Odol
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ODOLMUNDWASSER MAGAZINE N1 PAGE 26
MEANT TO BE TOGETHER A TRUE LOVE STORY FROM FAR BACK IN TIME.
Odol
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CONTENT
ANALYSIS
THE DEEPEST AND MOST REVEALING INSIGHTS INTO THE MARKET AND ITS TRENDS
WRITTEN BY JULIAN BRANDT AND NIKOLAJ MADSEN
2-15 2
MARKETING MIX A cocktail of the best from the marketing bar
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MARKET OVERVIEW A birds eyes view on the market
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TRENDS Find out what is #trending in the
PLANNING NOT JUST A NEW CONCEPT A BETTER CONCEPT
mouth was industry
16-23
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CONSUMER A taste of Odol - these are the people who use the product
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COMPETITOR ANALYSIS The battle for the market
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Odol
WELCOME!
“MEANT 2B TOGETHER” HELPING ODOL TO EVOLVE INTO SOMETHING BIGGER THAN JUST A MOUTH WASH
24-27
10 SWOT
21 COMMUNICATION MIX
Read about the unpleasant weak
A mixology ‘lesson’ on
spots of Odol
communication
16 TOWS-MATRIX How to deal with opportunities and
22 COPY STRATEGY/ CREATIVE BRIEF Our ideas for Odol’s future
threats
18 COMMUNICATION GOALS A new fun, humoristic and “fresh” image of Odol
19 TARGET GROUP Meet Elizabeth and Feliks - the future consumers of Odol
20 POSITIONING Where we see Odol in the future market
24 GOLDEN CIRCLE “People don’t buy what you do, they buy why you do it”
26 CLAIM “Meant to be together” the idea behind the master plan
28 SOURCE + ANNEX A special thanks to the people who tought us Odol
Odol
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Analysis Marketing Mix
Product:
Price:
The Odol “Mundwasser” is a mouthwash that leaves the user with a fresh and clean feeling in their mouth. It is mostly used in the mornings and evenings before bedtime. The high quality of the product fits perfectly to the tradition Odol stands for. The product is uniquely designed to distinguish itself from its competitors with the distinctive and easily recognized neck of the bottle. The neck also includes a drop function which guarantees a sufficient amount of Odol every time you use it. The bottle is made from opaline glass which is harder than regular plastic and is perceived as a higher quality product. There are no add-on services followed by the product and no such thing as a “money back guarantee”.
The pricing goes from 3,45€ to 4,49€. The price is dependant on stores and the sizes of the bottle. In comparison to Odol’s closest competitors which are Listerine, Meridol and Elmex (we will discuss these in more detail later) Odol is priced in the middle with Elmex and Meridol being more expensive and Listerine being a bit less pricey on average.
Ø price: 3,99€
Ø price: 5,24€
Ø price: 4,74€
Ø price: 3,64€
(all prices are lists prices based and calculated on own observations in stores; Rossmann, Kaisers, Lidl and pharmacies in the Kreuzberg area of Berlin)
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Odol
It must be said that it is difficult for the customer to figure out where you get most value for money, because Odol is used in a different way than Elmex, Meridol and Listerine. Where Odol must be mixed before use, the others are premixed products and therefore also bigger in size. On the shelves we found another product “Elka Dent” which is also a “mundwasser” you have to mix before use. The price on Elka Dent is 1,99€ which is half the price of the Odol bottle.
Place: The “Odol Mundwasser” can, as a user, be bought in selected retail stores within all of Germany. The product is being distributed through a variety of different “Großhändler” which gives Odol certain benefits e.g. lower transportation/ distribution costs and a shared risk of loss or damage through transportation to the end consumer. With that said, using this type of distribution also has it’s disadvantages, such as: loss of control, no influence on where on the shelves the product is being placed and a lower profit per product. Odol’s distribution channel can be visualized as following:
According to (Afsætning Niveau A Fig. 22.9) Odol is using a Selective Distributions strategy with multiple but selected retai-
Promotion: According to HORIZONT1 the latest Odol campaign, “Love Odol”, from 2010 tries to target a younger audience of Odol’s consumers. A quick search on “Odol mundwasser” on Facebook gives you no results and there is also no official fan page or company profile on the social media site. Since 2010 there has been 1
no major campaign from Odol and their official webpage also seems a bit dead. It must also be noticed that the webpage does not function optimally on tablets and smartphone devices - this is a huge disadvantage to the goal with a younger target group in mind.
http://www.horizont.net/agenturen/nachrichten/- Grey-erfrischt-mit-Odol-90699
Odol
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MARKET OVERVIEW
The worldwide mouth care market is expected to grow from 32,8 billion USD to 40,3 billion USD until 2021. The total revenue for teeth and dental hygiene products in Germany in 2013 was 1,39€ billion, for the entire body beauty industry the revenue same year was 12,33€ billion2. This is a huge market, with huge possibilities for expansion. The competition is tight and there are a lot of competitors in the existing classy red ocean market. Renée Mauborgne and W. Chan Kim (2005) describes red oceans as: 2
“In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here, companies try to outperform their rivals to grab a greater share of existing demand.”
This knowledge is important when Odol wants to compete in an already existing market. In germany “Mundwasser” is following toothpaste and “Mundspülung” to be the third most popular dental care product. According to Statista “Mundwasser” is used daily by approximately 8 million people in Germany. In 2014 there is an estimated amount of 18,8 million users over the whole year.
http://de.statista.com/statistik/daten/studie/166766/umfrage/umsatz-mit-zahn--und-mundpflegemitteln-seit-2007/
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Odol
TRENDS According to Dr. Sherri Worth3 one of the biggest trends in the dental care industry is teeth whitening. A white and attractive smile has become very important in our society and we are all well aware of that. Dr. Worth found that men have started to whiten their teeth in recent years, and they are getting smile makeovers almost as much as women. The reason for this big boom of men wanting to get a better smile must be found in our society, and how we like to see ourselves. A white smile has become a symbol of social power and acceptance. People with a white smile is being perceived as members of the upper social class and therefor a white smile is a step on the road to rise on the social-class ladder. In the mouthwash industry, the relatively huge demand comes up against a few big mouthwash suppliers and many small manufacturers creating an oligopoly market4. While Odol, Odol Med 3, Listerine and Meridol are the big players, there are also smaller competitors like Elka Dent or other discounter products that are the underdogs.
SOME TIMES YOU JUST HAVE TO START LOOKING
With this type of market consumers may find lower prices or higher discounts thanks to oligopolies. Generally speaking business will fear losing customers if they raise prices and the competitors do not. Also this will affect the competitors to lower prices if one of the businesses in the market offers a discount. While the low prices benefits the consumers, businesses might have to sacrifice some of their profits to keep customers or undercut their rivals. On the other hand oligopolies tend to breed cartels, in which the companies agree on fixed prices. Normally this mean a higher price for the consumer, lower product quantities and an increase of the businesses profits. In an oligopoly market, start-ups will face difficulties taking up the fight against the already established manufacturers. 3
http://www.dentistryiq.com/articles/2012/07/leading-trends-and-tips-in-cosmetic-dentistry.html
4
University of Oxford defines “Oligopoly” as: “A state of limited competition, in which a market is shared by a small number of producers or sellers.”
(http://www.oxforddictionaries.com/definition/english/oligopoly)
Odol
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CUSTOMER TARGET GROUP “You have to understand not just what your customers need, but how and when they prefer to access information” - Jay Baer President of Convince and Convent
Step 1 According to Annex 3, the first step of recognizing your target group is to determine the “consumer unit.” When determining the “consumer unit” for “Odol mundwasser” must everyone who has the economic, technical and physical abilities to use the product be considered.
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Step 2 Hereafter the “Consumer Unit” is being divided into “Segments.” The main criteria for “Odol mundwasser” are: age and income.
Segments
ABOVE PHOTO TITLE:
Step 3 The segments are being rated and set by relevance. This means that segment no. 16 is the current segment for “Odol mundwasser” This target group is located between the Sinus areas A23 and A12. They are in the traditional milieu which contains 9,8 million people. They are a security and order-loving wartime / post-war generation rooted in the old world of the petty bourgeoisie or that of the traditional blue-collar culture5.
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http://www.sinus-institut.de/en/solutions/sinus-milieus.html
Odol
Odol
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COMPETITOR ANALYSIS Odol’s competitors can be divided into three groups: 1. The direct competition, which sell a product that is almost identical to Odol. 2. The similar core target group competition, which sells products that are similar to Odol but technically different (Mundwasser compared to Mundspßlung). 3. Indirect competitors, which are different products, that focus on the same customer need (In this case a fresh mouth).
Direct competitors: Elka dent, One Drop Only, alternative discounter products The direct competitors are chosen on behalf of the almost identical product, targeted to satisfy the same customer need. The way you use the products in this category is also identical, as you have to mix it with water in order to use the product properly. This product category is mainly used to achieve a better dental taste and smell, however these products do not affect the dental hygiene as much as other products.
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Similar core target group: Odol med3, Listerine, Elmex, Meridol, One Drop Only, alternative discounter products The products in this category are selected on behalf of the similar core target group. These are products that technically are different from “Odol mundwasser” but solve the same customer needs. The way you use the products in this group are different from the “Odol mundwasser” but they all provide a better dental taste and breath, in addition to that most products in the category also improve the dental health by killing germs and eliminating plaque. The usability of products in this category can be rated as higher than Odol’s, because Odol is not pre-mixed and you can not use it from the bottle, as you can with the other products.
Odol
Same customer need: toothpaste, chewing gum, dental floss, mouth sprays, dental cleanser The products in this category are chosen because they all relate to the same customer need: dental care and a fresh mouth. These products however are all different from mouthwash, but still aim towards a clean and healthy mouth. In this category toothpaste is the biggest competitor, because almost everyone who is concerned with dental care uses toothpaste to brush their teeth with. In addition to that, products like chewing gum and mouth spray help with a better taste and breath without having a positive impact on dental health. Dental floss helps the dental health and improves the breath by helping remove leftover food from the teeth that could not be brushed away.
Odol
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SWOT ANALYSIS The “Hygiene Pioneer” was the idea for the Odol company’s founding all the way back in 1893. Long before toothpaste was invented and oral hygiene was a topic, Karl August Lingner invented the “Odol mundwasser” as a radical new product with long lasting effect for its consumers. Today Odol still provides its customers oral hygiene with a variety of products but the original “Odol mundwasser” remains the same truth to its founding idea of oral hygiene.
Value Chain To identify Odol’s internal strengths Porter’s value chain provides us with essential information on the weakness and strengths of the company’s processes. A true copy of Michael Porter’s original value chain is found in annex no 2. A description of this analysis tool is being provided by the University of Cambridge:
“The idea of the value chain is based on the process view of organizations, the idea of seeing a manufacturing (or service) organization as a system, made up of subsystems each with inputs, transformation processes and outputs. Inputs, transformations processes and outputs involve the acquisition and consumption of resources - money, labour, materials, equipment, buildings, land, administration and management. How value chain activities are carried out determines cost and
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According to Porter (1985), the primary activities are: 1. Inbound Logistics involve relationships with suppliers and include all the activities required to receive, store and disseminateinputs. 2. Operations all the activities required to transform inputs into outputs (products and services)
http://www.ifm.eng.cam.ac.uk/research/dstools/value-chain-/
3. Outbound Logistics include all the activities required to collect, store, and distribute the output. 4. Marketing and sales activities inform buyers about products and services, include buyers to purchase them, and facilitate their purchase. 5. Service includes all the activities required to keep the product or service working effectively for the buyer after it is sold and delivered.
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Odol
Secondary activities are: 1. Procurement - is the acquisition of inputs, or resources, for the firm. 2. Human Resource management - consists of all activities involved in recruiting, hiring, training, developing, compensating and (if necessary) dismissing or laying off personnel. 3. Technological Development - pertains to the equipment, hardware, software, procedures and technical knowledge brought to bear in the firm’s transformation of inputs into outputs. 4. Infrastructure - serves the company’s needs and ties its various parts together, it consists of functions or departments such as accounting, legal, finance, planning, public affairs, government relations, quality assurance and general management.
VALUE CHAIN ANALYSIS Inbound Logistics In his work with interpersonal relations George Levinger (1983) explains with his “stages of relationships” the necessity of time for a relationship to evolve. Odol is
Odol
therefore
has
a
huge Marketing and Sales
knowhow on how precisely to The “Love Odol” web page is the produce
this
specific
product only official web page for this
at a high quality. With modern product. The “Love Odol” campaign productions facilities Odol is able is from 2010 and so is the web page. to reduce costs and mass produce In stores the “Odol mundwasser” its products at a competitive price. is placed on the shelves right next to other mouthwash brands and
a old company and therefore had plenty of time to build good, strong Outbound logistics and sustainable relationships with As mentioned in “Place” Odol is its suppliers. This strength might using wholesalers to distribute its come as an advantage concerning products. The benefits from this terms and conditions about every form of distribution is a reduction purchase. Odol might be able to of costs and a reduction of the negotiate good credits with its risks followed by transporting suppliers and secure consistent products. The cons in this setup is and satisfying deliveries. Buying a loss of control and a lower profit large quantities often also result per product. in some quantity discounts.
there is nothing but the product itself to attract more attention to the Odol bottle in comparison to its competitors. The brand “Odol” has a great story and an interesting history - it has a strong tradition and gives Odol a natural trustworthiness. Odol also was awarded “Reader’s Digest European Trusted Brand 2012”7 an award giving to brands with a
Operations
Service
From the very first bottle of Odol
“Odol mundwasser” does not offer
up until today, the contents, recipe
any special services to its end stream Primary activities; Operations
and ingredients remains the same.
consumers.
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http://love-odol.de/odol-facts.html
Odol's strength lies within its Up-
and manufacturing.
Odol
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Odol
Spider Web In the spiderweb analysis we compared the strength’s and weaknesses of Odol to it’s closest competitors. In the analysis we put the most important aspects: Brand Image: In Germany Odol’s image is a very good one. Odol is known as a very traditional product and the consumer put more trust in it than into it’s competitors.
Product range: Odol’s product range is limited to three products: Odol Original, Odol Extra Frisch and Odol Plus. Meridol’s product range is even more limited offering only one mouth wash. Listerine on the other hand National awareness: has a total of ten different proOdol has a very high national awaducts to choose from. reness throughout Germany. The product was available before it’s Quality: competitors, and in this way it gai- Quality is one of the aspects where Odol is able to overtake it’s comned a high popularity. petitors. Odol is a German quality International awareness: product, it’s sold in a bottle made While the national awareness is of opaline glass which stands for very high the international awa- quality and gives it the typical Odol reness is close to none. The same look and feel. The competitive proapplies to Meridol, with Listerine ducts are sold in plastic bottles gibeing the only global player. ving it a lower quality.
Communication: Communication wise, Odol is not very present at the moment. They show no TV-spots, print advertising or Online Communication. Meridol on the other hand has a German TV-spot advertising the mouthwash and a fairly large Facebook fan page. Listerine is the most successful in terms of communication, backed with a big marketing budget, they have international Campaigns consisting of TV-spots, print commercials and a Facebook fan page with over one million fans.
Odol
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SWOT
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Odol
Odol
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THE ART OF
PLANNING
Based on our analysis we created a TOWS-matrix and came up with a concept to target the fields SO and WO. We see that Odol has a potential of gaining more international attention and to attract consumers from other countries than Germany. This consistent with the original idea of a name that can be pronounced in multiple languages. Odol’s huge know how from decades in the industry and the fact that Odol is a German product will make
it appealing to the international market. We see an international campaign as an opportunity to expand to international markets and to increase the market share. In addition to that we want to use online marketing in order to enhance the range of the brand and create an all new social media identity. This new social media “universe� should reflect the original Odol campaign and inspire consumers to take an active part in the online community.
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Odol
Odol
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Communication Goals “We wish to tell the true ‘Odol love story’ in a fun, humoristic
and ‘fresh’ way, that inspire others to take action and care about • We want to interact more with their dental hygiene”
the customers through social media. • We want Odol’s image to appeal more “fresh” to a younger audience.
These goals are the fundamental building blocks of the campaign.
This is the fundamental idea behind our new communication concept. The concept continues down the path Odol already went with the “Love Odol” campaign back in 2010. The feeling of belonging to someone, and to be part of something bigger than yourself is the main point of the concept. We aim to target a slightly younger audience and with the use of humor we will attract this audience’s attention and change Odol’s image into being more “fresh” without losing their tradition. The main problem we personally have with the product is the way it is being used: the inconvenient way you have to mix the product before use irritates us,
and we felt this is something we have to deal with. According to the German tradition and a conservative perspective we did not dare to change the actual product or the original bottle. We therefore added humor and a “symbolic” way of using the product, inspired by brands such as Oreo and Guinness beer, in order to make the process of mixing the product with water a fun and “must be so” experience. We created two specific communication goals for Odol. These are based on our analysis and our decisions made in the TOWS matrix:
Control: Every social media platform offers statistics and analytical tools. These can be used to track activity, behavior and the interaction between Odol and its “fans”. These tools are based on advanced algorithms and provide Odol with exactly the information they want. Their behaviour can also be tracked by Usability testing. A baseline measurement will be used to estimate Odol’s market performance before a change in marketing and then another measurement will be made after the new concept was realized. This will tell us whether or not the marketing concept had the desired im-
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Odol
TARGET GROUP For our new segment, a social lifestyle is important. They like to go out with friends, have fun and be in contact with their surroundings. For this age group being in a relationship is common and make up the majority of the demographic. We want to target this group in the new middle class milieu. According to the sinus institute8 this group consists of 9.8 million people who are considered the modern mainstream with the will to achieve and adapt: general supporter of the social order. They are striving to become established at a professional and social level, seeking to lead a secure and harmonious existence. Combining our earlier target group with the more modern group we gain access to a far wider audience. • Our first segment is between 35-49 with a yearly household income between 35,000€ - 49,999€ • Our second segment is between 25-34 with a yearly household income between 25,000€ to 34,999€
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To represent our two different groups we came up with one representative from each group in order to get a better understanding of our new target group.
Our first target group representer
Our second target group repre-
is Elizabeth. Elizabeth is german,
senter is Feliks. Feliks is Swedish,
68 and grew up in a rural area with
35 years old and grew up in Stoc-
her 3 siblings. Elizabeth is retired
kholm, where he still lives. Feliks
and lives in the german city Schroz-
works as a salesman at MOOD
berg with her husband Walter. Eli-
which is a shopping mall in the
zabeth grew up with Odol and used
center of Stockholm. Feliks is new
it since she was young, since her
to using Odol, he learned about
parents used to use it too. Eliza-
Odol on Facebook and decided to
beth is happy with Odol, in fact she
give it a try. Feliks did not use a di-
likes the design the way the bottle
fferent mouthwash before, Odol’s
looks, because it is easier for her
communication gave him the need
to recognize it. Elizabeth has ne-
to try out a mouthwash in order to
ver tried a mouthwash other than
be more confident in close human
Odol and she never considered tr-
interactions which would also help
ying another one. Elizabeth uses
him in his job as a salesman. Feliks
the product on a day to day bases.
is happy with the Odol mouthwash
In the morning, after breakfast and
and would recommend it to his
in the evening after brushing her
friends.
teeth, in order to have a fresh taste
http://www.sinus-institut.de/en/solutions/sinus-milieus.html
Odol
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Future PositioningA TITLE 01
02
Our communication goals is to make Odol more interacting with its customers and consumers. Today Odol has no interaction with its consumers beside the actually product and are lagging behind its competitors. All the main competitors are active on social media where Odol yet has to be present. The graphic shows Odol at the bottom when it comes to social consumer interaction compared to its biggest competitors. Listerine has a Facebook page with more than 1 million fans. Meridol’s Facebook page has 31,000 fans and Elmex has 43,000 fans. To stand up against competition our campaign wishes to change that and move Odol up the “social communication ladder�.
According to Gruppe Nymphenburg both our target groups are being positioned inside the red area. They are traditional and balance searching individuals who can be considered middle class. Their group stands for values like safty, loyalty, trust and quality which is reprsented by Odol.
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Communication Mix To maximise the reach and awareness of the campaign we are going to use both traditional and innovative communication channels. This fits with our target group which is divided into two main segments; a younger and an older audience. The traditional communication channels we choose to use are outdoor and print; newspaper and magazines. They will be used to attract attention from our segments, while simultaneously we run an online campaign on every main social media site, for example, Facebook, Instagram and Twitter. With this campaign we are trying to attract a younger demographic, and therefore social media is important! This demographic is sharing and living their daily life through social media as a fundamental part of their daily communications and social interactions with their surroundings. In the spirit of our claim “Meant to be together� Odol must
Odol
Odol
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Copy Strategy/ CREATIVE BRIEF Overall marketing objective: what’s the overall program supposed to accomplish? One of the main goals for the strategy is to interact more closely with the consumers of the “Odol mundwasser.” This is being done by a variety of different social media methods. The Odol image must get a more “fresh” and likeable appeal to attract attention and interest from a younger target group. The whole theme for the communication strategy is to create a fun and humoristic setting in which customers are being informed and stimulated through humor to take action and seek out more information about the product and brand on their own. The product and brand should be “raised” from being only a mouthwash, to be a natural and essential part of the consumers’ daily life. This campaign is all about being together with what you love, and Odol should take active part in making their consumers life better in a way that extends beyond simply being mouthwash. The campaign should provide comfort and give the consumers an idea of belonging to something bigger than themselves. This should all result in an increase of sales, turnover and profits.
What’s the communications objective: What is this creative project supposed to get people to do?
With this plan we wish our consumers to regard Odol as a more “fresh” brand that despite their long history and strong tradition still is attractive both for the older and younger generations. The campaign should make consumers see Odol as a brand that cares for something “bigger” than just their own business, and promote consumers to give their loyalty to the brand. On social media we want our consumers to be more engaged and play an active part in our campaign under the idea “Meant to be together.” We wish Odol to be more interested in their consumers and their behaviour together with their loved ones and surroundings. Finally we wish our consumers to buy more and share their experience with the products to friends and family.
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Odol
What’s the key message: What is the main benefit your brand provides? In a rational / functional way of thinking, Odol provides their consumers with fresh and good smelling breath. Some people have troubles with bad breath and the functionality of the product matches perfectly with this need. The new communication plan however adds an emotional perspective to this rational and functional mindset. The emotion we wish to bring out in our consumers is a feeling of belongingness. Odol must be communicated as something “bigger” than mouthwash, as a key factor for being together with what you love, or doing whatever makes you happy. We are talking about love, friendships, passion, interests and hobbies. When you find the right one, or whatever makes you feel fulfilled, life becomes easy, and this is exactly the emotion we wish to bring out in our consumers. We want Odol to stand side by side with words like: family, love, passion, happiness and a
What are the prioritized support points for your key message: We start with the humor, we start by telling “The true Odol love story” and begin to implement Odol as a brand that cares about you and your loved ones in a fun and “fresh” way. Odol must be seen as “something bigger.” Odol must be seen as a brand that takes “being together with what or who you love” seriously. Who is Odol meant to be together with then? The inconvenient way of using the product is in this campaign being turned into a “true Odol love story” where consumers sees Odol “in love” with a glass of water. This on the surface cute story has a deeper meaning. On social media we want to inspire our fans to share who or what they are “meant to be together with” and spread the “belongingness” theme within their network. But first we start by telling “The true Odol love story.”
What is the context of this creative work: One of the main medias we wish our content to be available on is online. There should be a complete redesign of the Odol web page, and also establish a dot com domain. Copywriters must create texts that are appropriate for this kind of media. Social media has another important role in the concept. Therefore all social media matters have to be implemented on the website and promoted throughout the whole communication. We are also planning to use more traditional communication channels such as newspaper, magazines and billboards to maximize the total awareness and reach of the campaign.
Special considerations: Odol is an old company and even though we want to communicate the brand in a more “fresh” way we can not forget about the tradition and history the brand carries.
Odol
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THE GOLDEN CIRCLE “When we communicate from the outside in, when we communicate WHAT we do first, yes, people can understand vast amounts of information, like facts and features, but it does not drive behavior. But when we communicate from the inside out, we’re talking directly to the part of the brain that controls decisionmaking, and our language part of the brain allows us to rationalize those decisions” - Simon Sinek, Start with why 2009, page 56 This is the key factor to our decision of basing our communication plan on emotional communication. We wish to tell consumers WHY Odol exists so they can interact and unite with this belief. It is crucial for the success of this strategy that this is not only a communication strategy, but the “actual foundation” for the company. Otherwise consumers will see through this “fake belief”
A proposal for a Golden Circle for Odol may sound like this: In everything we do, we strive to make human interaction more comfortable. We wish to bring the best out in our customers and make them feel like they belong to something bigger than themselves. We do that by making our products remove unpleasant personal issues and leave our consumer confident and fresh for a new day. We just happen to make a great dental care product.
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Odol
This will tell customers that Odol is something “bigger” than just a mouthwash. It is actually a company that cares about you, your social needs and surroundings. It wishes that you feel fulfilled in both your personal and professional life. It wants to bring the best out in you so that you can perform your very best. When we target this limbic part of our brain, we are directly targeting the part of our brain that drives behaviour. “People don’t buy WHAT you do, they buy WHY you do it” (Simon Sinek, 2009) and this is exactly the point of our communication concept for Odol. The limbic brain is powerful enough to drive behaviour that sometimes contradicts our rational and
analytical understanding of a situation. The inappropriate use of the “Odol mundwasser” compared to competitors would not be taking in consideration by the consumers who interact with Odol’s WHY - they will buy Odol because they feel connected to it.
In his book Simon Sinek also points out, that these “gut decisions” tend to be faster, which is crucial for Odol since the point-of-sale happens in stores where a fast decision is required by the customers.
Odol
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CLAIM
“MEANT TO BE TOGETHER” Under this claim, we are continuing the path Odol started in 2010 with the campaign “Love Odol”. With this campaign we now want to tell “The true Odol Love Story” in a fun, humoristic and “fresh” way. We saw the use of the product as one of Odol’s weakest spots. As mentioned earlier we did not dare to change the actual product or the original bottle so we added a “symbolic” spirit to the way the product is being used. Our story / campaign is about the two love birds: Odol and Waterglass. They are in love, and through humor we wish to tell our segments that they are “Meant to be together” and that this love is so strong, nothing will ever be able to separate them from each other. The inconvenient way of using the product is, by this, being changed into something beautiful and fun instead. We hope this will make consumers think of the combination of Odol and a water glass as natural instead of irritating. Simultaneously with the traditional communication, we create an Odol “universe” on every main social media site. We want to inspire and encourage our “fans” to share who they are “Meant to be together” with, and by this spread the word of Odol inside their network under the hashtag #Meant2Btogether. This should be done in a fun, humoristic and “fresh” way that matches the “tone” of the campaign. We want Odol to stand for something more than a mouth wash, we want Odol to be a “symbol” of bringing people together and belonging to something bigger than ourselves.
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SOMETHING TO BE INSPIRED BY
Odol
Odol
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Sources: Web: 1.
BetaBox, “Parametermix - De 4 P’er” http://betabox.dk/teorierogmodeller/parameter-mix-4-p-er.html [Visited: 16th nov 2014]
2.
Satista, “Anzahl der Verwtender der beliebtesten Marken von Mundspülungen und -wasser in Deutschland von 2010 bis 2013 (in Millionen)” http://de.statista.com/statistik/daten/studie/182755/umfrage/verwendete-marken-von-mundspuelungen-und--wassern-in-den-letztenvier-wochen/ [Visited: 18th nov 2014]
3.
Statista, “Beliebteste Marken von Mundspülungen und Mundwasser (Verwendung in den letzten 4 Wochen) in Deutschland in den Jahren 2012 und 2013” http://de.statista.com/statistik/daten/studie/171574/umfrage/verwendete-marken-von-mundspuelungen-und--wassern-inden-letzten-vier-wochen/ [Visited: 18th nov 2014]
4.
Slogans.de, http://www.slogans.de/slogans.php?GInput=odol&SCheck=1 [Visited: 18th nov 2014]
5.
Creativeoncall, ”7 Simple Steps to a Good Creative Brief” http://www.creativeoncall.com/2013/08/19/7-simple-steps-to-an-effective-creativebrief/ [Visited: 2th dec 2014]
6.
Learnmarketing, “Pricing Stragtegies” http://www.learnmarketing.net/price.htm [Visited: 19th nov 2014]
7.
Itrojka, “Distributionskanal” http://www.itrojka.dk/afs2006A2/kap22.pdf [Visited: 20th nov 2014]
8.
Groshandler: http://www.hygi.de/odol_mundwasser,pd,13490.html [Visited: 20th nov 2014]
Pictures: 1.
Odol Logo: http://love-odol.de/static/img/logo_odol.png
2.
Elmex logo: http://www.baumes-et-pastilles.fr/pub/Dentifrice_gencives_et_dents_sensibles/Dents_sensibles_dentifrice_Elmex_sensitive.jpg
3.
Meridol logo: http://spadental.pl/media/wysiwyg/gab-logo-meridol.png
4.
Listerine logo: http://www.healthyessentials.com/sites/promo1/files/taco-images/Listerine-logo-big.png
5.
Odol bottle: http://ecx.images-amazon.com/images/I/416f7K8kaqL._SY355_.jpg
6.
Elmex bottle:http://www.docmorris.de/images/00631999_b.jpg
7.
Meridol bottle: http://www.rossmannversand.de/DesktopModules/WebShop/images/full/090186_1.jpg
8.
Trends: http://www.pfsweb.com/images/blogimages/ecommerce-trends.jpg
9.
Listerine bottle: http://minisma.com/wp-content/uploads/2014/01/listerine-antiseptic-cool-mint-8.5oz-1-1.jpg
10. Lady and sink: http://www.sereneoaksdental.com/blog/wp-content/uploads/mouthwash.jpg 11. People on beach: http://thedigitallifestyleacademy.com/wp-content/uploads/2014/05/lifestyle-bg.jpg 12. Trend guy:http://florinchitic.com/wp-content/uploads/2014/01/predictions_featured@wdd2x.jpg 13. Globe hand: http://www.akadimix.net/sites/default/files/overview.jpg 14. Creative light bulb: http://thesmartvan.com/wp-content/uploads/creativity.jpg 15. People beach: http://love-odol.de/static/img/bg-images/2.1.1_frischer_atem.jpg 16. Planning: http://headlabel.com/files/field/image/system-analysis.jpg
Others: 1.
Porter, Michael E., “Competitive Advantage”. 1985, Ch. 1, pp 11-15. The Free Press. New York.
2.
Levinger, G. (1983). Development and change. In H.H. Kelley, et al. (Eds.), Close relationships. (pp. 315–359). New York: W.H. Freeman and Company
3.
Sinek, Simon, “Start With Why”. 2009, page 56. Portfolio Penguin
4.
Jenrich, Lene. Jepsen, Kurt. Schmalz, Peter & Aarosin, Lise. Afsætning Niveau A, Trojka, 2. edition 2010
31
Annex no 1: Distributions strategies by indirect distribution
Annex no 2: Porter’s Value chain
Annex no 3: Choice of target group
Odol
DECEMBER 2014 / NO 1 32
THANK YOU FOR READING
CREATED BY JULIAN BRANDT & NIKOLAJ MADSEN students at the design akademie berlin 2014
Odol