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RIN Detergent: To Position or Reposition – Case Solution

Lever Brothers Pakistan Limited is a Pakistani conglomerate dealing in a vast assortment of products like edible oils, toilet paper, shampoos, solid bars, and more. One of its products, RIN Detergent, is a solid blue NSD fabric washer launched in 1984. It was priced at 2.95 per 130gm pack. The company's General Manager, Personal Products and Market Research, Irfan Mustafa, is in a quandary after learning that the detergent, which was launched as a fabric washer, is being used mostly as a dishwasher.

​Wasim Azhar Harvard Business Review ( M313A-PDF-ENG ) February 07, 2008

Case questions answered:

• What are the problems confronting Lever Brothers Pakistan Limited regarding RIN Detergent?
• What are the alternatives available with RIN?

Not the questions you were looking for? Submit your own questions & get answers .

RIN Detergent: To Position or Reposition Case Answers

Introduction – rin detergent.

Lever Brothers Pakistan Limited is a Pakistani conglomerate dealing in a vast assortment of products like edible oils, toilet paper, shampoos, solid bars, and more. One of its products, RIN Detergent, is a solid blue NSD fabric washer launched in 1984. It was priced at 2.95 per 130gm pack.

The product was supported by an introductory promotion and advertising budget of Rs 5 million. Even with substantial marketing efforts, the sales figures were disappointing.

An analysis of the EBIT from RIN Detergent showed that it was 2.5 Million in 1988. There was an increase in the market share in 1988 as compared to 1987.

• Laundry Soap- 5%
• NSD detergent-12%
• NSD bar-29%

Relaunch of RIN Detergent

At one point, the 130-gram packaging for the detergent was discontinued. Instead, 250 gms and 125 gms packs were introduced at 4.75 and 2.5, respectively. The variable cost per kg was reduced due to production efficiencies.

Demonstrations and trade shows were no longer held. Instead, the advertising and sales discounts were used as a promotional strategy.  A new celebrity endorsement was also done.

RIN Detergent was endorsed as a superior fabric washer rather than just a laundry soap. The relaunch stood victorious, and sales shot to 1000 tonnes in 1987. The price of the bars was then increased in April 1987 and in August 1988.

Problem Statement

The management Management had a suspicion that RIN was being used as a dishwasher. In September 1988, Irfan Mustafa, General Manager of Personal Products and Market Research of Lever, proposed a survey that was conducted by the domestic research bureau of the company in 12 cities.

It revealed that the customers do not perceive the product in the same sense that the company wished it to be recognized. Though RIN Detergent was introduced as a fabric washer, 65% of the population surveyed used it as a dishwasher.

Here’s what all went wrong.

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RIN Detergent To Position or Reposition Case Solution

Posted by Sabrina Warren on May-02-2023

1. Introduction

This case study presents a detailed strategic analysis of RIN Detergent To Position or Reposition. The case analysis covers key managerial and strategic issues that RIN Detergent To Position or Reposition is currently facing due to challenging internal and external environments. The case solution first conducts the strategic analysis by applying the relevant strategic management tools and frameworks, and then presents strategic recommendations based on overall analysis (Hamilton and Webster, 2018).

The case offers a holistic view of RIN Detergent To Position or Reposition business environment. Case findings are relevant for all key stakeholders of RIN Detergent To Position or Reposition. Reader should first read the case on RIN Detergent To Position or Reposition, and then read the analysis.

2. External environmental analysis of RIN Detergent To Position or Reposition

The external business environment comprises political, economic, social, technological, legal and environmental factors that influence the strategic positioning of RIN Detergent To Position or Reposition (Khalid and Rahman, 2019).

Here are key external environment characteristics:

External environmental forces are dynamic and uncontrollable

External environment can directly influence the RIN Detergent To Position or Reposition strategic positioning

External environment requires continuous monitoring to timely identify the potential threats and opportunities (Shtal et al. 2018).

2.1. PESTLE analysis of RIN Detergent To Position or Reposition

2.1.1. political.

The RIN Detergent To Position or Reposition must carefully examine the potential impact of global political unrest on its business operations

The RIN Detergent To Position or Reposition should actively monitor, and respond to the changes to legislation

The RIN Detergent To Position or Reposition should analyze how taxation policies can influence its profitability in different countries where the company is currently present (Khalid and Rahman, 2019).

2.1.2. Economic

Rising GDP and growing consumer spending can help RIN Detergent To Position or Reposition in business expansion

Increasing interest rates can increase the debt cost for RIN Detergent To Position or Reposition.

Reducing inflation can decrease the production cost of RIN Detergent To Position or Reposition and increase profitability by driving up the sales revenue (Begley et al. 2005).

2.1.3. Social

The aging population can affect the RIN Detergent To Position or Reposition brand positioning, as RIN Detergent To Position or Reposition currently targets young people.

Growing preferences for luxury items, and improving lifestyles can create more demand for RIN Detergent To Position or Reposition premium-priced products (Perera, 2017).

2.1.4. Technological

Government is granting more technology incentives to fuel the innovation. It can help RIN Detergent To Position or Reposition achieve its innovation objectives.

Emerging automation trends require RIN Detergent To Position or Reposition to revisit its business model, and enhance process efficiency.

Improving technological infrastructure can enable RIN Detergent To Position or Reposition to resolve its supply chain inefficiencies (Shtal et al. 2018).

2.1.5. Environmental

The stringent environmental regulations require RIN Detergent To Position or Reposition to ensure strict compliance with environmental standards.

Consumers’ growing environmental consciousness provides an opportunity to RIN Detergent To Position or Reposition to launch more green, environment-friendly products.

RIN Detergent To Position or Reposition should incorporate environmental thinking in its strategic decision-making process to position itself as a socially responsible organization (Moser, 2015).

2.1.6. Legal

The RIN Detergent To Position or Reposition should take strict measures to avoid discrimination at the workplace.

The RIN Detergent To Position or Reposition must abide by the consumer data privacy laws to avoid reputation-damaging lawsuits

The RIN Detergent To Position or Reposition must also ensure strict implementation of workplace safety standards to comply with the health and safety regulations (Khalid and Rahman, 2019).

2.2. Porter five forces of RIN Detergent To Position or Reposition

2.2.1. bargaining power of suppliers.

The growing number of suppliers is weakening their bargaining power against RIN Detergent To Position or Reposition (Dobbs, 2014).

RIN Detergent To Position or Reposition has a wide supplier network, which strengthens its negotiation ability.

Low product differentiation further reduces the supplier bargaining power, as RIN Detergent To Position or Reposition can easily switch to suppliers that offer better terms and conditions (Dobbs, 2014).

Overall, the bargaining power of suppliers for RIN Detergent To Position or Reposition is low.

2.2.2. Bargaining power of buyers

There are a small number of buyers that buy in large quantities. It enhances their bargaining power against RIN Detergent To Position or Reposition (Cho et al. 2019).

Buyers are price insensitive, and cannot easily switch to other companies due to economic and psychological switching costs. It reduces their bargaining power against RIN Detergent To Position or Reposition.

High product differentiation further discourages the buyers from switching to competitors (Dobbs, 2014).

Overall, the bargaining power of buyers is moderate-to-low for RIN Detergent To Position or Reposition.

2.2.3. Threat of new entrants

High entry barriers make it difficult for new entrants to enter in the market

The high initial capital expenditure also erects an entry barrier for new firms

RIN Detergent To Position or Reposition has a loyal customer base, which further reduces the risk of customers switching to new entrants (Grundy, 2006).

Overall, threat of new entrants for RIN Detergent To Position or Reposition is low.

2.2.4. Threat of substitutes

The emerging innovative technologies are increasing the threat of substitutes for RIN Detergent To Position or Reposition

Growing threat of substitutes is compelling RIN Detergent To Position or Reposition to continuously improve product quality (Bruijl and Gerard, 2018).

Changing consumer demographics and their growing tech-savvy nature is further increasing the substitute threat for RIN Detergent To Position or Reposition

However, the brand loyalty increases the psychological switching costs, which somehow reduces the substitute threat (Dobbs, 2014).

Overall, the substitute threat for RIN Detergent To Position or Reposition is moderate to high.

2.2.5. Industry rivalry

The competition among existing market players is intense

The market is mature, and is approaching saturation point, which further intensifies the industry rivalry

However, high-quality differences and brand loyalty deters the customers from switching to competitors (Dobbs, 2014).

Overall, the industry rivalry is moderate to high, which makes the business environment challenging for RIN Detergent To Position or Reposition.

3. Company level analysis of RIN Detergent To Position or Reposition

Up till now, the case study presented a holistic environmental and industry-level analysis. This section now presents the RIN Detergent To Position or Reposition level analysis by applying relevant tools and frameworks.

3.1. SWOT of RIN Detergent To Position or Reposition

SWOT is a strategic management framework that helps RIN Detergent To Position or Reposition in understanding its core strengths and weaknesses. Framework also identifies opportunities and threats that reside in RIN Detergent To Position or Reposition’s external business environment (Helms and Nixon, 2010).

3.1.1. Strengths

The RIN Detergent To Position or Reposition holds a market leadership position, and has highest market share.

The RIN Detergent To Position or Reposition has high customer loyalty, which makes it difficult for competitors to attract its customers.

The RIN Detergent To Position or Reposition has strong financial health, which allows the company to spend heavily on R&D, and fuel the innovation (Sarsby, 2016).

The RIN Detergent To Position or Reposition has successfully positioned itself as a responsible corporate citizen.

The RIN Detergent To Position or Reposition has a wide supplier and distribution network, which helps in the business expansion (Valentin, 2001).

3.1.2. Weaknesses

The RIN Detergent To Position or Reposition currently has a high employee turnover rate.

The RIN Detergent To Position or Reposition is facing supply chain inefficiencies, which are lowering the organizational productivity (Madsen, 2016).

The RIN Detergent To Position or Reposition is unable to quickly resolve the customer complaints, which causes customer dissatisfaction (Helms and Nixon, 2010).

The hierarchal structure of RIN Detergent To Position or Reposition causes resistance to change.

3.1.3. Opportunities

RIN Detergent To Position or Reposition can invest on emerging automation and artificial intelligence technologies to improve the process efficiency

RIN Detergent To Position or Reposition can accelerate the green product development, and invest on green marketing efforts to capture the attention of environment-conscious customers (Solaiman et al. 2015).

RIN Detergent To Position or Reposition can invest on an online influence marketing strategy to expand the reach to a young population

RIN Detergent To Position or Reposition can find strategic partners around the globe to achieve its expansion objectives (Sarsby, 2016).

3.1.4. Threats

The growing industry competition among existing players and thinning profit margins has become a major threat for RIN Detergent To Position or Reposition

Global political unrest can negatively affect the RIN Detergent To Position or Reposition performance at the international stage

The expanding grey market and the influx of replica goods can negatively affect the RIN Detergent To Position or Reposition revenue (Davidson et al. 2019).

Aging population can threaten the RIN Detergent To Position or Reposition survival that, primarily focuses on young customers

After presenting the SWOT analysis, the next framework analyzing the RIN Detergent To Position or Reposition’s marketing mix strategies.

3.2. Marketing mix of RIN Detergent To Position or Reposition

3.2.1. product.

RIN Detergent To Position or Reposition offers a wide product variety that meets the needs of diverse customers

RIN Detergent To Position or Reposition has consistently maintained high product quality to justify premium prices

RIN Detergent To Position or Reposition invests heavily on the quality improvement and management to meet the customers’ product quality expectations (Singh, 2012).

RIN Detergent To Position or Reposition invests on innovative marketing and communication strategies to set a clear product positioning, and communicate how its products are different from competitors.

RIN Detergent To Position or Reposition offers warranties and after-sale services that enhances the overall customer experience (Ferrell et al. 2021).

3.2.2. Price

RIN Detergent To Position or Reposition adopts a premium pricing strategy, which is aligned with the company’s premium brand image.

RIN Detergent To Position or Reposition avoids offering price discounts to maintain brand exclusivity (Baines et al. 2017).

RIN Detergent To Position or Reposition does not charge any hidden prices, and has integrated transparency in its pricing model

RIN Detergent To Position or Reposition also offers value-added elements, and adopts a bundle pricing strategy to boost the sales (Giri et al. 2020).

RIN Detergent To Position or Reposition offers credit payment options for the customer convenience.

Key factors that RIN Detergent To Position or Reposition considers while setting the prices include- brand image, customers’ expectations and purchase capacity, and on-going competition.

3.2.3. Place

RIN Detergent To Position or Reposition adopts a selective distribution strategy to reach the target market

The RIN Detergent To Position or Reposition chooses distributors who are located in urban areas, and can preserve the premium brand image

Currently, RIN Detergent To Position or Reposition has a distribution network that is spread in more than 50 countries

RIN Detergent To Position or Reposition has adopted Omni-channel strategy, and sells its products through multiple online and offline channels, including- official outlets, authorized distributors, the company website and mobile application (Palmatier et al. 2016).

Well-integrated Omni-channel strategy offers a seamless experience to the RIN Detergent To Position or Reposition customers.

3.2.4. Promotion

RIN Detergent To Position or Reposition avoids offering promotional discounts to preserve the brand exclusivity.

RIN Detergent To Position or Reposition invests heavily on the celebrity endorsement strategies to promote the brand among the target market.

RIN Detergent To Position or Reposition also have a strong social media presence, and specifically focuses on the online influencer marketing strategy to create brand awareness (Varadarajan et al. 2010).

RIN Detergent To Position or Reposition uses both- online and offline marketing and communication channels to promote the brand.

RIN Detergent To Position or Reposition’s promotional strategy is well-aligned with other marketing mix components to develop a clear brand positioning (Palmatier et al. 2016).

3.3. VRIO of RIN Detergent To Position or Reposition

3.3.1. valuable.

The RIN Detergent To Position or Reposition has a wide distribution network that is spread across the globe.

The RIN Detergent To Position or Reposition has extensive research and development capabilities that fuel the innovation process.

The RIN Detergent To Position or Reposition offers a seamless customer experience through a well-integrated marketing mix.

The RIN Detergent To Position or Reposition has strong financial health, and free cash flow that it can invest on innovative projects.

The RIN Detergent To Position or Reposition has a strong presence over social media that drives the customer engagement, and increases the company’s reach to the target market.

The RIN Detergent To Position or Reposition has successfully attracted and retained highly skilled staff that drives the overall organizational productivity, and helps the company in achieving its innovation objectives (Cardeal and Antonio, 2012).

3.3.2. Rare

RIN Detergent To Position or Reposition has built strong relationships with suppliers that enable the company to achieve production objectives even when there is a material shortage in the market

RIN Detergent To Position or Reposition has access to the rare and hard-to-reach raw material that is used to produce top-quality products (Cardeal and Antonio, 2012).

RIN Detergent To Position or Reposition has successfully developed a strong brand reputation that keeps customers hooked with the brand

RIN Detergent To Position or Reposition shares a strong emotional connection with its customers, which increases the psychological switching costs for them (Hernández and Garcia, 2018).

RIN Detergent To Position or Reposition has developed its image as an environment-friendly, sustainable, and responsible brand that takes care of all stakeholders.

3.3.3. Inimitable

RIN Detergent To Position or Reposition has developed an in-depth knowledge of customers’ intrinsic motivational needs, and has developed its brand image in a way that shares close relatedness with customers’ desired self-image (Liu et al. 2012).

RIN Detergent To Position or Reposition has secured exclusive agreements with the suppliers to get access to unique raw materials. The exclusive agreement makes this resource inimitable for RIN Detergent To Position or Reposition

RIN Detergent To Position or Reposition has strong transformational and charismatic top leadership that has always successfully led the organization through a crisis (Nusari et al. 2018).

RIN Detergent To Position or Reposition has developed a robust organizational culture that promotes cohesion, and strengthens the employees’ affective commitment with the organization.

3.3.4. Organized

RIN Detergent To Position or Reposition has secured the access to human capital (skills and expertise) that is needed to exploit the above-mentioned resources.

RIN Detergent To Position or Reposition has a well-developed technical infrastructure that supports the business operations, and fuels the innovation process.

RIN Detergent To Position or Reposition has built extensive expertise, and gained years of experience that helps the company in leveraging its core strengths to exploit the available opportunities.

RIN Detergent To Position or Reposition has built strategic partnerships that help the company in pooling the resources together to gain a strong competitive edge over rivals (Cardeal and Antonio, 2012).

3.4. BCG of RIN Detergent To Position or Reposition

3.4.1. stars.

The core products of the RIN Detergent To Position or Reposition fall in the star category. RIN Detergent To Position or Reposition has secured market leadership in these categories

RIN Detergent To Position or Reposition’s market share in these product categories is growing due to high market growth potential

RIN Detergent To Position or Reposition should pay specific attention to these product categories, and should try to preserve the market share

The intensifying competition imposes a threat to the RIN Detergent To Position or Reposition’s market leadership in the ‘Star’ category

Overall, RIN Detergent To Position or Reposition should increase investment on the star category to maintain leadership in the growing market (Mohajan, 2017).

3.4.2. Cash cows

RIN Detergent To Position or Reposition has several product categories in which the firm has attained the market leadership position.

However, the market growth in these product categories has become slowed with time, as the market has become mature.

RIN Detergent To Position or Reposition should ‘milk’ these product categories as they are an important source of cash flow.

However, RIN Detergent To Position or Reposition should avoid increasing investment due to slowed market growth, and should bring innovation to keep adding new features.

Overall, RIN Detergent To Position or Reposition should aim to maintain the current market position, but avoid increasing the investment due to slow market growth (Kader and Hossain, 2020).

3.4.3. Question marks

RIN Detergent To Position or Reposition has some product categories that are in a growing market segment. Despite high market growth, RIN Detergent To Position or Reposition is unable to increase the market share in these segments.

The products under this category have the potential to become stars, as they operate in a high-growth market.

But, extensive investment is needed to understand the reasons behind the low market share, and it can affect the cash flow of RIN Detergent To Position or Reposition.

Therefore, RIN Detergent To Position or Reposition needs to evaluate if it is feasible to increase the investment to drive the market share, or it is wise to divest from this market segment (Mohajan, 2017).

3.4.4. Dogs

RIN Detergent To Position or Reposition has one product that operates in a market with low growth potential

RIN Detergent To Position or Reposition has only a marginal share in this market.

As growth in this market is stagnant, and market share is also marginal, RIN Detergent To Position or Reposition may consider divesting from this market segment.

It will be unwise to invest in this segment, as this product has turned into ‘dog’, which means the product is aged and waning.

Here, two options are available to RIN Detergent To Position or Reposition:

o First, RIN Detergent To Position or Reposition may entirely refresh the dying product.

o Alternatively, RIN Detergent To Position or Reposition may divest this product from the portfolio.

Considering the current business environment, and competitive dynamics, RIN Detergent To Position or Reposition is recommended to get rid of this product by taking divestment decisions (Torquati et al. 2018).

3.5. Ansoff matrix of RIN Detergent To Position or Reposition

RIN Detergent To Position or Reposition aims to expand its business operations to strengthen the competitive positioning in the market. Ansoff matrix here can help RIN Detergent To Position or Reposition in taking the right business expansion decision.

Four business expansion strategies available to RIN Detergent To Position or Reposition are- market penetration, market expansion, product development, and diversification (Loredana, 2016).

Choosing the right expansion strategy is important for RIN Detergent To Position or Reposition to achieve its expansion objectives.

3.5.1. Market penetration

RIN Detergent To Position or Reposition can penetrate into existing markets by expanding the market reach. This strategy is recommended when the market has high growth potential.

RIN Detergent To Position or Reposition can expand the market reach by increasing the customer loyalty, and encouraging them to increase the spending.

RIN Detergent To Position or Reposition can use the influencer marketing strategy as a tool to create e-WOM. It will create brand awareness, spread the brand message, and enable RIN Detergent To Position or Reposition to penetrate deeper into the market.

Some other ways through which RIN Detergent To Position or Reposition can penetrate into the market is- to increase the marketing and promotional budget, making price adjustments, and improving the product quality to gain a larger share from the existing market (Shaw, 2012).

3.5.2. Market development

RIN Detergent To Position or Reposition can find new geographic markets to launch its existing products

Another way to pursue this expansion strategy is through celebrity endorsements. Celebrities can help RIN Detergent To Position or Reposition in finding new customers for existing products

RIN Detergent To Position or Reposition can also consider adding new product dimensions, or revising the packaging to reach new consumer markets.

Another way to pursue this expansion strategy is by exploring new distribution channels. RIN Detergent To Position or Reposition can strengthen its presence on e-commerce, and open multiple online sales channels to reach new customer markets (Hussain et al. 2013).

RIN Detergent To Position or Reposition can also charge two different prices to expand the reach from high-end to middle-class customers.

3.5.3. Product development

RIN Detergent To Position or Reposition can expand its business operations by pursuing a product development strategy.

Instead of adopting a reactive attitude by coping with the competitors, RIN Detergent To Position or Reposition must proactively behave while launching new products. Some possible proactive product development strategies are discussed below.

To pursue a proactive product development strategy, RIN Detergent To Position or Reposition may increase investment on research and development activities to bring the product innovation.

RIN Detergent To Position or Reposition may also invest on the market research to identify and respond to the unmet customer needs (Katsikeas et al. 2016).

RIN Detergent To Position or Reposition may consider strategic alliance and partnership options to launch new products. It will enable the company to pool the resources and capabilities together, and share risks while launching new products.

Acquisition of smaller firms can also enable RIN Detergent To Position or Reposition to successfully launch new products in the comparatively shorter time span.

3.5.4. Diversification

RIN Detergent To Position or Reposition can adopt the diversification strategy to reach new markets through new products.

RIN Detergent To Position or Reposition can pursue either a related or unrelated diversification strategy.

The related diversification strategy requires RIN Detergent To Position or Reposition to enter in similar markets. But, unrelated diversification requires RIN Detergent To Position or Reposition to find entirely new markets (Dhir and Dhir, 2015).

Unrelated diversification is riskier, and can affect the brand image. So, RIN Detergent To Position or Reposition should pursue a related diversification strategy.

By pursuing related diversification, RIN Detergent To Position or Reposition can horizontally and vertically add new product lines

Through successful diversification, RIN Detergent To Position or Reposition can increase its profitability, and generate more revenue from the new products and new market segments (Loredana, 2016).

4. Conclusion

The in-depth strategic analysis of RIN Detergent To Position or Reposition reveals some interesting insights. RIN Detergent To Position or Reposition currently holds strong competitive positioning. However, the challenging business environment and intensifying competition require RIN Detergent To Position or Reposition to adopt a proactive behavior. RIN Detergent To Position or Reposition needs to continuously assess its external and internal business environment to timely identify the potential threats and opportunities. Here, the application of relevant strategic management tools and frameworks can help RIN Detergent To Position or Reposition in making wise business decisions. The key to success in a such challenging and complex business environment is- to proactively respond to the external environment by leveraging core strengths, and overcoming the weaknesses.

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RIN Detergent To Position or Reposition Case Study solution

Introduction.

The current case solution is published by 247caseanalysis and focuses on RIN Detergent To Position or Reposition. The case presents an overview of the strategic and managerial issues that the RIN Detergent To Position or Reposition faces in the growth and development of the business. The case solution focuses on understanding the central issue(s) in the case. The case study solution then uses strategic tools and models to solve the case and makes strategic recommendations for the RIN Detergent To Position or Reposition (Abratt & Bendixen, 2018; Iacobucci, 2021).

The case study and the case solution for the RIN Detergent To Position or Reposition are intended to give a comprehensive and holistic perspective regarding real-world business situations and challenges to the reader. Like all HBS case studies, it is important for the reader to first read the case for the RIN Detergent To Position or Reposition. The proposed case study solution for the RIN Detergent To Position or Reposition has encompassed the needs of all stakeholders while addressing the central challenge effectively (Deepak & Jeyakumar, 2019).

External environment analysis

The RIN Detergent To Position or Reposition cannot directly influence the external environment. The RIN Detergent To Position or Reposition must ensure to assess and continually review the external environment to identify potential challenges and opportunities (Abratt & Bendixen, 2018). This is needed because:

The external environment is dynamic and keeps changing.

External environment factors and dynamics, directly and indirectly, influence RIN Detergent To Position or Reposition operations (Anthony, 2021).

PESTEL Analysis

The RIN Detergent To Position or Reposition needs political stability to maintain business development and growth globally.

The RIN Detergent To Position or Reposition must also pay heed to local and global taxation implications for operations carried on site, as well as in other countries.

The RIN Detergent To Position or Reposition is directly impacted by the policies and regulations devised by the governments in its host as well as home countries (Chernev, 2018).

Lower interest rates facilitate the RIN Detergent To Position or Reposition as it leads to increased instances of borrowing.

Lower interest rates also lead to increased consumer power, and increased demand for products of RIN Detergent To Position or Reposition (Deepak & Jeyakumar, 2019).

The operations and demand for RIN Detergent To Position or Reposition are directly influenced by the GDP and economic growth in the countries where it operates and exports (Buchanan & Huczynski, 2019).

Increased focus on education and higher literacy rates have allowed the RIN Detergent To Position or Reposition to benefit from a more skilled and talented labor pool.

The higher portion of the youth has also benefitted the RIN Detergent To Position or Reposition in creating a high demand for its products and services (Iacobucci, 2021).

Assessment of the population and consumer trends have allowed the RIN Detergent To Position or Reposition to refine its segmentation and targeting strategies – leading to improved positioning of its portfolio offering (De Mooij, 2019).

Technological

RIN Detergent To Position or Reposition has high internal innovation capabilities.

RIN Detergent To Position or Reposition invests in research and development for improved creativity and technological progress.

The RIN Detergent To Position or Reposition makes use of innovative and advanced technology to make its internal processes more efficient and work towards achieving economies of scale.

RIN Detergent To Position or Reposition also benefits from knowledge sharing through global operations and transfers technology internally (Baines, Fill, & Rosengren, 2017).

Environmental

The RIN Detergent To Position or Reposition follows and abides by environmental regulations imposed in various countries.

Consumers for RIN Detergent To Position or Reposition have rapidly adopted green lifestyles and green consumption.

Incorporating environmentalism into its strategic goals and direction has enabled the RIN Detergent To Position or Reposition to become more efficient in this resource allocation (Stead & Stead, 2014).

The RIN Detergent To Position or Reposition ensures to follow the equal employment and equal opportunity law.

Through the equal opportunity act and regulations, the RIN Detergent To Position or Reposition ensures that it does not discriminate against different groups in its HUMAN RESOURCE MANAGEMENT practices.

The RIN Detergent To Position or Reposition also ensures to abide by the health and safety regulations.

The RIN Detergent To Position or Reposition makes sure to follow regulations regarding employment contracts and employer responsibilities to ensure fair policy-making and high performance (Lasserre, 2017).

Porter Five Forces

Industry rivalry.

There is high competitiveness and rivalry in the industry.

The market is highly fragmented, which leads to increased competition for RIN Detergent To Position or Reposition.

The RIN Detergent To Position or Reposition faces industry rivals of various sizes and operations.

The competition for RIN Detergent To Position or Reposition is local as well as global in nature.

The increased rivalry in the industry ensures that all players, including RIN Detergent To Position or Reposition, offer high-quality products and services to consumers at competitive prices (Varadarajan, 2015).

The threat of new entrants

The threat of new entrants is moderate.

There are entry barriers such as government regulations and financial capital needed for setting up operations.

This ensures that only powerful players with high financial muscle enter the market where RIN Detergent To Position or Reposition is operating.

New entrants ensure that the RIN Detergent To Position or Reposition maintains its focus on competitiveness and high quality (Wunder, 2019; Abratt & Bendixen, 2018).

Threat of substitutes

The threat of substitutes is moderate to high.

There is direct well as indirect substitutes available for RIN Detergent To Position or Reposition offerings.

The high number of players and market fragmentation has led to the increased availability of substitutes for RIN Detergent To Position or Reposition products.

There are low switching costs for consumers between substitutes (Sahaf, 2019; Kotabe & Helsen, 2020).

Bargaining power of buyers

RIN Detergent To Position or Reposition operational a highly fragmented industry.

The bargaining power of the buyers is high.

Players, including RIN Detergent To Position or Reposition, do not have a retail setup (Phillips & Moutinho, 2018; Chernev, 2018).

Bargaining power of sellers

The bargaining power of suppliers is high in the industry where RIN Detergent To Position or Reposition operates.

There're numerous players in the industry, and suppliers have contracted with most of them.

The raw materials provided by suppliers are restricted, and limited owing to quality needs and benchmarks (Kotabe & Helsen, 2020; Joyce, 2022).

Internal environment analysis

The internal analysis allows an insight into the factors that RIN Detergent To Position or Reposition can directly influence. These factors and capabilities are used by the RIN Detergent To Position or Reposition to ensure that:

It is able to capitalize on the opportunities from the external environment.

It is able to mitigate risks and manage challenges and threats appropriately.

The RIN Detergent To Position or Reposition is able to set the right strategic direction and use internal capacities towards its attainment (Stead & Stead, 2014; Deepak & Jeyakumar, 2019).

The RIN Detergent To Position or Reposition has a strong brand image and a positive consumer perception in the market.

The RIN Detergent To Position or Reposition invests in research and development, which helps the company focus its new product development as well as marketing capabilities (Phillips & Moutinho, 2018).

The company has a strong financial revenue earning ability and enjoys high profits.

The RIN Detergent To Position or Reposition has a global distribution network, which is strong and has allowed it to enjoy high business growth.

International expansion has allowed the RIN Detergent To Position or Reposition to understand diverse cultures and their knees – and engage in the localization of its product portfolio (DuBrin, 2013).

The RIN Detergent To Position or Reposition is criticized for high prices for its product portfolio.

The company has suffered negative PR owing to the recall of some of its products which were faulty.

Despite engagement with advanced technology, RIN Detergent To Position or Reposition continues to use manual systems internally, which leads to time ineffectiveness (Abratt & Bendixen, 2018).

The RIN Detergent To Position or Reposition has an organizational culture that is resistant to change and, as a result, exhibits slow adaptation to new trends.

The product design for the RIN Detergent To Position or Reposition’s offerings is imitative.

The RIN Detergent To Position or Reposition has undifferentiated products in its portfolio with respect to the competition (Phillips & Moutinho, 2018; Baines, Fill, & Rosengren, 2017).

Opportunities

The RIN Detergent To Position or Reposition has the opportunity to expand to developing and emerging economies.

The RIN Detergent To Position or Reposition can develop outsourcing partnerships to further maintain cost-effectiveness.

The RIN Detergent To Position or Reposition can also engage in green production and work towards environmental sustainability (Stead & Stead, 2014; Lasserre, 2017).

The RIN Detergent To Position or Reposition can also develop strategic partnerships and alliances to facilitate business growth and development.

Target niche markets, and develop new products.

The RIN Detergent To Position or Reposition can benefit from the evolving media trends for marketing purposes – including using social media content creation to target new consumer groups (Varadarajan, 2015; Wilson, 2018).

The RIN Detergent To Position or Reposition is facing high competition.

The RIN Detergent To Position or Reposition is also experiencing high imitation of its products.

The RIN Detergent To Position or Reposition faces threats from the increased price volatility of raw materials as well.

The unstable government and government policies are also a threat to the operations of the RIN Detergent To Position or Reposition- especially internationally.

Slow change adaptation may lead the RIN Detergent To Position or Reposition to become an industry laggard (Anthony, 2021; Abratt & Bendixen, 2018).

Marketing mix

The product offerings by the RIN Detergent To Position or Reposition maintain consistently high quality.

The RIN Detergent To Position or Reposition engages in brand-building activities to ensure that its product and service offerings are well received by the target audience (Chernev, 2018).

Brand-building activities build positive associations for RIN Detergent To Position or Reposition and lead to repeat purchases as well as high consumer loyalty.

RIN Detergent To Position or Reposition ensures that its products are available in different SKU sizes to cater to the needs of different groups within its target audience.

The RIN Detergent To Position or Reposition also offers a warranty for its products (Khan, 2014).

The RIN Detergent To Position or Reposition ensures competitive pricing in the industry among the high number of market players.

For new products, the RIN Detergent To Position or Reposition maintains an introductory pricing strategy to encourage trials and purchases (Kareh, 2018).

For its star products, the company maintains penetrative pricing strategies to allow maximum trial.

For mature products, the RIN Detergent To Position or Reposition engages in aggressive and competitive pricing.

The RIN Detergent To Position or Reposition offers regular discounts to appeal to consumers, clear stocks, as well as for increasing footfall (Išoraitė, 2016).

RIN Detergent To Position or Reposition ensures that all its product offerings are highly accessible.

The RIN Detergent To Position or Reposition places products in physical retail setups like supermarkets and hypermarkets.

The RIN Detergent To Position or Reposition also places products with e-tailers such as amazon so consumers can easily access the products (Iacobucci, 2021).

The RIN Detergent To Position or Reposition also has an online system on its website for managing orders placed directly with the company.

The RIN Detergent To Position or Reposition has a strong distribution network, as well as competent and quick consumer service. (Kareh, 2018; Abratt & Bendixen, 2018).

The RIN Detergent To Position or Reposition uses traditional promotional platforms of television to reach the masses with its product portfolio.

The RIN Detergent To Position or Reposition also engages in radio and print promotional activities and advertisements (Deepak & Jeyakumar, 2019).

The RIN Detergent To Position or Reposition also uses social media to reach out to its audiences and influence them.

The RIN Detergent To Position or Reposition has developed expertise in interesting and relevant content creation, which attracts its primary as well as secondary target consumer groups (De Mooij, 2019).

The RIN Detergent To Position or Reposition frequently uses influencers to create a positive buzz and hype regarding its products, as well as to ensure high reach.

All promotional content is integrated and uses emotional appeals to create a lasting relationship with the consumers (Chernev, 2018).

The RIN Detergent To Position or Reposition has a strong global presence and strong business development capabilities.

The RIN Detergent To Position or Reposition focuses on research and development internally to identify market gaps and demands.

The RIN Detergent To Position or Reposition makes use of AI in its production operations and marketing functions to increase cost efficiency as well as affectivity (Dimitrieska, Stankovska, & Efremova, 2018).

The RIN Detergent To Position or Reposition engages and invests in acquiring advanced and progressive technology for operational efficiency. (Joyce, 2022).

The RIN Detergent To Position or Reposition has a strong retail setup and a strong distribution network across the globe (Gillespie & Swan, 2021; Chernev, 2018).

The RIN Detergent To Position or Reposition has access to unique raw materials, which helps it maintain high quality as well as differentiation in its product offerings.

The RIN Detergent To Position or Reposition holds special patents and licenses for manufacturing processes, as well as for being able to manufacture off-site in other countries (Grewal & Levy, 2021).

The RIN Detergent To Position or Reposition undertakes and participates in sustainable and eco-friendly manufacturing processes.

The RIN Detergent To Position or Reposition has also developed a green packaging solution for its product offerings and portfolio (Gillespie & Swan, 2021).

The leadership within the RIN Detergent To Position or Reposition is visionary and charismatic.

The organizational culture within RIN Detergent To Position or Reposition is robust, innovative and creative.

The organizational culture is based on the unique values, and implementation of the same – including transparency, honesty, and commitment (Groucutt & Hopkins, 2015).

The human resource management policies within the RIN Detergent To Position or Reposition support employee development and engagement – leading to high employee satisfaction and high employee morale (Machado, 2019; Anthony, 2021).

The compensation framework within the RIN Detergent To Position or Reposition is advanced and focuses on extrinsic as well as intrinsic drivers for employee performance.

The RIN Detergent To Position or Reposition enjoys high brand equity based on consistently high deliverance of product quality (Hitt, Miller, Colella, & Triana, 2017; Grewal & Levy, 2021).

The technical infrastructure within the RIN Detergent To Position or Reposition comprises new and advanced technology as well as network development to support its operations (Griffin, 2021)

The RIN Detergent To Position or Reposition has access to advanced physical infrastructure as well which helps support its technical advancements, as well as its manufacturing and related operations (Valeri, 2021)

The international exposure that the RIN Detergent To Position or Reposition has received owing to its expansions has allowed it to develop and apply innovation as well as new knowledge for improving existing processes and schedules within the company (Hitt, Miller, Colella, & Triana, 2017; Abratt & Bendixen, 2018; Valeri, 2021).

Value chain

The core capabilities and strengths of the RIN Detergent To Position or Reposition have enabled it to overcome obstacles and challenges and achieve its strategic goals and targets.

The core strengths and competencies of RIN Detergent To Position or Reposition form an important part of the company’s value chain (Chernev, 2018; Anthony, 2021).

Primary activities

RIN Detergent To Position or Reposition works directly and owns part of its operations in the value chain.

The RIN Detergent To Position or Reposition also works through different third parties as well as contracts with other parties for managing operations in other countries (Anthony, 2021).

For inbound logistics, the RIN Detergent To Position or Reposition ensures that all raw materials are transferred to warehouses and manufacturing sites in a timely fashion using company-owned transportation.

The RIN Detergent To Position or Reposition manages its operations directly as well as through third parties.

The operations of the RIN Detergent To Position or Reposition are spanned in its hometown as well as conducted overseas at other locations (Deepak & Jeyakumar, 2019).

In offshore countries, the RIN Detergent To Position or Reposition manages operations through partners and agents – who look after distribution and marketing activities for the RIN Detergent To Position or Reposition.

The RIN Detergent To Position or Reposition engages in invested marketing activities – based on consumer and market research (Dimitrieska, Stankovska, & Efremova, 2018; Chernev, 2018).

The RIN Detergent To Position or Reposition also makes use of AI for its marketing and promotional activities.

The RIN Detergent To Position or Reposition regularly trains its employees to develop skills regarding consumer service.

The RIN Detergent To Position or Reposition has maintained strict policies regarding consumer service as well as ensuring high quality and increased customer satisfaction (Joyce, 2022).

Secondary activities

The RIN Detergent To Position or Reposition has a strong human resource management department, regulated by modern policies and practices.

The human resource management department at the RIN Detergent To Position or Reposition supports the organizational culture and the leadership through its various functions – such as hiring, training and compensation management (DuBrin, 2013).

The RIN Detergent To Position or Reposition makes use of advanced technology to support its operations and achieve strategic goals and targets (DuBrin, 2013; Joyce, 2022).

The advanced technology is acquired internationally (Iacobucci, 2021).

The RIN Detergent To Position or Reposition engages in regulated procurement with selected suppliers.

The RIN Detergent To Position or Reposition ensures its contracted suppliers provide consistently high-quality raw materials to maintain high quality for end consumers (Gillespie & Swan, 2021).

The RIN Detergent To Position or Reposition is used to resolve its managerial and strategic challenges using one of the following strategies.

The strategies recommended will allow the RIN Detergent To Position or Reposition to expand and develop, as well as manage its risks and challenges effectively.

Using these strategies, the RIN Detergent To Position or Reposition will also be able to remain competitive in the market.

Market development strategies

The RIN Detergent To Position or Reposition can engage in informative and emotional marketing to appeal to the target audience in the market and increase brand awareness.

The RIN Detergent To Position or Reposition can devise and run educational campaigns to help understand the importance of the product, and its need (Išoraitė, 2016).

The RIN Detergent To Position or Reposition can work with influencers and celebrities to help spread the message through social media as well as conventional media.

The RIN Detergent To Position or Reposition can use a team on the ground to interact with the target audience, brief them about the product and its benefits, and influence them positively towards purchase decisions. (Baines, Fill, & Rosengren, 2017).

Market penetration strategies

The RIN Detergent To Position or Reposition can increase its marketing spending and use emotional appeals to influence the target audience.

The marketing strategies should be focused on maximizing the reach of the brand's message and promise (Iacobucci, 2021).

The RIN Detergent To Position or Reposition is recommended to make its products accessible through an increased number of supermarkets and hypermarkets.

The RIN Detergent To Position or Reposition can also open its own retail setups to increase footfall and reach across different regions (Sahaf, 2019).

Product development strategies

The RIN Detergent To Position or Reposition is recommended to and can engage in market and consumer research for product development.

Encouraging innovation and discussion of new ideas within the RIN Detergent To Position or Reposition can also lead to rapid new product development (Varadarajan, 2015).

The RIN Detergent To Position or Reposition can also optimize the development of new products by making its manufacturing and testing processes more effective.

The RIN Detergent To Position or Reposition can also create innovation labs and labs for new product development and testing (Sahaf, 2019; Abratt & Bendixen, 2018).

Diversification strategies

The RIN Detergent To Position or Reposition can expand horizontally and add new product lines.

The RIN Detergent To Position or Reposition can also expand vertically and add new products to the existing product line

The diversification will allow the RIN Detergent To Position or Reposition to attract new consumer groups (De Mooij, 2019).

The diversification will also allow the RIN Detergent To Position or Reposition to increase its penetration and reach amongst existing consumers.

The RIN Detergent To Position or Reposition will be able to increase brand awareness through diversification as well (Iacobucci, 2021; Abratt & Bendixen, 2018).

The RIN Detergent To Position or Reposition needs to strategically align its resources for optimization and to achieve its strategic goals and targets. The RIN Detergent To Position or Reposition should continue to use its internal capabilities to realize new opportunities and for mitigating risks and weaknesses. In addition, the RIN Detergent To Position or Reposition should also make use of other strategic models to understand the managerial challenges that the organization faces and devise suitable strategies and actions for overcoming them. The leadership of the RIN Detergent To Position or Reposition will play a critical role in ensuring that the organization overcomes the challenges by focusing on the organizational culture and values, which will then impact the operations and performance at large.

Abratt, R., & Bendixen, M. (2018). Strategic marketing: Concepts and cases. New York, United States: Routledge.

Anthony, H. (2021). Understanding strategic management. New York: Oxford University Press.

Baines, P., Fill, C., & Rosengren, S. (2017). Marketing. New York, United States: Oxford University Press.

Buchanan, D., & Huczynski, A. (2019). Organizational behaviour. London: Pearson UK.

Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg, Germany: Cerebellum Press.

De Mooij, M. (2019). Consumer behavior and culture: Consequences for global marketing and advertising. Thousand Oaks, California: Sage.

Deepak, R., & Jeyakumar, S. (2019). Marketing management. New Delhi, India: Educreation Publishing.

Dimitrieska, S., Stankovska, A., & Efremova, T. (2018). Artificial intelligence and marketing. Entrepreneurship, 6(2), 298-304.

DuBrin, A. (2013). Fundamentals of organizational behavior: An applied perspective. Amsterdam, Netherlands: Elsevier.

Gillespie, K., & Swan, K. (2021). Global marketing. New York, United States: Routledge.

Grewal, D., & Levy, M. (2021). M: marketing. New York, United States: McGraw-Hill Education.

Griffin, R. (2021). Management. Boston, Massachusetts, United States: Cengage Learning.

Groucutt, J., & Hopkins, C. (2015). Marketing. London: Macmillan International Higher Education.

Hitt, M., Miller, C., Colella, A., & Triana, M. (2017). Organizational behavior. Hoboken, New Jersey, United States: John Wiley & Sons.

Iacobucci, D. (2021). Marketing management. Boston, Massachusetts, United States: Cengage Learning.

Išoraitė, M. (2016). Marketing mix theoretical aspects. International Journal of Research-Granthaalayah, 4(6), 25-37.

Joyce, P. (2022). Strategic Management and Governance: Strategy Execution Around the World. Oxfordshire United Kingdom: Taylor & Francis.

Kareh, A. (2018). Evolution of the four Ps: Revisiting the marketing mix. Retrieved June 2022, from Forbes: https://www.forbes.com/sites/forbesagencycouncil/2018/01/03/evolution-of-the-four-ps-revisiting-the-marketing-mix/

Khan, M. (2014). The concept of ‘marketing mix’and its elements. International journal of information, business and management, 6(2), 95-107.

Kotabe, M., & Helsen, K. (2020). Global marketing management. Hoboken, New Jersey, United States: John Wiley & Sons.

Lasserre, P. (2017). Global strategic management. London: Macmillan International Higher Education.

Machado, C. (2019). Organizational Behaviour and Human Resource Management. Berlin: Springer.

Phillips, P., & Moutinho, L. (2018). Contemporary issues in strategic management. London: Routledge.

Sahaf, A. (2019). Strategic marketing: Making decisions for strategic advantage. New Delhi, India: PHI Learning Pvt. Ltd.

Stead, J., & Stead, W. (2014). Sustainable strategic management. London: Routledge.

Valeri, M. (2021). Organizational studies: implications for the strategic management. Berlin, Germany: Springer Nature.

Varadarajan, R. (2015). Strategic marketing, marketing strategy and market strategy. AMS review , 5(3), 78-90.

Wilson, F. (2018). Organizational behaviour and work: a critical introduction. New York: Oxford university press.

Wunder, T. (2019). Rethinking strategic management: Sustainable strategizing for positive impact. Berlin: Springer Nature.

Warning! This article is only an example and cannot be used for research or reference purposes. If you need help with something similar, please submit your details here.

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RIN Detergent: To Position or Reposition Case Solution & Answer

Home » Case Study Analysis Solutions » RIN Detergent: To Position or Reposition

In early January 1989, Irfan Mustafa, CEO of personal products and market research, Lever Brothers Pakistan Limited, wondering what action to take with respect to the marketing of detergent bar RIN clothes that had been introduced in the Pakistan market in April 1984. The product has been specially formulated and promoted as a piece of tissue. Mustafa estimated sales volume had reached INR reasonably satisfactory levels in 1988. However, a recent study confirmed their suspicions that RIN is mainly used for washing dishes. by Wasim Azhar Source: Stanford Graduate School of Business 8 pages. Release Date: February 7, 2008. Prod #: M313A-PDF-ENG Detergent RIN: Positioning Solution Reposition or case

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RIN Detergent: To Position or Reposition Harvard Case Solution & Analysis

Home >> Marketing HBS Case Solutions >> RIN Detergent: To Position or Reposition

In early January 1989, Irfan Mustafa, General Manager, Personal Products and Market Research, Lever Brothers Pakistan Limited, was wondering what action to take on the marketing of detergent bar RIN, which was introduced in the Pakistani market in April 1984. This product is specifically designed and positioned as a cloth washer. Mr. Mustafa felt RIN sales reached a satisfactory level in 1988. However, recent studies have confirmed his suspicion that RIN is mainly used for washing dishes. "Hide by Wasim Azhar Source : Stanford Graduate School of Business 8 pages. Publication Date: February 7, 2008. Prod. #: M313A-PDF-ENG

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RIN Detergent To Position or Reposition

• Harvard Case Studies

RIN Detergent To Position or Reposition Case Study Solution & Analysis

In most courses studied at Harvard Business schools, students are provided with a case study. Major HBR cases concerns on a whole industry, a whole organization or some part of organization; profitable or non-profitable organizations. Student’s role is to analyze the case and diagnose the situation, identify the problem and then give appropriate recommendations and steps to be taken.

To make a detailed case analysis, student should follow these steps:

STEP 1: Reading Up Harvard Case Study Method Guide:

Case study method guide is provided to students which determine the aspects of problem needed to be considered while analyzing a case study. It is very important to have a thorough reading and understanding of guidelines provided. However, poor guide reading will lead to misunderstanding of case and failure of analyses. It is recommended to read guidelines before and after reading the case to understand what is asked and how the questions are to be answered. Therefore, in-depth understanding f case guidelines is very important.

Harvard Case Study Solutions

STEP 2: Reading The RIN Detergent To Position or Reposition Harvard Case Study:

To have a complete understanding of the case, one should focus on case reading. It is said that case should be read two times. Initially, fast reading without taking notes and underlines should be done. Initial reading is to get a rough idea of what information is provided for the analyses. Then, a very careful reading should be done at second time reading of the case. This time, highlighting the important point and mark the necessary information provided in the case. In addition, the quantitative data in case, and its relations with other quantitative or qualitative variables should be given more importance. Also, manipulating different data and combining with other information available will give a new insight. However, all of the information provided is not reliable and relevant.

When having a fast reading, following points should be noted:

• Nature of organization
• Nature if industry in which organization operates.
• External environment that is effecting organization
• Problems being faced by management
• Identification of communication strategies.
• Any relevant strategy that can be added.
• Control and out-of-control situations.

When reading the case for second time, following points should be considered:

• Decisions needed to be made and the responsible Person to make decision.
• Objectives of the organization and key players in this case.
• The compatibility of objectives. if not, their reconciliations and necessary redefinition.
• Sources and constraints of organization from meeting its objectives.

After reading the case and guidelines thoroughly, reader should go forward and start the analyses of the case.

STEP 3: Doing The Case Analysis Of RIN Detergent To Position or Reposition:

To make an appropriate case analyses, firstly, reader should mark the important problems that are happening in the organization. There may be multiple problems that can be faced by any organization. Secondly, after identifying problems in the company, identify the most concerned and important problem that needed to be focused.

Firstly, the introduction is written. After having a clear idea of what is defined in the case, we deliver it to the reader. It is better to start the introduction from any historical or social context. The challenging diagnosis for RIN Detergent To Position or Reposition and the management of information is needed to be provided. However, introduction should not be longer than 6-7 lines in a paragraph. As the most important objective is to convey the most important message for to the reader.

After introduction, problem statement is defined. In the problem statement, the company’s most important problem and constraints to solve these problems should be define clearly. However, the problem should be concisely define in no more than a paragraph. After defining the problems and constraints, analysis of the case study is begin.

STEP 4: SWOT Analysis of the RIN Detergent To Position or Reposition HBR Case Solution:

SWOT analysis helps the business to identify its strengths and weaknesses, as well as understanding of opportunity that can be availed and the threat that the company is facing. SWOT for RIN Detergent To Position or Reposition is a powerful tool of analysis as it provide a thought to uncover and exploit the opportunities that can be used to increase and enhance company’s operations. In addition, it also identifies the weaknesses of the organization that will help to be eliminated and manage the threats that would catch the attention of the management.

This strategy helps the company to make any strategy that would differentiate the company from competitors, so that the organization can compete successfully in the industry. The strengths and weaknesses are obtained from internal organization. Whereas, the opportunities and threats are generally related from external environment of organization. Moreover, it is also called Internal-External Analysis.

In the strengths, management should identify the following points exists in the organization:

• Advantages of the organization
• Activities of the company better than competitors.
• Unique resources and low cost resources company have.
• Activities and resources market sees as the company’s strength.
• Unique selling proposition of the company.

WEAKNESSES:

• Improvement that could be done.
• Activities that can be avoided for RIN Detergent To Position or Reposition.
• Activities that can be determined as your weakness in the market.
• Factors that can reduce the sales.
• Competitor’s activities that can be seen as your weakness.

OPPORTUNITIES:

• Good opportunities that can be spotted.
• Interesting trends of industry.
• Change in technology and market strategies
• Government policy changes that is related to the company’s field
• Changes in social patterns and lifestyles.
• Local events.

Following points can be identified as a threat to company:

• Company’s facing obstacles.
• Activities of competitors.
• Product and services quality standards
• Threat from changing technologies
• Financial/cash flow problems
• Weakness that threaten the business.

Following points should be considered when applying SWOT to the analysis:

• Precise and verifiable phrases should be sued.
• Prioritize the points under each head, so that management can identify which step has to be taken first.
• Apply the analyses at proposed level. Clear yourself first that on what basis you have to apply SWOT matrix.
• Make sure that points identified should carry itself with strategy formulation process.
• Use particular terms (like USP, Core Competencies Analyses etc.) to get a comprehensive picture of analyses.

STEP 5: PESTEL/ PEST Analysis of RIN Detergent To Position or Reposition Case Solution:

Pest analyses is a widely used tool to analyze the Political, Economic, Socio-cultural, Technological, Environmental and legal situations which can provide great and new opportunities to the company as well as these factors can also threat the company, to be dangerous in future.

Pest analysis is very important and informative.  It is used for the purpose of identifying business opportunities and advance threat warning. Moreover, it also helps to the extent to which change is useful for the company and also guide the direction for the change. In addition, it also helps to avoid activities and actions that will be harmful for the company in future, including projects and strategies.

To analyze the business objective and its opportunities and threats, following steps should be followed:

• Brainstorm and assumption the changes that should be made to organization. Answer the necessary questions that are related to specific needs of organization
• Analyze the opportunities that would be happen due to the change.
• Analyze the threats and issues that would be caused due to change.
• Perform cost benefit analyses and take the appropriate action.

Pest analysis

PEST FACTORS:

• Next political elections and changes that will happen in the country due to these elections
• Strong and powerful political person, his point of view on business policies and their effect on the organization.
• Strength of property rights and law rules. And its ratio with corruption and organized crimes. Changes in these situation and its effects.
• Change in Legislation and taxation effects on the company
• Trend of regulations and deregulations. Effects of change in business regulations
• Timescale of legislative change.
• Other political factors likely to change for RIN Detergent To Position or Reposition.

ECONOMICAL:

• Position and current economy trend i.e. growing, stagnant or declining.
• Exchange rates fluctuations and its relation with company.
• Change in Level of customer’s disposable income and its effect.
• Fluctuation in unemployment rate and its effect on hiring of skilled employees
• Access to credit and loans. And its effects on company
• Effect of globalization on economic environment
• Considerations on other economic factors

SOCIO-CULTURAL:

• Change in population growth rate and age factors, and its impacts on organization.
• Effect on organization due to Change in attitudes and generational shifts.
• Standards of health, education and social mobility levels. Its changes and effects on company.
• Employment patterns, job market trend and attitude towards work according to different age groups.

case study solutions

• Social attitudes and social trends, change in socio culture an dits effects.
• Religious believers and life styles and its effects on organization
• Other socio culture factors and its impacts.

TECHNOLOGICAL:

• Any new technology that company is using
• Any new technology in market that could affect the work, organization or industry
• Access of competitors to the new technologies and its impact on their product development/better services.
• Research areas of government and education institutes in which the company can make any efforts
• Changes in infra-structure and its effects on work flow
• Existing technology that can facilitate the company
• Other technological factors and their impacts on company and industry

These headings and analyses would help the company to consider these factors and make a “big picture” of company’s characteristics. This will help the manager to take the decision and drawing conclusion about the forces that would create a big impact on company and its resources.

STEP 6: Porter’s Five Forces/ Strategic Analysis Of The RIN Detergent To Position or Reposition Case Study:

To analyze the structure of a company and its corporate strategy, Porter’s five forces model is used. In this model, five forces have been identified which play an important part in shaping the market and industry. These forces are used to measure competition intensity and profitability of an industry and market.

porter’s five forces model

These forces refers to micro environment and the company ability to serve its customers and make a profit. These five forces includes three forces from horizontal competition and two forces from vertical competition. The five forces are discussed below:

• THREAT OF NEW ENTRANTS:
• as the industry have high profits, many new entrants will try to enter into the market. However, the new entrants will eventually cause decrease in overall industry profits. Therefore, it is necessary to block the new entrants in the industry. following factors is describing the level of threat to new entrants:
• Barriers to entry that includes copy rights and patents.
• High capital requirement
• Government restricted policies
• Switching cost
• Access to suppliers and distributions
• Customer loyalty to established brands.
• THREAT OF SUBSTITUTES:
• this describes the threat to company. If the goods and services are not up to the standard, consumers can use substitutes and alternatives that do not need any extra effort and do not make a major difference. For example, using Aquafina in substitution of tap water, Pepsi in alternative of Coca Cola. The potential factors that made customer shift to substitutes are as follows:
• Price performance of substitute
• Switching costs of buyer
• Products substitute available in the market
• Reduction of quality
• Close substitution are available
• DEGREE OF INDUSTRY RIVALRY:
• the lesser money and resources are required to enter into any industry, the higher there will be new competitors and be an effective competitor. It will also weaken the company’s position. Following are the potential factors that will influence the company’s competition:
• Competitive advantage
• Continuous innovation
• Sustainable position in competitive advantage
• Level of advertising
• Competitive strategy
• BARGAINING POWER OF BUYERS:
• it deals with the ability of customers to take down the prices. It mainly consists the importance of a customer and the level of cost if a customer will switch from one product to another. The buyer power is high if there are too many alternatives available. And the buyer power is low if there are lesser options of alternatives and switching. Following factors will influence the buying power of customers:
• Bargaining leverage
• Switching cost of a buyer
• Buyer price sensitivity
• Competitive advantage of company’s product
• BARGAINING POWER OF SUPPLIERS:
• this refers to the supplier’s ability of increasing and decreasing prices. If there are few alternatives o supplier available, this will threat the company and it would have to purchase its raw material in supplier’s terms. However, if there are many suppliers alternative, suppliers have low bargaining power and company do not have to face high switching cost. The potential factors that effects bargaining power of suppliers are the following:
• Input differentiation
• Impact of cost on differentiation
• Strength of distribution centers
• Input substitute’s availability.

STEP 7: VRIO Analysis of RIN Detergent To Position or Reposition:

Vrio analysis for RIN Detergent To Position or Reposition case study identified the four main attributes which helps the organization to gain a competitive advantages. The author of this theory suggests that firm must be valuable, rare, imperfectly imitable and perfectly non sustainable. Therefore there must be some resources and capabilities in an organization that can facilitate the competitive advantage to company. The four components of VRIO analysis are described below: VALUABLE: the company must have some resources or strategies that can exploit opportunities and defend the company from major threats. If the company holds some value then answer is yes. Resources are also valuable if they provide customer satisfaction and increase customer value. This value may create by increasing differentiation in existing product or decrease its price. Is these conditions are not met, company may lead to competitive disadvantage. Therefore, it is necessary to continually review the RIN Detergent To Position or Reposition company’s activities and resources values. RARE: the resources of the RIN Detergent To Position or Reposition company that are not used by any other company are known as rare. Rare and valuable resources grant much competitive advantages to the firm. However, when more than one few companies uses the same resources and provide competitive parity are also known as rare resources. Even, the competitive parity is not desired position, but the company should not lose its valuable resources, even they are common. COSTLY TO IMITATE : the resources are costly to imitate, if other organizations cannot imitate it. However, imitation is done in two ways. One is duplicating that is direct imitation and the other one is substituting that is indirect imitation.  Any firm who has valuable and rare resources, and these resources are costly to imitate, have achieved their competitive advantage. However, resources should also be perfectly non sustainable. The reasons that resource imitation is costly are historical conditions, casual ambiguity and social complexity. ORGANIZED TO CAPTURE VALUE : resources, itself, cannot provide advantages to organization until it is organized and exploit to do so. A firm (like RIN Detergent To Position or Reposition)  must organize its management systems, processes, policies and strategies to fully utilize the resource’s potential to be valuable, rare and costly to imitate.

STEP 8: Generating Alternatives For RIN Detergent To Position or Reposition Case Solution:

After completing the analyses of the company, its opportunities and threats, it is important to generate a solution of the problem and the alternatives a company can apply in order to solve its problems. To generate the alternative of problem, following things must to be kept in mind:

• Realistic solution should be identified that can be operated in the company, with all its constraints and opportunities.
• as the problem and its solution cannot occur at the same time, it should be described as mutually exclusive
• it is not possible for a company to not to take any action, therefore, the alternative of doing nothing is not viable.
• Student should provide more than one decent solution. Providing two undesirable alternatives to make the other one attractive is not acceptable.

Once the alternatives have been generated, student should evaluate the options and select the appropriate and viable solution for the company.

STEP 9: Selection Of Alternatives For RIN Detergent To Position or Reposition Case Solution:

It is very important to select the alternatives and then evaluate the best one as the company have limited choices and constraints. Therefore to select the best alternative, there are many factors that is needed to be kept in mind. The criteria’s on which business decisions are to be selected areas under:

• Improve profitability
• Increase sales, market shares, return on investments
• Customer satisfaction
• Brand image
• Corporate mission, vision and strategy
• Resources and capabilities

Alternatives should be measures that which alternative will perform better than other one and the valid reasons. In addition, alternatives should be related to the problem statements and issues described in the case study.

STEP 10: Evaluation Of Alternatives For RIN Detergent To Position or Reposition Case Solution:

If the selected alternative is fulfilling the above criteria, the decision should be taken straightforwardly. Best alternative should be selected must be the best when evaluating it on the decision criteria. Another method used to evaluate the alternatives are the list of pros and cons of each alternative and one who has more pros than cons and can be workable under organizational constraints.

STEP 11: Recommendations For RIN Detergent To Position or Reposition Case Study (Solution):

There should be only one recommendation to enhance the company’s operations and its growth or solving its problems. The decision that is being taken should be justified and viable for solving the problems.