Brita: in search of a winning strategy
Author: Chattopadhyay, Amitava ; Paavola, NinaINSEAD Area: MarketingPublisher: Fontainebleau : INSEAD, 2007.Language: EnglishDescription: 25 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This case describes the meteoric rise of Brita in the US market, following the acquisition of local rights by The Clorox Company in 1989, until a sudden decline in 1999. The case details the various failed strategies attempted by the brand between 1999 and 2006 and poses the question as to what Brita should do to turn its fortunes around. The case presents the results of a recent segmentation study, which holds the key to developing the turnaround strategy.Pedagogical Objectives: The objective of this case is to have participants understand that proper strategy development requires the identification of the target segment and an understanding of what drives them vis-àvis the category. Responding to competitive moves reactively simply alienates the firm from its customers and hands the initiative more and more to the competitor.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC007806 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC007805 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
The objective of this case is to have participants understand that proper strategy development requires the identification of the target segment and an understanding of what drives them vis-àvis the category. Responding to competitive moves reactively simply alienates the firm from its customers and hands the initiative more and more to the competitor.
This case describes the meteoric rise of Brita in the US market, following the acquisition of local rights by The Clorox Company in 1989, until a sudden decline in 1999. The case details the various failed strategies attempted by the brand between 1999 and 2006 and poses the question as to what Brita should do to turn its fortunes around. The case presents the results of a recent segmentation study, which holds the key to developing the turnaround strategy.
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