Tide Basic Detergent. Is this Innovation?
August 8, 2009 8 Comments
Do you think “Tide Basic,” a less-good formulation, is an innovation? Isn’t innovation about making things better and cheaper, not just cheaper?
The genesis of the question is a story in the Wall Street Journal describing why P&G recently rolled out Tide Basic. Tide Basic “lacks some of the cleaning capabilities of the iconic brand — and costs about 20% less.” As the article notes, Tide’s historic posture is to improve the laundry detergent continuously. It gets better every year. And the price does go up as well. The decision to go down-market didn’t come easily.
Much of this is reminiscent of Clayton Christensen’s analysis of the steel industry. In that story, low-cost mini mills ultimately led to the demise of the big, integrated steel mills.
Reflecting on that, here’s how I answered Adam’s question on LinkedIn:
Conceptually, going simpler on something *could* be an innovation. Clayton Christensen’s mini steel mills were the catalyst for disrupting the steel industry in the 1970s and 80s. The innovation was decoupling the low cost, simple steel from the integrated high end. It enabled quality customers wanted at much lower prices.
A lower cost, less featured Tide sounds similar, doesn’t it? A difference here is that there’s nothing new in the manufacturing process for Tide Basic. Remove the more expensive ingredients, change packaging, sell for less. Nothing wrong with that either. It addresses the needs of a segment of the market. I consider it smart business.
A key difference between Tide Basic and the mini steel mills is that the mini mills recast the economics of the industry. At the low-end initially, then upmarket as well. Tide Basic doesn’t recast the economics of the industry. There’s still a linear relationship between the ingredients put in the detergent, and the price and performance of the detergent. The mini mills caused a fundamental shift in the pricing of steel.
That was their innovation.
How about you? What do you think?