As I near completion of the marketing research process for my final project, I’ve reflected on how the findings support the broader goals of Procter & Gamble (P&G) and the limitations I encountered along the way. The journey so far has revealed not only key insights into eco-conscious consumer behavior but also some of the challenges involved in launching a new product in a competitive industry.

Supporting P&G’s Objectives

The market research I’ve conducted directly supports Procter & Gamble’s broader commitment to sustainability and innovation. As part of its Ambition 2030 initiative, P&G aims to reduce plastic waste, lower carbon emissions, and create products that promote responsible consumption (Procter & Gamble, 2020). By introducing a shampoo and conditioner bar, P&G can meet these objectives while responding to growing consumer demand for sustainable alternatives.

My research has revealed that both Millennials and Gen Z—P&G’s most engaged consumer demographics—are not only interested in eco-friendly packaging but are also increasingly vocal about corporate responsibility. Survey data and secondary research support the idea that this product could enhance brand loyalty among younger, environmentally conscious customers.

Industry Trends and Future Implications

The personal care industry is undergoing a major transformation. One significant trend is the rise in plastic-free packaging. According to a recent Nielsen report, 73% of global consumers say they would change their consumption habits to reduce environmental impact (NielsenIQ, 2021). Solid shampoo and conditioner bars—like those already offered by competitors such as Lush and Ethique—are gaining traction.

Just last week, a Gen Z coworker mentioned that she was actively searching for bar shampoo and conditioner but found it difficult to locate any in our area. She remarked that she could drive an hour away to purchase from Lush, but the distance made it impractical. She was also concerned that ordering online might take too long, especially when she needed the product right away. Her experience underscores a broader issue: despite growing demand for eco-friendly personal care items, their availability and accessibility remain inconsistent across various regions.

Future trends may include continued innovation in biodegradable packaging, increased transparency in ingredient sourcing, and the integration of AI in personalized hair care solutions. These shifts could push companies like P&G to adopt even more agile, consumer-driven development processes. The consumer needs landscape is constantly evolving, and it’s up to companies to remain ready and willing to adapt in order to stay relevant and competitive.

Legal, Ethical, and Industry Standards

My proposed marketing strategy aligns with industry best practices and adheres to legal and ethical standards. Product labeling, ingredient transparency, and advertising claims will be designed in accordance with FDA regulations and the Federal Trade Commission’s guidelines on environmental marketing (Federal Trade Commission, 2023).

Ethically, the strategy avoids greenwashing by backing claims with verifiable data and focusing on real sustainability improvements. Consumer trust is central to P&G’s brand reputation, so honesty in marketing will be key. In addition, ensuring that the shampoo bars are tested for safety and inclusivity (e.g., suitability for different hair types) is both ethically sound and good business.

Limitations in the Market Proposal

Despite valuable insights, there were notable limitations in the research process. One major challenge was access to primary data at scale. While the survey I created offered helpful qualitative and quantitative insights, the sample size was relatively small and may not fully reflect national consumer behavior. Budget and time constraints also limited opportunities for in-depth focus groups or product testing with live audiences.

Another limitation involved identifying precise pricing strategies. Because this is a new product type for P&G, there is limited historical data on consumer expectations regarding price versus performance. Although I used competitive benchmarking to inform estimates, more detailed pricing experiments would enhance accuracy.

In retrospect, some of these limitations stem from gaps in secondary market data. For example, while trends on sustainability are widely available, specific data about repeat purchase behaviors for bar shampoo products are harder to come by.

Conclusion

While my findings support P&G’s sustainability objectives and align with industry standards, the project has also highlighted the challenges of entering a niche market with evolving consumer expectations. With further research and product testing, this initiative could serve as a blueprint for future eco-conscious product development within P&G’s portfolio, helping to strengthen its position as a leader in sustainable innovation.

References

Federal Trade Commission. (2023). Green Guides: Guides for the Use of Environmental Marketing Claims. https://www.ftc.gov/business-guidance/resources/green-guides

NielsenIQ. (2021). Sustainable shoppers buy the change they wish to see in the world. https://nielseniq.com/global/en/insights/analysis/2021/sustainable-shoppers/

Procter & Gamble. (2020). Ambition 2030: Environmental Sustainability Goals. https://us.pg.com/sustainability/