Nivea Soft's Marketing within the UK - Research Paper Example

An Analysis of the Marketing of Nivea Soft within the UK This essay considers the processes used to market Nivea Soft, a moisturising cream manufactured by Beiersdorf and aimed at women within the 18-34 age group. It begins with analysing the macro-economic factors that affect all businesses, then focuses on the marketing channels, resources, competences and key competitors of Nivea Soft. The key stakeholders are identified and their influence on marketing decision making described. It then moves on to discuss consumer behaviour theory as it applies to Nivea Soft, including the values, attitudes and behaviours of targeted consumers, how consumers learn and the use of learning theories to inform understanding of consumers likely to be interested in Nivea Soft, consumer decision making and information processing relative to these consumers and the segmentation and targeting approaches taken to identify the skincare market for 18-34 year old women. The essay then outlines aspects of marketing research, beginning with identification of key objectives for the research, the ethical considerations applicable to this market, the differences between primary and secondary data sources, their acquisition and suitability for purpose, focusing on the primary research techniques of surveys, interviews and focus groups, and the associated costs and sources of such research. Finally, the essay concludes with a summary and evaluation of the analysis. Macro-Environmental Analysis Worthington and Britton (2009, p6) define the macro environment as “those ... factors ...which affect a wide variety of businesses and which can emanate not only from local and national sources but also from international and supranational developments”. Johnson et al (2008) identify the PESTEL framework as a tool for its analysis, but following several corporate scandals, some commentators have added another element, creating the STEEPLE framework. This represents the Socio-cultural, Technological, Economic, Environmental, Political, Legal and Ethical factors that affect business and over which business has no control. Figure 1: Macro environmental analysis This analysis shows several influences on the market for, and consumers of, Nivea Soft require attention. The likely reduction in consumer disposable income in the immediate short term may affect discretionary spending on such things as skincare, causing a change in product choice from a known brand to cheaper alternatives, such as supermarket own brands. This would continue the trend seen in 2009, post-recession (Mintel 2010). Increasing technological change may affect product manufacture and distribution, as well as how consumers purchase the product, although the internet remains a minority channel at present (ibid). An increasing focus on ethical behaviour and environmental sustainability might also affect manufacturing and distribution processes, especially if governments enact legislation to enforce changes, although corporate social responsibility can be used to provide a positive message within marketing communications. Changes in taxation approaches and levels may also change how the company does business. The VAT change due to take effect in 2011 will affect the selling price of Nivea Soft. Although not unique to this product, this is effectively a price rise for consumers, causing them to rethink their purchasing decisions. Equally, if governments change the availability of corporate tax-efficient planning schemes, making it more difficult to offset tax between countries and divisions, manufacturing and distribution costs may increase, causing a price rise for consumers. The current environment for business at present is volatile and requires careful monitoring to avoid being caught out as and when changes occur. Mintel (2010) highlight that the recovery is fragile and although retail sales have grown over 2009, this is unlikely to continue. Micro-Environmental Analysis The manufacturers of Nivea Soft, Beiersdorf, do not own a retail network, therefore, to get their products to consumers, must deal with retailers either directly or indirectly (producer > wholesaler > retailer > consumer or producer > retailer > consumer – Boone et al 2010 p.393) depending on retailer size. Within the UK, supermarket chains such as Tesco have sufficient purchasing power to buy directly, while small pharmacies deal with wholesalers. The main distribution channel (47%) for Nivea Soft is supermarkets and hypermarkets: Channel % Share Supermarkets/hypermarkets 46.8% Specialist retailers 18.5% Pharmacies/drugstores 17.1% Others 17.6% TOTAL 100% Table 1: United Kingdom skincare market distribution % share by value 2009 (Source: Datamonitor, 2010, p.31) This places a great deal of power in the hands of some buyers, putting pressure on margins. Supermarkets have been discounting heavily following the recession, also reducing margins (Mintel 2010). As Beiersdorf invests heavily in research and development (www.beiersdorf.com 2010), reduced income might affect future product developments. The research and development capability underpins an international presence in markets with “above-average growth potential” (ibid), evidenced in the number of well-known brands within Beiersdorf, including Nivea and Nivea Soft. Beiersdorf highlight customer focus and product quality, as well as their employees as key resources contributing to their success (ibid). They leverage their global presence to deliver products to key focus areas, “including Western Europe, China, Russia, Brazil and India” (ibid) at a price that consumers are willing and able to pay. Beiersdorf is the number two supplier of skincare products in the UK, behind L’Oreal and ahead of Johnson and Johnson (Datamonitor 2010 p.14). L’Oreal’s market share, by value, is 22.6%, with Beirsdorf having 8.3% and Johnson and Johnson, 7.5% (ibid). Despite the disparity in market share, L’Oreal is still an immediate competitor as different brands from each manufacturer will compete within their own niche. Johnson and Johnson are closer to Beiersdorf and in a position to overtake them, so focus should be on making sure that Nivea Soft continues to sell in greater quantities and providing greater value than equivalent Johnson and Johnson products. Stakeholder Analysis Mullins (2007, p.811) defines an organisational stakeholder as “any individual or group which has an interest in and/or is affected by the goals, operations or activities of the organisation or the behaviour of its members”. Doyle’s (1998) stakeholder model provides a useful guide to identifying both stakeholders and their often competing interests and is used here as an analytical framework. Stakeholder Interests Impact on Decision Making Shareholders Dividends, capital growth, safe investment Requires institutional shareholders to collaborate in raising issues and voting together to push them through, otherwise shareholder power limited. Shares can be sold, no impact on decision making unless many shareholders sell simultaneously causing share price run. Customers Service, product quality, value Customers buy products, have some influence. Happy customers avoids bad publicity, causing company image. Increasing IT/internet use means unhappy customers can quickly band together, creating campaigns against the organisation. Facebook and Twitter been used to change organisations’ marketing policies (see Levene 2007, Hencke 2007, Collinson 2008, Osborne 2009 and Sweney 2010). Suppliers Regular payments, continuity of business Several suppliers provide high quality, speciality materials. Strict regulations require maintenance of specific standards for supplier compliance. (Datamonitor 2010) Unlikely to affect marketing decision making, unless number of suppliers reduced. Government Taxes, employment Can have a big impact through enactment of legislation, competition enquiries, changing personal and corporate tax regimes (usually annually, may affect pricing). Other government actions less frequent. Legislation restricting marketing activities gives government big impact on marketing decision making, otherwise minimal effect. Managers Compensation, power, prestige Make decisions regarding all aspects of company operations, including marketing decisions, so have a big impact on marketing decisions in all areas. Employees Job satisfaction, compensation, security Unlikely to have any impact on marketing decisions within company, but can influence decisions by consumers who are friends and acquaintances, thus indirectly affecting marketing decision making. Minority Groups Fair employment, no discrimination Perceived/actual unfair practices can affect marketing decisions if legal action or internet campaign results. Company takes action to avoid bad publicity. Ethnicity issues regarding skin colour if non-white skin not represented or underrepresented in marketing campaigns or products do not cater for particular consumer needs. Community Employment, preservation of environment Application of sustainability principles and avoidance of redundancies helps avoid action being taken against company. Local community may boycott products/start internet campaign if belief company has not done enough to prevent harm, potentially affecting marketing decisions. Creditors Security of capital, interest Creditors seek repayment, marketing in their interests. If marketing practices jeopardise repayments, depending on amount involved and terms/conditions of advance, creditors may influence marketing decisions by invoking clauses or threatening insolvency. Table 2: Nivea Soft stakeholder analysis Nivea Soft Consumers De Pelsmacker et al (2010, p.89) define attitudes as “a person’s overall evaluation of” something and in the context of consumer behaviour, is used to define how a consumer thinks and feels about a particular product or brand and its impact on purchasing decisions. If a customer thinks well of a product or brand, they are more likely to purchase it. Marketers seek to change consumers’ views about their products such that they will purchase them. The attitudes of Nivea Soft customers can be considered as comprising three parts; affective components, cognitive components and behavioural components: Figure 2: Possible consumer attitudes towards Nivea Soft (based on De Pelsmacker et el 2010 p.90) Attitudes change over time, so marketing campaigns must focus not only on attracting new customers to the brand, but also reminding existing customers why they buy the brand and reassuring them they have made a good choice in continuing to do so. Focusing on the areas of motivation, ability and opportunity can help marketers change consumer behaviour in favour of their brand (ibid). When marketing Nivea Soft, a campaign could consider why buying Nivea Soft is a good idea. If a customer wants soft skin at an affordable price, the focus is on functional needs. To highlight the credibility of the Nivea brand, focus might be on the global use of Nivea products by similar women to those targeted in the UK (see below for targeting information). Many skincare advertisements focus on the pleasure of having soft skin, usually in association with attractiveness to a romantic partner, addressing more hedonic needs. The imagery and language used need to be more persuasive than that used by competitors, which means identifying specifically what it is that women want when purchasing Nivea Soft. Learning occurs across many situations in different ways. Marketing aims to educate consumers about products and services to prompt initial and repeat purchase/usage. But consumers learn from many sources. The starting point for learning is the family, with a young child learning behaviours, values and attitudes from parents. These are internalised, and begin to inform other learning, from friends, teachers, interactions with others outside of their normal social circles, and work. Embedded in all of these are cultural values linked to both national culture (“being British” for example) and social status (“working class” as opposed to “middle class”). Because the sources and effects of learning are buried within a buyer’s mind, marketers cannot know what precisely they need to do the change the perception of their product. Schroder and McKinnon (2007) considered young EU citizens and how they learned “good consumer judgement”. This study is relevant because it analyses some of the learning acquired by potential Nivea Soft consumers (target age group 18-34). The findings indicated the family was the prime source of learning and “creator of key values” (p.156), with the community “passing on collective wisdom” (ibid). Schools were perceived to “strengthen[ing] generic value education” (p.157) which will involve cultural and national beliefs and values, while the “role of the consumption experience” was reduced to “learning by trial and error” (ibid). If learning from advertising and marketing activities is seen by 18-34 year olds in the UK as simply a matter of trying something and learning from the experience, then Nivea Soft should be made available to consumers in a trial size or at a discount, perhaps using in-store promotions or discount coupons distribution in particular areas to judge campaign effectiveness. Attitudes and learning affect decisions. When individuals make decisions, they are presumed to go through a rational, linear process: Figure 3: Rational decision making process (Adapted from Miller et al (1996) in Salaman (2002) page 76) However, people are not rational. When making purchasing decisions, there are several forces at play. Vaughn (1980) believed buyers went through key processes when making decisions, based on the dimensions of involvement (how important the buying decision was and therefore how much time the buyer spent making the decision) and thinking-feeling (whether the decision involved cognitive or affective elements). As a result of his research he devised the following framework: Figure 4: How advertising works: planning model (Based on Vaughn 1980 p.31) Although there are issues with the assumption that buyers go through each stage sequentially, as given by the model, Vaughn’s framework provides clear guidance about how decisions are formed, reminding marketers they need to appeal to both cognitive and affective aspects of the buyer to make the brand memorable and encourage repeat purchase. Applying the model to Nivea Soft presents a problem, depending on how the buyer views the product. If using hand cream is a habit after washing up, for example, then Nivea Soft would fall in quadrant 3 (low involvement, thinking) but if using hand or body moisturising cream is more of a luxury, after a long bath, say, it would seem to be in quadrant 2 (high involvement, feeling). It could also, perhaps, be placed in quadrant 4 (low involvement, feeling) as something to just make the buyer feel better about themselves. Even though applying the model puts Nivea Soft in a possible three of four quadrants, it reinforces the need for advertising campaigns to cover all aspects of using moisturising cream for hands, body and/or face in all communications. Using information about consumers’ attitudes, learning and decision making processes can inform segmentation and targeting of different groups of consumers within the 18-34 age range. Segmentation is defined by Fill (2006, p.117) as “the means by which organisations defined the broad context within which their strategic business units (SBUs) and products are offered”. Each segment will share particular characteristics and approaches to purchasing that allow them to be addressed by a particular marketing campaign strategy. For the purposes of this essay, two characteristics have already been defined – the consumer is female and aged between 18 and 34. These are demographic attributes which could be supplemented using other attributes, such as geographical location. For Nivea Soft, this can be a good way to differentiate between different segments as use of moisturisers can be linked to such things as the local water supply. Where the water supply is hard, use of moisturiser can be encouraged to counter the effects of this. Within this market, there are different groupings that need to be addressed differently to (hopefully) achieve new sales and new repeat purchasers. This aspect requires targeting – identifying a group of consumers with particular characteristics that differentiate them from another group of consumers. Fill (2006 p.120) identifies five criteria for a viable target segment: it must be measurable (easy to identify and measure), substantial (large enough to provide income streams), accessible (marketing campaigns will actually reach them), differentiable (specific characteristics that make one group different to another), and actionable (the company can reach the consumers). Beiersdorf is a global organisation with substantial resources at its disposal. They clearly have the ability to measure consumer groupings as they have developed different solutions for them, Nivea Soft being one of these. To develop a product to address the requirements of a particular group of consumers indicates that the group is substantial enough to warrant its own marketing approach, will see any marketing campaign aimed at it, is different enough from other groups to warrant its own approach and can be reached by the company. Thus any marketing campaign set up by Beiersdorf to promote Nivea Soft will reach the consumers being targeted. Market Research for Nivea Soft Objectives Key objectives for Nivea Soft, based on the analysis undertaken, indicate that, despite the prediction of an increasing market value (Datamonitor 2010), research needs to address purchasing intentions of this age group in the foreseeable future. Many will be students leaving university with large debts, some may not be able to find employment, some may be trying to buy a house and save for the deposit. All of these drain disposable income, reducing the amount available for discretionary spending, and Nivea Soft might be perceived as an extra rather than an essential. Research also needs to discover what would turn Nivea Soft into an essential purchase rather than a “nice to have” item and why buyers might purchase Nivea Soft in preference to a supermarket own-name brand or a L’Oreal or Johnson and Johnson product. Additional issues surrounding other alternatives and why they are purchased rather than Nivea Soft should also be explored. Key Ethical Concerns De Pelsmacker et al (2010, p.608) define ethics as “principles that serve as operational guidelines for both individuals and organisations” and indicate that they are not written down but relate to the application of morals and what is considered to be right or wrong. Within marketing care must be taken that the need of the business to generate income streams and profit does not infringe or deny people’s rights or compromise societal values. Most marketing research is governed through self-regulation and codes of conduct. For Nivea Soft, the ethical considerations are reduced somewhat because the market segment to be researched is considered to be adult (over 18) and therefore capable of making decisions for themselves without succumbing to pressure from others. This means additional actions to protect vulnerable individuals are not required. However, informed consent is essential. Anyone approached to take part in market research must be fully aware of what they are agreeing to. If someone is approached on the street to complete a questionnaire, it is easy for them to refuse to take part, but this is not so obvious if someone is involved in a focus group. The impact of any reward offered for participating in research must also be considered. The practice of reimbursing costs of attending research events is not controversial, but if participants are paid a sum of money to take part, or given free products or services, then the quality of the research results will need to be reviewed in that light. For Nivea Soft, it would be advisable to avoid paying money to participants except for reimbursement of travel expenses, although vouchers might be a reasonable gift for those who take part as participants are unlikely to be swayed by the prospect of a voucher being issued. Samples may be needed to enable product testing, but samples are extremely small and the research has minimal value if the participants cannot try the product. Secondary Data Blaxter et al (2006, p.170) define secondary data as “data which has already been collected and possibly also analysed, by somebody else”. It can provide some useful information when preparing the groundwork for market research, but has drawbacks. For market research, key sources are industry analyses produced by organisations such as Datamonitor, who provide insight into the various markets within the UK, for use by others. Their reports are generic, so provide an overview, but do not provide answers to specific questions that might be posed. So, for example, using a Datamonitor report provides the information about the closeness of Johnson and Johnson to overtaking Beiersdorf as the second biggest supplier, by volume, of skincare in the UK (Datamonitor 2010 p.14). But it does not explain why people buy Johnson and Johnson in preference to Nivea Soft, or why so many more people prefer L’Oreal products overall. Another useful source of secondary data are government reports. The Office of National Statistics collects information about the UK population that can be used to help identify market segments and their characteristics. The Census that is carried out every ten years (and due next year) provides a snapshot of the population that could not be compiled by a commercial organisation. The Census findings might reveal that, for example, older women might be a better target market than the 18-34 year old segment, providing justification for a rethink of how Nivea Soft is presented and marketed, to appeal to the new demographic. Whichever sources of secondary data are used, the common problems associated with them must be considered. The first is that the data collected was not collected for the purpose of the market research being considered, but for another purpose entirely. How the data were collected will have affected the results, and may not be an appropriate basis upon which to base a marketing campaign. Also, the context within which the data were collected will colour the findings. An example is the UK skincare market which, in 2009 when the data were collected, was predicted to increase in value (Datamonitor 2010 p.9). At that time, the country was coming out of recession and a recovery was predicted. Mintel (2010) confirm that the market did, indeed increase, but they anticipated that the increase was unsustainable. Neither report anticipated a new government coming into power the following year would dramatically affect spending patterns across the country by aggressively targeting the country’s economic deficit such that unemployment was likely to rise, taxes would rise and demand across the country would fall as a result. Secondary data does have advantages. It is easier and quicker to obtain, and if not free, costs substantially less than commissioning primary data collection. Searching the Datamonitor website for UK skincare industry information revealed a range of reports costing from $495-$5,695 (www.marketresearch.com 2010a). A search for the report used throughout this essay revealed that it would cost $250 (www.marketresearch.com 2010b) - a great deal less than primary market research. Primary Data Saunders et al (2009, p.598) define primary data as “data collected specifically for the research project being undertaken”. Marketers commission market research when they need answers to specific questions that would not be answered any other way. There are several ways to collect primary data, including surveys, interviews and focus groups. Surveys can be online, over the telephone, on paper or in person, providing both quantitative and qualitative data for analysis. Questions have to be phrased carefully and questionnaire length must be long enough to get the required answers but short enough to ensure it is completed. Postal surveys traditionally have a low response rate, meaning a very large number must be sent out to get back a usable quantity of data (see de Vaus, 2002, p.132). For the research objectives identified, a survey is unlikely to be a good option because it is difficult to explore issues that arise or pick up things that might provide clues as to why consumers behave in a particular way. Interviews can be in person or over the telephone. They can be structured, semi-structured or unstructured, depending on how specific the research needs are. The interviewers need to be properly trained to ask questions without inflexions to avoid compromising the answers. They also need to decide whether the interview is to be recorded or the interviewer will take notes; both have advantages and disadvantages. Interviews are time consuming, but allow the interviewer to observe body language and/or tone of voice and ask additional questions if necessary (and allowed within the format). Participants can feel nervous, worry about the interviewer recording the interview, or taking notes (or not) (Blaxter et al 2006). Transcribing recorded interviews take time, but notes may not capture the main points. Using an agency with properly trained interviewers can be a sound investment, but it is extremely expensive, because it is time-consuming. Focus groups involve a small group of potential consumers with a facilitator to ask questions and direct the conversation (Bryman and Bell, 2007).As a focus group is a “group interview”, the issues described above also apply here. In addition, discussions must be recorded otherwise too much of the conversation may be missed while taking notes. There is much value in being able to focus exclusively on what is happening in the group. There are problems with the numbers for each focus group as too many is difficult to follow. But no-shows can also cause problems (ibid, p517). Smaller groups usually perform better than larger groups, with a range of 6-10 given by one research agency (see below). Focus groups depend on group interactions and can be seen as a feminist method (Bryman and Bell, 2007, p.523). For Nivea Soft, a focus group approach might pay dividends, allowing consumers to try the product then discuss what they think about it compared to their normal brand. Finding out how much using an agency to conduct market research costs is extremely difficult as each campaign is different and crafted for the client and the research objectives, with rates being commercially sensitive. One web site, www.icology.co.uk, provided “ball park figures” for surveys, interviews and focus groups as follows: Method Aspect Cost Extras to Consider Online Survey Questionnaire design, one mail out Min £500 Questionnaire hosting, website design, e-mail address purchase, desk research, incentives, general management, reporting Postal Survey 3 postings, all stationary and postal costs, analysis, report writing £2-£4 per questionnaire Data entry, incentives, project management Face-to-Face Depth Interviews Maximum 60 minutes, 2 per day £1,500 Tape transcription, written reports, incentives, travel, expenses Telephone/ Computer Assisted Interview Cost dependent on target customer, business or consumer, number/ length of calls, etc. £4-£30 per completed interview Report writing, analysis, presentations, project management Focus Group Group of 6-10 people, 60-90 minutes duration, written report £675 per group Incentives: £40-£75 Room hire: £500 approx Recruitment costs: up to £90 per person Desk Research Executive Researcher £650 per day Desk Research Senior Researcher £500 per day Consultancy and Training £2,000 per day Table 3: Example costs of market research methods (Source: Icology Research Solutions 2010) Although Beiersdorf have sufficient resources to use external agencies, they are also likely to have in-house teams, using an external agency should only be considered if the teams do not have relevant experience. Conclusion and Evaluation This essay has considered the areas of the macro- and operating environments and the stakeholders and their relative powers, of Beiersdorf, the manufacturers of Nivea Soft. The nature of the consumers likely to be interested in Nivea Soft, together with how the market might be segmented for marketing purposes, was discussed. It concluded with a review of market research as it might be applied to Nivea Soft. Throughout this essay, an attempt has been made to remain objective and present factual information with interpretation of that information as it seems to relate to Nivea Soft. This essay is written by an individual and is coloured by their attitudes, values and learning, affecting the areas identified and the interpretation of information found. Although this does not invalidate the conclusions drawn, it must be taken into account when deciding whether to act on them. The conclusions, however, may provide a different perspective on Nivea Soft, the environment within which it is marketed, the consumers who might purchase it, and the research that might be undertaken to discover more about the market within which it exists. References Blaxter, L., Hughes, C. and Tight, M. (2006) How to research (3rd edn.) Open University Press, Maidenhead Boone, L. E., Kurtz, D. L., MacKenzie, H. F., and Snow, K. (2010) Contemporary Marketing (2nd edn.) Nelson Education, Toronto Bryman, A. and Bell, E. (2007) Business Research Methods (2nd edn.) Oxford University Press, Oxford Collinson, P. (2008) ‘Consumers tap into net benefits’ The Guardian 15 January available online at http://www.guardian.co.uk/money/2008/jan/15/consumeraffairs. bankcharges?INTCMP=SRCH [accessed 30th December 2010] Datamonitor plc (2010) Industry profile: skincare in the United Kingdom July Datamonitor Europe, London De Pelsmacker, P., Geuens, M. and Van den Bergh, J. 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