1.3. Current promotion
The promotional strategy of Pantene is focused on strengthening the brand, creating awareness of the products and generating demand for them. In the case of the anti-dandruff shampoos, the largest market share is detained by Head & Shoulders and Pantene has for years been unable to rival the position of its competitor. The current promotional strategy is focused on informing the Australian customers that the company has created its own product to fight dandruff. Additionally, aside from the informational feature, the promotional strategies are also aimed at promoting the Pantene brand and attracting the Australian customers through the promise of healthy and beautiful hair in exchange for using the product.
The Pantene Pro-V anti-dandruff shampoos are promoted through a wide array of channels, the most popular being television commercials. Magazine advertisements are also common and the strategy is that of persuading the customers to buy Pantene (Buakanda, 2009). The company is also using the internet to promote its products and the promotional messages in these campaigns are often similar: provision of information and creation of customer appeal.
The aim of the promotional strategy is that of advancing the product as a noteworthy competitor for Head & Shoulders and convincing the Australian consumers to purchase it. It is also focused on strengthening the brand, attracting new customers, but also enforcing the loyalty...
As a recent trend, the marketing campaigns of Pantene have also commenced to integrate the green feature. In other words, the company is trying to also focus on the social and environmental responsibility of its operations and actions. This new center of attention is likely to generate a positive return on Pantene's investments in promotional campaigns as it follows a trend of consumer demands. "A study published last month by the Boston Consulting Group found that consumers worldwide expressed an interest in buying green products despite the slumping economy" (Wong, 2009).
