联合利华的艰巨的任务分发到75000小网点在东北。它依赖于现有的网络的多面手二级批发商和有时也,较小的当地的批发商。但是,这增加了他们的成本。它也与专业经销商合同的选项。
优质的,神情仍然是比它的第二个品牌以较低的价格出售。通过研究和开发,他们的策略是提高价格和感知质量的大胆和Ace分别与密涅瓦和Omo竞争。
G是市场挑战者积极努力扩大其市场份额。它有特定的挑战者战略价值商品和服务的价格和改善服务。广告不是很有效的消费者没有太多知识或一个顶级的品牌知名度和市场上其他品牌。最喜欢联合利华的产品他们的产品也是根据目标客户定位。他们的两个主要产品有定位类似于联合利华的产品例如大胆和流行而Ace的定位是优良的白度来源。
澳洲墨尔本论文代写：消费者行为和社会影响
Unilever had the daunting task of distributing to 75,000 small outlets in the Northeast. For this it relied on its existing network of generalist wholesalers and sometimes also on secondary, smaller local wholesalers. This however increased their cost. It also had the option of contracting with the specialized distributors.
Ace is of the superior quality and is still sold at a lower price than its second brand. Through research and development, their strategy would be to improve the price and the perceived quality of Bold and Ace which is in competition with Minerva and Omo respectively.
G is a market challengers which is aggressively trying to extend its market share. It has specific challenger strategies like value price goods and services and improved services. The advertising is not very effective as the consumers don't have much knowledge or a top of the brand awareness as compared to the other brands in the market. Like most of the products of Unilever their products are also positioned depending on the target customers. Two of their main products are positioned similar to Unilever's products e.g. Bold and Pop whereas Ace is positioned as a superior whiteness source.