Magazine - SCA

“We’ll be the company that our consumers and industry
competitors have as a benchmark,” Cordial says.
The aim is to become the indisputable market leader.
That means market share has to grow from today’s 25 percent
to a little over 28 percent, which is No. 1 Kimberly-
Clark’s share today. An important piece of the puzzle in this
effort was the acquisition of Procter & Gamble’s European
tissue operations and the Tempo brand for EUR 512 million
during 2007.
“With the acquisition of Procter & Gamble’s tissue operations,
we went from being No. 3 in Europe to No. 2.”
Every future product launch will follow this new strategy
and the portfolio will be trimmed over the course of
the plan.
products will have a more uniform appearance,
and marketing communication will be coordinated.
“A more harmonised approach to the communication of
our brands will help cut costs in communication produc-
WHEN IT COMES
TO TOILET PAPER
OR FACIAL TISSUES,
THE KEY WORDS
ARE SOFTNESS,
COLOR AND SCENT
– QUALITIES THAT
AREN’T RELEVANT
WHEN IT COMES
TO CLEANING
PRODUCTS.
tion,” she says. “When we come out with new products, the
launch can be carried out faster and simultaneously across
Europe.”
The core of the action plan to increase profitability is
concentrating marketing efforts on newly launched products
but also increasing the focus on value added products.
“For instance, the Tempo brand is a product with a strong
position in the German market,” Cordial says. “We can get
a premium price there. So it’s smarter for us to concentrate
on increasing sales of facial tissue rather than toilet paper.
“The goal is to have consumers feel they’re buying a
brand product that really meets their needs and expectations.
It should feel like a premium product, with premium
properties and premium quality. So then we can also charge
a higher price.”
Continuous product development is another important
part of the strategy. “Consumers should feel that we’re listening
to them and doing everything to meet their needs,”
Cordial says.