NEXT: Rethinking Fragrance in Product Development: By: Jeb Gleason-Allured, Editor

In the fierce battle for the consumer pound in the household care aisles, it is a product's
fragrance that more often than not influences the final purchase decision.
The history of household care dictates that certain fragrances have been associated with
specific products, for example the fresh, clean scent of Fairy's Original dishwashing
liquid has long been the basis for the entire category. However, across household care,
and particularly in laundry care, air care and dishwashing, manufacturers are driving
innovation in scent towards more experiential and complex fragrances as they attempt to
differentiate their products from private label alternatives and make them more than just a
commodity.
The right fragrance can provide a product with a real competitive advantage, playing a
key part in psychologically reinforcing the product to consumers. When making a
purchase decision based on a fragrance, consumers are not just buying a product with a
pleasing scent, they are increasingly buying into an experience invoked by the scent. So,
while fragrance is generally the most expensive ingredient in a household care product, it
is a powerful differentiator, essential in building brand loyalty, and therefore well worth
the cost to the manufacturer.
NEXT: Rethinking Fragrance in Product

Development
By: Jeb Gleason-Allured, Editor
Posted: January 11, 2010
A Holistic System
Unfortunately, some consumer goods companies think of fragrance only toward the end
of the product development process—despite the fact that fragrance is an indispensable
factor in both initial product purchase and eventual repurchase. Facing this common
hurdle, Arylessence began creating its own in-depth fragrance development planning
program several years ago. The company’s director of marketing, Lori Miller Burns,
explains that it is crucial to orient clients to look at fragrance as part of the overall
product development process—particularly as everyone is facing time constraints. The
result, she says, is that the fragrance house is able to help in creating successful products
for the marketplace, effectively becoming a consultative partner.
Arylessence’s program follows 12 steps:
1. Define brand positioning

2. Review the competitive landscape
3. Analyze your fragrances and those of your competitors
4. Describe target consumer
5. Establish color direction
6. Develop packaging concepts
7. Rethink resources
8. Develop fragrance plan
9. Review creativity and fragrance fit
10. Test your winners
11. Move forward fast
12. Complete the loop (post-launch)
“Historically, in this industry, we were focused on communicating trends,” says Cynthia

Reichard, executive vice president of client services. “We saw many customers produce
products that wouldn’t necessarily connect with the target audience or establish a creative
point of difference in the marketplace.” In launching a fragrance planning program, she
says, the company seeks to “ensure a complete thought process regarding fragrance.”
Arylessence’s internal program looks at clients’ positioning, brand, competitive

landscape, point of difference in the marketplace and how fragrance will elevate these
aspects to better connect with consumers at the point of purchase.
NEXT: Rethinking Fragrance in Product

Development
By: Jeb Gleason-Allured, Editor
Posted: January 11, 2010
page 2 of 2
“Consumers’ brains respond [to fragrance] before they even think about it,” says
Reichard. “It’s an instinctive determination whether or not the fragrance of a product is
correct. Therefore, we have to make sure we’ve included every parameter to ensure a
positive instinctive response. Everyone knows when a product is fragranced badly—they
don’t even have to think about why. Consumers will tell you 'it just isn’t what I
expected.’ Fragrance must exceed the expectation of the customer established by the
outside visuals and messages of the product.” Such a holistic approach can help avoid
such jarring incongruencies as a watermelon-fragranced product presented in a blue
bottle or a Cinnamon Toast candle in a brown shade so dark that it communicates burnt
toast.
“Because of this model,” Reichard adds, “we’re very comfortable communicating with
our customers which direction will be successful and when we think they’re going the
wrong way.”
The Process
Arylessence’s fragrance program runs from planning through post-launch analysis and
involves perfumers, evaluators, marketing staff and account managers working in concert
with customers. When possible, clients share packaging and marketing language with
perfumers to ensure a concrete concept of customer expectations. “This,” says Reichard,
“is much more than a typical brief like ‘this lotion fragrance is for a woman between the
ages of 25 and 50, promotes moisture, and should be reminiscent of a romantic tropical
Caribbean night filled with lush blossoms amid a waterfall .’ What we provide [the team
and the customer] is actionable demographic data on the competitive landscape and how
the fragrance we’re producing will differentiate their new launch amid a sea of
competitive products to set this particular product apart and create a lasting emotional
bond. The fragrance supports every product attribute; it’s a totally different project.”
Private Label Expansion

Reichard notes that private labels, in addition to national brands, benefit from this
systematic fragrance planning. The process helps them to create a framework avoiding
“me-too” offerings and elevating store brands to be uniquely positioned products. “We do
a lot of work with major retailers and grocery chains that are refining and enhancing their
own private label brands to be destination brands,” she adds. “The opportunity in the
United States is huge and major retailers are continuing to establish private label
management programs,” She adds that these clients also need additional services beyond
product development and positioning. Regulatory and consumer safety education in the
private label sector is a crucial part of fragrance planning as these clients often lack the
resources to stay on top of the latest developments in this area.

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In the fierce battle for the consumer pound in the household care aisles, it is a product's

NEXT: Rethinking Fragrance in Product

Arylessence’s program follows 12 steps:

1. Define brand positioning

“Historically, in this industry, we were focused on communicating trends,” says Cynthia

Arylessence’s internal program looks at clients’ positioning, brand, competitive

NEXT: Rethinking Fragrance in Product

Posted: January 11, 2010

Private Label Expansion

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