Brita_Case

Brita Case EXECUTIVE SUMMARY The Brita Products Company began in 1988 under the recommendation of Charlie Couric, a marketing executive with the Clorox Company. Optimistic of its capability to be profitable, Clorox acquired the right to market the home water filtration system. Clorox, citing the overriding long-term benefits of continuous filter sales, initially engaged in deficit spending. Such measures paid off and Clorox not only created a $350 million dollar market, but also captured 70% of the market revenue. Brita’s competitors were unable to effectively rival Brita in pitcher sales. Brita dominated despite many new entrants to the market. However, a small competitor, PUR, launched a different water filtration product. PUR’s faucet-filter system offered added health and convenience benefits that Brita’s pitcher couldn’t provide. With its sales slowing down and its stock price plummeting, Brita needed to make a decision on the future direction of the company. They had three feasible alternatives: i. Continue to emphasize water pitchers ii. Shift emphasis to increase filter sales versus pitchers iii. Begin endorsing a faucet-mounted system It is recommended that the brand should begin endorsing a faucet-mounted system due to the undeniable health benefits of such a system and the potential of losing market share brita, market, pitcher, sales, water, filters, health, system, benefits, pitchers, filter, faucet-mounted, brita’s, taste, product, pur, products, faucet, increase, using, rather, faucet-filters, costs, consumers, consumer, company, able, should, price, new, needs, moreover, filtration, year