Get the Clean You Need

A creative brief by Peach Ablah and Stephen Cook

Executive Summary
The following research was conducted by Peach
Ablah and Stephen Cook in order to analyze the
Tide detergent brand. Ablah and Cook’s mission
was to survey Tide’s current brand and target
market, how it has evolved and how it can con-
tinue to evolve to help Tide maintain its dominat-
ing position in the laundry detergent industry.
All secondary research was found through the
use of databases such as Mintel, Redbooks, the
Tide company website and other online re-
sources. Ethnographic research of six other
(“Tide Detergent Bottle,” n.d.).
consumers and the researchers themselves was
then conducted to gain more brand insight.
Ablah and Cook found that Tide has had top of
mind consideration, high consumer loyalty and
the largest market share in this industry since
its creation. Ablah and Cook suggest that Tide
works to maintain its current brand image and
product stance while continuing to adapt to take
advantage of new opportunities and target mar-
kets in the laundry detergent industry.
1
Table of Contents

Executive Summary 1
Background Information 3
Target Audience 4
Feature and Benefits 5
Current Brand Image 6
Desired Brand Image 8
Direct Competitors 9
Indirect Competitors 10
Ethnographic Research 11
Advertising Goal 14
Strategic Message 15
References 16
Background Information
Tide is a brand of laundry detergent. Tide sells
laundry detergents in a variety of forms. These
forms are: pacs, liquid, powder and stain remov-
er (“Top Products,” n.d.). Tide has the largest
market share and brand loyalty out of all com-
petitors in the laundry detergent industry. The
company’s loyalty was calculated at 47 percent
in August of 2014 (“Brand Share Laundry De-
tergent,” 2014). Tide’s total market share of the
laundry detergent industry was 38.6 percent at
end of May of 2014 (“Brand Share Laundry
Detergent,” 2014). Tide’s closest com-
petitor, Gain, holds 16 percent of the
market share and also falls under
the Procter & Gamble umbrella
(“Brand Share Laundry De-
tergent,” 2014). Tide had a
total of $2,699.9 million in
sales starting in May 2013
and ending in May 2014
(“Brand Share Laundry
Detergent,” 2014). Gain
had a total of $1,118.2 mil-
lion in sales during this
time (“Brand Share Laun-
dry Detergent,” 2014).
(“Tide Detergent Bottle,” n.d.).
Tide is part of the Procter & Gamble family.
Procter & Gamble was established in 1837 but
Tide was being innovated until the 1930s by a
group of Procter & Gamble scientists (“Birth of
an Icon: TIDE,” 2012). David Dick Byerly was
the only scientist to continue working on the
heavy-duty synthetic detergent after the other
scientists were forced to quit the research after
continued failure (“Birth of an Icon: TIDE,” 2012).
Tide was introduced in 1946 and by 1949 was the
leading laundry detergent in the United States
(“Birth of an Icon: TIDE,” 2012). Tide has revolu-
tionized the way we clean our clothes today.
Tide’s brand strategy relies on innovation. It
continues to be the first laundry detergent to
offer different detergent forms and product perks
while still remaining trustworthy. It was the first
detergent to advertise on television, the first to
provide free samples inside washing machines,
the first without perfumes, the first with color
safe bleach and most recently the first to innovate
detergent pods (“Birth of an Icon: TIDE,” 2012).
Tide promotions have recently been focusing on
their innovation by repeatedly advertising Tide
pods and its new HE detergent (“Behind the Suc-
cess of Tide’s Pods,” 2013).
3
Target Audience
Demographics
Women with families are the core target market
for the Tide brand (“Issues and Insights,” 2014).
This is because women of all age groups are more
likely to take responsibility for doing the laundry
and shopping for laundry products. (“Responsi-
bility for doing laundry and shopping for laun-
dry products,” 2014).
Tide is starting to target family men more as
the gender division for laundry responsi-
bility begins to shift and be less divided
in younger generations. This more
neutral shift is weakening the
traditional “women take care
of the laundry” mentality in
households (“Responsibility
for doing laundry and shop-
ping for laundry products,”
2014, p. 1).
Adults who are younger
than 35 are a target mar-
ket for Tide because they
have less well-established
laundry routines and are
more likely to try inno-
vative Tide products like
Tide pods. This market is
increasingly important be-
cause Tide pods and other
innovative products have
jumped to nearly the most
profitable products of the
company (“Usage of Laun-
dry Products,” 2014).
Tide has started targeting
(“Tide Detergent Bottle,” n.d.).
low-income consumers by creating versions of its
products that are cheaper but still use the brand
name. One example is the Tide simply clean
product (“Tide-Simply,” n.d.).
The number of households with one or two is
growing as the baby boomer generation becomes
empty nesters. This is increasing Tide’s elderly
target audience and their focus on practicality to
coincide with this demographic’s product evalua-
tion methods (Issues and Insights,” 2014).
Psychographics
Consumers of Tide products value the brand be-
cause of its quality and the emotional satisfaction
it gives to users. Women with families are espe-
cially cautious with the detergent they choose be-
cause they want the quality to be good and to get
the job right (“Executive Summary,” 2014). One
third of laundry detergent consumers agree that
they strongly take pride in doing laundry correct-
ly (“Attitudes Towards Doing Laundry,” 2014).
Consumers of all demographics are becoming
more price conscious because of recent economic
trends. Tide has been adding more water-based
ingredients into its products to lower prices and
has innovated to create cheaper products for its
consumers (“Marketing Strategies,” 2014).
Consumers value convenience built in to house-
hold products. Tide has worked to make inno-
vative, more convenient products by combining
features and simplifying the laundry process
while maintaining positive results (“Brand Share
Laundry Detergent,” 2014).
4
Features and Benefits
Brand recognition
Tide Tide is a trusted brand with an established presence in the market. Great reputation and
extremely recognizable. Color scheme and branding are very strong (“Top Products,” n.d.).

Consumer trust
The brand recognition and consumer trust that Tide has built means people will be more
likely to trust their laundry with Tide, as compared to a no-name brand sitting on the shelf.
Even if an off-brand is cheaper, the familiarity and reputation that Tide has built is enough
for people to choose it over other lesser-known brands. This brand loyalty means that once
an individual starts using Tide (and likes it), they are likely to continue buying it in the
future (“Brand Share Laundry Detergent,” 2014).

Carried by a large number of stores

Tide is very well-known, and, in turn, can be found in many grocery and household-related
stores. Its familiarity and common use means that Tide products are carried not just a lot of
stores, but also many different kinds of stores; including locations varying from Target to
The Home Depot to drug stores (“Store Locator,” n.d.)

Different product forms available

Liquid, powder, stain remover and pacs. This allows Tide products to always be convenient
for the consumer, regardless of their needs or situation (“Top Products,” n.d.).

easy Easy to use

Bottle provides easy storage and easy pouring. Shape of bottle is compact and is designed
to to fit inside of most major, standard household cabinets. Cup design allows for easy mea-
use surement, which helps to reduce waste of product. Tide Pods: Compact form ensures you
will use just enough for the laundry load (reduces waste). Compact form also reduces mess
when loading laundry. Also, easy to store; again, no mess (“Top Products,” n.d.).

+ Products also come in different scents

Keeps clothes smelling clean, also helps create smell recognition and association for the
consumer. Smelling good and having clean clothes means making good impressions on
others. Set the tone for your day when you wear clean clothes that you’ve washed with

+
Tide (“Top Products,” n.d.).

New higher-concentrated formula

More effective, use less liquid (“Marketing Strategies,” 2014)
5
Current Brand Image
The strength of Tide’s brand image is due to its
longstanding history of being a consistent and
quality product. The success of this brand ap-
peal and strategy can be seen through the loyal-
ty levels for the detergent (“Attitudes Towards
Doing Laundry,” 2014). Tide is a family brand
and a consumer often continues to use it if his
or her family is a loyal user of the brand’s prod-
ucts. Young children, parents and families are
the prime consumers seen in Tide promotions
(“Marketing Strategies,” 2014). The brand’s
promotions rely on the idea of getting the
job done right and quick innovation to
make campaigns successful (“Birth
of an Icon: TIDE,” 2012). The Tide
brand focuses on family, conve-
nience and reliability (“Market-
ing Strategies,” 2014). Tide’s
commercials and brand not
only focus on innovating
the product but on shifting
the product to fit changing
times. Recent Tide adver-
tisements have shown
fathers doing laundry
Images: (“Tide Detergent Bottle,” n.d.; “Tide Pods Care Package,” n.d.).
with their children, college students doing their
laundry and other types of promotions that fit the
Tide brand image but coincide with new target
markets entering the laundry detergent industry.
Tide wants to keep these qualities in its strategic
communications to maintain loyalty even with
the changing atmosphere of the detergent indus-
try.
Tide’s products generally receive positive feed-
back on reviews and blogs. Most comments
highlight the reliability of the products and that
they work the way they are supposed to. Almost
all comments regarding Tide pods discuss how
convenient the product is. One consumers said,
“I am pleased that such a tiny product can deliv-
er BIG results. You’ve got a winner here” (Palapa-
la, 2012, January 29, p. 2). Others bring up their
loyalty to the product. One consumer gave Tide
liquid 4.5 stars and said, “I’ve been using this for
17 years and my parents have been using for 40
years” (Wantsomz, 2014, March 15, p. 1).
Any dissatisfied comments were usually because
of a product malfunction.
6
Current Brand Image cont.

Images: (“PNG Images,” 2013; “Tide Detergent Bottle,” n.d.; “Tide Magazine 1b,” 2010).
7
Desired Brand Image
Tide’s goal is to keep its current brand image
while expanding its promotions and attractive-
ness to new target markets that are entering
the laundry detergent market. Tide knows that
consumers from all of its target markets are
looking for a detergent that is convenient and
reliable (“Marketing Strategies,” 2014). Tide has
recently focused in on these new target markets
by keeping the same brand image but focusing in
on the product characteristics that fits best with
the most important needs of that target mar-
ket. (“Responsibility for doing laundry
and shopping for laundry products,”
2014). Tide wants all of its target
markets to think of its products as
embodying quality and conve-
nience.
Tide’s newest target markets
are young adults and family
men (“Responsibility for
doing laundry and shop-
ping for laundry prod-
ucts,” 2014). Tide focuses
in on the characteristic of
convenience more than
quality, when targeting
young adults. The brand
often shows Tide pods in
(“Tide Detergent Bottle,” n.d.).
the advertisements and shows these young con-
sumers the ease of use of the product (“Market-
ing Strategies,” 2014). This “campaign of conve-
nience” has worked as Tide has seen Tide pods
jump to nearly the most profitable product of the
brand (“Usage of Laundry Products,” 2014, p. 2).
Tide highlights the quality of the product and
the emotional connection made to getting the job
done right, when targeting family men (“Respon-
sibility for doing laundry and shopping for laun-
dry products,” 2014). In this growing market “op-
portunities exist for Tide and other home laundry
products that tap into the emotional importance
that consumers place on getting the job done
right,” John Owen, senior household analyst said
(“Executive Summary,” 2014, p. 3).
Tide holds a position of top of mind awareness
in the detergent industry which has always given
the brand a competitive edge. This has helped
give Tide the highest market share of all deter-
gents since it was created (“Brand Share Laundry
Detergent,” 2014). Tide can continue its streak
of brand loyalty and will expand its reach while
maintaining its historical image by continuing
to market these main characteristics in different
ways to different target markets.
8
Direct Competitors
Gain is a direct competitor Church & Dwight Co. Inc. as
of Tide. Procter & Gamble being a tough product that
produces both of these can fight even the toughest
detergents and has to be stains (“Fabric Care Laun-
careful in making sure dry Detergent,” (n.d.). This
that these brands do not can be seen partly through
cannibalize each other in the brand logo of the strong
the marketplace (“Brand arm holding a hammer. It
Share Laundry Detergent,” is the “standard of purity”
2014). Procter & Gamble and promises consumers the
positions Gain as a product works (“Fabric Care
cheaper detergent Laundry Detergent,” (n.d.).
in comparison to Tide. This means the
Gain brand targets lower-income
customers that cannot afford
even low-priced Tide detergent.
Gain is also recognized for its Purex is a third competitor of Tide. Purex is
variety and quality of scents owned by the Henkel group and had around
(“Laundry Detergent,” (n.d.). $451.6 million in sales
This brand distinction can stemming from all its
be seen in the prevalence forms of laundry detergent
of fragrance in advertise- products between May
ments for Gain products. 2013 to May 2014. Purex
had a market share of 6.4
percent at the end of May
2014 (“Brand Share Laun-
Arm & Hammer is an- dry Detergent,” 2014). Pu-
other direct competitor rex is positioned as being
of Tide. It had a 9 percent much cheaper than Tide
market share by the end or any of its competitors.
of May 2014 and $672.2 A bottle of original Tide liquid is priced at $11.99
million in sales from May on Target online. A bottle of original Purex liquid
2013 to May 2014. (“Brand is priced at $6.99 through this same store (“Target
Share Laundry Detergent,” Laundry Detergents,” (n.d.).
2014). This is $446 million
in sales behind Gain, the
second leading laundry
detergent. Arm & Hammer
is positioned by its owner

Images: (“Original Liquid Laundry Detergent,” n.d.; “Prodimg,” n.d.; “Purex Laundry Detergent Mountain Breeze Scent,” n.d.; “Tide Detergent Bottle,” n.d.).
9
Indirect Competitors
Clorox bleach is an indirect
competitor of the Tide brand and
products. Clorox bleach is a prod-
uct that is not in the detergent
category but works to take away
business from the industry by
marketing the idea that the prod-
uct eliminates stains better than
most types of laundry detergent
(“Clorox Regular Bleach,” n.d.). It
brands itself as a product that
gets out stains detergents
can’t.
Images: (“Tide Detergent Bottle,” n.d.; “Instagram Featured 4,” n.d.).
Laundry services are indirect competitors of
Tide. When consumers source their laundry to
outside companies they no longer need to pur-
chase Tide products for their own homes. Some
full-service laundry businesses offer the con-
sumer the choice of which detergent is used on
their laundry while other services use their best
judgement in making the decision for the con-
sumer (“Wash & Fold,” (n.d.). Consumers may be
more inclined to pick a less expensive detergent
than Tide to counteract the increased cost of out-
sourcing the chore. This outsourcing of laundry
also changes Tide’s main strengths that revolve
around family loyalty and the history of doing
laundry in the home (“Marketing Strategies,”
2014).
10
Ethnographic Research
Cook and Ablah first watched each other use a
form of Tide detergent and then watched six other
consumers use a form of the product. Ablah and
Cook conducted all ethnographic research over
the span of three days and recorded observations
and interviewed consumers to gain insight on their
personal views of the products and brand. Cook
and Ablah watched the consumers use the prod-
ucts while doing laundry. The consumers varied in
the location of their washing machines and in the
time of day they did the tasks. The form of the Tide
product use also varied across the consumers.
Ashley Falkner was the first participant
Ablah and Cook researched. She is
Caucasian and 21 years old. She
is from Overland Park. Her par-
ents are paying for her to get
through college and she is from
a high-income demographic.
She owns quality, name-
brand clothing that needs to
be washed with a quality
product. She is studious
and not athletic. She tends
to look nice for classes and
for everyday activities. She
is close with her parents
and sister and visits them
often. She values their
opinions and traditions (P.
Ablah, S. Cook, observa-
tion, April 14, 2015).
Jodi Ablah is 52 years old
and is Caucasian. She is in
the middle class. She current-
ly lives with an 18-year-old
daughter and a 50-year-old
husband. She has two chil-
dren that are living away from
home and attending college.
She is a stay-at-home mom and
(“Tide Detergent Bottle,” n.d.).
does the laundry for her family. Her main priority
is her family and keeping them safe. She barely
falls into the baby boomer generation. She lives a
busy lifestyle that consists of taking care immedi-
ate family members (P. Ablah, S. Cook, observa-
tion, April 14, 2015).
John Paul Reynolds is 21 years old and is male. He
grew up in Chicago and is still partially dependent
on his parents because they pay for his housing
and education in Lawrence, Kansas. He is from a
high-income family and is Caucasian. He smokes
cigarettes and does not lead an active lifestyle. He
is family focused and is very close to both of his
parents. He values his time (P. Ablah, S. Cook, ob-
servation, April 14, 2015).
Laura Cook is a 53-year-old Caucasian woman
who lives in a house with her 52-year-old husband,
18-year-old daughter and 21-year-old son. She is
a stay-at-home mom and is considered the female
head of the house. Her main priority is making
sure her family is cared for and happy. She falls
into the baby boomer generation. She enjoys exer-
cising regularly. She is focused on saving money
whenever possible (P. Ablah, S. Cook, observation,
April 14, 2015).
Vreni Fernandez is a 24-year-old Mexican woman.
She is a college graduate who lives in an apart-
ment with her roommate. She is lower middle class
and paying off college loan fees. She is focused on
saving money and staying connected to her fam-
ily. Her family does not live in Kansas so this is a
hard task to accomplish. She is a business woman
with many professional clothes (P. Ablah, S. Cook,
observation, April 14, 2015).
Bill Cook is a 52 year-old Caucasian male who lives
in a house with his wife, 18-year-old daughter and
21-year-old son. He works all day on the the week-
days. He exercises regularly. He enjoys spending
time outside, driving his Cobra and working in
11
Ethnographic Research cont.
the garage. He is a handy man and can fix cars and
household appliances. His main focus is his family
(P. Ablah, S. Cook, observation, April 14, 2015).
The way Ablah and Cook’s research group used
the product was different in certain ways and
similar in other ways. The males seemed to use
it in a casual way. They all did exactly what they
had learned from their wives or mothers. They
used what their mothers or wives had bought and
followed the same format as these women did. The
men also seemed to be more willing to try the dif-
ferent fragrances of Tide. They did not need
specific steps or Tide form to be content
with the laundry process. Most of the
women interviewed were brand loy-
al and followed the same process
for every load of laundry. The
participants all used this prod-
uct to clean their clothes, make
them smell good and make
them softer. Tide successful-
ly did all of these things for
each participant (P. Ablah,
S. Cook, observation, April
14, 2015).
The steps the participants
took were nearly identi-
cal. The only aspect that
changed was the order the
detergent was put into the
machine and the way they
put the clothes in. Certain
participants, especially the
males, did not separate the
colored clothing from the
white clothing. Ablah put
the Tide pods into the washer
before she put her clothing in
while the other partici-
pants put the pods in on top of
the clothing. All the participants who
(“Tide Detergent Bottle,” n.d.).
used Tide liquid except for Jodi Ablah, who had a
special HE washing machine, poured the liquid on
top of the clothing. Most participants turned their
clothes right-side out before washing. The par-
ticipants who used Tide liquid had to wash their
hands or the Tide container after the use to get off
the sticky liquid. Tide pod users did not have to do
this (P. Ablah, S. Cook, observation, April 14, 2015).
Every participant seemed to be indifferent
while doing laundry. None of them paid attention.
Most were focused on their phones or holding con-
versation with Ablah and Cook while Ablah and
Cook watched them do the task. Many said that
they listen to music, talk on the phone or do other
chores while they do laundry. This was a common
factor across all of Ablah and Cook’s participants.
In order to use the product, all of the participants
needed a functioning washing machine. All of the
participants except one had a set aside laundry
room in the basement of their household. Fernan-
dez lives in such a small apartment that the wash-
ing and drying unit is one stackable unit behind
cupboard doors. This shows that consumers of this
product prefer to have a set-aside room to do laun-
dry in. Some participants required a sink to wash
their hands after the use of the product (P. Ablah,
S. Cook, observation, April 14, 2015).
Ablah and Cook were surprised by the way
that families did laundry in the same way. Loy-
alty seems to run in the family for this household
product. In contrast, if parents are not loyal to the
product, then the children did not seem to be loyal
either. The opinions and actions toward simple
household tasks like laundry transfer from gener-
ation to generation. It was also surprising to hear
some of the emotional connections certain partici-
pants put on the brand name and on doing laundry
correct in the first place. Jodi Ablah looked at it as
a way of showing her family she loves them. (P.
Ablah, S. Cook, observation, April 15, 2015).
12
Ethnographic Research cont.
Peach put the Tide pod in the washing machine
before the clothes. She was the only one to do this.
The rest of the participants used the product type
in the same way and order as everyone else. None
of the participants used this product in an a-typical
place. Fernandez used it in a unique place com-
pared to the rest of the participants. If Ablah and
Cook had done this study in a big city, her location
would not have been as a-typical as it seemed from
this research sample. This is due to how city hous-
ing is set up in comparison to suburban housing.
City apartments and living quarters are often
too small to have a set aside floor or room
for laundry. Since Fernandez was
the only participant in this study
from the city it seemed unique
that she was doing laundry in a
room where many other tasks
are accomplished alongside
it. Her living quarters are
much smaller than the
other participants that were
researched. Everyone used
this product in the way
we thought they would.
It was interesting to hear
about Reynolds trying to
get the smell out of his
clothing and Fernandez
using the product to stay
connected to her family in
a sense (P. Ablah, S. Cook,
observation, April 14, 2015).
Ablah and Cook
learned that Tide is a brand
that gains a large segment of
consumers through family
loyalty. This was the reason
for nearly every participant’s
use of Tide in our sample.
(“Tide Detergent Bottle,” n.d.).
Ablah and Cook also learned that Tide is a func-
tioning product that has never failed any of the
research participants. It has many product options
to fit segments based on age, need and price.
Tide is a strong brand name and our partic-
ipants considered it the strongest brand name in
regards to laundry detergent. It surprised Ablah
and Cook how emotionally attached different par-
ticipants were to the product. They all knew their
reasons for using the product even though they
acted indifferent to the process and did not enjoy
it. This brand loyalty, even though it is something
most people may never completely acknowledge,
appears to be formed at a young age. It is made
before one even starts buying detergent. It is also
interesting to note how something as “boring”
and timeless as detergent has managed to impact
so many generations by capturing the loyalty of
consumers. Along those lines, Tide has remained
a timeless, well-known brand that has continued
to innovate with new ways of cleaning clothes.
The motivation for using Tide was to clean clothes,
make them smell good and to clean stains (P. Ab-
lah, S. Cook, observation, April 14, 2015).
One problem Ablah and Cook noticed that
could help improve Tide was in regards to Tide
liquid. Tide liquid users all struggled with their
hands and the Tide container being sticky after
using the product. This is a problem that could be
targeted by the brand. Tide should keep innovating
to stay on top of the detergent market. The inno-
vation of the Tide pods has gained the company
tremendous market share. The participants all used
the product with the same steps. The only variation
was Ablah’s use of the pods prior to putting the
clothes in the washing machine (P. Ablah, S. Cook,
observation, April 14, 2015).
13
Advertising Goal
Tide’s main advertising goal is to continue em-
bodying its brand characteristics of quality and
convenience while expanding to take in the
evolving target markets of the laundry detergent
industry. Tide will remain in consumers’ top of
mind awareness in this industry by meeting this
goal successfully (“Responsibility for doing laun-
dry and shopping for laundry products,” 2014).
Tide also wants to keep increasing its levels of
brand loyalty since this is such a large aspect of
(“Tide Detergent Bottle,” n.d.).
the brand’s continued success. The main target
markets Tide is adapting to include are young
adults and family men (“Marketing Strategies,”
2014). Tide wants to continue to adjust to chang-
ing promotional technology on top of the chang-
ing target market. Tide has done this by utilizing
new social media outlets, digital videos and You-
Tube Webisodes (“How Tide Turned Laundry
into a Social Event for Everyone,” 2013).
14
Strategic Message
Tide wants consumers to continue considering
the brand as the go-to laundry detergent for
every market, household and person. Tide has
dominated the laundry detergent industry since
its creation in 1946 (“Birth of an Icon: TIDE,”
2012). Tide is unique because few brands have
a consumer following and successful history 69
years long. Tide can continue to give consumers
(“Tide Detergent Bottle,” n.d.).
the best results through maintaining the strength
of its brand image and being open to opportuni-
ties to pull new consumers into the industry.
Laundry is a chore that every person has to do.
Tide has always helped consumers accomplish it
in the best way.
15
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