Summary
ecostore, a New Zealand company that produces environmentally-friendly household products, had long held a niche position in a number of categories, until the launch of a rival 'green brand'. This case study describes the brand's efforts to get mainstream consumers talking about the harmful chemicals in everyday products. Young mums with children under five were the campaign's target. Partnering with a parenting magazine, Little Treasures, ecostore gave mums the opportunity to create a personalized magazine cover featuring their own children and in the process encouraged them to rally behind ecostore's mission of 'opting out of nasty chemicals'. With the spread of the campaign via word of mouth and social networks, ecostore reached 50% of young mums in NZ using a very small media budget.

Summary
Clorox Bleach, the household product, was declining in penetration within younger US households so needed to establish its relevance to reverse this trend. A research-led strategy targeting parents switched the positioning of the brand from laundry whitening to cleaning and disinfecting, in an entertaining and engaging way. The research identified and defined a series of “bleachable moments”: typically mishaps involving the “3Ps” (pee, poop and puke), that are nonetheless seen as funny and often shared among peers. The resulting campaign took a three-stage approach: We Share, a paid-media TV campaign from Clorox; You Share, an earned media, Facebook-based campaign encouraging consumers to share their own mishaps; and We Solve, an owned media campaign focused around a brand microsite offering practical, instructional information on how to use Clorox for the best results. The overall campaign led to a 4.6% increase in volume sales and a 5.7% increase in users from the Generation X and Y demographic.

Summary
Responding to consumer trends in home hygiene, Reckitt Benckiser, the consumer product company, identified an opportunity to extend its Lysol and Dettol cleaning brands into the personal care category globally by producing a no-touch handwash dispenser for kitchen and bathroom use. The new product is a compact, battery-powered dispensing device which delivers a measured dose of liquid soap when the user places a hand under the nozzle. The handwash gel plugs into the device and remains visible to communicate the product type and so that the user can see when it is nearing empty. In the two full years since launch, No Touch has added £83m to Reckitt Benckiser's sales and has doubled its global market share in the handwash category. Lysol in particular has received an improvement in the brand perception for Lysol in the US. Reckitt Benckiser has also since leveraged the platform technology for use with other portfolio brands and categories.

Summary
This report outlines how Clorox, the leading laundry-bleach brand in the US, is using innovative marketing to stay relevant. One example is the use of consumer segmentation, which has enabled the company to find new channels for growth in the Hispanic-American market, with a Clorox Fraganzia line of home-cleaning products. Another is the use of digital channels to identify and build brand segments: at Burt’s Bees, a natural toiletries subsidiary, a dedicated online marketing-research community of 2,000 brand loyalists provides a steady stream of consumer insights.

Summary
This document highlights best practice in using in-store marketing effectively in the household and domestic sector with cases from BGH Aicon (Argentina), Purex (USA), Febreze (USA) and Lenor (Europe).

Summary
Procter & Gamble wanted to boost engagement with mothers in the UK in order to drive sales across its portfolio of fast moving consumer goods. The solution was a Facebook page and an app that harnessed the power of social media to offer mum's tips and advice on how to manage their busy lives. This '21st century to-do list' allowed them to crowdsource ideas, share tips and store solutions, as well as rewarding them when they completed a task. The brand gained 15,000 new Facebook fans and over 84,000 tips were shared. There was also a coupon element which resulted in 41,000 coupons being unlocked and a 63% redemption rate which boosted sales.

Summary
Dishwashing liquid brand, Fairy, wanted to increase its UK sales during the competitive Christmas season, build an emotional bond with consumers, deepen its partnership with the Make-A-Wish foundation charity which provided services to sick children, and increase its visibility. It launched a campaign called "Be A Fairy Godmother" to target women who prided themselves on being good mothers, and who were sympathetic to the plight of sick children. The brand engaged them across multiple touchpoints including in-store, on-pack, TV, outdoor and cinema advertising. As a result it achieved record share during the holiday period, with handwashing liquid holding 72% of the market and automatic tablets 25%. It also donated over £500,000 to the Make-A-Wish foundation.

Summary
Ecover, an eco-friendly detergent brand launched over 30 years ago, found that by 2011 the UK market had changed considerably with an increasing number of competitors, including P&G and Unilever entering the 'green' space. Ecover's ecological story was no longer connecting as strongly with wider audiences and retailers were offering their own-brand alternatives at lower prices. There was also a public backlash against 'greenwashing' of products and the global recession to contend with. Finally there was consumer confusion over terms such as 'ecological', 'environmentally friendly', 'green' and 'sustainable'. Ecover invested in a research-based audit for a deeper understanding of the market and consumer. This resulted in a campaign called 'Feel Good Cleaning', which helped to change customer perceptions of Ecover as a 'brand for hippies' to one where using it made customers feel good about themselves.

Summary
This Company Profile from Euromonitor provides key details and analysis of Unilever, the owner of brands such as Omo, Persil, Surf and Cif/Jif. Included is a strategic evaluation with key facts about the UK and Netherlands based company, competitive positioning against comparative brands, and assessment of its position in the household goods market. Brand operations and strategy are identified and recommendations for the future offered.

Summary
To reach British mothers during an economically challenging time, FMCG manufacturer P&G needed to stand-out in a noisy marketplace and meet changing media habits, with more focus on digital than TV. P&G recognised that mothers set themselves a series of tasks to accomplish everyday but sometimes lacked the time, energy, expertise and support to get them all done. Supersavvyme.com was launched in 2009, providing a place on Facebook for savvy mums to share their expertise on all aspects of family life. The Mission Control app was developed as an extension to this: a to-do list app that saved all expert tips and made them searchable with product coupons offered in reward for their advice and tasks completed. In the first two weeks of launch, 52,872 tips were shared, nearly 10,000 questions were asked and 33,000 comments were posted to help answer them. Over 33,000 coupons were claimed creating a peak in sales, with coupon redemption rate up 35% compared to standard.