Marketing plan of Spontex

MARKETING PLAN OF SPONTEX Author: David Soria López Tutor: Javier Sánchez García DEGREE IN BUSINESS ADMINISTRATION AE1049 – FINAL DEGREE PROJECT COURSE 2016-17 1 Index A. FIGURES INDEX.............................................................................................3 B. INDEX OF TABLES.........................................................................................3 C. GRAPHICS INDEX..........................................................................................4 1. EXECUTIVE SUMMARY .................................................................................. 5 2. SITUATION ANALYSIS .................................................................................... 6 2.1. Internal analysis .................................................................................................. 6 2.1.1. Presentation of the company ...................................................................... 6 2.1.2. Mission .......................................................................................................... 6 2.1.3. Vision ............................................................................................................. 7 2.1.4. Resources of the company ......................................................................... 7 2.1.4.2. Financial resources .............................................................................................. 8 2.1.4.3. Marketing resources ............................................................................................ 9 2.2. External analysis ............................................................................................... 15 2.2.1. Analysis of the general environment (PESTEL analysis) ...................... 15 2.2.1.1. Political factors ................................................................................................... 15 2.2.1.2. Economic factors................................................................................................ 16 2.2.1.3. Social factors...................................................................................................... 18 2.2.1.4. Technological factors ......................................................................................... 19 2.2.1.5. Ecological factors ............................................................................................... 20 2.2.1.6. Legal factors....................................................................................................... 20 2.2.2. Analysis of the competitive environment................................................ 21 2.2.2.1. Threat of new competitors ................................................................................. 21 2.2.2.2. Bargaining power of suppliers ........................................................................... 22 2.2.2.3. Bargaining power with customers ...................................................................... 22 2.2.2.4. Threat of substitute products ............................................................................. 23 2.2.2.5. Rivalry between competitors .............................................................................. 24 2.3. Analysis of the competition ............................................................................. 25 2.3.1. Levels of competence ................................................................................ 25 2.3.2. Main competitors ........................................................................................ 27 2.3.2.1. Table competition summary ............................................................................... 33 2.3.3. Market analysis ........................................................................................... 34 2.3.3.1. Sector Analysis .................................................................................................. 34 2.3.3.2. Consumer Analysis ............................................................................................ 36 3. SWOT ANALYSIS........................................................................................... 39 4. SEGMENTATION............................................................................................ 41 5. OBJECTIVES .................................................................................................. 42 5.1 Overall objective ................................................................................................. 42 5.2 Specific objectives ............................................................................................. 42 6. STRATEGIES .................................................................................................. 44 2 6.1. Growth and diversification strategy................................................................ 44 6.2. Competitive strategies ...................................................................................... 45 6.3. Strategy as competitive advantage ................................................................. 45 6.4. Segmentation strategy...................................................................................... 46 6.5. Positioning strategy .......................................................................................... 46 7. MARKETING MIX ACTIONS .......................................................................... 47 7.1. Summary actions plans .................................................................................... 47 7.2. Product decisions ............................................................................................. 48 7.4. Distribution decisions....................................................................................... 53 7.5. Communication decisions ............................................................................... 55 8. BUDGET .......................................................................................................... 59 9. CONTROL ....................................................................................................... 60 10. BIBLIOGRAPHY ........................................................................................... 61 11. ANNEXED ..................................................................................................... 64 3 A. FIGURES INDEX Figure 1. Chart Mapa Spontex Ibérica.……………………………..…………..……….. 7 Figure 2. The most complete Spontex products …………………………..…………. 9 Figure 3. Spontex products that rub ………………………………………..…………. 10 Figure 4. Spontex products that clean and absorb ………………….……………… 10 Figure 5. Spontex protect products ……………………………………..…….……….. 11 Figure 6. Spontex floor cleaning products ……………..…………………………….. 11 Figure 7. Distribution channel of Spontex ………………………..……..……………..14 Figure 8. Spontex promotions ……………………………………………………………14 Figure 9. Model of the 5 competitive forces of Porter ………………………….…… 21 Figure 10. Levels of competence Spontex……………………………………………...25 Figure 11. Vileda products ………………………………………………………………..27 Figure 12. Scotch Brite products ………………………………………………………..28 Figure 13. Auchan products ………………………………………………………………29 Figure 14. Carrefour products……………………………….……………………………30 Figure 15. Bosque Verde products ……………………………………………………...33 Figure 16. Bosch products ………………………………………………………………..31 Figure 17. Polti products ……………………………………………………….………….31 Figure 18. Scottex products ………………………………………………………………32 Figure 19. The used products …………………..………………………………………..38 Figure 20. Technological products ……………………………………………...………49 Figure 21. Scented cloths ………….…………..………………………………………….51 Figure 22. Children’s products ………………………………………………...………...52 Figure 23. Spontex web with online puschase ………………………………………..54 Figure 24. Spontex app…………………………………………………………………….55 Figure 25. Fluffy hedgehog ……………………………………………...………………..56 Figure 26. Solidarity cloth ………………………………………………………………...57 Figure 27. Promotion 20%%.......................................................................................58 B. INDEX OF TABLES Table 1. Financial profile Mapa Spontex Ibérica.………………………………………. 8 Table 2. Spontex product Price…………………………………………….……………..13 Table 2. Swot analysis……………………………………………………………………...39 Table 3. Ansoff matrix ………………………………..……………………………………44 Table 4. Positioning Map…………………………………………………………………..46 4 C. GRAPHICS INDEX Graphic 1. Employees evolution Mapa Spontex Ibérica …………………..………… 8 Graphic 2. Annual evolution of GDP in Spain …………………………………..……..17 Graphic 3. Trends in the Spanish unemployment …………………………………….17 Graphic 4. The evolution of princes in the household cleaning products …..…..18 Graphic 5. Population pyramid of Spain ……………………………………………….19 Graphic 6. The evolution of anual average expenditure per household ……..…..35 Graphic 7. The development of total expenditure, other goods and services …..36 Graphic 8. Purchasing cleaning products ……………………………………….…….36 Graphic 9. Stores to purchase cleaning products ……………………………….…...37 5 1. EXECUTIVE SUMMARY "Mapa Spontex Iberica SA" is a company belonging to the American Group Newell Brands dedicated to the development, manufacture and marketing of a wide range of home care and hands protection products (gloves, sponges, rags and brooms) for the wider public. Nowadays, the economical crisis encouraged people to change their buying habits; focusing more on price. Thus, the private label of large areas experienced a faster growth and this intensified the competition. This paper is a marketing plan. Its intention is to provide a series of recommendations and proposals to Spontex in order to adapt to this new marketplace with the aim of positioning as a leader in its sector offering quality products at an affordable price by innovating constantly in all of its catalogue fulfilling in this way the requirements of its customers. This marketing plan was possible after an internal and external analysis of the company with the goal of knowing their resources and current situation. What is more, the direct competitors of Spontex can be analyzed as well the indirect competitors who affect the decision to purchase the company's products. We will analyze the sector in which operates Spontex and the behavior of the consumer when purchases this type of product. After having conducted all the the analysis, a number of benchmarking have been established. Two of the most representative objectives are to increase 95% of satisfied customers and to increase the products made by blue fiber. These two are the ones that corresponds with the management seeking by Spontex accomplishing the consumers’ needs and worrying about the natural environment. Through this paper has developed a series of action plans for the maintenance and growth of Mapa Spontex Iberica. Moreover, the implementation date and budgeted has been established as well as the guidelines for the control of the embodied objectives in this marketing plan. 6 2. SITUATION ANALYSIS 2.1. Internal analysis 2.1.1. Presentation of the company I have chosen the company "Mapa Spontex Iberica SA" to make its marketing plan for my End of Degree Project. In 1932, more than 80 years ago, was founded Spontex in a workshop of Beauvais (France). Here, they produced the first vegetable cellulose sponge and the first absorbent wipe of cotton vegetable fiber, wood pulp and linen. In 1948 was founded Mapa manufacturing the first dipped natural latex glove. In 1964, Spontex extended his business and began with the production and marketing of scouring pads. In 1972, Mapa merged with Hutchinson Group. Moreover, in 1980 Spontex starts selling scouring pads combined with sponges. Further, in 1982 Spontex merged with Hutchinson and in 1997 both companies become a single brand, giving rise to Mapa-Spontex. In 2010, Hutchinson sold it to Jarden. At the end of 2015, Newell Rubbermaid, now Newell Brands, acquires Jarden by 15 billion dollars. The company is spread in more than 85 countries around the world, through its production facilities and offices or through subsidiaries has more than 4,000 employees, nearly 200 working in Spain spread over two floors, located in Sagunto (Valencia) and Malgrat of Mar (Barcelona), responsible for the manufacture of synthetic fiber cloths, abrasive and mops as it is the case of the processional plant, while in the Catalan plant are responsible for the production of cellulose cloths. Spontex is at the forefront of innovation, with a department of research and development that is integrated in the centres of France, Germany and Malaysia. In Barcelona, the Iberia Mapa-Spontex Group has the headquarters of Spain and Portugal having the sales department responsible for the order in the Spanish area and its distribution, also the warehouse called Careers which has a part of rent Spontex has wide experience in the professional world. It is in a permanent contact with its customers to transform their demands in quality products by developing their products according to the requirements of the market. This provide it a good reputation in the field of cleaning and hygiene. 7 2.1.2. Mission The Spontex’s mission is to become the market leader in the home care and hands protection through constant innovation, a highly technical nature of products and a good efficiency in the distribution and understanding of the needs of customers. 2.1.3. Vision The concept of Spontex is the protection and well-being of the end-users ensuring that the work and home environments are clean, safe and healthy. 2.1.4. Resources of the company 2.1.4.1 Human resources In terms of human resources present in the company, Mapa Spontex Iberica SA has a general manager, responsible for coordinating all available resources of the company in order to meet the established objectives, the department dedicated to the management of the quality of the products that meet the standards of the organization. The chart is divided into six large blocks, so the organization carry out its activities in the most effective possible manner. Those departments are located at the headquarters of Barcelona with the exception of the production department which is coordinated at the Catalan headquarters but the activity takes place in their own factories of the national territory of Sagunto and Malgrat del Mar. Figure 1. Chart Mapa Spontex Ibérica. Source: Own elaboration. Data: Spontex. General Managment Commercialization Sales Prootion & Marketing Customer service Production Sagunto Approach Production control Manufacturing Control Malgrat del Mar Approach Production control Manufacturing Control Purchases Materials Procurement Price evaluation Administration Policy compliance Finance Accounting Treasury Human resouces Selection and recruitment of staff Training Internal relationships Industrial Security Evaluation I+D+i Industrial development Quality Quality management 14 Source: Own elaboration. • Communication Communication is very important for companies. Through it is given to know the product apart from information and recall about products. Regarding cleaning products Spanish consumers report about these in Spontex shops and this it is essential for the company to offer the maximum possible information but condensed on their product packages advertising free through new formulas, new products. According to a Nielsen study on promotions, customers are usually informed about products of cleaning and household in the shops (31%), television (29%), internet, brochures and word-of-mouth (19% in all three cases). In these products there are no great differences between the Spanish and the European average. Figure 8. Spontex promotions. Source: Carrefour. Another type of communication used by Spontex to publicize their products is sales promotion directed to the consumer via internet and social networks, intending to encourage the consumer to purchase. To promote their products and where it is very active it is on Facebook, Twitter, Youtube and the online presence indirectly promotes world-of-mouth and interaction with users. For this reason, Spontex begun to use different social media influencers to check and show to the audience the advantages and benefits of their products. The rest of information that users receive is through word-ofWholesaler Specialized agents Consumer Retalier Retalier Consumer Retalier Consumer Figure 7. Distribution channel of Spontex. 15 mouth as customers who use such products tend to be satisfied by the immense benefits that they give them, exceeding even its expectations of purchase; so it is common that they promote it in the customer's’ environment. It also performs channel promotions targeting for intermediaries in order to continue relying on the company, to support and increase sales efforts. Therefore, the company offers discounts by volume of purchases encouraging brokers to acquire a certain amount of products and to obtain certain discounts. This year the company has not made any advertisement or promotion of their products in media. Although, in the past, it promoted its range of gloves or pads but this type of television advertising was expensive. Nowadays, new media tools, such as Youtube, are cheaper and are accessed in a much more subtle way and direct about their consumers. As mentioned previously, Spontex makes online marketing through their social networks, publicizing their products, conducting competitions and showing the advantages and benefits of the use of the company's products 2.2. External analysis 2.2.1. Analysis of the general environment (PESTEL analysis) 2.2.1.1. Political factors On the one hand, the Spanish Government presents instability by owing the lack of understanding among the different political forces which has generated a risk with regard of investor confidence in our country and due to this break has been generated in the reforms and fiscal adjustment. In addition, the Spanish market labour 21.2% of the active population is unemployed. There are 2 millions of 4.8 million long-term unemployed and their re-entry into the labour market is difficult according to INE data. On the other hand, the reforms adopted, to date, have led a more flexible economy which helps our economy to adjust better and in a more efficient manner to the international economic conditions. According to data from the Bank of Spain, the economic recovery will run its course with soft growth rates from 2.5% to 3%. 16 The European Union has worsened the public deficit forecast to 3.5% this year; placing it four tenths above the target. This represent a difference between income and expenditure of 39.163 million euros. Despite of the imbalance, the European Executive persists in Spanish economic growth but warns about the potential risks of a slowdown. Finally, corruption in the main Spanish parties has led Spain to get the 46 post in the corruption perception index of international transparency. This is one of the issues that concern the majority of Spanish citizens. 2.2.1.2. Economic factors The Spanish economy is growing and defying the uncertainty generated by the complicated political situation. According to the Bank of Spain data, the evolution of the economy is upward. So, the forecasts of GDP is to grow around 3.2% due to political uncertainty and other international factors that have no effect on it but is expected in the next two years and therefore the positive factors are expected to have a lower inertia. Moreover, despite the fact that the economic crisis decreases, the purchasing habits acquired during the crisis where people bought around the price of the product, made Spontex to lose the market share in favor of white marking that offered the same type of product at a lower quality, but its price was much more attractive. With regard to the Spanish labour market, according to data of the labour force of the INE survey, there are around 4.8 million unemployed which represents 21.2% and being around 2 million long-lasting. Thus, the Spanish economy has a weakness when it comes time to hire a fifth part of its population which generates a series of negative personal and social aspects apart from the higher unemployment that weaken the Spanish public accounts. On the one hand, energy prices have led to a better situation since these have been reduced and are expected to remain in time. According to sources from the Bank of Spain, the low price that Spain pays for imports of energy is equivalent to 1.5% of the GDP. All this makes to increase the departure of income available to families and businesses, being a help for the national economy. On the other hand, another key factor in the economy is the Spanish GDP (gross domestic product) as we see in the graph the monetary value of the production of goods 17 and services began to increase beginning to 2014, after a negative trend that began in 2008 with the start of the economic crisis. Graphic 2. Annual evolution of GDP in Spain. Source: Own elaboration. Data: INE. The most determining factor in the Spanish economy has been the unemployment. In the first quarter of 2013, the unemployment close to 30% as where the rate stood at 26.94%, the group most affected was the people under 25 years whose unemployment rates ranging from 45,50%; according to INE data. Nowadays, the rate has been reduced as shown in the graph, but working conditions are currently more precarious. However, the most contracts are temporary. Despite an improvement in the unemployment data, this is still an issue that concerned the Spanish population. Even though there are certain improvements, the recent reforms in labour matters has led to a major risk the loss of the job which means a loss of confidence in consumers due to their economic situation. Graphic 3. Trends in the Spanish unemployment. Source: Own elaboration. Data: INE. €980,000 €1,000,000 €1,020,000 €1,040,000 €1,060,000 €1,080,000 €1,100,000 €1,120,000 €1,140,000 2008 2009 2010 2011 2012 2013 2014 2015 Annual GDP in Spain 0 5 10 15 20 25 30 1T 2008 2T 2008 3T 2008 4T 2008 1T 2009 2T 2009 3T 2009 4T 2009 1T 2010 2T 2010 3T 2010 4T 2010 1T 2011 2T 2011 3T 2011 4T 2011 1T 2012 2T 2012 3T 2012 4T 2012 1T 2013 2T 2013 3T 2013 4T 2013 1T 2014 2T 2014 3T 2014 4T 2014 1T 2015 2T 2015 3T 2015 4T 2015 1T 2016 2T 2016 3T 2016 Unemployemt rate (%) 18 Thus, in the graph below we can see the evolution of prices of household cleaning products. This sector has prices that continue to increase gradually from 2010 to 2016 the prices increased 0.6 by what even though it is a sector ripe does not stagnate. According to data provided by Eurostat, it should be noted that there has never existed a period in which the price remained constant; the general trend is growth. Graphic 4. The evolution of princes in the household cleaning products. Source: Own. Data: Eurostat. 2.2.1.3. Social factors Spanish society has a population that invests a lot of money in home products. It bothers to be hygienic since this affects the health and quality of life according to INE data. As mentioned above, the exit from the economic crisis has fostered changes in shopping habits. Even though there are still the purchase trends to the period of the crisis, despite the fact that revenues have increased and economic stability begins to be visible the consumers choose inexpensive products with a high quality. However, with the economic stability at the national level, the tendency is to start buying taking into account the quality of the products and the satisfaction of us and at the same time worrying about environment acquired by the products. With regard to demographics, the National Statistical Institute shows a pyramid where we can see as the Spanish population is an aging. Seniors aged 65 accounting for 18% of the population, data that is not offset by the birth already, since it is located in a very low data. In addition, the age bracket ranging from age 20 to 35 presents a very low data due to emigration in search of a better future outside our borders. 92.00 93.00 94.00 95.00 96.00 97.00 98.00 99.00 100.00 101.00 102.00 Cleaning products prices 19 The trend is that, in the future, the age group that is located in the upper half of the table grows due to the great advances in medicine that leads to a better quality of life and therefore the life expectancy will grow. Finally, as can be seen in the graph, there is a longer life expectancy for women than for men. This tendency tends to increase in the future, in 2064 women will be 20% more than men, in the 85-89 range, and in general, the female population in the future will be greater than the male population. Por último, como se puede observar en el gráfico existe una mayor esperanza de vida para las mujeres que para los hombres. Y esa tendencia tiende a aumentar en el futuro, en 2064 las mujeres serán un 20% más que los hombres, en la franja de 85-89, y en términos generales la población femenina en el futuro será mayor que la masculina. Graphic 5. Population pyramid of Spain. Source: INE. 2.2.1.4. Technological factors Technologies foster that the industrial companies, as it is the case of Spontex, increase their productivity. Industries must be in constant advance to not be outdone and that technologies do not burden them. Innovation enables companies to obtain a good corporate governance. In the industrial sector, the companies have departments of technological advances to carry out new products, duration, efficiency and without it could not be applied because of the complexity. Furthermore, the manufacture of household cleaning products requires complex tools with high-technology machines to obtain a successful manufacture and those should not have especially high costs at a premium quality. 20 2.2.1.5. Ecological factors Industrial enterprises are more interested to give an image of responsibility to the environment because they are responsible for the pollution that occurs around the world. However, with the concern of consumers by the importance of the environment, the companies do not remain behind and try to keep the contamination as low as possible via certifications and organizations that ensure it. According to the European Environment Agency, Spain is the eighth country in the Member States which were punished for the damage caused to the environment and health. Moreover, Spain is in the top 100 most polluting companies at European level. It has 5 and coincidentally these facilities are characterized by thermal plants. Over and above, the majority of companies in the sector of household cleaning products has a R&D department responsible for investigating materials that are manufactured their products. So, the impact of production will be as smallest as possible. Spontex specifically manufactures its products with materials that are 100% organic; from ecologically forests or through recycled fibers compounds, as in the case of the blue fiber. Thus, Spontex products typically take advantage of the resources necessary for their use, cloths and mops, having microscopic fibers that enable greater contact with the surface and therefore allow a better use of the water since they absorb more than any other conventional fiber. 2.2.1.6. Legal factors Royal Legislative Decree 1/1996 of 12 April approves the text revised of the law on intellectual property regularizing, clarifying and harmonizing the legal regulations on the matter. It establishes that intellectual property is the set of rights that correspond to the authors and to other holders (artists, producers and broadcasters...) taking into account their works and benefits resulting from their creation. Legally, Spontex had to indemnify Freudenberg Home & Cleaning Solutions Ibérica SL (hereinafter as Vileda), its main competitor of German capital for violating the rights of industrial property to manufacture a mop with universal head. So, it could be possible to sold mops by third-party companies. Barcelona Hearing ordered to stop selling and 21 manufacturing the products apart from embargo, destruction of all these mops, the machines and products intended for their manufacture. 2.2.2. Analysis of the competitive environment Porter's five forces model, will be used for the analysis of the competitive environment of Spontex since this allows to deal with the main characteristics in relation to the analysis of the sector structure, as well as rating its appeal; in other words, to find a position that will help to influence and to fend off to obtain a favorable position. Source: Own elaboration. 2.2.2.1. Threat of new competitors In the home care and hand protection products sector there are some entrance barriers such as: economies of scale (all companies involved in the production of products in this sector produce large amounts of this product), its factories (operating at full capacity with the purpose that the unit cost of the product is the minimum possible to obtain a greater margin) and the ones that want to enter to compete will leave an unfavorable initial situation since they will compete with a very important cost disadvantage. Spontex, Vileda, 3M, among others, referred to as Scotch Brite marketed products that are characterized as being different from the rest due to their products attributes like innovation or to the technical level and for this reason the consumer perceives them as unique and occurs the same loyalty. So, this will make it difficult to break by a new New competitors Suppliers Substitute products Competitors Customers Figure 9. Model of the 5 competitive forces of Porter. 22 company that marketed similar products to the ones that are already on the market. However, the channels of distribution in this sector are very limited, since the major distribution chains allow the access to few companies to avoid saturating the customer and offer products from leading companies as it is the case of Spontex, Vileda or Scotch Brite plus distributor brands. So, the new competitors will have difficult access to existing distribution channels. On the other hand, the investment required in this sector is very high, since it will require a strong economic outlay that makes it accessible to the majority of companies. The production of this type of product requires very wide hall, specialized machinery and personnel in order to produce commodities at full capacity, investment in R&D to develop the formulas of the traded products among other requirements. Moreover, leading companies in the sector can react to the entrance of a new competitor. This will be unlikely for a new company to risk to enter in a sector where competitors hamper their activity, react strongly against it or attack it with a drop in prices intensifying publicity and the entry of the incoming company will be expensive. 2.2.2.2. Bargaining power of suppliers The purchases made by Spontex to its suppliers are made through the global matrix, since the volume of purchase is much greater and therefore much more advantageous prices are obtained through the negotiations. The matrix is in charge of reaching agreements with these, find new suppliers or study a supplier recommended by different factories, and negotiate conditions, in order to obtain better prices than if they did so in a divided manner. Therefore, once the agreements with these have been established, large quantities of raw material are purchased, necessary for the manufacture or commercialization of the products, distributed to the different logistics centers of the countries so that they later distribute them through different factories In order for them to make the products. 2.2.2.3. Bargaining power with customers All the products produced by Spontex both in Spain and internationally that will supply the Spanish market are stored in a warehouse, in Barcelona, where the Spontex brand has rented a proportional part of square meters where its products are located. So, in Barcelona is located the commercial department for Spain and this is what determines 23 the prices for vendors, as well as the place where are negotiated prices to those who sell their products to the main distribution chains. According to a study by the INE of the percentage distribution of national expenditure, the sector in which Spontex operates is a sector with a considerably large size which household’s expenditure represents 7% of the total amount, because in all households are the products marketed by the company. It is a sector where there are many competitors from the private labels to brands like Vileda and Scotch Brite among others. Spontex occupies a predominant position in the household care products and for this reason has a high-powered negotiator with its main clients. Nevertheless, most supermarkets and hypermarkets chains want Spontex products on their catalogue because of the wide range of products for house care and protection of hands offering on this way variety to their customers. Furthermore, companies like Spontex, Vileda and Scotch Brite have differentiation advantage in their products, either through new formulas in their products, in innovative products that make easier the task of cleaning the home and protection of hands, which would mean a greater bargaining power that the company would have on customers. Over and above, the distributor brands tend to market commodities and they do not offer more than one type of product for a specific need. So, when customers are looking for something more concrete or specific in relation to their needs is easy to Spontex or other various brands of distributor to have that product. In addition, they offer highly technical products like mops with automatic drain (Full Action System or Fizz Express), antacid pills that help the elimination of dirt on the dishes in a simple, fast way, in just 5 minutes and without effort. So, such products are not usually marketed by the private labels and this represents a power of negotiation for the companies with the largest ones. Even though those possess white label will have also some type of products that do not possess and will need to have branded ones like the Spontex. 2.2.2.4. Threat of substitute products During the Spanish crisis started an increased use of paper for cleaning in the Spanish households. At a time, they possessed less money for the shopping cart and for secondary products as the cleaning products which suffered a decline in sales at the expense like the kitchen paper that began to encompass much more uses for the one that was designed, for example as a cloth. So, the use of products intended properly to 30 Figure 14. Productos Carrefour. Source: Own elaboration. Data: Carrefour. It is surprisingly as Carrefour does not have a large portfolio of its own branded products as being one of the main chains of distribution in the Spanish territory. Nevertheless, it offers a wide range of alternatives in regard to gloves. Their products are basic, even though the quality is enough for the offered prices these are not sold at a low price if we compare them with other private labels. Bosque Verde The white brand of Mercadona for the drugstore and cleaning is Bosque Verde. It is a brand which offers a wide and complete range of cleaning products as we can see in Figure 15. The overall product portfolio is fairly comprehensive but there are not many types within the same product. Figure 15. Bosque Verde products. Source: Own elaboration. Data: Mercadona. In addition, as it is customary in Mercadona, the quality is very important in all products. This, it is reflected also on cleaning products at a very competitive price and a fairly high quality and makes it a hard competitor for brands like Vileda or Spontex is not easy to have access on their supermarkets. For this reason, the number of products from other brands is reduced. 31 Bosch The German company Bosch has three lines of products related to the cleaning sector. The first line is the cleaner broom that allows the absorption of dirt from any surface allowing a better domestic hygiene and increase efficiency at a price of €100 for the simpler models. The second type of product produced by the brand is sledge vacuum cleaner having different types of bags. It could be with bag or bagless. On this sector, Bosch offers a wide range of products to suit all tastes, in services, design, in dimensions. The price on this product line varies; it depends on the features of the product that influence the price. The third line of products is the hand vacuum allowing a much more quick and handy cleaning. The price of such products round €100. As we can see the German brand product focuses mainly on cleaning by absorption. Source: Own elaboration. Data: Bosch. Polti Polti is a company specialized in offering technology products that help its customers in a much more efficient domestic cleaning. It has various specialized products that will make much simpler the household tasks. Source: Own elaboration. Data: Polti. Figure 16. Productos Bosch. Figure 17. Polti products. 32 Here we found different kinds of products such as vacuum cleaners and each of them are specialized on a specific task. It has different products related to the steam machine that clean wiping surfaces with steam allowing a complete cleaning. This kind of products save time, effort and money. It allows to save money that would go to purchase all necessary products for cleaning. What is more, Polti possesses an electric broom that function with steam and which allows a maximum hygiene and a much more quickly cleaning than a conventional one. Finally, we have to bear in mind its wide range of vacuum cleaners with bag, bagless and with water filter among others. Prices vary depending on the product and the level of technology that possess, but are products that range from €200. Scottex Scottex offers a wide range of products in regard to toilet paper. There are three categories depending on the utility given to the role. The first option is the “megarrollo”, which is characterized by a greater absorbency and strength, allowing to the customer to save time in the household. The second option is the Giant that is equivalent to three conventional rolls and it is ideal for drying and cleaning any surface. Finally, the Jumbo is intended for multiple surfaces especially for grease stains. Another option, the paper napkins that are useful for everyday use and practice for all home needs. Source: Own elaboration. Data: Socottex. Figure 18. Scottex products. 33 2.3.2.1. Table competition summary Competidor Product Medium Price1 Promotion Vileda - Electrical products. 63,5€ - Social networks. - Advertisements on TV. - Packing products. - Channel promotions. - Scullery maid. - Brooms. - Wipes. - Scouring pads. - Gloves. - Mops. - Stringing and ironing. 7,75€ Scotch Brite - Scullery maid. - Brooms. - Wipes. - Scouring pads. - Gloves. - Mops. - Roller fluff free. 3,62€ - Social networks. - Advertisements on TV. - Packing products. - Channel promotions. Auchan - Wipes. - Scoring pads. - Gloves. - Scullery maid. - Broom. - Mop. 1,5€ - Packing products Carrefour - Scouring pads. - Wipes. - Gloves. - Scullery maid. - Broom. - Mop. 2,9€ - Packing products Bosque Verde - Scullery maid. - Broom. - Wipes. - Scouring pads. - Mop. 1,6€ - Packing products 1 In the annex are the tables with the prices of the products from which the average prices are obtained. 34 Polti - Vacuum cleaners - Electric brooms - Steam cleaners 194,5€ - Social networks. - Advertisements on TV. - Packing products. - Channel promotions. - Technology websites Bosch - Vacuum cleaners - Electric broom 210,75€ - Social networks. - Advertisements on TV. - Packing products. - Channel promotions. - Technology websites. Scottex - Paper towels - Napkins 2,63€ - Social networks. - Advertisements on TV. - Packing products. - Channel promotions. 2.3.3. Market analysis 2.3.3.1. Sector Analysis According to the National Institute of Statistics, the cleaning products sector is placed in the group of costs of other goods and services with an average expenditure per family of €2.058, a 7.6% from the total costs. The average expenditure per household reached its peak in 2007 with an average expenditure of € 31.711 due to INE data. Nevertheless, as it is shown in the Graph 6 spending has presented a constant reduction between 2008 and 2014, a drop of 14.7% with annual decreases among those years of 4%. In 2014, the trend is reversed by registering an increase since 2007. This reduction occurred because of the economic crisis that affected many families in Spain. There were expenditure cuts (see Graph 6) in not-so-essential expenses. On the other hand, the ones that suffered most drastic cuts were those groups of leisure with a 35 cutout of 29.7% representing €648 of reduction followed by group 2 corresponding to dress and shoes with a reduction of € 567 (29.2%). Furthermore, the groups that suffered fewer cuts were health (with a cut of 5%), per household (only cut €55), to food and nonalcoholic beverages (corresponding to group 1 with a cut of 12%). It should be noted that the only group that did not suffer cuts, its rate of change is positive, was housing, water, electricity and fuels with 1.2%. In addition, this period coincides with maximum unemployment peaks, so families had less income and they had to cut down expenses to continue forward. Graphic 6. The evolution of annual average expenditure per household. Source: INE. During 2008 and 2014, a decrease in the average expenditure occured and it comes to the group of other goods and services. It corresponds to the group of cleaning products and there was a reduction of €351 because the Spaniards could not purchase those types of products. As it is shown in Graph 7, the minimum expense on this group was in 2013 with a total spending of €37.234.300. However, in 2008, the total expenditure about of €41.244.331. That period was a big economic problem for companies like Spontex, Vileda or Scotch Brite because the manufactured products had an average turnover. Their consumption does not occur as frequently as other products and the reduction of € 351 is a very strong one. For this reason, these companies had to make adjustments in their accounts to reduce expenses. Multiple firings occurred in various factories to conform to the trend of the market and not have to not take the quality down. On the one hand, the autonomous community that spends more on this group is Catalonia (7.006.647€), followed by Madrid (6.383.241). On the other hand, the 36 communities that spend less money to this group are Ceuta and Melilla (€94.349), and La Rioja (€236.903). Graphic 7. The development of total expenditure, other goods and services. Source: Own elaboration. Data: INE. 2.3.3.2. Consumer Analysis According to a Nielsen study on the trend and attitudes around the world towards cleaning products responsible for the household chores, 49% of respondents answer that the female is in charge of almost all of the house cleaning. On the other hand, 30% of respondents says that home cleaning is a shared task and only 15% said that the men are responsible for domestic cleaning. Regarding responsibility for the purchase of such products, the trend is similar to who does the cleaning. Graphic 8. Purchasing cleaning products. Source: Own elaboration. Data: Nielsen Global Home Care survey, Q3 2015 The sector of home care and hands protection is a sector where consumers tend to buy products in establishments or large surfaces. It is a sector characterized by high innovation in its products were constantly there are improvements to ensure the highest performance. 22% 54% 24% Mens Women Both of them 37 Graphic 9. Stores to purchase cleaning products. Source: Nielsen Global Home Care survey, Q3 2015. The first option to purchase cleaning products are the large chains, 83% in Europe. This is due to the fact that the big chains offer a wide variety of home care and hand protection products. In addition to the prices offered are much more competitive than local shops because the companies offer discounts for large purchases. The local shops will offer a slightly higher price and also the variety of products will be reduced by physical limitations that have these stores. The online purchase in this kind of products still has not developed, but already begin to emerge some outbreaks of purchases and in the near future sales are expected to duplicate. If we take into account the most bought products by Spanish consumers and in the rest of Europe stand out abrasives (for its high usefulness apart from its functions that cover a wide range of utilities, so it is a product occurring in many Spanish households), mop (commonly used in Spanish homes given their ease and efficiency) and the broom (traditionally was one of the essential elements in Spanish households, but with the emergence of the mop, this was given way by the innovative ones). 38 Figure 19. The used products. Source: Nielsen Global Home Care survey, Q3 2015. Consumers buying these products take into account their efficacy that represent a real important attribute, since the aim of these products is to clean well and their real performance. Moreover, to this attribute will complement the experience and confidence in the brand, through experience customers know how it works, what is their performance, duration, and this will be showing confidence on the mark. So, if the experience is satisfactory they will to continue to consume brand products instead of buying other kind of products. Another trend in consumers that grows with the years is the search of products without a harmful impact on the environment, both in the manufacturing and use. So, consumers will choose the purchase depending on their impact and even the company that produces the product. 39 3. SWOT ANALYSIS Table 3. Swot Analys Source: Own elaboration. Strengths • The brand positioning: Spontex carries more than 80 years producing in the sector of home care and the hands protection which provide it to know perfectly the market which is directed • Spontex has a clear focus on their product innovation by: developing products and materials for their manufacture, employing new technologies that appear on the market and reducing the impact on the environment. 46 of awareness that would allow it to be a pioneer in this sector and differentiate from its competitors. 6.4. Segmentation strategy For the choice of the market objective to which Spontex intends to direct, the company will carry out a strategy of expansion of the product line, because that will go with several products in the home care and hand protection the entire market which is sufficiently large and profitable. Moreover, the company should satisfy the market necessitates with a wide range of products that together can meet the total need of the market. It is expected that young people with a greater awareness to choose the organic products that the company expects to produce this year. For upper age segments, it will continue to possess the traditional products and at the current price, since the interest of these segments is different. 6.5. Positioning strategy Taking into account the above study to identify the company's competitors of Spontex, we can locate them on a map of positioning where is located the company and the rest of consumers. The criteria that will determine their location will be the price and the quality of the products manufactured and sold. Source: Own elaboration. Table 5. Positioning map. 47 7. MARKETING MIX ACTIONS 7.1. Summary actions plans ACTIONS OBJECTIVES Action 1. New line of product: Technological cleaning products. 1. Getting 15% of new customers in 2017. 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. Action 2. New line of product: 100% organic products. 1. Getting 15% of new customers in 2017. 3. Increase the range of products manufactured with blue fiber. 4. Get 95% of satisfied customers in the coming year. Action 3. New line of product: Scented cloths. 1. Getting 15% of new customers in 2017. 3. Increase the range of products manufactured with blue fiber. 4. Get 95% of satisfied customers in the coming year. Action 4. New line of product: Family products. 2. Increase the sales of the Company by 10%. 3. Increase the range of products manufactured with blue fiber. 6. Increase the benefit of the Company by 15%. Action 5. Redesign the website. 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. Action 6. Create an app to help how to use the product correctly. 4. Get 95% of satisfied customers in the coming year. 5. Increase the interaction with the customers in 2017. 48 Action 7. Photography and video in Facebook contests. 4. Get 95% of satisfied customers in the coming year. 5. Increase the interaction with the customers in 2017. Action 8. Promotion of technological, ecological and children’s products. 1. Getting 15% of new customers in 2017. 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. Action 9. Give a hedgehog plush by buying lots of Spontex. 4. Get 95% of satisfied customers in the coming year. 5. Increase the interaction with the customers in 2017. Action 10. Record 1.500 likes on Facebook. 4. Get 95% of satisfied customers in the coming year. 5. Increase the interaction with the customers in 2017. Action 11. Red cloths for the fight against AIDS. 1. Getting 15% of new customers in 2017. 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. Action 12. The 20% discount on online shopping. 2. Increase the sales of the Company by 10%. 4. Get 95% of satisfied customers in the coming year. 7.2. Product decisions Action 1. New line of product: Technological cleaning products. Objectives that satisfy: 1. Getting 15% of new customers in 2017. 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. Period of implementation: Long term. (Within 2 years) 49 Description: A new line of products characterized by the use of technology with what Spontex completes its range of products offering the customer an extensive portfolio of products with the aim to meet their needs. In this case, it would have two new products, which today are on the rise due to its great usefulness and its potential for use, electric broom and vacuum cleaner. These will be made from the same materials and use only the employment will be different. The electric broom has to be controlled while the robotic vacuum cleaner can be autonomous in its functioning. Figure 20. Technological products. Electric broom “Ergonomic” Electric broom “Expert” Robotic vacuum cleaner “Ergonomic” Robotic vacuum cleaner “Expert” Source: Own elaboration Both products have the same technology and there will be two kinds of models in both products. One will be the "Ergonomic" lower class model with limited features, but that it will comply with its efforts to absorb in a very efficient way. The battery will have a more limited duration and the aspiration options are more limited than in the high-end models. The other model will be "Expert" that will have superior characteristics such as: wirelessly recharge, long-lasting cyclonic suction system Li-on battery, a far superior product to the competition at a technological and design level and for the consumer being able to choose between different colors. To start the production of such products, Spontex can reach agreements with technological producers or competitors in order to provide it the necessary components, mainly the technological ones until the company will be able to develop their own components and to improve them. 50 Action 2. New line of product: 100% organic products. Development: According to the market trends in the Pestel analysis we can observe as customers show a great concern for the environment. So, if Spontex will include a line of 100% organic products such as cloths or scourers it will be an incentive for consumers who are sensitive to the environment and the consequences of pollution acquiring these products would offer to the market a fully ecological product as well as for the manufacture of the blue fiber, a component that added to other ecological as it can be cellulose and pulp wood from ecologically managed forests. In 2017, these measures would increase the sales and the company would reach the goal of producing four new products with blue fiber and also it would even get potential customers from the competition. It is important to differ in packing with shades of green or any logo to indicate that the products are 100% organic. Action 3. New line of product: Scented cloths. Development: One of the strategies pursued by Spontex is the differentiation through innovation on its products. A possible innovation in the field of home care products and hand protection would include a fragrance when we are using them to permeating aroma on the objects and in the case of gloves to avoid the smell of latex. At first, it can be introduced the basic scents such as vanilla or coconut in cloths and then, if the reaction of the public is the desired the company can introduce more types of scents even to extend it to other products. Nowadays, this type of product would be revolutionary Objectives that satisfy: 1. Getting 15% of new customers in 2017. 3. Increase the range of products manufactured with blue fiber. 4. Get 95% of satisfied customers in the coming year. Period of implementation: 12 months. Objectives that satisfy: 1. Getting 15% of new customers in 2017. 3. Increase the range of products manufactured with blue fiber. 4. Get 95% of satisfied customers in the coming year. Period of implementation: 12 months. 51 because does not exist cloths with aroma in this sector; enhancing at the same time the experience of use. Figure 21. Scented cloths 2 . Source: Own elaboration. Action 4. New line of products: Family products. Development: A range of family products will be designed. These will be similar to the current products, but with a new design that would not be available for all products. The only ones included in this family range will be the scouring pads, cloths and gloves with the Spontex hedgehog colors prints. This initiative intends to involve the children to help the parents in the work home educating and encouraging them to do this through products created only from the smallest of the house. This type of product will be available in the distribution channels and on the web and are addressed to young families ranging from 30-50 years with children less than 15 years with the aim of the children participation in the household. 2 The figure 21 contain text in Spanish because they are products for the Spanish market. Objectives that satisfy: 2. Increase the sales of the Company by 10%. 3. Increase the range of products manufactured with blue fiber. 6. Increase the benefit of the Company by 15%. Period of implementation: 12 months. 52 Figure 22. Children’s products. Source: Own elaboration. 7.3. Price decisions The method of pricing will be based on costs, since they will focus on details of the costs for the establishment of the final price of the different products. Moreover, it is also very easy to apply it for the company and within it is used outside in the price. Thus, it is considered that part of the established price will correspond to the margin and this would not calculate on costs, but yes as a percentage of the price. Technological products: Such products will use a technology for its manufacture and other than the rest of products. In addition, the same product incorporates similar technology as its competitors and from here result the similar price on this type of product. Electric broom Ergonomic 120€ Expert 160€ Robot vacuum cleaner Ergonomic 60€ Expert 100€ Organic products: Organic products will be produced by 100% organic materials. Thus, the components will be more expensive than products industrially produced without using these types of components. Both the cloth and the wool’s price will be €1, more expensive than the usual one. To set this price has been investigated ecological products in the cleaning sector and has been compared to the price with the normal product. What is more, the average of the difference of the various products was of €1. 53 Wipes with scent: From the beginning, the scented products will have two unique scents the cinnamon and coconut. To add scents to products does not imply a higher cost for the company. So, scented products will be priced slightly higher than the normal with a difference of €0.25. Family product: For their production, the company will need to employ the same materials as for the current ones. Thus, its price will be the same as those products. 7.4. Distribution decisions Action 5. Redesign of the website Development: Due to a weakness detected in the SWOT analysis in relation to the dated aspect of the web, this action aims to perform an aesthetic lift by redesigning it. So, it has to correspond with the reality and to introduce the possibility for users to buy the brand from the corporate website. Moreover, it would introduce a new distribution channel to the existing ones. The growing demand for products over the internet can be a great opportunity for Spontex to introduce the possibility of purchase of its products through its own website, also there will be lots of products that include an assortment of different products; this will allow a more direct contact with consumers to identify their needs through demands. However, as an ultra-short channel there would not be any kind of intermediary between Spontex and consumer. It is a channel that the company does not owned yet. There will be a section where you can register and enter personal data and address of sending the order. The customers may use PayPal payment methods and credit cards. Shipping will be €9 for the addresses of the peninsula while €12 for the islands. Furthermore, if you make a purchase of more than €35 the shipping will be free; this encourages to buy more products. Objectives that satisfy: 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. Period of implementation: 12 months. 54 On the one hand, the logistics warehouse from Barcelona, where are stored all the products for the domestic market, once received the order it will prepare and send through the main shipping companies. It is expected a satisfactory result and to reach agreements with these companies by reducing the shipping cost for orders lower than €35. On the other hand, the customer will receive an email with the details of the shipment, the approximate date of arrival and the tracking number if they want to follow the delivery. Figure 23. Spontex web with online puschase 3 . Source: Own elaboration. Action 6. Create an app to use the product correctly. Development: The company will create a free app available for Android and iOS with tips about the use of Spontex products. There will be additional uses or the best products for a specific need. Registration will not be required. There will be a directory with images of products and when we access the product there will be a brief explanation of their use, the materials with which it is manufactured. In the bottom part, it will have different options such as the uses of the product, other uses and objects to use the product. 3 The figure 23 contain text in Spanish because it is the Spanish website of the company. Objectives that satisfy: 4. Get 95% of satisfied customers in the coming year. 5. Increase the interaction with the customers in 2017. Period of implementation: 12 months. 55 Figure 24. Spontex app. Source: Own elaboration. 7.5. Communication decisions Action 7. Photography and video in Facebook contests. Development: Competitions in social networks have very good reception. For this reason, Spontex held photo and video contests on Facebook with brand products. This will allow a greater interaction with customers by encouraging them to use the products to show the great benefits that provide a huge advertising brand and products. The users will vote and elect their finalists. The awards that are granted for two finalists in both video and photography will be a subscription to Netflix. This prize is a great advertising and the cost is less than € 200 for both winners. So, there will be some legal bases in the company’s website with a lot of contest rules which, in regard of noncompliance, the application will be suspended. Action 8. Promotion of technological, ecological and children’s products. Objectives that satisfy: 4. Get 95% of satisfied customers in the coming year. 5. Increase the interaction with the customers in 2017. Period of implementation: 12 months. Objectives that satisfy: 1. Getting 15% of new customers in 2017. 2. Increase the sales of the Company by 10%. 6. Increase the benefit of the Company by 15%. 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