FEASIBILITY STUDY OF LAUNCHING LIQUID

DISHWASHING PRODUCT

By

Surapong Surawanthanakul

SIU PS: SOM-MBA-2006-13

FEASIBILITY STUDY OF LAUNCHING LIQUID

DISHWASHING PRODUCT

A Project Presented

By

Surapong Surawanthanakul

Master of Business Administration in Management

School of Management
Shinawatra University

June 2007

Copyright of Shinawatra University

Acknowledgments
I would like to thank many people have greatly supported and provide
enormous assistance to the completion of my project study. I would like to faithfully
acknowledge my advisor, Dr. Charnchai Bunchapatanasakda. He is my main reason
for study at here. This study would not be able to be successfully completed without
Dr. Charnchais kindness for valuable advices. His experiences, expertise,
professional guidance, and encouragement and any necessary inspirations received
from him had brought me out to the confidences and strong attempt and willingness to
commit myself to the research.
I would like to express my thankful faithfulness to all MBA professors for
teaching me in all courses and for additional useful and supportive advices and
recommendations and suggestions, especially Asst. Prof. Dr. Pacapol Anurit, who has
given advices, knowledge, and so on since start until now and also future. He ready
to give knowledge to me and never tried to do.
I, moreover, would like to thank all of Shinawatra University staffs for helping
and suggestion in courses and also providing all possible conveniences and good
coordinative management and assistances during the academic years in the university.
Furthermore, my all colleagues, who had given me a very truly strong friendship,
encouragement and shared experiences and activities throughout the times we have
spent on studies, thank all of you.
Finally, I am not able to study in this course, if I lack of encouragement from
my family whether Mr. Anan, Mrs. Wanna, and Ms. Varanya, my parents and my
spouse who had continuously and fully always and encouraged me in every time,
especially, Mr. Therapath and Ms. Vasachol, my children, who are my inspiration and
encouragement

Abstract
This study was to investigate the consumer perception and attitude toward a
new liquid dishwashing product to be introduced into the market. The objectives of
the study are to identify target customers and obtained data and information for
creating marketing strategy plan.

Pretest-posttest of the sample product, depth

interview and survey questionnaires were used to obtain information including

product features, consumers value, attitude, and perception of the new product. Data
were analyzed using descriptive statistic, financial analyzes, and were test relations
using Chi-square & regressions.
The findings stated that three groups of consumers with different usage
experience including the first group; consumers who used to try new brands and
switched to the new ones, second, the consumers who used to try new brands but still
used their previous brands, and last group were the consumers who never tried any
new brands, had similar perceptions in selecting, expression, and purchasing of liquid
dishwashing products. The findings also stated that the target consumer of the new
brand were female, income level around 10,000 baht a month, living in houses or
townhouse. They perceived information about liquid dishwashing products from
television advertisements. The consumers preferred to purchase the refill package, 1-2
packs a month from discount stores including Carrefour, Tesco, Lotus, Big-C and
Tops supermarket respectively, Products quality was their first concern before
purchasing liquid dishwashing products followed by price and store locations.
Discount price was the most influence factor could make them switching to the new
brands and up to 66 percent of them were willing to try the new brand. The results
from financial analysis stated that there was positive results and opportunity to launch
a new brand of liquid dishwashing product in Thailand market.

Keywords:

Consumer Insight, Attitude Components, Learning, Consumer

Satisfaction, Product Life Cycle, Liquid dishwashing product
Cognitive component, Affective Component, Behavioral Component
Brand Loyalty

ii

Table of Contents
Title

Page

Acknowledgments

Abstract

ii

Table of Contents

iii

List of Figures

vi

List of Tables

vii

Chapter 1 Introduction

1.1 Statement of Problem

1.2 Objectives of the Study

1.3 Expected Outcomes

1.4 Definition of Terms

Chapter 2 Literature Reviews

2.1

2.2

Theory

2.1.1 Product life cycle

2.1.2 Consumer insight

2.1.3 Ego-defensive function

2.1.4 Attitude components

2.1.5 Learning

12

2.1.6 Qualitative measures

12

2.1.7 BCG matrix

13

2.1.8 Martin Fishbeins model

15

2.1.9 Motivation

21

2.1.10 Personality

21

2.1.11 Perception

21

Past Researches

22

Chapter 3 Methodology
3.1

24

Population & Samples

24

iii

3.2

Research Instrument

24

3.3

Research Process

25

Chapter 4 Data Analysis

4.1

27

Five Forces Analysis

27

4.1.1 The bargaining power of customers

28

4.1.2 The bargaining power of supplier

28

4.1.3 The threat of new entrants

28

4.1.4 The threat of substitute products

29

4.1.5 The intensity of competitive rivalry

29

4.2

Segmenting, Targeting, and Positioning (STP)

30

4.3

BCG Matrix Analysis

30

4.4

Marketing Mix Factors & Consumer Behavior Analysis

31

4.4.1 Product

31

4.4.2 Price

32

4.4.3 Place (distribution channel)

32

4.4.4 Promotion (integrated marketing communication)

32

SWOT Analysis Results Competitor

32

4.5.1 Strength of competitors

32

4.5.2 Weakness of competitors

33

4.5.3 Opportunities of competitors

33

4.5.4 Threats of competitors

33

SWOT Analysis Result of New Brand

34

4.6.1 Strength of the new brand

34

4.6.2 Weakness of the new brand

34

4.6.3 Opportunities of the new brand

34

4.6.4 Threats of the new brand

35

Descriptive Analysis

36

4.7.1 Demographic backgrounds of respondents

36

4.5

4.6

4.7

4.7.2 Demographic background in relation

with Brand Perception

37

4.7.3 Demographic background and sources

of news and information about the product
4.7.4 Media ranking

38
38

iv

4.8

4.9

Consumer Behavior

39

4.8.1 Repeated purchasing

39

4.8.2 Distribution channel

40

4.8.3 Amount of products per one purchasing

41

Promotion

41

4.9.1 The reason that makes respondents

to try the new brand

41

4.9.2 The reason of trying new brands

42

4.10 Attitude toward the Product after Trail

43

4.11 Depth Interview

45

4.11.1 Pretest depth interview (before trying the new brand)

45

4.11.2 Posttest depth interview (after trying the new product)

46

4.12 Financial Analysis

51

4.12.1 Revenues forecast

51

4.12.2 Cash flow forecast

52

4.12.3 Income forecast

53

4.12.4 Human resource management

54

Chapter 5 Conclusions and Recommendations

56

Reference

59

Appendices
Appendix A Screening Questionnaires in English and Moderator Guide in
English

61

Appendix B Screening Questionnaires in Thai and Moderator Guide

in Thai

69

Biography

78

List of Figures

Title

Page

Figure 1.1

The Market Size of Liquid Dishwashing Products

Figure 1.2

The Liquid Dishwashing Market Growth

Figure 1.3

Average Market Value Growth is 5 percents per Annum

Figure 1.4

Market Share by 2000-2005

Figure 2.1

Attitude Components and Manifestations

Figure 4.1

Five Forces Analysis of Liquid Dishwashing Product

27

Figure 4.2

Positions of Liquid Dishwashing Brands in the Market

30

Figure 4.3

SWOT Comparison of New Brand and Competitors

35

Figure 5.1

Figure of Respondents want to Switch to the New Brand

57

vi

Lists of Tables

Title

Page

Table 4.1

Demographic Profiles Classified by Occupation

36

Table 4.2

Demographic Profiles Classified by Income

36

Table 4.3

Demographic Profiles Classified by Types of Residents

37

Table 4.4

Types of Ownerships

37

Table 4.5

Relationship between Respondents Demographic Backgrounds and

Perception of Brands

Table 4.6

37

Relationships between Respondents Demographic Background and

Types of Communication Media to receive Information about
Consumer Products

Table 4.7

38

Types of Media that the Respondents received News and Information

about the Products

38

Table 4.8

Rationales for Repeating Purchase of the Respondents

39

Table 4.9

Distribution Channels that Respondents buy the Product

40

Table 4.10

The Quantity of Purchasing per Time

40

Table 4.11

Frequency of Purchasing per Month

40

Table 4.12

Price per Unit of Product Purchased

41

Table 4.13

Types of Packaging

41

Table 4.14

The Reasons that Influenced the Respondents to Switch to

the New Brand

41

Table 4.15

The Respondents Willingness to Try New Brand

42

Table 4.16

Rationales for Trying New Brands

42

Table 4.17

Respondents Willingness to Switch Brand

43

Table 4.18

The Attitude of Respondents towards to the Product Features

after Using

43

Table 4.18.1 The Attitude of Respondents towards to the Product Features after
Using

44

Table 4.19

The Attitude of Respondents towards to Prices after Using

44

Table 4.20

The Attitude of Respondents towards to their Desire after Using

44

vii

Table 4.21

Results of Respondents who Used to Tried other Brands and Used to

Switch to the other Brands

Table 4.22

46

Results of Respondents who Used to Tried other Brands, but not

Switch to the other Brands

46

Table 4.23

Results of Respondents who Never Used to Tried other Brands

47

Table 4.24

Results of Respondents All of Three Groups

47

Table 4.25

The Sales Forecast Table is for 5 Years

52

Table 4.26

The Table indicates the Cash Flow for 5 Years

53

Table 4.27

The Income Forecast for 5 Years

54

Table 4.28

The Employment and Salary Structure of the Company

55

viii

Chapter 1
Introduction
1.1 Statement of Problem
Nowadays, competitive in consumer product markets are in very high degree
of competition situation with no exception to liquid dishwashing products.

The

situation makes new producers hard and difficult to introduce their new brands in the
markets. Currently, there are several market leaders in the liquid dishwashing product
market including Sunlight, and Lipon-F. The market of consumer products grows
around 10-15 percent per year and market size is larger than 10 billion baht. Off this,
liquid dishwashing product market grow up at around 15 percent per year(Housing
Brands attacked 2006)
In the world of consumer products, it is not easy for the new brand or new
player to survive. The products both food and non-food category is growing at around
20 percent per year. Liquid dishwasher is classified as non-food consumer products.
The product becomes one of necessary consumer product for Thai household used.
The market is large and could be estimated market size to value at 2 billion baht with
10 - 15 percent growth rate (Housing Brands attacked 2006). The market leader is
Sunlight from Unilever Trading Co., Ltd whose company is joint venture between
Lever Brothers Co., Ltd (British) and Margarine Unie Co., Ltd (Netherlands)
followed by Lion, and house brands from discount stores such as Tesco-Lotus,
Carrefour, and Big-C (Housing Brands attacked 2006)
Liquid Dishwashing (2005) revealed that market size of liquid dishwashing
products in Thailand grew significantly from 1,426 million baht in 1997 to 2,251
million baht or accounted for 57.8 percent in the year ended 2005 (Figure 1.1).

Market Value (Million Baht)

2,500
2,000
1,500

1,426

1,616 1,628

1,740 1,811

1,966 2,032

2,144

2,251

1,000
500
0
1997

1998

1999

2000

2001

2002

2003

2004

2005

Figure 1.1 The Market Size of Liquid Dishwashing Products

Source: Liquid Dishwashing (2005)
Figure 1.2 illustrated the quantity of liquid dishwashing products being
produced and sold in Thailand market and the growth rate is significantly increase
approximately 66.65 percent from the year 1997 to 2005.

58,037

60,000

51,653
45,119

50,000
40,000

38,004

34,825

Market Volume
30,000
(Ton)
20,000
54,752

49,167

43,220

36,540

10,000
0
1997

1998

1999

2000

2001

2002

Year

Figure 1.2 The Liquid Dishwashing Market Growth

Source: Liquid Dishwashing (2005)

2003

2004

2005

60,000
50,000
40,000
30,000

5% 5%
5% 3.5% 2,1442,251
1,9662,032
4% 4%
1,811
13% 7%
58,037
1,740
1,6161,628
54,752
1,426
51,653
49,167
45,119
43,220
38,004
36,540
34,825

2,500
2,000
1,500
1,000
500
0

Market Value (Million

Baht)

Market Volume (Ton)

70,000

199719981999200020012002200320042005
Year

Figure 1.3 Average Market Value Growth is 5 Percent per Annum

Source: AC Nielsen Retail Audit Thailand (2006)
Figure 1.3 information from AC Nielsen Retail Audit (2006) revealed that
liquid dishwashing market size both in form of market volume and market value grow
approximately 5 percent per year.

80
60
Market Value
Share (%)

40
20
0

2000 2001 2002 2003 2004 2005

Sunlight

64.1

62.5

63.5

66

68.7

65

Lipon

24.3

24.6

23.1

21.7

20.6

20

Other Brand 11.6

12.9

13.4

12.3

10.7

15

Figure 1.4 Market Share by Year 2000-2005

Source: AC Nielsen Retail Audit Thailand (2006)

Information from Figure 1.4 (AC Nielsen Retail Audit, 2006) presents market
share of liquid dishwashing products by three major market leaders including
Sunlight, Lipon-F, and house brands during 2000 2005. Sunlight performs a long
term leadership since it is the about the first brand in Thai market; at present, its
market share is around 65 percent of the total market in 2005. Lipon-F, the second
market leader, shares 20 percent of the total in the same year. The rest 15 percent of
the market share is shared by several local brands and house brands.
Liquid dishwashing product market size is valued at more than 2,000 million
baht per year. Its market leaders are Unilever who gains approximately 65 percent of
market share, follows by Lion, and other brands which include local brands and house
brands who gains 20 percent and 15 percent of market share respectively. Local
brands or house brands are expected to grow at 15 percent in the year 2006. The
rationales for the growth at 15 percent rate come from an increasing market share
continuously from 2000-2005 at average rate of 10-15 percent and the lower
purchasing power of consumers who switch to use the lower price products. Thus, the
lower prices local brands have chances to introduce themselves to users who seek
other brands (Housing Brands attacked 2006).
Since liquid dishwashing products are becoming more and more important
products for household used and fewer competitors compete in the market, the market
is still one of a very attractive market for the new producer. This study therefore, aims
to study market demand and perception of prospective customers in order to launch a
new brand of liquid dishwashing product into Thailand market.

1.2 Objectives of the Study

This project study has the following objectives:
1) Identify target customers of liquid dishwashing products for new brand.
2) The perception of customers in regard to marketing factors including
quality, price, packaging, and odor relate to customer preference.

1.3 Expected Outcomes

The expected outcomes of this research are product evaluation, product
expectation, demand of dishwashing liquid, and customer perception of new products
and product.

1) For product evaluation, we are going to investigate perceptions of quantity,

quality, packaging, and preference of that would be liquid dishwashing
product.
2) Product expectation is going to be known about price, usage, and
functionality.
3) Product perception makes us to know about brand image and position.
Any company, where wants to launch the new brand, should understand the
attitudes of target group to serve the product to customer satisfaction efficiently. The
result of this research has a through understanding of the consumer decision-making
process are likely to design products, establish price, select distribution channel, and
create integrated marketing communication (promotion) that will favorably influence
consumer purchase decisions.
This study investigated how consumer would react to promotional
communication and to understand why they make the purchased decisions. The
results of this research were employed to design marketing strategies and marketing
promotional, and brand communication.
The liquid dishwashing product market is the interesting market, because it is
easy to produce and low cost, but the difficult is how the new brand reaches
consumers. This research is done to understand the consumer purchasing decision
and also learning about consumer insight for a new brand. The liquid dishwashing
product is an interesting market with the consumer insight to go through. Thus, the
research outcomes focus on all of them.

1.4 Definitions of Terms

Liquid dishwashing product: The detergent that use for cleaning dishes (AC
Nielson Retail Audit Thailand, 2006).
Product Life Cycle: based upon the biological life cycle. For example, a seed
is planted (introduction); it begins to sprout (growth); it shoots out leaves and puts
down roots as it becomes an adult (maturity); after a long period as an adult the plant
begins to shrink and die out (decline) (Kotler & Keller, 2006).
Consumer product: The mass product that use widely for daily life basis (AC
Nielson Retail Audit Thailand, 2006).

Consumer insight: Reaching consumers mind, what they are thinking, what
make they think like that, how the react to it (Kotler & Keller, 2006).
Cognitive component: learning, belief about object (Kotler & Keller, 2006).
Affective Component: feeling or emotional reactions to the object after
learning the object (Kotler & Keller, 2006.).
Behavioral Component: reaction to the object (Kotler & Keller, 2006.)
Sample: a piece or limited quantity of material, usually from a larger amount,
taken or provided for testing, analysis, inspection, demonstration, or trial use (Kotler
& Keller, 2006).
Stratified Random Sampling (SRTR): the population is first divided into a
number of parts or 'strata' according to some characteristic, chosen to be related to the
major variables being studied (Kotler & Keller, 2006).
Financial forecast: Planning about finance, Profit and Loss, the investment.
(Kotler & Keller, 2006)
Bargaining Power: the ability to set prices or (nominal) wages, usually
arising from some sort of monopoly or monopsony position -- or a non-equilibrium
situation in market (http://www.investordictionary.com.).
Fiscal: Financial (Kotler & Keller, 2006).
Brand Loyalty: Brands that consumers generally buy from the same
manufacturer repeatedly over time rather than buying from multiple suppliers within
the category. It also refers to the degree to which a consumer consistently purchases
the same brand within a product class ( Kotler & Keller, 2006).

Chapter 2
Literature Reviews
This chapter discusses about theories and reviews of past researches that make
strong supports to this project. Theories employed in the chapter are consumer
insight, attitude component, learning, qualitative research, BCG matrix, and Martin
Fishbeins Model these support fundamental backgrounds to this project study.

2.1 Theory
2.1.1 Product life cycle.
Dishwashing product is one of consumer products that are fast moving goods.
The products have short life cycle which makes opportunity for new brands to be
introduced in the markets. The competitive within this market rely heavily on pricing.
If on brand is to reduce price, others brands would also do the same. In the mean time,
the leader in the market also has to play with pricing strategy to maintain their
leadership. Anurit (2005) stated that every product has its life cycle period that can be
separated as introduction, growth, maturity, and declining period. Characteristics of
liquid dishwashing product cycle is no different from other products being sold in the
market as the products are part of consumer group of products, it is belief that they
also have short life cycle. Thus, the product life cycle are described as follow.
Introduction period is beginning when new product launching to be introduced
in the market. In this period, the methods of promotion are many activities these will
be occurred. Moreover, these activities will build brand equity of product up as well.
Growth period is period that company is growing up. It can be seen from
revenue and market share, because of awareness of consumers that makes purchasing
product to be occurred and re-buying until to be buzz marketing.
Maturity period is full in the marketing. There is no outstanding in attracting
to buy product and many competitors can produce the copied product that has more
quality and cheaper the existing product. They make loyal customers to change their
mind to buy the new one.
Declining period likes an old person who is waiting for retirement. In this
period, the products have stayed long time. The company has to create the new
product to be maintaining the positioning, brand image, and market leadership.

2.1.2 Consumer insight.

Schiffman and Kanuk (2007) found that "Consumer Insight" provides market
researchers with knowledge of database marketing and CRM techniques. It explains
what database marketing is and covers the classic areas that marketers tend to focus
on, such as: knowing who your customers are, what they do, where they are, what
they buy and what they would like to buy. It explores the psychological areas too what customers think and feel, what their objectives and strategies are and how these
influence how they behave. The title also explains how to manage this process, and
how companies gain insight into their customers by managing and using their
customer data correctly.
An attitude is an enduring organization of motivational, emotional, perceptual,
and cognitive processes with respect to some aspect of our environment. It is a
learned predisposition to respond in a consistently favorable or unfavorable manner
with respect to a given object. Thus, an attitude is the way we think, feel, and act
toward some aspect of our environment such as a retail store, television program, or
product. Attitudes serve four key functions for individuals: Knowledge function.
Some attitudes serve primarily as a means of organizing beliefs about objects or
activities such as brands and shopping. These attitudes may be accurate or inaccurate
with respect to objective reality, but the attitude will often determine subsequent
behaviors rather than reality. For example, a consumers attitude toward cola drinks
may be they all taste the same. This consumer would be likely to purchase the least
expensive or most convenient brand. This would be true even if, in a taste test, the
consumer could tell the brands apart and would prefer one over the others. Firms like
Pepsi spend considerable effort to influence consumers beliefs about colas. Other
attitudes are formed and serve to express an individuals central values and selfconcept. Thus, consumers who value nature and the environment are likely to develop
attitudes about products and activities that are consistent with that value. These
consumers are likely to express support for environment protection initiatives, to
recycle, and to purchase and use green products.
2.1.3 Ego-defensive function.
Attitudes are often formed and used to defend our egos and images against
threats and shortcomings. Products promoted a very macho may be viewed favorably
by men who are insecure in their masculinity. Or, individuals who feel threatened in
social situations may form favorable attitudes toward products and brands that
8

promise success or at least safety in such situations. These individuals would be likely
to have favorable attitudes toward popular brands and styles of clothes and to use
personal care products such as deodorants, dandruff shampoo, and mouth-wash.
Hawkins, Best, and Coney, (2001) found that any given attitude can perform multiple
functions, though one may predominate. Marketers need to be aware of the function
that attitudes relevant to the purchase and use of their brands fulfill or could fulfill for
their target markets

2.1.4 Attitude components.

Attitudes composted of three components: cognitive (beliefs), affective
(feelings), and behavioral (response tendencies). Each of these attitude components is
discussed in more detail below. (Hawkins, Best, & Coney, 2001)
Initiator

Stimuli:
Products,
situations,
retail outlets,
sales
personnel,
advertisemen
ts, and other
attitude
objects

Component

Component manifestation

Affective

Emotions or Feelings
about specific
attributes

Cognitive

Learning about
specific attributes or
overall object

Behavior

Behavioral intentions
with respect to
specific attributes or
overall object

Attitude

Overall
orientation
toward
object

Figure 2.1 Attitude Components and Manifestations

Source: Hawkins, Best, and Coney (2001)
The total configuration of beliefs about this brand of soda represents the
cognitive component of an attitude toward Mountain Dew. It is important to keep in
mind that beliefs need not be correct or true; they only need to exist. (Hawkins et a1.,
2001). Many people beliefs that attributes are evaluative in nature. That is, high gas
mileage, attractive styling, and reliable performance are generally viewed as positive
beliefs. The more positive beliefs that are associated with a brand, the more positive

each belief is; and the easier it is for the individual to retrieve or recall the beliefs, the
more favorable the overall cognitive component is presumed to be. And, since all of
the components of an attitude are generally consistent, the more favorable the overall
attitude is. This logic underlies what is known as the multi attribute attitude model.

1) Cognitive component
The cognitive component consists of a consumers beliefs about an object. For
most attitude objects, we have a number of beliefs. For example, we may believe that
mountain Dew:

Is popular with younger consumers.

Contains a lot of caffeine.

Is competitively priced.

Is made by a large company.

2) Affective component
People feelings or emotional reactions to an object represent the affective
component of an attitude. A consumer who states, I like Diet Coke, or Diet Coke is
a terrible soda. Is expressing the results of an emotional or affective evaluation of the
product? This overall evaluation may be simply a vague, general feeling developed
without cognitive information or beliefs about the product. (Hawkins et al., 2001).

3) Behavioral component
The likelihood or tendency that an individual will undertake a specific action
or behave in a particular way with regard to the attitude object makes the consumer to
buy the product (Hawkins et al., 2001). These components are about attitude that
describes a persons consistently favorable or unfavorable evaluations, feelings, and
tendencies toward an object or idea. This theory is able to indicate what consumer
behavior comes from. It comes from learning or having experience with that brand or
product before from integrated marketing communication (IMC) whether mass media,
bill boards, out of home, or so on. And then consumer will have emotion or feeling
with that brand or product particularly. And the final process is action to that brand
and product.

These processes are called Tricomponent Model (Schiffman &

Kanuk, 2007).

10

Other theories that impact on the attitude of consumer behavior are

Multiattribute attitude models, the trying-to-consumer model, and Attitude-towardthe-AD model. Prescriptive decision analysis suggests identifying the fundamental
objectives-what the decision maker really cares about-and then constructing a value
hierarchy by decomposing these objectives until quantifiable attributes can be
identified. In many decision contexts the decision maker is presented with a list of
attributes without an opportunity to consider her fundamental objectives. John, James,
and Jianmin (2006). In reaching these conclusions, we assumed that (1) people know
the relative importance of attributes, (2) distributions of alternatives are comprised of
complete and distinctive sets of attribute profiles, and (3) there are no errors in "true"
preferences. Investigating these assumptions, we found first that results generally
held, provided the decision maker identified the most important attribute. Second,
results depend on characteristics of distributions of alternatives. Specifically, the
frequencies of dominating (repeat) profiles increase (decrease) levels of performance.
More importantly, the presence or absence of particular attribute profiles affects the
performance of specific models, conditional on classes of preference functions. For
example, EW can perform as well as or better than DEBA in a "DEBA-unfriendly"
environment involving compensatory preferences. Third, the presence of error in
"true" preferences reinforces the relative efficacy of trade-off-avoiding models such
as DEBA. Overall, error reduces differences between models as well as differences
due to characteristics of alternatives.
Hogarth and Karelaia (2005) identified circumstances in which simple tradeoff-avoiding strategies are remarkably consistent with "true" preferences. In many
cases it is impossible to distinguish whether people's choices are in agreement with a
"rational" or "boundedly rational" model of behavior. Leon and Leslie (2007) stated
that multiattribute attitude models include three categories: The attitude-toward-object
model is attitude that focuses on the evaluation of the product to objective. For
example, this dishwashing liquid is good for cleanness and easy to wash. Then, the
attitude-toward-behavior model is the attitude toward behaving or acting with respect
to an object, rather than the attitude toward the object itself. For example, this
product can use in many ways. And the last one is theory-of-reasoned-action model
that is combining between the attitude-toward-object model is attitude and the
attitude-toward-behavior model, but it is also norm to be a part of decide due to some
product might be contrast with the traditional, belief, or lifestyle of consumers.
11

Schiffman and Kanuk (2007) described that New Product Acceptance theory
is applied for consumers who want to get benefit from each product and intend to buy.
For example, a housewife who wants to buy the dishwashing liquid product will go to
the place that sells that product aiming to buy without any awareness of marketing
promotion campaign to attract her. It is a model that proposes a consumer to form
various feelings (affects) and judgments (cognitive) as a result of exposure to an
advertisement, which in turn, affects the consumers attitude toward the Ad and
attitude toward the brand. Some consumers know a product from mass media and
buy it because of liking the advertisement to the brand.

2.1.5 Learning.
When people act, they learn. Learning involves changes in an individuals
behavior arising from experience. Most human behavior is learned. Learning theorists
believe that learning is produced through the interplay of drives, stimuli, cues,
responses, and reinforcement. A drive is a strong internal stimulus impelling action.
Cues are minor stimuli that determine when, where, and how a person responds.
Suppose you buy a dell computer. If your experience is rewarding, your response to
computers and Dell will be positively reinforced. Later on, when you want to buy a
printer, you may assume that because Dell makes good computers, Dell also makes
good printers. In other words, you generalize your response to similar stimuli. A
countertendency to generalization is discrimination. Discrimination means that the
person has learned to recognize differences in sets of similar stimuli and can adjust
responses accordingly. Learning theory teaches marketers that they can build demand
for a product by associating it with strong drives, using motivating cues, and
providing positive reinforcement. A new company can enter the market by appealing
to the same drives that competitors use and by providing similar cue configurations,
because buyers are more likely to transfer loyalty to similar brands (generalization);
or the company might design its brand to appeal to a different set of drives and offer
strong cue inducements to switch (discrimination) (Kotler & Keller, 2006).

2.1.6 Qualitative measures.

Kotler and Keller (2006) stated that some marketers prefer more qualitative
methods for gauging consumer opinion because consumer actions do not always
match their answers to survey questions. Qualitative research techniques are relatively
12

unstructured measurement approaches that permit a range of possible responses, and

they are a creative means of ascertaining consumer perceptions that may otherwise be
difficult to uncover. The range of possible qualitative research techniques is limited
only by the creativity of the marketing researcher. A focus group is a form of
qualitative research in which a group of people are asked about their attitude towards
a product, service, concept, advertisement, idea, or packaging. Questions are asked in
an interactive group setting where participants are free to talk with other group
members. In the world of marketing, focus groups are an important tool for acquiring
feedback regarding new products, as well as various topics. In particular, focus
groups allow companies wishing to develop, package, name, or test market a new
product, to discuss, view, and/or test the new product before it is made available to the
public. This can provide invaluable information about the potential market acceptance
of the product.
Also, in the social sciences and urban planning, focus groups allow
interviewers to study people in a more natural setting than a one-to-one interview. In
combination with participant observation, they can be used for gaining access to
various cultural and social groups, selecting sites to study, sampling of such sites, and
raising unexpected issues for exploration. Focus groups have a high apparent validity
- since the idea is easy to understand, the results are believable. Also, they are low in
cost, one can get results relatively quickly, and they can increase the sample size of a
report by talking with several folks at once.

However, focus groups also have

disadvantages: The researcher has less control over a group than a one-on-one
interview, and thus time can be lost on issues irrelevant to the topic; the data are tough
to analyze because the talking is in reaction to the comments of other group members;
observers/ moderators need to be highly trained, and groups are quite variable and can
be tough to get together. (Kotler & Keller, 2006).

2.1.7 BCG matrix.

BCG matrix or so called Boston Consulting Group is a popular marketing tool
used for the analyzing of the product position in the industry. The analyzing process
of BCG matrix is presented below:

13

Source: Boston Consulting Group (2007)

Cash cows condition is the situation in which high market share of a product
in a slow-growing industry. These units typically generate cash in excess of the
amount of cash needed to maintain the business. They are regarded as staid and
boring, in a "mature" market, and every corporation would be thrilled to own as many
as possible. They are to be "milked" continuously with as little investment as possible,
since such investment would be wasted in an industry with low growth.
Dogs condition, or more charitably called pets, are units with low market share
in a mature, slow-growing industry. These units typically "break even", generating
barely enough cash to maintain the business's market share. Though owning a breakeven unit provides the social benefit of providing jobs and possible synergies that
assist other business units, from an accounting point of view such a unit is worthless,
not generating cash for the company. They depress a profitable company's return on
assets ratio, used by many investors to judge how well a company is being managed.
Dogs, it is thought, should be sold off.
Question marks condition is growing rapidly and thus consume large amounts
of cash, but because they have low market shares they do not generate much cash.
The result is a large net cash consumption. A question mark (also known as a
"problem child") has the potential to gain market share and become a star, and
eventually a cash cow when the market growth slows. If the question mark does not
succeed in becoming the market leader, then after perhaps years of cash consumption
it will degenerate into a dog when the market growth declines. Question marks must
be analyzed carefully in order to determine whether they are worth the investment
required to grow market share.
14

Stars condition happens when a products market share is high in a fastgrowing industry. Most producers hope that their stars condition could move to the
next step of cash cows condition. Sustaining the business unit's market leadership may
require extra cash, but this is worthwhile if that's what it takes for the unit to remain a
leader. When growth slows, stars become cash cows if they have been able to
maintain their category leadership.

2.1.8

Martin Fishbeins model.

1) Theoretical development
The Fishbein model is an adaptation of the central statement contained in
Dulanys theory of propositional control, a cognitive theory of verbal learning and
concept attainment. Fishbeins adaptation basically extended the laboratory work of
Dulany to social psychology.

In order to avoid the conceptual ambiguity that

characterizes many interpretations of the multi-attribute model, the conceptual

antecedents of the extended model are outlined and Fishbeins adaptation is discussed
in detail. The operational procedures utilized in marketing and social psychology are
then scrutinized within this conceptual framework.

2) Dulanys theory of propositional control

Dulanys theory forms a network of propositions about the effect of
reinforcement parameters on verbal responses. Knowledge, beliefs, and awareness
are represented asp propositions in the form of two hypotheses: (1) the Response
Hypothesis (RH), that is, the individuals hypothesis concerning the expectation of
reinforcement, and (2) the Behavioral Hypothesis (BH), that is, the individuals
hypothesis concerning the congruence of a response with group norms. Associated
with the Response Hypothesis is a feeling of value called the Subjective Value of a
Reinforcer (RSv). Likewise, associated with the Behavioral Hypothesis is an
evaluative feeling termed the Motivation to Comply (MC). Dulany contends there are
many additional variables which influence behavior. However, these other variables
have only an indirect effect. They are exogenous to this model and their influence on
behavior is reflected in the models endogenous variables.
The variables included by Dulany reflect specific actions and situations and
situations and are proposed to predict and explain Behavioral Intention (BI). To the
extent that the independent variables are specific to a given act, behavioral intention
15

approximates overt behavior. Through a process of introspection Dulany models his

theory to predict an indivduals particular verbal response or class of responses in a
given situation as B~BI=[(RHd)(RSv)]wo + [(BH)(MC)]w1 Where B = overt
behavior; BI

= behavioral intention; BHd = hypothesis of the distribution of

reinforcement, that is, the degree to which the individual thinks a specific response
will lead to a reinforcement or reward; RSv = the supjective value of a reinforcer, that
is, the individual places on a rewaed; BH = behavioral hypothesis, that is, the degree
to which the individual believes a particular behavior is expected of the individual by
some other; MC = motivation to comply, that is, the degree of the individuals desire
to conform to a BH; and w1 are empirically determined weights.
Dulanys empirical work was carried out in laboratory experiments in which
only one RHd and BH and their respective RSv and MC were salient. These variables
were generally manipulated by an experimenter who, within the context of the
experiment, was the only influence source. Dulany (1968) reports several tests of the
model which support the assumption of additivity of independent variables as well as
the need to include BI as a moderator. The independent variables accounted for a
large proportion of the variables in BI (50-77 percent) and BI accounted for a large
proportion of the variance in B (80-88 percent).

3) Operationalization procedures
Fishbein has followed two basic steps in operationalzing the independent
constructs of his extended model: (1) determining the salient BI outcome and NB,
group and (2) scaling these constructs in terms of strengths and directions.

4) Determining saliency
Johnson, (2002) found that Fishbein (1963) determines salient behavioral
outcome according to procedures developed by Maltzman, Bogartz, and Breger
(1958). The contention is that salient outcomes-and salient outcomes only act to
influence attitudes. All other, non-salient, outcomes are meaningless and misleading
in measuring attitudes. A consumer can rate the probability that economical
operation would result from his purchase of a ford Maverick and also specify his
liking for economical operation is salient for that consumer, unless it enters into the
consumers attitude structure, it is meaningless to obtain this consumers ratings
relative to the outcome economical operation
16

The techniques prescribed by Fishbein preclude prompting or probing by

interviewers as well as the presentation of predetermined lists of potential association
or behavior outcomes (Cowling, 1973b; Fishbein, 1971). The prohibited techniques
may trigger sets of interdependent, nonsalient beliefs. Based on social desirability
rather than true beliefs .Depth probing may cause respondents to role play rather than
indicate their true feelings, thus injecting demand artifacts, and probing may also set
off chain reactions with other salient or nonsalient beliefs. The last notion is supported
by Maltzmans (1955) conceptualization of conceptualization of cognitive structure as
a set of interdependent elements. Factor analytic and regression techniques (Moinpour
& Wiley, 1972) that produce a disaggregated model in which attribute or consequence
compounds (BIXaI) are constrained to be orthogonal predictors are inconsistent with
the concept of elicitation of salient outcomes. Fishbein (1971) has suggested that only
five to nine outcomes will be little value in reducing a cognitive structure to a smaller
set of independent outcomes.
In the elicitation technique recommended by Fishbein, subjects are asked to
give different associations to the same stimulus words in a free association situation.
Since, according to Fishbein (1971), saliency refers to the notion that an individual is
conscious of an outcome, salient outcomes have a high probability of being elicited in
a free association situation. At the same time, it is assumed nonsalient outcome are
not immediately available to an individuals mental stream, thus greatly reducing the
probability that nonsalient outcomes will be elicited when a free association technique
is utilized. Relevant other individuals or reference groups are elicited following the
same free association technique. Fishbein (1971) points out the problem of on
independent, validating method of assessing salience. Implicit in an elicitation
technique is the notion that relative outcome importance may be indicated by the
order of elicitation. This notion should be subjected to empirical test sine support
would suggest that additional useful information concerning the relative importance
of cognitive and normative structure elements is built into the model. Such
information would enhance understanding of the attitudinal and normative influence
formation and change processes.
Salient outcomes, consequences, relevant others, and reference groups should
be elicited from the same population being studied (Mazis, Ahtola, & Klipppel, 1975;
Jaccard & Davidson, 1972) It may be that whiter teeth is a salient outcome of using
toothpppasteamong college students but not housewives, while husband is a
17

relevant other for housewives, but not students. Elicition may also be salient among a
set of potential users of Ultra Brite but not Crest toothpaste. Mazis et al. (1975) have
demonstrated that predictive power is enhanced when elicited rather than
predetermined beliefs are employed. Their evidence supports the intuitively appealing
notion that salient outcomes are likely to differ across groups, products, and brands a
notion at the heart of most segmentation strategies.

5) Construct operationalization
Behavior (B) has been generally operationalized as the observation of an
individuals choice in a specific situation. For example, Bonfield (1975) used
consumer diaries to obtain self reports of fruit drink purchases. Harrell and Bennett
(1986) used prescription records provided by a trade association. Fishbein (1973) has
suggested that such one-time, dichotomous choice observations tend to be unreliable.
He suggests that research scrutiny be paid to the development of reliable behavioral
criteria, suggesting that such criteria may be found utilizing multiple behaviors or
observations of the same behavior over time. Bonfield (1975), while agreeing with
Fishbeins contention, has pointed out that longitudinal observation of the same
behavior in a natural situation allows many forces to intervene which may alter the
values of the independent constructs as well as their relative influences on the
dependent constructs. Other than B, the procedures used to measure the models
constructs have been based on semantic differential techniques (Osgood, 1957).
Representative examples of scales have been furnished by Ryan and Bonfield (1975).
6) Empirical tests of the model
David, Mathews, and Harvey (1975) suggested that the consumer behavior
model is an accurate predictor of a wide range of behavioral intentions and behavior.
A need to include BI as a moderator between he independent variables and B has been
supported. The traditional attitude toward an object, A, measure was found to be
related to B only to the extent it affected either the A or social influence components.
In all cases, A is operationalized as the sum of four semantic differential scales, all of
which were assumed to load heavily on an evaluative factor. The majority of these
studies operationalized the normative component as the sum of separate sources of
influence, model form (3), with two studies utilizing a generalized other as a single
normative referent, form (1).

18

Johnson (2002) stated that the research reviewed by Ajzen and Fishbein
(1973) does not clearly indicate whether NBp should be included in the model, form
(2). Empirical support for model form (2) has been found (Ajzen & Fishbein, 1969;
Schwartz & Tessler, 1972) although a theoretical argument concerning the nature of
NBp and its relationship with the models other variables has not been developed.
NBp is not found in the antecedent Dulany (1968) theory and appears to have been
used by Fishbein (1967) primarily as a means of investigating the nature of the
normative component. Ajzen and Fishbein (1973) reported findings suggesting NBp
is an alternative measure of BI, while, in a consumer behavior adaptation, Bonfield
(1974) found NBp and Aact to be interchangeable. Both a lack of conceptual
antecedents and conflicting empirical evidence indicate model form (2) is not
appropriate for adaptation in studies of consumer behavior. This form is also absent in
Fishbeins more current writings.
Model form (3) offers promise for adaptation in consumer behavior research.
This form of the model has strong conceptual antecedents, and consistent empirical
support (Ajzen & Fishbein, 1973). Form (3) Provides more explanatory power than
form (1) because operationalization of the normative component requires
identification of relevant others in terms of specific individual and group influences.
However, the operationalization of the attitude component with semantic differential
type scales (Aact) rather than in terms of cognitive structure (Bii) reduces the
diagnostic power of the model. That is, semantic differential scales are not clearly
related to market offering variables. At the same time, the consequences of the Bi
statements are behavioral outcomes analogous to benefits (positive or negative) of
some specified action relative to the attitude stimulus. Model form (3), exhibiting both
cognitive and normative structures, may provide a basis for developing and adjusting
market offerings congruent with existing structures, or, as Lutz (1975) suggests, using
the structural elements as a basis for implementing attitude change strategies. Due to
the previously stated measurement limitations, it is also necessary to include semantic
differential operationalizations as validating measures for the attitudinal component.

7) Marketing
A number of marketing studies testing the model have been conducted in
Great Britain (Tuck, 1973). The majority of the work has been done commercially,
however, and detailed results have been held as proprietary. Summary results from
19

five of these studies have been published (Cowling; Bright & Stammers, 1971; Bruce,
1971; Tuck and Nelson, 1969). The results of these studies suggest elicitation of
salient behavioral outcomes for specific segments and products results in higher
correlations between Aact and Bii than using predetermined lists. Aact was more
highly correlated with BI than either Ao or Bii. These findings support Fishbeins
contentions that Aact is a more appropriate predictor of BI than Ao and that elicitation
techniques are necessary. Finally, the British studies showed relative weights
associated with attitudinal and normative components of the model vary across
products and market segments. Stronger correlations between BI and Aact than
between BI and Ao have also been reported by American market researchers
(Mathews et al., 1974; Weddle & Bettman, 1973).
A number of studies conducted in the United States have been reported in
which a form or adaptation of the extended model has been tested in a marketing
context using cross sectional regression analysis as the principle analytic tool. The
major results of these studies are summarized in Table 3. The evidence from these
studies indicates the model has value in predicting and explaining variance in
intentions and behaviors over a wide range of purchase intentions and purchase
behavior. Harrell and Bennett (1974) tested the model with respect to physician
prescribing behavior, Lutz (1988), Nelson (1995) with respect to intentions toward
purchase of products of automobile manufacturers, Mathews, Wilson, and Harvey
(1974), Nelson (1995); Bonfield (1974), with respect to consumer nondurables,
Weddle and Bettman (1973) with respect to purchasing underground term papers,
Wilson, Mathews and Monoky (1973) with respect to bargaining in a personal selling
situation, and Wilson (1975) with respect to organizational buying behavior. Harrell
and Bennett (1986); Holland (2001) reported correlations between intentions and
behavior while others did not report measuring behavior.
The average correlation between BI and B across these studies was .44. The
average multiple correlation of attitude and social influence on BI was .60. Three of
these studies (Harrell & Bennett, 1974; Wilson et al., 1975; Lutz 1973a) also
employed cross validation procedures. Correlations remained high under cross
validation indicating the model yields stable predictions.
The theoretical development and empirical research testing the Fishbein
"extended" or "behavioral intentions" model are described and evaluated. Discussion

20

of conceptual and methodological strengths and weaknesses leads to the proposal of a

reconceptualized form of the model as a framework for future research.

2.1.9 Motivation.
Kotler and Keller (2006) found that driving force within individuals that
impels them to action. This driving force is produced by a state of uncomfortable
tension, which exists as the result of an unsatisfied need. All individuals have needs,
wants, and desires. The individuals subconscious drive to reduce need and reduce
tensions results in behavior that he or she anticipates will satisfy needs and thus bring
about a more comfortable internal state.

2.1.10 Personality.
Personality can be described as the psychological characteristics that both
determine and reflect how a person responds to his or her environment. Although
personality tends to be consistent and enduring, it may change abruptly in response to
major life events, as well as gradually over time. (Kotler & Keller, 2006).
Three theories of personality are prominent in the study of consumer behavior:
psychoanalytic theory, neo-Freudian theory, and trait theory. Freuds psychoanalytic
theory provides the foundation for the study of motivational research, which operates
on the premise that human drives are largely unconscious in nature and serve to
motivate many consumer actions. Neo-Freudian theory tends to emphasize the
fundamental role of social relationship in the formation and development of
personality. And the last theory is very important for this research that is Trait theory
is a major departure from the qualitative (or subjective) approach to personality
measurement. It postulates that individuals possess innate psychological traits (e.g.,
innovativeness, novelty seeking, need for cognition, materialism) to a greater or lesser
degree, and that these traits can be measured by specially designed scales or
inventories. (Kotler & Keller, 2006).

2.1.11 Perception.
Perception is the process by which individuals selects, organize, and interpret
stimuli into a meaningful and coherent picture of the world. Perception has strategy
implications for marketers because consumers make decisions based on what they
perceive rather than on the basis of objective reality. Consumers often perceive risk
21

in making product selections because of uncertainly as to the consequences of their

product decisions. The most frequent types of risk that consumers perceive are
functional risk, financial risk, social risk, psychological risk, and time risk. Kotler and
Keller (2006) found that consumer strategies for reducing perceived risk include
increased information search, brand loyalty, buying a well-known brand, buying from
a reputable retailer, buying the most expensive brand, and seeking reassurance in the
from of money-back guarantees, warranties, and repurchase trail. The concept of
perceived risk has important implications for marketers, who can facilitate the
acceptance of new products by incorporating risk-reduction strategies in their newproduct promotional campaigns.

2.2 Past Researches

The data of group housekeeper customer who performs to are the housewife
really that done by themselves is the dishwashing liquid that them uses that destroy
their skins where was touch. So, their requirement will be in the future of the
dishwashing liquid that have to have ingredients of the skin care cream. This result
makes this product to must be clean and skin care (Bangkok Post, 2005) Successfully
launching a new product to a company's sales force requires the same high levels of
creativity, energy and managerial insight as does the product's launch into the
marketplace. A model that explores the characteristics that affect new-product
adoption by the sales force is developed. The model suggests that a salesperson's
commitment to a new product depends, to a large extent, on the salesperson's learning
style, performance orientation and problem-solving style. The model also suggests
that the sales force's perceptions of the firm's commitment to new products, tolerance
for failure and attitude toward intradepartmental conflict during the product
development process play key roles in determining whether the sales force will take
an active, positive approach to selling the new product. (Atuahene-Gima,
Kwaku, Nov, 1997)
In a market larded with choice, getting customers to dip into their wallets calls
for more than innovation; it demands a full-scale assault on their hearts. That is the
theory, although the reality may be more complicated - emotive ideas bring brands to
life, but with ad agencies churning out "brand narratives" by the dozen, such stories
are fast becoming as commoditized as the brands themselves. These ideas can bear
fruit, however, when a brand's story has its roots, not in the fertile mind of a creative
22

director, but in some part of the brand's make-up that consumers feel is really special.
That is why, more than ever, marketers are reaching for market research to guide
product development and suggest interesting hooks on which to hang their branding.
What brand owners need, however, is not mechanical data gathering, but genuine
psychological insight to help them understand people, not simply as consumers
wielding check books, but as human beings. (Marketing Week, 2006.)
Kerri Walsh (2003) revealed that North American surfactant consumption in
consumer products was 4.375 billion lbs last year, valued at $3.6 billion last year and
will grow at 3%/year through 2010, according to a study. Surfactants were used in
25.5 billion lbs of consumer products, worth $42.5 billion. Surfactant consumption in
household products will grow faster than the consumer products sector because of the
overall trend toward ultra laundry and dishwashing products, which have a higher
concentration of surfactants and use less detergent in each load.
It could be summarized that the above theories including consumer insight,
attitude components, learning, BCG matrix and Martin Fishbeins model. They are
also theories the explained about buying behavior of reasonable action theories.
These theories focus on the step by step to learning the new things.

They are

supporters to the researcher idea that the buying behavior occur from the learning to
build up the knowledge and then effect on the emotion of consumer and last one the
action to respond the wanting. The past research in this chapter is a data to support
this research that the product testing is one of the best ways to allow us to know the
consumer insight. Which finally inform marketers of their preference on the new
products.

23

Chapter 3
Methodology
Pre-test and post-test survey method were used to investigate and
identification customers characteristics prior to the process of clustering them into
groups (market segmentation), and then analyze product/brand attributes that
influence consumers choices and understanding relationship between target
consumer and related marketing factors.

The results finally were used base

information for marketing plan writing.

The researcher uses qualitative research method to investigate by depth
interview. The group composted of females who are users or decision makers or both.
The researcher uses in-dept-interview and pre-test and post-test of product to analyze
the consumer insight.

3.1 Population & Samples

There are 2,952,999 females in Bangkok (Registration department, Ministry of
Interior, 2006). The target respondents should be females, who decide to buy the
product for their houses by themselves. The reason for depth interview is to make
sure that collected data is believable and deep in information. These respondents are
users or deciders or both. For this study, the researcher selects 60 respondents who
are users or decision makers or both. They have had their existing brands in mind and
experience with the product. For this study, the researcher would like to know the
perception of respondents toward the liquid dishwashing product to find the
opportunity to brand switching.

3.2 Research Instrument

Pretest - Posttest of product usage and questionnaire are used to collect data
variables in this research to evaluate the attitude of respondents.
The moderator guide would be tested for length and ease of understanding.
The product would be responsible for the approval of the final version of the
moderator guide.

The length of the focus group interview is estimated to be

approximately two hours and half (180 minutes).

24

3.3 Research Process

This research was completed within 5 months by following arrangement:
Project Proposal writing: the researcher wrote the research proposal to present the
project committees within 2 second weeks of January.
The proposal defensive presentation: the researcher presented the project
proposal to committees by using PowerPoint program and elaborating topic
background, objective of study, and so on in January.
Literature review and building data collecting instrument: after proposal was
approved the researcher reviewed and wrote about involved theories, past researches
then the researcher created the questionnaires and prepare product testing principals in
January.
Testing product and collecting data: after the questionnaires and prepare
product testing principals finished already, the researcher and two assistances ran and
controlled testing product and collecting data from target users.
Data analysis: Data were analyzed after the completion of testing sample
product, collecting data, and dept-interview. Also, financial analysis, SWOT analysis,
and BCG Matrix analysis were employed to analyze the financial projection,
competition condition, and overall market situation.
This research selects the depth interview to be the alternative, because a depth
interview is a form of qualitative research in which a group of people are asked about
their attitude towards a product, service, concept, advertisement, idea, or packaging.
Usually depth interview allow companies wishing to develop, package, name, or test
market a new product, to discuss, view, and/or test the new product before it is made
available to the public. This research has to use discriminate analysis the collected
data, because they are to classify objects (people, customers, things, etc.) into one of
two or more groups based on a set of features that describe the objects.
Interval level was also used in Chapter Four to measure level of variable
according to the five levels on Likert s scale as follows:
N 1 = 5 1 = .80
N

Means

Interval level

4.21 5.00

Strongly agree

3.41 4.20

Agree
25

2.61 3.40

Neutral

1.81 2.60

Disagree

1.00 1.80

Strongly disagree

26

Chapter 4
Data Analysis
This chapter presented the finding from Five Forces analysis, SWOT analysis,
BCG matrix analysis, and STP. The chapter also presented finding from in-deptinterview and other tests as stated below. The collected data collected from users and
sellers were analyzed using descriptive analysis to study the direction of this business.
Financial analysis also employed to forecast financial condition of the new launching
liquid dishwashing brand, and the results were presented below:

4.1 Five Forces Analysis

The results from five forces analysis of liquid dishwashing business were
summarized and presented below:

There are around 7

brands offered for
consumers selection.

Supplier is able
to make cost to
be high since
our brand is
new to the
market.

Pricing strategy,
quality, and
distribution
channels.

It is difficult to lead
customers to accept the
new brand since they
have other brands in
their mind.
Figure 4.1 Five Forces Analysis of Liquid Dishwashing Product

27

There is only one

purpose for
using this
product. And our
product is
focused on skin
care.

4.1.1 The bargaining power of customers.

The results revealed that the consumers prefer to buy the product 1-2 bottles at
the first time for trying, then they will purchase for refill packages 2-3 times per
month for economic reason.

Most of them are price sensitive since the group

specified that the product price should not exceed 30 baht for 800 ml. bottle and refill
package price should not exceed 20 baht. Sales promotion can be one factor that
persuades the customer to buy both trail and re-purchase. There are several brands in
this market, thus, consumers would select the best product whether price or product.
It means that there is the opportunity that consumers will switch or try the new brand,
but also still select their existing brands.
Most of consumer can get the dishwashing products information from mass
media particularly TV advertising since it is the effective way to reach consumer
widely. While other advertising such as magazine and radio are used to support
advertisings. The consumers also stated that brand switching can be happen since
they have more choices to try in the market. Strong advertising and sales promotion
when launching the new brand will make them want to try it. Liquid dishwashing
product is one of consumer products that are easy to decide to buy because of not
expensive and less problem for consumer to try. Since liquid dishwashing product is
not significantly different in term of product performance of each brand, prices and
sales promotion will affect more on customers decision.

4.1.2 The bargaining power of supplier.

Suppliers concentrate in the volume of purchasing. It indicates that if we
could not be able to do hard sell or sell more products, the suppliers would not handle
our accounts. In the mean time, our costs will be higher than competitors; however, if
we order a lot of materials aiming to enjoy economy of scale, we have to hold risk
from too high degree of inventory ply up. Or if we order low volume of materials, we
have to carry higher costs. As we are a new company, we have to carry the high costs
at beginning, because the supplier lacks of confident for running business in this
market. The supplier, therefore, might switch to new company or competitors.

4.1.3 The threat of new entrants.

In general, most consumers are loyal to their existing brands (our
competitors). Competitors might be the cutting price to prevent their market share
28

and breaking. Channel is very important. The distribution channels that are good for
selling liquid dishwashing products are supermarket which located in department
stores, super stores (Macro, Lotus, Carefour, and Big-C), and convenient stores (7eleven, mini mart). The fees charged by the above distribution channel may be
varying rates that will result in the price different and finally will cause higher costs.
The new comer has to have long term financial support because they have to take
quite long time to change the consumers attitude toward new brand. The new comer
has to learn the regulations and laws that apply on consumer products with regard to
ingredient, product standard, certificate, and so on in order to gain the competitive
advantages.

4.1.4 The threat of substitute products.

Consumers believe in brand and price of products because they are sensitive in
price and quality of those products. Particularly, this product is used for washing
dishes only; it can be replaced by other brands if we could not manage marketing
strategy in the good way. In the mean time, we have plan to launch a new brand,
other producers may also have plan about getting involve in the liquid dishwashing
markets by introducing new brand with new concept that could be substituted to our
products.

4.1.5 The intensity of competitive rivalry.

In this market, there are many competitors whether Sunlight, Lipon-F, house
brands, and local brands, or we can state that the competition is high. The value of
this market is more than 2 billion bath, and Sunlight is the market leader holds around
65 percent of the market share. The brand sales grow at around 5 percent per year
continuously. Most consumers have brand loyalty because of learning of them. It is
hard to indicate personality of users of this type of products since it is a basic
consumer product. The products price is set by market and trustworthy in brand, for
example, if the consumers at present are using one brand at Baht30, they also
conclude that other brands prices should not be over than Baht30. The promotion
channel that could make consumer to have experience with the brand is mass media
that the new company (brand) has to spend a big money on promotions to introduce
the new brad product. For example, Sunlight invested in advertising on mass media
to promote its new model at around 20 million baths in 2006 (Manager, 2007).
29

In could be concluded that consumers and competitors are the major barriers
in launching the new brand of liquid dishwashing product into the market. The new
comer has to prepare well about their marketing strategies that are suitable for the
target consumers to try its product and hast to make them to appreciate in the product
and then to create the strategies to protect the market from competitors attacks.

4.2 Segmenting, Targeting, and Positioning (STP)

The results from this study found that suitable segment for the new brand are
females ages between 18 - 55 years old. Positioning of the new brand product is user
friendly (skin care), good scent, and reasonable price. The aforementioned factors are
main variables that all of focused group respondents select in the survey
questionnaires. The results also revealed that the groups are willing to switch for a
new brand if the new brand has new innovation.

4.3 BCG Matrix Analysis

The results from BCG Matrix analyzing of launching a new brand of liquid
dishwashing product were presented below:
Relative Market Shares(Cash Generation)
Low

High

Stars

Low

Market Growth Rate (Cash

Usage)

High

Question Marks
Sunlight
Lipon F

Cash Cows
Other Brands and
New Brand

Dogs

Figure 4.2 Positions of Liquid Dishwashing Brands in the Market

Source: Developed by Author from Various Sources of Information
BCG matrix analysis is employed in this project study to analysis the position
of products or companies positions of and competitors to set the strategies, find out

30

the solutions, or do anything that should be the best to the company. The findings
were stated below:
The results from reviews of literature found that Sunlight is in Stars position
since it is the market leader and obtained majority part of market share. Consumers
who use this brand also have high level of brand loyalty. The findings from this study
found that majority of the respondents who regularly use Sunlight are middle income,
and they stated Sunlight are their first choice brand.
Lipon F is also in the question mark position because this brand is well
known, but has less brand loyalty that result in less replete buying. More than half of
the respondent recognized Lipon F and had used to try the brand before hoping to
switch the brand. But no one switched from their previous brands because they stated
that the products quality was similar or lower than their existing brand.
In regard to housing brands and local brands, we found that they were in the
Cash Cows position. There were several reasons to support our findings. First, the
brands have low market share in a middle high-growing industry. The results found
that the brands lacked of brand loyalty from consumers. The respondents stated that
they preferred to buy the exit brands that they trust and familiar with. The target
markets for house brands liquid dishwashing products are consumers who prefer to
use low price products and new group of consumers since these groups of consumers
are price sensitive. The groups though the purpose of using this product is for
washing dish and glass only.

4.4 Marketing Mix Factors & Consumer Behavior Analysis

4.4.1

Product.

The results from pre-test and post-test of focused groups opinions stated that
the new product should have 3 significant features the related to the consumers
satisfactions; first efficiency to clean oil, second good scent, and third are not harmful
to users skin. The new liquid dishwashing product that used to test in this study
seemed to have all of the three features.

The results from dept-interviews of

respondents found that the product was good scent, good quality, and packaging is
attractive (colorful & give information).

The quality was a main reason for

consumers selection and finally makes them to select the liquid dishwashing product.

31

4.4.2 Price.
The results from this study show that the respondents are price sensitive.
Their selections are based on prices of products. After, they tested the example
product; they think that its reasonable price should stand at 30 baht for 270ml. bottle
and 15-25 for a 400 ml. refill package. The difference of quantity in each package
can indicate how much its price should be. The consumers recognized the products
price whether it was cheap or expensive from their experience. The consumers also
stated that the producer should offer dishwashing products in several sizes of
packages and sell them at different prices.

4.4.3 Place (distribution channel).

The results from consumer interviews found that the places or distribution
channels to sell the liquid dishwashing products should be at grocery shops,
convenient stores, supermarket in department store, super store, and in mini-marts in
gasoline station to increase customers convenient. However, when asked about
specific preferable place to purchase the products, the consumers responded that super
discount store including Makro, Tesco Lotus, Carrefour were there first priority
whereas supermarket in department store such Tops where are their second choice.
The consumers third choice to purchase liquid dishwashing product were convenient
stores including Seven-Eleven, local convenient shops, and the last were convenient
shops in gas stations.

4.4.4 Promotion (integrated marketing communication).

Promotion is one of major factors in marketing mix that its activities could
attract consumers to perceive information about the products and finally select to use
them. The results from this study found that two best promotion activities that are
affective use to lead consumers to purchasing decision are price cutting or discounted
price and free example given together with products purchasing.

4.5 SWOT Analysis: Competitor

4.5.1 Strength of competitors.
Product: Findings from SWOT analysis found that competitors including
Sunlight, Lipon F, and housing brands are big companies that have a lot of capital to
invest, develop, and to run business.

Their products are attractive which are

32

packaging, brand name, and positioning in the market. They are in this market long
time and gain brand loyalty from consumers.
Price: The price is set up by them as market leaders. Respondents do not
know how much it should be, but they use the market leader prices to be standard
price when comparing prices with other brands.
Place: For channel, competitors distributed their products in many places
where consumers can easily buy.

Sunlight and Lipon F used most of channels

available in Thailand including convenient stores, supermarket in department stores,

and in discount superstores to distribute their products. All house brands including
Carefour, Tesco-Lotus, and Big-C distributed there products through their branches.
Promotion: Sunlight and Lipon-F spent a lot of money for sales promotion at
their distributors. Such Sunlight spent money around 20 million bath to promote on
mass media (Daily Manager, 2006).

4.5.2 Weakness of competitors.

Since both Sunlight and Lipon-F were large size companies, their operation
and marketing costs were high making them could not set the lower product prices.
There was no innovation on products from Sunlight and Lipon-F in the past 5 years
making some consumers were bored about the products.

4.5.3

Opportunities of competitors.

Sunlight and Lipon-F were large and firm companies with strong financial
support for their operations. In the economic down turn the companies could spend
more budgets on their marketing promotion activities. Also, their strong relationships
with distributors could create strong support to their sales.

4.5.4 Threats of competitors.

Thailand economy was forecasted to be slow down in the year 2007 due to
political unrest. Large size companies with large size of costs may have disadvantages
results from the economic slowdown. However the new brand with small scale
expenses and costs may gain advantages and can set the price at a more attractive
level than the market leaders (Sunlight & Lipon-F).
Consumers attitude can be changed, but take some time or strong effects from
marketing activities. Most consumers were ready to try the new brand, if the brand
33

could present products innovative or good promotion activities. However, Sunlight

and Lipon F were large size companies and hard to change marketing strategy which
has been used for long time (until become a system).

4.6 SWOT Analysis Results of New Brand

4.6.1 Strength of the new brand.
Product: Consumers will pay attention to the new brand and create the
business opportunity. The product was recognized good quality, good odor, colorful,
and also attractive packaging. The new brand focus on user friendly and skin care
which could be an advantage to the products.
Price: Pricing for the new brand could be flexible and could be set up a little
bit lower than the market leaders due to lower operation and marketing costs.

4.6.2 Weakness of the new brand.

Product: New brand is new to the market fewer consumers know the brand
name. Some time they are afraid to try. In the first stage of new brand, theres low
brand awareness and low trial rate. As well in the market already have the majority
brand leader and other players who already have high brand awareness and high trial
rate. Also the company size was small and had less financial support for marketing
promotion activities.
Distribution channel was a major factor to be considered as a weakness of the
new brand since it was hard to approach distributors to carry out the new brand
products on their shelf.

4.6.3 Opportunities of the new brand.

Product: The new product gets a chance to develop the product to meet the
need of consumer. The most of consumers open mind to try the new brand that
depends on its marketing promotion activities effectiveness.
Price: The new brand could be able to try setting prices for a suitable level
and adjustable because it was new to the market.
The new brand could replace the existing products if it had products
innovation and being good choice for those consumers who were bored with the
existing brands but had no chance to switch the brand.

34

4.6.4 Threats of the new brand.

Consumers lack of brand loyalty and no varieties of promotion and
distribution channels because of limited capital. When a new brand was launches, it
might be blocked by other existing players.
Distributors might gave first priority to market leaders by carry out only their
products, and they might not be happy to carry a new brand since it would make the
market leaders unhappy.
New Brand
Strength

Competitors

- New product

- Strong reputation

- Developed with good quality, - Brand loyalty

nice odor and color, as well as - Huge capital
well designed packaging

- Experience

- Clear communication through - Market share

the design.
- Easy to improve the working
system

and

know

feedback

faster.
Weakness

- Brand lacks of loyalty and - High costs

belief.

- High operation costs

- High productive cost.

- Lacking of good promotion.

- Small capital to run business.

- Economy effects on financial
status.
- To spend a big money to push
the brand into the market.
-

Lack

of

confident

from

distributors.
Opportunity

- Open mind to try the new - Able to promote product

brand

that

depends

on

its though mass media to aware

promotion.

consumer demand.

- The competitors will not be

careful the new comer.
- Able to set the good price.

35

- Consumers lack of brand - Difficult to improve working

Threat

loyalty.

system.

- Blocked by strong competitors.

- Competitors can not use price

- No varieties of promotion and war strategy, because of lost

channel

because

of

limited positioning and unbelievable in

capital.

product and company.

Figure 4.3 SWOT Comparison of New Brand and Competitors

4.7 Descriptive Analysis

4.7.1 Demographic backgrounds of respondents.
Table 4.1 Demographic Profiles Classified by Occupation
Occupation
Housewife
Private company employee
Government officer
Student
Total

Frequency

Percent

8
17
17
18
60

13.34
28.33
28.33
30.00
100.00

Result from Table 4.1 indicates that most of respondent are students (30
percent), followed by private and government officers (28.33 percent equally), and the
last one is group of housewife (13.34 percent).
Table 4.2 Demographic Profiles Classified by Income
Income level
0-10,000 Baht
10,001-15,000 Baht
15,001-20,000 Baht

Frequency
22
18
8

Percent
36.67
30.00
13.33

20,001-25,000 Baht
More than 25,000
Total

5
7
60

8.33
11.67
100.00

Results from table 4.2 stated that majority of the respondents have income
between 0-10,000 baht per month (36.67 percent), follow by 10,001-15,000 baht per
month (30.00percent), 15,001-20,000 (13.33percent), more than 25,000 (11.67
percent), and 20,001-25,000 (8.33 percent).

36

Table 4.3 Demographic Profiles Classified by Types of Residents

Type of resident
House or Townhouse
Condominium or Apartment
Total

Frequency
37

Percent
61.67

23
60

38.33
100.00

The most of respondents stay at house or townhouse 61.67 percent more than
condominium or apartment 38.33 percent as the above table.
Table 4.4 Types of Ownerships
Status
Owner

Frequency
10

Percent
16.67

Dependant
Lease

29
21

48.33
35.00

Total

60

100.00

Results from table 4.4 stated that majority or 48.33 percent of the respondent
were dependants followed by lease of 35 percent, and 16.67 percent of them were
owner of residents.
It could be concluded that majority of the respondents were females who
worked in government offices in Bangkok. Up to 85 percent of the respondents were
working women with income levels average 15,000 baht per month. They lived as
dependant in houses or townhouse.

4.7.2 Demographic background in relation with brand perceptions.

Table 4.5 Relationship between Respondents Demographic Backgrounds and
Perception of Brands
B
(Constant)
2.71
Occupation
-0.31
Income
-0.18
Type of resident
0.29
Status
-0.16
Dependent Variable: Brand

Std. Error
0.63
0.12
0.10
0.32
0.23

Beta
-0.33
-0.24
0.15
-0.11

T
4.28
-2.53
-1.84
0.92
-0.69

Sig.
0.00
0.01
0.07
0.36
0.49

The results from Table 4.5 indicated that there were significant relationships
between respondents occupation and income with brand perception. The results,

37

therefore, rejected theHo1 and accepted H1 which stated that there was a significant
relationship between respondents demographic profiles and perception of brand.

4.7.3

Demographic background and sources of news and information

about the product.

Table4.6 Relationships between Respondents Demographic Background and

Types of Communication Media to Receive Information about
Consumer Products
Std.
B
Error
(Constant)
5.71
1.08
Occupation
-0.70
0.21
Income
-0.24
0.16
Type of resident
0.31
0.54
Status
-0.48
0.39
Dependent Variable: communication media

Beta
-0.42
-0.19
0.09
-0.19

T
5.29
-3.32
-1.50
0.57
-1.23

Sig.
0.00
0.00
0.14
0.57
0.22

The results from Table 4.6 indicated that there were significant relationships
between respondents occupation and types of communication media to receive
information about consumer products. The results, therefore, rejected theHo2 and
accepted H2 which stated that there is a significant relationship between respondents
demographic profiles and types of communication media to receive information about
consumer products.

4.7.4

Media ranking.

Table 4.7 Types of Media that the Respondents Received News and
Information about the Products
Selection
T.V.
Point of Purchase
Reference person
Billboard
Newspaper
Magazine
Radio
Theater
Other

Percent
24.5
16.5
12
11
10
9.5
7.5
6.5
2.5

38

Ranking
1
2
3
4
5
6
7
8
9

Majority of the respondents or 24.5 percent perceived products brands from

television (dram after news channel 3 and 7), points of purchase 16.5 percent,
reference person 12 percent, billboard 11 percent, newspaper 10 percent, magazines
9.5 percent, radio 7.5 percent, theater 6.5 percent and others 2.5 percent as above
table.

4.8 Consumer Behavior

4.8.1 Repeated purchasing.
Table 4.8 Rationales for repeating purchase of the respondents
Reasons for Repeat to Purchase
Quality
Price
Easy to buy (Location)
Scent
Brand
Advertising
Skin care
Quantity
Promotion
Packaging
Environmental Friendly
Recommendation
Other

Percent
17.18
12.27
11.66
9.82
7.98
7.06
7.06
6.44
5.83
5.52
4.91
4.29

Ranking
1
2
3
4
5
6
6
7
8
9
10
11

12

The first reasons the customers gave for their repeat purchasing of liquid
dishwashing product 17.18 percent was the quality of the product, followed by price
12.27 percent, location of stores 1166 percent, odor 9.82, brand 7.98 percent,
advertising and skincare 7.06 percent equally, quantity 6.44 percent, promotion 5.98
percent, packaging 5.52, environmental friendly 4.91 percent and being introduced by
others 4.29 percent.

39

4.8.2

Distribution channels.

Table 4.9 Distribution Channels that Respondents buy the Product

Distribution Channel
Superstore
Supermarket
Convenient Store
Grocery Shop
Mini-Mart Store
Direct Sales
Others

Percent
25.65
22.51
19.37
15.18
8.90
7.85
0.52

Ranking
1
2
3
4
5
6
7

Super store was the first choice (25.65 percent) for consumers to purchase
dishwashing products followed by supermarket 22.51 percent, convenient store 19.37
percent, grocery shop 15.18 percent, mini-mart 8.90 percent, direct sales 7.85 percent,
and others 0.52 percent.

4.8.3

Amount of products per one purchasing.

Table 4.10 The Quantity of Purchasing per Time

Amounts of purchasing

Frequency

Percent

1-2 bottles

54

90.00

3-6 bottles

8.33

7-12 bottles

1
60

1.67
100.0

Total

Most respondents (90 percent) prefer to buy 1-2 bottles of liquid dishwashing
product per purchase, 8.33 percent of them purchase 3 6 bottles, and only 1.67
percent purchase more than 6 bottles per purchase.
Table 4.11 Frequency of Purchasing per Month
Frequency

Frequency

Percent

Once a month

38

63.33

Twice a month

17

28.33

Others

8.34

Total

60

100.00

40

63.33 percent of consumers purchase the product once a month and 28.33
percent of them purchase twice a month.
Table 4.12 Price per Unit of Product Purchased
Price per unit

Frequency

Percent

0-30 Baht

36

60.00

31-40 Baht

17

28.33

41-50 Baht

3.33

51-70 Baht

3.33

More than 71 Baht

5.00

Total

60

100.00

The suitable price that the most of respondents prefer is 0-30 baht up to 60
percent.
Table 4.13 Types of Packaging
Packaging

Frequency

Percent

25

41.67

34

56.67

1.67

Bottle
Refill package
Total

The most respondents like to buy a few of bottles to 90 percent that its price is
not over 30 baht to 60 percent as table 10 and 12, and frequency to buy within a
month around 63.33percent as table 11, and like to buy the refill because of its
cheaper price around 56.67 percent as table 4.13.

4.9

Promotion
4.9.1

The reason that makes respondents to try the new brand.

Table 4.14 The Reasons that Influenced the Respondents to Switch to the
New Brand
Promotion
Discount price
Premium quality
41

Percent

Ranking

18.67
16.18

1
2

Giving sample
Coupon

15.77
12.86

3
4

Point of Purchase
Advertising Specialties

9.96
9.96

5
5

Sweepstakes
Games

8.30
7.47

6
7

Others

0.83

The results from Table 4.14 indicated that main reasons that respondents
would try other brand was discount price (18.67 percent), followed by premium
quality (16.18 percent), and the third one was giving sample product (15.77 percent),
coupon (12.86 percent), point of purchase (9.96 percent), advertising specialties (9.96
percent), sweepstakes (8.30 percent), games (7.47 percent), and others (0.83 percent),.

4.9.2 Reasons for trying new brand.

Table 4.15 The Respondents Willingness to Try New Brand
Willingness to try new brand
Yes
No
Total

Frequency

Percent

40

66.67

20

33.33

60

100.00

The result of table 15 stated that the most of respondents or 66.67 percent of
the total were willing to try new brand while 33.33 percent were not willing.
Table 4.16 Rationales for Trying New Brands
Rationale of Trying New Brand
New product with innovation
Lower Price
Just want to try
Convenient place to buy
Following recommendations
Promotion
Advertising
Others
Packaging

Frequency
10
8
7
6
2
2
2
2
1

42

Percent
16.67
13.33
11.67
10.00
3.33
3.33
3.33
3.33
1.67

No answer
Total

20
60

33.33
100.00

Results from Table 16 stated that 16.67 percent of respondents were willing to
try the new brand because of the new product had innovation, followed by lower price
13.33 percent and just try 11.67 percent Convenient place to buy Following
recommendations Promotion Advertising Packaging
Table 4.17 Respondents Willingness to Switch Brand
Switching Brand

Frequency

Percent

20

33.33

20

33.33

20

33.33

60

100.00

Yes
No
No answer
Total

According to, many respondents around 66.67 percent have ever tried the new
brand that switched brand around 33.33 percent and not 33.33 percent. The results
stated that majority of the liquid dishwashing products customers were willing to
remain using the existing brands while the rest are willing to switch to the new
brands.

4.10 Attitude toward the Product after Trail

The Attitude of Respondents toward to the Product, Price, and
Fulfillment after Use the Product
Table 4.18 The Attitude of Respondents towards to the Product Features after
Using
Product
Packaging
Color
Odor
Time using

Chi-Square

Df

Sig.

32.40
36.40
15.83
42.67

3
3
4
4

0.00
0.00
0.003
0.00

43

Table 4.18.1 The Attitude of Respondents towards to the Product Features

after Using
Product
Effect on skin
Easy to wash out
Cleanness
Friendly to skin

Chi-Square

Df

Sig.

16.17
19.17
34.50
27.83

4
4
4
4

0.003
0.001
0.000
0.000

The results from Table 4.18 and 4.18.1 indicated that there is no significant
difference of respondents attitude toward the product feature. The results, therefore,
accepted the Ho1: which stated that there is no significant difference of respondents
attitude toward the product feature.
Table 4.19 The Attitude of Respondents towards to Prices after Using
Price
23 Baht for refill 220ml. package
10 Baht for a bottle of 50 ml.
30 Baht for a bottle of 270 ml.

Chi-Square

Df

Sig.

19.83
42.17
19.83

4
4
4

0.001
0.000
0.001

The results from Table 4.19 indicated that there is no significant different of
respondents attitude toward the price in each size. The results, therefore, accepted
the Ho1 which stated that there is no a significant difference of respondents attitude
toward the price in each package.
Table 4.20 The Attitude of Respondents towards to their Desire after Using
Desire
Like new product but not change from current brand
Satisfy with the quality of the new brand
Want to switch brand to use the new brand

Chi-Square

Df

Sig.

41.83
33.33
21.33

4
4
4

0.000
0.000
0.000

The results from Table 4.20 indicated that there is a significant difference of
respondents attitude toward their desire. The results, therefore, rejected the Ho2 and
accepted H2 which stated that there is a significant difference of respondents attitude
toward desire.

44

4.11

Depth Interview
4.11.1 Pre-test depth interview (before trying the new brand).
From the 60 respondents, there are 40 respondents who have ever tried the

new brands, and 20 respondents who have never tried the new brands in this
collecting the data. In this study, the researcher separated three groups that are first
group is for who have ever tried the new brands and switched to the one, second
group is for who have ever tried the new brands, but did not switch to the one, last
group is for who have never tried the new brands.
The reasons of respondents in the first group switched to the new brands(20
respondents) are quality up to 30.77 percent, followed by new product to 19.23
percent, pricing to 15.38 percent, easy to purchase, treatment of users skin, and nice
odor to 7.69 percent equally, and also 3.85 percent of different odor, trend, and
natural ingredient. The qualification of liquid dishwashing product should be for this
group that is quality that eliminate dirty to 25percent, followed by nice odor and
taking care of users skin to 15.91 percent equally, free for chemical on dishes to 9.09
percent, 6.82 of easy to wash out come to be next, pricing, productive standard, and
environmental friendly to 4.55 percent equally, and also 2.27 percent of interesting
advertisement, easy to use, different odor, natural ingredient, intensive of ingredient,
and packaging.
For the second group, the reasons of respondents have still selected their
existing brands (20 respondents) are the better quality of the existing brands up to 55
percent, followed by brand loyalty just 10 percent and 5 percent of preference in the
existing brand, free for odor, the same quality, less of intensive ingredient, odor,
harmful for skin, and more expensive.

The qualification of liquid dishwashing

product should be for this group that is quality that eliminate the fat and dirty up to 30
percent, followed by treatment for hand skin to 15 percent, nice odor and free for odor
on dishes to 10 percent equally, 7.5 percent of easy to wash out and free for chemical,
followed by natural ingredient, environmental friendly, and pricing just 5 percent, and
also 2.5 percent of quantity and more intensive ingredients.
For the last group, the reasons of respondents who have never tried any new
brand (20 respondents) are 40 percent of brand loyalty, 30 percent of same quality and
also better quality of existing brand equally. The qualification of liquid dishwashing
product should be for this group that is quality to 37.5 percent, and 12.5 percent of
nice odor, easy to wash out, natural odor and taking care of hand skin. For this group
45

is quite less to analysis, but one thing that same with other group is quality of product
to destroy dirty and fat, treatment of hand skin, nice odor, easy to wash out, and
natural odor.

4.11.2 Post test depth interview (after trying the new brand).
Means

Interval level

4.21 5.00

Strongly agree

3.41 4.20

Agree

2.61 3.40

Neutral

1.81 2.60

Disagree

1.00 1.80

Strongly disagree

Table 4.21 Results of Respondents Who Used to Tried Other Brands and
Used to Switch to the Other Brands
Factors to be considered

Used to switched
Mean
SD

Packaging of the product

Color of the product
Odor of the product
Time using to clean a piece of dish
Have any effect on your skin
Easy to wash out
The dish is clean
Friendly to your skin
The price is 23 Baht for refill 220ml.
The price is 10 Baht for a bottle of 50 ml.
The price is 30 Baht for a bottle of 270 ml.
Want this product but would not change from current
brand.
Satisfy with the quality of the sample product
Want to switch to use the sample product

3.75
3.95
3.25
3.40
2.85
3.95
3.55
3.20
3.05
3.55
2.85

0.64
0.76
1.33
0.99
1.23
1.10
1.10
0.83
1.15
0.89
1.14

3.10
3.30
2.85

0.79
0.86
1.04

Table 4.22 Results of Respondents Who Used to Tried Other Brands, but not
Switch to the Other Brands
Factors to be considered

Not switched

Packaging of the product

Color of the product
Odor of the product
Time using to clean a piece of dish
46

Mean

SD

3.65
3.65
3.50
3.60

0.67
0.59
0.95
0.75

Have any effect on your skin

Easy to wash out
The dish is clean
Friendly to your skin
The price is 23 Baht for refill 220ml.
The price is 10 Baht for a bottle of 50 ml.
The price is 30 Baht for a bottle of 270 ml.
Want this product but would not change from current
brand.
Satisfy with the quality of the sample product
Want to switch to use the sample product

2.25
3.60
3.75
3.40
3.30
3.40
3.25

1.21
1.05
0.85
0.99
1.08
0.94
1.25

3.45
3.45
3.05

0.89
0.94
1.05

Table 4.23 Results of Respondents Who never Used to Tried Other Brands
Factors to be considered

Never tried
Mean

SD

3.55
4.00
3.10
3.45
2.30
3.45
3.60
3.00
3.60
3.55
3.75

0.89
0.73
1.41
1.00
1.17
1.39
1.10
0.97
0.94
1.15
0.91

3.10
3.35
3.10

0.79
0.93
1.02

Packaging of the product

Color of the product
Odor of the product
Time using to clean a piece of dish
Have any effect on your skin
Easy to wash out
The dish is clean
Friendly to your skin
The price is 23 Baht for refill 220ml.
The price is 10 Baht for a bottle of 50 ml.
The price is 30 Baht for a bottle of 270 ml.
Want this product but would not change from current
brand.
Satisfy with the quality of the sample product
Want to switch to use the sample product
Table 4.24 Results of Respondents All of Three Groups
Factors to be considered
Packaging of the product
Color of the product
Odor of the product
Time using to clean a piece of dish
Have any effect on your skin
Easy to wash out
The dish is clean
Friendly to your skin
The price is 23 Baht for refill
220ml.
The price is 10 Baht for a bottle of

Used to
switched
Mean level

Not switched

Never tried

Mean

level

Mean

level

3.75
3.95
3.25
3.40
2.85
3.95
3.55
3.20

Agree
Agree
Neutral
Neutral
Neutral
Agree
Agree
Neutral

3.65
3.65
3.50
3.60
2.25
3.60
3.75
3.40

Agree
Agree
Agree
Agree
Disagree
Agree
Agree
Neutral

3.55
4.00
3.10
3.45
2.30
3.45
3.60
3.00

Agree
Agree
Neutral
Agree
Disagree
Agree
Agree
Neutral

3.05
3.55

Neutral
Agree

3.30
3.40

Neutral
Neutral

3.60
3.55

Agree
Agree

47

50 ml.
The price is 30 Baht for a bottle of
270 ml.
Want this product but would not
change from current brand.
Satisfy with the quality of the
sample product
Want to switch to use the sample
product

2.85

Neutral

3.25

Neutral

3.75

Agree

3.10

Neutral

3.45

Agree

3.10

Neutral

3.30

Neutral

3.45

Agree

3.35

Neutral

2.85

Neutral

3.05

Neutral

3.10

Neutral

Information from Table 4.21 presented post-tested results of trying the sample
of new liquid dishwashing product by three groups of respondents composing of
group one, the respondents who used to switched using other brands before, group
two, were those who had experience of trying other brands but went back to use to
previous brands, last group were the respondents who never tried other brands before.
The results were presented as follow:

1) Packaging of the product

The respondents who never had experience of trying other brands before
concern more about packaging of the liquid dishwashing product at agreed level
(mean = 3.55), followed by the respondents who had experience switching to other
brands before were concern about the packaging at agreed level (mean = 3.75), and
finally the groups with experience trying other brands but not switch was concern
about the packaging at agreed level (mean = 3.65).
2) Color of the product
The respondents who had experience of trying other brands before but not
switch were concern about the color of the liquid dishwashing product at agreed level
(mean = 3.65), followed by the group who used to switched was concern about the
color at agreed level (mean = 3.95), and the group who never tried other brand before
was concern about the color at agreed level (mean = 4.00).

3) Odor of the product

The respondents who had experience of trying other brands before but not switch
were concern more about the odor of the product at agreed level (mean = 3.50), but,
the group who used to switched was concern about the odor at neutral level (mean =

48

3.25), followed by the group who had no experience of trying other brand before was
least concern about the odor at neutral level (mean = 3.10).

4) Time using to clean a piece of dish

The group of respondents who had experience of trying other brands before
but not switch was concern about time using to clean a piece of dish at agree level
(mean = 3.60). The group who never tried other brand before concern about time at
agreed level (mean = 3.45). The group who used to switch to use other brands before
was concern about the time at neutral level (mean = 3.40).

5) Have any effect on skin

The respondents who used to switch to other brands before were concern more
about the effective on skin of the liquid dishwashing products at neutral (mean =
2.85), but the group who had experience of trying other brand before, but not switch
was concern about the effective at disagreed level (mean = 2.25), followed by the
group who had no experience of trying other brand before was least concern about the
effective at disagreed level (mean = 2.30).

6) The Easiness of washing out

The respondents who had experience of trying other brands and switch to
other brands before were concern more about the easiness of washing out of the liquid
dishwashing products at agreed level (mean = 3.95), followed by the group who had
experience of trying other brands before, but not switch was concern about the
easiness at agreed level (mean = 3.60), and the group who had no experience of trying
other brand before was least concern about the easiness at agreed level (mean = 3.45).

7) The cleanliness of the dish

The respondents who had experience of trying other brands, but not switch to
other brands before were concern more about the cleanliness of the liquid
dishwashing products at agreed level (mean = 3.75), followed by the group who had
no experience of trying other brand before was least concern about the cleanliness at
agreed level (mean = 3.60). And the group who had experience to trying other brands
before, but used to switch was concern about the cleanliness at agreed level (mean =
3.55).
49

8) Friendly to skin
The respondents who had experience of trying other brands before, but not
switch were concern more about the friendliness to skin of the liquid dishwashing
products at neutral level (mean = 3.40), followed by the group who used to switch to
use other brands was concern about the friendliness at neutral level (mean = 3.20),
and also the group who had no experience of trying other brand before was least
concern about the friendliness at neutral level (mean = 3.00).

9) Price of 23 Baht for refill package of 220 ml.

The respondents who had no experience of trying other brands before were
concern about price of 23 Baht for refill package of 220 ml. of the liquid dishwashing
products at agreed level (mean = 3.60), but the group who had experience of trying
other brands before, but not switch was concern more about the price at neutral level
(mean = 3.30), followed by the group who used to switch to use other brands was
concern about the price at neutral level (mean = 3.05).

10) Price of 10 Baht for a 50 ml. bottle

The respondents who had experience of trying other brands and used to switch
to use other brands before and who had no experience of trying other brands were
concern more about the price of 10 Baht for a 50 ml. bottle of the liquid dishwashing
products at agreed level (mean = 3.55 equally), but the group who had experience of
trying other brand before, but not switch was least concern about the price at neutral
level (mean = 3.40).

11) Price of 30 Baht for a 270 ml. bottle

The respondents who had no experience of trying other brands before were
concern more about the price of 30 baht for a 270 ml bottle of the liquid dishwashing
products at agreed level (mean = 3.75), but the group who had experience of trying
other brand before, but not switch to use other brands was concern about the price at
neutral level (mean = 3.25), and the group who used to switch to use other brands was
least concern about the price at neutral level (mean = 2.85).

50

12) Want to switch to use the sample product (new brand) but did not want
to switch from current brand
The respondents who had experience of using other brands before but did not
switch to other brands stated that they wanted to use the new brand but did not want
to leave the current brand at agreed level (mean = 3.45). The respondents who had
experience of using other brands before stated that they want to use the new brand but
did not wanted to leave the current brand at neutral level (mean = 3.10). The
respondents who had no experience of trying other brands before stated that they
wanted to use the new brand but did not want to leave the current brand at neutral
level (mean = 3.10).

13) Satisfy with the quality of the sample product

The respondents who had experience of trying other brands before but did not
switch stated that they were satisfied with the sample product at agreed level (mean =
3.45). The group of respondents who never tried other brand before stated their
satisfaction with the sample product at neutral level (mean = 3.35). Finally, the group
of respondents who had experience switching to use other brands before stated their
satisfaction at neutral level (mean = 3.30).

14) Want to switch to use the sample product (new brand)

The respondent group who had no experience of trying other brands before
preferred to switch to use the sample liquid dishwashing product (new brand) at
neutral level (mean = 3.10). The group with experience trying other brand before and
switched to other brand stated that they were fair to switch to use the sample liquid
dishwashing product at neutral level (mean = 3.05). The last group with experience of
switching to use other brands before state their willingness to switch using the sample
liquid dishwashing product at fair level (mean = 2.85) .

4.12

Financial Analysis
4.12.1 Revenues forecasting.
Assume that the users buy one bottle of dishwashing liquid product per month

at 28 baht per bottle. Current female population in Bangkok is 2,952,999 (Bangkok

Administration, 2006). This study classified population by income levels into 4 levels
(table 4.2). Thus, each category is equal to 738,250 people. And then, calculation of
51

populations who buy dishwashing liquid product trough 3 types of distribution

channels including superstore, supermarket in department store, and grocery shop, the
result is 468, 272 people (see Chapter 4). Consumers will buy the product around
33.33 percent of them as the result of this research that there are 20 respondents from
60 respondents who ready to switch to the product. Thus, this study can predict that
potential customers who will buy the product from them around 156,075 people that
means 156,075 bottle per month. Its revenue is 52,441,200 baht that comes from
sales 156,075 bottles per month with 28 baht as fiscal table below. The forecasts
show in the table below comprises of pessimistic growth estimation, normal growth
estimation, and optimistic growth estimation.
Pessimistic growth

growth rate of 5 percent per year

Normal growth

growth rate of 5 percent per year

Optimistic growth

growth rat of 10 percent per year

Table 4.25 The Sales Forecast Table is for 5 Years

Sales Forecast
X 1000 baht

Income Forecast for year 2007 to 2011

Year

2007F

2008F

2009F

2010F

2011F

Sales (Pessimistic)

52,441

49,819

47,328

44,962

42,714

Sales

52,441

55,063

57,816

60,707

63,743

Sales (optimistic)

52,441

57,685

63,454

69,799

76,779

4.12.2 Cash flow forecast.

For this business, the new comer loan 20 million baht from bank in the first
year. And then, this table as below shows that cash inflow and cash out flow in next
five years. The market share is around 2-3 percent of this market that is around 2.5
billion bath and also has growth rate of 5 percent continuously.

52

Table 4.26 The Table Indicates the Cash Flow for 5 Years
X 1000
baht
Year

Initial Stage

Beginning Cash Balance

Cash Flow Forecast

2007F

2008F

2009F

2010F

2011F

(20,000)

(7,491)

5,643

5,926

6,222

52,441

55,063

57,816

60,707

63,743

52,441

55,063

57,816

60,707

63,743

32,441

47,572

49,951

52,448

55,071

25,284

26,548

27,876

29,270

30,733

1,298

1,363

1,431

1,503

1,578

1,000

1,050

1,103

1,158

1,216

4,050

4,253

4,465

4,688

4,923

6,000

6,300

6,615

6,946

7,293

1,800

1,890

1,985

2,084

2,188

500

525

551

579

608

Cash inflow
Sales
Total Cash Flow
Available Cash Balance
Cash Outflow
Initial Investment

(20,000)

Cost of goods sold

Sales Commission
Research and
Development
General and
Administration
Promotion and
Advertisement
Tax
Depreciation
Total Cash Outflow

(20,000)

39,932

41,929

44,025

46,227

48,538

Ending Cash Balance

(20,000)

(7,491)

5,643

5,926

6,222

6,533

4.12.3 Income forecast.

This table shows that the income in each year is worth to invest and how much
the new comer will get.

53

Table 4.27

The Income Forecast for 5 Years

Income Forecast for year 2007 to 2011

Year
Sales (156,075x28)x12
Cost of Good Sold (13.5)
Gross Profit

2007F

2008F

2009F

2010F

2011F

52,441

55,063

57,816

60,707

63,743

25,284

26,548

27,876

29,270

30,733

27,157

28,515

29,941

31,438

33,010

Operating Expenses

Rent (Super store and

supermarket)

Sale commission
(5%/unit)

12,000

12,600

13,230

13,892

14,586

1,573

1,652

1,734

1,821

1,912

1,000

1,050

1,103

1,158

1,216

4,050

4,253

4,465

4,688

4,923

6,000

6,300

6,615

6,946

7,293

Research and
development
Administrative Expenses
Promotion and
Advertisement
(Coupon 4 baht/unit)
Total operating expenses
Operating Income

24,623

25,854

27,147

28,504

Interest paid(MLR+1%)

Income before tax

Corporate tax(30%)
Net Income
Loan

29,930
-

2,534

2,661

2,794

2,933

3,080

1,700

1,785

1,874

1,968

2,066

(20,000x1000)
4.12.4 Human resource management.
The company will be divided into the following department: sales, marketing,

accounting, finance, administration, labor, and procurement.

The company will

employ around 10 people to run the whole business as below. They are under directly
to managing director of the company.

54

Table 4.28 The Employment and Salary Structure of the Company

Department
Accounting
Administration
Finance
Sales
Marketing
Procurement
Grand Total

No. of employee
1
2
1
2
2
2
10

Salary per person

30,000
30,000
30,000
20,000
30,000
25,000
165,000

Total
30,000
60,000
30,000
40,000
60,000
50,000
270,000

In conclusion, the respondents are decision makers and users to be the most,
just users, and decision maker only to be come second and third respectively. They,
moreover, have attitude toward their product and after trial the new product in quite
similar whether known their exiting brand, changing to try the new one, even if
satisfaction in the trial product expect the group of just users. They are unsatisfied the
product after trail, but not much. For the product feature, they feel that is not the
same with their product.

Its price is a little bit higher.

Thus, they make the

respondents to unsatisfied. Fiscal forecast, moreover, for five years that base on these
data. For summarization of all data, it will be occur in the next chapter.

55

Chapter 5
Conclusions and Recommendations
The study used depth interview of 40 respondents who are the decision makers
or users or both of liquid dishwashing products as samples. Form the interview, the
researcher found that the respondents can be separated three groups that are
respondents who have ever trial the new product and switched to the ones already,
have ever trial the new product, but did not switch to the new ones, and never trial the
new ones for behavior and attitude analysis. Descriptive and inferential statistics
were employed to describe demographic data and behavior of the respondents test
hypotheses. Financial analysis was employed to analyze the financial projection of the
new product launching.
The results revealed that the three big groups of respondent have similar
learning, thinking, and attitude toward the new product. Television is the best media
to make the customer to be aware of the products news and information. When
regard to the product factors, the results revealed that quality and price influenced the
customers in their decision to purchase. They want to get the dishwashing liquid
product that is cleanness, easy to wash, and reasonable price.

Most customers

expected that price of the new product to be the same standard as their existing
brands. The new brand has to be launched the product with same or lower price with
good promotion and quality to be attractive and making them to switch to another
brand. Also advertisement on T.V. was the first choice to promote and introduce the
product at the first time.
Majority of the respondents are very sensitive to price, the new comer, thus,
should offer the good promotion whether discount or premiums to attract them to try
and switch the brand. Thai culture is collectivism, so buzz marketing is worked
effectively. The new brand should have demonstration the product in the fairs to
make consumers to clear in the new product performance and prevent the doubt in the
new brand.
Based on the results from depth interviews results, we found that many
customers are ready or want to switch to use the new brand. It means that out of
2,952,999 people of female consumers in Bangkok, there will be 738,250 people of
potential customers as chapter 4. And then, calculation of populations who buy it in

56

Superstore, Super market in department store, and grocery shop, the result is 468, 272
people. Consumers will buy the product around 33.33 percent of them as the result of
this research that there are 20 respondents from 60 respondents who ready to switch to
the product as below table. Thus, this study can predict that potential customers who
will buy the product from them around 156,075 people that means 156,075 bottle per
month. Its revenue is 52,441,200 baht that comes from sales 156,075 bottles per
month with 28 baht. And about the growth rate is around 5 percent as market
expending. The breakeven will be come up within 5 years.

Want to switch brand to use new brand

Strong
Strong
Disagree Disagree Moderate Agree
Agree
3
3
7
4
0

Group
Ever switch
Ever trail, but not
1
6
5
4
2
switch
Never trial
1
5
8
8
1
Total
5
14
20
17
3
Figure 5.1 Figure of Respondents Want to Switch to the New Brand

Total
17
19
4
60

For the new brand, the study found that it should have performance as same as
or more the existing products or have some advantage to be outstanding in order to
attract the consumers who are innovativeness. The next is launching the new brand
on T.V. as three hits theory and also booth exhibition. For its price should be close
with the market price, but include good promotions that is giving some discount and
have premium to attract the followers. The suitable distribution channels are super
markets in department store and superstores.

Recommendations
Information collected from survey questionnaires and in dept interviews were
analyzed and concluded in each category as presented below:
Liquid dishwashing product market will be expend continuously following
other types of consumer products because the population growth rate increasing and
customers are always seeking for a new brand that could satisfy their needs, and if the
new brand can offer them the better price and quality. The product is one of the most
fast moving goods in the consumer product industry. Market is easy to enter, but

57

difficult to survive, because the new comer has to launch the better or same quality
with lower price and better marketing promotion campaigns. The producer must
spend time and money to build up its brand and spend more time to educate
consumers about the products. However, the new product that has never been sold in
the market might be hard to enter this market and survive at the introduction stage.
The new brand will face with high cost of distribution that at present already
carry many brands in their hands. Thus, the new brand producer has to reduce cost of
distributions and spend more budgets for marketing promotion activities. The
producer also has to focus on the products quality and products innovation.
Although, most of consumers are price sensitive, but once they compare the quality of
product at similar prices, they would be more opportunity for higher quality product
to be sold if the consumers feel the new product could satisfy their needs.

58

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60

Appendix A
Screening Questionnaire (English)
And
Moderator Guide (English)

Shinawatra University
Questionnaires
A FEASIBILITY STUDY OF LAUNCHING LIQUID
DISHWASHING PRODUCT

This survey questionnaire is a part of MBA program Shinawatra University

Your information will be very useful in the study. Thank you for your fulfill in
these questionnaires

Mr. Surapong Surawanthanakul

MBA (Master of Business Administration)
Shinawatra University

61

SCREENING QUESTIONNAIRE
______

Questionnaire No.
Name:

Last Name:

Gender: Female

Address

Tel:

1. Home (
3. Mobile: (

ext.
)

Interviewer:

ID:

Supervisor:

Evaluation:

2. Office (

4.Pager (

ext.

Quality Review:

Hello, I am
, an interviewer from the Shinawatra International
University. I would like you to answer these question to collect the data of this
project. This survey will take approximately 10 minutes of your time. As a user and
buyer, your opinions are very important to us. Remember, there are no right or
wrong answers to these questions that we ask you, but rather it is your opinion that
we are seeking. And the information that you provide is strictly confidential.

Date
Record Time Start:

62

__/___/____
__:__

For Official Use

S1. Could you tell us your age? ________ Years (Open ended)
1.
2.
3.
4.
5.

18-22 years old

23-28 years old
29-40 years old
41-55 years old
56-65 years old

S2. What is your occupation?

1.
2.
3.
4.
5.
6.

Housewife
Private Company
Government/State Enterprise
Student
Entrepreneur
No Job

S3. How much is your income?

1.
2.
3.
4.
5.

0-10,000 Baht
10,001-15,000 Baht
15,001-20,000 Baht
20,001-25,000 Baht
More than 25,001 Baht

S4. What kind of housing do you live?

1.
2.

Single House or Townhouse

Condominium/Apartment

S5. What your status is in your house?

1. Owner
2. Dependant
3. Lessee
S6. Are you a decision maker to buy a dishwashing liquid product?

1. Yes
2. No

S7. Are you the end user?

1. Yes
2. No
Remark: If any respondent answer no in S.5 and S.6, Thanks and terminate.

S8. What product is used for?

1. Housework
2. Business

63

S9. Please specify the brand of the dishwashing liquid product in which you are the
main user.
__________(Brand)____________

S10. What media do you known the brand that you currently use it?
1.
2.
3.
4.
5.
6.
7.
8.
9.

Radio
T.V.
Magazine
Billboard
Newspaper
Movie Theater
Reference persons
Location on shelf
Other.

S11. What medias make you to decide to buy the brand? (uses S10 to rank)

S12. Why have you used that product? (please rank)

1. Quality
2. Price
3. Packaging
4. Skin Care
5. Quantity
6. Suggestion
7. Advertising
8. Easy to buy (Location)
9. Promotion
10. Brand
11. Smell
12. Environmental Friendly
13. Other..
S13. Where have you bought the product? (please rank)

64

1. Grocery Shop
2. Convenient Store (7-11, Mini-marts)
3. Supermarket in Department Store
4. Superstore (Makro, Tesco-Lotus, Carrefour, Big-C and so on)
5. Mini-Marts in gasoline station
6. Direct Sale (Amway, Giffarine, so on)
7. Other.

S14. How many bottles you purchase each time

1.
2.
3.
4.

1-2 bottles
3-6 bottles
7-12 bottles
More than 12 bottles

S15. How often you purchase the product?

1. Less than a month

2. Twice a month
3. Other..

S16. How much is it?

1.
2.
3.
4.
5.

0-30 Baht
31-40 Baht
41-50 Baht
51-70 Baht
More than 71 Baht

S17. What kinds of package do you like to buy?

1.
2.
3.
4.

Bottle
Refill
Mini-Bottle
Other

S18. What kinds of promotion which make your want to change to another brand?
(please rank)

1. Point of Purchase
2. Discount
3. Sweepstakes
4. Games

65

5. Premiums
6. Advertising Specialties
7. Coupons
8. Sample
9. Other

S19. Have you ever tested another brand?

1. Yes
2. No

S20. Why did you try another one?

1.
2.
3.
4.
5.
6.
7.
8.
9.

Suggestion
Promotion
Lower Price
Just try
Packaging
New product
Place
Advertising
Other

S21. Did you select to use the new brand?

1. Yes
2. No
Remark: If any one answer No in S19, please move to S24.
S22. Why did you select to use the new brand?
____________________________________
S23. Why did not select to use the new brand?
____________________________________
S24. What qualifies do you want the dishwashing liquid product be?
_________________________________________________
_________________________________________________

66

Moderator Guide
Testing Dishwashing Liquid Product
Phase I

Give the
questionnaire

20 minutes
A speech advise and thank to attend this
researching includes to inform the objective
of sharing conversation that this
conversations will take time about 90
minutes.
To request your answers the questions to
follow your opinion has no wrong or right
answers your opinion only is the thing that us
wants to know.
All your answer will use for the research
only.
The questions are: your name is / How old
are you / an occupation is / how often you use
or buy it/ Which qualify do you select (cheap,
good, or so on)?
Ask the respondents about the qualification of
the product that there are affect on your
buying behavior. For example, Brand, color
of product, packaging, price, and smelling

Phase II-Design

120 minutes
Explain step by step to do this research.
Start to wash a dish for our product and a dish
for other one (5 minute per person)
Which one finished gives the questionnaire to
investigate the attitude.

Phase III

20 minutes
Thank you and pay the opportunity cost or
souvenir

67

Questionnaire
Group#

No#

After you test the new product, How do you feel with our product?
5= Strongly Agree
4= Agree
3= Moderate
2= Disagree
1= Strongly Disagree
Part I Psychical Attitude
Most
Least
1
Packaging of the product
5
4 3 2
1
2
Color of the product
5
4 3 2
1
3
Smell of the product
5
4 3 2
1
4
Time using to clean
5
4 3 2
1
5
Have any effect on your
5
4 3 2
1
skin
6
Easy to wash out
5
4 3 2
1
7
The dish is clean
5
4 3 2
1
8
Friendly to your skin
5
4 3 2
1
Part
Value for Money
II
1
The price is 23 Baht for
5
4 3 2
1
refill 220ml.
2
The price is 10 Baht for a
5
4 3 2
1
bottle of 50 ml.
3
The price is 30 Baht for a
5
4 3 2
1
bottle of 270 ml.
Part
Level of Satisfaction
III
1
Like this product but not
5
4 3 2
1
change from current brand.
2
Satisfy with the quality of
5
4 3 2
1
the product
3
Want to switch brand to
5
4 3 2
1
use this product

68

Appendix B
Screening Questionnaire (Thai)
And
Moderator Guide (Thai)

(MBA)

69

SCREENING QUESTIONNAIRE

______
:

1. (

2. (

4.(

3. : (
:

)
:

/ / ______________
/
/

70

__/___/2550
__:__


1.

6.
7.
8.
9.
10.

18-22
23-28
29-40
41-55
56-65

2.

7.
8.
9.
10.
11.
12.

3.

6. 0-10,000
7. 10,001-15,000
8. 15,001-20,000
9. 20,001-25,000
10. 25,001

4.

3.
4.

5.

4.
5.
6.

71

6.

3.
4.

7.

3.
4.

: 6 7

8.

3.
4.

9.

__________()____________

10.

10.
11.
12.
13.
14.
15.
16.
17.
18.

11. ()

a.
b.

72

c.
d.
e.
f.
g.
h.
i. ()
12. ()

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

()..

()
8.

73

9.

( )

10.

11.

( )

12.

13.

14.

().

( )

14.

5. 1-2
6. 3-6
7. 7-12
8. 12

15.

4. 1
5. 2
6. ()..

16.

6. 0-30
7. 31-40
8. 41-50
9. 51-70
10. 71

17.

5.
6.
7.
8. ()

74

18.

19.

()
10.

11.

12.

13.

14.

15.

16.

17.

18.

()

3.
4.

19 23-24
20.

21.

10.
11.
12.
13.
14.
15.
16.
17. ()
18.

75

3.
4.
22.

____________________________________
23.

____________________________________
24.

_____________________________________

76

Questionnaire

5=
4=
3=
2=
1=
1
1
2
3
4
5
6
7
8

2
1
2
3
3
1
2
3

23 220

10 50

30 270

77

5
5
5
5
5
5
5
5

4
4
4
4
4
4
4
4

3
3
3
3
3
3
3
3

2
2
2
2
2
2
2
2

1
1
1
1
1
1
1
1

4 3 2

4 3 2

4 3 2

5
5
5

4 3 2
4 3 2
4 3 2

1
1
1

Biography
Name:

Surapong Surawanthanakul

Date of Birth:

Nov 01, 1979.

Place of Birth:

Bangkok, Thailand

Institutions Attended:

Shinawatra University, M.B.A.

The University of Thai Chamber Of Commerce, B.A.

Position and Office:

Sales Executive, Alpine Electronics of Asia Pacific Co.,Ltd.

Home Address:

304 Soi Ucharean 29 Ratchada-Pisek Rd. Samseannok,

Huai Khwang, Bangkok, Thailand 10310

Telephone:

66-8-1901-2264

E-mail:

pong0213@yahoo.com

78