In early 2004, SC Johnson's executives met to discuss the following steps for the business's Air Care (air fresheners) category of the six states in Central America in one. This group's development accounted for one of the strategic aims of the company's in that state. To fulfill their aim, SCJ executives believed they had to handle the classification in points of sale (POS), particularly at supermarkets. While this undertaking proved challenging as an effect of local market characteristics, they recalled how, in late 2002, after two-year-long discussions to invest and construct this group at Supply, a leading supermarket chain, they had managed to procure the acceptance of a class management and trade promotion strategy intended to double Glade air fresheners' yearly consumer sales.
This strategy was carried out in 2003, and, consequently, 80% grew as compared to 2002 earnings. SC Johnson executives agreed that this Supply project had afforded important learning for the brand, contributing to building stronger ties with this particular retail chain and to classification development. However, they did found it more challenging to agree on the path to follow next. Executives needed to make a decision, as resources were limited. INCAE's case group.
PUBLICATION DATE: January 26, 2015 PRODUCT #: IC0007-HCB-ENG
This is just an excerpt. This case is about SALES & MARKETING
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