CMGB 6101 Marketing Management After Kao Attack, What’s Next?

Team Members

Course Code

Course Title
Muhammad Zia Aslam

Muhammad Shahid

Oyong Putra Syafri

CMGB 6101

Marketing Management
Un
CGA 070040

CGA 070092

CGA 060137

Fac
Academic Year 2007/08

Semester 2nd

Teacher Dr. Yusniza Kamarulzaman

(Thursday Morning Class)

Group Assignment Marketing Management

“After Kao Attack, What’s Next?”

Date April 17, 2008

CONTENTS
1.0 Case Introduction

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CMGB 6101 Marketing Management After Kao Attack, What’s Next?

1.1 Brief overview of Kao Corporation Japan

2.0 Situation analysis

2.1 Global detergent market

2.2 Malaysian detergent market (Trend & Groth)

2.3 SWOT Analysis

2.3.1 Strengths

2.3.2 Weaknesses

2.3.3 Opportunities

2.3.4 Threats

3.0 New product offering

4.0 Marketing Objectives

5.0 Target Market

6.0 Market Positioning

7.0 Marketing Mix

7.1 Product

7.2 Placement / Distribution

7.3 Advertising and Promotion

7.4 Pricing

8.0 The Decision

8.1 Support for decision

9.0 Appendix

AFTER KAO ATTACK,

WHAT’S NEXT?

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CMGB 6101 Marketing Management After Kao Attack, What’s Next?

1.0 Case Introduction:

This case is about the introduction of a new brand of Kao Malaysia Sdn. Bhd. Kao Malaysia is
a leading company having third position in the detergent industry of Malaysia with its most
popular powder detergent “Kao Attack”. Presently, the company is enjoying a leading
position in household detergent market of Malaysia, however, the company has only Kao
Attack in the household detergent category and don’t has any product in the liquid detergent
category. Rapidly changing consumer preferences and globalization are constantly putting
pressures for re-positioning of the company image by introducing new products in laundry
detergent industry. The company already has prepared a plan, after a considerable market
research, to introduce a new liquid laundry detergent “Kao Attack Compact Liquid
Detergent”. Top management wants a final decision, based on the information gathered by
market research, by its marketing team on weather it should launch this new product or not.
Kao Malaysia was incorporated in Malaysia on March, 1973, as a subsidiary of Kao
Corporation Japan, a market leader in Japanese household and personal care industry, with the
introduction of a single product, Kao Feather Shampoo. It had since grown to be one of the
most prominent manufacturers and marketers of a wide range of household and personal care
products. The company has always been a pioneer in introducing new products in the market
and wants to keep its image of first mover by introducing a new unique product in the
detergent market.
Kao Malaysia was guided by the philosophy of producing products that contributed towards
building a “clean, beautiful and healthy” society. Extensive studies on better product
performance, new technologies and constant product improvements constituted the corporate
culture of Kao to match the vision of the company. Support from Kao Japan to Kao Malaysia
for technical know-how and new product development has been a great strength in the success
of the company in Malaysia.
1.1 Brief Overview of Kao Corporation Japan:
It is appropriate to have a look on the parent company of Kao Malaysia to assess its
competitive advantage in the Malaysian market.
Kao Corporation's principal business field is consumer products, especially the areas of
"beauty care," including cosmetics, skin care and hair care products; "human health care,"
covering beverages and cooking oils in the "health food product" as well as sanitary products

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and "fabric & home care" products, such as laundry detergents and household cleaners. In the
"chemicals" business, Kao manufactures industrial products with detailed attention to the
needs of various industries. In these fields the company aspires to make its contribution with a
view towards enriching the everyday lives and the lifestyles of people around the world,
through "better manufacturing" from the perspectives of its customers and consumers. (Kao
Japan website)

"The Kao Way" is the company’s

overall corporate image/guideline
for Kao Corporation Japan and its
all counterparts worldwide. It
consists of “Mission", "Vision",
"Values" and "Principles". It is
based on "Kao Management
Principles" (issued in1995 and
partly revised in 1999) and been
constantly reviewed and revised
to reflect the changes that have
occurred in the business environment internally and externally. (Source: Kao Corp. Japan
website)

Research and development has been the key success factor in the company’s all time
success in the industry. The development of products for general household use is the
mainstay of Kao’s business operations. To accurately grasp the constantly changing needs
of consumers and to provide valuable products that excite consumers and employees both,
the company engages in unremitting research through the spirit of "Yoki-Monozukuri." The
technologies developed from this research are applied to laundry detergents and household
cleaning products that find their way onto the markets not just in Japan but throughout
Asia.

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(Research and Development team at Kao Corp. Japan)

The Kao Way is shared by all Kao Group

members as a corporate philosophy. Based
on The Kao Way, members of individual
Kao Group companies and divisions that
operate on a global basis are engaged in
business activities aiming at Yoki-
Monozukuri that can really satisfy the
customers and enable the company to
share its joy with them. (Source: Kao Corp.
Japan website)

2.0 Situation Analysis:

Kao Malaysia is a major player in detergents segment of Malaysian market and owns a
reputable image in introducing innovative products. Its products, especially Kao attack, have
been very successful in Malaysian household and personal care consumer market since its
incorporation. Marketing department of the company is well established and been playing key
role in the development of brand and product awareness as well as the growth of the consumer
base. The company is going to launch an altogether new product in the detergent market of
Malaysia.

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Although market competition is intense in the detergent market of Malaysia, the compact
nature of Kao’s liquid detergent gives this product a unique competitive advantage by product
differentiation, and is very much aligned with the company’s vision of “clean, beautiful and
healthy society”. Because only half of the quantity of this liquid can give better results, with
extra benefits, in contrast to the products currently available in the market by competitors.
Also, less usage of water is required to wash this detergent from the clothes and thus it helps
in building an image of social responsibility of the company.

2.1 Global Detergent Market:

The global market leaders in the detergent industry are Proctor & Gamble (P&G) and
Unilever while Kao is one of the major regional players in Asia. It has biggest market share in
Japan (45%) and overall Asia (23%).
The global detergent market can be divided into the powder and liquid detergent segments. In
1996, 75% of the total sales volume comprised of powder segment and 11% for the liquid
segment. However, there were clear signs of consumer shift from powder to liquid detergent
with the changing lifestyles around the world and thus showing great potential for the growth
of liquid segment in the detergent market worldwide. Apart from market share, figures
indicate a slow growth rate for powder detergents, with even negative growth for some
brands, and a high growth rate of liquid detergents in last few years.

2.2 Malaysian Detergent Market: (Trend & Growth)

In 1996, the Malaysian detergent market was showing relatively better growth trend than
global market, as it grew at a marginal rate of 2% to 6% between 1994 to 1996 whereas global
market grew between 1% to 2% during these years. Malaysian laundry detergent market can
be divided into three segments of powder, bar and liquid. Of these, powder detergent holds the
most market share of 62% along with 27% for bar variety and 11% for liquid.
Although powder detergent comprised the largest segment, its growth was only 4% in 1995
and 6% in 1996 as compared to the liquid segment’s growth of 11% in 1995 and 12% in 1996.
This trend was very much aligned with the global market trend in detergent segment.
Moreover, it was predicted that Malaysian market will eventually experience a clear decline in

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demand for powder detergents. In other words, we can say that demand for liquid detergents
will increase over the years.
A graphical presentation of Malaysian detergent market by segment and market growth trend
in 1996 is given in Appendix 1.

2.3 SWOT Analysis:

SWOT analysis will help us understand the key strengths and weaknesses of the company, and
opportunities and threats present in the external environment for Kao Malaysia. We will focus
on the elements of SWOT analysis particularly keeping in view the decision about Kao’s new
brand launch, Kao Attack Liquid Detergent.
2.3.1 Strengths:
Kao Malaysia and its proposed new brand have many strategic competitive advantages in
Malaysian detergent market context. Following are the key strengths:
 Strong brand image in Malaysian household and personal care products as a first
mover in the market with innovative quality products
 Well established marketing team and distribution channels, that can save cost in
advertising and promotion expenses for the new product
 Current position as a major market player in the industry can help it reposition in
the market easily
 Strong support from its parent company, Kao Corp. Japan, in research and
development and technical knowledge
 The product is already experiencing great success in Japan because it gives
promised results to the customers and does not need any further testing for
quality
2.3.2 Weaknesses:
The only disadvantage for the company is the lack of financial resources, as only limited
funds are available to assist in launching the new product. In addition, import expenses can
also be a problem because the product is to be imported from Japan rather than manufactured
in Malaysia.
2.3.3 Opportunities:

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Market research information shows many opportunities for the company in launching the new
product immediately. Most important ones are:
 Positive trend in the Malaysian detergent market to shift from powder detergent to
liquid with a high growth rate in recent years
 The estimation that the segment for compact liquid detergent alone would
comprise about 30% of the total world market by the year 2000 shows a great
potential for the compact liquid detergent products
 Opportunity to move first once again by introducing an entirely new and unique
product in the market, as detergent market players in Malaysia don’t have this type
of unique product
2.3.4 Threats:
The greatest threat for the company was that major players in the detergent market may make
the first move by introducing their compact formula and thus depriving Kao to be a pioneer in
the compact liquid detergent. Because of this threat company wanted a quick decision about
the launch of the product. Colgate Palmolive and Unilever are established brands in the
market and are capable of any product development. Although P&G is not a participant in
Malaysian detergent market, it is a great potential threat too for the market to come in
Malaysia with its global reputation and huge resources.
As for the current liquid detergent segment in Malaysia, Colgate Palmolive’s “Dynamo” is
the market leader with 70% market share and Unilever’s “Breeze” is at the second position
with 10% market share in liquid detergent market of Malaysia. However, Unilever’s product
is just a “me too” product without any clear functional advantage. Therefore, Dynamo is the
major threat for Kao because of its huge market share. Other less known brands can hardly put
a threat for Kao’s liquid detergent. (See Appendix 2 for graphical presentation of liquid
detergent market in Malaysia)

3.0 New Product Offering:

The management of Kao Malaysia felt the need to introduce a new product to better compete
in future because it would be difficult to be competitive with only one product in the long run.
It was necessary to meet the consumer preferences in detergent segment of the market as
research showed a clear trend toward liquid detergent instead of powder detergent.

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The company is considering launching a compact liquid detergent with the name of Kao
attack Compact Liquid, a product that is already experiencing an overwhelming success in
Japan. The product is also been tested through a blind-use test and found positive results
without any negative responses by the sample users.

4.0 Marketing Objectives:

Three marketing objectives have been set by the company:
1. To achieve a market share of 30% in the liquid detergent market within 12
months of the launch
2. to achieve a market share of 10% in the total detergent market within 12
months of the launch (in 1996 its market share is 7% of the total detergent
market)
3. to achieve a sales target of RM10 million within 12 months of the launch

5.0 Target Market:

The new compact liquid detergent is to be targeted at a niche market, aiming at detergent users
who want clean clothes that feel soft and has a color protection function. This product would
provide extra benefits to the current users of detergent to clean the clothes.

6.0 Market Positioning:

Kao Malaysia will try to retain its position as a pioneer in detergent market of Malaysia by
going one step ahead of its competitors in introducing innovative products. The new product is
totally new for the market and also has extra benefits. Thus it will provide support for the
positioning strategy of the company.

7.0 Marketing Mix:

7.1 Product:
Product itself is the most important element for its success. If product is not innovative or
don’t posses any uniqueness, thus can’t provide competitive advantage, it will not be able to
get success. Kao’s new product, other than its functional advantages, has different physical

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appearance than the products available in market. This product is to be imported directly from
Japan with same bottle size as is used in Japan already. The overall design and color of one
litter bottle will also be same as in Japan. It will provide economies of scale and will
compensate import expenses in a way. Given below are some of clear competitive advantages
of the product:
 Product, Kao Attack Liquid Detergent, is a unique product in the Malaysian
detergent market, because it is a compact liquid formula that none of competitors
have at the moment
 The product gives a competitive advantage also by serving as a step towards
corporate social responsibility of the company, because it is an environment
friendly product that need less quantity of liquid as well as water to be used for
fabric cleaning
 It is convenient to use as well as highly soluble
 Other product features like transparent, prevent color fading and softness to
fabric are additional advantages for the company
7.2 Placement / Distribution:
The new product will be sold by the existing sales force through the same distribution
channels as company’s powder detergents. The retailers would include small provision shops,
mini markets, supermarkets and hypermarkets.
7.3 Advertising and Promotion:
Consumer awareness about the product is much desirable in this case and needs more
attention than other issues. It is a new product in the market with different functional
advantages and different size as well than available products in the same category. It will be
available in one liter bottles whereas market leader, Dynamo, is available in two liter bottles.
Therefore, advertising, sales promotion, personal selling and publicity measures have to be
taken at the same time to create product awareness. Total budget for one year has been
estimated RM4.5 million, of which fifty percent will be spent on advertising. RM2 million
will be spent on sales promotion and rest will be used for other promotional activities.
Television advertisements will be used to “pull” customers by creating awareness about the
product and sales promotion for “pushing” the product will be used through retailers. Personal

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selling will be made possible by providing training to the sales team and news releases will be
used for publicity.

7.4 Pricing:
Pricing is always a very difficult process for a new brand. Same will be the case with Kao’s
new product in Malaysia. This product is a high cost product due to the high manufacturing
costs in Japan and import expenses as well and needs premium pricing strategy to cover all
expenses and give profit margin. One important consideration for Kao’s management is to
keep in mind the price and size of the market leader Dynamo that is RM11.90 per two liter
bottle. If we look logically, the price for one liter bottle of Kao liquid detergent should be half
of the price of Dynamo because its quantity is half. But, Kao’s liquid detergent is 100% more
effective in function and quantity, as it gives better results with only half quantity than
competitors. So, it can be priced higher than competitors.
Assuming the product awareness campaign successful through promotion and advertising
activities, we recommend RM13.70 as price for one liter bottle of Kao compact liquid
detergent. We suppose that consumer will pay RM11.90 for substitution to other two liter
products available in the market, because Kao’s compact liquid detergent is needed even half
of the competitors, and will pay extra RM1.80 for extra benefits, which include prevention of
color fade, fabric softness, nice smell and most of all less wastage of water. Here we also
presuppose that, in result of effective awareness campaign, buyers will try to be a part of Kao
Malaysia’s vision of “clean, beautiful and healthy” society and will show responsible personal
behavior towards green environment.

8.0 The Decision:

Based upon research findings about the product and overall market trend, our recommendation
is to launch the product immediately with unit price of RM13.70 for one liter bottle. Strong
brand image of Kao Malaysia and premium quality of the product will make it sure success in
the market. The company will loose the chance to be a pioneer in introducing compact liquid
detergent if delays more in introducing the product. Because, timing to grab opportunity is the
key for success in business.

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8.1 Support for Decision:

To summarize all the discussion raised in support for the proposed decision about the product,
we would like to raise points like:
 Malaysia is making rapid progress towards knowledge based economy and thus
making consumers more careful about social responsibility, which supports the
launch of this product
 Malaysian consumer is more knowledgeable now and can pay premium price for
premium quality products, because disposable income of Malaysian consumer is
been rising from last few years
 Although there is competition in liquid detergent segment of the market, there is
no competition in compact liquid detergent segment of the market and it is a
competitive advantage for Kao in launching the product
 If import of the product is a disadvantage, as can raise expenses, on one hand, the
same overall color and size of the packaging is an advantage on the other hand,
because it will save cost through economies of scale in production
 The product’s uniqueness (extra benefits) is already a proved fact with the
overwhelming success in Japanese market. Therefore, it is absolutely appropriate
to introduce it in Malaysian market
 Strong brand image of Kao Malaysia will make this brand extension possible to
achieve success easily in the market with well established distribution network as
an added advantage
 Customer will experience improved results with this product and will feel an
association with a premium product that not only cleans fabric but also softens the
fabric with refreshing smell
 As for as price is concerned, we believe it is very well justified with the benefits
associated with the product quality

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(Appendix 1)

Malaysian detergent market in 1996

Bar Detergent,
23%

Liquid Detergent,
Powder
12%
Detergent, 65%

Malaysian Detergent Market Trend

15%

10%

5%
growth %

Powder Detergent
0% Liquid Detergent
1995 1996 Bar Detergent
- 5%

- 10%

- 15%
year

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Appendix 2:

Malaysian Liquid Detergent Market in 1996

Others, 20%

Breeze
(Unilever),
10%
Dyanamo
(CP), 70%

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