Redesigning Libra's Marketing Strategy for Young Women

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Apr 3, 2024

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1 Marketing plan for Libra Subject Code: MKTG10001 Subject Name: Principles of Marketing Tutorial Day/Time: Monday 12pm Tutor Name: Marie Trbovic Assignment Name or Number: Principles of Marketing Group Assignment (Group 4) Number of words (excluding cover page, executive summary (abstract), tables, figures, diagrams, table of content, references and appendices): 2197 words Student ID Number Student Name 1. 1179053 Nadia Amira Binti Sharin 2. 1271272 Kelly Yang 3. 1127375 Zhi Xuan Bee 4. 1191774 Kevin Josua Nathanael

2 0. Executive Summary Libra is the only Australian-made feminine hygiene brand that sells a wide range of period care products through their online website and major supermarket chains located in Australia and New Zealand. This report will critique Libra’s current marketing strategies and will also propose redesigned distribution and integrated marketing communication (IMC) strategies. The chosen target customers for this report are social young women ranging from ages 18-24, whose purchasing decisions are largely influenced by social media trends. The redesigned distribution strategy for Libra’s distribution will include weekly pop-up stores in Autumn yearly to replace their current direct online sales to reduce dissatisfaction received from indirect retailers. Furthermore, Libra’s distribution channel length will be extended. New retailers such as lingerie and women’s clothing stores will be added to spread the distribution across more locations, ensuring young social women can access products conveniently and comfortably. Libra’s IMC redesigned strategy will utilise various media mixes to appeal to young women who are social- media active. These include YouTube advertisements and TikTok Trends (shared media), as well as hosting cocktail events (earned media) and giveaways on Instagram or Facebook (owned media). These strategies would educate consumers on period stigma, while increasing brand awareness and promoting their pop-up stores through celebrity endorsements (paid media). Although the implementation of the distribution and IMC redesigned strategy may be costly, there will be an overall financial benefit in the long-run. Other parts of the strategy are inexpensive to administer and will be effective in boosting sales. With regards to the environmental perspective, a shorter distribution channel will decrease the amount of transportation for delivery of products, reducing the amount of environmental pollution around Australia as there would be less emission of air pollutants by transportation vehicles.

3 Table of contents 0. Executive Summary 2 1. Introduction 4 1.1. About the Brand and Market 4 1.2. Report Purpose 5 1.3. Current Marketing Strategy 6 1.4. Project Timeline 9 2. Target Audience 10 2.1. Target Segments 10 2.2. Trends Shaping the Market 12 2.3. Target Customers 12 2.4. Buyer’s Profiles 13 3. Redesigned Marketing Strategy 14 3.1. Conceptual Map 14 3.2. Redesigned Distribution Strategy 15 3.2.1. Commercial Value and Brand Equity 16 3.3. Redesigned IMC Strategy 17 3.3.1. Commercial Value and Brand Equity 19 4. Future Scope 20 4.1. Financial Perspective 20 4.2. Ethical Perspective 21 5. Reference List 22 6. Appendices 24 6.1. Appendix A: Growth of the feminine hygiene product market 24 6.2. Appendix B: Popularity ranking of social media networks 25

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4 1. Introduction 1.1. About the Brand and Market The report's purpose is to analyse the brand Libra and redesign their marketing strategy to increase brand awareness and competitiveness while combating period stigma. Libra offers different product ranges and is the only Australian-made feminine care brand (Libra, 2021a). Their products are versatile, with different products available for day-time, night-time or sport use. The company aims to empower women in living their best lives by offering a range of sanitary products and supplying everyone with useful information to deal with periods. The global feminine hygiene product market is often overlooked but is one of the most important markets in the world (Appendix A). Some current leading players in the market include Kimberly-Clark Corp, Johnson & Johnson, Ontex, and Unicharm Corporation (Mordor Intelligence, 2020). These companies and Libra’s positioning in the feminine hygiene markets are presented in Figure 1.

5 Figure 1 Perceptual Positioning Map of Feminine Hygiene Brands 1.2. Report purpose The selected marketing challenges for this report are distribution and integrated marketing communications (IMC). The distribution challenge investigates how Libra can modify its distribution channels to increase value for consumers, channel partners, and the company. This challenge is important as Libra can create cost-efficient ways for girls and women to conveniently access period care products when required, without facing exposure to period stigma. Furthermore, increased online product demand due to the

6 COVID-19 pandemic has led to delayed deliveries which are negatively affecting Libra’s customer experience. The IMC challenge explores how Libra can communicate as a company that understands and opposes period stigma without alienating customers. This challenge is important as period stigma is an issue for women globally, and there are consequences to producing marketing strategies that receive customer backlashes, such as damage to brand image and profit. In their redesigned strategy, Libra will mainly focus on social young women (age 18-24) and introduce distribution and IMC strategies that largely influence consumer purchasing behavior to increase customer reach. 1.3. Current marketing strategy The marketing strategy that Libra currently uses could be explained using the 4Ps of Marketing, a model describing the marketing mix that organizations approach in marketing their goods or services, which includes product, promotion, pricing, and place (Hisrich & Ramadani, 2018). Product Libra provides a range of products with variants to suit consumer needs. These products as well as other services can be divided into three product layers, shown in Table 1.

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7 Table 1 Libra’s Product Layers Product Layers Core ● Female hygiene products and ranges, including pads, liners, tampons, underwear, pants and maternity products Actual ● Comfortable products ● Most are 100% organic ● Environmentally friendly products foster sustainable societies around women’s products ● Recyclable and compact packaging for easy storage ● Go wrappers with self-sealing edges for easy disposal Augmented ● Builds a safe space for females ● Offers educational topics regarding the menstrual cycle and female body and stories of different women and their experiences on their website ● Free delivery on subscription boxes and when customers spend over $49

8 Price Libra’s product prices range from $2.69 for individual products, up to $25, for a monthly subscription box. Prices vary depending on the product and promotional agreements with retailers. Libra also offers a monthly subscription package that allows consumers to pick their preferred pre-packaged kits and have them delivered for free. Promotion Libra’s current IMC focuses on challenging the issue around period stigma, such as through their latest ‘Blood Normal’ campaign. Libra uses both social and traditional media to promote this message and their products, while also offering a community for young girls online through Libra Girl on their website. Place Libra’s products are sold online on Libra’s website where consumers can directly purchase goods or purchase indirectly from intermediaries including major supermarket chains and chemists in Australia and New Zealand, forming a longer distribution channel by using both direct and indirect distribution.

9 1.4. Project Timeline Figure 2 Project Timeline to implement Redesigned Strategies

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10 2. Target audience 2.1. Target segments A few different target segments in the feminine hygiene product market that Libra could target are shown in Table 2. Table 2 Libra’s Target Market Segments Characteristics Newcomers Social young women Sport- enthusiasts Mission Menopause Age 10-15 18-24 18-35 45-55 Lifestyle - Girls who recently gotten their periods for the first time - Have a young mindset and are figuring themselves out -Learning more about periods - Women who are very active on social media - Purchase popular products only - Aware of what others think of them. - Enjoys posting products they use - Women active in sports - Often participate in outdoor activities, such as hiking or camping - Looks for products that suit outdoor activities - Women who are less physically active and travel less - Purchase cheaper products to save money and provide for their family

11 Benefits sought - Simplicity - Comfortable and quick to get used to - Easy usage - Attractive enough to share with social media following. - Allows them to stand out compared to others - Convenience - Suitable for physical or outdoor activity - Lightweight and portable - Comfort - Easily accessible that are not too expensive - Information provided on menopause Brand loyalty - Sticks with a few brands which they feel comfortable using - Maintains with brands that are popular in the market - Sticks with brands they have previously liked - High brand loyalty from knowing what brand works them through experience Values - Functionality and comfortability - Shareable, appealing and items Products with aesthetic value - Comfort and convenience when using the product - Functionality and convenience Does not value aesthetic of products as much

12 2.2. Target customers The older segment of Generation Z (GenZ), ages 18-24, are an important generation in the hygiene care industry. Compared to other generations, they are more comfortable and open towards the discussion of periods (SWNS, 2019). Despite menstrual stigma present in society, many socially active young women within that age group are not afraid to discuss periods on social media (SWNS, 2019). Hence, the social young women market segment would be suitable for Libra to market their products as the marketing tools utilised by Libra will likely capture and maintain their attention and support. 2.3. Trends shaping the market Various awareness initiatives have led to a rise in promotions and education sessions about menstrual hygiene product usage benefits, especially on social media (Mordor Intelligence, 2020). Social media is the fastest-growing channel to connect with customers and boost product sales, especially in younger demographics (McLachlan & Newberry, 2021). As they are more active on social media, they tend to be trendsetters and adapt to social trends quicker. According to Barysevich (2020), 71% of users tend to gravitate towards making purchases based on social media referrals. Hence, user generated content on social media is more likely to influence the purchasing decisions of the young women of GenZ.

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13 2.4 Buyers profiles Figure 3 Buyer Profile 1 Figure 4 Buyer Profile 2

14 3. Redesigned Marketing Strategy 3.1. Conceptual Map Figure 5 Libra’s Redesigned Strategies

15 3.2. Redesigning Libra’s Distribution Strategy A redesigned distribution strategy will be implemented to extend the channel length of and enhance Libra’s current distribution channel. Distribution is important in the marketing process as it connects organizations to consumers. An effective distribution strategy would deliver the product in the right quantity, place and time (Hisrich & Ramadani, 2018). Due to Libra’s retailers’ discontent towards their direct online sales, Libra would no longer sell products directly on their website and should only cover information about its products and informational resources, in hopes of improving supplier relationships. Instead, a new direct distribution channel in the form of weekly pop-up stores would set up in Autumn at different locations yearly, which will directly market and sell Libra’s products to consumers without facilitating intermediaries to increase brand awareness. The pop-up stores will be set up at different locations concentrated with social young women such as university campuses and up-and-coming malls. Libra would display and market their product range at exclusive deals limited to pop-up stores, offering free desserts and heat packs, as well as game prizes to intrigue them. This would assist Libra in building customer relationships by delivering products and an experience to consumers in a way that sets Libra apart from competitors. Additionally, pop-up stores could invite educational speakers or celebrities to increase engagement and awareness on period taboo women face. This would contribute to period stigma reduction and show attendees that

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16 Libra prioritises customers’ wellbeing. These direct distribution channel changes would improve customer experiences and eliminate delivery issues from Libra’s website. Furthermore, since female hygiene products are a necessity, Libra should saturate the market by taking an intensive distribution strategy to ensure their products are available in as many distribution outlets as possible. Libra could increase customer reach by partnering with different distribution outlets frequently visited by social young women such as lingerie and women’s clothing stores. As compared to the traditional supermarket and chemists, expanding Libra’s products to these new stores would allow more distribution points for them to access Libra’s products. The new distribution channel will utilise a pull strategy and take an omnichannel structure to increase product demand. Customers can gather product information and or purchase products from any point, whether at Libra’s website, the pop-up stores, retail stores or retail websites. 3.2.1. Commercial Value and Brand Equity The pop-up stores create new experiences for customers which would raise enormous exposure and capture market attention as it is not a common initiative among female hygiene brands. Consequently, sales would increase as store activities and exclusive deals would implant a long-lasting memory of Libra in consumers, which would resurface when the brand name is mentioned, seen, or feminine hygiene products are demanded. Improved customer experience would

17 also lead to customer loyalty which is beneficial for Libra. Due to loyal customers’ willingness to pay, they will be more profitable to the brand as they recur purchases, allowing for economic maximization of customer retention and increased revenue (Chambers, 2020). In addition, young women prefer purchasing feminine hygiene products from stores where they can also purchase a variety of other products as some find feminine hygiene aisles of supermarkets or chemists daunting (Salazar, 2020). Hence, by expanding Libra’s line to more retailers such as lingerie or clothing stores, it may capture women’s attention as a feminine hygiene brand that is easily accessible. Libra’s redesigned distribution strategy will build positive brand equity that activates consumers’ purchase intentions. The fun, desirable and interesting characteristics of the pop-up store will become a favourable association towards the brand. This association will be unique to Libra and their brand name, while potentially elevating their brand image. 3.3. Redesigning Libra’s IMC Strategy As a result of period stigma, women around the world experience discrimination and reduced wellbeing (Litman, 2018). Libra’s Blood Normal campaign TV commercial that aimed to reduce period stigma received complaints that could have potential impacts on brand image. To avoid this, Libra can implement the IMC strategy to help diminish

18 period stigma without alienating customers. IMC refers to the synergistic delivery of brand positioning, personality, and messages across all communication elements from a single consistent strategy (Smith et al., 1999 as cited in Holm, 2006). Through paid media, Libra can utilize celebrity endorsements for celebrities to share their experiences and spread awareness of period stigma while promoting products through media posted on social media platforms. As young people aged 18-24 are more likely to keep up with popular celebrities, the use of celebrity endorsements would be effective in capturing brand attention from viewers. They would also promote the locations of Libra’s pop-up stores to generate larger crowds. Research shows that a single endorsement could spark a prompt increase in sales by 4% (Bradic, 2015). As Libra received complaints on their Blood Normal TV advertisement, they should have YouTube advertisements that could give non-targeted viewers freedom to skip, decreasing chances for complaints. To negate complaints on over-lengthy advertisements, Libra could produce shorter advertisements that provide statistics to viewers on period stigma. Another form of shared media that could be implemented would involve a TikTok trend initiated by Libra where women share their worst period experiences in order to decrease the shame people may experience when talking about periods. Facebook and Instagram are some of the most popular social media applications of 2021 (Appendix B). Libra can host giveaways on these applications with prizes of period-

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19 packs, containing sweets and Libra’s menstrual sanitary products and undergarments. The conditions to enter would include a follow to Libra’s social media pages and a repost of Libra’s giveaway post, involving educational information on the impacts of menstrual stigma. Extra entries would be given for tagging friends in the comments. Through this use of owned media, Libra could catch the attention of new consumers. Furthermore, as a form of earned media, Libra could host a yearly spring cocktail party where attendees bring menstrual hygiene products to donate to local shelters and have volunteer spokesmen educate and debunk common misconceptions to combat menstrual stigma. Through the donation of menstrual products, Libra can communicate that they will do more than spread awareness and will act in helping those affected by period stigma. 3.3.1. Commercial Value and Brand Equity Implementing these IMC strategies would not only help fulfill aimed objectives but would also increase the brand’s overall value and exposure to the market. Having celebrity endorsements who include their own shared experiences around period stigma not only raises awareness but also catches interest from potential consumers who want to know more about Libra and its products. Increasing promotion through social media would help achieve the same purpose, through shared media by creating TikTok trends around period stigma and owned media by having giveaways on Instagram or Facebook.

20 Having continuous brand exposure through improved YouTube advertisements and other media would also lead to total sales increasing as consumers are consistently reminded about the brand, enhancing awareness and interest which consequently increases their likelihood to purchase. Overall, the new redesigned IMC strategy that Libra has implemented will bring positive brand equity. Libra’s brand image would be improved as consumers would perceive that the brand truly cares about the issue around period stigma and intends to help solve it. The increase in brand exposure and brand awareness through multiple different media would also spark interest among consumers, thus increasing total sales, generated revenue and stock price. 4. Future Scope and Evaluation 4.1. Financial Perspective Although implementing pop-up stores and celebrity endorsements may be expensive, there will be an overall revenue increase in the long-term resulting from Libra's unique product promotion, enhanced consumer relationships and consumer word-of- mouth. Promoting Libra through YouTube advertisements and giveaways would not be very expensive to administer and would also benefit sales through increased brand awareness. As the COVID-19 pandemic subsides and international students are permitted to enter Australia again, it raises the potential for these marketing strategies to succeed

21 financially, as more young and social women can visit Libra’s pop-up stores and attend their cocktail party events. 4.2. Ethical Perspective Libra’s redesigned strategy of removing direct online purchases from Libra’s website would also help decrease the environmental pollution. Since there is one less channel that requires transportation for delivery, there will be less emission of pollutants from transportation.

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22 Reference List Barysevich, A. (2020). How social media influence 71% consumer buying decisions . Search Engine Watch. Retrieved 11 October 2021, from https://www.searchenginewatch.com/2020/11/20/how-social-media-influence-71- consumer-buying-decisions/. Bradic, L. (2015, September 30). Celebrity Endorsements on Social Media Are Driving Sales and Winning Over Fans. Social Media Week. https://socialmediaweek.org/blog/2015/09/brands-using-celebrity-endorsements/ Hisrich, R. D. & Ramadani, V. (2018). Entrepreneurial Marketing. A practical managerial approach. Edward Elgar Pub. https://doi.org/10.4337/9781788111324 Holm, O. (2006), "Integrated marketing communication: from tactics to strategy", Corporate Communications: An International Journal , Vol. 11 No. 1, pp. 23-33. https://doi.org/10.1108/13563280610643525 Libra. (2021a). The Libra Range. https://lovelibra.com/products/ Litman, J. (2018, June 5). Menstrual Stigma Must Stop. Period. The Public Health Advocate. https://pha.berkeley.edu/2018/06/05/menstruation-stigma-must-stop-period/ Markets and Markets. (2020). Feminine Hygiene Product Market by Nature (disposable, Reusable), Type (Sanitary Napkins, Panty Liners, Tampons, Menstrual Cups), Region (Asia Pacific, North America, Europ, Middle East and Africa, South America) - Global

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23 Forecast to 2025. Markets and Markets. https://www.marketsandmarkets.com/Market- Reports/feminine-hygiene-product-market-69114569.html McLachlan, S., & Newberry, C. (2021). 22 Benefits of Social Media for Business . Hootsuite. Retrieved 11 October 2021, from https://blog.hootsuite.com/social-media-for-business/. Mordor Intelligence. (2020). Feminine Hygiene Market - Growth, Trends, COVID-19 Impact, and Forecasts (2021 - 2026). Mordor Intelligence. https://www.mordorintelligence.com/industry-reports/feminine-hygiene-market Salazar, D. (2020). Feminine care keeps up with trends to drive growth. Drug Store News. https://drugstorenews.com/feminine-care-keeps-trends-drive-growth SWNS, (2019). Gen Z are more open than Millennials when talking about menstruation. New York Post. https://nypost.com/2019/08/13/gen-z-are-more-open-than-millennials-when- talking-about-menstruation/

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24 Appendix A: Growth of the feminine hygiene product market Markets and Markets (2020) states that the market had a value of US$ 20.9 billion in 2020 and is expected to grow to US$ 27.5 billion by 2025, as shown in Figure 6. Figure 6 Growth of the feminine hygiene product market Note. From Markets and Markets, 2020, (https://www.marketsandmarkets.com/Market- Reports/feminine-hygiene-product-market-69114569.html).

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25 Appendix B: Popularity ranking of social media networks Figure 7 Most popular social networks worldwide as of July 2021, ranked by number of active users (in millions) Note. From Statista, by Statista Research Department, 2021, ( https://www.statista.com/statistics/272014/global-social-networks-ranked-by-number-of-users/ ).

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26 Group Contract MKTG 1001 Tutorial Day and Time: Monday 12pm Group Number: Group 4 Tutor’s name: Marie Trbovic Report due date: 13th October 2021 GROUP MEMBER RESPONSIBILITIES The success of the group will depend on the cooperation and professionalism of its members. We expect you to know how to work effectively in groups: how to determine what needs to be done; how to find information; how to assess information; how to share the workload; and how to resolve interpersonal conflicts that might arise. Effective collaboration includes, but is not limited to: 1. Participating fully (in spirit and actuality) 2. Meeting responsibilities (i.e., completing assigned tasks on time and to the best of your ability) 3. Taking the consequences of not abiding by the group’s rules. 4. Giving group members appropriate credit where due and where it isn’t due This contract has four sections: 1. Group Goals 2. Group Milestones 3. Group Commitment 4. Group Update Fill out the form and then each member needs to sign the document. All group members retain a copy of this contract. Email this contract to your tutor. In week 8, we will ask for an update on your work. Final copy of the contract must be submitted along with your group report in turnitin.

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27 PART A: Group Goals 1. What do we want to accomplish? List goals/breakup of activities and person concerned for that activity. (Add lines if needed). This section is proof that members have discussed responsibilities with each other and agreed to do their part. Names and contact Strengths and Skills Relevant to the project Goals/Responsibility Nadia Amira Binti Sharin nbintisharin@student.unimel b.edu.au Research, Writing, Editing, Figure Designing Responsible for introduction, target segments, target customers, buyer profile, distribution challenge, executive summary Kelly Yang kelyang@student.unimelb.ed u.au Research, writing, proofreading Responsible for introduction, target segments, buyer profile, IMC challenge, financial perspective, executive summary Zhi Xuan Bee zbee@student.unimelb.edu.a u Research, Writing, Editing, Responsible for introduction, target segments, trends shaping the market, buyer profile distribution challenge, executive summary Kevin Josua Nathanael nathanaelk@student.unimelb. edu.au Research, Editing, Facilitating Responsible for introduction, target segments, buyer profile, IMC challenge, ethical perspective, executive summary

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28 Part B: Group Milestones 2. How will you accomplish your goals? Goals/major pieces of work Name of the person responsible Weekly milestones: week 7, 8, 9 and week 10 Final draft submission date to the group Responsible for introduction, target segments, target customers, buyer profile, distribution challenge, executive summary Nadia Amira Binti Sharin Week 7 Introduction Week 8 Target segments Week 9 Distribution challenge Week 10 Executive summary Week 10 Responsible for introduction, target segments, buyer profile, IMC challenge, financial perspective, executive summary Kelly Yang Week 7 Introduction Week 8 IMC challenge Week 9 Financial perspective Week 10 Executive summary Week 10 Responsible for introduction, target segments, trends shaping the market, buyer profile distribution challenge, executive summary Zhi Xuan Bee Week 7 Introduction Week 8 Trends shaping the market Week 9 Distribution challenge Week 10 Executive summary Week 10 Responsible for introduction, target segments, buyer profile, IMC Kevin Josua Nathanael Week 7 Introduction Week 8 IMC challenge Week 10

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29 challenge, ethical perspective, executive summary Week 9 Ethical perspective Week 10 Executive summary 3. Do you agree with the mile stones and submission deadlines? Do not sign if you do not agree. Discuss your disagreement with your tutor. Initials only: N.A.B.S, K.Y, Z.X.B, K.J.N Part C: Group Commitment 4. If I fail to meet milestones and my goals I will be dismissed from the group and will have to do the report all by myself. Initials: N.A.B.S, K.Y, Z.X.B, K.J.N 5. If I submit plagiarized material and/or cheats, the group agrees to bring this to the tutors’ attention immediately. Initials: N.A.B.S, K.Y, Z.X.B, K.J.N 6. Each member agrees to familiarize him- or her- self with and abide by the University of Melbourne’s rules for Academic Honesty see https://academicintegrity.unimelb.edu.au/ . Initials: N.A.B.S, K.Y, Z.X.B, K.J.N 7. Members agree to treat one another with respect. Respect includes no name-calling. If you don’t like an idea, address the idea, not the person (for example, “I don’t think that idea will work because…” not “That’s stupid”). In the event that a group member treats

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30 someone inappropriately, s/he will be expelled from the group and will have to do the group report by themselves Initials: N.A.B.S, K.Y, Z.X.B,K.J.N Part D: Group Update 8. Fill these sections for week 8 tutorial. We will review your progress in tutorials. Goals Name of the person responsible Group meeting organised (attended) Explain Progress made on miles stone Brainstorm for redesigned strategy and complete introduction on market and target audience description Nadia Amira binti Sharin 3 meetings organised and attended Finished introduction and target audience part, have not started redesigned strategy yet but will have longer and more meetings next week to finalise Research, finish report purpose of introduction and start redesign strategy Kelly Yang 3 meetings organised and attended Introduction complete Redesign strategy yet to be completed but will have more frequent meetings to discuss and work on it Research, finish introduction, trends shaping the market and brainstorm on redesigned strategy Zhi Xuan Bee 3 meetings organised and attended Finished introduction, trends shaping the market and discussed ideas on redesigned strategy.

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31 Research, finish of 4Ps in the introduction and start redesign strategy Kevin Josua Nathanael 3 meetings organised and attended Completion of current marketing mix in the introduction but yet to start redesign strategy 9. Fill this section in week 10. Please provide top 5 reasons why your team work was successful or not so successful. 1. Everyone managed to attend all meetings organised 2. Not many meetings could be organised due to time difference issues but still worked it out 3. Everyone shared opinions and ideas during discussions 4. Had meetings to update group members on each person’s respective parts and progress 5. Everyone was respectful and open to each other’s ideas

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32 I hereby agree to all the points in this contract: Date: 12th October 2021 Print Name: Nadia Amira Binti Sharin Signature: Print Name: Kelly Yang Signature: Print Name: Zhi Xuan Bee Signature: Print Name: Kevin Josua Nathanael Signature:

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