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Tag Archives: competitive market structures

Packaging can shape a buying decision.

How much do you think a package affects your buying decisions?

In 2009, Pepsi changed Tropicana’s packaging. It was disastrous. Within 2 months, sales plunged 20% and they quickly switched back to their traditional orange with a straw.

Some consumers said the new design looked too generic. Others thought the new package was ugly and made it difficult to distinguish among Tropicana’s different juices and from other brands. In letters and emails, juice drinkers expressed anger and called the change “stupid.”

The old (left) and new (right) Tropicana containers

Packaging impacts sales

For beauty and personal care products, consumers said it was not the aesthetics that mattered. Instead, according to surveys taken after the Great Recession began, they cared most about getting that last drop out of a jar, a tube, or a bottle.

I thought the following info about how much we leave behind in containers was fascinating. (From WSJ.com)

Depending on the Container, We Might Leave A Lot Behind

The result? We are seeing “airless pumps” that empty 98% of the bottle.  The Container Store sells a tube squeezer (Squeeze Ease). Luxury beauty cream makers are including a spatula for scraping residue.

Our bottom line? Thinking of the 4 basic competitive market structures–perfect competition, monopolistic competition, oligopoly and monopoly–packaging counts when firms need to distinguish their products. That means packaging will matter most for businesses that compete in monopolistically competitive markets (that have many relatively small firms like supermarkets and dress stores) and oligopolistic markets (that have a few large firms like soda and cereal makers).

Sources and Resources: The source of many of my facts, this WSJ article, “Why We Crave the Last Drop,” is a good read but it is gated. Also interesting, this academic paper looked at packaging and this NY Times column discussed the Tropicana fiasco.

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Several years ago, I walked into my local bank branch at 5:55. Knowing that they closed at 6:00, I thought I had some time but they said I was too late. I said I had 5 minutes, they said no and by the time we had concluded our exchange, it was 6:00. They said they were closed and asked me to leave.

Fast forward to 2012. In a news article, bank analyst Richard Bove told how his mismanaged mortgage application, discourteous tellers, and fee problems made him decide to switch banks from Wells Fargo to Chase.

But…

Recommending Wells Fargo, in a research report, he said, “I’m struck by the fact that the service is so bad, and yet the company is so good.” Rather than customer courtesy, the bottom line grows from “pushing products and managing risk.”

His bottom line resounded. Recalling a recent post on Pepco’s lack of reliability during a week long Washington D.C. power outage, I again pondered what happens when better service has no impact on profits.

I also wondered in which market structure customer service might be most important. (Moving from more to less competition and from smaller to larger businesses) Perfect competition? Monopolistic competition? Oligopoly? Monopoly?

Any similar experiences? Please comment.

Dick Bove’s experience is described in this NY Times article, and here is an abstract for a Harvard Business Review report that concludes delighting customers won’t create loyalty but solving their problems will leave them satisfied.

 

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In the Indian Cola market, Coke is #3, Pepsi is #2 and Thums Up is #1.

Thums Up?

More orangy and fizzy than Coke, Thums Up was created by local businessmen when Coke left India in 1977.  Coke exited with Pepsi because a new law mandated that they would have to give up 60% ownership to local firms. Also, Coke probably did not want to share its secret formula with a new partner.

Fast forward to the 1990s when India was more welcoming to multinationals. Hoping to re-establish market share, Coca-Cola bought Thums Up and has never been able to surpass its popularity with Coke.

Talking about India, The Economist conveys its contrasts. #4 among the 15 largest retail grocery and food markets when looking at total revenue, India is at the bottom at $324 for annual per capita food spending. (France, at $4740 is at the top.) This takes us to the challenge that a retailer like Coke has when straddling India’s 3-tiered market: the top has European and American tastes, the middle is beginning to demand worldwide brands and the bottom has minimal purchasing power.

For articles about Thums Up, FT and the economic times provide considerable information while The Economist has a lengthy description of the challenges facing retailers Procter & Gamble and Unilever in India. For the ad my source was here and my grocery and food revenue facts came from here. Also, looking at jute, econlife focuses on India’s license raj but the same ideas relate to Coca-Cola’s departure.

 

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What to do when one airline uses a potent Starbucks bean, the other a weak Fresh Brew blend and they merge? After 14 months, Continental and United finally decided.

Described in Bloomberg Businessweek, our story starts with a 14 member beverage committee and 12 different beans. After sampling each one, they selected a light roast from Fresh Brew that company executives and more than 1,000 flight attendants also liked. On July 1, passengers were served the new coffee.

Then the problems began. Continental’s fliers objected to the watery blend, United’s loyalists wanted weaker coffee, and United’s onboard coffee equipment leaked extra water into the pot when the new pillow packs were brewing. Told about “howls of protest,” the beverage committee re-assembled and started all over again.  This time they chose a medium roast. If you fly United on March 1, you will be one of the first to sample it.

And this was just the coffee!

Combining 2 airlines is a monumental task. Everything from technology to uniforms are debated. Having merged 6 years ago, US Airways and America West have not completed the details. As for the Delta/Northwest combination, which began in  2008, they still are not done.

Illustrating everything from mergers to industry leaders to departures, this interactive graphic wonderfully displays changes in the airline industry since 1990.

The Economic Lesson

Brewing 62 million cups of coffee a year because of the merger, the new United has achieved more cost efficiency when it buys beans. Because “legacy” carriers like United and Continental are burdened by higher costs, they have had to merge to compete against Southwest and other discount airlines.

An Economic Question: After the airline industry was deregulated in 1978 how did competition change flying? This article provides some facts.

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Our story starts during the 1990s. When Procter & Gamble (P&G) first advertised Febreze as a room deodorizer, they thought it would be an instant success. However, the households that most needed it did not respond and sales were tepid.  Realizing they had targeted the wrong people, P&G had to reconsider their market. The results were new ads that had a homemaker smiling as she sprayed Febreze after completing her chores.

P&G was successful because they understood our habits. Once businesses know the patterns we habitually follow, they can figure out how to insert their products into our lives. For P&G, that meant connecting Febreze to homemakers’ cleaning habits.

According to the NY Times Magazine, Target also understood how to use our habits to increase their sales. The key was data that let them identify which shoppers might soon become parents. Knowing that new parents altered their established shopping habits, they offered coupons that would expand what they bought at Target precisely when they were susceptible to change.

Our bottom line: Based on their understanding of our habits, P&G and Target used different competitive methods. How they competed depended on their market structure.

The Economic Lesson

Moving from most to least competitive, there are 4 basic market structures: perfect competition, monopolistic competition, oligopoly, monopoly.

Oligopoly and monopolistic competition frequently necessitate product differentiation. As an oligopoly, P&G faces few firms with similar products.  By contrast, as a monopolistically competitive firm, Target competes against many firms selling the same items.

Both, though, have to let consumers know what is special about what they sell. For P&G, ads displayed Febreze as a reward. For Target, strategically timed coupons differentiated them from others who might not have the same information about their customers

In The Power of Habit, a new book by Charles Duhigg, you can read more about how our habits affect our purchases.

An Economic Question: Focusing on a firm such as Coca-Cola, explain specific ways in which an oligopoly competes.

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