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Rohm and Haas
Rohm and Haas
Rohm and Haas
Situation Analysis
Rohm and Haas is a diversified chemical company operating in four distinct business segments
of which the focus of the case is on biocide products division of the specialty chemicals group.
The biocide product manufactured by the firm caters to the needs of the metal working industry.
Its major product – Kathon 886 MWX operates in the Central system market where the company
enjoys a healthy 30% market share of the $18 million market. However, Kathon 886 MWX is a
very powerful biocide and is not suitable for small-capacity tanks (capacity less than 1000
gallons). In view of this, Rohm and Haas has found a new opportunity in the Individual system
market (reservoir capacity less than 1000 gallons) and they have launched a new product –
Kathon MWX to address this opportunity. Kathon MWX targets 150,000 customers in the
Individual systems segment where the market for biocides is still developing and competition is
less. In addition, a large part of the target customer base use substitute products such as
deodorants and bleaches which in general have little effect on microorganisms. The company has
estimated the market size for individual segment to be at $20 million and aims to achieve sales
revenue of $200,000 in the first year. However, the actual sales revenue was only $12,000 in the
first five months. The challenge lay in the fact that despite being a superior product with obvious
benefits, Kathon MWX is unknown to a large fraction of target population and thus less than 6%
of the initial target was achieved. Joan Macey wishes to re-evaluate Rohm and Haas’s marketing
strategy in order to tap into this huge segment and to significantly increase sales of Kathon
MWX.
Problem Definition
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As mentioned above, the sales of Kathon MWX touched 6% of the annual targeted sales for
1984. Continuing in this trend, Kathon MWX will have a negative impact on the firm’s bottom-
line. Joan Macey has to come up with a marketing strategy that suits well with the product and
the targeted customer segment which will promote the sales of the product.
Analysis of alternatives:
Kathon MWX is priced from $1.01 per packet ($145/144) to $1.25 per packet ($180/144) for the
distributors based on the quantity they purchase. Rohm and Haas does not specify fixed prices to
end-users. Therefore, the prices to end-users varies from $2 to $6 per packet. These prices could
have the following effects on the customers. Cheaper price could represent low quality while
higher prices may push the customers away from the product. For first step, Rohm and Haas
should fix the price to the end-user. Kathon MWX has two competitors – Dowicil 75 and Tris
Nitro. Dowicil 75 is not the primary competitor as it cannot be used for tanks less than 500
gallons (a market survey revealed that 50-100 gallons of reservoir size is the most common size).
The other competitor, Tris Nitro, which according to is priced at $7.75/pound. However, Tris
Nitro is considered less effective against bacteria and ineffective against fungi and they worked
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only for about 3 days. Therefore, Rohm and Haas has to control the pricing of the product to
maintain uniformity ($3/packet for the extra value being delivered by the product over its
competitors). This price will also provide higher margins to the retailers over other competitive
products ensuring further focus and promotional efforts from the retailers for this product over
the others.
The product launch has been accompanied with a wide press release announcing the availability
of the product, Kathon MWX. However, the announcement only included information about
Kathon MWX and its benefits. Based on the actual sales revenue vs. estimated sales revenue, the
company’s advertising strategy hasn’t been successful. Rohm and Haas should initiate a new
advertising strategy that explains both the value of the product and the estimated savings to the
end-user. The superiority of the product over its rivals should be advertised clearly. This
advertising strategy is needed as the target customer segment of Kathon MWX is small
companies that are interested in low cost and ease of use. By using Kathon MWX, users can
keep the fluid 2-5 weeks longer, therefore according to Exhibit 1, if they keep the fluid for 2
more weeks, they can save upto $7,565 per year and upto $12,609 per year if they can keep the
fluid 5 more weeks. Thus, by showing such cost benefits to the users, Rohm and Haas can
Final recommendation:
The final recommendation would be that Rohm and Haas should initiate a new promotion
campaign in order to increase the awareness of the product and to promote its cost benefits to the
customers. This will ensure that the end-user will be more inclined to purchase the product over
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its competitors and also over the substitutes. The promotion campaign should not only clearly
deliver the cost benefits (Exhibit 1) of the product but also the effectiveness of the product over
its substitutes. Also, taking a closer look at alternative#1, controlling the pricing and maintaining
it might seem to be an effective strategy in general but in the case of Kathon MWX, the target
customer base primarily uses substitutes instead of the metalworking fluid biocides. Therefore,
the direct competition of Kathon MWX is the substitute products (household disinfectants,
deodorants) which are much cheaper and Kathon MWX should not compete with them in the
price point of view (as the value provided through Kathon MWX is much higher than the
substitutes). A big chunk of the customers of Kathon MWX are industrial supply houses who are
small family managed businesses and they will be more inclined to make a purchase once they
understand the cost benefits of the product in the long-run. Assuming that the new promotion
campaign will create an increase in the sales volume. Achieving a 508 boxes sales volume
annually (vs. 1350 annual sales target) will ensure that Rohm and Haas has met the breakeven
In addition to implementing the alternative #2 (initiating a new promotion campaign), Rohm and
Haas should also consider the following inferences that are based on the market survey
performed. Only 20% of the users remember receiving the Kathon MWX information packet,
feedback and incorporate in future promotions. Participants in the survey were also apprehensive
about safety and handling systems. Addressing the concerns would have been a better strategy
Macey has to understand that metalworking fluid generally accounts for more than 90% of a
formulator’s business and many of the products are sold under the formulator’s private brand
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names. Rohm and Haas has not offered private branding on Kathon MWX and is selling under
its own brand to promote their new product. But, not offering brand name will discourage
formulators from promoting the new product. The product Kathon MWX could keep the
Metalworking fluid for 2-5 weeks longer than normal. This can possibly cannibalize the
formulator’s primary business of selling metalworking fluid and might discourage the
formulators to promote the product. Therefore, Rohm and Haas could also consider the option of
having their own distribution department instead of distributing through the formulators but this
strategy will require high investment on sales personnel and is not the immediate recommended
solution for a product that is having a negative impact on the bottom line.
In the end, implementing a new marketing strategy along with all the other considerations
mentioned will ensure that Kathon MWX’s benefits are promoted more effectively to the target
customer base and will lead to increase in the sales of the product.
Appendix
Extension of 2 weeks
Total cost per year per machine $687.79
Total cost $15,131.31
Savings $7,565.65
Extension of 5 weeks
Total cost per year per machine $458.52
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Total cost $10,087.54
Savings $12,609.42
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