Discover Marius Fabre's marketing approach and quality control measures for their premium, artisanal laundry detergent targeting parents of babies.
Extract
[...] Control: Analysis of sales in the targeted segment, consumer feedback, and comparison with the competition 1.3 The production of this laundry detergent is innovative because Marius Fabre has removed palm oil from all its products, marking a turning point in their ethical approach. In addition, the laundry detergent is produced using traditional methods adapted to modern standards of ecology and sustainability. This meets the expectations of modern consumers. 1.4 Rate of change: (VA - VD) / VD * 100 2021 : (600 - 500) / 500 * 100 = 2022 : (700 - 600) / 600 * 100 = +16,67% 2 2.1 - What profiles are needed to respond to the increase in orders (specific sales or management skills)? [...]
[...] SECTOR OF ACTIVITY Secondary sector: industry NATIONALITY French as its head office is located in Salon-de-Provence GEOGRAPHICAL ACTION FIELD International: France, Japan, Canada, Spain and Italy SIZE Small business: 20 to 49 employees RESSOURCES Human 2O to 49 employees, formations Matérielles Locals, sales points, Sawdust machines Immaterial Communication (website, social networks, advertising), know-how, reputation, brand image Financial Revenue growth, profits 1.2 The marketing approach is structured around four phases: 1. Marketing research: Marius Fabre conducted a competitive watch to analyze existing products, particularly those targeting baby parents 2. Marketing strategic: Marius Fabre clearly positions himself as a premium and artisanal brand on a niche market. 3. Marketing operational: (marketing mix) - Product: A hypoallergenic laundry detergent, without palm oil, nor MIT, adapted to the skin of babies. - Price: Probably higher, to reflect the quality and artisanal expertise. [...]
[...] - Mutual adjustment : a coordination of tasks between individuals by informal communication promotes communication between employees to organize their tasks and adapt according to needs 3.3 At Marius Fabre, work organization is based on the division of labor, where each person specializes in a specific stage of production (doc. 7). This way of working has advantages: employees become experts in their field, which guarantees the quality of products. However, there are also disadvantages: repetitive tasks that can demotivate employees and the lack of diversity in tasks can demotivate employees. [...]
[...] When a customer is satisfied, the product can be considered of quality. Quality is essential for Marius Fabre as it provides a competitive advantage by differentiating, retains customers and finally reinforces its reputation and brand image. It can be evaluated by different means such as Google reviews to get customer feedback and check the respect of certifications (hypoallergenic, palm oil-free) 3 3.1 The enrichment of tasks corresponds to the assignment of new responsibilities that allow employees to develop their skills and abilities. [...]
