A · 2015-08-14 · 2.2 Positioning strategies ... The success of a positioning is determined by the chosen unique selling proposition and its concentration on few . 5 Brand positioning

Fakultät Wirtschaft und Soziales | Department Wirtschaft | Außenwirtschaft & Internationales

Management

Analysis of positioning strategies for

private label brands using the example

of private label hair care brands

distributed by drugstore chains

Bachelor-Thesis

Vorgelegt von:

Nicole Lumbeck

Meister-Francke-Straße 29

22309 Hamburg

Mat.-Nr. 2017661

Email: [email protected]

Eingereicht am 15.08.2014

Betreuende Prüferin

Prof. Dr. Corves

Zweiter Prüfer

Dipl. Kaufmann Slobodan Vucinic

mailto:[email protected]

I

Table of Contents

Table of Contents ....................................................................................................... I

List of Figures and Tables ....................................................................................... III

List of abbreviations ............................................................................................... IV

1 Introduction ......................................................................................................... 1

1.1 Problem statement ......................................................................................... 2

1.2 Thesis objective and way of investigation ...................................................... 2

2 Positioning strategies ........................................................................................ 4

2.1 Classification and relevance of positioning ..................................................... 4

2.2 Positioning strategies ..................................................................................... 5

2.3 Positioning strategies for private label brands ................................................ 7

3 Private Label Brands .......................................................................................... 8

3.1 Relevance and chances for PLB .................................................................... 8

3.2 Private label hair care brands and the drugstore retail industry ..................... 9

4 Analysis of conducted positioning strategies ............................................... 11

4.1 Approach and research set-up ..................................................................... 11

4.2 dm - Balea Shampoo 300 ml 0,65 € ............................................................. 12

4.2.1 Self-image ................................................................................................. 12

4.2.2 Public image ............................................................................................. 14

4.2.3 Positioning strategy ................................................................................... 15

4.2.4 Positioning performance ........................................................................... 15

4.3 Rossmann – Isana Shampoo 400 ml 0,65 € ................................................ 17

4.3.1 Self-image ................................................................................................. 17

4.3.2 Public image ............................................................................................. 19



4.4 Budnikowsky – budni care® Shampoo 300ml 0,65 € ................................... 22

4.4.1 Self-image ................................................................................................. 22

4.4.2 Public image ............................................................................................. 23



4.5 Resumé on positioning strategies ................................................................ 25

5 Optimization of budni care® Haarpflege......................................................... 26

II

5.1 Strengths and weaknesses .......................................................................... 26

5.2 Suggestions for improvement ....................................................................... 29

5.3 Prospects: new approaches for line extensions ........................................... 33

6 Conclusion ........................................................................................................ 36

Bibliography ............................................................................................................ 38

Appendix ................................................................................................................... V

Eidesstattliche Erklärung und Einverständnis zur Veröffentlichung ............XXVII

III

List of Figures and Tables

Figure 1 – Brand positioning approaches .................................................................... 5

Figure 2 – TOP 4 drugstore retailer Germany 2014 .................................................. 10

Figure 3 – Shampoo market in Germany 2012 .......................................................... 10

Figure 4 – Example of Balea shampoo ..................................................................... 14

Figure 5 – Example of Isana shampoo ...................................................................... 19

Figure 6 – Comparison of "Farbglanz Shampoos" .................................................... 20

Figure 7 – Example of budni care® shampoo ........................................................... 23

Figure 8 – Comparison of “Feuchtigkeitsshampoos” ................................................. 24

Figure 9 – SWOT analysis of budni care® shampoos ............................................... 26

Figure 10 – Ideas for new brand name and label ...................................................... 30

Figure 11 – Example for label illustration .................................................................. 32

Table 1 – positioning approaches according to the involvement strategy……………..6

IV

List of abbreviations

Budni nickname for the German drugstore chain Budnikowsky

CI cognitive involvement

dm dm drogeriemarkt, a German drugstore chain

EI emotional involvement

FMCG fast moving consumer goods

i.a. inter alia

NB national brand

PLB private label brand

US United States

USP unique selling proposition

1

1 Introduction

Private Label Brands (PLBs) are a phenomenon in the retailing industry that mostly

affects the fast moving consumer goods (FMCG), which refers to goods that are daily

consumed by the average consumer, with frequent purchase cycles and have a high

perceived parity. (Hlavinka & Gomez, 2007, p. 49; ACNielsen, 2003, p. 2) Particularly

in the grocery sector, PLBs play an important role. (Hoch, 1996, p. 1) Europe and the

US are considered to have the strongest, best developed PLB markets in the world

with the highest PLB share (e.g. United Kingdom 36 per cent, Germany 24 per cent,

France 20 per cent, US 15 per cent). (Hoch, 1996, pp. 1, 5; ACNielsen, 2003, p. 5)

Especially over the past ten years, a growth in product diversity and categories

branded under PLBs was observable. (Halstead & Ward, 1995, p. 38; ter Braak,

Dekimpe, & Geyskens, 2013, p. 86) Initially introduced as low-cost alternatives to

national brands (NBs), PLBs today outpace their competitors in two-thirds of the

markets as investigated in a study by ACNielsen. (ACNielsen, 2003, p. 5; Halstead &

Ward, 1995, p. 39) The introduction of PLBs has become a popular method of

retailers to i.a. enhance store loyalty and retailer profitability as well as store

differentiation and store traffic. (Corstjens & Lal, 2000, p. 282; Davies, 1990, p. 103;

Richardson, Jain, & Dick, 1996, p. 159)

Given the advantages and the potential to gain market share, today PLB retailers

follow a national-brand-marketing strategy rather than a “no-frills/low-cost strategy”

as they did in the past. Products are improved with respect to inner and outer quality

and their distribution channels are widened, (Halstead & Ward, 1995, p. 38) like the

drugstore chain dm did with its PLB Balea, concluding a cooperation agreement with

its competitor Budnikowsky. (A.Arabi & Appen, 2013) Also increased quality is

worthwhile – three quarter of respondents of a survey claimed to buy PLBs on a

regular basis, due to increased quality that is considered to be at NB level. (Meedia

GmbH & Co.KG, 2013) Success has proved “dm” right: In the BrandIndex Top

Performer 2013 of the consultants “Yougov”, Balea was ranked among the Top 2

brands in the category beauty care and cosmetics, closely behind NIVEA. It is the

first time ever a PLB appeared in that category. (YouGov, 2013; dm Drogeriemarkt,

2014a)

2

1.1 Problem statement

“Budni greift Konkurrenz mit eigenen Kosmetikartikeln an – Zahnpasta, Cremes, Shampoos. Hamburger Drogeriekette bringt preisgünstige Produkte auf den Markt. Langjährige Kooperation mit Wettbewerber dm wird beendet. Marke Balea verschwindet aus Regalen“ (Geisler, 2014a)

With this headline in the Hamburger Abendblatt the drugstore chain Budnikowsky,

local market leader in Hamburg, announced a new era in its corporate history. The

termination of the cooperation agreement with the national market leader dm and the

associated dump of the dm private label Balea and other dm-owned labels was

pronounced to be a new line up for the whole Budnikowsky company and as a

starting point to establish own PLBs under the umbrella brand of Budnikowsky. The

drugstore market is highly competitive and Budnikowsky is the last regional drugstore

chain remaining trying to resist the dominance of the two market leader dm and

Rossmann and to gain more market share regionally in the metropolitan area of

Hamburg. (Kaever, 2014; Andresen, 2009) The successful introduction and

performance of Budnikowsky’s store brands is of great importance for Budnikowsky

to resist market pressure by means of application and implementation of appropriate

strategic marketing decisions.

1.2 Thesis objective and way of investigation

Derived from this initial situation and the background of increasing numbers of PLBs

and shifting images with respect to quality, successful strategic marketing is vital for a

PLB’s success. It is essential to conduct effective brand positioning to create a

favorable and unique brand image in the consumers’ minds to finally enhance store

loyalty and store traffic and to gain market volumes from NBs.

In this regard, the purpose of this paper is to analyze the positioning strategies the

drugstore chains dm, Rossmann and Budnikowsky follow for their private label hair

care brands to use the results to give optimization suggestions for the newly

introduced PLB budni care®. Based on that objective, the paper attends to the

importance of successful brand positioning, the coherence between positioning and

positioning strategy and briefly reviews positioning strategies in the textbooks,

specifically available for PLBs. Following this, the thesis touches on the history of

PLBs, the relevance of their existence and chances coming along with their

implementation. Subsequently, the positioning strategies conducted by the three

3

drugstore chains and their implementation will be analyzed. The analysis serves to

identify mistakes in the creation and implementation of the different positioning and to

compile a catalogue of strengths and weaknesses of the budni care® shampoo

positioning and implementation. The results of the analysis will be used to give

optimization suggestions that help to reinforce the strengths and eliminate the

weaknesses and hence will strengthen the brand image of budni care® in the

consumers’ minds. Finally, new positioning spaces and strategies for a potential hair

care brand extension will be evolved.

4

2 Positioning strategies

2.1 Classification and relevance of positioning

The definition of a particular product position in the market is the starting point of all

other brand decisions. (Baumgarth, 2008, p. 129) Positioning aims at actively

designing a “clear, distinctive and desirable place” (Kotler & Armstrong, 2010, p. 50)

of the offering and image of a specific product relative to competing products in the

target group’s mind by linking trademarks with appealing consumer values.

(Marsden, 2002, p. 307; Esch, 2005, p. 136) The goal is to increase and maximize

the company’s potential profits by clearly addressing the needs of the relevant target

group and giving them an orientation and reason why they should buy a product.

(Kotler & et al, 2009, p. 361; Kotler & Armstrong, 2010, p. 50; Großklaus, 2006, p. 26;

Keller, 1998, p. 77) This is achieved by communicating a unique selling proposition

(USP) via an exceptional product benefit that reflects functional superiority and

serves as competitive advantage. (Zentes & Swoboda, 2005, p. 1071)

In times where markets are overflown and saturated with products and information,

powerful positioning is vital for a brand’s and company’s success. (Marsden, 2002, p.

307) Positioning is an indispensable element of the marketing strategy affecting

emphasis and purpose of the latter. (Großklaus, 2006, p. 26) Positioning can not only

be determined as a formative function of modern branding (name, logo, packaging of

a product), (Langner, 2003, p. 25ff) it generally influences all product formative

elements like price, quality, shape, color, design, etc. (Marsden, 2002, p. 307;

Großklaus, 2006, pp. 23, 28) In the positioning implementation phase, the

determination of concrete branding elements, deduction of a key visual, decision on

brand enrichment measures and marketing mix instruments are essential to make the

conceived positioning tangible. (Baumgarth, 2008, p. 131) Especially branding

elements and the product formative elements of the marketing mix, as named above,

play an important role in conveying positioning relevant associations to the target

group. (Esch & Langner, 2005, p. 578f)

A USP can either be embedded on the level of product attributes, brand benefits or

brand values, whereby attributes are the least preferred level to position and brand

values the most desired. (Kotler & et al, 2009, p. 367) The success of a positioning is

determined by the chosen unique selling proposition and its concentration on few

5

Brand positioning approaches

structural

- principle strategies

- competition-oriented strategy

substantive

- involvement strategy - price level strategy - concrete positioning strategy

combined - brand identity strategy

dynamic

features, its relevance to the consumer and feasibility with respect to implementation,

its authenticity regarding credibility and believability (also taking brand history into

consideration), and its distinctiveness to the positioning of competing products that

has to be communicable. Successful positioning is solid and difficult to imitate and

promises future relevance and sustainability. (Baumgarth, 2008, p. 130f; Großklaus,

2006, p. 32f; Kotler & et al, 2009, p. 366)

2.2 Positioning strategies

A positioning strategy defines how a certain position can be reached. Literature

provides different positioning alternatives that can be systemized into structural,

substantive, combined and

dynamic approaches as indi-

cated in Figure 1. Structural

approaches indicate a general

direction of positioning without

addressing specific positioning

dimensions, whereas substan-

tive approaches do address

positioning dimensions. Dynam-

ic approaches deliver assertions

on positioning over time. (Baumgarth, 2008, p. 134) Dynamic and combined

approaches will not be touched in the course of this work.

Principle strategies are considered to be part of the structural positioning approach.

They attend to the retention of a product’s position or its extent of repositioning

(repositioning or complete new positioning) in general and are the first decision to

make in the positioning process. (Baumgarth, 2008, p. 131) Which principle strategy

to follow, depends on the degree of compliance between how the brand is currently

perceived and its target group’s ideal conception of a brand in that segment. (Esch,

2005, p. 145ff)

Competition-oriented positioning can be classified into a differentiation and imita-tion

(me-too) strategy, meaning either to find a position in the market that is prefer-ably

not shared with any competitor, or to occupy the exact same position of a competing

Figure 1 – Brand positioning approaches

Source: own depiction referring to Baumgarth, 2008, p. 134ff

6

brand. The latter is the most important strategy conducted for private label brands

and will be investigated later in more detail. (Baumgarth, 2008, p. 135)

The involvement strategy being a subst-

antive positioning approach delivers four

strategies differentiating the degree of

cognitive and emotional involvement (CI

and EI) between high and low as shown in

Table 1. The mixed positioning strategy

aims at activating emotions and demands

(EI ↑) and provides functional information

(CI ↑). Experience-oriented positioning

is suit-able for products in saturated

markets where information is less

important because the function of a

product is established and no longer relevant. This positioning approach aims at

imparting an additional, psychological benefit to the consumer by neglecting

information (CI ↓) and pushing demands (EI ↑). The classical way of positioning is

fact-oriented positioning (CI ↑, EI ↓), stating functions or factual information that

underlines the product’s nature of satisfying certain demands. The last involvement

approach would be the actuality strategy that, due to low CI and EI, tries to embed

a product in the consumers’ minds through strong communication of the brand

without any product functions. (Esch, 2005, pp. 138-143)

Price-level positioning determines the market tier of a product by assigning a

product to the low-, middle- or high-price category, and consequently conducting

respective low-, middle- or high-price positioning. This either means promoting a low

price or stressing a performance / quality advantage of a product that justifies a

higher price. (Becker, 2005, p. 384)

The last substantive positioning approach, concrete positioning, only addresses

specific positions and respective positioning dimensions (e.g. for luxury positioning

high-price, quality, uniqueness, history, esthetics) and does not deliver any

systematization. (Baumgarth, 2008, p. 137; Valtin, 2005, p. 29)

Cognitive involvement

High (↑) Low (↓)

Em

oti

on

al in

vo

lvem

en

t

Hig

h (

↑)

Mixed

positioning

Experience-

oriented

positioning

Low

(↓)

Fact-oriented

positioning Actuality strategy

Table 1 – positioning approaches according to the involvement strategy Source: own depiction in reference to Esch, 2005, p. 139

7

2.3 Positioning strategies for private label brands

The positioning of private labels in competition to a NB is an important managerial

question in order to exploit full advantages of PLBs. (Choi & Coughlan, 2006, p. 79) A

NB manufacturer tries to maximize profits for his product through positioning, the

retailer aims at maximizing the products of a whole product category with both NBs

and PLBs. Finding the appropriate perceptual distance to the NB is the key to PLB

success. (Sayman, Hoch, & Raju, 2002, p. 378f) There are specific positioning

strategies for PLB that are directly related to the PLB type: (cf. appendix: Appendix I

– Private label brand types)

- With respect to the fact, that PLBs are less promoted than NBs, the imitation

brand strategy (me-too-strategy) tries to copy the outer appearance of the

leading NB in order to benefit from the NB’s goodwill. The “me-too-product”

hereby tries to meet quality standards of the NB but is offered at a significant

lower price. This strategy is suitable for individual- and segment PLBs.

- The discounter brand strategy is best suited for generic brands and offers

products with quality behind those of the leading NB at entry level prices.

- The preference brand strategy is eligible for individual, commodity / segment

PLBs and store brands. The strategy aims at positioning a PLB in the upper price-

and quality segment as a premium PLB and offers comparable or better quality

and innovation skills than the respective NB. This strategy is costlier with respect

to efforts and financial resources than the imitation- or discounter brand

strategies.

- Store brand strategies follow a company’s chosen competitive strategy, derived

from Porter’s generic strategies of cost-leadership, differentiation and focus.

Respectively, the store brand strategies can be separated into discounter store

brand strategy, working through a strategy of cost-leadership that is trans-

formed into price-leadership, premium store brand strategy where the supplier

e.g. stresses the quality of its PLB and hereby tries to differentiate the product

from other market offers, and focus store brand strategy that, irrespective of

cost-leadership or differentiation strategy, concentrates on a focal area (Gröppel-

Klein, 2005, p. 1120f)

8

3 Private Label Brands

3.1 Relevance and chances for PLB

PLBs developed as low-costs alternatives to national brands. Over the past thirty

years, market shares increased especially in the major European markets where for

example the PLB market share for grocery products doubled compared to the late

1980s. In Germany the market share was at 25 per cent in 2003 (33.4 per cent

including PLBs of ALDI) compared to 11.7 per cent in 1975 and 19 per cent in 1990.

(Halstead & Ward, 1995, p. 38f; Gröppel-Klein, 2005, p. 1115)

Reasons for the emergence of PLBs are divergent. A PLB that is only sold in one

specific store awards a certain degree of exclusivity to the retailer, (Hoch & Banerji,

1993, p. 57) it arouses brand awareness and, in case of a high- to acceptable-quality

PLB, increases store loyalty. (Corstjens & Lal, 2000, p. 290) Furthermore, PLBs

provide gross margins that are about 20 to 30 per cent higher than those of NBs,

(Hoch, 1996, p. 89) and they are “differentiating the store from the competition,

enhancing the retailer’s negotiating position with suppliers and offering a higher

degree of strategic flexibility and control to the retailer.” (Gomez-Arias & Bello-

Acebron, 2008, p. 273)

Generally, a PLB is exclusively owned and branded by one retailer. (Jin & Suh, 2005,

p. &") Traditionally, they were characterized by several attributes. (Gröppel-Klein,

2005, p. 1118) Contrary to a NB,1 PLBs not only are exclusively owned and branded

but sold by one retail chain/store and are not obtainable anywhere else – there is a

reluctance of ubiquity. Furthermore, a reluctance of sales promotions with

respect to consumer promotions is observable and due to low prices PLBs lack good

quality. In reality, reluctance of ubiquity no longer holds true, since with increasing

trade concentration the branch and dealer network of the top grocers in Germany is

comprehensive, allowing an almost nationwide availability of a specific PLB.

(Gröppel-Klein, 2005, p. 1117; Bielo, 2002, p. 7) Additionally, PLBs are not only

distributed via one retailer chain but via several,2 and the phenomenon of

comprehensive availability of PLBs is even pushed by internet sales, theoretically

enabling worldwide sales of PLBs, as well as sales to consumers that do not have

1 The term national brand and manufacturer brand are used synonymously

2 e.g. the REWE-Group PLB “ja!” is distributed in REWE, REWE-Center and Sky supermarkets; dm

placed its BALEA products cross-company in Budnikowsky markets

9

physical access to a market. (Bielo, 2002, p. 7) Also reluctance of sales promotions is

no longer valid, since advertising and consumer-oriented sales promotions for PLBs

are being pushed via weekly newspaper advertisements, TV commercials and

supermarket booklets. (Halstead & Ward, 1995, p. 38; Gröppel-Klein, 2005, p. 1117;

GfK Consumer Panel, 2013, p. 6) Advertising is executed more professionally and

uses the classical brand management tools. (Kruse, 2001) Last but not least, the

image of PLBs lacking good quality has to be amended. Retailers are constantly

improving the quality of their PLBs to attract new customers and no longer follow a

low-cost/low-quality strategy. Especially premium and high quality store brands no

longer challenge leading NBs only in price competition but in quality and image.

Consequently, premium quality PLBs – being still less expensive than their NB

competitors – are gaining ground. (Halstead & Ward, 1995, p. 38; Gröppel-Klein,

2005, p. 1120; Gomez-Arias & Bello-Acebron, 2008, p. 273; Corstjens & Lal, 2000, p.

282) The quality aspect is stressed by a study of Dialego that shows that consumers

are no longer able to distinguish NBs from PLBs just by quality, as 86 per cent of the

respondents declared they already considered a PLB to be a “real” brand. (Dialego

AG Market Research Online, 2011, pp. 16, 20) With 61 per cent the comparable

quality to NBs is the most important reason for consumers to buy a PLB. (Nielsen,

2013) It is not surprising that NB manufacturer have to fear the existence of PLBs.

They steal NB shelf space and their market share gains outpace those of

manufacturer brands: the valence between NBs and PLBs assimilates. (ACNielsen,

2003, p. 10; Dialego AG Market Research Online, 2011, p. 20)

3.2 Private label hair care brands and the drugstore retail industry

The drugstore market is highly competitive and defined by an extreme market

concentration and an aggressive price war. (Tagesschau, 2012) The last years were

characterized by double digit growth rates, but competition is tough and no longer

restricted to drugstores but expanded to supermarkets and discounters. The

Schlecker bankruptcy in 2012 – Schlecker formerly was the number one in the

market – is the most prominent example of supplier ceasing. (Kaever, 2014) While

specialist pharmacies3 become a rare sight (Verband Deutscher Drogisten e.V.) the

drugstore market is increasing as Figure 2 – TOP 4 drugstore retailer Germany 2014

Source: own depiction referring to data from Lebensmittel Zeitung indicates. In

3 Specialist pharmacies refer to the German term of “Fachdrogerien”

10

5.8

42

5.1

12

1.4

80

1.5

38

4.9

90

4.4

46

1.8

24

1.8

29

2.7

72

2.5

87

50

0

50

3

46

0

43

4

17

2

17

4

0

1.000

2.000

3.000

4.000

5.000

6.000

2013 gross revenue GER [MM €]

2012 gross revenue GER [MM €]

branches GER 2012/13 branches GER at present

dm

Rossmann

Müller

Budnikowsky

Germany, the market is mainly dominated by the drugstore chains dm (market leader

per revenue) Rossmann and Müller. Budnikowsky is the first supplier to follow, and

the last competitive supplier operating only regionally in Hamburg and its hinterland.

(Lebensmittel Zeitung, 2014) The number of branches Budnikowsky is currently

operating in Hamburg hereby matches the number of dm store new openings per

year (Geisler, 2014a).

Drugstores are the dominant distribution channel for beauty care products with 41.7

per cent share, followed by perfumeries with 18.6 per cent. The hair care segment

herby is the biggest commodity group within beauty care products and represents

with 3 million € one quarter of its total sales. (IKW, 2013, p. 4)

According to the German

consumer analysis b4p in

2013, 18.61 per cent of

all shampoo users who

wash their hair at least

once a week claim to

regularly use private

label hair care products

for their hair wash. (b4p -

best for planning, 2013)

Derived from that, it is not surprising to see, as Figure 3 shows, that the consilidated

private label brands are the number three in the German shampoo market that

occupied a market share of 8.4 per cent in 2012 – with increasing shares over the

past years. (Kapalschinksi, 2012)

Figure 2 – TOP 4 drugstore retailer Germany 2014

Source: own depiction referring to data from Lebensmittel Zeitung

13

12,4

8,4

8,1

8

6,8

5,7

5,1

5

4,3

Head & Shoulders (PG)

Schauma (Henkel)

Merchandise PLBs

El Vital (L'Oreal)

Pantene (P&G)

Nivea (Beiersdorf)

Fructis (L'Oreal)

Guhl (Kao)

Syoss (Henkel)

Alpecin (Dr. Wolff)

Shampoo market Germany 2012 market share in %

Figure 3 – Shampoo market in Germany 2012

Source: Handelsblatt, 2012

11

4 Analysis of conducted positioning strategies

4.1 Approach and research set-up

As shown in chapter 2.1, positioning is vital for a brand’s success. However, a

position is not tangible and it is not ascertained that a positioning, that is conveyed

through marketing measures and that reflects specific features, benefits, quality or

value for money, is perceived the way the organization wants the product to be

perceived by the consumer. (Feetham, 2011, p. 31)

To analyze the positioning strategies used for the private label hair care brands, an

image about the self-perception by the retailer and public perception by the

consumer about shampoos will be drawn; hereby natural cosmetic private label

shampoos were excluded. The creation of a self- and public image took the following

deliberations as a basis:

The positioning statement was used to identify USPs and respective positioning

dimensions. A positioning statement is directly derived from the positioning strategy

and expresses positioning formally. Ideally, it will precisely state how a company

wants a product to be perceived. However, for none of the drugstores a real

positioning statement (regarding formal requirements)4 was available. Hence, the

analysis was conducted with a value proposition (commonly claimed to be positioning

statement) that “consists of the whole cluster of product […] attributes (benefits) the

company promises to deliver; it is more than the core positioning of the offering”.

(Kotler & et al, 2009, p. 388) Since a value proposition comprises attributes of a

positioning statement it will be suitable to derive positioning dimensions. For course

of this thesis the value proposition will be referred to as positioning statement. The

derived positioning elements will be used to draw an image of how the retailer wants

its product to be perceived and will be referred to as self-image. Its deduction is

partly based on the findings of a focus group discussion.

Following this, a public image that reflects the associations the consumers have

about the products, will be drawn. For this, the different drugstore hair care PLBs

were investigated in a focus group discussion in which the participants first had to

4 Acc. to Kotler, Keller, et al, 2009, p. 367, a positioning statement should follow the form: 1. To [target

group and consumer insight], 2. our [brand], 3. is the [concept / competitive reference point] 4. that [consequence / brand benefit]

12

communicate their personal impressions and then had to elaborate the positioning

dimensions the retailer aims and manages to communicate. For this, the participants

had to judge the shampoos based on their outer appearance, namely its name,

packaging, logo, price and shape. These branding and marketing mix elements can

be referred to as extrinsic cues, they do not form part of the physical product. (Vahie

& Paswan, 2006, p. 68) Extrinsic cues are the major, if not only, source for a

consumer to evaluate a product. (Richardson, Jain, & Dick, 1996, p. 161; Dawar &

Parker, 1994, p. 91) Additionally, for shampoo the intrinsic cue of smell becomes

very relevant for the consumer since the smell is one of the main determinants to pick

a shampoo. (cf. appendix, group discussion summary) Since branding and marketing

mix instruments (including smell) are a tool to make a chosen positioning tangible

and ideally reflect positioning dimensions, (cf. chapter 2.1) a product’s public image

that reflects perceived positioning dimensions can be derived from the product’s

outer appearance.

Using the results from the self- and public image the positioning strategy will be

deducted and consequently public and self-image will be contrasted. The differences

will be worked out to investigate how the different positionings and their

implementation perform. For this, also the personal valuation of the discussion

participants was considered to reflect implementation mistakes that create negative

associations and hence are weaknesses of the positioning.

4.2 dm - Balea Shampoo 300 ml 0,65 €

4.2.1 Self-image

The following section tries to identify positioning dimensions based on USPs dm

claims to be valid for its private label hair care products in its positioning statement,

based on own considerations and results of the group discussion.(cf. Appendix IV –

Group discussion summary) The analysis considers the positioning statement of

both, umbrella brand and sub-brand, for hair care products as the propositions of the

umbrella brand should also hold true for the sub-brand:

“Schön gepflegt von Kopf bis Fuß So vielfältig die Ansprüche der Haut sind, so umfangreich ist auch das Balea-Sortiment. Seit 1995 hat die dm-Marke sich mit ebenso günstigen wie hochwertigen Produkten einen festen Platz in den Badezimmern der dm-Kunden erobert. Bei Balea stehen die individuellen Bedürfnisse und Wünsche der Kunden an erster Stelle: Balea bietet Reinigung und Pflege für jeden Typ, für jedes Alter – und das von Kopf bis Fuß.

13

Bei Produkt- und Preisvergleichen unabhängiger Verbrauchermagazine erhalten die Produkte von Balea regelmäßig Top-Bewertungen – denn Qualität wird bei Balea groß geschrieben. Ein weiteres Plus: Alle Produkte lassen sich je nach Bedarf miteinander kombinieren. So ist eine individuelle Pflege möglich, perfekt abgestimmt auf die ganz persönlichen Bedürfnisse.

Pflege & Styling für das Haar Ob Blond, braun, lockig oder glatt – Balea hat das passende Produkt für jeden Haartyp. Die verschiedenen Serien sind auf die speziellen Ansprüche von Haar und Kopfhaut abgestimmt. Damit die Frisur sitzt, sorgen die Styling-Produkte von Balea HAIR für ein perfektes Hairstyling.“ (dm Drogeriemarkt, 2014b)

Dm names several attributes that address different positioning dimensions. The

attribute “upmarket” refers to the dimension of quality, as does the mention of

regular top ratings by independent product and price rating agencies and the claim

that quality has a huge priority with Balea. The dimension of price, which is touched

by the attribute “low-priced” and a reference to price comparisons, could be

condensed with quality to the dimension of value for money. The mention of

“cleaning and care”, “individual care” and the headline that states “beautifully cared”

refers to the care character dimension of the products. Hereby cleaning has a rather

functional characteristic, whereas care also has emotional facets. Unconditional

combination possibilities of the whole product range combined with the fact that the

products are for people of all ages, types, hair types (even all gender could be

implied) from head to toe refer to the dimension of usability. These characteristics

rather claim universal usability whereas the fact that Balea puts individual needs and

wishes in focus and delivers individual care for particular requirements refers to

individual use. Another dimension is tradition since dm refers to the first Balea

product launch in 1995 and emphasizes the fact that Balea products are well

established in dm clients’ bath-rooms. Tradition can be considered as a symbol for

competence and hence as a tool to push the quality dimension.

The dimensions of universality and value for money seem to deliver the most

significant USPs. The retailer hereby delivers an USP by explicitly naming a benefit

to the consumer: the products are so well-matched that the combination of any of the

products according to own, personal requirements, allows perfect, individual care.

The second USP is more implicit: good quality for a reasonable price (value for

money) implies a competitive advantage with respect to NB competitors that offer

comparable quality for more money and to NB and PLB competitors offering less

14

quality for the same or even higher price. Both dimensions were considered to be the

most important positioning dimensions for the retailer.

4.2.2 Public image

The following section aims at displaying a public image derived from the apparent

characteristics of the Balea shampoo range and tries to identify the positioning

dimensions dm reflects through the outer appearance and the smell of its products.

For this purpose own considerations and group discussion findings will be used.

All Balea shampoos are characterized by an intensive fragrance.

They use loud colors in their labels and closures, which have a

very contrastive effect to the brilliant white color of the container.

The container itself is rectangular with a slight conical shape. The

closure is shiny and makes a rather stable appeal. A sticker label

that captures the color of the closure displays the picture of a

young woman, which is ensued by the brand name Balea and

followed by the shampoo name that is complemented by the two

main active agents / marketing ingredients. After that the hair type

description the shampoo is best suited for and a special formula or

effect description of what the shampoo gives to the hair follows.

Finally, the label closes with an illustration of the previously named

active agents.5

Purely in terms of the characteristics described above, the participants had to name

the positioning dimensions that, according to their opinion, are the relevant dimen-

sions the drugstore wants the shampoos to mirror. Due to the bright colors and the

picture of the apparently young woman (16 to 25 years), all participants claimed the

product to be juvenile, referring to the positioning dimension of age. This impression

was pushed by the intensive fresh and fruity smell, which was even reinforced by the

illustration of the smell-giving active agents. Other mirrored dimensions are compe-

tence – including quality due to the lettering “dm brand quality” on the back, and

functionality due to the highly sophisticated and efficacy implying formula / effect

description and the picture of the woman whose hair looks perfect –, natural- /

healthiness – reflected by the fresh fragrance, the healthy and natural looking active

5 A larger illustration of figure 4 is provided in the Appendix 2 - Pictures

Figure 4 – Example

of Balea shampoo

Source: dm drogerie

markt

15

agent illustration and the clearly visible label “silicone-free” – as well as the price –

reflected through the physical price of 0,65 € making it the least expensive shampoo

in the dm shelfs and the cheap packaging that comprises a simple paper label and a

white universal bottle shape. All participants considered the dimension of age

(juvenity) and price (low) as the most significant and most obvious dimensions the

drugstore is trying to communicate.

4.2.3 Positioning strategy

The Balea brand compromises a widespread, comprehensive range of face, body,

and hair care products for women and acts as umbrella brand for products that serve

special needs like Balea Professional (hair care), Balea men and Balea med for

sensitive skin. Since all of these products can be pooled under the term “beauty care

products”, Balea is considered to be a commodity group brand. (cf. chapter 2.1)

Hence, the preference brand and imitation brand strategy come into question for this

kind of PLB. (cf. chapter 2.1) Since Balea is not positioned as a premium brand in the

high price category, this indicates to the imitation brand strategy. Contrary to the

definition of a me-too-strategy, Balea not only imitates the outer appearance of one

but of several NBs: white bottle color and a graphic presentation of the marketing

ingredient, combined with the use of a contrasting color for the closure, allow

associations to the market leader Head & Shoulders from Proctor & Gamble (P&G).

The picture of a woman as part of the label is based on the label design Schwarzkopf

uses for its Schauma products. Also the special effect / formula description is – to a

certain degree – based on claims Schauma utilizes.6 The sound of the brand name

“Balea” reminds of NIVEA due to the same ending. Still, Balea only uses elements

and is not trying to make a perfect clone of any of the two: it rather adopts the most

significant eye catcher to create an own imagery that serves as visual and emotional

differentiator to competitors. The whole imitation strategy aims at offering the same

quality to the consumer like the NB shampoos do for less money.

4.2.4 Positioning performance

The following section tries to elaborate how successful the chosen positioning is. To

evaluate the performance of the chosen positioning, public and self-image will be

compared to elaborate common features and gaps between the two. The more

6“For an illustration of Schauma and Head & Shoulders shampoos see Appendix 2 – Pictures

16

similarities can be discovered the more successful the positioning is considered to be

implemented since the consumer is able to identify the same dimensions as intended

by the retailer. Optimally, the outer appearance and smell of the products are able to

transport all values and promises of the positioning statement to the consumer.

Based on the assumption that a successful implementation does not consequently

mean the implementation is favorable to the consumer, additionally to the rather

rational comparison between self- and public image, the opinions of the group

discussion participants on appeal and impact of the chosen outer appearance

elements will be considered.

As described above, dm wants its products to reflect a high value for money with

eminent quality for low cost, universal usability for the users (no defined target group)

and demands (all requirements to be served with products that can individually be

composed and combined with each other) and a fostering care character. Compared

with the dimensions the group discussion elaborated, it becomes obvious that in

some aspects the real perception of the product differs from the wishful thinking of

dm. Admittedly, price and quality have been identified as dimensions of interest to

the retailer, but there is a different emphasis on both dimensions between public and

self-image. For dm, quality is an issue of great importance, whereas in the public

image, quality was noticed just in passing and more indirectly. On the other hand, the

group discussion evaluated the dimension of price as very important, whereas dm

only mentions the price once in its statement and rather in the context of value for

money and not as autonomous dimension. Further-more, the care character and

tradition dimension was not identified in the group dis-cussion. Instead, natural- and

healthiness were considered to be important to dm, although this dimension was not

addressed in the positioning statement. By contrast, worthwhile mentioning is that the

dimension of age, namely the juvenile appearance of the products, totally objects

dm’s claim to provide products for people of all ages and indirectly performs a target

group definition that has been avoided by dm.

However, although not directly identified as positioning dimension, the participants

unknowingly addressed the care character dimension when they evaluated the name

“Balea”, which was deemed to have a smooth, fluent tone that can clearly be

associated with beauty, fostering and aesthetics. The response to the other extrinsic

cues and the smell was quite distinct: the fragrance was considered to be a big

17

competitive advantage with respect to the intensity, but five out of eight participants

considered it as too heavy and artificial. They argued that a heavy, fruity smell was

rather preferred by young people, and that they were too old for shampoo that smells

like bubble gum.

The argument of age bridges to the composition of the whole outer appearance: the

coloring of the packaging with colorful labels and closures are perceived rather

jarring and jazzy, they give the impression of juvenility and immaturity. Admittedly,

the coloring is qualified to arouse attention in the lower shelves of the drugstore, but

they do not give the impression to stand for trustworthiness. This impression is even

pushed by the fact that Balea uses picture components that make up two thirds of the

label, which push an emotional trigger at the consumer but repress the functional

product benefit. This functional benefit, according to the participants, becomes more

important the older the consumer gets. Pictures would be evaluated as a negative

distraction to the quality, whereas young people would be more emotional inclined.

Additionally, the picture shows a very young woman, and the elder participants said,

this would convey the impression that this shampoo was only suited for people with

“young” hair needs. The shape and processing as well as the universal white color of

the container was perceived negatively, although these elements were, besides the

physical price, determinants for the price dimension. The participants did not

perceive the packaging as keen but as rather cheap with a negative touch. This, on

the other hand, affects the quality perception of the whole product, since a cheap

looking product can hardly fulfill the up-market quality standards.

4.3 Rossmann – Isana Shampoo 400 ml 0,65 €

Since the following sections pursue the same approach as previously with dm the

next chapters are able to go without preambles.

4.3.1 Self-image

23.07.2013

“ISANA

Mit ISANA können Sie sich und Ihren Körper täglich verwöhnen. Ausgezeichnete

Produkte machen die Reinigung und Körperpflege zu einem erfrischenden Erlebnis.

ISANA Hair

Das ISANA Hair Sortiment bietet für jeden Haartyp das richtige Produkt. Wertvollen

Inhaltsstoffe verleihen Ihrem Haar brillante Pflege. Viele Styling-Produkte sorgen für das

richtige Finish.” (Retrieved from www.rossmann.de, 23.07.2014, link no longer valid )

18

This positioning statement was used for the deduction of a self-image during the

group discussion. Compared to the positioning statement of Balea the participants

considered this statement to be quite short but adequate with respect to the

addressed positioning dimensions and understandability. A specific target group is

not defined and also the affordability due to modest price goes unheeded, although

the price compared to the larger package size that is offered leaves room to promote

an USP. The touched dimensions are narrowed down to the care character of the

products that is described as refreshing and indulging experience, that activates

emotions and puts the focus not just on caring but on brilliant care instead of

cleansing (care is mentioned in the umbrella and sub-brand promise), and quality

that can be deducted as up-market due to first class products that use valuable

ingredients.

However, the umbrella positioning statement was revised over the last weeks and the

sub-brand promise for Isana Hair is no longer available on www.rossmann.de.

Therefore, for the deduction of a complete self-image the new statement will be used

additionally to see whether new dimensions have been added, reinforced or

disregarded.

03.08.2014 “KOMPETENZ UND KÖRPERPFLEGE HABEN EINEN NAMEN: ISANA Immer darauf bedacht, alle Anforderungen unserer Kunden im Blick zu haben, bieten wir eine vielfalt an Produkten für die Körperpflege & -reinigung. Seit der Markengründung im Jahre 1998 nehmen wir stetig Sortimentserweiterungen vor, sodass die Marke ISANA heute rund 140 Artikel umfasst. Motiviert durch die guten Auszeichnungen unabhängiger Prüfinstitute wie Öko-Test und Stiftung Warentest arbeiten wir mit Freude daran, Produkte zu verbessern, Serien zu ergänzen und neue limitierte Editionen anzubieten.

Das Beibehalten bewährter, erfolgreicher Produkte, aber auch ständige Neuentwick-lungen und Optimierungen sind das A und O unserer Arbeit. Immer wieder wechselnde limitierte Editionen bringen besonders viel Abwechselung ins Sortiment. Bei der täglichen Arbeit fließen Marktforschungsergebnisse, Trendanalysen und natürlich auch Kunden-wünsche ein.“ (Rossmann, 2014)

Rossmann reinforces the dimension of quality by giving evidence of proofed quality

from independent product rating agencies and – different to Balea – designating

them. Also, the care character is reinforced by explicitly addressing body care before

cleansing. The headline “Kompetenz und Körperpflege haben einen Namen: Isana“

stresses both quality and the care character. Dimensions that have been added refer

to tradition due to reference to the brand establishement in 1998, optimization as it

is Isana’s pleasure to improve the products and continous product development and

19

Figure 5 – Example of Isana

shampoo

Source: www.rossmann.de

optimization is the core of Isana’s work and customer proximity since market

research data, trend analyses and customer requests are considered during daily

work. The desire for customer-oriented optimization and tradition are considered to

indirectly allude to the dimension of quality and hence regarded as such. Derived

from that, the two main USPs are considered to be the quality of the products that is

verified by reputable quality labels and the indulging care character of the products.

4.3.2 Public image

Isana shampoos are characterized by a more subtle

fragrance that has a soapy, cleansing touch. The shape of

the container reminds of a nine-pin bowling pin, is

rectangular and rather massive and solid. Some of the

container uses a milky-white color that has a gray tinge.

Complementary to the white container, the label and closure

capture a colorful shade. Other shampoos use an identical,

rather soft color for closure and container. The closure itself

is matt, which moderates the colorful shade each shampoo

type uses, but it appeals rather unstable. The sticker label

captures the color of the closure and is designed as

follows: the left top edge claims for each shampoo to be

silicone- and paraben-free, followed by the brand name and logo. The logo is ensued

by a big picture portraying a young woman and the picture is either complemented

with a quality label or with an active agent description. Subsequently follows the

name of the shampoo – highlighted with a silver metallic stripe – and a description of

the marketing ingredient. Finally, the label is concluded by the hair type description

the shampoo is best suited for and a “Rossmann” stroke.7

Based on this outer appearance the group discussion identified dimensions the

retailer is trying to communicate to the consumer. The dimension of price was

identified due to the physical price combined with the basic and rather inexpensive

considered packaging material that gives the shampoo a rather affordable character.

The dimension of quality was considered to be an issue for Isana due to the quality

label from Öko-Test, the fact that all shampoos are silicone and paraben-free and the

7 A larger illustration of a ISANA shampoo is provided in the appendix - pictures

20

silver metallic stripe that highlights the name of the shampoo.8 The third dimension

refers to the care character of the products, describing them rather functional, more

into the direction of cleansing. This dimension was identified due to the very simple,

narrowed and pragmatic design that consists of design “blocks” that are clearly

separated from each other (brand name / shampoo name / marketing ingredient or

benefit / hair type description). The group discussion deemed the dimensions of

quality and functionality as most important.


Like Balea, Isana products are categorized as

commodity group brand since the brand

encompasses products that refer to all categories

of beauty care. Rossmann hereby distinguishes

between body care, hair care, men care and

sensitive (med) care by giving these segments

sub-brand names like Isana Hair, Isana Men and

Isana Med, whereby Isana stands for the whole

range of body care products. This segmentation

follows the same approach dm applies for its Balea

PLB, with the difference that Isana awards a sub-brand name to the hair care

segment that compromises both male and female hair care products.

Like Balea, Isana is not following a preference brand strategy. It is rather the

contrary, where indeed quality is promised to the consumer but this quality is offered

for the lowest price available in the market with a packaging size ¼ bigger than those

of the competing labels of dm and Budnikowsky. Hence, compared to NBs,

Rossmann follows a “the same (quality) for much less (price)” approach, whereas

towards the private label competitors it is an offer about “more (content and quality)

for the same (price)”. The quality aspect combined with a lower market price refers to

the imitation brand strategy, albeit the requirement of a perfect imitation of a NB is

not given. Admittedly, Isana copies the idea of a picture of a woman from Schauma

and also offers the same amount of content but that is the only link to a NB to

8 Interestingly, the participants considered the label “silicon- and paraben-free” label as a determinant

of quality, whereas the silicon-free claim on the Balea shampoo was considered as determinant for natural- and healthiness

Figure 6 – Comparison of "Farbglanz

Shampoos"

Source: www.rossmann.de, www.dm.de

21

identify. It rather seems like Isana copies the outer appearance of Balea, also using

colored closures, a white contrasting container to the closure, labels that capture the

color of the closure and a picture of a woman as shown in Figure 6.


Rossmann wants the Isana hair care products to be perceived as established

products of up-market and outstanding quality that are developed and optimized

according to customer needs delivering an indulging care experience to the

consumer. However, this is not what the public image reflects. The group discussion

was able to identify quality as a main positioning dimension to the retailer. This

perception was mainly based on the notice of the Öko-Test quality label on one of the

investigated shampoos, the silver metallic stripe on each label and the stamp “silicon-

and paraben-free.” However, whereas the Öko-Test label in general appealed

positively, the silver stripe appealed badly. This can be explained in relation with the

dimension of price: the participants rationally considered affordability, hence the

price, to be a dimension. This was based on the physical price and the outer

packaging of the shampoos. The personal perception of the outer appearance

however was devastating: those who had considered Balea to look cheap revised

their opinion and claimed Isana to be steps beneath Balea standards. This

perception was pushed by the poor quality of the picture, the closure that looks like it

is going to break the very next minute and the milky-white container color that makes

the shampoo appear grey and dirty – conveying the opposite of clean. The

perception of cheap consequently had a negative charisma on the quality dimension.

The silver stripe was hence considered to be a completely detached design element

trying to communicate quality that is defeated by the cheap package design.

Alarming is the fact, that the group discussion was not able to identify any of the

other dimensions and attributes Rossmann claims to be true in its positioning

statement. Instead, functionality is an attribute for the shampoos that objects the

emotional and indulging care character of the products. This functionality was not

only identified due to the label design but also due to the smell of the products, that

was considered to be less intensive than the Balea products, but has a more

cleansing touch and reminds of soap instead of a shampoo. With regard to the smell,

it was assessed to be not consistent: two of the shampoos smelled “quite okay” the

others were considered to have a chemical and odaxetic touch. Also the fact, that the

22

smell giving ingredients could not be identified except for one shampoo was

appraised negatively. The combination of both the brand name (that was considered

to sound like the name of a panty liner and due to its ending “sana” reminds of

sanitary) and blockish and bulky shape of the bottle, with an unappealing, poor and

old-fashioned label design did not allow any associations with beauty care.

Summarizing the positioning performance cannot be evaluated as successful.

4.4 Budnikowsky – budni care® Shampoo 300ml 0,65 €

4.4.1 Self-image

“budni care®

GESICHTS- UND KÖRPERPFLEGE VON BUDNI

budni care® steht für Reinigung und Pflege für den ganzen Körper, jedes Alter und jedes

Bedürfnis. Die moderne, preisbewusste Kosmetikmarke von BUDNI bietet wirksame

Produkte für Ihr persönliches Wohlbefinden. Entdecken Sie individuelle Pflege für jeden

Haut- und Haartyp und jedes Pflegebedürfnis.“ ( IWAN BUDNIKOWSKY GmbH & Co.

KG, 2014a)

“budni care®

Haarpflege

Für schön und gepflegt aussehendes Haar: Die budni care® Shampoos ohne Silikone

sind ideal für die tägliche Haarwäsche geeignet und gehen auf die unterschiedlichen

Haarbedürfnisse ein. Ergänzende Spülungen sorgen für die extra Portion Pflege und eine

bessere Kämmbarkeit.“ ( IWAN BUDNIKOWSKY GmbH & Co. KG, 2014b)

This positioning statement was assessed by the group discussion as rather honest

and quite tangible for the consumer. It provides a plain, neutral and bland statement

about what budni care® and budni care® Haarpflege stand for and the benefits the

products provide to the consumer. The dimensions Budnikowsky addresses refer to

the dimension of price, since the products are price-conscious, health /

sustainability because all products are silicon-free, and the dimensions of

modernity meaning all products are considered to conform latest technology and

design. The dimension of the care character was not touched in the group

discussion but has to be considered as a main dimension since it is mentioned rather

often in the statement: the brand name contains the word “care”, the heading states

“face- and body care” as does the sub-brand heading, the naming of “cleansing and

care”, “individual care”, “every care need” and “beautifully and cared looking hair”

reinforce this impression. Still, the fact that the products are claimed to be functional

combined with the mentioning of “cleansing” addresses the opposite side of the care

character dimension. The last dimension refers to the universal usability of the

23

Figure 7 – Example of

budni care® shampoo

Source: own photography

products, which is justified by the mentioning of “care for the whole body, each age

and need” and “every skin- and hair type and every care need”. Against the finding in

the group discussion hence the dimension of universal usability and a fostering care

character are considered to be the core dimensions of Budnikowsky.

4.4.2 Public image

The budni care® shampoos are characterized by an

unobtrusive fragrance intensity with soapy components that is

similar to the Isana fragrances. The container shape is oval with

slightly constricted center, which reminds of a sand glass. The

closure makes a stable impression. The lid of the closure

matches the color of the container, whereas the bottom of the

closure is colored. The container itself has a pearlescent white.

The front label has a color gradient from white at the top, to the

respective color used in the closure at the bottom. The white

area houses the brand name and label, which is followed by the

shampoo name, a small active ingredient description and an

abstract sign that looks similar to a pearl and contains the product benefit according

to the shampoo name. Completing, the hint that the shampoo is free of silicones and

the respective hair type description the shampoo is best suited for follows.9

Derived from the described outer appearance and smell, the group discussion

identified the following dimensions: the fact that the label design is very technical and

does not use any inspiring illustration elements was seen as a determinant for

functionality and simplicity. The products promise to give moist or shine to the hair

and leave it at that. Additionally, the brand name “budni care®” in front of a white

background, gives the shampoo a rather clinical appearance, which also refers to the

care character of the products. The fact, that the label design is not specified with

respect to a gender target group (male / female) was considered to be an indicator

for universal usability. The core dimension for the group discussion formed the

functionality and care character dimension.

9 A larger illustration of a budni care® shampoo is provided in the Appendix 2 – pictures

24


Like the other two drugstore brands the budni care®

product range is categorized as a commodity group-/

segment brand since it compromises a wide range of

body and face care products that can be condensed

to beauty care products. Like its private label

drugstore competitors, Budnikowsky follows the

imitation brand strategy. The brand being copied is

NIVEA, as Figure 8 displays. Although the shape of

the closures does not quite match, the budni care®

products make use of contrasting colors between

closure lid and closure body. The shape of both

containers reminds of a sand glass and also the

pearlescent paint of the container is the same. Another similarity is the utilization of

abstract illustrations in the bottom third of the label that is the same for any sort of

shampoo and only varies slightly with respect to its filling or structure.


The comparison between self- and public image reveals that the positioning of budni

care® products is unsatisfactory implemented. This finding is not only based on the

numbers of identified positioning dimensions but also on the areas the products are

settled within these dimensions. A dimension that was part of public- and self-image

was the universal usability dimension. It was traced back due to the technical label

that does not actively exclude gender or any age group. However, budni care® rather

focuses on women since there is a men line available, and the participants remarked

that this technical kind of design would have the potential to scare women that are

looking for more emotional involvement away. The second dimension that was identi-

fied was perceived opposing to the direction intended by Budnikowsky: the care

character of the products was supposed to be caring in a positive and pleasant way

but in the group discussion determined as rather clinical, which goes into the direc-

tion of cleansing. This impression was mainly based on the high white share in the

label combined with the white bottle color and the brand name. Together with the fact

that the dimension of health / sustainability was not even considered being a dimen-

sion of interest, which bridges to the perception of the outer appearance.

Figure 8 – Comparison of

“Feuchtigkeitsshampoos”

Source: www.budni.de, www.nivea.de

25

With respect to the imitation brand strategy, even the NIVEA fragrance was tried to

imitate, but the participants declared this attempt as unsuccessful. The smell was

assessed similar to the Isana products, some of the fragrances were valued

positively whereas others reminded of detergents and did not allow any association

to care and beauty and it was impossible to identify the different scents. Also the

brand name “budni care®” is obstructive for associations to beauty and care, since it

sounds rather clipped and has nothing aesthetic. On the other hand, the packaging

material of the shampoos was evaluated very positive, being elegant and aesthetic

and fitting pleasantly in the hand. Also, the processing of both container and closure

in combination with the pearlescent white color, look valuable and was assessed up-

market by the group discussion. However, this positive image is undone by the

design of the label. During the group discussion the label was reason for several

disbelieved comments and reactions. The participants claimed that the label does not

play on emotions at all and is way too functional and technical for a women

shampoo. The repeated utilization of the abstract label was described as

unimaginative and boring. The color gradient of the label is too severe and much for

the subtle coloring of the container and closure. Additionally, the font size is way too

small and prohibits a fair readability, which was also a reason why the group

discussion decided that the mentioning of “silicone-free” is not relevant, precisely

because it is not centered and highlighted at all. The whole design was considered to

be a determinant to exclude young consumers from buying this shampoo since the

whole appearance is so boring and also to exclude elder people with detective sight

due to the bad readability. The conclusion of the group discussion was that

Budnikowsky is going to struggle approaching the sales figures of the former

distributed Balea shampoos.

4.5 Resumé on positioning strategies

Derived on the findings above the resumé about the seen positioning strategies and

their implementation was rather negative. According to the group discussion, apart

from Balea, which succeeds in bonding young consumers, none of the other

drugstores is able to generate customer loyalty through its PLBs due to massive

deficits in the implementation of the positioning.

26

Packaging: - up-market - aesthetic -> differentiator to other PLBs Positioning statement: - honest - pragmatic - concentrated

Label: - technical, unaesthetic - conveys wrong values - small fonts put no focus - functional, no emotions Positioning statement: - no real USP - no empirical values

Status: - long established in Hamburg -> Budni as "Hamburger Original" - sustainability image - will of clients to support a regional supplier

Promotion: - aggressive advertisment by dm - Rossmann offers price discounts on PLB Economic power: smallest branch network -> less sales + economies of sales -> little financial scope

budni care® shampoo

5 Optimization of budni care® Haarpflege

The following section tries to elaborate strengths and weaknesses of the budni care®

Haarpflege positioning and the respective implementation. The results will be used to

derive suggestions for optimization that are based on the findings of the previous

chapter, also taking into account the analysis results of Budnikowsky’s competitors

dm and Rossmann. The optimization suggestions aim at reinforcing the strengths

and eliminating the weaknesses in order to strengthen the position and brand image

of budni care® and hence increase store loyalty. In the last section possible new

dimensions and approaches for a budni care® line extension will be given.

5.1 Strengths and weaknesses

Based on the comparison of self- and public image as well as the opinions about the

perception of the products it is possible to elaborate strengths and weaknesses of the

budni care® positioning and the way of its implementation. Additionally, the

catalogue will comprise strengths and weaknesses that are obtained from

Budnikowsky’s environment.

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

Competition: - dm and Rossmann expand branch networks - highly competitive market

Figure 9 – SWOT analysis of budni care® shampoos

Source: own depiction

Smell: - detergent-like, not caring but cleansing - not identifiable components Name: - not suited for beauty care products Promotion: - lacking promotion during product launch period

Label: - universal , non-restrictive towards a target group - different to other PLBs

27

As the comparison between self- and public-image combined with the personal

opinions of the group discussion participants evolved, the positioning and its

implementation have been considered as rather unsuccessful. However, besides the

noted weaknesses, there are also aspects that have been rated positive. Beneficial

to mention is the design of the plastic bottle. The pearlescent color and aesthetic

shape not only convey quality and an up-market appearance but also function as a

massive differentiator towards the analyzed dm and Rossmann shampoos.

Additionally to mention is the positioning statement as such, that addresses not too

many positioning dimensions, is easy to understand and conveys an impression of

honesty and modesty. The label designs of the Isana and Balea shampoos target on

a female young target group due to the used colors and picture of a young woman.

Contrary, the budni care® label neither excludes nor includes a specific target group,

which was considered positively by the group discussion and hence bears the

potential to address a grander target group. Instead, the budni care® label differs to

the configuration of the Isana and Balea shampoos, which differentiates the whole

shampoo range from its competitors’.

On the other hand, the label was also identified to be the biggest weakness since it

does not convey the desired dimensions and attributes according to the positioning

statement and rather allows associations to the adverse direction (gentle care vs.

clinical tidiness). Besides this misleading function, the technical and unaesthetic

design of the label also has the unfavorable characteristic to scare woman, who are

generally looking for more aesthetic and emotional elements on their beauty

products, away. Additionally, the small fonts are daunting to read and are not eye

catching, which leaves room for improvement.

Except of the claim of silicon-free shampoos the positioning statement does not

provide a real USP to the consumer. This is mainly based on the circumstance of the

short brand history which leaves Budnikowsky no room to claim on other proved or

empirical values.

A weakness of the products was the fragrance that was considered to smell like

detergent and not shampoo. However, this is a weakness that might be relativized by

people with different tastes because the smell is very subjective. Still, it was

28

important for the group discussion participants to be able to identify the fragrance

giving components, which was not provided by the budni care® shampoos.

Additionally, the brand name has to be considered as a massive weakness that not

only affects the shampoo and hair care range but the whole assortment. The attempt

to integrate Budnikowsky’s nickname “Budni” into the brand name is a charming idea.

Nevertheless, in combination with the word “care”, the brand name appears to be

rather rough and has nothing fluent or aesthetic, which are attributes that are usually

associated with beauty. This is why – although the brand name as such provides the

word “care” – nothing caring was identified in the group discussion, which is hence

regarded as a weakness.

Another weakness can be named with respect to promotion activities. The only

promotion so far has been an announcement in the Budnikowsky shelves the month

before budni care® was introduced (Kaever, 2014), poster advertising in the markets

(and on the homepage and a discount action of 15 per cent in the first two months).10

However, since then no promotional activities have been detected. This directly

correlates negatively with external threats, meaning promotional activities of

Budnikowsky’s direct competitors: Rossmann is constantly performing discount

actions for its shampoos and dm is enforcing its brand presence through aggressive

poster advertising that refers to the delisted Balea and Alverde products and reminds

the consumer where to get the “originals”. (Geisler, 2014b)

The highly competitive drugstore market structure (cf. chapter 3.2) is another

massive threat for Budnikowsky. dm and Rossmann open one store after another,

solely dm plans to expand its branch network from currently 18 to 50 or 60 branches

in the long run. The small market power of Budnikowsky consequently results in

fewer sales than the competitors. This in turn results in lower sales of economy,

which leads to a lower financial scope to be invested into product development and

packaging compared to the competitors.

However, Budnikowsky still has a regional advantage towards dm and Rossmann. Its

branch network is broad in the Hamburg metropolitan area and its hinterland and the

drugstore chain is deeply ingrained in the regional area of Hamburg since its

formation in 1912 in Harburg (IWAN BUDNIKOWSKY GmbH & Co. KG, 2014c). 10

This discount action cannot be verfied, it was personal experience of the author of this thesis

29

Based on this long tradition and the constant integration of products that match the

Hamburg identity (Hamburg merchandise articles), Budnikowsky is considered to be

a “Hamburger Original” and there are a lot of “Budnianer”11 that are keen to support

“their” Budnikowsky against the cutthroat competition with dm and Rossmann.

5.2 Suggestions for improvement

The derived strengths and weaknesses will be used to evolve suggestions for

improvements. Hereby also the results of the dm and Rossmann private label

shampoo positioning analysis will be considered.

Principally, there are three options for Budnikowsky: the first option means to adopt

the positioning statement according to the outer appearance of the product. The

second option consequently means to leave the positioning statement as it is and to

improve the outer appearance in order to mirror more content from the positioning

statement, or third to combine improvement action on both sides.

Inter alia, the positioning statement stated modernity and price as a dimension of

interest. Nevertheless, none of the two has been identified in the group discussion.

The price was a dimension that has not been considered very favorable in the group

discussion, particularly when the packaging matches the claim to be price-conscious

(e.g Balea). In the case of Budnikowsky, however, the packaging was assessed to

look rather upmarket. A reference to the dimension of price might become

counterproductive. The physical price of 0,65 € is reference enough with respect to

the affordability of the products, which is why to suggest to eliminate the dimension of

price from the statement. Another suggestion for elimination would be the aspect of

“modernity”. The group discussion declared that modernity is a dimension difficult to

implement, since it is a term every consumer evaluates subjectively. Different age

groups have different perceptions about modernity, which is determined by their

milieu. There is no such design or packaging that states: “I look modern”. To avoid

misconception, this dimension should be removed from the positioning statement. In

this context a potential limitation of the target group could help to better address the

needs of a specific target group. On the other hand, Budnikowsky could try to

enhance its sustainability profile in the positioning statement by pushing the aspect of

silicon-free shampoos, maybe by claiming WHY the shampoos are silicon-free. As a

11

Synonym for Budni clients

30

consequence thereof, this aspect has to be stressed in the label as well, but this will

be discussed later. The lack of a real USP towards its competitors could be

antagonized by claiming the wish for improvement in close collaboration and

constant dialogue with the consumer and the long term goal to offer quality-certified

products in the future. In a way, this is, what Isana already claimed to do in its

positioning statement, and this approach was considered to be positive. Stressing the

above described approach would go in line with Budnikowsky’s image to cultivate its

consumer dialogue. With some marketing skills, it would also be possible to integrate

the aspect of tradition into the positioning statement that, together with the consumer

dialogue and the will to improve the products over time, could form a harmonic whole

and would, in the light of lacking empirical values, give more substance to the

positioning statement. Nevertheless, the implementation of such an approach might

be challenging, Isana was not able to reflect the similar dimension in its products.

Additionally, Budnikowsky should keep in mind not to overstrain the consumer by

addressing too many dimensions and attributes (as undertaken by Balea and Isana)

and should focus on retaining the honest and pragmatic tone of its current statement.

Additionally, the avoidance of negatively correlating dimensions like especially Balea

uses them is vital because in order to overcome negatively correlating dimensions

and attributes it requires a lot experience to convince the consumer to be able to

minimize the trade-off. (Kotler & et al, 2009, p. 367f) Especially in the infancy time of

the budni care® products, it is almost impossible to impart that kind of competence

and trust to the consumer.

The following suggestions for improvement

aim at improving the outer appearance and

smell of the products. The first area for

improvement is the name “budni care®” in

combination with the logo that currently

states the brand name and is complemented

with the supplement “Budni”. As suggested in the group discussion, a revision of the

name is vital to reflect the dimension of care, meaning fostering and not cleansing.

The case of Balea serves as example how the name, especially in reference to a NB,

can become an effective tool to reflect a fostering care characteristic and benefit from

the reputation of a NB. Words, referring to the beauty aspect of hair wash, could

Figure 10 – Ideas for new brand name and

label

Source: own depiction

31

exemplary be “belle” or “smart” and could be complemented by the term “hair”:

BellHAIR or SmartHair would address the segment (hair) and the care dimension and

would bear the potential to be umbrella branded by Budni as indicated in Figure 10

and sound more harmonic and hence caring to the consumer. However, the

complete change of a just introduced brand name might be too confusing to the

consumer and weaken the already weak brand position and image by signaling

uncertainty to the consumer. Additionally, it is difficult to justify the exclusion of the

hair care segment from the body care range.

In order to strengthen Budnikowsky’s competitive advantage of an aesthetic and

exclusive looking packaging it is necessary to use a label that emphasizes this

exclusivity. By this, although the positioning statement does not address the

dimension of quality yet due to missing prove as of the young brand history, the

aspect of quality could be addressed, which is a very important aspect to the

consumer. A respective label could be transparent or dull using only few and small

metallic silver highlights that underline the aspect of quality (used for the stripes that

frame the brand name or a highlight in the abstract symbol). However, the challenge

is, to integrate such elements into the design and make it look authentic to avoid the

impression of cheapness as occurred in the case of Isana.

The next suggestion for enhancement also aims at better and positively reflecting the

care dimension. For this, the fragrances have to be improved, as many of them smell

like detergents and convey cleaning instead of caring. Clear defined and fruity, fresh

fragrances were preferred in the group discussion where Balea and Guhl, a NB

shampoo that was used as reference model in the group discussion, could function

as benchmark.

The major improvement potential bears the shampoo label. Its biggest deficiency is

that it conveys the impression of clinical cleanliness, although the positioning

statement puts the focus on care. A reasonable action would be to reduce the white

color proportion by using different font color and renounce the white background

behind the budni care® label. The brilliant white does not harmonize with the

pearlescent white of the bottle anyway, giving it a blurred touch that relativizes the

precious impression of the pearlescent shimmer. With respect to colors, the group

discussion suggested to reduce the intensity of the label color, to be thriftier with the

32

color usage in general or to leave the entire background color away. A reduction of

color would then call for usage of a darker font color (this goes in line with the

reduction of the white proportion, see above) and the font size simultaneously has to

be increased to provide a good readability of the product information. A

fragmentation of the product information would help for orientation, as shown in the

analysis of the Isana shampoos. To overcome the pedestrian and functional look of

the label the abstract symbol should be revised in order to appeal more emotions.

This could be achieved by using varying implementations of the same symbol, where

the core stays the same but adaptations stress the respective shampoo function.

This idea is currently being conducted by Budnikowsky, but due to the equal coloring

between symbol and label background a difference between the symbols is almost

not visible. Another possibility to endow the product with more emotional facets by

revising the symbol would be to incorporate illustrations of one or two marketing

ingredients into the symbol, which would then serve as a frame for the illustration.

This idea not only satisfies consumers that prefer products with illustrations but

moreover does justice to consumers that prefer the labeling of

active ingredients / perfume components as claimed in the

fragrance paragraph of this chapter. The inclusion of a picture

of a woman was not considered in order to maintain a

differentiator to Isana and Balea. Additionally, a picture was

considered to be too restrictive with respect to the target

group as the analysis of Balea and Isana derived. Alternatively, as shown in Figure

11, it would be possible to integrate a picture of just hair that does not leave place for

restrictions except for the hair color. In case a picture is implemented, Budnikowsky

should ensure to make use of a high quality picture underlining the quality of the

product and reflecting the quality of the packaging to avoid negative perceptions like

Isana.

The last proposal for improvement falls into the area of promotion. As stated in the

chapter before, dm is currently expanding its advertising campaigns. Budnikowsky

should do the exact same thing. Currently, dm is benefiting from the fact, that many

Balea buyers are confused that their favorite brand is no longer available at

Budnikowsky and that the substitute brand looks so different to the familiar Balea

brand. Dm tries to convince the consumer to accept a longer drive to get “the

Figure 11 – Example for

label illustration

Source: www.myself.de

33

originals”. Budnikowsky could counteract by stressing that they provide the “Hamburg

original”, or highlighting “new beginnings”, or claiming “nobody’s perfect but with your

help we will” or anything similar that penetrates the consumers’ minds and convinces

them to give budni care® a chance.

Summarizing, the provided proposals reflect some of the results of the group

discussion. However the results of the group discussion are not representative, they

just provide a small excerpt of various opinions about the analyzed products. Still,

Budnikowsky has to wonder whether the taken path, to replace Balea products with

products that look so obviously different to the consumer, was the right path.

Admittedly, Budnikowsky herewith started a differentiating process and tries to make

itself stand out from the Balea products, stating “we try something new and different”.

On the other hand, the design of the new products looks so different that the

consumer might get confused and put off the products due to their unfamiliar and –

as observed in the group discussion – slightly appealing look. In this case, a one-on-

one imitation strategy by copying the Balea products might have been the better

strategy in order to retain the client base that now preferably might accept longer

ways to a dm store in order to get their familiar shampoo.

5.3 Prospects: new approaches for line extensions

The following chapter proposes new positioning approaches for potential line

extensions of the budni care® hair care range. Currently, the budni care® hair care

range consists of basic products, including shampoos and conditioner and one hair

mask, which is complemented by the hair care range of the natural cosmetic PLB

“Aliqua”. Depending on how the hair care segment is accepted and accordingly

supported through physical sales, deliberations about possible line extensions and

supplements to the current hair care range have to be undertaken. Derived from the

product range development of the competitors, the next steps include the

development of a styling product range and a professional line, as just undertaken by

Isana following the example of Balea, would be next. However, to follow the exact

same steps like Balea and Isana would be ordinary and as the design of the current

hair care range shows, imitation of the existent PLBs is not what Budnikowsky

intends for its own private label hair care range.

34

A first concept would be the implementation of a luxury range. Perfumeries like

Douglas show, that PLBs in the luxury hair care segment can work with prices of

almost ten Euros. However, it is questionable whether a luxury segment would work

in a drugstore since currently the most expensive shampoo is priced slightly beyond

4,00 € (Guhl) followed by Head & Shoulders with 3,45 €, Sebamed (3,39 €) and

Syoss (3,25 €) in the Rossmann online shop.12 However, luxury not only is reflected

in the price but in the packaging and the group discussion stated they would

appreciate more advanced looking packaging also for products that are

comparatively reasonable. Based on the willingness to pay more for advanced

looking and respectively effective products, it could be possible to launch a luxury

care segment slightly priced beyond the dearest shampoos in the shelf. However,

this should happen detached from the current budni care® label since it would

undermine the aspect of quality and luxury if the label compromises the cheapest

and one of the most expensive shampoos under the same label.

Another approach could be to emphasize Budnikowsky’s sense for plainness by a

professional hair care range that is characterized by simple but high quality

packaging, e.g. in reference to the Syoss products. Sometimes, “less is more” and

reflects more competence and professionalism than an overloaded bottle design.

Using a plain white, black or gray bottle stating a colored benefit like “VOLUME”,

“CURLS”, “BLONDE”, “BROWN”, “GREY”, “MOIST”, “STRAIGHT” or “REPAIR” with

a small supplement of the active agent or marketing ingredient could be more

impressive than a colorful and unsettled design. Additionally, although this design in

a way implies a step back to the roots of private label history where the configuration

of a private label product was not as important as it is now, this kind of design could

become a pleasant differentiator to other PLBs – under the condition that the

processing of packaging and label material is up-market that confutes the impression

of a typical PLB appearance.

An approach to reach more generations could be the introduction of an “all

generations” product range that offers solutions for hair problems of different stages

of life and gender-spanning. This range could comprise products for grey hair, blower

12

Prices are available under www.douglas.de and www.rossmannversand.de

35

hair, colored hair, spare hair, stressed hair, perm hair, young hair, adult hair, etc. and

could be consolidated under an “allgen (all generations) competence” label or similar.

Alternatively, a positioning that goes more into the direction of Herbal Essences,

could be an idea for new product positioning in the private label hair care segment.

Herbal made hair wash an arousing experience with their experience positioning that

was pushed via TV commercials. Of course, Budnikowsky will hardly be able to start

a regional commercial campaign since this would go beyond the scope and budget of

private label advertising. However, this kind of approach has not been followed so far

by a PLB, and it should be possible to benefit from Herbal Essences brand image if a

rather good imitation strategy would be followed. The development of a positioning

that involves as many senses as possible, e.g. the nose through an appealing smell,

that is even perceptible on the tongue, the eye through advanced packaging and

design and an appealing recipe color, the skin through outstanding care

characteristics and the ears through a special foaming sensation that is audible. A

suitable brand name for such kind of positioning could be “HAIRSENSES”,

“HAIRSPIRIT” or “HAIRSENSATION”, using shampoo names that respectively

capture the topic of senses.

A new approach that was appreciated by the group discussion was the use of

innovative ingredients and active innovation. However, due to the relatively small

catchment area in the region of Hamburg and the herewith smaller physical sales for

Budnikowsky, it might be an issue to allocate research costs on a relatively small

number of products and still keep prices low. Additionally, Budni currently does not

dispose of such kind of innovation laboratory and an investment into such an

institution could be too costly for Budnikowsky at all.

Summarizing, the shown possibilities are not complete new to the market, but they

form new approaches for the private label market. Through the expansion of

advertising activities, which is a trend for PLBs as indicated in chapter 3.1, it will also

be possible to develop and strengthen a positioning that is divergent to other PLB

positioning and can hence provide a differentiation potential towards PLB

competitors.

36

6 Conclusion

The relevance of PLBs has increased in the past years. Over time, the former

minimalist approach with respect to brand management and development for PLBs is

no longer contemporary. In this context, in oversaturated markets powerful brand

positioning has become an indispensable managerial tool also for PLBs to occupy a

specific space in the consumers’ minds in order to withstand the pressure of

competing private labels and NBs. Hereby PLBs can follow different approaches in

order to implement a certain positioning. These strategies vary according to private

label brand type and are dependent from the business strategy. The chosen

positioning strategy and positioning dimensions directly determine and affect the

branding and marketing mix elements that ideally reflect and convey positioning

dimension and hence brand values to the consumer and give the consumer an

orientation of what to expect from the product.

In this context, it should be the overall goal to occupy the ideal place in the

consumer’s mind and to bring the real image of a brand as close as possible to its

ideal image. This ideal image can be influenced by the above mentioned marketing

and branding elements that mirror positioning dimensions according to the position-

ing statement and are relevant and authentic for the consumer.

Nevertheless, due to mistakes in the implementation (packaging, branding) as well

as the usage of irrelevant or unauthentic dimensions, it comes to deviations between

the wishful thinking of the manufacturer of NBs or retailer of PLBs and the public

perception of a brand. This condition was confirmed and revealed in an analysis of

self- and public image of private label hair care brands, namely shampoos.

Especially, the utilization of negatively correlating attributes and positioning

dimensions and the misleading use of packaging material and design elements was

identified to be a cause for miscommunication.

With special focus on the newly launched PLB of Budnikowsky, budni care®, it was

revealed that positioning statement and positioning implementation bear the potential

for improvement and proposals for improvement have been given. Reflecting the

identified strengths and weaknesses in combination with the development of new

positioning approaches, it would have been more beneficial and more substance-

giving to the content of this paper to combine the more creative potential of a group

37

discussion with a more representative questionnaire. Especially the questions with

respect to relevance of positioning dimensions were difficult to answer, because the

answers were very subjective and could not be generalized. Additionally, the

classification of attributes into positioning dimensions was partially conducted

differently per drugstore, which was mainly based on different perceptions of

attributes according to the outer appearance of the shampoos. Hence, e.g. the label

of silicon-free shampoos once was considered as indicator for healthiness and the

other time as indicator for quality. Therefore, the findings of the group discussion

might be disproved in a more representative survey or questionnaire, setting fixed

parameters for the categorization of attributes into positioning dimensions. Based on

this, it is advisable for Budnikowsky to convey comprehensive surveys to ensure to

obtain an informative and helpful image of the public perception of its private label

products.

38

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V

Appendix

Appendix 1 – Private label brand types….………………………………………………VI

Appendix 2 – Pictures……………………………………………………………………..VII

Appendix 3 – Group discussion guideline……………………………………………….X

Appendix 4 – Group discussion summary……………………………………………..XIII

Eidesstattliche Erklärung und Einverständnis zu Veröffentlichung......................XXVII

VI

Appendix I – Private label brand types

According to Berekoven (1995, p. 134f) and Gröppel-Klein (2005, p. 1119f) PLBs can

be classified into different brand types:

- Individual brands are also referred to as mono- or solitary brands since they only

mark a single product (e.g. the detergent “Tandil”, a PLB of ALDI).

- Commodity group- or segment brands are characterized by consolidating

congeneric products under the same label (e.g. beauty care) in order to create

synergy effects by transferring brand image from one brand to the other. This

strategy resembles the umbrella brand strategy of NB manufacturer.

- Product line brands are also referred to as universal brands. They are much

more encompassing than commodity group brands since they also comprise

unrelated products and herby enlarge the scope of the label a lot more.

- Generic brands, also denoted as “no-names”, are considered not to have any

differentiating characteristic but to concentrate on the appellation of the product

type (e.g. REWE and Ja!). Generally, they are positioned significantly beneath the

price-level of NBs. (Springer Gabler Verlag)

- Store brands aim at offering a holistic product range that is assigned to just one

single company. By this, consumer no longer take care of individual products but

of the source of supply the get the products from (e.g. IKEA, H&M) (Gröppel-

Klein, 2005, p. 1119 f)

VII

Appendix II – Pictures

Schauma (Schwarzkopf) source: www.schauma.de

NIVEA (Beiersdorf) source: www.nivea.de

Head & Shoulders

(P&G) Source: www.headandshoulders.de

VIII

Balea (dm) source: www.dm.de

Budni care®

(Budnikowsky) source: www.budni.de

Isana Hair (Rossmann) source: www.rossmann.de

IX

Budni Poster Advertisment source: www.budni.de

X

Appendix III – Group discussion guideline

Ziele der Gruppendiskussion

1. Aufzeichnung eines Fremdbildes von Eigenmarken im Bereich Haarpflege

verschiedener Drogeriemärkte anhand von Shampoos

a. Wahrnehmung und Beurteilung des äußeren Erscheinungsbildes

durch die Teilnehmer

b. Ableitung möglicher Positionierungsinhalte/-dimensionen anhand

des äußeren Erscheinungsbildes

2. Mit Hilfe des Nutzenversprechens (value proposition) Ableitung des

Markenbildes wie vom Drogeriemarkt erwünscht durch Identifizierung von

Positionierungsdimensionen (Eigenbild)

3. Unter Berücksichtigung der Punkte 1.-2. Aufzeigen von Unterschieden und

hieraus Ableitung möglicher Verbesserungsansätze

4. Beurteilung der Effektivität der gewählten Positionierungsstrategien

5. Erarbeitung möglicher neuer Positionierungsräume/Strategien

Ablauf

1. Begrüßung

2. Einleitung ins Thema

2.1. Kurze Zusammenfassung des behandelten Thema

2.2. Vorgehensweise der Gruppendiskussion darlegen (entsprechend des

unten folgenden Ablaufs)

3. Zunächst Aufstellung von Shampoos von 3 Markenherstellern als Referenz

nach Preissegmenten aufgestellt

4. dm:

4.1. Aufzeichnung des Fremdbildes anhand Preis, Name, Verpackung

Hierfür wird den Teilnehmern das dm Shampoo auf den Tisch gestellt,

der Preis genannt und jedem die Möglichkeit geben, das Produkt auf sich

wirken zu lassen (anfassen, betrachten, riechen)

a. Stellt euch vor, ihr steht im Drogeriemarkt und vergleicht dieses Shampoo

mit anderen Markenshampoos. Wie beurteilt ihr es rein bezüglich der

Aufmachung (positiv/negativ/neutral) und wo würdet ihr es im Vergleich

zu den Markenartikeln einordnen?

b. Welches sind die Kriterien nach welchen eine Einordnung erfolgt,

begründet die Wahl eurer Einordnung? Was gefällt gut/nicht so gut/ gar

nicht, z.B. Farben, Schriften, Bilder, Form, Name, Preis, Geruch sonstige?

c. Welches sind die Attribute zur Beschreibung dieses Produktes und wie

kann man diese in Dimensionen ausdrücken? z.B. Billig vs. luxuriös,

jugendlich vs. altbacken, professionell vs. Amateurhaft, funktional vs.

Verspielt

d. Legt euch auf zwei Dimensionen fest, die eurer Meinung nach aufgrund

des äußeren Erscheinungsbildes am relevantesten/wichtigsten/klarsten

XI

definiert sind und somit Positionierungsdimensionen des Herstellers

darstellen könnten

4.2. Aufzeichnung des Eigenbildes anhand des Nutzenversprechens

Hierfür wird den Teilnehmern das Nutzenversprechen von dm vorgelegt

a. Versucht dem Nutzenversprechen, wie bereits zuvor dem äußerem

Erscheinungsbild, Attribute zu entnehmen und diese in Dimensionen

zusammenzufassen, die dem Unternehmen anscheinend für die

Wahrnehmung ihres Produktes wichtig sind und nach dem es sie zu

positionieren versucht

b. Welches sind für euch die relevantesten / wichtigsten Dimensionen, die

der Hersteller versucht zu vermitteln?

4.3. Unterschiede zw. Fremd- und Eigenbild und Ableitung von

Verbesserungsansätzen

a. Ihr habt euch eurer Bild des zu beurteilenden Produktes anhand der

äußeren Erscheinung und des Duftes gebildet und seid nun mit dem

Eigenbild konfrontiert. Es gibt ggf. Abweichungen. Wenn ihr das

erwünschte Eigenbild mit dem Fremdbild, dass ihr euch gemacht habt,

vergleicht, inwieweit besteht Verbesserungsbedarf in der Formulierung

des Nutzenversprechens und/oder der Umsetzung und Übertragung der

Positionierung auf die äußere Erscheinung des Produkts? Wie könnte

eine Verbesserung praktisch aussehen?

WIEDERHOLUNG DER PUNKTE 4.1 BIS 4.3 FÜR ALLE DROGERIEMARKT

KETTEN!!!!

5. Beurteilung der Effektivität der Positionierungen

a. Ihr habt jetzt drei verschiedene Positionierungsstatements und die

entsprechenden Umsetzungen gesehen. Wie ist eure Meinung bezüglich

der Effektivität, das heißt, sind die gewählten Positionierungen

zusammen mit der Umsetzung geeignet, entsprechend dem Ziel mit

Eigenmarken die Geschäftsbindung vom Kunden an den Drogeriemarkt

zu festigen? Sprich, würdet Ihr rein von der äußeren Erscheinung und

anhand des Nutzenversprechens für euch entscheiden, euer Shampoo

nur bei dm oder Rossmann oder Budni zu kaufen?

5.1. Erschließung neuer Positionierungsdimensionen und –strategien

a. Ihr habt jetzt alle der zu untersuchenden Eigenmarken beurteilt, was ist

euch grundsätzlich aufgefallen, gibt es Ähnlichkeiten oder Unterschiede in

den Positionierungen? (Was ist gleich, was ist unterschiedlich?)

b. Welche Positionierungsräume wurden noch nicht erschlossen, bzw.

welche Dimensionen wurden eurer Meinung nach noch nicht

besetzt/angerissen?

c. Seht ihr Möglichkeiten bzw. Strategien, wie man den Endverbraucher auf

eine neue, spektakuläre und vor allem einzigartige Art und Weise

XII

ansprechen kann? (Differenzierung, Erlebnismarketing,

Kommunikationsmaßnahmen, etc.)

XIII

Appendix IV – Group discussion summary

Zusammenfassung der Gruppendiskussion vom 24.07.2014 zum Thema

Haarpflege Eigenmarken von Drogerieketten

Moderator, Protokollant: Nicole Lumbeck

Teilnehmer: Arne Bösehans (26), Birte Bösehans (29), Steven Fenske (24), Svenja

Feyer (31), Barbara Lumbeck (53), Maren Lumbeck (23), Markus Lumbeck (24), Nina

Schröder (30)

Dokumentation: Tonband

Chronologisch, sinngemäße Zusammenfassung der Gruppendiskussion

1. Begrüßung und kurze Vorstellung

2. Einleitung ins Thema

a. Kurze Zusammenfassung des behandelten Themas in der Bachelorarbeit

b. Erläuterung der Vorgehensweise dieser Gruppendiskussion

c. Erläuterung des Verhaltenskodex

d. Mitteilung über die Aufnahme der Gruppendiskussion, mündliche

Einholung des Einverständnisses jedes Teilnehmers

3. Start der Gruppendiskussion und Beginn der Tonbandaufnahme

BALEA 0,65 € VON dm

Ableitung des Fremdbildes der Marke Balea auf die Teilnehmer anhand Preis,

Name, Verpackung, Design und Duft

Zu diesem Zwecke wurden den Teilnehmern vier verschiedene Shampoos der Marke

Balea (Farbglanz, Volumen, Perlglanz und Feuchtigkeit) zur Verfügung gestellt sowie

die Produkte von fünf Markenartikeln aus unterschiedlichen Preissegmenten, die

jeweils ebenfalls den Nutzen Farb/Color Glanz, Volumen, Glanz und Feuchtigkeit

ausloben und alle sowohl farblich als auch formtechnisch sehr unterschiedlich

gestaltet sind. Die Aufgabe war es, sich vorzustellen, dass man im Drogeriemarkt

steht und vor der Wahl steht sich ein Shampoo kaufen zu wollen. Sie sollen urteilen,

wie das Balea Shampoo im Vergleich zu den Markenherstellern wirkt und ob die

XIV

Aufmachung (Form, Farbe, Label) und das Beurteilunskriterium Preis und Duft eher

zu einem positiven, negativen oder neutralem Urteil führen.

Es wurde grundsätzlich festgestellt, das Balea im Vergleich zu den Markenartikeln

führend in der Duftintensität ist, denn die Balea Shampoos sind durchgehend intensiv

parfümiert. Ein Gruppenkonsens darüber, ob dies jetzt positiv oder negativ bewertet

wird, konnte nicht einstimmig erziehlt werden: für einige impliziert der intensive Duft

eine positive Frische, für andere wirkt es nur chemisch bis künstlich und wäre ein

Ausschlusskriterium beim Kauf. Aus Erfahrungswerten wurde auch festgestellt, dass

trotz des intensiven Geruchs des Balea Shampoos in Reinform, der Geruch im

gewaschenen Haar sehr schnell wieder verfliegt. Im Vergleich dazu wurde der

Geruch und Duft des NIVEA Shampoos, fest mit dem Duft eines Teilnehmers, der

dieses Shampoo benutzt, assoziiert.

Anschließend sollte das Produkt in seiner Gesamtheit, anhand des Namens sowie

des Verpackungsdesings (Form, Farbe, Labeldesign) im Vergleich zu den

Markenartikeln beurteilt werden. Hier wurde einhellig übereingekommen, dass der

Name Balea weiblich und aufregend klingt und durch den fließenden und weichen

Klang Schönheit im Sinne von Ästhetik assoziiert werden kann. Das die Endung auf

„ea“ sehr an NIVEA orientiert ist, wird einerseits positiv bezüglich Qualität,

andererseits negativ im Sinne von „billiger Abklatsch“ vermerkt. Das ganze

Verpackungsdesign wirkt sehr billig und günstig, zu klobig, nicht sehr modern, eher

schrill und unruhig. Dies wurde einerseits darauf zurückgeführt, dass die Grundfarbe

der Shampooflasche weiß ist und „billig“ suggeriere und die Form der Flasche nicht

sehr elegant sei. Überhaupt sei auch die Farbgebung durch bunte Etiketten und

Deckel sehr schrill, knallig und auffallend. Zwar eigne sich diese Farbgebung optimal

um im untersten Regal des Drogeriemarkts Aufmerksamkeit zu erwirken, jedoch

vermittelt die Farbgebung eher Jugendlich- und Poppigkeit anstelle von Seriösität.

Entsprechend waren die älteren Teilnehmer der Diskussion von den Farben eher

abgeschreckt und fühlten sich nicht angesprochen. Verstärkt wurder dieser Effekt

noch dadurch, dass der abgebildete Frauenkopf sehr jung zu sein und eher die

Bedürfnisse junger Haare anzusprechen scheint. Die verwendeten Farben im Label

und die Farben der Flaschenköpfe harmonieren gut und sind aufeinander

abgestimmt, das Label selbst ist dadurch charakterisiert das zwei bildgebende

Elemente (Frauenkopf und Abbildung der duftgebenden Früchte und Wirkstoffe, z.B.

XV

Feige und Perle) die Produktinformationen und den Markennamen einrahmen. Es

wurde darauf hingewiesen, dass die Bildkomponente überwiegt und den ausgelobten

Produktnutzen reduziert bzw. zurückdrängt. Diese Art der Aufmachung würde eher

emotionale und vor allem jüngere, unerfahrene Konsumenten ansprechen, ihnen

werden schöne Haare und toller Duft kommuniziert. Je älter man werde, desto

nebensächlicher würden gestaltungstechnische Elemente, die vom Produkt nur

ablenken würden. Abschließend wurde zusammengefasst, dass sich das Balea

Shampoo eher im unteren Ende der Verpackungsdesigns im Vergleich zu den

Markenartikeln einreiht, jedoch auf einer Ebene mit Schauma und NIVEA. Die

Farben machen zwar optisch etwas her, jedoch ist der damit verbundende

Knallfaktor nicht jedermanns Geschmack und vermittle in der Kombination mit der

weißen Grundfarbe den Eindruck es sei billig und preiswert und nicht qualitativ

hochwertig. Teilnehmer, die das Shampoo bis hierher nicht kannten, sagten, sie

würden das Shampoo nachwievor nicht kaufen, weil es ihnen keine Qualität

vermittle.

Abgeleitet von dem Gesamteindruck sollten dann Attribute zur Beschreibung des

Gesamteindrucks des Produktes gefunden werden, die rein von der äußeren

Präsentation widerspiegeln sollen, was der Hersteller eindeutig versucht und auch

schafft zu vermitteln. Die verschiedenen Attribute wurden anschließen zu

Dimensionen zusammengefasst. Die Dimension Jugendlichkeit setzt sich hierbei aus

den Attributen grell bezüglich der Farben, jung wegen dem Bildmotiv mit sehr junger

Frau/fast noch Mädchen sowie frisch und intensiv aufgrund des Duftes zusammen.

Qualität wird widergespiegelt durch die Auslobung „dm Markenqualität“,

Funktionalität wird der Tatsache geschuldet, dass jedes Shampoo einen Effekt oder

eine Formel präsentiert und deren Wirksamkeit anpreist und dem Bild der Frau,

deren Haare den gewünschten Effekt widerspiegeln. Zusammengefasst wurden

diese Erscheinungen unter der Dimension Kompetenz. Eine Natürlichkeits-

/Gesundheitsdimension wird durch das abgebildete Motiv des Marketingwirkstoffes

und des Duftwirkstoffes suggeriert, welche sehr frisch und echt aussehen und durch

die Auslobung „keine Silikone“ unterlegt wird. Die Dimension Preis wird mit dem

günstigen Verpackungsdesign (weiß, mit Papierlabel, ohne viel „Schnickschnack“)

und den Regalpreis von nur 0,65 € kommuniziert. Die Dimension des Alters

(jugendlich) und des Preises (Preiswertheit des Produktes) wurden als prägnanteste

XVI

Dimensionen genannt, die die Produkte dieser Reihe am besten kennzeichnen. Es

wurde explizit darauf hingewiesen, dass der Geruch aufgrund seiner Intensität eine

sehr wichtige Komponente zu sein scheint und in gewisserweise mit der

Jugendlichkeit des Produktes verbunden zu sein scheint. Junge Menschen würden

sich eher nach dem Duft orientieren, ältere Menschen eher an den pflegenden

Eigenschaften eines Produktes, für sie stünde Pflege vor Geruch. Die abgeleitete

Positionierung wäre ein preiswertes, jugendlich-fruchtiges Shampoo, welches die

Dimensionen Alter und Preis widerspiegelt.

Ableitung des Eigenbildes anhand des Nutzenversprechens

Aufgabe war es, anhand eines Nutzensprechens, Attribute und

Positionierungsdimensionen herauszuarbeiten, die laut dem Hersteller für sein

Produkt relevant sind und es treffen beschreiben würden. Hierzu wurde das

Nutzenversprechen für die Dachmarke Balea und den Bereich Pflege & Styling

vorgelegt.

Der Gesamteindruck war, dass die Positionierung sehr universal und allumfassend

gehalten ist und zwar insofern, als dass Versprechungen für jedes Alter, jeden Typ,

Haartyp, Kopf bis Fuß und jedes Bedürfnis gemacht werden. Es werden auf den

ersten Blick sich gegenüberliegende Punkte ein und derselben

Positionierungsdimensionen angesprochen, wie z.B. günstig und hochwertig oder

Reinigung und Pflege, wobei Reinigung eher funktional und Pflege auch emotional

zu betrachten sei. Anhand der oben genannten Zielgruppenfaktoren werde keine

Abgrenzung gemacht und somit das Produkt nur sehr schwer fassbar. Für den

skeptischen und kritischen Konsumenten könnte dies, nur anhand des

Nutzenversprechens, ein Faktor sein, das Produkt nicht zu kaufen, da er eine oder

zwei klar herausgearbeitete Kompetenzen vermisst und das vermittelte

allumfassende Expertentum als unrealistisch und unglaubwürdig einstuft.

Andererseits könnte ein grundsätzlich unbedarfter (im Sinne von aufgeschlossener)

Konsument von derlei zur Schau gestellter Expertise und Können angetan sein und

das Produkt grade deshalb kaufen.

Die zentralen Positionierungsdimensionen laut Hersteller scheinen das Preis-

Leistungsverhältnis (qualitativ hochwertige Pflege zum kleinen Preis) und die

XVII

Universalität mit Bezug auf die Zielgruppe (jeder Typ, jedes Alter, jeder Haartyp) zu

sein.

Unterschied Fremd- und Eigenbild und Optimierungsvorschläge

Das Fremdbild beschrieb das Baleaprodukt als ein sehr jugendlich positioniertes

Produkt, das einen klaren Fokus auf fruchtig-frische Düfte legt und dies zu einem

geringen Preis. Dm sieht die Balea Haarprodukte hingegen als eine Lösung für alle

Haarbedürfnisse unabhängig vom Alter, (generationsunabhängig), das neben dem

geringen Preis auch noch Qualität großschreibt. Während bei dem Fremdbild die

Qualität eher eine untergeordnete Rolle in der Positionierung spielt, ist sie im

Eigenbild wichtig. Andersherum spielt die Jugendlichkeit, die laut Fremdbild so

augenscheinlich ist, in dem Nutzenversprechen überhaupt keine Rolle, es werden

vielmehr generationenunabhängige Produkte angepriesen. Der intensive Duft, der

fast schon ein Alleinstellungsmerkmal für Balea ist, findet in dem Eigenbild überhaupt

keine Erwähnung. Zusätzlich dazu bietet Balea Haarpflege keine Lösung für

Konsumenten mit grauen, schütteren, dünner werdenden Haaren an und

vernachlässigt somit den Generationenaspekt der zuvor gepriesen wird. Wie bei der

Erstellung des Eigenbildes schon festgestellt ist die Positionierung viel zu univeral für

das, was die Marke Balea Haarpflege letztlich reflektiert.

Es gäbe nun zwei Lösungsansätze: Entweder man verändert das Layout der

Shampoo Flaschen um den Positionierungsstatement gerecht zu werden, oder man

spitzt die Positionierung nur auf eine wenige Punkte zurecht und versucht diese

Dimensionen dann konsequent umzusetzen. Ersteres könnte geschehen, indem man

die quitschigen Farben relativiert/abmildert und eher in Richtung Pastelltöne geht und

das Produkt so insgesamt erwachsener macht und/oder indem man das Foto des

Mädchens durch ein Foto mit einer Frau in mittleren Alter ersetzt oder aber auf ein

Foto komplett verzichtet und so auch keine Geschlechterselektierung vornimmt. Eine

Zuspitzung der Positionierung sollte unbedingt bezüglich der Alterszielgruppe

erfolgen, wenn man den jugendlich frischen Erlebnistrend weiter verfolgen möchte.

Um den Qualitätsaspekt zu vertiefen hätte man einerseits die Wahl bezüglich

hochwertigerer Verpackungsmaterialien und andererseits die Möglichkeit die

bewiesene Wirksamkeit mit einem Eigenmarken fernen Qualitätssiegel mehr zu

pushen (Stiftung Warentest, etc.)

XVIII

ISANA 0,65 € VON Rossmann

Ableitung des Fremdbildes der Marke Isana auf die Teilnehmer anhand Preis,

Name, Verpackung, Design und Duft


Isana (Colorglanz, 2 in 1 Volumen, Seidenglanz und Feuchtigkeit) zur Verfügung

gestellt sowie die Produkte von fünf Markenartikeln aus unterschiedlichen

Preissegmenten, die jeweils ebenfalls den Nutzen Farb/Color Glanz, Volumen, Glanz

und Feuchtigkeit ausloben und alle sowohl farblich als auch formtechnisch sehr

unterschiedlich gestaltet sind. Die Aufgabe war es, sich vorzustellen, dass man im

Drogeriemarkt steht und vor der Wahl steht sich ein Shampoo kaufen zu wollen. Sie

sollen urteilen, wie das Balea Shampoo im Vergleich zu den Markenherstellern wirkt

und ob die Aufmachung (Form, Farbe, Label) und das Beurteilunskriterium Preis und

Duft eher zu einem positiven, negativen oder neutralem Urteil führen.

Grundsätzlich wurde festgestellt, das der Geruch bei den Isana Produkten eher

dezent und nicht so intensiv wie zum Beispiel bei Balea ist. Der Geruch kommt eher

seifig reinigend anstatt pflegend an, die Mehrheit der Teilnehmer waren an eine

Handseife erinnert und würden sich die Produkte aufgrund des Seifencharakters

nicht in die Haare geben. Die Produkte suggerierten keine Frische, die für die

Teilnehmer zu einer Dusche dazugehöre. Die Gerüche waren auch nicht klar

herauszuarbeiten, die Duftkomponenten nicht ansatzweise identifizierbar außer der

Rosengeruch beim Seidenglanz Shampoo. Ein Shampoo orientiert sich geruchlich

wohl an NIVEA, welche Duftnote es letztlich ist, war jedoch nicht identifizierbar.

Einige der Gerüche waren sehr weich, andere stechend, für die Teilnehmer war

keine Konsistenz innerhalb der Produkte erkennbar.

Anschließend sollte das Produkt in seiner Gesamtheit, anhand des Namens sowie

des Verpackungsdesings (Form, Farbe, Labeldesign) im Vergleich zu den

Markenartikeln beurteilt werden. Hierbei wurde festgehalten, dass die gesamte

Verpackungsform sich grundsätzlich negativ auf die Wahrnehmung des Produktes

auswirkt. Gründe hierfür waren unteranderem: das extrem billige Design, mit einer

naturfarbenen (milchiger) Verpackung, welche einen gräulichen Schimmer verbreitet,

der plünnige und schlecht verarbeitete Deckel, dessen Klappe prädestiniert dafür ist

abzubrechen, das klobig, große Erscheinungsbild als Block (400ml, Vergleich Balea

XIX

300ml). Visuell spricht das Produkt aufrund des abgebildeten Frauenkopfes eine

überwiegend junge Zielgruppe an (jedoch älter als Balea), die sonstige

Designgestaltung ist aber auf der Strecke geblieben: das Frauenfoto ist qualitativ

minderwertig. Verpackungsdesign, Form und Farbe widersprechen sich zudem, denn

die Frau sieht relativ jung aus, die Verpackung wirkt hingegen total unmodern und

altbacken. Der integrierte Silberstreifen versucht Qualität zu vermitteln, ist

vollkommen losgelöst und nicht eingebunden ist ins restliche, billige Design und

versucht hilflos zu retten, was noch zu retten ist, unterlässt es aber bei einem

verzweifelten Versuch. Die Farbgebung ist durch die bereits erwähnte milchig,

naturbelassene Optik auch in Zusammenhang mit den farbigen, matten Deckeln und

trotz der teilweise roten Etiketten langweilig. Mit dem Namen Isana wurden nicht sehr

haarpflegende und kosmetische Eigenschaften verknüpft, der Name erinnert viel

mehr an eine Slipeinlage. Der Name klingt sehr altmodisch, unsexy und wird durch

die Endung „...sana eher mit Sanitär/Gesundheit und Reinigung als mit Pflege und

Schönheit verbunden. Das einzig Positive an der Labelgestaltung sei die leichte

Lesbarkeit, die sich aus der Blockanordnung und klar unterscheidbaren Abschnitte

des Labels ergibt.

Abgeleitet von dem Gesamteindruck sollten dann Attribute zur Beschreibung des

Gesamteindrucks des Produktes gefunden werden, die rein von der äußeren

Präsentation widerspiegeln sollen, was der Hersteller eindeutig versucht und auch

schafft zu vermitteln. Die verschiedenen Attribute wurden anschließen zu

Dimensionen zusammengefasst. Der günstige Preis zusammen mit dem eher billigen

Design wurde unter der Dimension Preis, in der Region erschwinglich angesiedelt.

Qualität wird vermittelt durch die Silikon- und Parabenfreiheit, das Ökotest-Siegel

und den Silberstreifen. Funktionalität wird unter der Dimension Pflegecharakter

verbucht und wurde durch das einfache, sehr reduzierte, und pragmatische Label

vertreten. Als Kerndimensionen, oder die Dimensionen, die Rossmann am

wichtigsten scheinen, wurden hierbei der Preis (Erschwinglichkeit) und die

Funktionalität (hoch) bestimmt.




XX


Nutzenversprechen für die Dachmarke Isana und die Marke Isana Hair vorgelegt.

Zunächst wurde festgehalten, dass das Statement vom Umfang und den

angesprochenen Dimensionen sehr gut bemessen ist. Hinter den genannten

Dimensionen könnte auch ein namenhafte Haarpflegemarke stehen und es klingt

sehr ansprechend und ist verständlich. Das Nutzenversprechen legt sich auf keine

Zielgruppe fest und der Preis bzw. die Preiswertheit/Erschwinglichkeit zum geringen

Preis spielt keine Rolle. Die angesprochenen Dimensionen beschränken sich auf das

erfrischende Erlebnis Körperpflege, das den Körper täglich verwöhnt und Qualität

(sehr hochwertig weil ausgezeichnete Produkte mit wertvollen Inhaltsstoffen) und

Pflege/Reinigung, wobei der Pflegeaspekt durch zweifache Nennung in der

Dachmarken und Untermarken Positionierung besonders wichtig zu sein scheint.

Die Dimensionen Erlebnispflege und Qualität scheinen die

Positionierungsdimensionen zu sein, die laut dem Hersteller am wichtigsten sind,

wobei sie auch die einzigen richtig identifizierbaren Dimensionen sind.


Das Fremdbild der Gruppenteilnehmer beschrieb die Isana Hair Produkte als eine

erschwingliche bzw. preiswerte und sehr funktional ausgerichtete Marke, während

das Eigenbild die Marke eher als eine besonders verwöhnend pflegend und qualitativ

hochwertig beschreibt. Die Dimensionen Preis (billig) und Pflegecharakter

(funktional), die im Fremdbild als prägende Dimensionen bestimmt wurden,

widersprechen den Dimensionen verwöhnender Pflege und hochwertiger Qualität

doch sehr.

Vorschläge zur Verbesserung der Umsetzung um die Positionierung zu unterstützen

bezogen sich daher überwiegend auf die Verpackung: die Verpackung viel filigraner

zu gestalten um dem Nutzenversprechen nach Pflege und Weiblichkeit zu

entsprechen. Die versprochene hochwertige Qualität muss durch eine ebenso

hochwertige Verpackung und verbessertes Design entsprochen werden. Die

beinhaltet einerseits die Flasche selbst als auch einen Austausch der minderwertigen

Deckel. Die Farbe der Flasche sollte unbedingt in Richtung creme gehen, denn der

graue Schleier, der derzeit von ihr ausgeht unterstütze die Dimension Qualität nicht

XXI

unbedingt. Der Silberstreifen, der zwar Qualität vermitteln soll, hat auf dem so billig

gehaltenen Design eher die entgegengesetzte Wirkung und müsse entweder

weggelassen werden oder besser in ein neues, verbessertes und qualitativ

hochwertigeres Design integriert werden um die Dimension Qualität glaubhaft zu

unterstützen. Die Erlebnispflege werde auch ins keinsterweise kommuniziert. Ein

spannenderes Foto oder die Abbildung von Gegenständen/Pflanzen aus dem

Wellnessbereich könnten dies vielleicht unterstützen sowie die Gestaltung eines

aufregenderen Designs, welches beim Konsumenten auch emotionale Bedürdnisse

trifft.

Das Nutzenversprechen sollte laut der Teilnehmer den Preis definitiv mit aufnehmen,

denn so wie es derzeit aufgestellt ist, sei es unglaubwürdig. Wie soll eine

Eigenmarke, die auch noch eine der wenigen Eigenmarken ist, die durch

Sonderrabatte promotet wird, qualitativ hochwertige Produkte rausbringen, die

gleichzeitig wertvolle Inhaltsstoffe verwendet, ohne den Faktor Preis mit zu

beachten? Das Versprechen klingt zwar ansonsten glaubwürdig und nicht überladen,

aber nicht für eine Eigenmarke, die im Sonderangebot schon für 0,45 € zu haben ist.

BudniCare 0,65 € VON Budnikowsky

Ableitung des Fremdbildes der Marke BudniCare auf die Teilnehmer anhand

Preis, Name, Verpackung, Design und Duft


BudniCare (Colorglanz, Volumen, Seidenglanz und Feuchtigkeit) zur Verfügung

gestellt sowie die Produkte von fünf Markenartikeln aus unterschiedlichen

Preissegmenten, die jeweils ebenfalls den Nutzen Farb/Color Glanz, Volumen, Glanz

und Feuchtigkeit ausloben und alle sowohl farblich als auch formtechnisch sehr

unterschiedlich gestaltet sind. Die Aufgabe war es, sich vorzustellen, dass man im

Drogeriemarkt steht und vor der Wahl steht sich ein Shampoo kaufen zu wollen. Sie

sollen urteilen, wie das BudniCare Shampoo im Vergleich zu den Markenherstellern

wirkt und ob die Aufmachung (Form, Farbe, Label) und das Beurteilunskriterium

Preis und Duft eher zu einem positiven, negativen oder neutralem Urteil führen.

Der Geruch erinnerte stark an die Isana Produkte, in der Intensität eher

zurückhaltend mit sehr seifigen Komponenten. Die Gerüche waren zwar

XXII

untereinander abgrenzbar und unterscheidbar jedoch überhaupt nicht zuordenbar.

Sie haben einen eher maskulinen Touch und versuchen sich von der

Geruchsrichtung ein wenig an NIVEA zu orientieren, scheitern aber in der

Ausführung. Für einige Teilnehmer erinnerte der Geruch der Produkte eher an

Reinigungsmittel denn an Shampoos. Der Markenname der Produkte wurde

durchweg negativ beurteilt, er erinnere eher an ein chemisches Reinigungsmittel und

ist für den Körper- und Haarpflegebereich eher nachteilig. Der ganze Name

verspricht dem Konsumenten nicht wirklich etwas, nur „Care“ also Pflege aber für

was bleibt unklar, ein klares standing fehlt. Der Name klingt sehr unruhig und

abgehackt und hat nichts ästhetisches. Die Verpackung wurde anhand der Form,

verwendeter Farben und der Verarbeitung der Verpackung als qualitativ hochwertig

und elegant beschrieben. Die Form ist sehr ansprechend und weich, liegt gut in der

Hand, ist nicht zu groß und wirkt insgesamt sehr wertig. Der Deckel ist hervorragend

und vermittelt große Stabilität. Die verwendeten Farben auf der Flasche sind sehr

gut, die Farben werden nicht übertrieben eingesetzt, sind sehr dezent und dennoch

kann man die unterschiedlichen Shampootypen sehr gut unterscheiden.

Das Design des Labels hingegen kam überhaupt nicht gut an und wurde mit

Aussagen „wie gewollt und nicht gekonnt“ und „ist das ihr Ernst?“ beschrieben. Das

Label erwecke überhaupt keine Emotionalität, die zumindest für Frauen sehr wichtig

ist und ist sehr funktional und technisch gewählt. Die Darstellung orientiert sich ganz

klar an den NIVEA Shampoos mit der Abbildung einer Form im Mittelpunkt des

Labels. Dies ist grundsätzlich nicht negativ zu beurteilen, die Verwendung des

immergleichen Symbols auf jedem Shampootyp wurde hingegen als negativ, weil

kreativ langweilig, beurteilt. Der Farbverlauf des Labels ist viel zu stark und erschlägt

die doch recht dezente Flaschenfarbgebung direkt auf der Verpackung und vermittelt

zudem einen sehr chemischen Eindruck. Die Schrift auf dem Label ist viel zu klein

und daher auch schwer lesbar, es fehlt auch so etwas wie ein eye catcher um auf

dem Produkt hängen zu bleiben – es wirkt insgesamt sehr langweilig. Das Label

schafft es, trotz der ansprechenden Qualität und Form der verwendeten Flaschen

den Gesamteindruck negativ ausfallen zu lassen, weil die ganze Erscheinungsform

sehr unausgereift, fast wie ein Prototyp, so plump und klobig wirkt. Das Shampoo

kommt eher wie eine Körperdusche anstatt eines Shampoos rüber. Die einhellige

Meinung der Teilnehmer war, dass das budni care Projekt aufgrund des Designs so

XXIII

langfristig nicht funktionieren könne, insbesondere im direkten Vergleich mit den

Balea Produkten und einiges geändert werden müsse

Aus Sicht der Teilnehmer versucht der Hersteller ganz klar eine Einfachheit und

Funktionalität zu suggerieren, die durch das technische Design des Labels und

keinerlei emotionaler Elemente wie Abbildungen unterstützt werden. Sauberkeit als

Dimension werde ebenfalls durch das Design unterstützt, welches sehr klinisch

beschrieben wurde. Die Marke legt sich nicht explizit auf eine feste Zielgruppe fest,

die Produkte wirken fast schon unisex geeignet, und eher maskulin durch die

technische Gestaltung. Zwar ist die Gestaltung eher erwachsener gehalten, so dass

eine Positionierung nicht auf eine jugendliche Zielgruppe abzielt, schließt

geruchstechnisch und gestalterisch aber niemanden aus. Die Kerndimensionen sind

demnach Funktionalität (hoch) und Sauberkeit (klinisch) denen Emotionalität und

pflegende/wellnessmäßige Sauberkeit gegenübergestellt werden kann.





Nutzenversprechen für die Dachmarke budni care und der Marke budni care

Haarpflege vorgelegt.

Das Nutzenversprechen wirkt auf den ersten Blick sehr ehrlich und greifbar, denn es

ist keine Zurschaustellung von Expertise, die mit blumigen Worten eingerahmt sind

sondern eine klare, relativ neutrale und emotionslose Ansage was die Produkte

machen. Demnach sollen wirksame und moderne Produkte für schön gepflegtes

Haar angeboten werden, die funktional reinigen und pflegen unabhängig von Alter

und Haarbedürfnis. Aufgeführte Dimensionen sind demnach Universalität (jedes

Alter, jedes Haarbedürfnis), Modernität (moderne Produkte) und Pragmatismus

(wirksame Produkte, funktionale und Ausrichung vom Design und einfache Nennung

des Produktnutzens, z.B. „Glanz“, auf dem Label). Auf Nachhaltigkeit und

Gesundheit wird explizit eingegangen, da alle Produkte silikonfrei sind und der Preis

ist auch genannt, da es preisbewusste Produkte sind.

XXIV

Als Kerndimensionen wurden die Univeralität und Pragmatismus bestimmt, da sie am

augenscheinlichsten und besten umgesetzt sind.


Das Fremdbild beschrieb die BudniCare Produkte als ein hoch funktionales Produkt,

das klinische Sauberkeit verspricht während das Eigenbild eher die Universalität und

den Pragmatismus der Marke in den Vordergrund stellt. Zwar kommt es zu

Übereinstimmungen zwischen Eigen- und Fremdbild mit Bezug auf Funktionalität, die

im Eigenbild dem Pragmatismus untergeordnet ist, jedoch ist eine Dimension von

klinischer Sauberkeit von Budnikowsky sicher nicht beabsichtigt und erwünscht da

diese den Pflegecharakter der Produkte komplett vernachlässigt. Überhaupt ist das

Nutzenversprechen sehr schlecht umgesetzt, denn der Gesamteindruck für die budni

care Haarpflege war sehr negativ. Die Universalität der Produkte wird nur teilweise

gut umgesetzt: die Alterszielgruppe, die laut Nutzenversprechen unbeschränkt weil

für jedes Alter sein soll, wird durch die wenig verspielte und sehr nüchterne

Aufmachung eher auf eine erwachsene Altersgruppe beschränkt. Auch ältere

Menschen mit Sehschwächen werden aufgrund der kleinen Schrift undbewusst

ausgegrenzt. Daher sollte zur Optimierung zwischen Fremd- und Eigenbild entweder

das Nutzenversprechen auch entsprechend ergänzt werden, dass es doch eher

erwachsene Produkte sind oder die Schriften, Typografie und überhaupt das

gesamte Design entsprechend gestalten, dass sich jede Altersgruppe angesprochen

fühlt. Die Universalität der Produkte wird besser umgesetzt, denn es erfolgt weder

eine geschlechterspezifische Einschränkung über die Farbe noch über das Design

und die Anwendbarkeit für verschiedene Haarbedürfnisse ist durch unterschiedliche

Shampoosorten auch gegeben. Allerdings ist die Produktpalette noch sehr klein und

schließt z.B. die Bedürfnisse reifer/lockiger/glatter Haare aus. Die Modernität, die von

Budni angesprochen wird, ist in der Umsetzung leider untergegangen, entsprechend

kann das Nutzenversprechen hiervon auch befreit werden. Überhaupt ist die

Modernität eine sehr schwer zu beurteilende Dimension die pro Altersgruppe wieder

anders evaluiert werden kann. Damit nicht der Eindruck einer klinischen Sauberkeit

vermittelt wird muss Budni unbedingt das Schriftdesign verändern und Weißanteile in

ihren Labels verringern. Auch ist die gesamte Optik und Farbgebung eher

unglücklich gewählt und unterstützen die schlechte Lesbarkeit der Produktnutzen

und –infos und gehöre entsprechend optimiert um die Lesbarkeit zu verbessern.

XXV

Während die Nutzenversprechen der Budni care Haarpflege weitestgehend

umgesetzt werden (außer schön und gepflegt, was durch die Verpackung nicht

reflektiert wird), wird das Dachmarkenversprechen komplett ignoriert.

Effektivität der Positionierungen

Die Aufgabe war es im Vergleich zwischen den drei Herstellern zu beurteilen, ob es

bei verfolgten Strategien und Positionierungen Unterschiede und Gemeinsamkeiten

gibt und ob sie es schaffen eine gewisse Bindung des Kunden am Drogeriemarkt zu

generieren bezüglich der Relevanz und Glaubwürdigkeit.

Die Teilnehmer befanden, dass außer Balea die recht eindeutig positioniert ist, keine

der Marken es schaffen Kundenbindung zu generieren da sie große Defizite

aufweisen. Insbesondere Isana und budni care sind in ihren Positionierungen und

ihrer Umsetzung nicht glaubwürdig und konsequent und schaffen es nicht die

Teilnehmer zu überzeugen das richtige Shampoo für ihre Bedürnisse zu sein. Es fällt

auf, das Budni in der Sortimentswahl und Farbgebung versucht eine andere

Eigenmarke (Isana) zu kopieren, also etwas sehr ungewöhnliches passiert, dass eine

Eigenmarke von der anderen kopiert wird. Die schlechte Ausführung bei der

Verpackung und Design bei Rossmann und Budnikowsky bewirkt hingegen eine

Aufwertung der dm Marke Balea beim Konsumenten.

Erarbeitung möglicher neuer Positionierungsräume/Strategien

Des Weiteren sollten die Teilnehmer neue Positionierungsräume für Shampoos

erschließen.

Hierbei wurde der Wunsch geäußert, wenn die Verpackungen für Eigenmarken

schon eingefärbt sein müssen, es doch interessant wäre ein Blickfenster zu haben,

welches den Stand und auch die Farbe und Konsistenz des Füllgutes dokumentiert.

Transparenz wurde hier als Dimension genannt.

Auch wurde die Meinung vertreten, dass ein billiger Preis nicht unbedingt bedingen

muss, dass die Verpackung auch billig aussieht und die Modernität der Verpackung

so vernachlässigt wird. Das man qualitativ hochwertig arbeiten kann zeigt z.B. Budni,

die eine super verarbeitete und stabile und auch filigrane Flasche benutzen. Eine

Flasche muss aber auch entsprechend kreativ und designerisch unterstützt werden

XXVI

um die billige Produktionsweise die eben nicht einem L’Oreal Shampoo entspricht zu

vertuschen aber ohne dabei plump zu wirken. Etikett und Flasche müssen

miteinander harmonisieren. Die Verpackung ist das A und O zur Vermarktung des

Produktes, denn es gibt nur sehr kleine bis gar keine budgets für Werbemaßnahmen

weshalb die Verpackung an Wichtigkeit gewinnt.

Die Einführung einer Premiummarke wurde für die Assoziationen einer

Handelsmarke als eher unglaubwürdig und nicht tragbar eingestuft .

Zur Differenzierung von den Balea Produkten sollte auf eine Verwendung innovativer

Wirkstoffe gesetzt werden, jedoch sei diese Umsetzung bei einer Marke, hinter der

kein Forschungszentrum steht und lohnabgefüllt wird sehr schwer

Mut zur Einfachheit: Label ganz einfach gehalten und nur reduzierte Informationen

geben wie zum Beispiel den Namen nur auf Shampoo zu reduzieren, den Nutzen

direkt dahinter (Shampoo Volumen), den Haartyp definieren (plattes Haar) und eine

Formel die dies bewirkt (Innovation) ähnlich wie bei Syoss.

XXVII

Eidesstattliche Erklärung und Einverständnis zur

Veröffentlichung

Ich versichere, dass ich die vorliegende Arbeit ohne fremde Hilfe selbständig verfasst

und nur die angegebenen Quellen und Hilfsmittel benutzt habe. Wörtlich oder dem

Sinn nach aus anderen Werken entnommene Stellen sind unter Angabe der Quelle

kenntlich gemacht.

Ich erkläre mich damit

o einverstanden,

o nicht einverstanden,

dass ein Exemplar meiner Bachelor- (Master-) Thesis in die Bibliothek des

Fachbereichs aufgenommen wird; Rechte Dritter werden dadurch nicht verletzt.

Hamburg, den 15.08.2014 ........................................................ (Unterschrift der/des Studierenden)

X

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A · 2015-08-14 · 2.2 Positioning strategies ... The success of a positioning is determined by the chosen unique selling proposition and its concentration on few . 5 Brand positioning