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Eco7 Launching a New Motor Oil

Solution Id Length Case Author Case Publisher
2555 1539 Words (8 Pages) John A. Quelch, Sunru Yong Harvard Business School : 916507
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AvellinAuto stores and autonomous DIFM clients in Aventage program ought to be the essential merchants and will bring higher benefit for the organization. It was at that point projected that this approach would develop to 95% among Aventage stores. These clients esteemed selectiveness over a rebate. The blend of advancement and promoting on both on the web and disconnected channels with preparing to all end point venders can frequently add to draw in interest group and extend the market of Eco7. Be that as it may, there are still a few constraints for these arrangements. Contest between free DIFM merchant and AvellinAuto stores could increment and cause pressure which could harm the relationship with clients and Avellin Corporations. Eco 7 has a huge potential in it as it is directly appealing to customers looking for lesser price as compared to its competitors as well as customers who are looking for brand attachment to them. A well set up distribution strategy with perfect planning will do wonders for this product in the market.

Following questions are answered in this case study solution:

  1. What pricing strategy should Eco7 adopt?

  2. What distribution channel should Aveline Corporation opt for?

  3. Conduct a market analysis for the launch of Eco7.

Case Study Questions Answers

1. What pricing strategy should ECO 7 adopt?

Aveline’s cost to produce is $2.01/qrt while its retail price is $6.75/qrt or $5.25/qrt.

Selling at a lower price of $5.25/qrt:

  • It attracts customers quickly which results in a good number of sales. The pricing is very compatible for a lot of customers thus giving them a ground to use it.

  • This pricing is 30% less as compared to the pricing of its competitor Sevo Green’s whose price is $7.50 per qrt.

  • As per the overview in Exhibit 4, just 22.5%(average) of the clients will probably buy green engine oil expecting to be the quality and execution are comparable. 27.5%(average) of the clients are uncertain or far-fetched to buy green engine oil regardless of whether the quality and execution are equivalent to the ongoing PCMO.

  • This pricing does not provide much room to test any innovation in the product as margins are not that big. 

Selling at a price of $6.75/qrt:

Skimming procedure which means stay the maximum $6.75. putting resources into commercial, further developing brand dedication and mindfulness, upgrading appropriation channels the executives/preparing. It will doubtlessly work out positively from here on out in the event that Avellin can fix issues around here, (IMO potentially opening all the quicker lube areas (something that has been ignored or not put on before).

  • Will want to keep the top-notch status of Eco7.

  • Avellin had zeroed in on turning into the favored brand in the DIFM channel. One of the greatest specialist organizations for DIFM clients is Fast lubes. Quick Lubes clients have no issues following through on the cost because their emphasis is on convenience, speed, and amazing skill. Display 1 shows that quick lube has the most elevated rate with regards to the portion of DIFM buys.

  • Indeed, even with this more exorbitant cost, this price tag is yet 10% not exactly the SevoGreen's cost per

  • quart which is $7.50.

  • As per Exhibit 6, Eco7 assessed 95% of the market entrance on the off chance that Eco7 was restrictive to Aventage as it were. These clients value the restrictiveness of the brand.

  • Higher possibilities of re-happening clients due to the dependability program

  • As per the study in Exhibit 4, a normal of 27.5% of DIFM clients was intrigued in green engine oil. Nonetheless, 22.5% are either uncertain or not intrigued. In this way, assuming the cost is twofold the cost of the regular oil, the top-notch estimating system is a major gamble.

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