Persil
TABLE OF CONTENTS
TABLE OF CONTENTS…………………………………………………………………………..I
1. BACKGROUND…...…………………..…………………………………………………….....1
2. BRANDING STRATEGIES……………………………………………………………………2
3. PRODUCT MIX…………………………………………………………………………….......4
4. ALTERNATIVE STRATEGIES……………………………………………………………….5
5. PRODUCT INNOVATION……………………………………………………………….……7
6. PERSIL PEN……………………………………………………………………………………8
7. CONCLUSION………………………………………………………………………………..10
LIST OF REFERENCES…………………………………………………………………………11
APPENDIX……………………………………………………………………………………....12
1. BACKGROUND
Henkel is a multinational company founded in Germany in 1876. Henkel is a leading firm with international recognition and is ranked among the Fortune Global 500. The organization produces many leading products and brands such as Persil, Schwarzkopf, Loctite, Pritt, Sellotape and Right Guard. It operates in three business areas: Laundry & Home Care, Cosmetics/Toiletries and Adhesive Technologies. As shown in Figure 1. (see Appendix), Adhesive Technologies represent 48% of total sales, followed by Laundry & Home Care with 29% and Cosmetics/Toiletries at 22%. In 2010, Henkel achieved annual sales of €15,092 million and a net income of €1,143 million. (Henkel 2011)
The company operates in over 125 countries, in five continents. Henkel employs over 48,000 staff, 80% based outside of Germany. Figure 2. (see Appendix) shows that most sales are to Growth regions (41%) followed by Western Europe (36%) and then Northern America (18%) (Henkel 2011). Henkel targets both industries and households, aiming some campaigns at organizations such as laundries, hospitals and parlours and others towards households. Henkel states that “For a large proportion of our cosmetic products, our laundry and home care products and our consumer adhesives, women count among the direct or indirect target user group” (Henkel 2011). Henkel’s strategy consists of three priorities: achieve full business potential, focus more on customers and strengthen the global team.
TABLE OF CONTENTS…………………………………………………………………………..I
1. BACKGROUND…...…………………..…………………………………………………….....1
2. BRANDING STRATEGIES……………………………………………………………………2
3. PRODUCT MIX…………………………………………………………………………….......4
4. ALTERNATIVE STRATEGIES……………………………………………………………….5
5. PRODUCT INNOVATION……………………………………………………………….……7
6. PERSIL PEN……………………………………………………………………………………8
7. CONCLUSION………………………………………………………………………………..10
LIST OF REFERENCES…………………………………………………………………………11
APPENDIX……………………………………………………………………………………....12
1. BACKGROUND
Henkel is a multinational company founded in Germany in 1876. Henkel is a leading firm with international recognition and is ranked among the Fortune Global 500. The organization produces many leading products and brands such as Persil, Schwarzkopf, Loctite, Pritt, Sellotape and Right Guard. It operates in three business areas: Laundry & Home Care, Cosmetics/Toiletries and Adhesive Technologies. As shown in Figure 1. (see Appendix), Adhesive Technologies represent 48% of total sales, followed by Laundry & Home Care with 29% and Cosmetics/Toiletries at 22%. In 2010, Henkel achieved annual sales of €15,092 million and a net income of €1,143 million. (Henkel 2011)
The company operates in over 125 countries, in five continents. Henkel employs over 48,000 staff, 80% based outside of Germany. Figure 2. (see Appendix) shows that most sales are to Growth regions (41%) followed by Western Europe (36%) and then Northern America (18%) (Henkel 2011). Henkel targets both industries and households, aiming some campaigns at organizations such as laundries, hospitals and parlours and others towards households. Henkel states that “For a large proportion of our cosmetic products, our laundry and home care products and our consumer adhesives, women count among the direct or indirect target user group” (Henkel 2011). Henkel’s strategy consists of three priorities: achieve full business potential, focus more on customers and strengthen the global team.
References: Henkel 2011 (accessed October 1, 2011), [available at http://www.henkel.com]. Homburg C., Kuester S. & Krohmer H. (2009), Marketing Management; A Contemporary Perspective. Berkshire: McGraw-Hill Education. Kavaratzis M. & Ashworth G.J. (2005), City branding: An effective Assertion of Identity or a Transitory marketing trick? 96 (5), pp. 506-514. Kotler P., Keller K.L., Brady M., Goodman M. & Hansen T. (2009), Marketing Management. Essex: Pearson Education Limited. APPENDIX Figure 1. Sales by business sector (Henkel 2011). Figure 2. Sales by region (Henkel 2011). Figure 3. Relationship between brand image and brand personality (Kavaratzis and Ashworth 2005, p.508).