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1、Innovation Is a Good Way to Maintain Market Presence The Jumbo-Koter venture is a good example of the development of a successful new product by solving a consumer problem. The Wooster Brush Company identified the difficulty that painters were having because their minirollers were sticking after a f

2、ew uses. The new Jumbo-Koter mini-rollers solved that problem by using a smooth-turning cage frame. Wooster Brush further improved these mini-rollers by using high-quality fabrics from its highly successful nine-inch rollers. Finally, by not extending fabric over the end of the new mini-rollers, Jum

3、bo-Koter enabled the painter to get into tighter spaces than with traditional mini-rollers. This also prevented paint from spinning off onto another surface. One lesson to be learned from the Jumbo-Koter program is that innovationis a good way for a company to maintain its presence in the marketplac

4、e. The Wooster Brush Company has made a notable effort to continue to innovate, developing truly beneficial products in a very stodgy, old-fashioned business for many years. The Jumbo-Koter product line is a good example of this. This continuous innovation has enabled the company to compete successf

5、ully without participating in industry price wars. At the time of this writing, the Wooster Brush Company was in the process of developing additional new products to meet the paint application needs of its customers. Summary Marketing Plan for: Wooster Jumbo-Koter TM Wooster Brush Company MARKETING

6、PLAN SUMMARY BACKGROUND. Many painters have problems with their mini-rollers. Because these rollers are smaller than traditional rollers, they are great for getting paint into tight places and corners. On the other hand, the small size of the roller sometimes causes it to stick after a certain numbe

7、r of uses. Painters often become frustrated when they have to drag a stuck mini-roller down a wall. This consumer problem led to a whole new product line called the Jumbo-Koter, and to a marketing plan that effectively leveraged the strengths of the Wooster Brush Company. MARKET REVIEW. The paint ap

8、plicator industry is made up of a relatively small number of companies, and it changes only slightly from year to year. A trend identified by Wooster Brush was the influx of foreign competition into the mini-roller market. Because of the effectiveness of using a mini-roller for detail painting jobs,

9、 the market for these small rollers was growing. As this was happening, several manufacturers were importing mini-rollers from China and other offshore sources. Wooster Brush was being forced to compete with these lower-priced imports. CONSUMER USAGE AND ATTITUDES. A program of store interviews and

10、personal observations enabled Wooster Brush management to determine that mini-rollers were gaining market share and were eroding paintbrush usage more and more. Consumers represent the bulk of the unit sales; however, they tend to buy what is available and recommended in paint and hardware stores, a

11、nd these stores typically display and recommend what is used by professional contractors. Through quantitative and qualitative research, Wooster Brush learned that painting contractors generally perceived Jumbo-Koter as a significant improvement over the mini-rollers that were currently available in

12、 the market. PLANNING ASSUMPTIONS. Prior to launching Jumbo-Koter, the management of Wooster Brush made a series of assumptions regarding the outcome of the implementation. The following is a list of the key planning assumptions made by Wooster Brush Company: Paint and hardware stores will generally

13、 accept distribution of Jumbo-Koter because of the success these retailers have had with previous new products from Wooster Brush. The fabric on Jumbo-Koter rollers will be accepted by professionals and consumers. Professional painters will want to use Jumbo-Koter mini-rollers. Pricing on Jumbo-Kote

14、r will be accepted as long as the price points are similar to those of the low-priced mini-rollers currently on the market. Should Jumbo-Koter not be successful, Wooster Brush will still be able to capture a share of the mini-roller market with its current mini-roller system. Over the next few years

15、, Jumbo-Koter could make it possible to eliminate the old miniroller system. KEY STRATEGIC MARKETING OBJECTIVES. Based on the above planning assumptions, the management of Wooster Brush set up a series of specific key strategic marketing objectives for the Jumbo-Koter venture. The following are the

16、key strategic marketing objectives set by the management of the Wooster Brush Company: To entice consumers and professionals to purchase a mini-roller system that is not interchangeable with other mini-roller systems. To get the majority of the twenty-four different Jumbo-Koter rollers and two frame

17、s into broad-scale distribution. To time the expansion of distribution so that production is able to keep up with retail sales. To achieve specific sales volume objectives that will enable the venture to pay back the investment in new equipment within a specific time frame. To launch the Jumbo-Koter

18、 line nationally in the initial distribution targets within three months. To overcome the potential objection by retailers and customers that the Jumbo-Koter covers do not have a fabric covering on the end of the rollers. MARKETING PLAN ELEMENTS Brand name. The new mini-roller system was launched un

19、der the overall brand name Wooster Jumbo-Koter. This name appeared on all packaging and display header signs. Also, seven additional names were used to differentiate the different type of covers: Super Fab TM, Pro Doo-Z TM, Mohair Blend TM, 50/50 TM, Super Twist TM, Painters Choice TM, and Pro Foam

20、TM. The overall brand name strategy was to leverage the power of the current Wooster Brush image. Product line. Jumbo-Koter is a comprehensive line of twenty-four different mini-rollers and two different frames. The short-handle frame has a 14-inch handle, and the longhandle frame has a 261/2-inch h

21、andle. Both of these are cage frames, which turn much better than the traditional wire frames. Both the short-handle frame and the longhandle frame have a 4-inch arm, even though there are 41/2- and 61/2-inch roller covers. A unique button on the end of all of the 61/2-inch roller covers plugs into

22、the frame, enabling the frame to be used with both the 41/2- and the 61/2-inch roller covers. The fabrics used for the roller covers vary and are differentiated by brand name, pile, and width. Most of the covers are packed two per package, although there are some covers that are packed six per packa

23、ge. Pricing strategy. The Jumbo-Koter product line was set up with a different price point for each of the different products in the line. The pricing strategy was to hit the price points of the low-priced imported competition. Management felt that if Jumbo-Koters prices were within a few pennies of

24、 those of the low-priced imports, it would have the advantage. Jumbo-Koter mini-rollers were launched at lower prices than domestic products, including other Wooster Brush mini-rollers. When the program was launched, a 10 percent introductory allowance was offered on the entire line. Sales and distr

25、ibution methods. The Wooster Brush Company sells its products through a national network of distributors and buying groups. It does have some direct accounts; Lowes and Home Depot, for example, are direct accounts. Jumbo-Koter was to be sold into national distribution by the Wooster Brush Companys s

26、ales force and network of service personnel. Advertising copy strategy. The objective of the Jumbo-Koter advertising was to communicate to paint and hardware stores that a new improved mini-roller was coming on the market and that this mini-roller would be available only from the Wooster Brush Compa

27、ny. Wooster used trade advertisements that took advantage of the strong reputation of the Wooster Brush Company name. These advertisements emphasized that these new mini-rollers rolled smoothly and required fewer trips to the paint bucket because they held more paint and did not stop rolling. The ne

28、t result was less cost to the painter. Advertising media strategy. Jumbo-Koter advertising was designed to be run in trade publications such as Do-It-Yourself Retailing and other magazines targeted to paint and hardware stores. There was no consumer advertising of Jumbo-Koter. One- and twopage sprea

29、ds were placed in these magazines at the time of the product launch. Sales promotion. The line was launched with incentives for retailers to use a display with the Jumbo-Koter line. These discounts were to be offered at pro shows and at distributor shows. A consumer discount was also offered upon in

30、troduction of the program. A premium pack that included a frame and six roller covers in a box was to be sold during the product launch. It was to be put on a counter or on the rack. The consumer bought the six covers and got the frame free. Publicity. Public relations was also used to introduce Jum

31、bo-Koter. A press release was sent to all of the key trade publications prior to placement of the print advertising. Wooster Brush Company management anticipated that a significant number of articles would result from this press release because Wooster Brush was a regular advertiser in all of these

32、magazines. The press release introduced Jumbo-Koter as a new product from the Wooster Brush Company and included the major points from the advertising copy. In-store merchandising. It was felt that a key to success in getting the full Jumbo-Koter product line into retail stores was an in-store displ

33、ay program. The cornerstone of this program was a two-foot freestanding merchandiser that included the full Jumbo-Koter product line. Wooster Brush would give the rack free to retailers. A piece of literature for the consumer was included with the display. Timetable. After Wooster Brush pushed the b

34、utton on a major development effort, it took eighteen months to complete. It took another three months to achieve the initial national distribution. At the time of this writing, Jumbo-Koter has been in national distribution for one year. FINANCIAL PROJECTIONS. The financial projections were conserva

35、tive in that they did not include any estimates of sales from the large national accounts such as Lowes or Home Depot. Only sales from paint and hardware stores were included. The reason for this was to add stability to the forecasts. Wooster Brush management felt that it could confidently predict p

36、otential sales from the traditional paint and hardware stores, based on a long history with these accounts. Predictions for the large national accounts were much less reliable. Management did not want to develop production capacity based on speculative assumptions. CONTINGENCY PLANS. A pricing conti

37、ngency plan was set up in case the competition decided to lower its prices in response to this program. Wooster Brush management decided that it would not reduce the Jumbo-Koter prices if that were to happen. Management felt that by the time the competition was able to implement a price reduction, W

38、ooster Brush would have established the Jumbo-Koter line as a viable one in the market. It felt that most customers would continue to purchase Jumbo-Koter products at the initially established price.创新是一个好办法，以维持市场的存在珍宝 - Koter创业是一个成功的解决消费者问题的新产品开发的好例子。在伍斯特刷公司确定的画家是有困难的，因为他们的minirollers后数使用坚持。新巨- Kot

39、er迷你滚筒解决了这个问题通过使用一个平稳转动笼架。伍斯特刷进一步提高利用其高度成功的9英寸辊高品质的面料这些微型滚筒。最后，通过不延长在新的微型辊底布，珍宝，Koter使画家进入比传统的小滚筒紧空间。这也防止从纺纱到另一个表面掉漆。 一个教训是从巨型- Koter计划的教训是，innovationis一个公司良好的方法来保持其在市场上的存在。在伍斯特刷公司已取得了显着的努力，不断创新，发展一个非常平庸的，老式的业务多年真正有益的产品。珍宝 - Koter产品线是一个很好的例子。这种不断创新，使公司在行业竞争不参与价格战的成功。在写这篇文章时，伍斯特刷公司是在开发更多的新产品，以满足其客户的应

40、用需求油漆过程。总结营销计划：伍斯特珍宝 - Koter TM伍斯特刷公司营销计划摘要 背景。许多画家与他们的微型滚筒的问题。由于这些滚轮比传统滚筒较小，但对陷入紧张的地方和角落画很大。另一方面，滚筒的体积小，有时会导致它的用途后，坚持一定的数量。画家往往成为失意的时候，他们要拖下了墙卡住微型滚筒。这个问题导致了消费者全新的产品线称为巨型- Koter，以及营销计划，有效地利用了在伍斯特刷公司的优势。 市场报告。该涂料涂敷产业是由一个公司数量相对较少，而且只有轻微的变化每年。由伍斯特刷确定一个趋势是外国竞争进入微型滚筒市场涌入。由于使用细节画一个小型工作辊的成效，为这些小轧辊市场的成长。由于这

41、是发生，一些制造商在进口小型压路机从中国及其他海外来源。伍斯特刷是被迫竞争，这些价格较低的进口。 消费者使用和态度。一个商店的采访和个人观察程序中启用伍斯特刷的管理，以确定小型压路机是获得市场份额，被侵蚀画笔的使用越来越多。消费者代表的单位销售大宗，但他们倾向于购买哪些是可用和油漆和五金商店的建议，而这些店一般显示和建议是什么专业承包商使用。通过定量和定性研究，伍斯特刷据悉，画商一般被看作是比小型滚筒是目前在市场上有明显改善珍宝 - Koter。 规划设想。在此之前发射巨型- Koter，在伍斯特刷管理提出了关于实施一系列假设的结果。以下是规划的重点由伍斯特刷公司作出的假设清单：油漆和五金商店

42、一般会接受，因为对这些零售商从伍斯特刷前的新产品有成功的珍宝 Koter分布。对珍宝 - Koter辊布料将接受由专业人士和消费者。专业画家将要使用的珍宝 - Koter迷你滚筒。在巨型- Koter定价将被接纳为只要价格点是类似于低价目前市场上的微型滚筒的。 如果珍宝 - Koter不会成功，伍斯特刷仍然能够捕捉到与目前的微型辊系统的微型滚筒的市场份额。 在接下来的几年里，珍宝，Koter可以使人们有可能消除旧miniroller系统。主要战略营销目标。根据上述规划设想，在伍斯特刷管理设立了具体的关键珍宝 - Koter企业战略营销目标系列。以下是关键的战略市场由伍斯特刷公司管理层确定的目标

43、： 为了吸引消费者和专业人士购买小型辊系统，不与其他小型辊系统互换。 为了获得所24不同的珍宝，Koter辊和成大规模分布两帧多数。 时间的分配扩张使生产能够跟上零售销售上升。 为了实现特定的销量目标，这将使该合资企业，回报在特定的时间框架，在新的设备投资。 要启动珍宝 - Koter线在国内三个月内初次分配的目标。 为了克服由零售商和客户的珍宝 - Koter涵盖没有面料对覆盖潜在的反对。营销计划要素 品牌名称。新的小型辊系统推出整体品牌名称下伍斯特珍宝 - Koter。这个名字出现在所有的包装和显示头的迹象。此外，另外七个名字被用来区分不同类型的涵盖：超级晶圆厂TM，临斗- Z TM，马海

44、毛混纺TM，TM 50/50，超扭曲TM，画家的选择TM，TM和Pro泡沫。整体品牌战略，充分利用当前伍斯特刷形象力。 产品线。珍宝 - Koter是一个24不同的小轮和两个不同的框架综合线。短期处理帧都有一个14英寸的处理，以及longhandle帧都有一个261/2-inch处理。这两者都是笼框架，这又大大超过了传统的电线架好。无论是短期的处理框架和longhandle帧有一个4英寸的臂，即使有41/2-和61/2-inch滚筒盖。一个对所有的61/2-inch辊底独特的按钮覆盖到帧插头，使能与既有41/2-和61/2-inch辊盖使用的帧。对辊盖使用的面料不同，是由品牌名称，桩和宽度有区

45、别的。涵盖大部分的包装每包两个，虽然有一些是包装每包six盖。 定价策略。珍宝 - Koter产品线成立，为在不同产品线的每一个不同的价格点。定价策略是打的低价进口竞争的价格点。管理层认为，如果珍宝 - Koter的价格范围内的低价进口的那几个便士，这将有优势。珍宝 - Koter小型辊分别比国内推出的产品，包括其他伍斯特刷迷你滚筒降价。当程序被启动，10的介绍性津贴提供的整条生产线。 销售和分配方式。在伍斯特刷公司通过经销商的销售和购买群体的国家网络销售其产品。它确实有一些直接的账户;劳氏和家得宝，例如，是直接帐户。珍宝 - Koter是纳入国家分配出售的伍斯特刷公司的销售队伍和服务人员网络

46、。 广告文案的策略。该巨型- Koter广告的目的是沟通，油漆和五金商店，一个新的改进微型滚筒是未来的市场，而这个小辊将只能从伍斯特刷公司提供。伍斯特使用的贸易广告，注意到公司名称的伍斯特刷良好的声誉优势。这些广告强调，这些新的小型轧辊顺利，需要少去的涂料桶，因为他们持有更多的油漆并没有停止滚动。最终的结果是成本更低的画家。 广告媒介策略。巨型- Koter广告被设计为运行在贸易刊物，如不要自己动手零售和针对性，油漆和五金商店等杂志。有没有珍宝，Koter消费者的广告。一和twopage利差被安置在这些杂志在产品推出的时间。 销售推广。该生产线是推出激励零售商使用的珍宝 - Koter行显示。

47、这些折扣将在亲节目，并在经销商提供的显示。一位消费者也提供折扣后的方案出台。一个溢价包，其中包括一个框架和六辊在一个盒子里涵盖了将在产品发布销售。它是在柜台或机架上的投入。消费者买了六个封面和自由得到了框架。 宣传。公共关系也被用来引进巨型- Koter。新闻稿被送往所有的主要贸易刊物的印刷前，广告投放。伍斯特刷公司管理层预期，大量的文章会从本新闻稿中的结果，因为伍斯特刷是在这些杂志都定期广告。该新闻稿介绍了作为一个从伍斯特刷公司新产品的珍宝 - Koter，包括从广告文案的重点。 店内商品。有人认为，在陷入一个完整的巨型零售商店 - Koter产品线成功的关键是在店内显示程序。这一方案的基石

48、是一个两足独立的采购员，其中包括完整的珍宝 - Koter产品线。伍斯特刷将使机架免费给零售商。一个文学作品为消费者被列入与显示。 时间表。伍斯特推后刷上的重大发展努力按钮，花了18个月至完成。又过了三个月，实现初步的全国布局。在写这篇文章时，珍宝，Koter已在全国布局的一年。 财务预测。财务预测是保守的，因为它们不包括从例如劳氏或家得宝大国民核算销售任何估计。从涂料和五金商店仅销售包括在内。这样做的原因是为了增加稳定性的预测。伍斯特刷管理层认为，它可以充满信心地预测潜在的销售从传统的油漆和五金商店的基础上，与这些帐户的悠久历史。为大国民核算预测是非常不可靠。管理没有想开发生产能力的基础上投机性的假设。 应急计划。一个定价应变计划成立的情况下竞争决定降低响应这项计划的价格。伍斯特刷管理层决定，它不会减少珍宝 - Koter价格如果发生这种情况。管理层认为，在竞争的时候才得以实现降价，伍斯特刷将确立在市场上可行的珍宝之一，Koter线。它认为，大多数客户会继续购买价格的初步建立巨型- Koter产品。. .