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Febreze was rolled out in the mid-1990s after several years of testing. It was positioned as a product that could eliminate unwanted odors.
Despite P&G’s deep pockets (P&G owns Febreze), and a lot of advertising, people were not buying Febreze. It was a complete failure.
Researchers scrambled to understand why customers didn’t want Febreze. They began shadowing customers that were and weren’t using their product.
What they found was remarkable — and it couldn’t get any clearer than through shadowing one woman. Her house didn’t have any bad odors, but she sprayed after cleaning anyways.
In her own words, it felt “like a little mini celebration when I’m done with a room.”
With this powerful insight in mind, Febreze repositioned as something that came after cleaning. The company also increased the amount of perfume in the product.
Sales doubled within two months and reached $230 million a year later.
Simple insights are made that much clearer when we observe our customers using our products.
For more stories and insights on innovation and product development: http://atalduwaisan.com
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