Green Works This Work Expresses Research Proposal

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(Davis, 1994, p. 36)

7.Technological Forces

The traditional goals of household cleaning manufacturing has been to seek out chemical rather than natural alternatives, as a result of the fact that natural substances cannot be patented. Yet, these standards really only apply to food and drugs (including vitamins) and combinations of natural and semi-natural chemical combinations may see patens in the future, but currently the old standard creates a difficulty that has only recently been overcome by some companies who seek alternatives to meet new consumer demands.

8.Socio-cultural Forces

The level of individual responsibility with regard to eco-friendly living has increased exponentially over the last 20 years. This is true for many consumer products and utilization of resources. These trends are likely to increase and broaden, rather than wane, as more and more companies and products meet the mainstream market that emphasize eco-solutions to individual consumers and make such decisions easier than they have been in the past. (Marty, 2007, p. 46)

9.Possible target markets and segments

The stress of time and limited knowledge is the likely saving grace of the Clorox Green Works line, as many consumers, and especially those who are not particularly "green" in their choices are seeking products that are responsible, that do not change the nature of their lifestyle. The products will likely become a good solid seller for this market segment. Being that these products will share shelf space with many other household products in traditional stores will be the largest asset of the segment, as store shelf space is limited but Clorox has the brand recognition to negotiate for space in traditional markets, many of whom are also seeking "green" alternatives from major marketers.

Clorox may wish to expand sales to non-traditional markets, such as health food stores and alternative "green" markets. The market may be resistant to the large brand, and may challenge the company to prove the standards of products before they will sell them.

Finally, the department store market segment in not only grocery stores but in large variety stores such as Wal-Mart, Kmart, Target, CostCo and others is a strong market segment, as many people seek to purchase cleaning supplies in larger quantities or at these types of stores because they meet many other household and personal needs.

10. SWOT ANALYSIS

The largest strengths of the Green Works line are brand recognition of Clorox, access to market in traditional locations and lastly ease of use for consumers. The largest weaknesses of the line are associated with brand recognition (which may sway specialty markets and consumers from use fearing compliance issues). Opportunities are plentiful, once proof has been offered to the "green" community with regard to efficacy and success of the product, expansion to non-traditional markets being the greatest. Limitations include the expense of such a large line of new products in competition with other traditional products of this and other brands and the current lack of ability to access alternative market niches.

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Appendix 2

14.SWOT analysis summary

The weaknesses of this brand can clearly be overcome, as even the limitations bein overcome are not necessary, unless market expansion to non-traditional markets is essential, and it clearly is not. Current market sales of traditional products will likely prove the greatest market advantage as the product is available where old products were once found and has a recognizable and trusted brand backing it. Appendix 2

15. Target Market

The stress of time and limited knowledge is the likely saving grace of the Clorox Green Works line, as many consumers, and especially those who are not particularly "green" in their choices are seeking products that are responsible, that do not change the nature of their lifestyle. The products will likely become a good solid seller for this market segment. Being that these products will share shelf space with many other household products in traditional stores will be the largest asset of the segment, as store shelf space is limited but Clorox has the brand recognition to negotiate for space in traditional markets, many of whom are also seeking "green" alternatives from major marketers.

16. What marketing plan for the product is utilized?

Product strategy is timely for the current trend of need to change but desire to remain in current lifestyle position. There are very few comparable products on the same shelves as where Green Works will most likely make its most sales, traditional retail stores. Branding must be catchy and reflect the eco solutions idea but is markedly simple, compared to individual branded market brand and label systems associated with traditional products. The grouping of several products with different single use and multi-use products is essential to recognition and is also helpful to cost. Appendix 3

17.What marketing plan for promotion is utilized?

Clorox Green Works has a national positioning strategy like all major lines with and emphasis on eco-responsible natural ingredients. Budget for such a plan will be high initially, including, internet development, prime time and off time television ads, ads and rebates in national publications and periodicals, publicity will be associated with "green" wave. Appendix 4

18.What marketing plan for distribution is utilized?

Traditional distribution methods are utilized for this product, non-clustered sales of product with Clorox Green Works Label, which is simplified and easy to recognize in the single use and multi-use venues. Appendix 5

19.What marketing plan for price is utilized?

Price has been determined by the cost of ingredients as well as research and development costing. The processes used are significantly different in early inception but manufacturing, labeling and distribution channels are similar to other products. Prices are 1-2 dollars higher than traditional products, with the same functions but are less expensive than alternative natural products in niche production. Appendix 6

20.What time frame for rollout is covered?

See timeline below for details. Appendix 7.....

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