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Published by: ganeshsree86 on Jan 27, 2011
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Transforming the brand narrative: Theglobal redesign of Pantene Pro-V
MARKETINGAs a product, Pantene Pro-V is a blockbuster-the planet's best-selling shampoo, with annual salestoppingone billion dollars. After a decade of envious growth, however, the line had become dated andsomewhat confusing. In this story, Emily Kokenge and Liz Grubow tell how the brand has beenrevitalized with new graphics, packaging, and advertising based on a strategy that blends localmarketing and sales tactics with a compelling global presence.Pantene Pro-V is the world's numberone shampoo. It is sold in virtually every country, in tens of thousands of superstores, grocery stores, drug stores, kiosks, and tiny corner markets. Well over one and a half million people purchase a Pantene product every day. Millions are likely to see aPantene advertisement on TV, in magazines, on billboards, and in other places. It is truly one of the world's great brands.Pantene Pro-V is also one of the most important brands for consumer goods giant Procter &Gamble. With more than a billion dollars in annual sales, Pantene Pro-V is one of P&G's topthree brands and a consistent contributor to the company's growth. In fact, Pantene grew inmarket share, sales, and volume for more than 10 consecutive years after it was relaunched byP&G.Competitive pressures on Pantene have grown as steadily as the brand has. The hair-carecategory is crowded with competitors, and virtually everything about Pantene-its producttechnology, packaging, advertising, and positioning-has been copied relentlessly. After nearly adecade of unbridled growth, Pantene was losing momentum as it approached the year 2000.Given its stature within P&G's brand portfolio, it was clear to everyone responsible for Pantenethat we needed an intervention to help keep the brand dynamic, vital, and in the lead.Consequently, it was with a sense of urgency that Pantene underwent a major redesign in 2000.A multi-billion-dollar global brand was on the line. Hundreds of careers were at stake. Hundredsof stakeholders, with often-competing interests, would have to be aligned. And a small branddesign team, based in Cincinnati, was given the charge to redesign the best-selling hair-care brand in the world. This is our story.A global brand waiting to be bornPantene Pro-V began as a tiny shampoo brand, launched in Europe by Swiss drug companyHoffman-La Roche in 1947. The name Pantene was a reference to the original producttechnology-pro-vitamin B-5, or panthenol. RichardsonVicks acquired Pantene in 1983. Two
years later, when P&G acquired Richardson-Vicks, Pantene became part of the Procter &Gamble portfolio.It wasn't until the late 1980s that P&G began to focus on Pantene's potential. The company'smarketers noticed something important. Although Pantene was a very small brand, with barelymore than $100 million in sales, it already had an international presence and an extremely loyalconsumer base. This convinced P&G that Pantene had the potential to be a major global brand,and it was with that ambitious goal in mind that Pantene was relaunched in 1993.From the beginning, Pantene signaled P&G's future as a global marketer. To relaunch Pantene,the products were reformulated as Pantene ProV, breakthrough advertising was created under the banner of "hair so healthy it shines," and an innovative brand identity and package design wascreated. The design for Pantene's Pro-V brought a look of authority and efficacy to mass-markethair care and communicated the brand's premium beauty positioning. Taiwan became the leadmarket for the brand's relaunch, and a successful business was built in the Far East.Within 18 months of the establishment of this model, Pantene expanded into more than 20countries with a presence in every major region of the world, establishing itself as the marketleader again and again. By 1995, Pantene was the best-selling hair-care brand in the world, witha lineup that included shampoos, conditioners, and styling products for all types of hair.Organizing for global leadershipAt the same time that Pantene was becoming one of P&G's first truly global brands, it wasteaching its new owner how to compete and win on a worldwide scale. The brand had been builton fundamentals that would soon become foundations for other global market leaders in P&G's brand lineup: understanding consumer needs globally and locally, creating brand equities thatcould be owned in markets all over the world, and producing standard-setting advertising thatworked with consumers from Texas to Tokyo.P&G had applied these fundamentals in one category after another and, by the late 1990s, thecompany had nearly a dozen global brands that were number one or number two worldwide, andat least as many more with potential to join the elite billion-dollar-brand club.Still, P&G's approach to global brand management was far from optimized. Multiple layers of decision makers were involved in virtually every major decision about a big brand-decisionssurrounding the brand team, regional organizations, country organizations, and key functions,including product development, product supply, and sales. Getting decisions made andimplemented was a timeconsuming, expensive, and generally frustrating process. For the designteam, the process often meant that well-conceived designs were dated and less distinct by thetime they finally appeared on store shelves.
P&G Tries Again with Pantene
Nov 30, 2008
- Elaine Wong
Procter & Gamble is giving Pantene a new gloss as the company tries once again to recharge the underperforminghaircare brand.The new push, estimated to be in the $100 million range, stars former beauty editor and TV celeb Stacy London andtouts an upgrade in silicon technology that translates to stronger, shinier hair. Pricing, however, will remain the sameas P&G positions Pantene as a value buy that's just as good as salon brands, but less expensive.The campaign is the latest attempt to jump-start the brand, which has repeatedly been singled out as a laggard inP&G's North American beauty business. Most recently, Pantene was blamed for making P&G miss the usual 5%annual beauty growth mark. In an earnings call with analysts this April, CEO A.G. Lafley attributed much of thatdecline to last spring's failed restaging of the brand. Called Parthenon, that campaign, also via Grey, New York,called for organizing the brand's many SKUs into 18 easily identifiable "benefit-themed" collections, including ones for healthy, colored and treated hair. Aimed at minimizing the confusion, the strategy ultimately failed.Now P&G is trying a different approach. A teaser campaign which launched mid-November directed consumers toSecrettogreathair.com and sampling inserts inside major Sunday newspapers heralded the brand's latest positioning.Pantene North America brand manager Seth Klugherz said the campaign is the biggest launch for the brand sincethe 2000 restaging of Pantene as Pantene Pro-V. Though he declined to delineate a spend, he noted that, "We havealways been the leader in spending and we will very much continue to do that." Nielsen Monitor-Plus data shows thatP&G spent $203 million on U.S. measured media for Pantene in 2007, excluding online, and $114 million throughSeptember of this year.Klugherz said the campaign drew its insight from research testing among consumers, in which P&G found that the"gold standard" in haircare for many was salon brands. And so, in a blind test of 3,600 salon users, P&G asked thewomen to compare the new formulation to salon brands. (Seven out of 10 participants voted for Pantene.) Marketingresearch firm TNS conducted the trials.Klugherz said that while previous ads for Pantene touched upon the value approach, it was never more overt thannow. And P&G is comfortable with that messaging. "Consumers will tell you that value is not defined as cheap. It's themix of something that works really well at a price that is not ridiculous," he said.Meanwhile, rivals Tresemmé and Suave have already adopted similar tactics. Tresemmé, which is owned by Alberto-Culver, has begun airing new commercials for its Flawless Curls product. The ad, via Campbell Mithun, Minneapolis,

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