A product strategy is the final vision of a product that helps determine the roadmap that the product will follow to achieve the eventual purposes set for that product. A product strategy enables an organisation to have a defined market as the focal point. Product strategy helps organisations define what they are selling, what value consumers derive from their products, how the products are priced and the distribution of that product to consumers (Susan & Nikolaos, 2000).
OMO is a detergent manufactured by Unilever Company. Unilever is employing its product strategy to ensure that it maintains its market share. In their product strategy, Unilever state OMO as a detergent that provides stain removal solutions to the target market. Their value proposition to the consumers includes new fragrances that give clothes a fresh smell, enhanced stain elimination ability, fabric protection and has added an ingredient that is friendly to the customer’s skin thus preventing dryness. They have a wide customer base with their specific target market being households with kids and persons who are highly likely to get stains from their work place, for example, a person selling fruit juice.
Their product strategy also involves per gram pricing. This ensures that they reach a wider target market of different economic status. For example, they have packaged their products in sachets of 25 grams, 50 grams, 100 grams and so on. Unilever has largely invested in advertising through print, audio and visual media hence diversifying the products alignments on the existing product as well as creating awareness of the improvements to this product. They have partnered with retail shops to ensure that the products are easily accessible to their wide range of customers.
In conclusion, Unilever’s product strategy in relation to OMO depicts it as a solution to stubborn stains, targeted to households, priced per gram and distributed through retail markets.
References
Susan, H., & Nikolaos, T. (January 01, 2000). New product launch “mix” in growth and mature product markets. Benchmarking: an International Journal, 7, 5, 389-405.
