Article Source: http://www.millwardbrown.com/Sites/MillwardBrown/Media/Pdfs/en/CaseStudies/E3CAADF1.pdf
Article Summary:
Cravendale is a premium brand of milk produced by the international dairy group, Arla Foods. It owes its premium quality to the way it’s produced; highly advanced nanotechnologies are used to filter the bacteria and cream from the milk and the end-product is contained in a special Cravendale bottle that is highly effective in keeping the sunlight out. For these reasons Cravendale is more fresh- and better-tasting—and also more expensive—than its rivals in most countries. Upon entering the British market, Cravendale had to struggle with low market shares as milk was perceived to be a commodity in Britain and people didn’t really understand the concept of an expensive premium milk brand. The problem was that Cravendale at the time had been using TV advertising for two years since its initial launch in Britain and the company had been spending quite a lot trying to explain why Cravendale is more expensive than its competitors and why its price is proportionate to the value it delivers. Since this much advertising failed to alter British public’s perception of Cravendale, the company started to question its advertising strategy. After a close examination of its advertising, it was revealed that Cravendale was trying to give too many messages in its commercials (better taste, had vitamins, stays fresh longer, fewer bacteria, no additives, more minerals), which only served to confuse the consumers and prevented them to attach one certain differentiating feature to the brand name. Afterwards, the company decided to change its advertising strategy and started focusing solely on Cravendale’s taste as the brand’s differentiating feature. As a result, both brand awareness and trial levels made huge leaps forward.
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