]
8ebecca 8rown ls a 19 year old
who ls sLudylng 8uslness and
ManagemenL aL nulm. Per
hobbles lnclude playlng
badmlngLon and oLher sporLs.
Per dream [ob ls Lo become a
prlmary school Leacher. Per
emall address ls :
8ebecca.brown.2012[nulm.le
Amyrose 8roughall ls a 21 year old
sLudenL sLudylng 8uslness and
ManagemenL aL nulm. Per
hobbles are fashlon and playlng
Lennls. Per dream [ob ls Lo own
her own mulLlnaLlonal ladles
fashlon company. Per emall
address ls:
Amyrose.broughall.2012[nulm.le
Andrew Mccabe ls currenLly 20 years
of age and sLudylng 8uslness and
managemenL aL nulm. Pls hobbles
lnclude sporLs,flLness and
compuLers. Pls dream [ob ls Lo
become Lhe managlng dlrecLor for
MlcrosofL. Pls emall address ls :
Andrew.mccabe.2012[nulm.le
Sean Þurcell ls 20 years of age
and sLudylng 8uslness and
ManagemenL aL nulm. Pls
hobbles lnclude playlng hurllng
and soclallslng wlLh frlends. Pls
dream [ob ls Lo become
Chalrman of Arsenal fooLball
club. Pls emall address ls :
Seanlepurcell93[yahoo.le
3
Background – Procter and Gamble have a problem. The problem P&G are facing is to develop a
globally scalable conceptual idea and long term activation plan across various touch points that would
lead to Tide/Ariel’s objectives of converting 70% of wash loads into cold water by 2020. The problem
arises from the global need to develop a more sustainable way of living. Cold-water washing saves on
energy cost while reducing the carbon footprint of households. Ariel/Tide are the products Procter &
Gamble are going to use to converter 70% of wash loads to cold water by 2020. The problem P&G
face stems essentially from consumer habits. This is a major obstacle for P&G as it is extremely
difficult to change/alter traditions once they are set in place. For this reason, Ariel / Tide Coldwater
would benefit most from targeting younger generation consumers (under 35’s) and Generation X
consumers who have not yet developed strict routines or traditions. It is most easier for these
consumers to develop a new habit than it is for existing consumers to change there existing habits.
Recommendations -
• Target young generation consumers through a variety of Social Media mediums in
the hope of influencing their forming habits.
• Change information on packaging to highlight impact of unsustainable living.
• Create an advertising campaign through online social media and smart phone apps.
aimed at informing the client about cold-water washing and how to introduce this
into their daily routine.
Rationale -
Targeting young generation consumers will create a wide range of oppurtunities for Ariel/Tide
Coldwater. Young generation consumers have yet to form their lifelong habits and Ariel can use this
to embed their brand in the new habits and practices of these developing consumers. Social Media is
the key to targeting these consumers. (Nielson,2013) states that “App usage now accounts for more
than a third of social networking time across PCs and mobile devices”. By creating a mobile app,
Ariel/Tide Coldwater can deliver information on how to wash in cold-water, the benefits of cold-
water washing and ways to maximize financial savings to a wider range of consumers while also
targeting the younger generation consumers through a means of communication built into their
everyday routines.
Ariel should incorporate an informative element to their packaging. Consumers selected their products
with their eyes and emotions. It is important that Ariel adapt a packaging, which displays a more
emotional side to the brand. Ariel could adapt an approach that informs the client of the risks involved
with unsustainable living practices. The brand should communicate the message through a visual
campaign comprising of a number of images relating to the effects of global warming and
unsustainable living.
Consumers are also using social media to find out more information about brands, products and
services, and to find deals and purchase incentives. Online social media presence will allow Ariel to
provide this information to consumers about their product while maintaining consumer relations. 65%
of social media users learn more about brand/products and service online (Neilson,2013). By creating
a social media advertising campaign, Ariel will reach a larger target audience than through any other
advertising methods. Research shows that more than a quarter of social media users say they are more
likely to pay attention to an ad shared by one of their social connections. A positive social media
presence will boost Ariel/ Tide Cold-waters brand equity, pushing the brand closer to its goal of
converting 70% of wash loads into cold water by 2020.
4
Goal of 70% wash loads
converting to cold-waLer by
2020.
1lde/Arlel 8rand LqulLy
Tide/Ariel
10/2013
1. Target young generation
consumers through social media.
2. Change information on packaging
to show impact of unsustainable
living.
3. Creat an advertising campaign
through social media and smart
phone apps.
Arlel/1lde
ColdwaLer 2020
App usuage
accounts for a
third of time
spent on soclal
medla
65% of
social media
users learn
about brands,
products and
services
online.
One Quarter of social media users say they are more likely to pay
attention to an ad shared by their social connections.
3
Swot Analysis for Ariel in the Irish Industry
Strengths
Leading Market Position – Procter & Gamble and the Ariel brand hold a leading market position in
the industry for laundry detergents. P&G is the market leader in fabric care with global market share
of approximately 33%, through key brands such as Ariel and Tide. (Datamonitor, 2010).
Competitive Advantages- Being the first company to introduce stain removing enzymes to their
product line has created a marketing leading advantage for this brand. In 2007, Ariel re-launched their
30 degree wash campaign positioning the brand as the marketing leading detergent for a sustainable
lifestyle.
Price Quantity and Variety- Ariel in ireland produce a wide range of products that vary in quantity
and price. The wide selection of quantities allows for new consumers to test the products while
reducing the cost for the consumer.
Weaknesses
Weak Packaging- Ariel brand is distinctive but uninformative. There is little visual evidence on the
brand packaging to highlight the sustainable qualities of the brand. Although the Ariel packaging has
distinctive qualities such as colour and logo, it does not advertise the benefits of 30 degree washing.
Lack of Promotion- Ariel is brand recognised for its high quality and performance but also its high
price point in comparison to competitors. Research has shown that Ariel tend to offer consumers
additional value rather than compete on a pricing bases. However, consumers typically prefer price
promotions that increase their purchasing power.
Limited Target Market- At present, Ariel has a limited target market. They currently target mothers,
families and home-owners. Although this is a largest base of those shopping in the supermarkets, it
elements market segments such as students, elderly people, couples, large hospitality companies etc.
Should Ariel expand the target market base, there brand may gain additional market share and
maintain its reputation as a market leading brand.
Opportunities
Brand Reputation - Procter &Gamble has one of the largest and strongest portfolio mix of quality
brands such as Tide and Ariel. (Datamonitor, 2007) Both of Ariel and Tide have leading market share
in their relevant industries providing P&G with a competitive efficiency unmatched in the industry.
6
First Mover Advantage- Being one of the first brands to introduce cold-water washing to the market
in 2007 has given Ariel a market lead. Ariel are extremely successful in positioning the brand as a
market leader in cold-water washing detergents. Independent research carried out by IPC Green
Matters 2007 after the 30 degree wash campaign attributed high brand linkage between Ariel and 88%
of those that now washed at 30°C. (The Marketing Society., 2012)
Changing Lifestyle of Consumers- Since the economic downturn in 2007, consumers have begun
adapting and changing their lifestyle habits and practices. For Ariel, this creates an opportunity for
Ariel to embed this brand into the new developing lifestyle of its consumers. Ariel sees this change in
lifestyle as an opportunity to change consumer habits of washing clothes in high temperature for a
more cost efficient, sustainable way of living.
Threats
Wide selection of substitute products- New and Innovative products for Cold-Water Washing are
beginning to appear on the Irish Market. Dettol Antibacterial Laundry Cleanser was introduced to the
Irish market communicating that it best performances in a 40 degree wash and all advertisement’s
represent this along with Dettol’s slogan of “ Killing 99.9% of germs”. To date this is the biggest
competitor of Ariel in terms of Cold-Water Washing.
Aggressive price competition- Ariel operates in a market with intense competition. The brand faces
price wars from privately branded firms and luxury branded firms such as Unilever and Johnson &
Johnson. Ariel must strive for continuous innovation and competitive pricing as this industry becomes
more saturated with substitute products. (Datamonitor, 2007)
Negative Press relating to Cold-Water Washing - Cold-water washing is viewed as insufficient and
un-hygienic by consumers. This is largely due to the negative press it has received in the previous
year. (Foster, 2013) states that “30c is actually the temperature in which we incubate bugs to grow
them for experiments”. Contradicting information is continuously published on this topic and this is
creating confusion and distrust for the consumer.
Swot Analysis for Tide in the US industry.
Strengths
Superior Competitiveness – Tide, as a brand within the Procter and Gamble organization, display
superior competitiveness above all other market brands. As stated in (Steiner, 2013)
“Tide, were superior vertical and horizontal competitors” in the market for laundry detergents.
Positive Brand Reputation – Tide and P&G are viewed as a superior brand in the US market. For the
consumer, Tide represents innovation, superiority and excellent quality. (Steiner, 2013) States that “In
recent years Consumer Reports has given Procter brands, especially Tide, top ratings for overall
cleaning performance in the industry”.
Excellent Quality and Performance – Tide laundry detergents are seen as some of the best on the
market. The excellent quality and performance they provide is recognized by their current target
market, leading to a loyal customer base and trust within the brand. “In the 2009, 2010, and 2011
7
Consumer Reports, Tide brands had by far the best performance ratings during these three years”.
(Steiner, 2013)
Price Quantity and Variety – P&G and Tide understand that globalization of a brand can only be
successful when certain adaptations are made for individual markets. Tide has developed thirteen
regional versions of Tide detergents to ensure excellent quality in all possible eventualities. (Steiner,
2013)
Weaknesses
Limited Target Market – Tide, through its numerous marketing campaigns has restricted the target
market the brand appeals to. Typically, Tide is aimed at the housewives, older men/women and
parents. In doing this, they have cut out the younger generations such as students, new homeowners
and the younger generation of workers.
High Price Point – Although this creates an opportunity for the organization to maximize profits, it
limits the consumers who are able and willing to purchase this product. Tide, is one of the highest
priced laundry detergents in the US market. Tide rarely take part in any form of deal or price
promotion making it difficult for lower middle class consumers to purchase this product.
Opportunities
Difficulty of Entrances – Tide have created a barrier to entry in the US laundry detergent industry
through superior quality and performance and first-mover advantage. Tide, was establish and
progressing expertly in the market before any other substitute detergents were available and “It was
not until 1948 that Lever with Surf and Colgate with Fab entered their rival laundry detergents.”
(Steiner, 2013)
Market Leader in the US industry for Laundry Detergents – Procter and Gamble are a clear
market leader in this industry. Being the first to introduce modern-day laundry detergents to the
market has ensure a certain standard of quality and performance that only Tide has achieved to date.
As stated by (Steiner, 2013) “The Rosenthal Memo concluded that “Procter [was] obviously the
leader in the industry in every way”. P&G and Tide do not participate in deal prices. This has enabled
P&G to retain a higher average price per product without damaging high sales or profits.
Threats
Consumer Mindset- Tide is already strongly positioned in the mind of consumers for its quality and
performance in a hot-water wash. Changing this could prove extremely difficult as traditions and
habits come into play. Tide must be careful that they do not damage the many strengths and
opportunities present to the organization through the introduction of Tide cold-water wash.
Substitute goods- Tide Coldwater faces intense completion on the US market. Brands such as Gain
and Arm&Hammer compete against Tide Coldwater on a quality and price bases. As own-branded
products are beginning to develop further on the market, Tide Coldwater must continue to maintain its
market leading status in order to compete with these brands.
8
Ariel’s Target Market in Ireland
Ariel is a market leading brand in laundry detergent in Ireland. The two main target market segments
for Ariel in Ireland are:
1. Younger Generation Segment (Aged 18-34) – Ariel must become market leaders in
targeting new younger generation consumers. These consumers are developing consumers.
Preferences and habits have not yet been fully embedded in this consumer segment. The
targeting of this market segment can create a loyal customer base for Ariel. Research reported
by the National Consumer Agency of Ireland states that Irish consumers do not typically
switch between products and services once a relationship is developed. Figures show that a
fall from 43% to 32% per product switch has occurred in the Irish Market in 2013. Ariel
understands the benefits of creating and maintaining loyal relationships with the consumer
and for this reason the younger generation consumers should be a main focal point of the new
marketing campaign.
2. Generation X (woman aged 35 – 50) - Ariel must also continue to target existing consumers
of the brand. This target segment are concerned with sustainable living and a more effective
way of doing laundry. According to the National Consumer Agency of Ireland, 72% of
woman are responsible for shopping and grocery duties in the household. (National Consumer
Agency, 2013). These consumers are price sensitive consumer who live by a strict budget. A
survey carried out by the National Consumer Agency of Ireland showed 66% of irish
consumers will rotate their shopping outlets based on price or promotional offers. Ariel is
recognized by this market segment as a market leading brand on quality and performance.
These consumers understand that Ariel products will make the duty of washing much easier
for the consumer while reducing compromise on price.
It is important that Ariel combines these two consumers to create a large, profitable customer base for
the brand.
Positioning of the Ariel brand in the Irish Market.
Ariel is currently being positioned as a middle-to-high end brand of laundry detergent that provides
excellent quality and performance to the consumer with no compromise on sustainability. The Ariel
brand boast quality, cost efficiency and sustainability.The brand is seen as one of the top 10 laundry
detergent brands in Ireland for quality and performance. The Ariel product, which boast best
performance at 30 degrees also contains in-tangible benefits for the consumer.These in-tangible
benefits include reduced energy bills as a direct result of washing in cold-water. Through effective
and successful positioning Procter & Gamble and Ariel products are responsible for 36% of the Irish
laundry care market. Procter & Gamble represent 4 of the top 10 brands in laundry care on the Irish
Market and Ariel is one of these brands. The current value proposition “Locks in just washed
freshness for up to 8 hours” addresses the quality and performance benefits to the consumer but does
not highlight the environmental benefits associated with this product. In order to position Ariel best in
the mind of the consumer, Ariel should consider adding an element to the value proposition that
incorporates the environmentally friendly benefits of the product.
9
The Republic of Ireland
Below are images of the two target market segment for Ariel in Ireland
Generation X Young generation consumer
High Quality.
Low Quality
Expensiv
Chea
Persil
Fair
Daisy
Tesco Own-Brand
Ecover
Ariel
72% of woman
responsible for grocery
duties in Ireland.
Ariel one of the top 10 brand
in laundry care in Ireland.
66% of Irish consumers
change shopping outlet for
price and product
promotions elsewhere.
Decrease of 11% in the
amount of consumers
switching products in
Ireland.
10
Tide’s target market in the US
Tide is a marketing leading brand in laundry detergent in the Us. Below are the two main target
market segments for Tide in the US:
1. Millennials – Millennials are developing consumers between the ages of 18-32. This market
segment are the new generation of consumers. The purchasing power of this generation can
provide excellent opportunities for a brand like Tide. Millennial consumers are becoming
increasingly aware of their carbon footprint and the effects associate with unsustainable living
practices. In order for Tide Coldwater to be successful, this market segment must be
successfully targeted. In the US, the best way to target this market segment is through social
media. According to (Neilson,2013) US millennials between the age of 18-34 spend
approxiamatly 20 hours per week on social networking sites accounting for 11% of their time
weekly. A social media presence for Tide Coldwater will ensure that the message of the brand
is understood by this consumer.
2. Generation X - Generation X consumer segment consists of woman aged between 33-44
with families. This consumer segment are consider with value for money and a more
sustainable way of living. Consumers in this category want to provide their families with the
best possible head start in life from the food they eat to the products they use to clean the
laundry. This consumer segment is also price and time sensitive. It is important for Tide
Coldwater to communicate their message to this consumer in a manor that is quick and
effective. When targeting this consumer, radio and on-the-go social media have the greatest
reach points.
These two consumer segments combined account for approximately one third of US consumers.
Successful targeting of these two market segments can ensure the lifelong success of Tide Coldwater
on the US market.
Positioning of Tide Coldwater in the US market-
Tide ColdWater brand is positioned as an environmentally friendly product which is cost effective for
the consumer. Tide Coldwater demonstrates the same level of stain removal as original Tide products,
however, Tide Coldwater is a more cost effective product. The use of Tide Coldwater reduces energy
bills for the consumer and ensure a longer lifecycle for laundry washed at 30 degrees. The current
value proposition for Tide Coldwater is “Brilliant Clean, at lower temperatures”. This value
proposition addresses the benefits to the environment and the laundry but not the financial benefits to
the consumer. In order to position Tide-Coldwater more effectively, the brand should include an
element highlighting the financial benefits of purchasing this product.
11
The United States
Below are images of the two target market segments for Tide Coldwater in the US
Generation X – (woman aged 33-44) Millennials – (Aged 18-32)
Plgh CuallLy
Low CuallLy
Lxpenslve Cheap
Caln
1lde
Arm and Pammer
CreaL value
Lra
18-24's spend 20 hours
per week onllne.
CeneraLlon x are Llme and
prlce senslLlve.
1lde LargeL markeL segmenL
accounL for one - Lhlrd of
uS populaLlon.
12
Ariel Marketing Mix in Ireland
Product: Ariel laundry detergent
is a product produced by Procter
& Gamble. Ariel detergent is a
new product formulated to work
best at 30 degree wash
tempeture. It is available in a
wide range of forms and
quantities ranging from liguids
to powder. It is also available in
a wide range of quanitities
ranging from a 10 wash to 50
wash.
Þrlce : Arlel deLergenL ranges ln
prlce dependlng on Lhe form
and quanLlLles purchased. Arlel
deLergenL ls more expenslve
Lhan many oLher lrlsh brands,
however, Arlel does provlde a
range of prlce promoLlons Lo
consumers aL lnLervlls
LhroughouL Lhe year. Arlel
prlclng ranges from !5 -15.
Place: Ariel products are
available in a wide range of
retail outlets in Ireland ranging
from large chain retail stores to
small localised businesses. The
two largest retailers of Ariel
products in Ireland are Dunnes
Stores and Tesco. Both of these
stores have online shopping hubs
however, that is the only online
shopping presence Ariel
displays.
ÞromoLlon : Arlel promoLes lLs
brand Lhrough a number of
consumer Louch polnLs such
as :
• lnsLore ÞromoLlons.
• 1v and 8adlo
Campalgns.
• Cnllne AdverLlslng
Pubs.
Arlel ln lreland ls promoLed
malnly lnsLore and on
1v/8adlo Lo consumers ln
lreland.
13
Tide Marketing Mix in the US
Product: Tide Coldwater is a laundry
detergent produced by Procter and
Gamble which encourages
consumers to wash in coldwater. The
product boasts best performance in
30 degree wash temperture ensure
reduced energy consumption for the
consumer. The product is available
in a wide range of forms such as
powder,gel pods and liguids and in a
wide varied of sizes ranging from
50oz to 150oz.
Price: Tide Coldwater ranges in price
depending on product form and size.
Tide coldwater is more expensive
than other detergent brand on the
market ranging in price from $11-17.
The high price is covered by
additional saving made on energy
costs through the use of cold-water
vs. hot-water.
Place : TideColdwater is available
for purchase in a wide range of
retail outlets throughout the US.
The largest retail seller of Tide
Coldwater is Walmart. Tide
Coldwater is available for purchase
in other small localised business
and online from stores such as
Walmart and Amazon.
Promotion: Tide Coldwater promotes
its product range through a number
of methods such as :
• Instore promotions.
• Online Social Media
• Television and Radio
Campaigns.
Tide Coldwater main promotional
campaign is through its only
Facebook page which currently has
approximatly 3,900,000 likes.
14
Global Marketing Strategy
Tide Coldwater and Ariel face a challenge when developing a global marketing strategy that will
result in consumers converting 70% of wash loads into cold-water by 2020. This is an achievable goal
should Procter & Gamble adapt a globally relevant and effective marketing campaign.
Through an in-depth SWOT analysis of the American market for Tide Coldwater and the Irish market
for Ariel and a marketing mix analysis of both these markets, I have come to the following
recommendations:
Global Social Media Marketing Campaign - Procter and Gamble should adapt a global marketing
campaign using social media networks and Apps. This should be adapted to the individual market.
For example, when promoting Tide Coldwater in the US, Procter & Gamble should launch the
marketing campaign on Facebook. This is the largest american social networking site. When
promoting Tide Coldwater/ Ariel in China, Procter & Gamble should launch the campaign on
Weibo.com, the largest chinese social networking site.
In addition to an online marketing campaign, Ariel/Tide Coldwater should develop a smartphone app
that provides the consumer with tips and tricks for washing in cold-water. This app will be a helpful
tool that will assist the consumer in the adaptation to cold-water washing. It will show video
demonstrations on how to use the products and the best tips for cold-water washing.The app will be
available in a range of app stores across a wide range of smart phones ensuring a large touch point for
the brand. This app will communicate Tide Coldwater/ Ariel message on sustainability through
educating the consumer on more sustainable laundry routines. The app should be launched on the
market at the same time as the global social media marketing campaign and a direct link from the
campaign touch points to the relevant app stores should be made.
In-store Demonstrations – Procter & Gamble will provide in-store demonstrations in its largest retail
outlets on a regular on-going bases. These demonstrations will provide training to consumer on how
to best utilize these products while also demonstrating the benefits of these products to consumers
who have not yet purchased the product. This touch point will be key for Procter & Gamble as in-
store demonstrators can deal with issues and concerns as they arise for the consumer.
Social Media Competition – The global social media campaign should include an online competition.
Procter & Gamble should create a competition for social media users with the prize being 1 years
supply of washing detergent. In order to win, social media users should be required to like the relevant
brands social media page, share the social media page and leave a comment or note stating what they
like best about the Ariel/Tide Coldwater Brand. This will ensure that the brands has an extended reach
to social media users while also generating positive brand morale through client perceptions of the
organization.
Sample Give-Away – Procter & Gamble will provide sample size products to Universities and
Colleges in the regions it wishes to target during university events and open days. This will encourage
millennials to test this product while positioning the Ariel brand as a student friendly product. These
give aways will provide instructions on how to best use the product.
Conclusion – The above report analysis a number of aspects of the Ariel/Tide Coldwater Brand.
Through in-depth analysis of both the Irish and American Market, a number of target marketing,
marketing mix and global marketing strategy recommendations have been made. I believe that all the
recommendations contained inside this report will assist Procter & Gamble in achieving their long-
term sustainability goal of converting 70% of wash loads to cold-water by 2020.
13
Bibliography
Datamonitor, 2007. Company Spotlight: Procter & Gamble. MarketWatch: Personal Care , Vol.6(1),
p.91-97.
Datamonitor, 2010. Personal Care: Company Spotlight: Procter & Gamble.. MarketWatch: Global
Round-up., Vol. 9(3), P.112-118.
Foster, J., 2013. The myth of the 30c 'money-saving' cycle: How your eco-friendly cool wash can
infest your clothes with GERMS.. [Online]
Available at:http://www.dailymail.co.uk/femail/article-2400567/How-eco-friendly-cool-
wash-infest-clothes-GERMS.html
[Accessed 7 November 2013].
National Consumer Agency, 2013. corporate.nca.ie. [Online]
Available at:http://corporate.nca.ie/eng/Media_Zone/Press Releases/National Consumer Agenc
y%20Research%20Reveals%20Shopping%20Habits%20of%20Irish%20Consumer.html
[Accessed 11 november 2013].
Neilson, 2013. Social Media Report 2012. [ONLINE] Available at:http://www.nielsen.com/content/dam/corporate/us/en/reports-downloads/2012-Reports/The-
Social-Media-Report-2012.pdf. [Accessed 11 November 13].
Procter&Gamble, 2013. 2013 Annual Report. [Online]
Available at:http://www.pgbalkans.com/en_US/downloads/investors/annual_reports/2013/2013_AnnualRe
port.pdf
[Accessed 11 November 2013].
Steiner, R., 2013. Management, market power, and Antitrust - Procter & Gamble and the U.S. laundry
detergent industry.. The Antitrust Bulletin, Vol.58(No.2&3), p.521-573.
The Marketing Society., 2012. Marketing Society.co.uk. [Online]
Available at:https://www.marketingsociety.co.uk/the-library/2010-ariel-marketing-
sustainable-consumption-case-study
[Accessed 11 November 2013].
Wentz, L., 2005. P&G targets young adults in Germany with Ariel ads.. Advertising Age, Vol.79(49),
p. P.19.
Yeshin,T.. (2006). Developing the theory of sales promotion. In: Thomson Learning Sales Promotion.
London: Thomson Learning. P.68-70.
16
Coursework Reflection
Through the coursework for this assignment, I gained experience in working with an international
marketing team. This was not an easy assignment and working in international teams did prove
problematic at times. Meetings were difficult to co-ordinate due to the time difference and the mix of
timetable’s by both Irish and American team members. When meetings did take place it was difficult
to address issues with technology as we had no way of communicating the problem.
The helpfulness and openness of colleagues allowed for a well rounded view of the topic at hand. All
opinions were respected and brainstorming as a team was very effective when analysing ideas
generated. However, even at this stage of the project we did face a number of frustrations. The major
frustration we faced was communication issues. It was difficult in the first two weeks to understand
exactly what each side of the team needed from one another. To further add to this frustration, we
found it extremely difficult to find a medium of communication which suited both sides of the team.
Timing was also an issue for our team. We found that the mix of schedules among our Irish
colleagues and American colleges to be extremely complex and finding a mutual time was extremely
difficult. It resulted in communication taking place over facebook, a medium which allowed us to
communicate at times that suited us best and other teams members could receive these messages when
they accessed the communication forum.
At the start of the project, we faced issues communicating through WebEx as alot of the time the
connection was to slow and would not allow us to verbally communicate while videoing. This took up
allot of our time initially. After this we decide a private face book group was the best medium for
communication. Once this was set up, we found that the language we would use to address Irish and
American colleagues varied as they struggled to understand our slang.
Given this opportunity again, I would remain in an Irish/American team. Although we did face a
number of frustrations, we received a unique insight that may not have been achieved through an all
Irish team. Also we gained important knowledge and experience on how to communicate with
students/ work colleagues from a different cultural and geographical background.
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