Kelsey White Simulation

The data analytics simulation on the Harvard Business Publishing website places the user as a decision maker for a company named Kelsey-White. Kelsey-White is a multinational consumer goods company and they have recently implemented a new system that helps predict future market trends based on the company’s historical data. In this instance, our duty is to help grow their laundry detergent’s market share and make them more profitable. Each simulation provided to be a learning experience because I could use the results from previous simulations to gain a better understanding of the specific strategies that work for Blue’s specific business model. Blue is a lower priced detergent alternative that faces competition from the two largest brands

My plan was to emphasize digital marketing and split the remaining budget amongst TV and Radio advertising. I decided to completely ignore print based advertising because it had the least effect on the market. Through Digital advertising, we can accomplish a goal of the board of directors to shift our identity to a more youth friendly brand. As well as a younger perception amongst consumers, we also reach our target market considering the digital platform’s popularity in Blue’s market. I also decided Blue should shift the majority of their distribution to convenience stores and clubs to accommodate Blue’s users. In terms of the actual product, I followed the popular trends set by the market of a pod style product focused on eliminating odor. In addition to these changes, I also decided to reduce the price of our detergent by a small margin to help us differentiate ourselves from the top two brands dominating the market. My reasoning behind this decision came from reading Blue’s product reviews on social media. Most of the negative complaints involved Blue’s pricing compared to the quality. From these reviews I decided that our main competitor was the store brand’s detergent because of their lower prices, easy access and product quality. Since they offered their product at $5 per unit, I figured we would reduce ours from $7 to $6. The reason I didn’t make the prices

The combination of a price drop and the lowered production rate proved to make a dent in our revenue and resulted in a loss for the year of 2019. In fact, the only positive to take away from the first year was our small increase in market share. In order to counteract some of the damage I had inflicted on Blue’s finances, I decided to increase production by a small margin in hopes of capitalizing on the demand of a lower priced detergent. Blue had lost out on a large portion of profit due to my decision to decrease production in the first year, unfortunately our pricing was too low to make up for this deficit in