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LUSH in Taiwan: The role of product attributes in
consumer decision making
Ben Boyden 95933047Andy Chang 95933015Delta Fliz 95933040
Farah Wooley 95933052Sylvain Snchal95933044
International MBA Program
College of Commerce, National Chengchi University
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Taiwan Soaps
Table of Contents
1. ABSTRACT.................................................................................................................................................4
2. INTRODUCTION......................................................................................................................................5
3. RESEARCH FLOWCHART....................................................................................................................6
4. LITERATURE REVIEW & FIELD OBSERVATIONS........................................................................7
A. TAIWAN MARKET ....................................................................................................................................7B. TAIWAN SOAP MARKET ..........................................................................................................................8
i. Characteristics of specialised soap & toiletries stores......................................................................8
ii. Field Observations............................................................................................................................9
iii. LUSH differentiation and in-store experience...............................................................................16C. ROLEOFEXPERIENCE ............................................................................................................................17
i. Sensory Experience...........................................................................................................................17
ii. Smell................................................................................................................................................17
5. THE FOUR COMPONENTS OF BRAND VALUE FOR LUSH .......................................................19
6. RESEARCH QUESTIONS & HYPOTHESIS .....................................................................................21
7. METHODOLOGY...................................................................................................................................23
8. RESULTS & ANALYSIS.........................................................................................................................24
A. DEMOGRAPHICS.....................................................................................................................................24B. CUSTOMERLOYALTY.............................................................................................................................26C. PRODUCTAWARENESS...........................................................................................................................28D. RANKINGOFATTRIBUTES .....................................................................................................................28E. OBSERVATIONANALYSIS .......................................................................................................................32
......................................................................................................................................................................33
9. APPLICATION OF RESULTS...............................................................................................................34
10. BUSINESS PLAN...................................................................................................................................35
A. PRODUCT ...............................................................................................................................................35B. CHANNELS..............................................................................................................................................36C. COSTANALYSIS......................................................................................................................................37
11. CONCLUSION.......................................................................................................................................40
12. REFERENCES.......................................................................................................................................41
13. APPENDIX..............................................................................................................................................43
A. ENGLISHSURVEY...................................................................................................................................43National Chengchi University IMBA Marketing Survey....................................................................43B. CHINESE SURVEY ..................................................................................................................................44
1 ..........................................................................................................................................................443 LUSH ?..........................................................................................................................44
..............................................................................................................................................44
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4 .............................................................................................................................................44 LUSH.......................................................................................................................................44
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LUSH..............................................................................................................................44
5 LUSH ............................................................................................................................44 ............................................................................................................................................44 ........................................................................................................................................................44
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6 LUSH ..............................................................................................................................44 ........................................................................................................................................................44
..................................................................................................................................44
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7 1 5 1 5 ............................................44C. RESULTSOFSURVEY..............................................................................................................................45
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1. Abstract
A number of international companies selling high end soaps and toiletries have
entered the Taiwan market, which until relatively recently only offered consumers a
limited choice of products. The Taiwan markets focus has traditionally been on
whitening and sun protection skin care products, but these new specialized soap &
toiletries brands add value through more environmentally friendly, high-end products
based on natural ingredients, and offer more of an in-store sensory experience. The study
looked specifically at LUSH to determine which attributes (from product attributes,
greenness, and sensory experience) were most important in the consumers decision
making process and to establish whether or not specialised soaps can be considered to be
an impulse purchase. The study also sought to establish age group and gender
demographics of LUSHs customer base.
The research results showed LUSHs customer base to be younger than the
cosmetics industry in Taiwan as a whole but to contain the same proportion of males. It
also determined specialized soap could be considered an impulse purchase, and that the
most important attributes for LUSH customers were safety for skin, product performance
and product ingredients. These findings were consistent with previous research of the
Asian cosmetics market, and also showed that fragrance was an important attribute for
LUSH customers. Lastly, these findings formed the basis of a basic business plan for
selling hand-made soap in Taiwan.
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2. Introduction
One of the members of our group recently became interested in making soap after
his wife developed a skin allergy to almost everything. After experimenting with some
natural ingredient-based soaps, the group members recognized an opportunity to sell
hand-made soap in Taiwan. Our group hopes to use this research project to establish a
marketing strategy for selling soap in Taiwan.
We determined that LUSH would be the best candidate to evaluate as its products
shared many similarities with our own hand-made soaps, and their business model is
more suitable for potential start-ups Lush has no marketing budget and started with just
one store, before building from there.
We then formulated some hypotheses tests to establish which LUSH product
attributes were the most important i.e. which attributes are most important in the
consumer decision making process. We then designed a short survey for LUSH
customers to test these hypotheses. We also observed customer behaviour to see if there
was anything we could learn about the consumers purchasing decision process (VOC).
Our survey results, observations and literature review, as well basic costs
estimates, were then used to help us determine a create a basic business plan and budget
for our proposed soap selling business.
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3. Research Flowchart
6
LUSH
Field
Observations
Research
Questions
Literature
Review
FragranceTaiwan
Cosmetics
Hypothesis
Method
Descriptive
analysis
Conjoint
analysisCluster
analysis
DataCollection
Data
Compellation
Data
analysis
Conclusion
Business
PlanCost
Go/No Go
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4. Literature Review & Field Observations
a. Taiwan Market
According to Chou (2003), initial demand for cosmetics in Taiwan was limited,
but increased as living standards and income gradually improved. Chou (2003) also
reports that the first companies to enter the Taiwan cosmetics market were Japanese, and
they remained unchallenged for almost 10 years. Early launches in Taiwan by western
cosmetics brands with largely unsuccessful at first, primarily because their products were
not specialized for the Asian market. However, the Japanese brands offered skin-
whitening products, which enabled them to enter to market successfully. The perception
among Taiwanese women was that Japanese brands where more suitable for their needs,
as they were designed with Asian preferences in mind. This situation started to change in
the 1990s when Western brands recognized the demand for these products and
introduced their own whitening products. Now, most imported brands include a variety
of skin-whitening products and account for the majority of total cosmetic sales in Taiwan
(Chou, 2003).
In 2004, the Taiwan cosmetics industry was valued at NT$65 billion and is
expected to continue increasing at a rate of about 7-8% percent annually (Freundl, 2005).
Recently, new interests have caused sales in other categories of cosmetics increase
rapidly. For example, makeup and perfume sales have grown at a rate of 5% (Chou,
2003). Western companies are now introducing their core line of products with growing
success. Stores offering environmentally friendly natural-ingredient products have also
been expending recently.
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By way of example, upon entering an AVEDA store, customers are handed a cup
of hot mint tea, before being asked about requirements and then being given an
introduction to products by staff. As a rule, these stores offer customers the opportunity
to pre-test products, and some stores even provide wash basins to make testing of the
products easier. These stores also tend to have much more distinctive aromas. LUSH has
a characteristic citrus smell, AVEDA has a distinct mint smell, LOccitane has an orange
smell, and Crabtree & Evelyn has a floral smell. To these companies, the in-store smells
have become a key part of their brand, like a radio or TV jingle is for other consumer
goods. The one exception to this rule seems to be The Body Shop stores, which do not
have any distinct aroma.
These stores also use distinctive music as part the sensory experience of
consumers. For example, LUSH stores feature loud and vibrant pop music, while
AVEDA and LOccitane stores offer more soothing music.
In terms of location, almost without exception all these specialized soap and
cosmetics stores are located in exclusive real estate locations, where a high volume of
walk-by traffic can be expected. In some cases, these brands have a flagship store in an
exclusive location, as well as numerous smaller stores and concession stands in high-end
department stores such as Sogo and Dayeh Takishimaya. This tends to suggest that
specialised soap/bath products are more of an impulse purchase.
ii. Field Observations
We carried out field observations by visiting numerous retail stores in Taipei of
specialized soap and toiletries brands. For comparison, we also observed stores of the
pharmacy and cosmetics/toiletries market leader, Watsons.
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The Body Shop (LOral)
Cost of 100g soap: NT$130 220Cost of gift set: NT$300 1,500Taiwan Stores: 55
Positioning: Emphasizes natural
ingredients and has a very broad product
range, as well as many gift sets. Promotes
recycling by encouraging re-use of
containers, and claims to be against animal
testing, although this is less prominent
than in the past (since being acquired by
LOral).
Store atmosphere: No strong in-store aroma. Stores are clean and bright, but a little
sterile. Everything is pre-packaged, but recycled packaging is used and refills are
available. Testers are available for most but not all products. Staff are not attentive unless
asked, and dont seem highly trained or professional (most likely students). Stores play
mainstream pop music, not too loud.
Marketing Strategy: Promotes environmental campaigns, as it has traditionally been
company policy to not advertise products. Also provides brochures in store, and sends
customers newsletters. Offers free samples with some purchases.
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LOccitane
Cost of 100g soap: NT$160 300Cost of gift set: NT$3,000 10,000+Taiwan Stores: 38
Positioning: Emphasizes high-end natural
ingredients and essential oils, particularly
fruits. In-store focus is on creams,
especially anti-wrinkle face creams. Also
sells bath products, hair care and soap.
Focuses on its French origins for branding.
Store atmosphere: Well illuminated,
spacious stores with an orange aroma and
soft relaxing music. Staff are attentive, if the customer looks like a suitable target
customer. Otherwise the staff are not so friendly and give an impression of exclusivity.
Tester products for most products, and many in-store promotions going on.
Marketing Strategy: Advertises through TV, magazines, billboards and electronic
newsletters. Customers can also receive free catalogues every month. Also provides free
samples with purchases.
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AVEDA
Cost of 100g soap: NT$250Cost of gift set: NT$2000 4000Taiwan Stores: 8 (+ 11 outlets)
Positioning: Natural, organic ingredients,
focusing on specialized hair care, bath
products and soap, as well as some make
up and other cosmetics. Brands some
products as therapy products. Some
stores offer spa/salon services, and has
outlets through salons and spas in addition
to stores. Supporter of environmental and
third-world causes; products are all made
with organically grown plants and flowers, while ingredients are sourced from traditional
communities.
Store atmosphere: Spacious stores with relaxing atmosphere and a strong aroma of mint.
Friendly and very attentive staff each customer is given a cup of mint tea upon entering
the store. Professional and highly trained staff that are keen to offer product advice.
Soothing soft music gives the impression of entering a SPA.
Marketing Strategy: Marketing effort is focused on salons and spas, as 70% of sales
come through this channel. AVEDA also advertises its products and services through
magazines, billboards and electronic newsletters.
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Crabtree & Evelyn
Cost of 100g soap: NT$300 -500Cost of gift set: NT$600 - 3000Taiwan Stores: 21
Positioning: Luxurious skin care, bath and
body products based on natural
ingredients, especially flower and plant
extracts. Brands itself as traditionally
English, and all products come in fresh
smelling, floral paper packaging. Target
market appears to be middle-aged and
older ladies lots of lavender scented
products.
Store atmosphere: Friendly service but very formal and conservative. Stores have a cosy
feel and a relaxing floral aroma. Tester products for some products but not all mostly to
promote new products.
Marketing Strategy: Promotes products through magazines, billboards, electronic
newsletters and brochures. Has a preferred customer program giving loyal customers a
10% discount and a birthday card with a 25% off coupon. Also frequently provides free
samples with purchases.
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Watsons
100g soap:Gift Set: NT$300 - 1,500Taiwan Stores: 386
Positioning: Almost infinite product range,
including soap & bath, cosmetics,
medicine, food & beverages, gifts, home
appliances, etc. Also sells cheaper own
brand products. Known for offering lowest
prices pile them high and sell them
cheap. Some stores feature Boots
concession stands, offering a limited
selection of higher-end products. Mainly
targets women, of all ages and lifestyles.
Store atmosphere: Store is crammed full of products and displays, especially at the front.
Can be difficult to move around, as stores are sometimes messy with boxes everywhere.
Loud music and in-store promotions, with no characteristic smell. Customers have to ask
staff for help, except if hovering around high-end products.
Marketing Strategy: Provides brochures in the store and aggressively distributes direct
mail to promote specials of the month. Also uses billboards and TV advertising.
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iii. LUSH differentiation and in-store experience
LUSH is known for the distinct aroma and vibrant decoration of its stores, as well
as the innovative nature of its products and unique packaging. Innovation is a central part
of the companys mission, and the company constantly introduces new product lines
while retiring less successful ones. Some of LUSHs more innovative products include
shower jellies, bath ballistics and buttercreams. In fact, LUSH pledges to retire a
third of its product line each year, to be replaced by new products. It also launches new
products every season according to the occasion. Examples of seasonal products include
Christmas pudding soap and eggnog flavoured lip-balm.
Products are hand-made, and typically feature vivid colors, original design and a
strong, distinct smell. Most products are based on organic fruits and vegetables, as well
as essential oils. LUSH is committed to using safe ingredients in their products without
animal ingredients.
LUSHs key revenue generators are bath ballistics (effervescent balls that add
bubbles) and soaps, accounting for 40% of sales (Conley, 2005), but it also offers many
other products, including skincare, fragrances and hair care. Products are reasonably
priced considering the ingredients and amount of time that goes into the process. LUSHs
product names are also distinctive and somewhat witty, with names such as Skin Sin,
Happy Hippy and Sonic Death Monkey.
Soaps are generally cut in-store, off of a large handmade block and wrapped for
the customer, much like a piece of cheese would be at a deli store. A lot of effort goes
into in-store displays, which are usually placed near the front of stores where they can be
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clearly seen by passers-by. All products can be pre-tested, and stores also include wash
basins to encourage consumers to try out the products.
c. Role of experience
i. Sensory Experience
According to Lindstrom (2005, p55), our senses sight, smell, sound, taste and
touch are all contact points with products and brands. According to new research by
Harvest Consulting Group, for brands to maximise contact with consumers, as many of
the senses as possible should be engaged, thereby providing a more complete experience.
Soaps offer an opportunity to use the sense of smell to its full potential since the smell of
soap is one of its primary attributes. Touch can also come into play and can become
integral part of the customers experience when buying soap.
ii. Smell
Fragrance has been recognized as playing an important role in customer
behaviour, as it can have a powerful effect on peoples mood, emotions and evoke
memories. Smell is actually the sense with the most precise and longest memory.
Lindstrom (2005) reports that in the U.S., memories of childhood are experienced by
76% of all consumers when they smell Crayola color pens and 68% of all consumers in
the U.K. associate the smell of a new car with positive memories despite the fact that the
smell is sprayed into the car prior to leaving the factory. The characteristics of aromas
are now being used on many levels in sales and branding.
Lindstrom (2005) reports that scents can be added to an environment or product to
transfer harmonious feelings and memories associated with the smell to the product. For
example, real estate agents have long known that the smell of fresh bread can help sell
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homes. Harmonious scents are now used in many settings, from the smell of leather in
shoe stores dispersing the scent of cherry in electronic stores. Leather gives people a
sense of tradition and authenticity, while Sony has successfully used cherry scents to
sales enhance of consumer electronics goods to women (AFP, Nov 19, 2006).
Smells can also attract attention in the same way a large billboard or display
could. In all the visual clutter of downtown Taipei, with neon signs everywhere, a
distinct smell is much more likely to attract attention.
Another increasingly important aspect of aromas is how they can be incorporated
into a brand, and fragrances can be used to help consumers recall a product. In this way a
scent can be more effective than a logo or a jingle, as memories of smell last longer
(Lindstrom, 2005). Although humans can differentiate up to 400,000 odours, they cannot
be classified the way colors can, so smells are categorized by associating them with
previous smells or memories. Therefore, when people identify smells, it usually starts
with it smells like. Although this means smells can be a powerful tool in branding, it
also means it is very difficult to research. It would not yield reliable information to ask in
a survey what is your favourite smell? since smells are only subjectively stored in
memory, and only the actual smell brings the memories to mind.
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5. The Four Components of Brand Value for LUSH
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6. Research questions & Hypothesis
Our general research question is How can we make money by selling soap in
Taiwan? To find the answer to this question many details need to be determined first.
What type of consumer good is soap? What type of product should we make? What
should be our pricing strategy? What should be our target market? What kind of channel
should we use? What attributes should we emphasize? Greenness, safety for skin, or
smell? Which fragrance and color should we use?
Obviously we cannot answer every question in one paper, therefore from reading
previously made research and our own observations we formulated some relevant
hypotheses. Our first hypothesis is that specialized soaps are an impulse buy. This was
also supported by Managing Director of LOral Taiwan, Alvin Michael Hew, who
recently told us cosmetics goods were an impulse buy.
Our second hypothesis is that sensory experience attributes are more important for
LUSH customers than green attributes, price, location or packaging. A study performed
in Thailand to determine the value of green marketing (Johri, Lalit & Sahasakmontri,
Kanokthip, 1998) concluded that although the value of green attributes was increasing,
many other attributes were still more important to consumers. We also expect this will be
the case in Taiwan. Although we expect sensory attributes to be an important factor for
LUSH customers in Taiwan, a study by Tamkang University in Taipei showed that the
most important attributes for cosmetics consumers in Taiwan, China, Korea and Japan
was clearly product safety (Huang, Chin-Wen & Tai, Ai-Ping, 2003). We expect this will
also be the case for LUSH customers in Taiwan.
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A third hypothesis is that LUSH customers are younger than the average for the
cosmetics industry in Taiwan. From our observation of LUSH stores in Taiwan, we
believe the target audience is probably younger than the industry average. In 2003
women 18-44 represented 70% of skin care products consumers (Chou, 2003).
In addition to our quantitative analysis, we also made many observations of
LUSH stores and customers, some of which will be discussed later. When dealing with
the effects of smells simple customer observations can be very valuable even though
harder to quantify.
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7. Methodology
To find out whether or not LUSH soap could be deemed an impulse purchase,
establish the age and gender demographics of LUSH customers in Taiwan, and determine
product attributes that were most important in the consumer decision making process of
LUSH customers in Taiwan, we conducted a survey of customers of LUSHs flagship
retail store in Taipei. We administered surveys by intercepting 30 customers outside
LUSHs flagship store on Taipeis Chungxiao East Road. The respondents included 25
females and 5 males, which is proportionately consistent with broader Taiwan cosmetics
industry. Questions regarding LUSH attributes were administered using an ordinal
question, featuring 12 separate attributes. We identified these 12 attributes, which can be
grouped into product, sensory experience and green attributes, from previous
academic studies of the cosmetics industry in Asia, as well as from our own observations
of LUSH stores and customers.
We then carried out quantitative analysis of the gathered data by carrying out
hypothesis tests, including t-tests of proportions and chi-square tests of independence,
always using 95% degree of confidence. We then use these data results, as well as some
of our own field observations, to form the basis of the business plan for our proposed
business.
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8. Results & Analysisa. Demographics
We used questions 1, 2 and 5 of the survey to gather some demographic
information and compare LUSH Taiwans customers to cosmetics customers in Taiwan.
Chou (2003) reported that men accounted for 20% of Taiwan cosmetics consumers, but
only 7-8% of total sales. Our survey proportion of 5 men from a total of 30 respondents
is close to the average for the Taiwan market. Cosmetics brands typically offer some
products specifically for men, such as shaving products. Even though LUSH does not
have such a line, it still attracts a proportion of male consumers consistent with the
industry average. We wonder if a significant proportion of men shopping at LUSH are
purchasing for another person, i.e. purchasing a gift. We therefore performed a Chi-
square test of independence between the variables gender and purpose of purchase (Who
are you buying for?).
Figure 1: Gender of LUSH customers and purpose of purchase (Q1 & Q6)
YourselfSomeone
Else Both
Male
Female0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Male
Female
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The resulting p-value is 0.867, much larger than 0.05. We therefore cannot
conclude men are more likely than women to be purchasing a gift. Although there is
probably a difference in product preference between male and female consumers, LUSH
does not appear to be catering exclusively to female consumers as male consumers are
just as likely to be purchasing LUSH products for themselves.
Another important part of demographics we considered was the age groups of
LUSH customers. From the same study by Chou (2003), we found that women aged 18
to 44 years constitute 70% of the consumer base for skin care products. From our own
field observations we hypothesised that the LUSH consumer base is likely to be younger
than the industry average. Our survey respondents aged between 16 and 35 years
accounted for 73%, with 50% aged 25 years or younger.
Figure 2: Age groups of LUSH customers (Q2)
23%
17%
10%
50%
0%
0 - 15
16 - 25
26 - 35
36 - 45
45+
It appears LUSH has successfully positioned itself and targeted a younger
generation of consumers. This could be to LUSHs benefit, as the younger generation
segment is expected to expand at a faster rate than older generation segments, while
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high school and college students have greater purchasing power than ever before and
favor fashion and new-to-market products (Chou, 2003).
b. Customer loyalty
To asses the extent of brand loyalty we asked LUSH customers How often do you buy
LUSH products? (Q3) and What soap do you use (Q4)? We expected to see a low
level of brand loyalty exhibited, because, as stated in our hypotheses section, soap is an
impulse purchase.
Figure 3: Frequency of purchase of LUSH products by respondents (Q3)
0%
10%
20%
30%
40%
50%
60%
70%
First time Sometimes (1-2x per
month)
Frequently (more
than 2x per month)
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of customers are not using LUSH brand soap exclusively, which is consistent with an
impulse-purchase product.
c. Product awareness
Question 5 addressed how consumers become aware of the LUSH store. From our own
observations we could see that the majority of customers that entered the store were
originally just passing by. It was noticeable that most customers became aware of the
store by smelling it first, and only then did they enter. Through our research of LUSHs
business model, we found that with the exception of distributing a newsletter to registered
customers, LUSH does not do any advertising outside of its store. The data did confirm
that passing-by was the way most people first learned of LUSH.
Figure 5: How respondents first learned of LUSH (Q5)
0%
10%
20%
30%
40%
50%
60%
70%
Word-of-mouth Advertisement Noticed the store
d. Ranking of attributes
Question 7 allows us to determine the attributes of LUSH that its customers feel
are most important in their purchasing decision process. By doing so, we can focus our
business plan and resources on the product attributes that are the most likely to add value.
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Figure 8: t-test p-values of differences in mean average ranking of attributes
Attributes mean rank
Safe for skin 3.0 1
Product performance 3.5 2
Ingredients 4.1 3
product fragrance 4.7 4
Cost 5.5 5
opportunity to pre-test 7.4 6
Outlet atmosphere 7.9 7
hand made 8.0 8
location convenience 8.4 9
product appearance 8.4 9
not tested on animals 8.5 11
packaging 8.6 12
t test (ranks) p value
1v2 0.243
1v3 0.066
1v4 0.018
2v4 0.049
3v4 0.187
3v5 0.019
4v5 0.155
4v6 0.001
5v6 0.009
6v7 0.242
6v8 0.212
6v9 0.094
6v11 0.075
6v12 0.052
The p-values show there are clearly some differences in importance for the
highest ranked attributes, but the lowest six attributes were not statistically different.
This may be because of the survey type, as respondents appeared to spend more time
considering attributes they thought were important to themselves, and paid less attention
to the remaining few attributes.
The results are consistent with the findings of another study at Tamkang
University in Taiwan (Huang, 2003), which concluded that for Asian consumers the most
important attributes were related to safety for skin.
Even though our survey suggests that sensory experience attributes are not as
important as some other attributes for LUSH customers, fragrance was deemed to be a
quite important attribute. Interestingly, this differed from the findings of the Tamkang
study (Huang, 2003), in which fragrance did not rank in the first 15 of 21 attributes. We
can therefore conclude that for selling soap, fragrance is indeed an important attribute and
has a significant role in the purchasing process for LUSH customers. In the case of the
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other sensory experience attributes, the rankings do not form a clear picture. For example
the hand-made attribute scored a poor average rank overall, but opinions were divided.
If we assume that attributes ranked first are the most important in the consumers
decision making it can be useful to see how many respondents would take into
consideration each specific attribute. Figure 9 shows this by dividing attributes in terms
of how many times each was chosen in the top three attributes, then in the top-six, and
then the remainder.
Figure 9: Importance of attributes in decision making
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Safe
forskin
Produc
tperform
ance
Ingredien
ts Cost
Outle
tatm
osph
ere
notte
stedon
anim
als
hand
mad
e
produc
tfra
gran
ce
pack
aging
produc
tapp
earanc
e
oppo
rtunit
ytopr
e-te
st
location
conv
enien
ce
7 to 12
4 to 6
1 to 3
Figure 9 shows that although the hand-made and opportunity to pre-test
attributes were not ranked highly overall, they are important for some respondents.
Although cost was shown to be an important attribute, this does not necessarily
mean LUSH customers are especially price sensitive. We can infer however that the
consumers perceived value of LUSH products is important. As such, pricing strategy
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can be very important, as price can be used to reinforce the first three attributes.
Customers might perceive a product as being safer and higher-quality if more highly
priced. The same can be said of some of the other attributes that did not rank as highly.
Safety and performance cannot be easily assessed, so a professional staff and outlet
atmosphere can reinforce these attributes, while the opportunity to pre-test can be a key
determinant of product performance. We can also assume that as the fragrance attribute
ranked as important, smell is an important indicator of soap quality.
e. Observation analysis
When dealing with smell and other sensory attributes, observations can be more
valuable than a survey. As previously mentioned, fragrance plays an important role in
grabbing the attention of consumers passing-by. Many passers-by only noticed the store
after smelling it. LUSH also uses brightly colored displays to entice passers-by, with big
uncut and unpacked and soaps placed near to the entrance to attract attention. There is
also a stand where staff demonstrate the soap, promoting the product performance while
attracting attention.
Another observation was that many
passers-by actually reacted negatively to
the strong smell (). A similar
observation was made by a study in
Thailand (Johri, 1998), where members of
focus groups remarked that some smells
were too strong, or colors were too bright.
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These strong smells and bright colors were associated with unnatural, chemical
ingredients. From our observations, we have learned many Taiwanese consumers are
surprised to learn that LUSH only uses natural ingredients. This may be a result of
LUSH not offering a line of products tailored to the needs of the Asian market, as the
smell and appearance of its products might not represent natural ingredients for these
consumers.
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9. Application of results
From our data results, we observed that male customers are part of LUSHs
customer base, even though LUSH does not offer any product lines specifically for them.
Therefore, our business plan should avoid excluding or alienating male customers.
Our data and observation showed that although many customers show interest in
LUSH and its products, many do not make a purchase or regularly use LUSH products.
We believe this may be attributable to the relatively high price of LUSH products in
Taiwan, and therefore we see an opportunity for vertical differentiation i.e. offering a
similar product at a price more suitable for Taiwanese consumers.
We also observed many negative reactions to the strong aroma of the LUSH stores,
which we believe represents an opportunity for horizontal differentiation i.e. offer a
fragrance tailored to Asian tastes.
Lastly, we learned that fragrance is a key attribute in the consumers buying
decision process for specialized soaps. Therefore, we believe it would make sense to
spend more on high-quality fragrance ingredients (such as essential oils), while save costs
on other less important attributes such as packaging.
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10. Business plan
For Asian soap lovers, Shul Fresh hand made soap is the most attentive brand to
their needs because ingredients & fragrance are tailored to their taste
a. Product
Our plan is to make natural soaps using the finest quality natural ingredients and
essential oils for the process and our scents. Similar to LUSH, our products would be
hand-made, hand-cut and hand-wrapped in small batches to our own unique and standard
recipes. Our soaps will be made through the cold process, meaning they will be made
from the primary ingredients. The base of the soaps will be a mix to vegetable oils like
coconut, olive and palm oil to obtain very creamy and lathering bar of soap. Cocoa butter
will also be added for a moisturizing effect in some soaps. Other herbs and plant oils can
be added to create different properties. Essential oils will be used to add the scents, an
important attribute of the soaps. Special attention will be give to the fragrance of the
soap because of its importance, not only does it need to be pleasant it also needs express
the soap is natural, safe and of very good quality. Other ingredients are often added, such
as herbs or green leaves, oatmeal, honey, natural flowers and other earthly products. Our
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handmade soaps will retain all the glycerin, making them superior and gentle bars of
soap. With the right ingredients, recipes, smell, lather and color we believe we can
successfully reach our target market is anyone who enjoys high quality soaps in Asia.
We plan to hold focus groups and present samples to determine which attributes
are most suitable to local tastes, especially as specialized soap stores like Body Shop,
LUSH and LOccitane have yet to offer products tailored to Asian tastes.
We plan to explore the possibility of making soaps using local ingredients (e.g.
Chinese herbs, green tea and local flowers) by extracting the essential oils ourselves. We
will also look into making medicated soaps from Chinese herbs and producing some
whitening and sun protecting soaps. Although whitening soaps are likely to be popular in
Taiwan, the process would be more complicated because of the many regulations and
hurdles involved with selling medicated cosmetics.
b. Channels
We will sell the soaps directly from a chain of stands in carefully selected
locations. Selling through retailers was ruled out because we feel it would be impossible
to communicate the value of our soaps in that manner. It would also require the soap to
be pre-packaged and pre-testing would be difficult. We also ruled out opening our own
retail stores because it is not within our budget. However, operating our own stands
would confer many advantages, including the positive brand benefits of being located in
an exclusive retail space (without the associated cost of running a full retail store).
Choice of channel is critical in communicating the quality of our products. For example,
selling from a night market stand might give the impression of a cheap product.
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We also plan to create our own strong and unique store aroma as a central
component of our brand. This scent will need to reflect our Asian focus and reinforce our
use of natural ingredients. In addition to fragrance, vivid product displays will play a key
role in attracting customer interest. Our research also showed that other aspects of the
retail environment, such as sales personnel, all need to be consistent with the high-quality
of the product.
a. Pricing strategy
Pricing is an important strategic tool because it positions your product. When
buying cosmetics price is also used to estimate quality and we believe this to hold true
also to soap. Originally, we wanted to compete directly with LUSH and create a product
that would be selling at a high premium price. Our distribution method is also consistent
with a lower price and through our observations we believe many potential LUSH
customers didnt make purchases because of price considerations.
Pricing our soap in a range of NT$75 to NT$150 per 100g would still offer
sizable margins (200-300% on BOM), and would potentially attract a larger customer
base in Taiwan.
c. Cost analysis
By selling through stands instead of stores overheads can be reduced (relative to
operating a retail store). We believe this would allow us to achieve margins similar to
LUSH, even though we would be selling at a lower price. We would also minimize
packaging, following LUSHs example. Our research showed that LUSH customers did
not see packaging as an important attribute when buying soap, although it can accounts
for as much as half of the product cost.
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Since LUSH and other stores import their products they must pay duties of
approximately 15%, so making soap locally would provide another competitive
advantage. One disadvantage we would face would be a higher price for materials, as we
would obviously have smaller economies of scale than established competitors. To offset
this disadvantage, we could extract essential oils ourselves and offer some products on a
seasonal basis. For example, coconut oil in Taiwan is more expensive in winter, while
butter is cheaper.
The cost of the ingredients can vary greatly depending on buying bulk and the
essential oils used. We calculate that a 100g of soap consisting of 1/3 palm oil, 1/3
coconut oil, 1/3 olive oil, lye and water cost approximately NT$8-9. Using ingredients
such as honey, chocolate, milk, oatmeal and vanilla to add properties and fragrance
increase the price only slightly to about NT$ 10-12 but does not yield as great results as
essential oil. Depending on the essential oil used, the total cost of ingredients we intend
to use would be NT$14 (orange) to NT$38 (lily). Adding other manufacturing expenses,
we estimate the overall manufacturing cost per 100g bar to be between NT$ 24 to NT$
48.
The other costs are difficult to approximate since rents vary greatly and some
have fixed costs while others also take a percentage of sales. For example, the rent of a
small stand on the main street of Ximen ding was found to be around NT$ 30,000. The
gross margin of about 200% to 300% per 100g would need to cover rent, distribution,
merchandising, sales personnel and more. 37.5 kilos of soaps (about 375 bars) would be
enough to cover one months rent in Ximen ding. We believe this represents an excellent
opportunity.
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11. Conclusion
Having made our observations and conducted our research of a sample of LUSH
customers in Taiwan, we believe we have identified certain key attributes to focus on if
selling our own hand-made soaps in Taiwan.
However, we also believe there is a need for further research if we are to determine
the preferences for consumers of specialized soap products in the Asian market. We
believe this is crucial for success and could be our biggest differentiating factor. For
sensory attributes, especially fragrance, questions administered through a survey have
many limitations.
We will therefore proceed with our project, keeping in mind the importance of
smell and the need to tailor it appropriately through focus groups. We will also design
our products and brand image taking into consideration the need for every aspect to
reinforce the perceived product safety, performance and quality of the ingredients.
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12. References
AFP, Washington. Companies with a nose for sales use aroma-marketing. TaipeiTimes,November 19th, 2006.
AVEDA Web Page. www.AVEDA.com
Body Shop Web Page. www.bodyshop.com
Brand Strategy. LUSH: Pure and simple.http://www.brandstrategy.co.uk/issues/2006/June/Pure_and_simple
Chou, Angeli (2003). The Taiwan Cosmetics and Toiletries Market. InternationalMarket Insight
Coleman, Dean. How are essential oils made?http://www.deancoleman.com/whatareoils.htm
Conley, Lucas. Rinse and Repeat.Fast Company, issue No. 96, July 2005, page 76.
Crabtree & Evelyn Web Page.www.crabtreeandevelyn.com
Enlightened Brand. The Natural Beauty of AVEDA.http://www.enlightenedbrand.com/pages/ebj_2004-4.php#TL
Faiola, Anne-Marie. Teach Soap.com.http://www.teachsoap.com/askam.html
Feed, Walton. Soap Making. http://waltonfeed.com/old/soap/soap.html
Freundl, Diana. Smart marketing helps the Cosmetics Industry. Taipei Times, March24th, 2005.
Harvest Consulting Group (2001). BrandSense: Building brands with sensoryexperience.www.brandaroma.com/FragranceBranding/Downloads/BrandSense.pdf
Huang, Chin-Wen & Tai, Ai-Ping (2003). A Cross Cultural Comparison of Customer
Value Perception for Products: Consumer Aspects in East Asia. CrossManagement, Vol. 10, No. 4.
Johri, Lalit & Sahasakmontri, Kanokthip (1998). Green marketing of cosmetics andtoiletries in Thailand.Journal of Consumer Marketing, Vol. 15, No. 3.
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http://www.aveda.com/http://www.bodyshop.com/http://www.brandstrategy.co.uk/issues/2006/June/Pure_and_simplehttp://www.deancoleman.com/whatareoils.htm%20http://www.crabtreeandevelyn.com/http://www.crabtreeandevelyn.com/http://www.enlightenedbrand.com/pages/ebj_2004-4.php#TLhttp://www.teachsoap.com/askam.htmlhttp://www.teachsoap.com/askam.htmlhttp://waltonfeed.com/old/soap/soap.html%20http://www.aveda.com/http://www.bodyshop.com/http://www.brandstrategy.co.uk/issues/2006/June/Pure_and_simplehttp://www.deancoleman.com/whatareoils.htm%20http://www.crabtreeandevelyn.com/http://www.enlightenedbrand.com/pages/ebj_2004-4.php#TLhttp://www.teachsoap.com/askam.htmlhttp://waltonfeed.com/old/soap/soap.html%20 -
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Laroche, Michael; Bergeron, Jasmin & Barbaro-Forleo, Guido (2001). Targetingconsumers who are willing to pay more for environmentally friendly products.Journal ofConsumer Marketing, Vol. 18, No. 6.
Lindstrom, Martin (2005). Designing Ambiance Its a Sensory Experience. Create
Magazine.
LOccitane Wep Page. www.loccitane.com
LUSH Web Page. http://www.LUSH.com
Neil Corporation. Why Carry AVEDA. http://www.neill.net/AVEDA
Rawe, July. LUSH is in no Rush. Time Magazine, Inside Business/Retail, Nov. 2003,page A24.
Real Business.co.uk. I will have what Mark Constantine is havinghttp://www.realbusinesssolution.co.uk
Super Survey. http://knowledge-base.supersurvey.com/survey-questions.htm
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http://www.loccitane.com/http://www.lush.com/http://www.neill.net/avedahttp://www.realbusinesssolution.co.uk/http://knowledge-base.supersurvey.com/survey-questions.htmhttp://www.loccitane.com/http://www.lush.com/http://www.neill.net/avedahttp://www.realbusinesssolution.co.uk/http://knowledge-base.supersurvey.com/survey-questions.htm -
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13. Appendix
a. English survey
National Chengchi University IMBA Marketing Survey1. You are? Male Female2. How old are you? < 15 15~25 26~35 36~45 > 45
3. How often do you buy LUSH products? This is my first time.
I usually buy products twice or three times a month. I usually buy products more than three times a month.
4. What soaps do you use? Use only LUSH soaps. Use only other brand soaps.
Use both LUSH and other brand soaps.5. How did you know LUSH (First time) Word-of-mouth
Advertisement Noticed the store (i.e. passing by)
6. Are you buying for
yourself
someone else (i.e. gift)
both7. Ranking most important attribute when purchasing soap (1 to 12).1 being the mostimportant and 12 the least.
__ Safe for skin__ Product performance__ Ingredients__ Cost__ Outlet atmosphere__ Not tested on animals__ Product fragrance__ Hand made__ Packaging__ Product Appearance (e.g. color, shape etc)__ Opportunity to pre-test__ Location convenience
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b. Chinese Survey
1
2 15 15~25 26~35 36~45 45 3 LUSH ?
4
LUSH LUSH
5 LUSH
6 LUSH
7 1 5 1 5
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c. Results of survey
Varialbes Total %
Sex Male 5 17%
Female 25 83%0 - 15 0 0%
16 - 25 15 50%
Age Groups 26 - 35 7 23%
36 - 45 5 17%
45+ 3 10%
How often do First time 8 27%
you buy LUSH Sometimes (1-2x per month) 20 67%
Frequently (more than 2x per month) 2 7%
What soap do Only Lush Soaps 2 7%
you use? Only Others Soaps 16 53%
Both 12 40%
How did youWord-of-mouth
7 23%
learn about LUSH? Advertisement 4 13%
Noticed the store 19 63%
Are you buying Yourself 12 40%
LUSH for: Someone else 8 27%
Both 9 30%
Total Rank
Safe for skin 90 1
Product performance 105 2
Ingredients 122 3
Cost 164 5
Outlet atmosphere 237 7
Ranking from 1 to 12 not tested on animals 255 11hand made 241 8
product fragrance 141 4
packaging 258 12
product appearance 253 10
opportunity to pre-test 221 6
location convenience 253 9
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