Based on these planning assumptions, the management of Wooster
Brush set up a series of specific key strategic marketing
objectives for the Jumbo-Koter venture. These objectives covered
marketing communication goals, sales goals, distribution
objectives, inventory planning, and the overall timetable for the
launch of the venture. The following are the key strategic
marketing objectives set by the management of the Wooster Brush
Company:
-
To entice consumers and professionals to purchase a
mini-roller
system that is not interchangeable with other mini-
roller
systems.
This is a
superior
system because it utilizes a cage frame that
does not stick over time the way current systems do. However, users
must purchase a new frame and covers that will work only with the
Jumbo-Koter system. The goal is to get Jumbo-Koter
frames
into the
hands of users, and then motivate them to repeat purchases of
Jumbo-Koter covers.
-
To get the majority of the twenty-four different Jumbo-Koter
rollers and two frames into broad-scale distribution. To maximize
consumer sales, the goal is to have the full product line available
in as many retail stores as possible.
-
To time the expansion of distribution so that production is able
to keep up with retail sales. A key goal is not to run out of
product at any time during the launch of the Jumbo-Koter product
line.
-
To achieve specific sales volume objectives that will enable the
venture to pay back the investment in new equipment within a
specific time frame. The Jumbo-Koter product line required new
equipment for manufacturing and packaging. A key goal was to cover
the investment in this equipment in a
timely
manner.
-
To launch the Jumbo-Koter line nationally in the initial
distribution targets within three months.
-
To
overcome
the potential objection by retailers and customers
that the Jumbo-Koter covers do not have a fabric covering on the
end of the rollers. One of the improvements included in the
Jumbo-Koter covers is that the professional-style fabric does not
go over the end of the cover. This enables the roller to get closer
to the corner. An important goal is to communicate this benefit,
because retailers and users now expect all Wooster Brush rollers to
have fabric on the end of the cover.
The New Mini-
Roller
Was to Be Called Jumbo-Koter
The new
mini-roller
system was launched under the overall brand
name Wooster Jumbo-Koter. This
name
appeared on all packaging and
display header signs. Also, seven additional
names
were used to
differentiate the different types of covers: Super Fab
TM
, Pro Doo-Z
TM
, Mohair Blend
TM
,
50/50
TM
, Super Twist
TM
,
Painters Choice
TM
, and Pro Foam
TM
.
On each package, the description name (Pro Doo-Z, etc.) was in
the largest type. This was intended to be what would catch the
customers attention. In many cases this name
and the graphic appearance of the bag were the same as those of the
well-established nine-inch Wooster Brush rollers that could be
found down the aisle in the same store. The idea was to establish a
link between the new mini-rollers and other Wooster Brush products
now used by professional
painters
.
The nameWooster
TM
was in the
next
largest type
size
on all Jumbo-Koter packaging. The Wooster name is not well known by
the average consumer; however, it is very well known by retailers
and professional painters. The Wooster name included on the
packaging was to signal professional painters and the trade that
these are
high-quality
mini-rollers. Jumbo-Koter was in the
smallest type size. This name communicates that this is a new
product, but it was not intended to be the key element in driving
sales.
The overall brand name strategy was to leverage the power of the
current-Wooster Brush image. Most of these names, or
parts
of
names, have been previously used by the Wooster Brush Company. The
name
Wooster
helps establish that this is a professional
small-diameter system. The name
Koter
has been used on
previousWooster Brush products, but it has not been linked with the
word
Jumbo
. Previous examples were Magi-Koter
TM
and Mini-Koter
TM
. The names Pro Doo-Z and Super Fab
were taken from the nine-inch roller program to help establish a
connection to a well-established product line.