Schauma rationalisation

MBAs – on day 2 of Marketing Management be prepared for a question about this brand…

Germany’s No1 shampoo brand used to have a complete dog’s breakfast of a portfolio. Too many variants, too many individual lines. I know because I got the list from their old website, before they spent nearly 18 months relaunching both the brand and the website.

I will ask you this: if you’d been the brand manager on Schauma, with the sprawling product range below, how would you have rationalised it (your task is slightly easier – remove 5 products). What would your streamlining criteria be, what would become your priority in the range? And why? (To enjoy this exercise most, don’t cheat by looking at their website – not that the full range is even on it!).

Range 2001 – late 2007. Your task: kill 5.

Shampoo:
7 Kräuter, Pfirsich, Frucht&Vitamin, Pro-Vitamin B5, Grüner Apfel, Ei-Lecithin, Milchprotein, Anti-Schuppen, Color Glanz, For men
Conditioner:
Pro-Vitamin B5, Ei-Lecithin, Pfirsich, Frucht&Vitamin, Milchprotein, Seidenglanz, Color Glanz
Kids:
Cola, Erdbeere, Aprikose, Vanille

In changing this range, what aspects will be the most important to you – the customer, purchasing habits, market developments, competitors … etc?

Another question: how the hell did a leading international company end up with such a cluttered and disorganised range in the first place? This is a valid question, as managing growth and managing brands is about keeping your house in order, as best-practice companies like P&G or Unilever demonstrate with ranges like Pringles or Axe/Lynx.

Alex Woodruff

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