Applied Marketing Project (Capstone) – 24100
Bachelor of International Marketing University of Technology, Sydney
Due:15.06.2018 Mario Simonsen
This paper is done as a part of the undergraduate program at BI Norwegian Business School.
This does not entail that BI Norwegian Business School has cleared the methods applied, the results presented, or the conclusions drawn
Table of Contents
Executive summary ... 3
1 Internal analysis ... 4
1.1 Introduction ... 4
1.2 Product line ... 4
1.3 Business model canvas ... 5
1.3.1 Customer Segments ... 5
1.3.2 Value Proposition ... 6
1.3.3 Channels ... 6
1.3.4 Key Resources ... 7
1.3.5 Key partnerships ... 7
1.4 Resource audit ... 8
2 External analysis ... 9
2.1 Market analysis ... 9
2.1.1 Market size ... 9
2.1.2 Market trends ... 9
2.1.3 Market growth and profitability ... 9
2.1.4 Industry cost structure ... 10
2.2 Customer analysis ... 10
2.2.1 Customer segments ... 10
2.2.2 The conscious consumer ... 10
2.2.3 The price sensitive and convenient consumer ... 11
2.2.4 The quality focused consumer ... 12
2.3 Competitor analysis ... 13
2.3.1 Sukin ... 13
2.3.2 Pantene ... 15
2.4 PESTEL analysis ... 17
2.4.1 Political & Legal ... 17
2.4.2 Economic ... 17
2.4.3 Social ... 18
2.4.4 Technological ... 19
2.4.5 Environmental ... 19
3 SWOT ... 20
4 Three key issues ... 21
4.1 Intercompany cannibalism ... 21
4.2 Marketing personnel and marketing channels ... 21
4.3 Selling points ... 21
5 Marketing objectives ... 22
5.1 Sales objectives ... 22
5.2 Marketing objective 1 ... 22
5.3 Marketing objective 2 ... 23
5.4 Marketing objective 3 ... 24
6 Target market and positioning ... 25
6.1 B2C Market ... 25
6.1.1 Segments/target market ... 25
6.1.2 Positioning ... 25
7 Key strategies ... 27
7.1 Product strategies ... 27
7.1.1 Product design/design change ... 27
7.1.2 Pricing ... 28
7.2 Promotional Strategies ... 28
7.2.1 Digital marketing ... 28
7.2.2 Influencer marketing ... 29
7.3 Market expansion strategies ... 29
7.3.1 Distribution strategies ... 29
7.3.2 Retailer selection ... 30
7.3.3 Expansion strategy ... 31
8 Bibliography ... 33
9 Appendix ... 39
Executive summary
This report consists of an external and internal analysis which is based on both primary and secondary research, the analysis concluded that Daily Naturals is great product which caters to an increasing social movement towards vegan and sustainable products. However, the internal and external analysis also revealed three strategic issues that Daily Naturals are facing. The issues have been renamed to better describe the problems Daily Naturals is facing:
1. Low product differentiation – The similarities between Daily Naturals and Davroe makes the two brands hard to differentiate causing potential intercompany cannibalisation, this limits the possible customer segments that Daily Naturals can reach without competing with its sister brand Davroe.
2. Low brand awareness around Daily Naturals products outside Southern Australia – Consumers outside Southern Australia possessed no knowledge of Daily Naturals existence.
3. Competing in a saturated market – The hair-care market is currently highly saturated.
Consumer have several options to choose from in the all-natural segment making. The saturated market also makes it hard to capture any market share and gain a competitive advantage.
Based on these identified issues, overall sales objectives and marketing objectives has been set to help tackle the identified issues.
Sales objective: Achieve 25% market penetration in Australia for Daily Naturals products by July 2019.
Marketing objectives:
1. Increased clarification around Daily Naturals by 50% in the next 12 months.
2. Increase Consumers brand awareness of Daily Naturals by 50% within the next 12 months 3. Increase market share in target markets to 0.4% within 3 months, and an annual growth of 20% every three months
Product strategies, promotional strategies and market expansion strategies has been suggested in-order to reach set objectives. The various strategies are supported by research and backed up by theories.
1 Internal analysis
1.1 Introduction
Daily Naturals is owned by the Australian company Dresslier which was established in 1930 and operates out of South Australia. The majority of Dresslier’s success comes from their salon brand Davroe. The Davroe brand experienced a demand from large pharmacy chains that wanted to stock the products, but due to the important exclusivity position of Davroe, Dresslier created Daily Naturals to fill the gap in the market for the consumer demand within pharmacies and more prominent retailers. However, the market positions of Davroe and Daily Naturals are overlapping resulting in intercompany cannibalism which is hugely detrimental to any organisations results. In this report we are going to present an internal and external analysis of the Australian hair-care brand Daily Naturals. As consultants, we have been brought in to clearly define the positioning of the Daily Naturals brand and to develop recommendations on how to expand the distribution and sales across Australia.
1.2 Product line
The Daily Naturals product line consists of various types of shampoos and conditioners that are suitable for different types of hair and desired results. The product line also includes a range of different hair treatments and styling products which, according to the client, will be expanded in the near future. Main attributes of these products are that they are all Australian, all-natural and vegan. The Daily Naturals products are also sulphate and paraben free. (Dresslier, 2018) When the Daily Naturals product line was created, Dresslier wanted a product line that was similar to the one of Davroe due to the demand of these particular products in the pharmacy market. Therefore, the current Daily Naturals products are quite similar to Davroe products in terms of design, colours and range. In National Pharmacies, the products are also currently labelled “Davroe Daily Naturals”. However, Dresslier addresses that the time has come for the two brands to separate and live on their own.
(The prices displayed are gathered from Nationalpharmacies.com.au, but may vary at different retail outlets)
1.3 Business model canvas
In our business model canvas, we have decided to focus and elaborate on customer segments, value propositions, channels, key resources and key partnerships. These are the most important factors for the business to succeed.
1.3.1 Customer Segments
Dresslier have a segmented market segmentation approach, which means that they distinguish between market segments with slightly different needs and problems. Dresslier is currently selling their products to two specific segments through a B2B model: Hair Salons and pharmacies. Davroe is aimed exclusively towards hair salons, in-store and online, while Daily Naturals aims at physical and online pharmacies.
Dresslier as a firm wants to reach the growing market of natural conscious consumers, due to their products being all-natural and vegan. Daily Naturals as a brand is described as a completely unisex brand and their current customer range is in the age 16-50 located in Southern Australia only. (Dresslier, 2018)
1.3.2 Value Proposition
The value propositions Daily Naturals delivers to their customers are price, newness and quality.
1. The first value proposition of Daily Naturals is price. The Daily Naturals brand offer products with premium salon quality to use at home at an affordable and reasonable price. From Dresslier’s perspective, this creates value for the customer.
2. Dresslier also delivers the value propositions of newness, offering innovative products with a unique formula as a result of years of research. A focus and investment in R&D enables the company to be innovative, stay ahead of their competitors, and keep up with new product trends and consumer preferences.
3. Thirdly, Dresslier offers their customers the value proposition of quality. Dresslier have worked on developing their in-house formula for over 80 years, offering a premium range of products. The quality of the products can be considered a competitive advantage as they now own a patent on their unique formula. Decades of product development has resulted in trustworthy products. Dresslier removed sulphates and parabens from their products to create a more natural product, while still offering salon quality and performance. This can be considered a unique value proposition as other competitors have not managed to make their products perform as well when removing chemical components.
1.3.3 Channels
1.3.3.1 Distribution channels
Dresslier reaches their customers through both direct and indirect channels. The Davroe brand is promoted and sold directly to customers through the company's own website. In addition to selling products through the privately-owned website, Davroe uses partner channels. They sell their products in professional hair salons, both in-store and online. These stores include retailers Hairhouse Warehouse and Price Attack.
Daily Naturals utilises indirect distribution through their partner National Pharmacies. The products are currently sold in their physical and online stores, but are so far only available in Southern Australia. The Daily Naturals brand is also available on the website Flora & Fauna, but the website is not operated by Dresslier.
1.3.3.2 Marketing channels
Dresslier communicates with customers through print media channels, including media articles distributed to their consumers. They have established a sizable social media presence for the Davroe brand that is relatively in active use. However, the Daily Naturals brand is non-existent on all social media platforms.
1.3.4 Key Resources
Dresslier currently possesses several important key resources, both physical, intellectual, human and financial resources.
1.3.4.1 Physical resources
Manufacturing facilities and distribution networks are Dresslier's main physical resources. The manufacturing of Dresslier’s products happens at their own facilities. This in turn makes the production equipment a valuable physical resource. Distribution networks refers to Dresslier's outsourced transportation systems.
1.3.4.2 Human resources
The main resource factor is the skills of the employees within the firm. The staff is essential for the business to succeed. They are contributing with skills and high product knowledge, which makes up for the firm’s high level of R&D and innovativeness. They are also contributing with giving customer service, which is an important attribute for the firm.
1.3.4.3 Financial resources
The firm has limited financial resources due to the size of the company. According to yearly financial sales, Dresslier has had a decrease in sales from 2014 to march 2018. Dresslier has a budget of $500,000 for marketing purposes. (Dresslier, 2018) (Appendix 3)
1.3.4.4 Intellectual resources
Their main intellectual key resource is their in-house developed product formula for their shampoos and conditioners. Another key intellectual resource is their level of brand value, which is highly emphasized within the company. Dresslier have managed to get a Patent on their invention, the in-house formula. Such exclusive rights result in unique products.
1.3.5 Key partnerships
Dresslier has a buyer-supplier relationship with different retailers to assure reliable supplies.
The motivation for developing key partnerships is the acquisition of particular resources and activities. This means that they cooperate with different companies and suppliers to extend
their own capabilities as they are not capable of having a completely independent business model.
As Dresslier does not have private owned stores or websites for their Daily Naturals products, they have established key distribution partnerships with the website Flora and Fauna, and the retailer National Pharmacies. It is through these partners Dresslier is able to sell the Daily Naturals products to the end customer. The distribution partnerships are essential in order for them to get their product to their customer.
Dresslier have steady and strong relationships with major ingredient suppliers in Europe and America. These suppliers are crucial for the ingredients used in their unique product formula.
This enables Dresslier to stay ahead of their competition in the competitive hair-care market, resulting in a stronger supply chain. (Dresslier, 2018)
Another important partnership is their equipment suppliers. They provide original equipment that allows Dresslier to produce their Davroe and Daily Naturals range in-house, matching the growing demand of both brands with increased supply. This is important in the development of Dresslier’s all Australian products, as ‘Australian Made’ is one of their most important characteristics and sources of competitive advantage. (Dresslier, 2018)
1.4 Resource audit
The resource audit is an evaluation of the company’s resource base, and shows to what extent these resources can be utilised for strategy implementation. Points are given to map the strategic capabilities of the firm.
Points range from -3 as a major weakness to +3 as a major strength.
Internal area Resource/competence Evaluation
Physical resources Own the manufacture facilities
Production equipment Medium strength (+2)
Medium strength (+2) Human resources High product knowledge
Good customer service High R&D level
Lack marketing personnel
Major strength (+3) Medium strength (+2) Major strength (+3) Major Weakness (-3)
Financial resources Limited financial resources Minor weakness (-1) Intangible resources Self-made and owned product formula
Reputation Patent Brand value
Major strength (+3) Minor strength (+1) Medium strength (+2) Minor strength (+1)
2 External analysis
2.1 Market analysis 2.1.1 Market size
The Australian hair-care market is huge, presenting a huge opportunity for businesses looking to enter. However, it is extremely saturated. The industry concentration levels are low, with more than 500 businesses competing in the same market (Richardson, 2017) The total market available is the entire Australian population, which is currently 24.7 million people. (Statista, 2018) As of June 2016, 73.9% of the population of Australia purchased shampoo at least once (on average) within a period of six months. This gives us a more realistic view of the actual size of the available market. The biggest brands on the market are Unilever's Alberto, Procter &
Gamble´s Head & Shoulders and Pantene, followed by several other well-known brands. (Inside FMCG, 2016)
2.1.2 Market trends
The hair-care market is very saturated, yet product innovation remains an important area and source of competitive advantage for companies looking to compete. There are many different kinds of hair-care products available to the end consumer. As of today, the most prominent trends within hair-care products is to make use of fruits, keratin and Moroccan oils. There is an increased focus on living a green lifestyle and using organic produce. Sulphate-free and paraben free products are also in increasing demand. (Richardson, 2017) These trends are very much in accordance with the growing natural and organic trends worldwide, which are forecasted to have a doubling in size from US$ 11 Billion in 2016 to US$ 22 Billion in 2024. (Statista, 2018) 2.1.3 Market growth and profitability
The market is currently in a mature stage. The hair-care market experienced double digit annual growth from 2013 to 2018. This annual growth is expected to slow down considerably and the market is expected to grow annually by 2.8% from 2018 until 2023. The growth in the market is dependent on external drivers such as crude oil price, demand from department stores, household income and demand from supermarkets. The extreme market competition, price discounting in the mass market and the fluctuating cost of raw materials results in profitability being relatively low and is only 11% out of a AU$ 1.5 billion industry. (Richardson, 2017)
2.1.4 Industry cost structure
The industry cost structure looks at the average costs based on the actors in the market and costs will vary depending on size of the firm. Currently the cost structure revolves around the purchases, wages, marketing and advertising. Raw materials account for over 50% of the costs in the industry. Packaging also accounts for a large section within purchase costs. Wage is the second largest factor in the industry in regard to costs. Wages are expected to increase in the future and consume a bigger portion of the industry revenue. Lastly, costs associated with marketing and advertising is mainly dependent on the size of the company. Niche producers tend to use less on marketing while bigger firms such as Unilever and Procter & Gamble can use a significant amount of money on marketing. (Richardson, 2017)
2.2 Customer analysis
Dresslier has a perceived target market of unisex consumers aged 18-50 across Australia. The aim is to sell Daily Natural products at different pharmacies, yet through our primary research we found that mostly females shop at these stores, while most of our male respondents usually shopped at supermarkets. Females tend to put greater emphasis on personal selling and experienced personnel contrary to men who make more rational decisions, which may explain the differences in shopping behaviours. (Shemwell, et al., 2008)
2.2.1 Customer segments
Because of this observation, we want to focus on potential segments that Dresslier could potentially reach out to by dividing them based on behavioural and demographic factors.
With such a saturated market where consumers are bombarded with alternatives, a strategic positioning plan is a necessity to capture a significant market share. The following three segments are the primary ones we think Dresslier should focus on when expanding the Daily Naturals products across Australia.
2.2.2 The conscious consumer
This segment is mainly consistent of millennials (aged 18-35 approximately) who follow different market trends such as using natural products, being more environmentally friendly as well as veganism. This generation also shows a tendency to care more about their health and the impact of the products they use and consume. (Detre, et al., 2019) This segment consists of more females than males, as we saw that females are willing to spend more on hair-care products than males (see appendix 5), but is not limited to one gender. These consumers also
consider all natural and vegan to be important factors when buying hair-care products, which is important for Dresslier given these are the main attributes of Daily Natural products. Brand loyalty is generally equal across gender, yet males are more impacted by bad experiences than females, meaning females are more likely to try new products or the same brand despite previous bad experiences. (Verde Group, 2007) Women also tend to spend more money on fashion related products more often than men, leaning they are more willing to follow a particular trend and buy products that are considered ‘hip’. (Kuruvilla, et al., 2009)
2.2.3 The price sensitive and convenient consumer
This segment consists of consumer who mainly buy hair-care products at supermarkets, and are mostly male. They value the option of buying their shampoo while they are buying groceries, thus placing high importance on convenience. The price is an important factor when deciding what products they purchase, but still put emphasis on quality. They want as much value as possible for the lowest available price. They also tend to prefer large containers so they don’t have to shop too often. They are not particularly brand loyal, but will stick to a product if they find something that is suited to their needs and easily accessible. According to IBIS “Supermarkets in particular are benefiting from changing consumer purchase patterns, which have seen them switch prices, brands and even distribution outlets over the past five years in favour of products deemed to offer better value for money and functionality.” (Richardson, 2017) Moreover, men tend to use less products than females, and are therefore more likely to chose a product that will adress several issues in one, eg. shampoo and showergel in one bottle.
(Biesterbos, et al., 2013)
2.2.4 The quality focused consumer
This group of consumers’ primary focus is on the quality of the products they buy. They prefer shopping at hair salons, does not consider price an important factor when buying hair-care products and are willing to spend the most for a good product. Consumers within this segment tend to be of higher age than in the other two, and have a larger disposable income. “The 40- plus group has emerged one of the fastest-growing consumer segments, at least in the beauty business” (Bennett, Coleman & Company Limited, 2012) It is therefore important for Dresslier to consider this a separate segment. Women aged 40-54 are also the ones visiting hair dressers most often, normally every two to three months. They averagely spend between £200 -£39 per visit (Batham, 2008), therefore more likely to buy their hair-care products at hair salons than in pharmacies or supermarkets.
The “state of the state” report from CommSec looks at how Australia’s states and territories are performing based on eight key indicators: economic growth, retail spending, equipment investment, unemployment, construction work done, population growth, housing finance and dwelling commencement.
Looking at their data (see appendix 5) we can see that NSW leads the way on retail spending, but other states are not far behind. In regards to annual growth in trends, Victoria and SA are actually performing stronger than NSW in retail trade. This data indicates and clearly proves that our primary research conducted in NSW can be adopted across Australia. Daily Naturals thereby have the support to expand their business. (CommSec, 2018)
2.3 Competitor analysis
When going into a pharmacy market that is highly competitive and saturated, every hair-care brand in that market can be considered competitors of Daily Naturals. Therefore, we have chosen to consider both general shampoo brands as well as brands from the natural category in our external competitor analysis. The analysis will be based on both secondary data and primary data from our research.
Even though every hair-care brand can be considered as competitors, we have identified Sukin and Pantene as two major competitors of Daily Naturals and we are going to describe them in terms of size, goals, market share, product quality and marketing strategies.
2.3.1 Sukin 2.3.1.1 Size
Sukin was launched in 2007 by the company BWX Ltd, which is the owner, producer and distributor of the brand. The company is based in Melbourne, Australia, and according to their most recent annual report have 200 employees and a sales revenue of $72.7 million in 2017.
Their FY17 revenue was mainly driven by strong domestic sales particularly across the Pharmacy channel. (BWX Limited, 2017) In addition to a strong domestic market, the Sukin brand has also increased its international presence by entering and developing new and existing export markets and is now present in 11 countries worldwide.
In Australia, Sukin can currently be found across retailers such as Chemist Warehouse and Priceline, and online stores such as floraandfauna.com.au, ry.com.au and adorebeauty.com.au.
(Sukin, 2018) 2.3.1.2 Goals
- Make consumers switch to natural hair-care products.
- Increase market share.
- Continue driving domestic growth.
- Penetrate and be present in high growth export markets.
2.3.1.3 Market share
- Since the launch of Sukin in 2007, the brand has grown to become Australia’s Number One Natural Skincare Brand. (Sukin, 2018)
- In FY17, Sukin has increased its market share by 0.5% and now commands over 7.1%
market share of cosmetic skin care in the pharmacy channel. (BWX Limited, 2017)
2.3.1.4 Product quality
Sukin offers some of the most affordable products in the natural hair-care category, yet can still be considered a high quality product. The products are sold in 250 ml, 500ml and 1L bottles for $8.95,
$14.95 and $24.95 per bottle1. Sukin has a wide product range consisting of products for different hair types and desired results.
2.3.1.5 Marketing strategies
Sukin is currently targeting the“natural” segment of the beauty and personal care market with their marketing efforts, as consumers are making cleaner and greener lifestyle choices. Rising concerns for health and the environment is also fuelling a demand for natural and organic personal care products. (BWX Limited, 2016)
The brand’s main marketing strategies consist of:
- Point of sale promotions across the different retailers and online stores.
- Digital media (press, magazines, online website) to deliver key brand message.
- Social media for sharing creative content and communicate brand personality. Present on several platforms such as Instagram, Facebook and YouTube.
- Social influencers and ambassadors who have access to specific target markets to communicate brand personality and generate awareness.
1 Prices found on Priceline’s online website. Prices may vary at different retail outlets.
2.3.2 Pantene 2.3.2.1 Size
Pantene is an American brand owned by the multinational manufacturer Procter & Gamble. P&G operates in markets worldwide and the hair-care product category made up 18% of their net sales in 2017. (Procter & Gamble, 2017) Pantenebecame a billion-dollar brand in 1995 and has continued to run as a premium hair-care brand. P&G also own a lot of other large brands within the general hair-care market such as Head & Shoulders and Herbal Essences.
In Australia, Pantene is available to consumers almost everywhere and can be found across pharmacy retailers such as Priceline and Chemist Warehouse, supermarkets such as Woolworths and Coles, and on several online sites such as pantene.com.au and epharmacy.com.au.
2.3.2.2 Goals
- Be superior on product range, packaging and execution
- Create customer value and meaningful advantages that earn trial and repurchase - Grow markets and build market share
- Be available for the consumer at the maximum number of retail outlets, supermarkets and online retail
2.3.2.3 Market share
P&G is considered a global market leader in the retail hair-care market with over 20% global market share primarily behind their Pantene and Head & Shoulders brands. The company is well positioned in the industry segments and markets in which they operate, often holding a leadership or significant market share position. (Procter & Gamble, 2017) According to Roy Morgan, Pantene was the third most bought shampoo in Australia in 2016.
2.3.2.4 Product quality
Pantene offers budget friendly products of good quality for daily use. They have a wide product range and consumers can shop by both product type and product collection. Pantene follows a competitive pricing strategy, and their products are currently sold in 350ml and 900ml containers for $6.99 and $15.69 per bottle2. Pantene is also continuously working on product innovation and development.
2.3.2.5 Marketing strategies
Being a strong and recognizable brand, Pantene products are promoted through all marketing platforms. However, their main marketing strategies are:
- Digital media such as media press, online magazines and online ads.
- Social media platforms such as Facebook, Instagram and YouTube. Sharing creative content with a growing number of followers, increasing brand intimacy and communicating brand personality.
- Television advertisements. Focused on the advantages with using the products, showing the final result, often starring a well-known person.
- Celebrity endorsements and brand ambassadors. Added brand value, positive association and increased in perceived legitimacy.
- Print media such as posters and newspapers. Targeting the offline segment, increasing impulsive buying and brand visibility.
When we conducted our primary research and asked what hair-care brand(s) our respondents currently use, almost none of the respondents answered the same brand. This shows how highly competitive and saturated the hair-care market is. However, more than 35% of our online survey respondents recognized the Sukin brand. Sukin was also mentioned several times during both focus groups. This indicates that Sukin is well known by consumers compared to other hair-care brands in the all-natural category.
2 Prices found on Priceline’s online website. Prices may vary at different retail outlets.
2.4 PESTEL analysis 2.4.1 Political & Legal
2.4.1.1 Vegan label responsibility
To maintain their vegan promise, Dresslier is required to continually review the strict guidelines set out by the Australian Government as to avoid legal issues that other large brands such as L’Oreal had faced when their product was advertised as vegan, but the same product had been tested on animals. (Chiorando, 2017)
2.4.1.2 Importing environment
Ninety-five percent of the ingredients in Daily Naturals are sourced from overseas. The ever- changing political climates and the effect it can have on trade agreements means it has the propensity to interrupt Dresslier’s supply chain. Australia ranked 14th in the Ease of Doing Business index, receiving a score of 80.14 which is a positive position for companies like Dresslier within Australia, dealing with international suppliers. (The World Bank, 2017)
2.4.2 Economic
2.4.2.1 Australia’s economic outlook
Alan Oster, the National Australia Bank Chief Economist, predicts that the strength in the current business environment and the latest indicators suggest economic growth will strengthen and over-time we will see a solid growth in jobs and a reduction in the unemployment rate within Australia. (Trading economics, 2018) This is important for Dresslier because Daily Naturals is a premium product and during times of depression or low consumer confidence premium products are often the first category of product to be removed from household budgets. More disposable income for Australians means a higher chance for consumers to consider a premium product such as Daily Naturals.
2.4.2.2 Hair-care industry: Domestic & Global
Revenue in the hair-care industry within Australia has amounted to over $1.2Billion so far in 2018. The hair-care market is predicted to grow annually by 2.8%. As a whole, the hair-care market is very saturated, and focus must continue to be placed on Daily Naturals’ sources of competitive advantage, being Australian, natural & vegan. On the global market the most revenue generated is in the USA with a total value in 2018 of US$15.2billion. (Statista, 2018) This represents further future prospects for Daily Naturals to enter into the US market once their hair-care products are strongly cemented into the Australian market.
2.4.2.3 Growing Australian vegan packaging market
Data from market researcher Euromonitor International has shown Australia's packaged vegan food market is currently worth almost $136 million and predicts it will be worth $214 million by 2020. (Euromonitor International, 2017) Although Dresslier is strictly hair-care based, this prediction reflects the growing number of vegan or vegan conscious people growing in Australia. A growing vegan market within Australia means a greater market potential for Daily Naturals.
2.4.3 Social
2.4.3.1 Customers increasing awareness
Hair-care is an industry which will post a modest growth over the next year, however this category is expected to decline because of growing concerns regarding health of hair, and social media-fuelled awareness about harmful chemicals added to these products. There is increased awareness and a tendency of discarding products which contain harmful ingredients such as silicones and parabens. (Mordor Intelligence, 2017) As customers become increasingly mindful of the harmful ingredients in chemically based shampoos, alternatives such as Daily Naturals will become more popular and desirable. The rise of 'ethical consumerism' is also influencing demand, as a growing number of consumers take into account the ethical, social and environmental consequences of their purchases. (Australian Trade and Investment Commission, 2018)
2.4.3.2 Baby Boomers potential market
A significant section of the Australian population, also known as the ‘Baby Boomers’ is aged, with over 51% of the population sitting between the ages of 29 and 64. An aging population will drive the hair colourant growth in the country. The average Australian woman spends over
$3,600 on beauty products each year. (Cook, 2017) Daily Naturals Colour Lock in Compound will provide a substantial competitive advantage in successfully breaking into this ageing market. As the ageing population learns more about the damage chemical products does to hair, natural hair products such as Daily Naturals will become more popular. Additionally, market researcher Roy Morgan states that the older a customer is, the more they will care about products being made in Australia than the younger generations. (Morgan, 2013)
2.4.4 Technological
2.4.4.1 Continued Research & Development.
Hair-care manufacturers are expected to continue to innovate with new formats, ingredients and technologies, and while these will deliver some growth, the hair-care market will remain highly saturated. (Euromonitor International, 2017) Dresslier will have to maintain their research and development expenditure in order to remain competitive and constantly improve their product offering.
2.4.5 Environmental
2.4.5.1 Freight & packaging in the Australian climate.
Australia’s harsh environment means hair products have to contend with varying climatic conditions, such as intense sun exposure and extreme humidity. (Australian Trade and Investment Commission, 2018) Dresslier needs to consider these conditions when they begin transporting their products around Australia. Natural products require specific temperature regulation and an overall greater care than chemically based products.
3 SWOT
Strengths Weaknesses
- Strong relationship with their suppliers.
Allowing for a strong supply chain - Most of current advertisement is
through Word of Mouth, which indicates positive customer experiences and customer referral
- In-house manufacturing of products, which allows for shorter lead times, complete control and consistent quality - Great investments in product
development
- Number one planograms positioning in at least 80% of the National Pharmacy stores
- Annual increase in sales and tracking at 26% for 2018
- Their products match a movement in the society towards vegan and sustainable products
- Have been working on a scale up for 4 years and have sufficient resources for growth
- Dresslier has over 80 years of experience with natural hair-care products
- Limited product range. Their products are currently only focused toward hair wellness such as shampoos, conditioner, leave in masque, etc.
- No online/social media presence for Daily Naturals to meet the online segment.
- Weak market distribution. Daily Naturals are currently only available either through physical stores in South Australia or National Pharmacies online store.
- Financial limitations. Their marketing budget is quite low for expanding across Australia.
- No marketing unit within the organisation to implement marketing strategies.
- Brand mostly unknown across Australia - The similarity in design and selection
between Daily Naturals and Davroe products - The company has a reactive rather than
proactive approach to market demands
Opportunities Threats
- Growing number of conscious consumers within Australia
- Entered the pharmaceutical market where there is huge revenue potential, Davroe could never do this
- Utilise Davroe’s established relationships with supply, freight and distribution networks
- Large part of males in the market currently not being reached
- Expansion into other markets outside of South Australia
- Daily Naturals products currently very similar to Davroe products in terms of design and product name
- Economic growth will strengthen, which means more disposable income for Australians
- The hair-care market is extremely saturated - Although a growing trend, ‘Vegan’ also has a
negative stigma for some people
- Loss of relationships with boutique suppliers and salons if Daily Naturals is perceived to be too much alike to Davroe
- Sukin's market position and pricing strategy undercuts Daily Naturals
- The hair-care industry is predicted to experience negative growth in upcoming years
- Increased competition within natural and vegan hair-care products
- Fluctuation in price of raw materials
4 Three key issues
4.1 Intercompany cannibalism
We consider the potential intercompany cannibalism of the Davroe and Daily Naturals brands to be the biggest issue. Opportunities for Daily Naturals are threats to Davroe, which limits the number of segments Daily Naturals could potentially reach. Daily Naturals have a huge potential to acquire new customers in all customer segments, however if they were to reach e.g. the quality focused consumers they would be interfering with Davroe’s customer base.
The similarity in design, ingredients and selection between Daily Naturals and Davroe products makes the two brands hard to separate and creates confusion.
4.2 Marketing personnel and marketing channels
Dresslier is a small company with limited human resources. The lack of marketing personnel is an issue as they do not have enough strategic knowledge on how to position the two brands in the market. They also lack a strategic use of marketing channels in their marketing approach.
An online presence would be a significant starting point in increasing the brand’s awareness across the market. Utilising social media to share creative content and brand value is also a less costly marketing approach, as the company currently has financial limitations and a low marketing budget.
4.3 Selling points
Although a growing number of conscious consumers, our research shows that current selling points are not valued by the consumer. For both our online survey responses and focus group discussions, none of our respondents found “vegan” and “all Australian” to be significant. (See appendix 2 and 5) The majority also answered that product ingredients are not that important, and does not really know what “sulphate and paraben free” means. So even though their products match a movement in the society towards vegan and sustainable products, and their selling points are too obscure for the consumer. (See appendix 1)
5 Marketing objectives
To address Dresslier’s three key issues, increase profit and increase brand awareness in the market, one sales objective has been set, as well as three marketing objectives for the coming 12 months starting from July 2018.
5.1 Sales objectives
Dresslier overall sales objective should be to achieve a 25% market penetration in Australia for their Daily Naturals products by July 2019. Although the Australian haircare market has seen double-digit growth over the last couple of years, the market has become very saturated and growth is expected to slow down considerably the coming years. Growth should still be expected but not at the same rate as before. (Richardson, 2017) By achieving the overall sales objective Dresslier can expect a 15% increase in revenue on their Daily Naturals products by July 2019. This will help increase Dresslier’s overall profit. In addition to the overall sales objective, three marketing objectives have been set, these (marketing) objectives will assist in achieving the overall goal.
5.2 Marketing objective 1
Issue: Low product differentiation
Objective: Increased clarification around Daily Naturals by 50% in the next 12 months.
As it currently stands there has been no product cannibalisation, this is mainly because Daily Naturals has only been available in Southern Australia. But because Daily Naturals is nearly identical to Davroe when it comes to design, colour and range, it has a limited number of options when it comes to the target market it can enter without becoming a direct competitor to Davroe.
During our research, it became clear that customers and even partners of Dresslier, struggle to differentiate between Daily Naturals and Davroe. National Pharmacies is currently the only retailer that sells Daily Naturals, they have however branded it as “Davroe Daily Naturals” which can confuse the customers by giving the impression that Davroe and Daily Naturals are the same brand. Additionally, participants of the focus group who had been testing Daily Naturals
products for a month, reported that the design of the products was boring, cheap, and did not communicate good ingredients and brand values. (Appendix 1) Given the information
5.3 Marketing objective 2
Issue: Low brand awareness around Daily Naturals products outside Southern Australia
Objective: Increase consumers brand awareness of Daily Naturals by 50% within the next 12 months starting July 2018
Daily Naturals as a brand is relatively new. There is currently only two ways for customer to get their hands on Daily Naturals, through Nationals pharmacy stores across Southern Australia as well as some online websites. Through our research, it became evident that Daily Naturals did not have any brand presence outside of Southern Australia. When participants of the survey were asked whether they used a specific hair-care brand 67% said no. The remaining 33% who did use a particular hair-care brand, did not mention Daily Naturals as one of their preferred brands. (Appendix 7; Appendix 8) Survey participant all lived outside state of Southern Australia, which further proves the lack customer awareness about Daily naturals. (Appendix 12).
Upon expansion into new target markets and considering Daily Naturals is a relatively new brand, increasing customer brand awareness will be crucial. Increasing customer’s awareness will increase the chances for the brand (Daily Naturals) to succeed in the market. Because of increased customer awareness, we can expect an increase in both revenue and profit.
In-order to measure if marketing objective is reached with-in this twelve month period, regular market research needs to be conducted. The marketing research should be done every three months starting July. This is to ensure that brand awareness is increasing at a desired rate at which the end goal is reached and to allow for marketing adjustment should the growth not satisfactory. Marketing strategies will be discussed in strategies 4.2 which will further elaborate on how to increase brand awareness.
5.4 Marketing objective 3
Issue: Competing in a saturated market.
Objective: Increase market share in target markets to 0.4% within 3 months, and an annual growth of 20% every three months
Upon expansion into other parts of the Australian haircare market, Dresslier should not direct all their focus toward achieving certain sales numbers for Daily Naturals only. There should be an equal focus or even greater focus on increasing Daily Naturals market share. By gaining market share from competitors, Daily Naturals will be able to establish continued long-term growth in both revenue and profits.
The hair-care market is currently highly saturated and is only expected to grow with 2.8%
annually. (Richardson, 2017) Based on the Daily Naturals expected sales of $AU 270 000 as of June 2018, their current market share is roughly 0.21%. (Appendix 3) Meaning Daily Naturals currently sells 12 shampoo’s a week across the 31 National pharmacy stores they are in. By increasing the number of haircare products sold weekly and by distributing Daily Naturals into new stores across the country, Daily Naturals should be able to capture a bigger part of the target market, making the set objective 0.4% market share within the first 3 months attainable.
This information is based on a $1.2Billion revenue in the Australian Hair-care market. (Statista 2018) Thereafter, a 20% increase in hair-care products sold every three months should be the set goal.
In-order to measure whether desired market share goals are reached during the twelve-month period. Sales revenue reports needs to be compared against the overall market revenue every 3 months to determine if Daily Naturals market share is growing as planned. Strategies which will help in reaching the objective will be discussed in Strategies 4.
6 Target market and positioning
During the customer analysis three different customer segments were detected. Targeting these segments and positioning Daily Naturals so that it better aligns with them, can potentially help them attract new customers and provide Daily Naturals with a competitive advantage. The target market/segment which will be focused on is “The conscious consumer”, the segment covers about 20% of the Australian population and consists of consumers who have relatively the same needs and traits. (Indexmundi, 2018)By positioning Daily Naturals in the right way, we can better cater to this target market/segment, increasing the number of customers who are likely to purchase the products.
6.1 B2C Market
6.1.1 Segments/target market
The conscious consumer
The conscious consumer consists of millennials between the age of 18 to 35, majority of the segment is women, who are either students or working full-time and are willing to spend more money on hair care products. The segment is highly impacted by new social trends such as natural products, environmentally friendly and veganism. Our survey research into this target market revealed that 75% of the participants is willing to pay between $5 to $20 for a bottle of shampoo. (Appendix 9) The participants also placed high importance on attributes such as quality, natural ingredients, smell and store location. (Appendix 2) The segment is most influenced by friends, family and social media and usually buys their products in pharmacies stores. (Appendix 10)
6.1.2 Positioning
In-order to capture as many customers as possible in the “Conscious consumer” segment positioning becomes vital. Positioning Daily Naturals so that it aligns with the segment needs, increase the chances of success.
While the “Conscious consumer” is not very sensitive to price and consumer in the segment are willing to spend upwards of $20 dollar for a bottle of shampoo, positioning Daily Naturals so that it competes on price against its competitors in the market is essential. This is mainly
because the targeted customer segment has low brand loyalty and more willing to try out new products, should the consumer find a product which offers all the same attributes as Daily Naturals but at a cheaper price, the chances of consumers then switching brands becomes high.
Currently, Daily Naturals sell their 250ml shampoo for $13.99 while their main competitor Sukin sell their equivalent for only $8.95 putting Daily Naturals at a direct disadvantage. Positioning Daily Naturals in the 8-9 dollar ranged will allow it to better compete with the competitors such as Sukin and increase the likelihood of succeeding in the target market. (Appendix 9)
In addition to a price positioning change, Daily Naturals should be positioned as an ethical quality hair-care product which is all natural and vegan. The “Conscious consumer” as a segment is interested trends such as veganism, environmentally friendly and all naturals products. By emphasizing product attributes such as all natural and cruelty free, Daily Naturals will become a more attractive option to a segment where these kinds of attributes are valued.
Data from the focus groups which had participants from the “Conscious consumer” segment, said that they appreciated all naturals products because it was perceived as “good for you”, this further adds to the segments focus on a green life style. The perceptual chart below visually displays how Daily Naturals show be positioned.
7 Key strategies
The following strategies are all designed to help Daily Naturals address the marketing objectives that have been set. The key strategies involve product strategies, Promotional Strategies and Distribution Strategies
7.1 Product strategies
The products strategies will address the issues around the low product differentiation of Daily Naturals and how to solve them. The strategies will make it easier for customers to differentiate between Daily Naturals and Davroe.
7.1.1 Product design/design change
Currently Daily Naturals and Davroe suffers from having very similar product design, the consequence of this, is that it becomes hard to differentiate between the two brands. Primary research also shows that people perceive the current product design of Daily Naturals to be boring, cheap and that it does not communicate good natural ingredients. (Appendix 1) In order to differentiate Daily Naturals, from its sister brand and create an image that communicates a high quality all-natural product at an affordable price, a product redesign is necessary.
One third of consumer decisions is based on design alone and design elements such as color, highly influence consumer purchasing decisions. (Jarski, 2014)This should be kept in mind when developing Daily Naturals bottle design. The focus should be on bright colors with an elegant design which communicates high quality all-natural product and maintains consumer attention.
Additionally, the bottle design should communicate Daily Naturals ethical values even more then it does currently, emphasizing the focus on all natural, cruelty free, and environmentally friendly. Emphasizing this will cater to the “Conscious consumer” target market. By giving Daily Naturals a completely different look then Davroe, consumers will be able to visually differentiate between the two brands. This will clarify what Daily Naturals stands for and how it is different from Davroe, changing consumers perceptions of Daily Naturals.
7.1.2 Pricing
Pricing is an important differentiation factor and setting the right price point for a product will highly impact whether a product succeeds in the market or not. Currently Daily Naturals suffer from being out priced by competitors such as Sukin as indicated in the SWOT analysis. Primary research into the “Conscious consumer” segment also indicated that Daily Naturals is priced to high, all 3 focus group participants said they would not buy Daily Naturals again at its current price point. (Appendix 1)
In order to differentiate Daily Natural in the market, a penetration pricing strategy should be implemented. This involves setting the price point low to begin with in-order to get people to buy Daily Naturals and become familiar with the brand. (MarketingTeacher, 2018)Additionally, the low price point will differentiate it from its competitors and sister brand Davroe. When the desired market penetration is achieved, Daily Naturals should be priced based on a competition pricing strategy, this entails setting a price based on the competition in the market.
(LearnMarketing, 2018)
7.2 Promotional Strategies
The promotional strategies will focus on how Daily Naturals can solve its low brand awareness through various marketing and promotional strategies.
7.2.1 Digital marketing
Daily Naturals being a relatively new brand in the hair-care market, has been limited to southern Australia, and therefore suffers from low brand awareness. By implementing digital marketing for Daily Naturals we are able to increase the brand awareness at a cheaper price compared to traditional marketing. Digital marketing also allows for audience interaction through various social media platforms such as Facebook, Instagram, Twitter and YouTube.
Additionally, digital marketing allows an organization to read real time results through tools such as google analytics, which allows for instant adjustment to trends in the market (Cave, 2016)
Dresslier should develop social media accounts for Daily Naturals on various social media platforms. The focus should be on Facebook and Instagram as these are the most influential
platforms. 64% of Instagram user between the age of 18 to 24 said that there was an increased chance of them buying the product if it was recommended by someone they follow on Instagram. (MediaMarketing, 2016)This goes to show the influential power of social media.
Dresslier’s current social media and marketing team who handles all Davroe’s social media should be tasked with creating and maintaining Daily Naturals social media. As they currently have the capacity to do so. (Dresslierbrief, 2018)
7.2.2 Influencer marketing
In addition to digital marketing, Dresslier should use influencer marketing in-order to increase customers brand awareness of Daily Naturals. The effect of influencer marketing is that it creates authentic content about a product, drive engagement and traffic to Daily Naturals website. (Forer, 2018)Dresslier should find micro influencers to promote Daily Naturals, these influencers usually have a lower following, are more cost effective then macro influencers, deliver a higher level of engagement then macro influencers and drive social buzz. Due to these micro influencers being invested in what they do, they become a trusted source for their followers. (Main, 2016)When selecting micro influencers to represent Daily Naturals, picking an influencer which has similar traits to the “Conscious consumer” segment will have the biggest impact as consumers will see the influencers as experts in their field. An example of an influencer who would fit Daily Naturals image is Chemical Detox who is a green life style influencer. (LovingIsland, 2016)
7.3 Market expansion strategies
The market expansion strategies will help Daily Natural expand beyond the borders of Southern Australia. These strategies will address the issues of the competing saturated hair-care market and the objective of capturing a bigger market share for Daily Naturals.
7.3.1 Distribution strategies
Daily Naturals is currently running on an indirect distribution model. The products are currently sold thought their partner National Pharmacies but only in Southern Australia. Going forward, Daily Naturals should implement a hybridized distribution model combining indirect and direct distribution.
The indirect business model should be kept as is, it can still provide Daily Naturals with a strong competitive advantage such as gaining access to a bigger consumer base without having to worry about getting customers in the door. (Youngupstarts, 2017)Therefore, finding the right distribution partner who reaches the biggest number of customers with-in the “Conscious Consumer” becomes important, more on this in 4.3.2 Retailer selection.
Dresslier should implement a direct distribution strategy for Daily Naturals in the form of a website where the different products can be sold from. This to cater to the growing online shopping trend of health and beauty products in Australia, which grew by 15.5% in 2017.
(Auspost, 2017)By implementing these distribution strategies Daily Naturals should be able to capture a bigger market share in the coming 12 months.
7.3.2 Retailer selection
When considering which retailer to partner up with, several things should be taken into consideration such as where does the target segment prefer to shop, the geographic reach of the retailer, retailers experience with the types of product that you wish to sell.
Based on the primary research conducted, Priceline pharmacies presents itself as the best alternative for a new retail partner when expanding beyond Southern Australia. When survey participants where asked which pharmacy their preferred to shop at, over 40% answered Priceline pharmacies, making it the most popular pharmacy chain to shop at. (Appendix 11) Focus group participant belonging to the “Conscious Consumer” segment also put Priceline pharmacies as their preferred pharmacy chain. The data highlights Priceline pharmacies popularity in the “Conscious Consumer” segment making them the ideal option for a partner when expanding across Australia.
With over 400 store nationwide, Priceline’s geographical reach is unrivaled. This allows for Daily Naturals to be distributed across Australia. (Priceline, 2018)Dresslier should push for a partnership with Priceline pharmacies as this this will give Daily Naturals access to the biggest possible number of consumers and help with reaching the targeted market share.
7.3.3 Expansion strategy
An expansion strategy is something an organization makes us of in-order to achieve high growth. There are several reasons behind expansions such as higher profits, larger market share and survival. (Jargons, 2018)Dresslier should implement an expansion through diversification strategy when expanding with Daily Naturals. (Businessjargons, 2018)When planning Daily Naturals expansion strategy considering the market potential in expanding to different states and making sure to maximize market potential is the best way to ensure steady market share growth. By looking at average spending across the all the Australian states, New South Wales and Victoria lead the way. Introducing Daily Naturals in these states first would be a good starting point in the expansion of Daily Naturals. (Appendix 5) Expansion into these markets could potentially kick start sales of Daily Naturals and ensure rapid market growth with the first months of introduction.
8 Key recommendation
Its recommended that Dresslier implement the following strategies in a specific order. The various steps in strategy 4.1 should be implemented first and as soon as possible. Redesigning Daily Naturals bottle design is imperative. As it currently is Daily Naturals is too similar to Davroe in design to be introduced into the whole Australian market. The design was also labelled as boring and cheap which is not desired. (Appendix 1) When designing the new bottle the focus should be on physically differentiating Daily Naturals from Davroe through change of colour and labelling. The goal is to make the new design appealing to the consumer while also clarifying the difference between the Daily Naturals and Davroe. The new bottle design should be finished by the end of September 2018. Daily Naturals new price point should also be decided on during the redesign period, the new price should be focused around enabling a high level of market penetration while also differentiating it from its competitors in the introduction stage.
Promotional strategies 4.2 should be developed starting July 2018 and should be implemented in the beginning of October 2018, after the new Daily Naturals design is complete. Dresslier’s social media and marketing team should establish a social media presence for Daily Naturals during the first 3 months starting July 2018 and actively use them to promote the new Daily
Naturals after redesign is complete. The delay in implementation is avoid sudden changes in marketing approach as Daily Naturals brand image is being changed. Dresslier should also look to establish partnerships with micro-influencers to promote Daily Naturals. When partnering up with a micro-influencer Dressiler must make sure that they cater to the “Conscious Consumer” segment.
Market expansion strategies 4.3 should be developed and implemented simultaneously with promotional strategies 4.2. Dresslier should look to develop a website for Daily Natural to cater to the increased online shopping on health and beauty products. (Auspost, 2017)Additionally, Dresslier should establish a partnership with Priceline pharmacies which is the preferred pharmacy chain in the “Conscious consumer” segment.
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