Monday, August 12, 2019
Unilever's and Nestle's International Marketing Strategies Article
Unilever's and Nestle's International Marketing Strategies - Article Example These two companies employ different marketing strategies and marketing mix for their products in the international market to elicit desired feedback from their target markets. Unilever has a well-designed logo and a slogan ââ¬Ëfeel good, look good and get more out of lifeââ¬â¢. Unileverââ¬â¢s mission according to the slogan is to add vim to life. In Bangladesh, Unilever has attained a competitive advantage over the other companies in the market (Maââ¬â¢arif, 2007). According to Webster (Webster, 1995), Price is a vital component in the marketing strategy of any marketer as it interacts with all the other elements of the marketing mix to establish the effectiveness of each one of them. Nestle does not primarily concentrate on the pricing policies of its competitors but has its own techniques of pricing. They consider the demand of the product and the prevailing economic conditions to determine the purchasing power of the consumers thus all the prices are within the customerââ¬â¢s purchasing power. Nestle has also ensured that all the products that are consumed on daily basis have a minimum price to attract more customers and also offers discounts to its regular customers. Unilever, on the other hand, considers the pricing policies of its competitors and employs a skimming pricing strategy where they introduce their products at a high price and gradually lowers them over time (Maââ¬â¢arif, 2007). Selection of a right place where the consumer wants to be is crucial for the success of any organization. Capturing the consumer and making it easy for him/her to purchase the product is the main objective of an effective distribution or place strategy (Webster, 1995). Unilever and Nestle ensure that all its products are available at every corner of the world. Nestle has catered for the market of Gujarat effectively by providing its products in every corner.
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