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rolling in, and distribution gaps are filled.
So our initial budget was set at ithree million, while our major competitors were spending upwards of lour million. Within 60 da\s, Alberto V()5 Shampoo enjoyed robust sales. Significant gains in distribution were achieved because of consumer demand. So we raised the budget to lour million, and have been adding to it ever since.
Product sizes. We had introduced the product in one size . . . knowing full well that the top
competition had a minimum of five facings. But once the demand for the product hit a high level, the time was ripe lor the introduction of a Hanker brand, and lor the loading in of regular merchandise. So V05 Shampoo lor Dry Hair was introduced in [line. It, too, came in a seven ounce bottle and sold lor SI. 00. The Dry Hair Shampoo was sold to the trade in a combination deal with the regular shampoo. So we created a second lacing, and we partially corrected a money-wasting out-olstock condition.
In September, fifteen ounce bottles <>l both the regular and the dry hair formula shampoos were sold to i he trade. The new si/es were designed to retail at $1.75. Right now . . . today, we have four lacings, and lour East-moving items.
That has been our sior\, and noi just with shampoo, but with product alter product alter product. The results alone speak for themselves.
Today, V05 Hairdressing is the leading women's hair conditioner with 63% ol the market. In addi( I' lease turn to page 51)
Advertising Among Target Groups of People." Other performance measures.
Dr. Wilson went on to say that one could, of course, add many other types of performance measures on which goals could be set. He cited, for example, coupon returns, slogan identification, reduction of confusion between brands and claims, etc. "Most all of these have the property of being capable of being put on to some kind ol numerical scale," Dr. Wilson continued. "Thus, by making repeated measurements one can estimate the extent to which he moves up and down the scales.
"The use of goal setting procedures has a tremendous advantage of helping to sharpen the planning of advertising or marketing campaigns," he added, "ft forces the marketing or advertising personnel to deal with hard facts that can be measured rather than with hunches. The advantages are often difficult to see at first because one frequentl\ lacks a track record or any history of past experience. The benefits begin to accrue in increasing amount with lime and successive measurements. A benchmark measurement of some kind is a definite requirement as a starting point.
"There are some traps in the
procedure. Sometimes managers
will be satisfied with attaining
Stated goals on certain measures of
(Please turn to page 54)
Urge the dsfining and measuring of advertising goals
Marion Harper, Jr. (1), chairman of board. Interpublic, Inc.. calls for measuring of marketing effectiveness. Jack Landis (i). exec, dir., Marketing Evaluations, says concept of benchmark research is simple, yet sound, but not a final measure
Benchmark measurement as starting point
Horace Schwerin (1), pres., Schwerin Research, says benchmark is onlj realistic in relationship to given point in time. Dr. Clark Wilson (r), directoi <>l research, BBDO, sa\s benchmark measurement is definite starting point requirement
SPONSOR 10 DECEMBER 1962
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