Degree
Master of Business Administration
Faculty / School
Faculty of Business Administration (FBA)
Advisor
Shabih Haider, Visiting faculty, Institute of Business Administration
Project Coordinator (Internal)
Dr. Nasir Afghan, Asad Ilyas, Salma Mirza
Project Coordinator (External)
Muneeza Anwar
Client
Johnson & Johnson (JnJ)
Committee Member 1
Shabih Haider, Institute of Business Administration, Karachi
Project Type
MBA Research Project
Keywords
https://ir.iba.edu.pk/do/search/?q=Johnson%20%26%20Johnson%2C&start=0&context=8598587&facet=">Johnson & Johnson, Neutrogena’s fine fairness range, Market share, Market development
Abstract / Summary
Johnson & Johnson (JnJ) is one of the leading American pharmaceutical and consumer packaged goods manufacturer in the world. With operations in more than 57 countries and presence in more than 175 countries, Johnson & Johnson has established a significant presence in Pakistan providing products as successful Johnson & Johnson’s Clean & Clear Facial Wash. This report is based on two projects that were provided to us by our client organization, Johnson & Johnson. The primary project is based upon the company’s launch of Neutrogena’s Fine Fairness Range in Pakistan. The object of the project was to monitor the launch of the range and to evaluate how successful it has been in the Pakistani market. The ultimate deliverable of the project was to evaluate whether the Fine Fairness Range should continue to be imported in Pakistan, or whether it should be discontinued or substituted with another culturally/market appropriate range. The secondary project revolves around a Marketing research of Johnson & Johnson’s Clean and Clear face wash. The objective of the survey was to gather usage statistics, behavioral data and how well the product is doing in Pakistan. The key deliverables of this project was to recommend strategies regarding how the company Johnson and Johnson can improve the market share of its already so successful product. Based on a mix of primary and secondary data gathering tools, the projects were completed over duration of eight months. The key data-gathering methodologies were self-administered questionnaires, individual interviews, surveys and focus groups in the primary category while company documents, websites, books and other internet resources were used as secondary data. The exact methodologies are provided within the body of the report. The resultant gathered data was then analyzed using SPSS and Excel tools and based upon them, solutions and recommendations regarding the projects were then provided. The major findings for project 1 led us to believe that , Neutrogena’s Fine and Fairness Range should be kept in the Pakistani market as it has done relatively well in a short span of time. However its eye cream variant should be discontinued, since this product was not a fit for the Pakistani market. Eye care is a negligent area among Pakistani Women and they are not willing to spend on eye care. It was also discovered that the company Johnson and Johnson had very meager marketing budget which had a negative impact on the sales. The findings from the retailer survey revealed that Neutrogena did not invest at all in trade marketing related activities like its competitors. Furthermore, the overall research findings pointed that the environment of this particular market in Pakistan is such that future growth potential can easily be envisaged. As far as the recommendations regarding Neutrogena Fine Fairness range is concerned, we came up with several useful and practical solutions that we believe can help the company to improve the sales of the Fairness range in the Pakistani market. Since Neutrogena Fine Fairness range is a medium to high involvement product, it seems that the company should not only invest in ATL activities but attention should be paid to BTL activities as well. This will help to create a strong emotional attachment with the brand. As far as the investment in retailers Point of display and fixtures are concerned, this is one overlooked area by the company. After analyzing the competition, it was discovered that that major competitors like L’Oreal and Ponds had made big investments in display. In all the major retailers we visited we found out that all major category headers and shelves were sponsored by either Ponds or L’Oreal. Moreover, Neutrogena’s biggest competitor L’Oreal has recently opened a skin care studio at Naheed. Thus it is imperative that Johnson and Johnson should invest in retailers display and fixtures, if it wants to improve its sales and awareness in the Pakistani Market. Another recommendation that we came up with was that Johnson & Johnson should partner with the top beauty salons by asking them to use and promote the product in their salons. In general the fine fairness range is a perfect cultural fit for the Pakistani market as majority of the Pakistani women are not satisfied with their medium complexion. There is a common perception that the facial wash category has become saturated in Pakistan. Our research indicates that there are still pockets of the market which can be leveraged or tapped. Although Clean & Clear are undoubted leaders in the category, it still has a long way to go. It was discovered that the huge chunk of Pakistani population still use soap as a means to wash face and this is the point where lies a huge opportunity for the company. During the course of our research it was also identified that the males segment of the society use face wash in a relatively significant number and hence can be targeted. As far as the recommendations regarding Clean and Clear are concerned, we have suggested that the company should opt for Market development. First and foremost Johnson and Johnson should try to convert the non users of face wash into users. This can be achieved through several means the most important one being creating awareness through marketing. Another way in which this migration can be facilitated is through the use of smaller SKUs. Users of soap have shown that price plays a big factor in their decision. Therefore, a smaller SKU will narrow the price differential allowing the soap user to begin at least considering the two forms of washing as substitutes for each other. For the male segment of the market, a more direct and tailored campaign towards male would actually improve the rate at which it is purchased. It is hoped that the information contained in this report can be put to practical use by the organization.
Recommended Citation
Arif, M. C., Zehra, Z., Hassan, S., Ali, A., & Shaikh, A. (2011). Marketing research for Johnson & Johnson Pakistan (Unpublished graduate research project). Institute of Business Administration, Pakistan. Retrieved from https://ir.iba.edu.pk/research-projects-mba/190
