...Next in Air Care Scent Trends? Article | 18 Aug 2011 Fragrance developments have moved air care from the functional to the emotional, but what does that mean for future trends in scent? Air Care No Longer a Cover Up Not so long ago, the primary if not only function of air fresheners was to mask unpleasant odours, but clever marketing over the last decade has brought a complete change in consumer perceptions of the category's purpose. As home care manufacturers came to recognise the competitive advantage of offering new and unusual fragrances in their ranges in order to drive sales, scent innovations brought about more experiential and complex fragrances, resulting in a shift in focus for the entire air care category. Consumers no longer turn to air care products only when there are nasty smells to be removed or masked; they now buy into the category when they want to enhance the environment in their homes. A category that once could have been considered almost a commodity used only out of necessity has been subtly transformed into a category deeply connected to consumers' emotions. The scent of success Although one of the most expensive ingredients in any home care product, fragrances are worth manufacturers' investment in terms of time and money as they are extremely important to a product's success. A unique scent can be a powerful differentiator, giving a product the edge in an otherwise saturated market. Fragrance is a crucial factor in the consumer's final purchase...
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...Flare Fragrances Company, Inc. Analyzing Growth Opportunities By: Connor Skelly, Rob Bednarz, Brandon Bao, Purvish Patel Problem & Solution In light of the recent recession, Flare Fragrances has experienced a significant decline in revenue, though still staying in positive growth. A decision must be made as to how Flare will bounce back from the recession while also gaining market share in an already crowded market. Advertising budgets are consistently inferior to the competition as Flare depends heavily on the Loveliest brand name, its recognition, and halo effect on the other products. Flare is also under pressure by their biggest competitor, Aromatique, who will launch a new product in the coming months priced at $42. With Flare’s successful latest release of Natural, an eco-friendly fragrance targeting millennials, is important to keep newer and younger consumers in mind while also keeping the current, loyal customers, happy. The recommended solution is to develop and implement the brand Savvy, under the Loveliest umbrella, for 2009 at a price of $40. The new product will stay consistent with biannual releases that Flare has implemented. After Natural’s successful launch, it is expected that Savvy will receive very positive feedback and have at least an equally successful launch. The price point reflects the evidence showing pricier fragrance sales will be on the rise in the years after the recession. By staying under the Loveliest umbrella, there will...
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...Wei Ning Chi Professor Woods English 1A 20 Feb 2011 Advertisements Analyzing Between the Advertisements of Chanel’s Fragrance “No. 5” and Givenchy’s Fragrance “ange ou demon” Advertising promotes goods, services, images, and anything else that advertisers want to broadcast. It is becoming a main element of mass media. In order to attract audiences, advertisers use various techniques on their advertisements to make people aware of the firm's products, services, or brands. Even though the techniques used by advertisers are infinite, they have a common goal to convince those who might be their consumers to purchase their products. It is necessary for the advertisement to be more attractive and unique because they are in competition with all the other adverts for similar products. The advertisements of Chanel’s fragrance “No. 5” and Givenchy’s fragrance “ange ou demon” use different techniques to persuade different interest and age consumers purchasing their products. This perfume advertisement features Chanel’s fragrance “No. 5.” The perfume has been described "the world's most legendary fragrance" in Paris. The perfume bottle was in a square shape and was placed at the bottom right hand corner of the advertisement. The top of right side of the advertisement was the subject ‘’No. 5’’ that the Company of Chanel strongly promotes. The entire background of the advertisement was settling by dark...
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...career. Channels: being sold exclusively at the department store, mainstreaming into mass markets; or being sold in the mass market from the beginning. Channel Available Exclusive in high-end department stores Channel strategy should be consistent with the brand image. Stay exclusive to drive word of mouth. Department store is not as popular as mass market but it still has a big market share of the total fragrance market. SWOT analysis Strengths •Name •Favorable sales projections Weaknesses •Unknown brand name •Cannibalization of current sales •For-go investment in current, established brands •Higher price Opportunities •Reach a new customer segment: 18 – 24 year old females •Arlmont study predicts prestige image fragrances will be best performers •Innovation and originality •Build relationships with department store channel Threats •Dulcet brand to be launched at same time •High competition in market •Difficult economic conditions – consumers trade down •Declining sales in high-end department stores •New fragrance may migrate to mass market quickly •Competitors outspending Flare in advertising Savvy (by loveliest) Advantages: less marketing costs, halo effect; tap into the young segment. Disadvantages: hard to build up a new brand with younger image; conflict with umbrella brand More money on the product line Advantages: more support to develop brand; better effect in current product line. Disadvantages:...
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...rP os t 4 1 1 -S 0 6 25 DE MAYO, 2005 JOHN A. QUELCH LISA D. DONOVAN op yo Flare Fragrances Co., Inc.: Análisis de las Oportunidades de Crecimiento tC A comienzos de diciembre de 2008, había llegado el momento de que Flare Fragrances Co. lanzara su análisis final de sus iniciativas estratégicas para 2009 y el grupo de 10 empleados de ventas y marketing que estaba en la principal sala de conferencias de Flare podía ver por la expresión de su cara que la CEO, Joely Patterson, estaba decidida a lograr que 2009 fuera mejor de lo que había sido 2008. La crisis económica había golpeado los negocios de Flare. En 2007, las ventas habían subido 12%, ahora, menos de un año después, las cifras de fin de año estimadas por la Gerencia de Finanzas proyectaban un crecimiento de sólo 2% para 2008, una historia de recesión mejor que la que podían contar algunos negocios, pero no una tendencia que Patterson o los fundadores de la compañía quisieran repetir en el año que se aproximaba. Do No “Los felicito por sobrevivir en un clima económico duro y les doy las gracias por su esfuerzo laboral,” dijo Patterson al grupo. “Por muy buenos que hayamos sido, ahora tenemos que ser mejores. Estamos aquí para analizar el estudio que nuestro grupo de consultoría, Arlmont Associates, presentó el lunes. Como han leído, Arlmont sugirió que hay varias opciones estratégicas que ofrecen el mayor potencial de crecimiento. En este momento, yo prefiero las dos que Arlmont...
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...Psychology of Fragrance Use: Perception of Individual Odor and Perfume Blends Reveals a Mechanism for Idiosyncratic Effects on Fragrance Choice ´ ´ ´ Pavlına Lenochova1, Pavla Vohnoutova1, S. Craig Roberts2, Elisabeth Oberzaucher3, Karl Grammer3, 1 ´ˇ Jan Havlıcek * 1 Department of Anthropology, Charles University, Prague, Czech Republic, 2 School of Natural Sciences, University of Stirling, Stirling, Scotland, United Kingdom, 3 Department of Anthropology, University Vienna, Vienna, Austria Abstract Cross-culturally, fragrances are used to modulate body odor, but the psychology of fragrance choice has been largely overlooked. The prevalent view is that fragrances mask an individual’s body odor and improve its pleasantness. In two experiments, we found positive effects of perfume on body odor perception. Importantly, however, this was modulated by significant interactions with individual odor donors. Fragrances thus appear to interact with body odor, creating an individually-specific odor mixture. In a third experiment, the odor mixture of an individual’s body odor and their preferred perfume was perceived as more pleasant than a blend of the same body odor with a randomly-allocated perfume, even when there was no difference in pleasantness between the perfumes. This indicates that fragrance use extends beyond simple masking effects and that people choose perfumes that interact well with their own odor. Our results provide an explanation for the highly individual nature of perfume...
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...Summer fragrance trends http://yourbeautyspot.ninemsn.com.au/article.aspx?id=678027&print=t... Summer fragrance trends Tuesday, December 2, 2008 According to Pierre-Constantin Guéros, perfumer for the international fragrance house Drom, besides the obvious impact of niche and celebrity fragrance trends on the market, some key compositions are currently also on trend. Slideshow: 2009 summer fragrances "Woody notes were always part of feminine fragrances including patchouli, sandalwood and cedar wood, but what we are seeing now are feminine fragrances where the main character is woody," says Guéros. Pretty Nina by Nina Ricci (50ml), $89 According to fragrance expert Michael Edwards, this trend is evident in a range of fragrance offerings across prestige, celebrity and niche fragrance categories. "Sensuous by Estée Lauder, Sycomore from Chanel's Les Exclusifs range, A Velvet Hour by Kate Moss, Sweet Lime & Cedar by Jo Malone and Thierry Mugler's Miroir de Vanities are all very different interpretations of this new take on a woody theme for feminine fragrances," says Edwards. A floral bouquet for men In a similar shift away from the traditional or expected, Edwards says there are more and more fruity and floral notes in masculine perfumes. "For me, a couple of the standout fragrances leading this trend include Dior Homme which brings an iris note to the forefront, and Fleur de Male which with its strong orange flower has turned this male fragrance into a floral oriental...
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...Flare Fragrances Company Case Problem Flare Fragrances is experiencing declining sales growth. Arlmont Associates suggested two options that Flare Fragrance can do to increase sales growth. The first option is to increase efforts in the drug store channel. The second option is to introduce a new perfume brand. Whatever decision they make it will need to deliver $7.5 million in revenue for 2009 and reverse their declining sales growth trend. Analysis The first option to look at is to increase efforts in the drug store channel for the existing Flare Fragrances brands. The total market sales from 2007 in the drug store channel was only about 17% (Exhibit 1). With that being said this channel is not as profitable as department stores some drug store chains are beginning to put aestheticians, beauty experts, which may help this channel grow in respect to market share of the total market. This would be a great opportunity for Flare Fragrances to pursue this channel more and increase their sales. The next option is to introduce Savvy. One of the strengths that Savvy has is the name itself. It is viewed as stylish, upbeat, and classy. The price of $40 per 1.7 oz. spray bottle could also be seen as a strength for Savvy because it gives the product a prestige image and puts it in the Mid-Tier brands category. This price would be competitive against the introduction of Aromatique’s perfume, Dulcet, which is estimated at a price of $42. Introducing Savvy independently...
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...Flare Fragrances is a manufacture of women’s perfumes since 1955. The association with the company’s product is the elegant and luxury lifestyle. The company reached a number 4 player in US fragrance market. It is launched its signature brand «Loveliest» in 1975 and had significant growth(34,9% in total sales) in its shares. During coming years the firm introduced 6 more perfumes all under the label Loveliest: Awash (6,3% of total sales, Summit (22.6%), Essential (16.9%), Swept Away (23.4%) and the most recent Natural (9.1%). The Flare Fragrances with all their perfumes generated 9.5 % of the total 66.6% of the U.S retail market of fragrances. By 2007, 93% of Flare Fragrance come from it’s six lines of fragrances. However, Flare Fragrance has been faced a growth challenge in a difficult economic environment. Decline in Growth Rate was from 12% growth in 2007 to 2% growth in 2008. There are different reasons for a decline in Growth. Firstly, company had underutilized market for young women(18-34 years old). Secondly, increased competition in the market. The company had comparatively low spending on the advertising. Another reason is that Flare Fragrances had relatively low sales in distribution areas. The corporation had to choose one of the strategies proposed by its consulting group in order to remain afloat. CEO of the company, Joelly Patterson, underlines two possible opportunities to her marketing team to evaluate. One of the possibilities of future development...
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...of American and Chinese Terms in “Mrs. Spring Fragrance” In this passage of “Mrs. Spring Fragrance” by Sui Sin Far, the young American man and Mr. Spring Fragrance interact in a way that maintains a separation between American and Chinese terms. In the passage, the young man attempts to bring up qualities that he feels is American. In doing this, he is attempting to make a distinction between his world and that of Mr. Spring Fragrance, excluding him from it. Mr. Spring Fragrance challenges the examples of “American” qualities the young man presents in a variety of levels, through both a direct confrontation as well as a subtler opposition portrayed in his tone. Through these deconstructions, he shows his likewise unwillingness...
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...Valentina Cho COSM 2350 Fundamentals of Fragrance Assignment #1 1. What is the dime sized patch in the upper air passages of the nose that give us our sense of smell? A dime-size patch of olfactory membrane in each of the upper air passages of the nose contains the nerve endings that give us our sense of smell. 2. Where in the brain is the sense of smell first processed? The sense of smell, however, is first processed in the limbic lobe, one of the oldest parts of the brain and the seat of sexual and emotional impulses. 3. Who pronounced smell the most unimportant of all the senses? Immanuel Kant pronounced smell the most unimportant of the senses and unworthy of cultivation. 4. Umeda hunters were reported to sleep with what under their pillows and why? Umeda hunters in New Guinea were reported to sleep with bundles of herbs under their pillows in order to inspire dreams of a successful hunt that they could follow, like a map, when they awoke the next day. 5. The Berbers of Morocco were known to inhale the fragrant smoke of pennyroyal, thyme, rosemary and laurel as a cure for what? The Berbers of Morocco were known to inhale the fragrant smoke of pennyroyal, thyme, rosemary, and laurel as a cure for headaches and fever. They believed that smelling a narcissus flower could protect them from syphilis, and that malicious spirits could be forced from the body by the scent of burning benzoin mixed with rue, and consumed in the aromatic fires. 6. Olfactory...
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...BRIEF CASES HARVARD BUSINESS PUBLISHING 4550 2010. május 5. JOHN A. QUELCH LISA D. DONOVAN Flare Fragrance Inc.: Növekedési esélyek elemzése 2008. december első napjaiban járunk. Joely Patterson, a Flare Fragrance vezérigazgatója és az értékesítési és marketingmenedzserek egy tízfős csoportja a Flare legnagyobb konferenciatermében ülésezik. A téma a 2009-es évre javasolt stratégiai alternatívák. Az értekezlet-sorozat utolsó fázisánál tartottak és Patterson arca kemény elszántságot sugárzott. A résztvevők tudták, hogy a 2009-ben jobb eredményt kell elérniük, mint 2008-ban. A gazdasági válság a Flare-t sem hagyta érintetlenül. 2007-ben az eladások még 12%-kal emelkedtek, de most közel egy év elteltével a 2008. év végi adatok már bizton láthatóak voltak. A növekedés mindössze 2%-os lesz. A jelenlegi recesszióban sok vállalat örült volna ennek az eredménynek, de Patterson és a cég alapítói a következő évben már nem ennek a trendnek a folytatását akarták látni. Patterson a következő szavakkal nyitotta meg az értekezletet: „Tisztában vagyok azzal, hogy nagyon keményen dolgoztatok, a ti érdemetek is, hogy ebben a nehéz gazdasági helyzetben még talpon vagyunk, és ezért köszönettel tartozom nektek. Jók voltunk, de jövőre még jobbnak kell lennünk. Azért jöttünk ma össze, hogy a tanácsadó cégünk, az Arlmont és Társai által hétfőn benyújtott tanulmányt megvitassuk. A tanulmányban – ahogy azt ti is olvashattátok – Arlmont több stratégiai alternatívát is fölvázolt. Ezek mindegyike...
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...Flare Fragrances Company Inc Definition of Success: In order for MEC to change the negative impression of their private-label and increase market share to 3 percent and profit by approximately $92 million (Exhibit 7) within 5 years, MEC will need to address the following: 1. How to educate and communicate to the consumers regarding production and design so that market share increases by 0.36 percent per year for the next 5 years. 2. How to decrease cost of sales by 16.7 percent of the private label merchandise so that the gross margin increases to 50 percent by 2014. 3. How to enhance the competitive advantage of green initiative by increasing sales by approximately $619,325(in thousands) to put toward the environmental fund and patronage return in order to contribute to a market share increase of 0.36 percent per year for the next 5 years. Decision Criteria * Operational/Ethical- Support the creation and stewardship of parks and recreation opportunities in Canada, to foster a change toward environmental, social and economic sustainability in the marketplace by maintaining the 1% contribution for the planet. * Marketing- Change the perception customers have on how MEC performs its business, shown through an increase in sales and/or the number of members to contribute to the required 1.8 percent increase in market share. * Financial/ Marketing- Increase market share through increasing sales by 1.8 percent over the next 5 years. * Financial-...
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...Swiss Army: Diversifying Into The Fragrance Business Student Name: Xiaoyue LYU A00382505 Course Number: MKTG 2270.1 Problem: Should Victorinox maintain the company current product portfolio or should they really diversify their product line into the fragrance business? Analysis: * Victorinox currently has five different product line: Swiss Army Knife, Cutlery Knife, Watch and Luggage, all categories have common core value of quality, innovation, functionality and iconic design. * France market has huge potential for Victorinox with $23.5 billion market value and 65% in the premium market which suit Victorinox’s position, also there is 33% in mass market which could be considered. * There are positive forecasts on growing middle class in emerging markets. Also there are growing demand from consumer in Generation Y, which are in their late teen to middle age. * According to company history, it had been successfully transferred brand attributes to watches and luggage before in 1989 and 1999. * Victorinox has large number of shop-in-shop retail stores and strong relationship with e-commerce sites for luxury products. This proved that they have ability to sale its fragrance product, as for fragrance market 55% of the market are being distributed by department stores and special stores. * Consumers are recognizing brand-consciousness especially for well-known brand. Victorinox represents strong brand image - reasonable price for top quality products...
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...Flare Fragrances Company, Inc. Case Analysis Since 1955, Flare Fragrance Co. has grown to be the No. 4 player in the U.S. women’s fragrances market and generated $221 million in factory sales in 2008. The economic crisis had taken its toll on Flare over the past few years. The CEO wants to finalize Flare’s 2009 strategic initiatives and is looking at options that will offer the greatest potential for growth. Flare’s goal it to pursue an option that will allow the company to gain at least $7.5 million in incremental revenue in 2009 and reverse the declining sales trend caused by the recession. To make a justified recommendation for Flare, an analysis of the advantages and disadvantages of the company’s options are reviewed in Figure 1. Figure 1 Option 1: Advance in drugstore channel Advantages Disadvantages • Considered a great prospect market in the future • Market trends should decline in sales through high-end department stores and mass channels • Reorganized chain drugstore sales team with experience • Redesigned stores will attract younger women • Drug chains are evolving, some with higher-end features, on-site aestheticians • Typically, consumers first experience a product in a department store • No beauty advisors • Consumers can find premium and mid-tier fragrances in mass market retailers • Meaningful consumer experiences can create shopper retention among specialty stores and mass market retailers • Only wanted to sell Flare’s highest-turnover...
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