Colgate-Palmolive developed a new toothbrush called Precision with three different length bristles to improve plaque removal. Product manager Susan Steinberg had to decide whether to position Precision as a niche product targeting gum disease or as a mainstream product. Positioning it narrowly risked limited sales, while positioning it broadly risked cannibalizing Colgate's existing Plus toothbrush sales. Steinberg considered Precision's production costs, pricing, distribution, and advertising strategies under each positioning scenario to determine the best option.
Colgate-Palmolive Company: The Precision ToothbrushPrashant P K
Colgate Palmolive developed the Precision toothbrush to target consumers concerned about gum disease. As a market leader in oral care, Colgate held 43% of the toothpaste market and 16% of the toothbrush market in 1991. The Precision was positioned as a technical innovation with a triple brushing effect superior to other products. There was debate around whether to position Precision as a niche product targeting gum health or mainstream. Positioning it niche initially would limit losses in year one but grow more slowly, while mainstream could achieve greater market share faster but with larger initial losses. It was recommended to start with a niche approach and therapeutic positioning, with potential to expand mainstream later.
Case file : Colgate Palmolive Company : The Precision ToothbrushNitish Mehta
Colgate Palmolive is developing a new precision toothbrush based on research into brushing techniques. A task force established goals including understanding brushing techniques, testing brush designs, establishing a plaque removal index, and creating an optimal brush design. The precision brush uses bristles of different lengths and orientations designed through computer modeling. It could be positioned as a niche product for gum health or a mainstream product. The branding, advertising budget, and marketing strategy need to be determined to help the precision brush reach its full potential.
Colgate-Palmolive developed a new toothbrush called the Precision Toothbrush over 3 years of research. It aimed to be technologically superior to competitors like Oral-B, Johnson & Johnson, Procter & Gamble, and Smithkline Beecham. The Precision product manager had to decide whether to position it as a niche product or target the mainstream market. Research found the Precision removed plaque more effectively and was well-accepted by consumers. However, the toothbrush market was highly competitive. The product manager believed Precision could succeed with the right marketing mix and targeting mainstream consumers rather than a niche.
Colgate-Palmolive Co.: The Precision Toothbrush Pranjali Ghushe
Colgate-Palmolive developed the Precision toothbrush over three years of research. It aimed to be technologically superior to other brushes on the market. The Precision toothbrush manager had to decide whether to position it as a niche product or target the mainstream market. The toothbrush market was highly competitive with new entrants positioning products in the super-premium segment. The manager believed the Precision's proven benefits warranted a mainstream positioning, upgraded advertising, and a marketing mix to reach its full potential.
Colgate palmolive company case study pptrohan tank
Colgate is analyzing how to beat market leader Oral-B in the toothbrush market. It formed a task force to develop a superior plaque-removing toothbrush using infrared motion analysis of brushing. This led to the Precision toothbrush with a customized bristle configuration. Testing showed the niche Precision toothbrush targeting gum disease could gain 3-5% market share within 2 years at a 15% premium to Oral-B. Alternatively, positioning it under the Colgate brand name risks 20% cannibalization but leverages Colgate's brand equity. Concept tests showed messaging around plaque removal and preventing gum disease was most effective.
Advertising and Promotion Expenditures for Colgate Toothbrushes Nishtha Sharma
Colgate-Palmolive Company is a global leader in household and personal care products. In 1991, it generated $2.76 billion in gross profits. CP launched a new technologically superior toothbrush called the Precision to target the growing super-premium toothbrush market. The Precision was designed to provide a more effective clean and protect gums. CP considered both niche and mainstream positioning strategies for the Precision. Its marketing mix for the Precision included product testing, branding, television and retail promotions, coupons, and expanded display systems to drive sales.
Colgate-Palmolive Company: The Precision ToothbrushPrashant P K
Colgate Palmolive developed the Precision toothbrush to target consumers concerned about gum disease. As a market leader in oral care, Colgate held 43% of the toothpaste market and 16% of the toothbrush market in 1991. The Precision was positioned as a technical innovation with a triple brushing effect superior to other products. There was debate around whether to position Precision as a niche product targeting gum health or mainstream. Positioning it niche initially would limit losses in year one but grow more slowly, while mainstream could achieve greater market share faster but with larger initial losses. It was recommended to start with a niche approach and therapeutic positioning, with potential to expand mainstream later.
Case file : Colgate Palmolive Company : The Precision ToothbrushNitish Mehta
Colgate Palmolive is developing a new precision toothbrush based on research into brushing techniques. A task force established goals including understanding brushing techniques, testing brush designs, establishing a plaque removal index, and creating an optimal brush design. The precision brush uses bristles of different lengths and orientations designed through computer modeling. It could be positioned as a niche product for gum health or a mainstream product. The branding, advertising budget, and marketing strategy need to be determined to help the precision brush reach its full potential.
Colgate-Palmolive developed a new toothbrush called the Precision Toothbrush over 3 years of research. It aimed to be technologically superior to competitors like Oral-B, Johnson & Johnson, Procter & Gamble, and Smithkline Beecham. The Precision product manager had to decide whether to position it as a niche product or target the mainstream market. Research found the Precision removed plaque more effectively and was well-accepted by consumers. However, the toothbrush market was highly competitive. The product manager believed Precision could succeed with the right marketing mix and targeting mainstream consumers rather than a niche.
Colgate-Palmolive Co.: The Precision Toothbrush Pranjali Ghushe
Colgate-Palmolive developed the Precision toothbrush over three years of research. It aimed to be technologically superior to other brushes on the market. The Precision toothbrush manager had to decide whether to position it as a niche product or target the mainstream market. The toothbrush market was highly competitive with new entrants positioning products in the super-premium segment. The manager believed the Precision's proven benefits warranted a mainstream positioning, upgraded advertising, and a marketing mix to reach its full potential.
Colgate palmolive company case study pptrohan tank
Colgate is analyzing how to beat market leader Oral-B in the toothbrush market. It formed a task force to develop a superior plaque-removing toothbrush using infrared motion analysis of brushing. This led to the Precision toothbrush with a customized bristle configuration. Testing showed the niche Precision toothbrush targeting gum disease could gain 3-5% market share within 2 years at a 15% premium to Oral-B. Alternatively, positioning it under the Colgate brand name risks 20% cannibalization but leverages Colgate's brand equity. Concept tests showed messaging around plaque removal and preventing gum disease was most effective.
Advertising and Promotion Expenditures for Colgate Toothbrushes Nishtha Sharma
Colgate-Palmolive Company is a global leader in household and personal care products. In 1991, it generated $2.76 billion in gross profits. CP launched a new technologically superior toothbrush called the Precision to target the growing super-premium toothbrush market. The Precision was designed to provide a more effective clean and protect gums. CP considered both niche and mainstream positioning strategies for the Precision. Its marketing mix for the Precision included product testing, branding, television and retail promotions, coupons, and expanded display systems to drive sales.
This document discusses a case study about Colgate Palmolive launching a new precision toothbrush in the United States. It provides background on key players like Susan Steinberg, the product manager. It analyzes the toothbrush market and Colgate's competitors. It discusses two positioning strategies for the new brush - niche or mainstream. It also considers whether to emphasize the Colgate brand name or the Precision name. In the end, it recommends positioning the brush in the super premium segment tailored to therapeutic brushers, pursuing professional endorsements and an advertising campaign, and associating it with a super premium toothpaste.
Colgate-Palmolive was poised to launch a new toothbrush called Precision with innovative bristle technology. It needed to decide on positioning, branding, and marketing strategies. Precision was developed to be the most effective brush by a task force over several years. It could be positioned as a niche product for gum health or mainstream. Production costs were estimated under niche and mainstream scenarios. Testing showed the name "Precision" was favored and the Colgate brand strengthened equity. The document concluded Precision has breakthrough benefits and should be positioned mainstream to reach its full potential.
The Colgate-Palmolive Company was developing a new technologically advanced toothbrush called the Colgate Precision over three years. It aimed to launch the Precision in the US market in 1992 which was highly competitive. The Precision had bristles of three different lengths and orientations to clean different areas of the teeth. Colgate tested the Precision and found it was more effective at removing plaque than competitors' brushes. However, it faced challenges in how to position, price and market the new brush against established competitors like Oral-B, Johnson & Johnson, and Procter & Gamble.
Colgate-Palmolive Company: The Precision ToothbrushShantanu Pandey
This case has been designed by Harvard Business School. With the help of this presentation, an attempt has been made to study the case and answer the crucial questions that the case left unsolved.
This presentation is part of the Marketing Internship done under Prof. Sameer Mathur, IIM Lucknow.
Colgate-Palmolive was planning to launch its new Precision toothbrush in 1992. It analyzed positioning the brush as either a niche product targeting gum health or mainstream. Research found the unique three-bristle design removed more plaque but consumers needed education on its benefits. It was recommended to initially position Precision niche and emphasize its brand to limit cannibalizing Colgate Plus, then transition to mainstream. Advertising and promotions like dentist sampling, buy-one-get-one offers, and combo packs with toothpaste were advised to increase recognition and sales.
CP was a global leader in household products that offered two toothbrush lines - the Classic and Plus. A new precision toothbrush was developed that offered improved cleaning. The document discusses the US toothbrush market, consumer segments, and competitors' strategies. It considers whether the precision brush should target the mass market or niche market. The conclusion recommends positioning it for the mass market to increase sales and exposure for other CP products, while communicating its benefits simply without an exclusive image.
Colgate Palmolive was considering launching a new precision toothbrush. In 1991, total sales were $6.06 billion with 64% from international markets. Research found the new brush removed 35% more plaque than competitors. Tests showed claims of preventing gum disease drove the most purchase intent. The precision could be positioned as a niche high-end product or mainstream. As a niche product, profits over 2 years were estimated at $12.5 million versus $9.5 million as mainstream. Extensive marketing research, promotions, and a $24.1 million advertising budget in 1992 were planned.
The document provides an analysis of the toothpaste industry in India. It discusses the key players in the industry including Colgate, HUL, and Dabur.
Colgate is the market leader with over 50% market share. It has a wide product portfolio and uses aggressive advertising. HUL produces Pepsodent and Close-Up toothpastes. It focuses on rural markets with affordable pricing and promotions. Dabur produces herbal toothpastes like Babool and Red and focuses on health-conscious consumers. It has a large portfolio of Ayurvedic products. The Indian toothpaste market is growing at 18% annually but per capita consumption is low at 85g.
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The Precision toothbrush was a new product in development by Colgate-Palmolive that featured bristles of different lengths and orientations designed through research to more effectively remove plaque, especially from the gumline and between teeth. Colgate faced challenges in positioning and marketing the Precision against competing new products in the market and determining the optimal pricing and distribution strategy. Consumer research was conducted to understand buying behaviors and test potential marketing messages to help guide these decisions.
Colgate Palmolive Company - The Precision Toothbrush :: A Harvard Case StudyAnkita Elizabeth Mathew
This document discusses Colgate-Palmolive's launch of the Precision toothbrush in 1992. It introduces key players involved and analyzes the oral care product market and consumer behavior at the time. Precision was a technologically superior toothbrush that removed 35% more plaque than existing brushes. The document considers how to position and brand Precision without cannibalizing sales of Colgate Plus, their existing top-selling toothbrush. It evaluates promotional strategies and budget needs to effectively market Precision as either a niche or mainstream product. Consumer testing suggested Precision would succeed with a good promotional campaign within an acceptable budget that did not undermine Colgate Plus.
Colgate-Palmolive is launching a new technologically superior toothbrush called the Precision Toothbrush in a competitive market. It faces challenges in gaining credibility and preventing cannibalization of existing products. The document analyzes positioning the brush as a niche or mainstream product, branding, test results that found the brush more effective but unusual looking, and recommendations such as niche marketing initially, aggressive advertising of its benefits, and free dental checkups to promote the issue it addresses.
This document provides details on Colgate Palmolive's launch of a new toothbrush called Colgate Precision. It discusses Colgate's background and existing oral care products in 1991. It also analyzes the toothbrush market competition and consumer behavior segments. The document outlines Colgate's precision marketing mix, including product design and testing, positioning strategies, branding, and communication and promotion plans for the new toothbrush launch.
The document discusses the launch of Colgate Precision, a new toothbrush entering a competitive market in 1992. It summarizes the major competitors at the time, including Crest, Oral-B, Johnson & Johnson, and SmithKline Beecham. It also outlines Colgate Precision's product design and testing process. The document considers options for positioning Colgate Precision as either a niche or mainstream product. Additionally, it discusses branding tests and selecting the name "Colgate Precision." Finally, it emphasizes the importance of sampling and professional endorsements in the communication and promotion strategy.
Colgate Palmolive: The Precision ToothbrushSAIKAT DAS
Colgate-Palmolive developed a new toothbrush, the Precision, using an innovative design with bristles of different lengths and orientations to provide superior plaque removal, especially at the gumline and between teeth. Clinical trials found it removed 35% more plaque than competitors. After concept and positioning tests, CP decided to launch Precision in 1993 as a niche product targeted at consumers concerned with gum health. This would require lower capacity investment than a mainstream launch and was better suited to the brush's benefits based on consumer research.
Colgate palmolive company the precision toothbrushSagar Sengar
Colgate Palmolive was preparing to launch a new technologically superior toothbrush, Precision, in the highly competitive US market. Product Manager Susan Steinberg had to recommend positioning, branding, and communication strategies to the division general manager. Precision was more advanced than competitors but its message needed simplifying for consumers. The summary recommends initially launching Precision as a niche product focused on gum health, then expanding to mainstream over time to avoid cannibalizing existing products. It outlines promotional strategies including buy-one-get-one offers, coupons, sampling to dentists, and increasing advertising budgets.
This document discusses a case study about Colgate Palmolive launching a new precision toothbrush in the United States. It provides background on key players like Susan Steinberg, the product manager. It analyzes the toothbrush market and Colgate's competitors. It discusses two positioning strategies for the new brush - niche or mainstream. It also considers whether to emphasize the Colgate brand name or the Precision name. In the end, it recommends positioning the brush in the super premium segment tailored to therapeutic brushers, pursuing professional endorsements and an advertising campaign, and associating it with a super premium toothpaste.
Colgate-Palmolive was poised to launch a new toothbrush called Precision with innovative bristle technology. It needed to decide on positioning, branding, and marketing strategies. Precision was developed to be the most effective brush by a task force over several years. It could be positioned as a niche product for gum health or mainstream. Production costs were estimated under niche and mainstream scenarios. Testing showed the name "Precision" was favored and the Colgate brand strengthened equity. The document concluded Precision has breakthrough benefits and should be positioned mainstream to reach its full potential.
The Colgate-Palmolive Company was developing a new technologically advanced toothbrush called the Colgate Precision over three years. It aimed to launch the Precision in the US market in 1992 which was highly competitive. The Precision had bristles of three different lengths and orientations to clean different areas of the teeth. Colgate tested the Precision and found it was more effective at removing plaque than competitors' brushes. However, it faced challenges in how to position, price and market the new brush against established competitors like Oral-B, Johnson & Johnson, and Procter & Gamble.
Colgate-Palmolive Company: The Precision ToothbrushShantanu Pandey
This case has been designed by Harvard Business School. With the help of this presentation, an attempt has been made to study the case and answer the crucial questions that the case left unsolved.
This presentation is part of the Marketing Internship done under Prof. Sameer Mathur, IIM Lucknow.
Colgate-Palmolive was planning to launch its new Precision toothbrush in 1992. It analyzed positioning the brush as either a niche product targeting gum health or mainstream. Research found the unique three-bristle design removed more plaque but consumers needed education on its benefits. It was recommended to initially position Precision niche and emphasize its brand to limit cannibalizing Colgate Plus, then transition to mainstream. Advertising and promotions like dentist sampling, buy-one-get-one offers, and combo packs with toothpaste were advised to increase recognition and sales.
CP was a global leader in household products that offered two toothbrush lines - the Classic and Plus. A new precision toothbrush was developed that offered improved cleaning. The document discusses the US toothbrush market, consumer segments, and competitors' strategies. It considers whether the precision brush should target the mass market or niche market. The conclusion recommends positioning it for the mass market to increase sales and exposure for other CP products, while communicating its benefits simply without an exclusive image.
Colgate Palmolive was considering launching a new precision toothbrush. In 1991, total sales were $6.06 billion with 64% from international markets. Research found the new brush removed 35% more plaque than competitors. Tests showed claims of preventing gum disease drove the most purchase intent. The precision could be positioned as a niche high-end product or mainstream. As a niche product, profits over 2 years were estimated at $12.5 million versus $9.5 million as mainstream. Extensive marketing research, promotions, and a $24.1 million advertising budget in 1992 were planned.
The document provides an analysis of the toothpaste industry in India. It discusses the key players in the industry including Colgate, HUL, and Dabur.
Colgate is the market leader with over 50% market share. It has a wide product portfolio and uses aggressive advertising. HUL produces Pepsodent and Close-Up toothpastes. It focuses on rural markets with affordable pricing and promotions. Dabur produces herbal toothpastes like Babool and Red and focuses on health-conscious consumers. It has a large portfolio of Ayurvedic products. The Indian toothpaste market is growing at 18% annually but per capita consumption is low at 85g.
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The Precision toothbrush was a new product in development by Colgate-Palmolive that featured bristles of different lengths and orientations designed through research to more effectively remove plaque, especially from the gumline and between teeth. Colgate faced challenges in positioning and marketing the Precision against competing new products in the market and determining the optimal pricing and distribution strategy. Consumer research was conducted to understand buying behaviors and test potential marketing messages to help guide these decisions.
Colgate Palmolive Company - The Precision Toothbrush :: A Harvard Case StudyAnkita Elizabeth Mathew
This document discusses Colgate-Palmolive's launch of the Precision toothbrush in 1992. It introduces key players involved and analyzes the oral care product market and consumer behavior at the time. Precision was a technologically superior toothbrush that removed 35% more plaque than existing brushes. The document considers how to position and brand Precision without cannibalizing sales of Colgate Plus, their existing top-selling toothbrush. It evaluates promotional strategies and budget needs to effectively market Precision as either a niche or mainstream product. Consumer testing suggested Precision would succeed with a good promotional campaign within an acceptable budget that did not undermine Colgate Plus.
Colgate-Palmolive is launching a new technologically superior toothbrush called the Precision Toothbrush in a competitive market. It faces challenges in gaining credibility and preventing cannibalization of existing products. The document analyzes positioning the brush as a niche or mainstream product, branding, test results that found the brush more effective but unusual looking, and recommendations such as niche marketing initially, aggressive advertising of its benefits, and free dental checkups to promote the issue it addresses.
This document provides details on Colgate Palmolive's launch of a new toothbrush called Colgate Precision. It discusses Colgate's background and existing oral care products in 1991. It also analyzes the toothbrush market competition and consumer behavior segments. The document outlines Colgate's precision marketing mix, including product design and testing, positioning strategies, branding, and communication and promotion plans for the new toothbrush launch.
The document discusses the launch of Colgate Precision, a new toothbrush entering a competitive market in 1992. It summarizes the major competitors at the time, including Crest, Oral-B, Johnson & Johnson, and SmithKline Beecham. It also outlines Colgate Precision's product design and testing process. The document considers options for positioning Colgate Precision as either a niche or mainstream product. Additionally, it discusses branding tests and selecting the name "Colgate Precision." Finally, it emphasizes the importance of sampling and professional endorsements in the communication and promotion strategy.
Colgate Palmolive: The Precision ToothbrushSAIKAT DAS
Colgate-Palmolive developed a new toothbrush, the Precision, using an innovative design with bristles of different lengths and orientations to provide superior plaque removal, especially at the gumline and between teeth. Clinical trials found it removed 35% more plaque than competitors. After concept and positioning tests, CP decided to launch Precision in 1993 as a niche product targeted at consumers concerned with gum health. This would require lower capacity investment than a mainstream launch and was better suited to the brush's benefits based on consumer research.
Colgate palmolive company the precision toothbrushSagar Sengar
Colgate Palmolive was preparing to launch a new technologically superior toothbrush, Precision, in the highly competitive US market. Product Manager Susan Steinberg had to recommend positioning, branding, and communication strategies to the division general manager. Precision was more advanced than competitors but its message needed simplifying for consumers. The summary recommends initially launching Precision as a niche product focused on gum health, then expanding to mainstream over time to avoid cannibalizing existing products. It outlines promotional strategies including buy-one-get-one offers, coupons, sampling to dentists, and increasing advertising budgets.
Harvard Business Case Study Colgate-PalmoliveShubham Gautam
Colgate launched the Precision toothbrush in 1992 using a unique three-length bristle design developed through infrared motion analysis. The Precision was more effective at removing plaque and reducing gum disease than competitors' brushes. Product manager Susan Steinberg had to determine how to position, brand, and market the Precision to maximize its potential in the toothbrush market dominated by Oral-B, Johnson & Johnson, and other competitors. A SWOT analysis identified Colgate's brand strength and market penetration as strengths but also competition and potential cannibalization of other Colgate products as weaknesses to consider in the Precision launch strategy.
- Colgate-Palmolive developed a new toothbrush called the Precision toothbrush to capture market share.
- The Precision was designed with three different length bristles to better remove plaque from different areas of the teeth compared to competitors' toothbrushes.
- Test marketing showed the Precision was effective at removing plaque and many consumers said it was more effective than their current brush and they would purchase it.
- Colgate debated whether to position the Precision as a niche product to target a subset of consumers or a mainstream product for broader appeal.
This presentation is based on Colgate Palmolive Precision Toothbrush which is created under the guidance of Prof Sameer Mathur, during the marketing management internship of IIM, Lucknow.
Colgate-Palmolive Company:The Precision ToothbrushSaurabh D.
Colgate-Palmolive Company:The Precision Toothbrush case study of Harvard Business Review made during Marketing Internship under guidance of Prof. Sameer Mathur, IIM Lucknow
The document discusses the launch of a new Precision Toothbrush by an American consumer products company in 1992. It was facing significant competition from brands like Crest, Oral-B, Reach, and Aquafresh. The company tested different brush designs and positions it between the Colgate Plus and Oral-B lines. They chose the name "Colgate Precision" and planned to emphasize sampling and endorsements from dentists to establish credibility for the new product in the competitive market. The manager had to recommend strategies to successfully launch the Precision Toothbrush.
Colgate developed a new Precision Toothbrush that removes 35% more plaque than other brushes through its unique bristle design. To position the product, Colgate debated targeting therapeutic brushers by positioning it as a niche brush that prevents gum disease, or taking a broader mainstream appeal by claiming it is the most effective brush. Colgate also debated whether to brand it as "Colgate Precision" to leverage its brand or "Precision by Colgate" to avoid cannibalizing other Colgate brushes. Consumer research showed that sampling would be critical to success, as enthusiasm and purchase intent increased greatly after trying the Precision brush.
Colgate Palmolive: The precision ToothbrushSai Nikesh
The document discusses Colgate-Palmolive's launch of a new toothbrush called Precision in the United States. It provides background on Colgate-Palmolive and analyzes the oral care market and consumer behavior. Research found the Precision toothbrush was more effective at plaque removal than competitors' brushes. The case examines different positioning and branding strategies for Precision and reviews test marketing and concept testing to refine the product and messaging.
This case study examines Colgate-Palmolive's launch of the Precision toothbrush. A task force was created comprising executives from R&D, Marketing, and dental professionals to design and test a new toothbrush. Their goals were to understand brushing techniques, test plaque removal between teeth, establish a plaque scoring index, and create a brush design that removes maximum plaque. The task force debated whether to position Precision as a niche product targeting gum disease or a mainstream brush appealing to effectiveness. They predicted 3-5% market share with niche positioning versus 10-14.7% with mainstream. The conclusion was that Precision represented a technological breakthrough with the potential to reach more consumers through mainstream positioning and marketing.
Colgate Palmolive Company : The Precision ToothbrushYash Jain
This document discusses Colgate's plans to launch a new precision toothbrush. It provides background on Colgate and the oral care market. Research found consumers wanted improved plaque and gum removal. Colgate developed a toothbrush with differently oriented bristles to clean all tooth surfaces. It could be positioned as a niche high-end product or mainstream product. As a niche product it would target gum health and gain 3-5% market share. As mainstream it could gain 10-15% market share. Costs include new manufacturing equipment. Test marketing showed the "Colgate Precision" name was favored and could increase Colgate Plus sales by 20% depending on branding emphasis.
This document discusses Colgate's plans to launch a new precision toothbrush. It provides background on Colgate and the toothbrush market. The Precision toothbrush was designed using motion analysis to improve plaque removal. It has three bristle lengths that provide triple cleaning action. The document considers positioning it as either a niche or mainstream product. As a niche product targeting gum health, it could gain 3-5% market share in two years. As a mainstream product, it could gain 10-15% market share. Costs to manufacture the specialized brush head are also discussed, as well as branding and advertising strategies.
Colgate Palmolive is developing a new toothbrush called the Colgate Precision. It currently has two toothbrush lines and faces competition from Oral-B, Procter & Gamble, and Johnson & Johnson in the premium toothbrush segment. Research shows consumers are replacing toothbrushes more frequently and new product introductions have increased category sales. Colgate will need to define the positioning, branding, and communication strategy for the Precision toothbrush to effectively compete in the market.
Case Analysis:Colgate-PalmolivePrecision ToothbrushVivek Kumar Gupta
Colgate-Palmolive was developing the Precision toothbrush, featuring bristles of varying lengths and orientations designed in laboratories to remove plaque more effectively. It faced a competitive market with many new products. The Precision could be positioned as a niche product for gum disease or mainstream. Research found consumers concerned about gum health. Debate occurred over marketing budget allocation. Promotions would sample the Precision through dentists and offer toothpaste bundles to support launch. Branding as "Precision" alone was favored to limit impact on Colgate Plus sales.
Colgate-Palmolive was poised to launch a new Precision toothbrush. Susan Steinberg had to recommend positioning, branding, and communication strategies. Research found baby boomers were more concerned with gum health. The Precision was developed over 3 years to be more effective at plaque removal than competitors like Reach and Oral-B. Steinberg analyzed volumes under niche and mainstream positioning. Production costs, pricing, and break-even analysis were considered. Clinical tests found the Precision removed 35% more plaque between teeth. Steinberg had to determine advertising budgets and how to maximize Precision's potential profits.
The document discusses Colgate-Palmolive Company's launch of a new toothbrush called the Colgate Precision toothbrush. It provides background on Colgate-Palmolive as a global consumer products company. It then discusses the competitive US oral care market and Colgate-Palmolive's development of the Precision toothbrush over 3 years through extensive research and testing to create a technologically superior product that more effectively removes plaque, especially between teeth and at the gumline. Colgate-Palmolive executives debated niche versus mainstream launch and branding strategies for the new Precision toothbrush.
Colgate-Palmolive Company: The Precision ToothbrushISHAN CHOUREY
This presentation is a case analysis on Colgate-Palmolive Company: The Precision Toothbrush. It was made for a marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
In today's digital world, customers are just a click away. "Grow Your Business Online: Introduction to Digital Marketing" dives into the exciting world of digital marketing, equipping you with the tools and strategies to reach new audiences, expand your reach, and ultimately grow your business.
website = https://digitaldiscovery.institute/
address = C 210 A Industrial Area, Phase 8B, Sahibzada Ajit Singh Nagar, Punjab 140308
In the digital age, businesses are inundated with tools promising to streamline operations, enhance creativity, and boost productivity. Yet, the true key to digital transformation lies not in the accumulation of tools but in strategically integrating the right AI solutions to revolutionize workflows. Join Jordache, an experienced entrepreneur, tech strategist and AI consultant, as he explores essential AI tools across three critical categories—Ideation, Creation, and Operations—that can reshape the way your business creates, operates, and scales.This talk will guide you through the practicalities of selecting and effectively using AI tools that go beyond the basics of today’s popular tools like ChatGPT, Claude, Gemini, Midjourney, or Dall-E. For each category of tools, Jordache will address three crucial questions: What is each tool? Why is each one valuable to you as a business leader? How can you start using it in your workflow? This approach will not only clarify the role of these tools but also highlight their strategic value, making it perfect for business leaders ready to make informed decisions about integrating AI into their workflows.
Key Takeaways:
>> Strategic Selection and Integration: Understand how to select AI tools that align with your business goals and how to conceptually integrate them into your workflows to enhance efficiency and innovation.
>> Understanding AI Tool Categories: Gain a deeper understanding of how AI tools can be leveraged in the areas of ideation, creation, and operation—transforming each aspect of your business.
>> Practical Starting Points: Learn how you can start using these tools in your business with practical tips on initial steps and integration ideas.
>> Future-Proofing Your Business: Discover how staying informed about and utilizing the latest AI tools and strategies can keep your business competitive in a rapidly evolving digital landscape.
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Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Everyone knows the power of stories, but when asked to come up with them, we struggle. Either we second guess ourselves as to the story's relevance, or we just come up blank and can't think of any. Unlocking Everyday Narratives: The Power of Storytelling in Marketing will teach you how to recognize stories in the moment and to recall forgotten moments that your audience needs to hear.
Key Takeaways:
Understand Why Personal Stories Connect Better
How To Remember Forgotten Stories
How To Use Customer Experiences As Stories For Your Brand
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In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
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Key Takeaways:
- You don't need a large team to start a content marketing program
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• SEOs now use AI to optimize content.
• Google now uses AI to generate answers.
• Users are skipping search completely. They can now use AI to get answers. So AI has changed everything …or maybe not. Our audience hasn’t changed. Their information needs haven’t changed. Their perception of quality hasn’t changed. In reality, the most important things haven’t changed at all. In this session, you’ll learn the impact of AI. And you’ll learn ways that AI can make us better at the classic challenges: getting discovered, connecting through content and staying top of mind with the people who matter most. We’ll use timely tools to rebuild timeless foundations. We’ll do better basics, but with the most advanced techniques. Andy will share a set of frameworks, prompts and techniques for better digital basics, using the latest tools of today. And in the end, Andy will consider - in a brief glimpse - what might be the biggest change of all, and how to expand your footprint in the new digital landscape.
Key Takeaways:
How to use AI to optimize your content
How to find topics that algorithms love
How to get AI to mention your content and your brand
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Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
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I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
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Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
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Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
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- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
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Disclaimer: Some of the prompts mentioned here are the examples of Matt Diggity. Please use it as reference and make your own custom prompts.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
3. Colgate precision – a technologically superior
toothbrush launched in August 1992 by Colgate-
Palmolive.
Susan Steinberg was the precision product
manager . She had managed the entire
development process and now had to recommend
positioning , branding and communication
strategies.
4. SITUATION
•Colgate-Palmolive ready to launch their
new toothbrush which took three years for
its development.
•Tough competition in the oral care industry.
•Susan Steinberg had to manage the
marketing mix to enable precision to reach
its full potential.
5. Company Background
•CP was a global leader in household and
personal care products with sales of $6.06
billion and a gross profit of $2.76 billion, in
1991.
•Colgate five year plan for 1991 to 1995
emphasized new product launches.
•CP held 16% of the world toothbrush market.
7. PRODUCT SEGMENTS
VALUE
•Price - $1.29
•Unit volume –
24% and 12%.
•Colgate Classic
PROFESSIONAL
•Price - $1.59 and
$2.09
•Unit Volume -
41% and 42%
•Colgate Plus
8. The late 1980s saw the emergence of Super-premium brushes
(priced above $2.00). By 1992, super-premium brushes, with retail prices
between $2.29 and $2.89, accounted for 35% of unit volume and 46% of
dollar sales. Precision came under super premium brushes.
Product/
MANUFACTURER
Feature Benefit Reason Tag-line Launch date # SKUs
Oral-B Indicator
ORAL-B
(GILLETTE)
Indicator
Bristles
Tells you when
to change
toothbrush
Blue band
fades halfway.
Dental heritage
The brand
more
dentists use
7/91 4 adult
Reach Advanced Design
JOHNSON
&JOHNSON
Angled neck;
raised rubber
ridges on handle
Cleans in even
the hardest-to-
reach places
Slimmed
down, tapered
head
Feel the
difference
8/91 3 adult
Crest Complete
PROCTER &
GAMBLE
Rippled bristle
design. Handle
with rubber grip
Reaches
between
teeth like a
dental tool
Rippled
endrounded
bristles
Only Crest
could
make a
brush this
complete
8/91 (test)
9/92
(national)
10 adult
Aquafresh Flex
SMITHKLINE BEECHAM
Pressure
sensitive, flexible
neck linking brush
and handle
Prevents
gum
irritation
Flexes as you
brush
For gentle
dental care
8/91 (Flex)
9/92 (line
extension)
6 adult 1
child
9. CONSUMER BEHAVIOUR
CP’s consumer research indicated that consumers of
the baby boom generation (adults born in the 1940s,
1950s and early 1960s) were becoming more
concerned about the health of their gums as opposed to
cavity prevention and were willing to pay a premium
for new products addressing this issue.
10. • CP estimated that 82% of toothbrush purchases were unplanned, and
research showed that consumers were relatively unfamiliar with
toothbrush prices.
• Replacement frequency was expected to be 9.7 months for 1992.
INVOLVED ORAL HEALTH
CONSUMERS - THERAPEUTIC
BRUSHERS (46% of adults)
INVOLVED ORAL HEALTH
CONSUMERS - COSMETIC
BRUSHERS (21% of adults)
UNINVOLVED ORAL HEALTH
CONSUMERS (33% of adults)
Differentiate among products. Search
out functionally effective products
Search for products that effectively
deliver cosmetic benefits
View products as the same. Lack of interest
in product category
Buy and use products for themselves Buy and use products for themselves Buy and use products for all family members
85% brush at least twice a day, 62% use
a professional brush and 54% floss
regularly
85% brush twice a day,
81% use mouthwash,
54% use breath fresheners,
69% floss,
54% use a professional brush
20% brush once a day or less,
28% use only regular toothbrushes
54% floss
66% use mouthwash
Major toothbrush brands used are Oral-
B Angle and Oral-B Regular followed by
Colgate Plus and Reach.
Major toothbrush brands used are
Colgate Classic and Oral-B
Regular followed by Colgate
Plus and Oral-B Angle
Major toothbrush brands used are Colgate
Classic and Oral-B Regular followed by Colgate
Plus and Reach
12. • Oral-B (owned by Gillette) -In 1991, it held a 23.1% volume market
share and a 30.7% value share of U.S retail sales . The Indicator brush
had a patch of blue bristles that faded to white when it was time for
replacement (usually after two to three months).
• Johnson & Johnson (J&J)- In 1991, J&J ranked third in the U.S.
retail toothbrush market with a 19.4% volume share and a 21.8%
value share . The Reach line was positioned as the toothbrush that
enabled consumers to brush in even the hardest-to-reach places,
thereby increasing the efficiency of brushing.
• Procter & Gamble (P&G)-The product had long, rippled bristles
of different lengths, designed to reach between the teeth. Crest
Complete claimed to have “the ability to reach between the teeth up
to 37% farther than leading flat brushes.”
13. Toothbrush Brand Prices: 1992
Manufacturer
List Price
Manufacturer
Net Price
Average Retail
Selling Price
(Food channel)
Super-premium
Oral-B Indicator $2.13 $1.92 $2.65
Oral-B Regular $1.85 $1.78 $2.51
Crest Complete $1.67 $1.67 $2.40
Reach Advanced $1.75 $1.66 $2.38
Aquafresh Flex $1.85 $1.61 $2.32
Professional
Colgate Plus $1.42 $1.35 $2.00
Reach Regular $1.37 $1.30 $2.01
Pepsodent Prof. $1.20 $1.08 $1.88
Value
Colgate Classic $0.69 $0.69 $1.22
Pepsodent Regular $0.91 $0.48 $1.25
14.
15. Dat
e
Marketing
Situation
Colgate Copy
Platform
Execution Tag-line
198
5-1986
First toothbrush
with diamond-
shaped head. First
professional
toothbrush from a
leading oral care
company.
Unique head.
Scientific /
technical tone.
Comfort and
efficacy.
Product
depicted as a
hero.
“Shape
d to keep
your whole
mouth in
shape”
198
7-1990
Aim enters
market, spurring
increased
competition.
Colgate Plus market
share suffers.
Diamond-
shaped head.
Evolution of
comfort/efficacy
Lighter
contemporary tone
Implied
superiority
Emphasizes visual
differences
“Odd
looking”
toothbrush
character
introduced in
bathroom
setting.
“Odd
looking,
super-
cleaning,
comfy
feeling
toothbrush
.”
199
1
Need to re-
energize Colgate
advertising copy
given long duration
of “Odd Looking”
campaign.
Diamond shape
fits mouth and
removes plaque
from hard-to-reach
places.
The “Odd
looking”
character in a
dental chair.
Implied
dental
recommenda
tion.
“Becaus
e your
smile was
meant
to last a
lifetime”
199
2
Increased
competitive activity
and consequent
need for harder-
Plaque focus
Efficacy
message
“Armed to
the Teeth”
execution
where the
“In the
fight
against
plaque, it’s
Colgate Plus Television Advertising; Copy
Strategies and Execution: 1985-1992.
1989 1990 1991 1992E
Media $3,
667
(3
1%)
$6,
988
(4
1%)
$8,
761
(4
3%)
$9,
623
(4
0%)
Consumer
Promotions
4,
541
(3
9%)
5,8
93
(3
5%)
5,2
86
(2
6%)
6,
978
(2
9%)
Trade
Promotions
3,
485
(3
0%)
4,1
34
(2
4%)
6,2
87
(3
1%)
7,
457
(3
1%)
Total Advertising
and
Promotion
$1
1,693
(1
00%)
$1
7,015
(10
0%)
$2
0,334
(1
00%)
$2
4,058
(1
00%)
Advertising and Promotion Expenditures for Colgate-Palmolive
Toothbrushes: 1989-1992E ($ in thousands)
16. • When Colgate toothbrushes were combined with Colgate toothpaste
in a single display, toothbrush sales increased by 170%.
• In 1992, 8% of all brushes reached consumers either free with
toothpaste (as on-pack or mail-in premiums) or free with another
toothbrush (buy-one-get-one-free offers). The number of coupon
events for toothbrushes increased from 10 in 1990 to 33 in 1992. In
the same period, the average toothbrush coupon value increased
from $0.25 to $0.75.
• The CP toothbrush line held 25% to 40% of the category shelf space
in most stores. To maximize retail sales, CP salespeople tried to locate
the Colgate line in the middle of the category shelf space, between
the Reach and the Oral-B product lines.
18. Distribution
•
• In 1992 traditional food stores accounted for only 43% of toothbrush
sales and 47% of toothpaste sales.
• Between October 1991 and February 1992, the average number of
toothbrush SKUs had increased from 31 to 35 for mass
merchandisers, from 27 to 34 for drug stores and from 30 to 35 for
food outlets. In September 1992, the average number of brands
carried by these three classes of trade were 10, 12, and 8
respectively.
• In 1992, 22% of all toothbrushes were expected to be distributed to
consumers by dentists.
19.
20. Product Design and Testing
CP developed a unique brush with bristles of three
different lengths and orientations .The longer outer
bristles cleaned around the gum line, the long inner
bristles cleaned between teeth, and the shorter bristles
cleaned the teeth surface. The result was a triple-
action brushing effect.
21.
22. 5 Goals of the Task Force
• Researchers concluded that brushing usually did a good job of removing plaque from teeth
surfaces but was often ineffective at removing plaque from the gum line and between the teeth.
• CP’s new design was superior to both Oral-B and Reach in accessing front and back teeth
• Establishing an index to score clinical plaque-removal efficacy at the gum line and between
teeth.
• Creating a bristle configuration and handle design offering maximum plaque- removing efficacy.
Clinical trials established that the new product removed an average 35% more plaque than other
leading brushes and therefore helped to reduce the probability of gum disease.
• Extensive consumer research was carried out over a period of 18 months to test product design
and characteristics, marketing concept, and competitive strengths. In addition, dental
professional focus groups and product usage tests were conducted to determine the overall
acceptance of Precision.
23. Positioning
Precision could be positioned as a niche
product to be targeted at consumers
concerned about gum disease. Alternatively,
Precision could be positioned as a
mainstream brush, with the broader appeal
of being the most effective brush available
on the market.
24. Main Stream Positioning
BENEFITS
•Increase in sales
•Unsatisfied demand
could create the
perception of a hot
product which can
trigger sales.
THREATS
•Cannibalization of
Colgate plus
•Tough competition
•Pressure on the rate of
production.
25. Niche Positioning
BENEFITS
• Niche could be broadened to
mainstream position .
• Entry to new superior
toothbrush market.
• Less competition compared to
mainstream positioning.
• Less erosion of other brand
products.
THREATS
•Less net profit in future
years.
•Reach limited to specific
section.
26. Alternative Positioning Scenarios for
Precision
Precision as a Niche Product Precision as a Mainstream Product
Planned capacity unit volume Year 1 = 13 MM units
Year 2 = 20 MM units
Year 1 = 42 MM units
Year 2 = 59 MM units
Investment in capacity, where year 2 figures
are for additional capacity
Year 1 = $3.250 M
Year 2 = $1.300 M
Year 1 = $9.100 MM
Year 2 = $3.900 MM
Depreciation costs (Derived from
Table D)
Year 1 = $316,667
Year 2 = $450,000
Year 1 = $ 886,667
Year 2 = $1,270,000
Manufacturer per unit cost:
Year 1 and 2
$0.66 $0.64
Manufacturer price
Suggested retail price
$2.02
$2.89
$1.76
$2.49
Advertising- Year 1
Year 2
Consumer Promotions- Year 1
Year 2
Trade Promotions- Year 1
Year 2
$ 5 Million
$ 5 Million
$4.6 Million
$ 4 Million
$1.6 Million
$2.7 Million
$15 Million
$12 Million
$13 Million
$10 Million $4.8 Million
$ 7 Million
# SKUs
Brushes 4 adult 6 adult/1 child
27. Capacity and Investment Costs.
Investment Cost Annual Capacity Depreciation time
Tufters $500,000 3 MM units 15 years
Handle Molds $300,000 7 MM units 5 years
Packaging $150,000 40 MM units 5 years
Production Costs and Pricing
Under a niche positioning strategy, Steinberg decided that CP would establish a
factory list price to the trade of $2.13, a premium over Oral-B regular and at parity
with Oral-B Indicator. The mainstream strategy price would be $1.85, at parity with
Oral-B regular. In practice however, almost all sales to the trade were made at a
discount of approximately 5%. Eighty percent of sales through dental professionals
would be priced at $0.79 per unit; the remainder would be sold at $0.95.
28. BRANDING - “Colgate Precision” or
“Precision by Colgate.”
Stressing Precision as opposed to Colgate would, it was
argued, limit the extent of cannibalization of Colgate
Plus. It was estimated, both under the mainstream and
niche positioning scenarios, that cannibalization
figures for Colgate Plus would increase by 20% if the
Colgate brand name was stressed but remain
unchanged if the Precision brand name was stressed.
29. Communication and
Promotion.
Tests were conducted among 400 adult
professional brush users (Colgate Plus,
Reach, and Oral-B users) 18 to 54 years of
age with 77% claiming that Precision was
much more effective than their current
toothbrush.
31. Argument between Product
Managers
Susan argued for an 80% increase in CP category
spending in 1993, with fully 75% of all advertising
dollars assigned to Precision and 25% to Plus.
However, the Colgate Plus product manager, John
Phillips, argued that Plus was the bread-and-butter of
CP’s toothbrush line and claimed that his mainstream
brand should receive more rather than less support if
Precision was launched.
32. Consumer promotions
• A free 5 oz. tube of Colgate toothpaste (retail value of $1.89)
with the purchase of a Precision brush in strong competitive
markets.
• A 50%-off offer on any size of Colgate toothpaste (up to a
value of $1.00) in conjunction with a 50¢ coupon on the
Precision brush in strong Colgate markets.
• The cost of this promotion was estimated at $4 million and
Steinberg believed it should be used as part of the launch
program for a mainstream positioning strategy.
33. Recommendations
• Initially the precision toothbrush should be positioned as a niche
product to avoid cannibalization and later be broadened to
mainstream for increasing sales. No SKU drops .
• “ Precision by Colgate” should be chosen to build brand equity.
• Sampling would be critical to precisions success using dentists to
increase credibility of precision.
• Spending 75% on precision advertising would be the right decision
because it is very important for this advanced toothbrush to reach to
its maximum potential without affecting the sales of Colgate plus.
34. DISCLAIMER
Created by Adarsh Singh , BIT Mesra
during a marketing internship
under Prof. Sameer Mathur , IIM
Lucknow.