Professional Documents
Culture Documents
Group 2
Mission Statement
Allright is a leading Pharmaceutical company founded in providing a quality product at a competitive value. Our success is attributed to an ongoing commitment from our management team and support from our stockholders. Providing over ten years of relief to our customers has been our highest priority. Our market shares have increased annually and research has yielded a new product to introduce every 4 years. Allright continues to provide promotional items for its retailers and clientele alike to help reduce costs and bring in new customers. Looking toward the future, Allright will continue its success with a well balanced marketing plan and remain an industry benchmark for years to come.
Marketing Objectives
Allrights Brand Awareness to be at 75%, and the Brand Trials to be at least 40%
Since Allright is a product that is in a fairly new category of the market, and we have the same symptom relief as Defogg, we should get the Brand Awareness and Brand Trials for Allright to both be increased
This should be expected to occur over the next five years
If Allstar can reach these numbers, then the most frequently purchased for Allright should hopefully increase to around 20%
This would help in getting Allstar to be a leader in the 4 hr Allergy Capsule segment of the market, especially since this is a new area
New Product
With respect to the Product Life Cycle, a new product should be introduced within the next 2-4 years depending on how 2things are going with Allround+ and Allright
We can put money form Allround which is a star in the BCG Matrix and into the new product and hopefully get a cash cow or another star to come out of it.
Increase Price
The prices of Allround, Allstar. And Allround+ should all be increased annually, in correlation to inflation
Inflation should not outweigh the price increase for Allround at all because it is still our leading product and has the highest percentage of most frequently purchased along with having the most symptom relief y The prices for Allround+ and Allright should not be outweighed by inflation either, but be more careful in how much the prices are raised each year, because these products are still fairly new and until the Most frequently purchased percentage is at least 40% the price should stay closer to inflation increase.
SWOT Analysis
Strengths
Allstar brands well-known brand name well has brand awareness of 76.1% and Allround + has an awareness of 57.3%. 15.9% purchased Allround, 5.8% purchased Allround +, and 5.7% purchased Allright
Strengths Cont.
Promotions overall, especially trial sizes and coupons
Allround has the highest conversion ratio For all three brands, about half of our coupons were redeemed Higher percentage of people purchased all of our products than intended
Weaknesses
Allstars pricing
Doing well in symptom relief and have the highest Retail and Manufacturer sales Highest promotional allowance and cost of good sold Gross margin is lower than both B&B and Ethik.
Obtaining involvement from customers in co-op ads and point of copurchase displays
Allround has 0.4% participating in co-op ads & 1.3% point of purchase coAllround + has 0.5% in co-op ads & 3.1% in point of purchase coAllright has 0.8% in co-op ads & 4.2% in point of purchase coHigher percentages result when we put in more money
Weaknesses Cont.
90 80 Brand Awareness
(% of All Respondents)
7 8 9 10 1 1 0 5 4 2 6 6 5 S&R 7 0 4 3 1 0 3 8 2 9 10
70 60 50 40 30 20 10 0 0
Allround Besthelp
10
20
30
Advertising Expenditures
(Millions of Dollars)
OCM groups decision to drastically lower advertising expenditures on Allround from 20 million to 5 million between periods 4 and 7
Besthelp raised their advertising, and their brand awareness rose to 6.7% higher than us Allround is a star
Opportunities
Consumer demand to relieve symptoms
Product effectiveness is the most important in decisiondecision-making In the past year the worst symptoms were aches, chest congestion, and coughing Allround is the only product with analgesics, expectorants, and cough suppressants
Opportunities Cont.
Industry growth rate is at 10.1%
Health is a big trend No invention is underway that would eliminate the need for OCM Allround, Allround +, and Allright have 16.7%, 5.6% and 5.4% respectively Allround is a star in the BCG Matrix, but Allround + and Allright are question marks
Higher percentage increase in sales prices than the inflation rate of 4.4%
Our prices are already relatively low Chance to make up for our high promotional costs and fixed costs without making a huge price jump compared to other brands
Threats
Ethik is a threat to Allstar
They have the highest gross margin and net income, and their stock price is second to ours End + and Extra combined are receiving double the amount of manufacture sales than Allround + Ethik may create products in other categories
Threats Cont.
Defogg is a threat to Allright
Have the same ingredients in the same form, and the same symptom relief Defogg has a higher price than Allright, but they have better brand awareness and a higher conversion ratio.
The close to full capacity utilization of Ethik, B&B and even Curall
May try to price aggressively or increase marketing to acquire more market share
Marketing Activities
Allrights Brand Awareness to be at 75%, and the Brand Trials to be at least 40%
In order to achieve our objective of making Allright the industry leader in 4hr Allergy Capsules, we must divert as much sales as possible from the other two competing products
Believes brand formulation consists of only four units of Antihistamine, whereas Alright consists of the Antihistamine and a decongestant. Therefore comparison ads being run on Believes lack of effectiveness and the inferior formulation should be beneficial to Allrights share of the market. Alright and Defogg have similar brand formulations and similar symptom relief, therefore we must compare on the basis of price and benefit
Defogg is currently over priced and continues to match inflation to consistently be just higher than the market average
Increase Price
In order for Allright to recover profits lost to inflation, the prices of its products must be reevaluated annually
Inflation has typically increased 3-6% yearly for the 3past ten years We have found that the best strategy is to adjust each price to the previous years inflation rate. This allows Allright to remain competitive while recovering any potential losses due to rising inflation Our industry trade-off grid has shown our prices have traderemained in the optimal zone for several years Our customers are receiving a quality product at a comparable value
Lessons Learned
Stock Price
The most obvious way to tell how well the company is doing is the change in the stock price Poor decisions will cause the stock price to drop, and as well as the opposite Poor decisions made by us early allowed us to ratify the situation and make our stock price climb out of the basement
100
80
P r ic e
60
Stock Price
40
20
0 1 2 3 4 5 Period 6 7 8 9 10
Increased Price
Increased the price, but not even enough to deal with inflation so ultimately served no purpose
Year Three
Decided not to start a new product
This was not necessarily the incorrect thing to do, but it did contribute to the large drop in our stock price over the year Starting a new product takes a lot of money and we didnt think it would be beneficial to the company if we spent money we didnt know weather or not we would make back quickly.
Year Four
Finally introduced Allround+
Took money from budget of Allround in order to increase the promotion and advertising of Allround+
We changed our discount percentages to try and make up for the loss we incurred the year before Changed was our sales force lay out.
When looked at other companies, found we were concentrating on little areas like convenience stores and not as much on grocery stores and wholesalers.
Year Five
Forced to make budget cuts
Took money away from the advertising budget of Allround but not Allround+ because it was still a new product. Decreased our sales force as little as possible If we had suffered a similar loss the following year, the cuts would have been a big problem.
Increased Price
Decided that an increase of between 30 and 40 cents each year would keep us ahead of inflation and increase our budget from year to year
We made sure to shift the advertising budget to focus more on benefit and comparison for Allround and primary and benefit for Allround+.
Increased the price of all products every year. We changed the advertising allowance according to where the products were in their life cycles
This allows the correct type of advertisements for optimum sales