Saturday, May 14, 2011

Denise Milani Marriage

When they screw

By: Evan Davis

big bet ... and lost.
Even larger companies can make big mistakes. And when they do, the result is usually a commercial disaster.
  • companies constantly strive to improve products and profits. But modifying an existing product can be a failed experience that leads to customers protest and left the firm in crisis.
  • A bad marketing coupled with clumsy public relations can make the most experienced companies seem incompetent.
  • And the costs, both financial and in terms of reputation, can be enormous.
  • Unilever, Coca-Cola and the British Motor Corporation have provided some of the most extreme examples.
  • Stain (destructive) of Unilever
  • The detergent market can be a fierce battle between manufacturers.
  • When in the early '90s Unilever brand announced the launch of a new formula, Persil Power, its creators will bet on the British market dominance with a detergent able to remove any stains .
  • For a short time, the product was able to beat his main rival, Ariel, Procter and Gamble.
  • Many consumers were excited until they began to realize that the detergent not only removed the stains ... but also destroyed the clothes.
  • Persil Power The manganese contained an ingredient called "the gas."
  • accelerated What was the wrath of consumers when began appearing in the press photos, posted by the competition, wearing underwear with holes.
  • Vikki Orvice journalist dedicated to consumer issues, remember the phrase: "When using this product, your clothes will be shredded to the point of indecency."
  • Analysts estimate that the debacle could cost him at Unilever to over U.S. $ 400 million.
  • But the company quickly and introduced the New Generation Persil, without the manganese accelerator.
  • Persil regained its position as market leader four years later with Persil tablets.
  • The taste (again) from Coca-Cola
  • Despite being the soft drink sold in the world, Coca-Cola always afraid of his rival, Pepsi, that his heels.
  • When Pepsi introduced its famous Pepsi Challenge, a blind tasting test that suggested that most customers preferred the sweeter taste of the number two, Coca-Cola shook.
  • Its executives were convinced that the taste of his product had become a problem, so it tried to develop a new one that will win the game at Pepsi.
  • Coca-Cola changed the flavor to the Pepsi Challenge.
  • The new and supposedly better Coca-Cola was introduced to the press in New York in April 1985.
  • Surprisingly, not only changed the taste of Coca-Cola but the original was discontinued.
  • journalist for The New York Times Pamela Hollie, who was at the launch, recalls his amazement.
  • "It was like saying that it was changing the American flag" he recalls.
  • Consumers were horrified, mounted noisy campaigns and staged protests.
  • A "militant" said at the time: "My daughter is 22 years. His first word was Coca-Cola. His second word was mama ...".
  • Ultimately the Coca-Cola executives reviewed their market research and realized that they had committed a fundamental error.
  • The blind tasting test did not take into account the associations involved the brand and consumer loyalty.
  • After only 79 days, Coca-Cola has reversed its decision and announced that the original recipe occur again.
  • (great) error Mini
  • The Mini was the most successful car in British history, with more than five million units sold. But their success lay a story surprising that most benefits the consumer went to the company.
  • Its low price, the Mini became a commercial success.
  • When it was introduced in 1959, Leonard Lord, head of the British Motor Corporation, decided that the car was sold for 500 pounds sterling (about U.S. $ 816 today), in order to undermine his closest competition, the Ford Anglia , which cost 610.
  • That price turned the Mini into an instant success and, with the support of celebrities like John Lennon, Peter Sellers and Spike Milligan, became the vehicle of the moment.
  • Ford bosses were perplexed and decided to remove one of the cars piece by piece to access the secret of lower production.
  • Former director of Ford Planner Bob Howe recalled that analyzed the cost of each component.
  • "Our analysis found that Ford's auto production would have cost 35 pounds above their cost in the market."
  • Apparently the Mini costing 535 pounds and sold at 500.


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