Harvard Case - Gillette Co.: Dry Idea Advertising (A), The Creative Problem
"Gillette Co.: Dry Idea Advertising (A), The Creative Problem" Harvard business case study is written by Thomas V. Bonoma, Shirley M. Spence. It deals with the challenges in the field of Marketing. The case study is 13 page(s) long and it was first published on : May 20, 1986
At Fern Fort University, we recommend Gillette Co. adopt a multi-pronged marketing strategy focused on re-energizing the Dry Idea brand through a combination of innovative product development, targeted advertising, and digital marketing initiatives. This strategy aims to address the changing consumer landscape, tap into emerging trends, and revitalize Dry Idea's position as a leading antiperspirant brand.
2. Background
This case study focuses on Gillette Co.'s challenge in revitalizing the Dry Idea brand, which had experienced declining sales and market share. The brand faced stiff competition from newer, more innovative antiperspirant products and struggled to resonate with younger consumers. The case explores various marketing strategies, including product innovation, advertising campaigns, and market research, to address the brand's declining performance.
The main protagonists in this case study are the marketing executives at Gillette Co. responsible for devising a strategy to revive the Dry Idea brand. They face the challenge of navigating a competitive market, understanding evolving consumer preferences, and developing a compelling marketing message.
3. Analysis of the Case Study
To analyze the case, we can utilize the following frameworks:
1. SWOT Analysis:
- Strengths: Strong brand recognition, established distribution channels, access to Gillette's resources and expertise.
- Weaknesses: Declining market share, outdated product offerings, lack of appeal to younger consumers.
- Opportunities: Emerging trends in natural and organic ingredients, increasing demand for personalized products, growth in digital marketing channels.
- Threats: Intense competition from established and emerging brands, changing consumer preferences, economic fluctuations.
2. PESTEL Analysis:
- Political: Government regulations on advertising and product labeling.
- Economic: Fluctuations in consumer spending, impact of economic downturns on discretionary spending.
- Social: Growing awareness of health and wellness, increasing demand for natural and organic products.
- Technological: Advancements in product formulations and delivery systems, rise of digital marketing platforms.
- Environmental: Concerns about the environmental impact of packaging and ingredients.
- Legal: Regulations on product safety and advertising claims.
3. Consumer Behavior Analysis:
- Target market: Young adults and millennials, increasingly concerned about personal hygiene and self-confidence.
- Motivations: Desire for effective and long-lasting antiperspirant protection, preference for natural and organic ingredients, influence of social media and online reviews.
- Decision-making process: Influenced by online research, peer recommendations, and brand reputation.
4. Competitive Analysis:
- Direct competitors: Dove, Secret, Degree, Old Spice, and other leading antiperspirant brands.
- Competitive advantages: Innovation in product formulations, effective marketing campaigns, strong brand positioning.
- Competitive disadvantages: Limited product differentiation, reliance on traditional advertising channels.
5. Product Lifecycle Management:
- Dry Idea is in the decline stage of its product lifecycle, characterized by declining sales and market share.
- The brand needs to revitalize its product offerings and marketing strategies to regain market share and extend its lifecycle.
4. Recommendations
Gillette Co. should implement the following recommendations to revitalize the Dry Idea brand:
1. Product Innovation:
- Develop new product formulations: Introduce natural and organic ingredients, focus on long-lasting protection, and offer personalized options based on individual needs.
- Expand product line: Offer a wider range of scents, sizes, and packaging options to cater to diverse consumer preferences.
- Invest in sustainable packaging: Utilize eco-friendly materials and reduce packaging waste to appeal to environmentally conscious consumers.
2. Targeted Advertising:
- Reposition the brand: Emphasize Dry Idea's effectiveness, natural ingredients, and focus on building confidence and self-esteem.
- Utilize digital marketing channels: Leverage social media, online advertising, and influencer marketing to reach younger consumers.
- Develop engaging content: Create compelling videos, interactive quizzes, and user-generated content to increase brand awareness and engagement.
3. Digital Marketing Strategies:
- Build a strong online presence: Develop a user-friendly website and social media accounts that provide information about products, answer customer questions, and engage with consumers.
- Leverage SEO and SEM: Optimize website content and paid advertising campaigns to improve search engine visibility and drive traffic to the brand's website.
- Implement CRM strategies: Collect customer data, personalize marketing messages, and build lasting relationships with consumers.
4. Pricing Strategy:
- Maintain competitive pricing: Offer value-for-money products that are comparable to competitors' offerings.
- Consider premium pricing: For innovative and natural products, consider charging a premium price to reflect the higher quality and value.
5. Distribution Channels:
- Expand online distribution: Partner with e-commerce platforms and online retailers to reach a wider audience.
- Strengthen existing retail partnerships: Collaborate with major retailers to ensure prominent product placement and visibility.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of the Dry Idea brand's strengths, weaknesses, opportunities, and threats. They address the changing consumer landscape, emerging trends, and competitive pressures faced by the brand.
The recommendations are consistent with Gillette's mission to provide high-quality personal care products that meet the needs of consumers. They also consider the needs of both external customers and internal clients, including marketing executives, product developers, and sales teams.
The recommendations are supported by quantitative measures such as market research data, competitor analysis, and projected return on investment (ROI). They also consider key assumptions about consumer behavior, technological advancements, and market trends.
6. Conclusion
By implementing these recommendations, Gillette Co. can revitalize the Dry Idea brand, increase market share, and attract a new generation of consumers. The strategy combines product innovation, targeted advertising, and digital marketing initiatives to create a compelling brand experience that resonates with today's consumers.
7. Discussion
Other alternative strategies for revitalizing the Dry Idea brand include:
- Rebranding: Completely changing the brand's name, logo, and messaging to appeal to a younger audience.
- Licensing: Partnering with another brand to leverage its existing consumer base and marketing expertise.
- Product diversification: Expanding into new product categories, such as body wash or deodorant, to broaden the brand's appeal.
However, these alternatives carry significant risks, such as alienating existing customers, diluting the brand's identity, or incurring high costs. The recommended strategy offers a more balanced approach that leverages the brand's existing strengths while adapting to the evolving market landscape.
8. Next Steps
The following steps should be taken to implement the recommended strategy:
- Phase 1 (Short-term):
- Conduct market research to validate consumer preferences and identify potential product innovations.
- Develop a new advertising campaign that targets younger consumers and emphasizes the brand's key benefits.
- Launch a social media campaign to engage with consumers and build brand awareness.
- Phase 2 (Mid-term):
- Introduce new product formulations and packaging options.
- Expand online distribution channels and strengthen existing retail partnerships.
- Implement CRM strategies to personalize marketing messages and build customer loyalty.
- Phase 3 (Long-term):
- Monitor the effectiveness of the marketing strategy and make adjustments as needed.
- Continuously innovate and develop new products to stay ahead of the competition.
- Expand into new markets and explore opportunities for international growth.
By taking these steps, Gillette Co. can successfully revitalize the Dry Idea brand and achieve long-term success in the competitive antiperspirant market.
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Case Description
Presents the first of two cases describing the struggle to solve creative problems on the Dry Idea antiperspirant brand introduced in 1978 by the Gillette Co. and its advertising agency (Batten, Barton, Durstine & Osborne). Provides company and industry background plus a historical brand review, and focuses on the issue facing product manager Carole Johnson in October of 1983: how to get good creativity fast?
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