8. Colgate-Palmolive Five Year Plan(19991-1995)
• Launching of new products.
• Entry into new geographic market.
• Improved efficiencies in manufacturing &
distribution.
• Continuing focus on core consumer product.
OBJECTIVE
19. Major Competitors of Colgate- Palmolive
Company : The Precision Toothbrush
Hindustan Unilever Ltd.
Procter & Gamble
Church & Dwilight Co., Inc.
The Chorox Company
Kimberly- Clark Corporation
25. Weaknes
s33% of consumer segment, not involved in
oral health results tough to explain the
innovations.
Market share is limited due to the presence
of other
FMCG brands.
26. Opportunitie
s 46% of consumer segment are concerned
about the health of their gum.
Willingness of customer to pay premium,
to eradicate the gum problem.
27. Threat
Threat of new entrants of toothbrush
company.
Offering of incentive programs by
competitor company.
28. The 4 Ps of Marketing Mix
Product
Price
Promotion
place
29. understanding the various techniques consumers used
when brushing their teeth.
testing the between-teeth access of different toothbrush
design
Establishing an index to score clinical plaque removal
efficacy at the gum line and teeth
Creating a bristle configuration and handle design
offering maximum plaque removing efficacy.
determining through clinical and consumer research the
efficacy and acceptance of the new toothbrush design.
OBJECTIVE of Product Design
The taskforce had five goal:
30. Product
CP’s mission to develop a superior,
technical and plaque removing device..
Producing triple action brushing effect.
Pricision developed two class of
toothbrush products:
1. NICHE Product
2. MAINSTREAM Product
31. PRODUCT
NICHE PRODUCT MAINSTREAM PRODUCT
Targeted at consumer
concerned about gum
disease.
Unique
No CP offering in the
super premium range.
Broader appeal of being the most
effective brush available on the
market.
33. PRICE
Niche Super Premium Product Mainstream Professional
Equal to Oral-B indicator
Premium when compared to Oral
–B regular
Best value for level of
efficacy.
36. PlaceFor Colgate- Palmolive it is less
difficult to choose the market for the
sell of precision toothbrush. Colgate-
Palmolive should not carry an
exclusive path of Precision
Toothbrush owner by choosing an
exclusive distribution channel.
38. Promotion & Advertisement
For the promotion of product CP established
four concept tests among 400 adults
comprising between the age of 18 to 54
during 1990-91.
From survey, results shows that the niche
super premium quality 35% more effective
on teeth surface and 100% more effective at
gum line
41. BRANDING
Emphasizing the Colgate name on the
new Precision toothbrush would cause
cannibalization of the existing Colgate
toothbrushes – estimated 20% .
CP stated corporate strategy to build on
the Colgate brand equity.
43. Colgate- Palmolive position the Precision
Toothbrush as a niche product during its
introductory and growth life cycle stages.
R&D investment suggest that Super Premium
Niche Segment is more consistent than
mainstream market for advanced gum care.
44. SUMMERY REPORT
The Colgate- Palmolive case involves the Precision
Toothbrush case when it entered in the market
place. This marketing plan summarizes that what are
the strategies, R&D works are done to establish this
product (toothbrush) in the market place.