Product details

To compete against a world leader like Colgate Palmolive seemed to be an impossible dream in 1985, when Peggy Connolly initiated a feasibility study on entering the soap market. However, subsequent events showed that the apparent high risk venture had attractive growth potential, even in a small country like Ireland with a population, then of just 3.6 million. It is of interest that ''Irish Breeze'' had commenced, modestly, as a project under a state assisted ''Start your own Business'' programme. Was the emergence of ''Irish Breeze'' due to entrepreneurial flair and market insight, or was it merely due to serendipity (good luck)? The ''green'' ecological lobby was just beginning to extend its market influence and the ''back to nature'' motto was coming into vogue, so the brandname was timely and appropriate. It could be claimed that Peggy Connolly had the ability to scan the environment and correctly time the new venture''s entry into the market, ie ''Timing is everything''. Although based on a simple concept, ie to produce a distinctive Irish soap, the case indicates the problems that were encountered in terms of production, pricing, promotion, distribution and, of course, funding a start-up enterprise from Peggy Connolly''s home. The case provides insights into the obstacles faced and the resolutions found by a female entrepreneur who relied on self-confidence and conviction in the new product concept''s viability.