Developing a Suitable Marketing Strategy for White Detergent Powder

EXECUTIVE SUMMARY

Kohinoor Chemical Company (BD) Limited was government owned company up to May 05, 1988 and it transformed into a Public Limited Company from May 05, 1988. KCCL has 11 brand-icons (types of brand). Among the brand icons, Tibet is the flagship brand names.  In our country, there are some companies those are national and multinational in the detergent industry. Mainly Unilever is the multinational company that is producing detergent, detergent and cosmetics products. These companies have been producing different types of detergent and cosmetics products. For maximum of the cases, Unilever is the market leader and some of the cases, KCCL is the market leader.

Detergent powder as a substitute for laundry soap is becoming increasingly popular with public since its introduction in the market. In present days many people does not want to wash their clothes with laundry soap due to not easiness of washing process. Under the research topic “Developing a suitable marketing strategy for ‘White Detergent Powder’ – a new product of KCCL.” is analyze with the other detergent brand like Surf Excel, Wheel etc.

At present detergent, soap and cosmetics producing company are under huge competition and to cope up with competition they have to make their customer satisfied and to allure the potential customers.

The products of  KCCL  are  marketing  in  nationwide. Few products are also sold outside the country like the Tibet 570 detergent and Tibet Ball detergent, Tibet beauty detergent have been selling in India, Pakistan, Nepal and Sri Lanka.

KCCL has divided the whole country by 05 zones. Those are: Zone: 01 Dhaka Zone, Zone: 02 Mymensing, Zone: 03 Chittagong Zone, Zone: 04 Khulna Zone, and Zone: 05 Bogra Zone.

Some promotional strategies are available in KCCL that are free premium, event promotion, sponsorship, household campaign, sponsorship of some social awareness program, summer and winter program for retailers, Genster  saloon upohar etc.. For advertising they use different types of media: print media- newspaper and magazine, outdoor media-billboard and live media- TV and radio. For advertisement of KCCL, different types of Magazines are used. There are six functional departments of KCCL which are sales and marketing department, account and finance department, production department, HR and admin department, store department and audit and survey department.

The management problem for the research is recently the market share of Tibet Detergent Powder is not increasing. On the other hand the industry growth rate of detergent is increasing day by day. So, the management wants to know the reasons for not increasing the current market share of Tibet Detergent and want to launch new brand white detergent powder to capture the market share of white detergent powder.

Researcher problem for this research is to find out the market share of competitive detergent brands, to determine the level of satisfaction for the price of the product and the effectiveness of the competitors’ price, and to determine the effectiveness of current marketing strategy and formulate and develop suitable marketing strategy for white detergent powder-new product of KCCL.

To achieve the objectives it is needed to collect data from outlets who sell the detergent powder as well as consumers. But for time, cost, and other limitations only the Dhaka city is considered for collecting data.

There are some limitations raised to do the research those are: to determine the sample, to select the sample and lack of cooperation of the respondents.

The broad objective of this research is “To analyze the present marketing strategies and then formulate suitable marketing strategies of   launching White detergent powder”. And the specific objectives are

1.      To find out the demand for detergent powder
2.      To find out the perception of the users about detergent powder
3.      To find out the suitable promotional activities followed by the different companies promotion activities by different companies
4.      To analyze how customers will be satisfied.
5.      To find out the demographic characteristics (age, income, occupation etc.)
6.      To find out the effective price of detergent powder
7.      To find out the available and suitable places for selling detergent powder
8.      To find out the present marketing strategies, objectives of other detergent companies.

Basing on the objectives six hypothesis is tested. The respondents are the retailers and consumers. Sample size for this research is 67 for collecting the data a structured questionnaire is used.  For the questionnaire analysis mainly the frequency distribution technique is followed. From the analysis and using frequency distribution it is seen that:

• From the survey it is found that out of 67 respondents 75% are female according to wash with own and out of 67 respondents 78% respondents are female according to taking decision about which brand of detergent should be buy for washing. The majority respondents are female. But bachelors use detergent powder by self washing
• The majority of respondents are female. So the advertisement of detergent powder should take such a way that it attracts female persons

• The income level of the majority respondents is above 10000. And it can be easily said that all income group from lower middle to upper class used detergent powder
• The majority respondents are using detergent powder of Unilever (Wheel. Surf Excel) Limited. Unilever is the  is the market leader of detergent powder industries in Bangladesh
• It is found that out of 67 users, 35% respondents choose detergent powder for product features (cleaning ability, packaging etc.),22% choose for brand image,15% choose for price,13%choose for recommendations ,10% choose for availability and 5% choose for other reasons
• The majority respondents think that Unilever (Surf Excel, Wheel) Ltd provides best product features to the detergent powder holders. That’s why the customers are fully satisfied for the product features on detergent powder of   Unilever (Surf Excel, Wheel) Bangladesh Ltd.
• The majority of respondents have chosen detergent powder for attractive product features, brand image and package
• Based on Promotional activities Wheel power white Brand is the best.
• The majority respondents think that Wheel Power is the best for detergent powder based on cash availability in the stores
• The majority respondents think that Surf Excel Detergent Brand is the best for based on price and packaging size of detergent powder
• The majority respondents prefer Television for the advertising of detergent powder because add to television influenced more to female consumers

From the market survey and data analysis it is seen that market position of Tibet detergents not desired position and at present the market share is low. This kind of market position is not expected for Company. On the other hand the market share of white detergent powder is increasing day by day. To increase the market share and to become the market leader the company will have to reshuffle its marketing activities. Because the marketing is such an instrument, which can easily convince the customers. And if the company becomes able to make a good impression into the heart of customer then it can easily capture the market and increase its market share. The quality of the product will have to be ensured for the customers, because to become a market leader the company has to overcome Unilever. To beat the Unilever there is no alternative way other than to increase its quality. So, the higher authority and the management of the company should keep in their mind all of these points. A reasonable marketing strategy should not only facilitate marketing goals, but also the action sequence of a campaign. KCCL has much more potential to explore the existing situation.

OVERVIEW OF THE ORGANIZATION

INTRODUCTION

Kohinoor Chemical Company Ltd. (KCCL) with its brand-icon Tibet is a tree house roots are deep down and wide all over the country – as a pioneer in manufacturing cosmetics, toiletries, detergent, perfume and glycerin since 1956. Kohinoor Chemical has all along introduced standard, exciting and value-added formulations which are the key to its winning a steady and sustainable increase in market share, some of which are unquestionably market leaders.

Inheriting its past glory and rectifying its loss for state-owned management under Sector Corporation, they upon assumption of management in private sector, brought in a total recast in the age-old technology, personnel and, particularly, corporate outlook. The result is manifest in their record upswing in growth curves.

Quality happens to be the guiding philosophy of Kohinoor Chemical. While quality leads to precision, precision lead to brand loyalty. It’s an authentic consumer response that they get only in Tibet the best products at the least price tags. Recently our products have started enjoying consumer trust beyond Bangladesh.

BRIEF HISTORY OF KCCL

A Pakistani entrepreneur founded the company as Kohinoor Shilpa Gosthi. The company was listed in 1959 and was registered in 1959 from the very beginning of its journey Kohinoor Group of Industries (KGI) consisted two manufacturing plants, namely Kohinoor Chemical Company Limited established in 1959 and Kohinoor battery manufacturers limited established in 1964. It also started business by producing Tibet Snow in 1956 and from then it never really had to look back as Tibet Snow gave it solid ground to stand firmly. Then it went on producing Tibet Ball Detergent, Tibet Kadur Tel and so on. After liberation, these companies were placed under Bangladesh Fertilizer Chemical and Pharmaceutical Corporation in 1972 and subsequently under Bangladesh Chemical Industries Corporation (BCIC) in 1976.

Like all other BCIC subsidiaries KGI was also directed by an enterprise/company board, chaired by one of the directors of BCIC who was also the director-in-charge of KGI. The enterprise enjoyed separate entity and operated on commercial consideration with full range of delegated powders for administrative commercial and financial functions.

From the Pakistan period KGI was the largest manufacturer of dry cell battery, laundry and toilet detergents, snow, cold cream, toothpaste, talcum powder, hair oil, nail polish, after shave lotion, shaving cream, fountain pen ink and glycerin in the country. Laundry detergent was the principal product of Kohinoor Chemical Company Limited.

Traditionally the target market of KGI used to be the lower income group of society. It tried to reach them with a brand name “Tibet”. KGI’s basic management philosophy was to try to meet the needs of lower income group and satisfy the customer requirements by supplying these products within their purchasing power as well as maintaining high quality.

After nationalization the mission statement of Kohinoor Group of Industries became to reach with its products at every home of 68000 villages of Bangladesh. This time, along with its regular products Kohinoor introduced a full range of quality products for the people of higher income group to cater to their needs. These products were Honey Dew after shaving lotion, Envy after shave lotion, Night fever perfume, Flora French perfume; Flora perfumed talc, Flora luxury talc, Flora nail polish, Medora toilet detergent, Lemon dew toilet detergent, Sandalina toilet detergent, Tibet Toilet Detergent etc. This new range of products succeeded in seizing considerable share of the upper-segment market, previously filled by the imported items of the kind.

Up to mid `80s, KGI was a profitable concern. After nationalization, its yearly profit experienced an increasing trend till 1983. However, the profit started to decline and from 1986, it started incurring loss.

The containing dismal performance of this once-profitable enterprise prompted the government to seriously pursue its privatization. The privatization process began in 1988, under the “51-49” plan as per industrial policy, 1986. The process consisted of  -sale of 15% of shares to company workers and staff under Employee Stock Option Program (ESOP), 34% to the general public through the Stock Market and the remaining retained by the government. However the employees did not pay for their shares until 1989, so the government retained 66% for an extra year. In the second and final phase of the process, the retained 51% of the shares were offered for sale through open tender in 1992. These shares were eventually sold to the Orion Group in 1993. The Group, which had been a successful private sector owner of three other pharmaceutical concerns, was the highest bidder for the enterprise. Its interest in acquiring the Kohinoor Chemicals stemmed for its long association with the enterprise as a supplier/ contractor.

During the prolonged period of privatization, the enterprise continued to run into losses. By 1993, the enterprise was running at only 13% of its annual production capacity and its sales revenue fell by 32% since 1990.

Up to 80s, KCCL was doing well in government ownership; it could establish itself among the few profitable organizations of Bangladesh. But the nosedive came in the mid-80s. Surprisingly the financial condition of Kohinoor was thought to be satisfactory till an audit report discovered that it was making losses from the mid-80s in 86 alone, Kohinoor incurred a staggering losses of 5 Crore taka! It came as a total stock for everyone concerned. The reaction was so intense that the union workers beat the auditors up and threw him out of Kohinoor.

But the process of decadence started long before this revelation. Each of the departments bore the sign of ill competence and inefficiency as well as incapability to react positively to the changing environment. We can take an inside picture of some of these departments to trill these marks of inefficiency that plagued the enterprise.

The administration was in total disarray under labor union’s constant interference. Management lost the bargaining power; the trade union maintained relationship with the concerned top officials and the minister. Improper demands from the part of labors caused many humiliating incidents, for example, breaking tabletop glasses was common event. The union dictated the production schedule and specification. They even sold machine parts and office materials outside. The management provided dress for workers. They took the opportunity and regularly misused this benefit and sold the Kohinoor cloths outside. The labor union also interfered with the recruitment; as a consequence the enterprise became overstaffed. The link between performance and payment was no longer there. Supervisors lost their control over workers.

On their part, the management also grew inefficient and corrupt. In fact, after nationalization the management failed to raise the level of responsibility and accountability. Not only workers, but also the management including the top management, involved in malpractice and misuses of power and authority. The purchase procedure had flaws that caused Kohinoor to pay higher piece for materials. They also accepted below quality raw materials, which led to the quality deterioration of the products. No initiative was taken from the part of management to product development to respond to the changing market situation. For instance, Kohinoor used to produce ink earlier its quality matched with the consumers’ expectations. But suddenly it deteriorated. Its competitor ‘youth ink’ that was imported from China took the opportunity and grabbed the market with superior quality. With a virtually non-existent MIS department and inefficient, laggard marketing department, it failed to identify the variables interacting outside that were causing changes in external environment.

As far as production is concerned, Kohinoor maintained very old plant. In the detergent section, all types of detergents were made from a single plant and through a single process. Detergent, washing detergent, toilet detergent; every thing were produced from that plant and manually operated. The basic raw materials were produced in the plant. The main ingredient of detergent, sodium salt or plasmatic acid, called noodles or talo, was produced internally. The quality of detergent depends on these noodles. Since all materials were produced manually and did not have any sophisticated quality assurance device, the talo’s quality varied from batch to batch. Consumers found it inconvenient as Kohinoor failed to stick to a certain level of product quality for a longer period.

Probably marketing department of KCCL was the most affected department due to this nosedive. This responsibility center was headed by a marketing manager who did not have much knowledge to combat the fiercely competitive market of consumer product. This department believed in “selling concept”. That is they believed that production of any product ensures its sell. Kohinoor had its star products like Tibet beauty care detergent, super lemon dew detergent. It also had a number of popular products like Tibet snow, Genstar shaving cream, Tibet Pumpkin Hair Oil etc. A little care and planning regarding the products could well retain its market. But KCCL paid heavily for its concept of taking the market for granted (selling concept). KCCL relied on a few sales representatives, who earned a fixed remuneration regardless of performance, and therefore lacked proper incentives. Its’ years old packaging gave consumers a monotonous appearance. In a changing society, KCCL’s competitors often came up with better product. Kohinoor could not over – trump in answer,

Down the channel, Kohinoor followed a typical system of distribution. It dispersed products to wholesales from where retailers collected products. But usually in this process sales representatives play a vital role to increase demand. They do it by pursuing retailers through various methods such as giving commission and rapport building. Kohinoor sales representatives lacked the motivation to do this hectic job, due to their inflexible salary structure, Kohinoor lost its’ market as its consumer group moved to other brands. It happened that only the brand loyal consumers stuck to Kohinoor products.  The market lost by KCCL was captured by its competitors such as Unilever, Keya Cosmetics, Squre toiletries, Moushumi Cosmetics industries millat chemical company etc.

The government polices also did not help the Kohinoor’s’ case either. The reduction in import tariff structure led to a boom in the trading business, making competition much more difficult. Fake Kohinoor items also played a major role in Kohinoor’s’ losing market. This was a two-way process; fake Kohinoor products reduced the reliability of original Kohinoor products and take Kohinoor products flooded the market at a much lesser price.

The government initiated the privatization process as it had had to the bear the burden of the huge cumulative loss. Ultimately it was handed over to the Orion group. On august 3, 1993 owners of Orion house, there brothers Obaidul karim, Rezaul karim and Ebadul karim bought KCCL, from BCIC through a sealed bid auction. Down payment was settled at TK. 8 crore approximately. Orion house diversified its business through acquisition of Kohinoor. Yet they took the challenge and succeeded in reducing loss. Within three years, the enterprise, experience an about-turn and first made profit in 1996-97 fiscal year. But the process of transition was never smooth. The new owners felt that the privatization board was slow to make decisions and every step required personal follow-ups. / Also the lack of commercial orientation and non-transparent dealings of the bureaucrats didn’t make it any easier. But the toughest challenge was from the in-house; the labor unions and old management legacy. After acquiring it the new owners could not enter the organization for 7 days. They were able to enter the organization only after signing a contract with the labor union-the contract specified that no labor could be sacked without giving him certain benefits (like gratuity, provident fund) as was available in the BCIC period. Moreover the enterprise had to bear the burden of many politically affiliated workers. KCCL also had to carry a number of BCIC officers for 3 years on deputation. All these factors as well as the long prevailing bureaucratic bottlenecks made the change of administration quite difficult after privatization.

The major task of the new management was to streamline the inefficient work force. It retrenched 45% of the employees, paying them due compensations. This large-scale retrenchment faced little labor resistance since it followed existing labor laws. The have reorganized their recruitment policy, selection criteria, performance appraisal and job evaluation system. Now administration department also has begun to recruit some professional graduates. As a result of a massive rightsizing, in 1993 the total numbers of workers were 1007, among them 405 were workers and 602 were staffs- the corresponding figure in 1998 is 623 comprising of 243 workers and 391 staffs.

VISION, MISSION AND VALUES OF THE ORGANIZATION

Vision of the Organization

We also have a vision to attain our avowed mission of assuming the above duty and responsibility. We envisage for a more beautiful tomorrow for the country, for the region and for the whole world.

 Mission of the Organization

Time has rewarded us with the rank of leadership. But we will always remember what it means to us to be the leader in the market. We will always try to explore beyond the boundaries of possibilities. Customer need and the customer need alone will be our guiding philosophy in manufacturing and marketing of products that beautiful people and satisfy their souls.

Values of the Organization

Quality of the products, reliability, and strong distribution channel are the core values of the organization and are the basis on which they do business.

 ORGANIZATIONAL CULTURE

KCCL build up an interesting and friendly working environment where all the employees play individual rules to achieve a particular goal for the organization. From the very beginning of KCCL, it knows that the organization needs to adapt to a culture consistent with their operation.  The top management of KCCL puts a lot of emphasis on this.  Along with the operation of the organization they also concentrate on the practiced & shared norms, values & customs of KCCL, which eventually has given the birth of “KCCL culture”, a culture incorporated with the revolutionary operation of the organization. KCCL is the pioneer in private sector housing finance in Bangladesh.  From the very first stage, the top management of KCCL is confident to set the trend not only in regard to operational improvements but the trend for organizational culture as well.  They know it is a challenge for them & intend to overcome that.

Time, the keynote for discipline is largely emphasized at KCCL. In today’s ever-changing environment any organization needs to be balanced rather than extremist in their practiced norms.  In case of KCCL, the culture of the organization has succeeded to find the balance with the odd mixture of discipline & flexibility in their culture, which only disposition them to be aware of their surroundings.

In the natural course of professional action employees are only interested to what benefits them. The nature of KCCL culture is such that after the employees have arrived in the organization each one of them goes through an attachment program, which helps in familiarizing of the employee with the present norm of the organization and makes him feel homely.

 BOARD OF DIRECTORS

    Md. Obaidul Karim                                                           Chairman

    Md. Rezaul Karim                                                  Managing Director

    Md. Ebadul Karim                                                  Directors

    Mrs. Arzuda Karim                                                 Directors

     Mrs. Shirin Akhter                                                 Directors

     Lt. Col. Kamal Ahmed PSC. (Rtd)                       Independent Director

     Abu Bakar Siddique                                              Chief Financial Officer

     Md. Maksud Hossen Siddique                              Chief Internal Auditor

     Md. Ferdous Jaman                                               Company Secretary

VARIOUS FUNCTIONAL

DEPARTMENTS

KCCL comprises of six departments. The Various Functional Departments are:

• Sales and Marketing Department
• Account and Finance Department
• Production Department
• HRM and Admin Department
• Store Department
• Audit and Survey Department

Sales and Marketing Department

There is one Executive vice president in sales and marketing department. He is the head of this department. In this department there are four Divisions; Brand, Sales, Distribution and MIS. In distribution there is another sub division that is Excise and VAT. Under the Excise and VAT there are AVP-VAT, one Executive, one Jr. Executive, two Officers, three Jr. Officers and two Staff. Under the Vice president of distribution there is one Sr. Executive, one Executive, one Jr. Executive, one Officer, and three Jr. Officer. Four depot under this department-Central Depot, Ctg Depot, Sylhet Depot, Bogra Depot, Barisal Depot, and Khulna Depot. Another subdivision of this department is Brand. Under this department there is one Asst. Vice President, one executive, Six Jr. Executive and one Officer. Another subdivision is sales. Under this division there is one Asst. Vice President, five Asst. sales manager, seventeen regional managers, eighty one district sales officer and asst. district sales officer, and 523 persons are Sales representative.

Another part of the sales and marketing department is MIS. Under this part there is one Asst. Vice President, one Sr. Executive, one Jr. Executive, two Officers, and one data entry operator. In this department there is one officer (sales admin.), one Jr. Officer (Sales admin.).

Functions and Responsibilities of Sales and Marketing Department

There are four sub-divisions in sales and marketing department. The divisions are:

  Brand

  Distribution

  Sales and

  MIS

Job of of Brand Department: The Functions and Responsibility of Band are:

• Product Nourishing
• Media management
  • Ad Scheduling
  • Coordinate with TV channel
  • Correlation with media
  • Press scheduling
• Event management
• In-house program
• New product development
• Production follow-up
• Management of summer and winter program
• Communication with Ad agencies and suppliers
• Supply chain management for packaging and raw material
• Decision about size, color, shape, weight of products
• Check the raw materials
• List the raw materials and give it to the purchase department

Job of Distribution Department:

The main function of this department is to deliver or distribute the products to the distributors. There are 162 distributors who distribute the products to the stores according to order of sales representatives. The responsibility of this department is to deliver the products to the depot. The distributors send the Bank Draft to the distribution department and then it is deposited to the bank. This department also monitors the whole distribution channel over the country.

Job of Sales Department:

The responsibility of sales department is related to the distribution department. The sales representatives take the order from different stores and give the list to the distributors. The ADSO (Assistant District Sales Officer) and (District Sales Officer) DSO monitor the (Sales Representative) SR, (Regional Manager) RM monitor DSO and ADSO, and (Assistant Sales Manager) ASM monitor RM.

Job of MIS Department:

The MIS department keeps all the information of sales, distribution and other management information. This department keeps the information of all field force and their responsibilities. Every day the SR takes the order from the store and send message to the MIS depart

COMPETITIVE ANALYSIS

KCCL has already made significant progress within a very short period of its existence. The company has been graded as accompany in the country. The companyhas already occupied an enviable position among its competitors after achieving success in all areas of business operation.

INDUSTRY ANALYSIS

Porter’s Five Forces Model

The five forces analysis will aim to identify the key forces, which will affect the level of competition in detergent market where white detergent is marketed.

Threats of Potential Entrants

               Entrants (Low)

 Threat of Substitutes (High)  Substitutes

Laundry items requires high capital investment in order to enter market and KCCL have built up experience and distribution channels to compete effectively in the industry and able to tailor detergent for the market to meet customers’ demand. There would be no chance for any company to come in the detergent market within very short time.

Threat of Substitutes (high)

Consumer in our country very often purchase normal power detergent like wheel lemon, Tibet lemon, Keya etc instead of power detergent as they are not aware about what is the usage of normal power detergent or power detergent. They use both detergent for one purpose so threats of substitutes are high in this case.

Bargaining power of Suppliers (low)

KCCL is a big and strong business entity, which cannot be easily influenced or forced in its decisions by suppliers, as it is not dependent on one supplier. Raw materials for detergent come from different suppliers in different countries.

Bargaining power of Buyers (High)

Customers frequently keep on demanding more new products, better features and great variety at acceptable prices.  This has forced KCCL to develop new variant of detergent. If not then consumers can switch to competitors products.

 Competition (High)

KCCL Detergent’s main competitors are surf excel, wheel, chaka brand. Unilever Company is the market leader. Due to this KCCL was under pressure to create something new.

Boston Consultancy Group Matrix (BCG)

A key resource of strategic planning is the ability of the management to envision its current product base, with respect to product life cycle (PLC), cash flows, and the extent of financial and non-financial support required and justified by each product. Concordantly, the BCG matrix is an effective strategic tool that can help the management decide on which products to build on, which products to support, which ones require corrections, and which brands should be let go off. The following figure illustrates the current positioning of KCCLs main bread earners with respect to their market share, and market growth.

 SWOT ANALYSIS OF KCCL

The KCCL enjoys a reputation in the country. The strength, weakness, opportunity and threat of KCCL are as follows-

Strengths

• KCCL has good quality and hygienic products.
• It has advanced technology.
• It has good brand name Tibet.
• Pioneer in manufacturing high quality beauty and personal care products   in this subcontinent.
• Strong and qualified management.
• Commitment to be directed towards to quality service.
• Competitive price/commission.
• Trained salespeople and committed employees to customer.
• Forward looking and continuous development.
• Organizational culture to value the customers most.
•  Product recognition already exists in customer mind.

      Weaknesses

• Difficult to manage large employees.
• High cost for the training of the salespeople.
• Less attractive packaging in case of some laundry shop.
• Absence of teamwork between branches.
• Heavily depends on head office for decision making.
• Lack of incentives and rewards from the management section.
• Sometimes Lack of Motivation of workers.

Opportunities

• Expand market internationally
• It can Increase the demand in the customer mind through most visible advertising.
• Through huge Investment in potential country, achieve maximum market share.
• To relate the Management properly.

Threats

• Some other company (like Keya, Uniliver, Arometic).
• Country’s strict rules and regulations.
• Customer awareness of pricing and service.
• Political stability breakdown the outcome result

GLOBAL ACTIVITY

KCCL’s global operation is not that much. Only 5% of its total profit comes from export. KCCL mainly export its product to our neighboring country like India, Pakistan, Nepal. But the company wants to export their product in other region or countries such as Africa, Middle-East and Central Asia which is under process.

KCCL PRODUCTS

KCCL’s products can be classified into four broad categories.

• Cosmetics
• Toiletries
• Soap and
• Detergent

Cosmetics & Toiletries

  Tibet Pomade

  Tibet Perfumed Petroleum Jelly

  Fair & Care

  Tibet glycerine

  Tibet Snow

Body Powder

  Tibet Luxury Talcum Powder

  Tibet Talcum Powder

  Tibet Prickly Heat Powder

  Tibet Baby Powder

Dental Care

  Tibet Tooth Powder

Baby Lotion

  Tibet Baby Lotion

Shaving Cream

  Tibet Lather Shaving Cream B-22

  Ice Cool Shaving Cream

   Genstar Lather Shaving Cream

Hair Oil

  Tibet Pure Coconut Oil

  Tibet Medicated Hair Oil

  Tibet Pumpkin Hair Oil

  Lip gel

  Tibet Lip gel

  Fruity Chap Stick

Chandan Attar

  Tibet Chandan Attar

Soap

Bath Soap

  Tibet Beauty Care Soap (Pink)

  Tibet Beauty Care Soap (White)

  Tibet Beauty Care Soap (Green)

  Tibet Beauty Care Soap (Jasmine)

  Ice Cool Soap

  Sandalina Sandal Soap

  Bactrol Family Health Soap

Laundry Soap

 Tibet 570 Laundry Soap (Red)

 Tibet Ball Soap

 Tibet Laundry Soap (Green)

 Tibet Laundry Soap (Blue)

 Tibet Detergent Powder

Xpert Dish Wash Powder

TIBET BEAUTY SOAP (WHITE, PINK, GREEN & JASMINE)

SPECIALITIES                                                        

=  Made entirely from vegetable fat (Free from animal fat).

=  TFM (Total Fatty Matter) – 74%.

=  Free from free-alkaly.

=  Free from unsaponifiable Fat.

=  Enriched with several herbal extracts (In 4 different colors and fragrances).

=  Manufactured by completely automatic and latest machine.

EFFECTIVENESS

=  100% Halal.

=  BSTI- approval and international standard.

=  Keeps skin soft.

=  Maximum foam and minimum wastage.

=  Effective for specific skin types.

=  Enhances brightness of skin.

SANDALINA SANDAL SOAP (125 gm / 75 gm)

SPECIALITIES

=  Made entirely from vegetable fat (Free from animal fat).

=  TFM – 80%.

=  Free from free-alkaly.

=  Enriched with Sandal Wood from Mysore (India).

=  Enriched with Moisturizing Complex.

EFFECTIVENESS

=  100% Halal.

=  BSTI- approved and International quality.

=  Keeps skin soft and soothing.

=  Maximum foam and minimum wastage.

=  No extra Sandal Powder is required for beauty care.

BACTROL FAMILY HEALTH SOAP

SPECIALITIES   

=  Made entirely from vegetable fat (Free from animal fat).

=  TFM  – 70%.

=  Free from free-alkaly.

=  Free from unsaponifiable fat.

=  Enriched with TCC (Tri-cloro carbon).

EFFECTIVENESS

=  100% Halal.

=  BSTI- approve and international quality.

=  Keeps skin soft.

=  Not harmful for skin.

=  Ensures safe and soothing skin through protection from bacteria.

TIBET 570 SOAP

SPECIALITIES     

=  Made entirely from vegetable fat (Free from animal fat).

=  Glycerin-enriched.

=  Enriched with EDTA.

=  Free from Silicate.

EFFECTIVENESS

=  100% Halal.

=  Helps shining and brightening of cloth.

=  Helpful for cloth’s longevity and prevents decaying of yarn.

=  Guarantee for washing quality.

TIBET LAUNDRY SOAP

(Green, Blue & Yellow)

SPECIALITIES       

• Made entirely from vegetable fat (Free from animal fat).
• Glycerin-enriched.
• Enriched with EDTA.
• Free from Silicate.

EFFECTIVENESS

=  100% Halal.

=  Not harmful for skin.

=  Helps shining and brightening of cloth.

=  Helpful for cloth’s longevity and prevents decaying of yarn.

=  Fragrance continues long after washing.

 TIBET BALL SOAP

 SPECIALITIES

=  Made entirely from vegetable fat (Free from animal fat).

=  EDTA-enriched.

=  Balanced chemical.

=  Free from Silicate.

=  TFM-permissible by BSTI.

=  Controlled Titter.

EFFECTIVENESS

=  100% Halal.

=  Acts as moisturizer, which leaves skin smooth.

=  Helps shining and brightening of cloth.

=  Helpful for cloth’s longevity and prevents decaying of yarn.

=  Soap is used less and doesn’t crack..

TIBET DETEREGNT POWDER

  SPECIALITIES                                                         

      ●Enriched with BSTI certified Active Detergent.

=  Optical Brightener.

=  Water Softener.

=  Lemon Jasmine – Dual Fragrance.

EFFECTIVENESS

=  Keeps Clothes as brightened as new ones.

=  Fortified washing powder due to active detergent ingredients and removes dart and stain from deep inside the fabric.

=  Helps keeping cloth color unfaded and glowing.

=  Active note of Lemon or Jasmine flower remains long after washing.

=  Ensures international quality.

TIBET COCONUT OIL

 SPECIALITIES  

=  Enriched with natural Tocopherol (Vitamin E).

=  Lowest Acid value (Below 0.5).

=  No artificial perfume added.

EFFECTIVENESS

=  Provides hair with Vitamin E and Beta-carotine. Vitamin E strengthens the hair root while Beta-carotine prevents hair loss and let the hair shining.

=  Hair remains always distinct and never makes it sticky.

=  Entirely pure natural coconut oil.

TIBET PUMPKIN HAIR OIL

SPECIALITIES   

=  Refined Mineral Oil enriched.

=  Added with ‘Dragobotania’.

=  Other herbal extracts.

EFFECTIVENESS

=  Provides hair with essential proteins.

=  Keeps sculp soothing and calm, removes burning sensation, helps hair growth and makes hair deep black and shinning.

=  Makes hair root more stronger and fortified.

FAIR & CARE FAIRNESS CREAM

SPECIALITIES      

• Triple Sunscreen System.
• pH balanced.
• Fairness Vitamin Vita B3 enriched.
• Enriched with natural milk protein.
• Silicon-oil enriched.
• Applicable in all seasons.
• Effective protection against sun’s UVB, UVA-1 and UVA-2 rays that cause skin turn black.
• Keeps skin bright, fair and glowing.
• Emolin-enriched
• Enriched with Moisturizing Agents.
• Added with anti-bacterial and anti-fungal agent.
• Enriched with extra-whitening agent.
• Keeps skin soft and smooth.
• Ideal for use in all seasons.
• Removes spots and keeps skin safe from fungus and bacteria.
• Brightens skin.

EFFECTIVENESS

TIBET SNOW

SPECIALITIES                                                                          

EFFECTIVENESS

TIBET PETROLEUM JELLY

SPECIALITIES

=  Anti-Cracking agent enriched.

=  Enriched with Mineral Oil.

=  Enriched with “Jojoba oil”.

EFFECTIVENESS

=  Specially prevents heel and finger cracking.

=  Enhance softness of skin.

=  Keeps skin vibrant and life full.

TIBET LIP GEL

SPECIALITIES

=  Graced with fresh Lemon Fragrance.

=  Enriched with anti-cracking agents.

=  With Coco-Butter.

EFFECTIVENESS

=  Creates rejuvenating sensation.

=  Effectively prevents lip cracking and chapping.

=  Keeps lip soft and protected against cold.

TIBET BABY LOTION

SPECIALITIES               

=  Aloe-Vera & Vitamin E enriched.

=  pH balanced.

=  Manufactured in special formula.

EFFECTIVENESS

=  Provides baby’s skin with protein through Vitamin E.

=  Keeps baby’s skin soft and supple through Aloe Vera.

=  Removes oily stickiness from skin.

HEEL GUARD CRACKED HEEL CREAM

SPECIALITIES                                                                          

• Enriched with Anti-Cracking agents.
• Added with Herbal Oil.
• Humactant and Moisturizing effect.

EFFECTIVENESS

• Reduces pain and burning from heel and finger cracking.
• Protect skin from dehydration and keeps it soft and smooth.
• Returns normalcy to cracked and congested heel and fingers.

TIBET POMADE

 SPECIALITIES

• Enriched with Anti-Cracking agents.
• Enriched with moisturizing agent.
• Especially helps prevent cracking and chapping of skin in any part of the body.
• Protects skin and keeps it soft, supple and smooth.

 EFFECTIVENESS

TIBET GLYCERIN

SPECIALITIES                                                                       

=  Extracted from vegetable fat.

=  Free from free fat and easter.

=  Humectant and moisturizing effect.

EFFECTIVENESS

=  100 % Halal.

=  No side effect.

=  Never lets skin turn black.

=  Keeps skin soft and smooth.

TIBET PRICKLY HEAT POWDER

SPECIALITIES 

=  Enriched with Irgason (Deodorant).

=  Anti-perspirative.

=  Enriched with Borrick Powder.

 EFFECTIVENESS

=  Removes bad odour from body.

=  Doesn’t block the secretion point of hair root.

=  Removes prickly heat and bacteria.

TIBET LUXURY TELCUM POWDER

SPECIALITIES

=  Anti-perspirative.

=  Enriched with highest quality of fragrance.

=  Enriched with Sun blocking agents.

 EFFECTIVENESS

=  Doesn’t block the secretion point.

=  Prevents sweating.

=  Protects from sun’s U/V ray.

TIBET BABY POWDER 

SPECIALITIES

=  Specially formulated for sensitive baby skin.

=  The most expensive perfume used.

EFFECTIVENESS

=  Protects babies from skin rash, infection and rash.

=  Keeps rejuvinated with unique fragrance

SANDALINA SANDAL TALC

SPECIALITIES

=  Sandal Wood Oil from Mysore.

=  Balanced Mess size.

EFFECTIVENESS

=  Rejuvenates the whole day with refreshing fragrance.

=  Acts as natural fairness provider.

TIBET TELCUM POWDER (Photo)

SPECIALITIES

=  Balanced Mess size.

=  Anti-perspirative.

=  Enriched with highest quality perfume.

ICE COOL PRICKLY HEAT POWDER

   SPECIALITIES

=  Enriched with Irgason.

=  Anti-persperative.

=  Borrick Powder added.

=  Menthol added.

EFFECTIVENESS

=  Removes body’s bad odor.

=  Doesn’t block the porous points of hair root.

=  Effective against prickly heat and bacteria.

=  Gives quick relief in extreme hot weather with soothing and cool sensation.

TIBET TOOTH POWDER

SPECIALITIES

=  Enriched with Calcium carbonate.

=  Triclosan added.

=  Enriched with most upgraded coolant.

=  Peppermint flavored.

EFFECTIVENESS

=  Protects from dental decay.

=  Bacteria protection for the whole body.

=  Cool sensation remains during and long after mouth wash.

=  Keeps breathe rejuvenated whole day.

FRUITY CHAPSTIC

SPECIALITIES             

=  Enriched with “Jojoba Oil” and “Cocoa Butter”.

=  With Mineral Oil.

=  Vitamin C and E enriched.

EFFECTIVENESS

=  Keeps Lip soothing, soft and smooth.

=  Holds lips dehydration.

=  Specially helps protecting from Lip’s “Colozan” loss.

XPERT DISHWASH POWDER

SPECIALITIES    

=  Enriched with Anti-bacterial agent.

=  Lemon fragrance.

=  Deep cleaning agent enriched.

EFFECTIVENESS

=  Cleans all kinds of kitchen fittings, tiles and kitchen flour.

=  Relives with active fragrance of fresh lemon.

=  Instantly removes burn stains and cleans off starchy grease from used utensils.

CLEAN MASTER LIQUID TOILET CLEANER

 SPECIALITIES     

=  Strong antibacterial agent enriched.

=  Enriched with effective cleansing agents.

=  Eco-friendly formulation

EFFECTIVENESS

=  Removes tough stains from commode.

=  Kills germs with its strong properties.

=  Not harmful to septic tanks.

TIBET CHANDAN ATAR

SPECIALITIES

=  Mysore sandal wood extracts.

=  Free from alcohol.

=  Non-toxic, non-irritating.

EFFECTIVENESS

=  Sandal fragrance soothes whole day.

=  Leaves no stain on cloth and doesn’t cause allergy or burring sensation.

GENSTAR LATHER SHAVING CREAM

SPECIALITIES

=  Enriched with Antiseptic agent.

=  Emulient-enriched.

=  Added with foaming agent.

EFFECTIVENESS

=  Resists skin infection.

=  Instants foam helps smooth shaving.

=  Brings soothing sensation.

TIBET LATHER SHAVING CREAM

  SPECIALITIES

=  Antiseptic agent enriched.

=  With Moisturizing agent.

=  Enriched with most latest cooling agent.

 EFFECTIVENESS

=  Keeps skin soothing.

=  Keeps skin soft.

=  Instant foam helps smooth shaving.

ICE COOL SHAVING CREAM

SPECIALITIES       

=  Antiseptic agent enriched.

=  With Moisturizing agent.

=  Enriched with most latest cooling agent.

EFFECTIVENESS

=  Resists skin infection.

=  Keeps skin soothing.

=  Cool sensation remains during and long after shaving.

CUSTOMERS

Generally the Customers of the products are the people of all over the country, especially for lower income to middle income people. Some products are for special target groups such as the Sandalina sandal soap are made for the beauty conscious woman. The popular laundry soap is made for the up market target group. Tibet Pure Coconut Oil is for all class of female consumers. The customer of Genstar Lather Shaving Cream is the saloon of all over the country.

USE OF THE PRODUCTS

PRICE

Price is the exchange rate of the product. In many cases price communicates little more than the exchange rate. It also communicates status, snob appeal, quality, low purchase risk etc. In case of soap and cosmetics products price follows “Law of demand” rules. In this case if the price increases for the product the demand falls and vice versa. This may be applicable for undifferentiated products in most of the cases.

In case of pricing of KCCL, they follow the lower pricing strategy and also follow the competitors pricing strategy. They also follow the product variety strategy.

 Price lists of KCCL products are given in below:

Source: sales record of KCCL.

DISTRIBUTION CHANNEL

Distribution system involves getting the right product to the right customer in the right place at the right time. KCCL has got a very strong distribution network in which the total market is divided into various sectors according to the geographical location.

Source: Department of Management Information System of KCCL

PROMOTION

The aim of the promotional efforts in marketing is to influence potential customers positively toward the organization and its products so that they will purchase those products. The major promotional activities for Tibet Detergent Powder of KCCL involve the followings:

• Billboard

• Delivery Van

• Free Premium: KCCL gives some free items with the products. If a person but 500 gm Clean Master he will get 200 gm free Xpert packet.
• Event Promotion: KCCL sometimes arrange program like “Ruper Mela” for Fair & Care.
• Sponsorship: KCCL also arrange some sponsorship programs such as sponsorship at some school/college program like “Vikarunnisa Debate Program”, “YWCA School Debate Program”.

• Household Campaign
• Sponsorship of some social awareness program
• Tibet Detergent lottery Program
• Genster  Saloon Upohar

• Advertising

Advertising refers to impersonal communication about ideas or products by paying identified sponsor. KCCL pays more attention in advertising because of competitive market. It uses different kinds of media for advertisement that are:

• Print media-Newspaper and Magazine
• Live Media- Television and Radio
• Outdoor Media-Billboard

The advertisement of KCCL is published in different types of Magazine such as Annondo Alo, Annondo Dhara, Saptahik 2000, Annodin, The Friday Daily Star Magazine and Binodon. Different types of TV channels are also used for advertisement which are-BTV, Ntv, ATN Bangla, ETV, Channel i and Digonto TV.

 GLOBAL ACTIVITY

KCCL’s global operation is not that much. Only 5% of its total profit comes from export. KCCL mainly export its product to our neighboring country like India, Pakistan, Nepal. But the company wants to export their product in other region or countries such as Africa, Middle-East and Central Asia which is under process.

AN OVERVIEW OF THE DETERGENT INDUSTRY IN BANGLADESH

According to interviews conducted with wholesalers, brand managers and SRs, the estimated size of the detergent market in Bangladesh in 2009 was worth BDT 617.1 crore. While the detergent industry is considered by many as relatively mature market, the industry has grown significantly in the last few years, especially in the upcountry areas of Bangladesh. Table 1 aggregates the size and growth rate of the detergent industry between 2005 and 2009.

Table 1: Market size and growth rate of the Detergent Industry (in BDT crore)

As the data indicates there has been significant growth created from penetration into the rural and semi-urban, where rising adoption rate of detergent has fueled growth in the detergent industry. In many parts of the country however, especially in places like Khulna and North Bengal, detergents prove to unpopular due to the high salinity in the water. Evidently, consumers prefer using ball detergents such as Tibet 570, Pocha and Wheel Bar for their washing, rather than detergents. It is to be noted however, that with respect to Jet Detergent. KCCL faces competition from a wide sphere of alternatives. On the broadest level, the brand competes with ball detergents, dry cleaners, liquid detergent, and other detergents and washing powders. Essentially, the differentiation between detergent and washing powder lies in its bulk density and cleaning process. Washing powders employ oils, which coagulate with the dirt and pulls it out of the fabric, and this residue precipitates to the bottom of the container. Preparation of detergents requires a high velocity spray drying mechanism as well. In contrast, washing powder essentially employs burst technology, where the dirt is pushed out of the fabrics, in the process often damaging the fabric itself. With respect to the specific competitive sphere for Jet Detergent Powder, the following figure shows its relative position within the overall industry. However, field visits and interviews with KCCL’s channel partners indicate that the market for Detergents is highly segmented with respect to price. It should be noted that Wheel dominates the low price segment in terms of volume, while Surf Excel has the largest share with respect to the high price premium detergent segment. With respect to the overall market, Jet detergent’s overall sales value only accounts for only 4% of the overall industry and Tibet detergent overall sales value only accounts for only 4% of the overall industry.

RESEARCH PART

INTRODUCTION

The Detergent markets of Bangladesh are developing rapidly now a day. Continuous improvement of quality, efficient marketing strategies and strong distribution network for detergent industries have worked miracle for developing a sustained Detergent market of Tk 617 crore in Bangladesh. The growth came along the footprints of some multinationals that established dominance through their strong marketing mechanism. A large number of firms produce toiletries products like toilet detergent, cosmetics and other perfumes. However, only seven firms control 95 % of the market share. These firms are Unilever, Keya Cosmetics, Kohinoor Chemical Company, Lily Cosmetics, Marks & Allys Ltd., Aromatic Cosmetics Ltd. and Squares Toiletries. An analysis of market share of soap, cleaning detergent, laundry detergent and detergents of major cosmetics and toiletries firms in Bangladesh reveals that Unilever Bangladesh plays the dominant role in the market. Global market researcher ACNielsen recently surveyed that in the year 2006 market of fast moving consumer goods increased by 6.7 percent in Bangladesh while in India growth was 6.3 per cent. The detergent markets of Bangladesh are developing rapidly now a day. Now, throughout this internship research has been conducted on gaining the consumer insights for this brand. Upgraded life style in villages, with detergent being the first preferred laundry input affordable to all, has led to the tremendous growth of detergent market. Local companies take lot of marketing activities to hold their current market share as well as grab another’s market position. To do this Kohinoor Chemical takes marketing plan for detergent so that white detergent could hold its market share. In recent years, market growth of FMCG including detergent is very encouraging in rural areas of Bangladesh, finds the market survey by AC Nielsen.

ORIGIN OF THE REPORT

This report is written as a partial fulfillment of the internship program of MBA by A.B.M. Wahid Murad; Roll No.M0910039, major in marketing, MBA program for Chairperson, Internship and Placement Committee, Bangladesh University of Professionals.

BACKGROUND OF THE STUDY

Detergent is one of the popular and core product of Kohinoor Chemical Company (Bangladesh) Ltd. But it was unable to capture the maximum market share than other companies whereas industry growth rate of detergent is increasing. Now a day’s wheel detergent & surf excel is covering more than 70% market share among the all players. The present market share of Tibet detergent is not acceptable by the management that’s why; it is needed to identify the cause of not increasing the market share of Tibet detergent. In addition to this, it is also needed to identify why the competitors are doing well. This research paper will highlight the suitable marketing strategies for KCCL so that the KCCL can promote promotional and other marketing activities effectively to attract concern customer and can be a profitable business in Detergent Sector.

 PROBLEM AND PURPOSE

 MANAGEMENT PROBLEM

Tibet is one of the major products of KCCL. Management knows that the quality, price and other benefit of Tibet Detergent is not very different from competitors but why the market share of this detergent is not increasing expectedly whereas industry growth rate is increasing. So the management wants to know how to incrfease the current market share of   and wants to launch a  new  white detergent powder to increase market share.

Management decision problems for this research are:

1. Should the quality, price, package, design and shape of Tibet needed to be improved and reengineered to increase the sell?
2. Should the market promotional strategies be changed?

RESEARCHER PROBLEM

Researcher Problem refers to find out what types of data and information is needed to be preparing the work and how it can be obtained in the most suitable way. Researcher problems are as follows:

1. To identify the market current share of competitor
2. To know about customer psychology
3. To determine the effectiveness of existing promotional activities
4. Analyze present marketing strategies and formulate suitable marketing strategies of detergent powder

PROBLEM STATEMENT

Laundry soap used for washing clothes is time consuming and not comfortable way for washing clothes. Customers prefer for washing their clothes in a more convenient way like it has been mentioned that, few years ago Kohinoor launched Laundry Detergent under brand name Tibet. But it was unable to capture the maximum market share than other companies, the reason was that, it was incapable to compete with the dominant brand wheel power white, surf excel under laundry detergent category. Furthermore, it was incapable because of its inconsistency in distribution and lack of product uniqueness. That is why the company has come up with a new idea and they want to launched a new shaped and designed white detergent powder which enriched with new ingredients .So here the studying issue is that with the help of in–depth interview researcher need to check out first the existing perception level of consumers’ about using and then it will come to the main issue what should be the marketing strategy to compete with existing market leader. Finally then it will be further anticipating that whether this new initiatives make the nonuser become user and ultimately will increase the market share for the company. Since there is a potential for the company (KCCL) to capture the market share of power white detergent powder.

 IDENTIFY THE RELATED VARIABLES

Independent Variables

Consumer promotion

Price perception

Product quality perception

Availability

Dependent Variables

Customer satisfaction

Brand loyalty

OBJECTIVES OF THE STUDY

BROAD OBJECTIVE

• To analyze the present marketing strategies and then formulate suitable marketing strategies of Launching  White detergent powder

 SPECIFIC OBJECTIVE

1.      To find out the demand for detergent powder
2.      To find out the perception of the users about detergent powder
3.      To find out the suitable promotional activities followed by the different companies promotion activities by different companies
4.      To analyze how customers will be satisfied.
5.      To find out the demographic characteristics (age, income, occupation etc.)
6.      To find out the effective price of detergent powder
7.      To find out the available and suitable places for selling detergent powder
8.      To find out the present marketing strategies, objectives of other detergent companies.

 SCOPE OF THE REPORT

The report consists of mainly two broad parts like- The Organizational part and The Project part:

• The Organizational part includes a description of Kohinoor Chemical Company Ltd, its background, history, organizational structure, financial performance, and description of the services provided by the Company.

• The Project part consists of to identify the demand for , who are the users of Detergent, compare strategies and objectives of different Detergent Industries and how to and what types of marketing strategies should be formulated for KCCL.

 LIMITATION OF THE STUDY

• To achieve the objective it is needed to collect data from outlets who sale . But for time cost and other limitations only the Dhaka City will be considered for collecting data.

• The time of this study required a detailed interview of both consumer and wholesaler   and retailer so it may be difficult to getting access them as they are very busy.

• This report is the result of 10weeks. This time is insufficient to know all activities of the branch and prepare the study.

• It was very difficult to collect the information from various personnel for    their job constraint.

• Every organization has their own secrecy that is not revealed to others.

BENEFITS OF THE STUDY

The uses of are increasing, so it is important to have an idea about what the consumers of and their perception about various features of, what are their problem areas, what are their recommendations. The study helps to know what the present is and what will be the future demand of white and how to increase users and their satisfaction level. To provide what types of marketing activities can be formulated.

This research will facilitate KCCL to know the accurate market situation of and what customers want from the company. It will provide information about marketing strategy. This study will provide a comprehensive idea to KCCL to develop market share.

 RESEARCH QUESTION AND HYPOTHESIS

RESEARCH QUESTION

Question-1: How many people use detergent powder?

Justification: From this question I can come to know presently how many customers are using detergent powder. This will help me to how to increase detergent powder users.

Question-2: Who are the users of detergent powder?

Justification: From this question I can come to know who are the users of detergent powder are and we can also know about their gender, income, age and occupation etc. This will help me to focus or identify the targeted customers.

Question-3: What are the present marketing strategies, objectives or practices in different detergent company’s for washing facilities?

Justification: From this question I can know that there are different types of detergent companies offering washing facilities, what are their marketing strategies, objectives are practicing. This will help me to compare strategies and objectives with each other and KCCL can formulate suitable marketing strategies.

Question-4: What is the demand for detergent powder?

Justification: From this question I can come to know the current demand for  detergent powder and can identify the potential detergent powder users.

Question-5: What will be the price of detergent powder?

Justification: This answer will help me know about customer perception about price of detergent powder.

 Question-6: Why people use detergent powder?

Justification: From this question I can get what are the reasons (for better cleaning, gentle on clothes etc.) for that people use detergent powder.

Question-7: What types of advertisement or promotional activities should be carried out?

Justification: From this question I can come to know what types of advertisement will be more effective such as print media, live media and campaign.

Question-8: What will be the features and facilities those increase customer’s satisfaction?

Justification: From this question I can come to know how to increase customers’ satisfaction. The features and facilities may be availability, packaging and quality,   price of purchase, promotional activities etc.

RESEARCH HYPOTHESIS

Hypothesis-1:

At 95% confidence level

Null Hypothesis H_o: More than 45% people would not like to use detergent powder.

Alternative Hypothesis H₁: More than 45% people would like to use detergent powder.

Hypothesis-2:

At 95% confidence level

Null Hypothesis (H_o): Less than or equal to 50% consumers look for quality while Purchasing detergent powder

Alternative Hypothesis H₁: More than 50% of consumers look for quality while purchasing detergent powder

 Hypothesis-3:

At 95% confidence level

Null Hypothesis (H_o): Less than or equal to 50% consumers look for Packaging (attractiveness, size etc) while Purchasing detergent powder

Alternative Hypothesis H₁: More than 50% of consumers look for Packaging (attractiveness, size etc) while purchasing detergent powder.

Hypothesis-4:

At 95% confidence level

Null Hypothesis (H_o): H_o: ∏≤0.75 Low price will not increase customer satisfaction.

Alternative Hypothesis (H₁): H_o :∏> 0.75 Low   price will increase customer satisfaction.

Hypothesis-5:

At 95% confidence level

Null Hypothesis (H_o): H_o: ∏ ≤ 0.60 Promotional activities will not increase detergent powder users.

Alternative Hypothesis (H₁): H₁ :∏> 0.60 Promotional activities will increase detergent powder users.

Hypothesis-6:

At 95% confidence level

Null Hypothesis (Ho): Ho≤0.80 customer’s income less than 5,000 tk does not use detergent powder.

Alternative Hypothesis (H₁): H1>0.80 customer’s income more than 5,000 tk uses detergent powder.

RESEARCH METHODOLOGY

This section will describe how the research will be proceeding. More specifically this section describes about the target population, sample frame, sampling technique, data testing procedure etc.

Type of Research

The research is an applied one because it provides solution. It aims to find out the specific information needed by KCCL regarding their laundry. The study in this paper is not a causal one because it is not aimed at finding out the cause and effect relationship amongst the relate variables. The data collection and findings will be mainly basing on quantitative method and for interpretations and recommendations qualitative approach will be followed.

 Basic Research Method

The basic research method in this study will be survey method initially will be carried out to get the information of investment on laundry detergent of different detergent companies existing in Bangladesh which are existing in the market. As experiment study is costly so it will not be undertaken.

 Sampling Plan

Sampling is almost to do a complete census of most population. A properly designed sample is more efficiently managed, less costly and can provide the level of information necessary for the desired objectives. In this case data will be collected from employees of Kohinoor Chemical Company and also from the retailers and consumers of laundry detergent powder of Dhaka city. The steps followed in the sampling design are briefly discussed in the following:

Target Population

Target population is the entire number of people those are considered as a part of the research. As the broad objective of this research is to analyze the present marketing strategies and then formulate suitable marketing strategies of new product white detergent powder that’s why the target population for this research is company owners, company employees, retailers/wholesalers and consumers of laundry detertgent powder. Due to time and resources constraints the retailers and consumers of Dhaka city are considered as our population.

 Sampling Frame

Sampling frame provides a base for the selection of the sample.  A complete list of all the units of the population is called the sampling frame. A unit of population is a relative term.

The sample frame for this research consisted of shoppers (mainly house wives) at different shopping centers and stores etc, and also the parents of school children were included. In the shopping centers the researcher surveyed the people who seemed to be the most appropriate respondent for this kind of survey. The parents of kindergarten students, who spend time waiting for their kids outside the schools, were also surveyed, because they usually have a lot of time to spare and can give valuable inputs. For retailers’ superstores and kitchen markets of Dhaka city will be visit. Due to time constraints the survey was conducted in Dhaka city only.

Sampling Technique

The research will be based on probability and also non-probability sampling method. Out of the probability sampling methods, random sampling will be used. Because in case of knowing the customer satisfaction, the population is very large and there is an equal and known chance of being selected for each member of the populations. And after that judgmental or convenient sampling method will be followed from the random sampling.

Sample size determination:

 Simple Random Sampling procedure has been used to draw samples from population. The sample size has been calculated by using the following formula

Sample size for the consumers of Dhaka city:

              Z2pq

n =

          d2

Where,

n = Sample size

Z = the confidence level in standard error units, at 90% confidence level it is 1.64

p = estimated proportion of success, here population proportion is taken as 50%

q = estimated proportion of failure (1-p), here it is 50%.

d=Precision level (10%)

             1.64^2 X 0.5 X 0.5

n   =

                  0.10 ^2

           = 67.24

          = 67(Rounding the value)

So the actual consumer sample size of this formula is 67 persons.

 Sample size for the Retailers of Dhaka city:

                                                                            Z²pq

                                                  n        =

                                                                                d²

Where,

n = Sample size

Z = the confidence level in standard error units, at 90% confidence level it is 1.64

p = estimated proportion of success, here population proportion is taken as 50%

q = estimated proportion of failure (1-p), here it is 50%.

d=Precision level, Here it is 10%

So the actual Retailer sample size of this formula is 67 persons

Some are parts:

Developing a Suitable Marketing Strategy for White Detergent Powder (Part 1)

Developing a Suitable Marketing Strategy for White Detergent Powder (Part 2)