Colgate-Palmolive Company: The Precision Toothbrushdharvi123
This presentation is prepared in a Marketing Internship under the guidance of Prof.Sameer Mathur, IIM Luknow.This ppt deals with Colgate-Palmolive precision toothbrush Harvard Business Case Analysis.
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.
This document discusses Colgate's launch of a new precision toothbrush. It considers decisions around positioning, branding, and marketing communications. The toothbrush has three bristle lengths and improved plaque removal. Initially, it recommends a niche market positioning under the Precision brand to limit cannibalization of Colgate Plus. Advertisements and in-store displays should demonstrate its benefits to the target involved oral health consumers. Distributing mainly through drug stores, it concludes the niche approach will allow expanding to the mainstream market while showing the product's advantages.
Colgate-Palmolive was preparing to launch a new toothbrush called the Precision. The product manager was deciding between a niche or mainstream positioning strategy. A niche strategy would target gum health concerns but capture less of the market. A mainstream strategy would position the Precision as the most effective brush overall, allowing it to capture more of the growing retail market through stores like mass merchandisers and clubs. Analysis of pro forma income statements showed the mainstream strategy would lose more money initially but earn greater profits in the long run. Therefore, the document recommends a mainstream strategy to maximize long-term performance and take advantage of expanding retail outlets.
Colgate Precision - Harvard Business Case AnalysisUsha Vijay
Colgate is facing increased competition in the toothbrush market and a decline in market share for its Classic and Plus lines. The introduction of the super premium segment has been successful, accounting for 35% of the market. Colgate is considering launching a new toothbrush, Precision, targeted at the super premium segment to focus on gum health. Precision has the potential to increase Colgate's market share to 7.4% in the first year and generate a profit of $14 million in the second year with $15 million spent on advertising. Positioning Precision as a mainstream product could gain an even higher market share and contribution margin for Colgate compared to a niche strategy.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
Colgate Palmolive Company - The Precision Toothbrush Vignesh Mallya
Colgate-Palmolive is developing a new toothbrush called Colgate Precision and must define its marketing strategy. It is considering either a niche/super premium positioning or a mainstream positioning. A niche strategy would target the emerging super premium market for gum health and is predicted to be more profitable despite generating less revenue. Consumer research found that gum health is a primary concern and consumers are willing to pay more for effective products. A niche positioning is recommended to capitalize on Precision's innovative gum care technology and high quality, though it will reach fewer customers than the mainstream option.
Colgate-Palmolive Company: The Precision Toothbrushdharvi123
This presentation is prepared in a Marketing Internship under the guidance of Prof.Sameer Mathur, IIM Luknow.This ppt deals with Colgate-Palmolive precision toothbrush Harvard Business Case Analysis.
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.
This document discusses Colgate's launch of a new precision toothbrush. It considers decisions around positioning, branding, and marketing communications. The toothbrush has three bristle lengths and improved plaque removal. Initially, it recommends a niche market positioning under the Precision brand to limit cannibalization of Colgate Plus. Advertisements and in-store displays should demonstrate its benefits to the target involved oral health consumers. Distributing mainly through drug stores, it concludes the niche approach will allow expanding to the mainstream market while showing the product's advantages.
Colgate-Palmolive was preparing to launch a new toothbrush called the Precision. The product manager was deciding between a niche or mainstream positioning strategy. A niche strategy would target gum health concerns but capture less of the market. A mainstream strategy would position the Precision as the most effective brush overall, allowing it to capture more of the growing retail market through stores like mass merchandisers and clubs. Analysis of pro forma income statements showed the mainstream strategy would lose more money initially but earn greater profits in the long run. Therefore, the document recommends a mainstream strategy to maximize long-term performance and take advantage of expanding retail outlets.
Colgate Precision - Harvard Business Case AnalysisUsha Vijay
Colgate is facing increased competition in the toothbrush market and a decline in market share for its Classic and Plus lines. The introduction of the super premium segment has been successful, accounting for 35% of the market. Colgate is considering launching a new toothbrush, Precision, targeted at the super premium segment to focus on gum health. Precision has the potential to increase Colgate's market share to 7.4% in the first year and generate a profit of $14 million in the second year with $15 million spent on advertising. Positioning Precision as a mainstream product could gain an even higher market share and contribution margin for Colgate compared to a niche strategy.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
Colgate Palmolive Company - The Precision Toothbrush Vignesh Mallya
Colgate-Palmolive is developing a new toothbrush called Colgate Precision and must define its marketing strategy. It is considering either a niche/super premium positioning or a mainstream positioning. A niche strategy would target the emerging super premium market for gum health and is predicted to be more profitable despite generating less revenue. Consumer research found that gum health is a primary concern and consumers are willing to pay more for effective products. A niche positioning is recommended to capitalize on Precision's innovative gum care technology and high quality, though it will reach fewer customers than the mainstream option.
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.
This memorandum recommends positioning Colgate Precision as a niche product targeting therapeutic brushers. This strategy avoids cannibalizing existing brands, fits with Colgate's product line logic, and allows the current production capacity to meet demand. Niche positioning in the super-premium segment grows Colgate's brand equity while generating higher profits than mainstream positioning. The communication strategy should highlight gum disease prevention and promote usage times. An $11.2 million advertising budget is recommended to launch Precision as a niche product.
Colgate Palmolive developed a new toothbrush called Colgate Precision and the product manager must recommend a marketing strategy. There is a conflict over the advertising budget between Colgate Precision and Colgate Plus. The product manager proposes progressively increasing the total budget and allocating 25% more to Precision each year. Analyzing pricing and sales projections, niche positioning earns $1.79 million in profit Year 1 and $19.96 million Year 2, showing increased volume leads to higher profits.
This is a brief case study analysis on Colgate Palmolive Toothbrush Brand. This presentation has been done as a fulfillment of an assignment given by Prof. Sameer Mathur, Marketing Professor, IIM Lucknow.
This presentation bases its focus on marketing strategy of the company and break-even analysis on the basis of the exhibits given at the end of the case.
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 is considering launching a new Precision toothbrush to enter the super-premium market segment. This would require investments of $5.85 million in 1993 and $8.45 million in 1994 to purchase new production equipment. Phasing out the Classic line would allow Colgate to shift these resources to advertising the Precision. The analysis recommends launching Precision at $2.60 to be competitive, and using a marketing strategy that supports Precision to gain 9-13% of the super-premium market share and achieve $16 million in net present value by 1994.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
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.
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 Company: The Precision ToothbrushNirmal Padgelwar
This document discusses Colgate-Palmolive's launch of the Precision toothbrush. It analyzes the Precision toothbrush's potential market strategies, including a niche marketing strategy targeting therapeutic consumers versus a mainstream strategy. Financial projections show greater profit potential from a mainstream strategy, but a niche approach could help avoid cannibalizing existing Colgate products and face less competition. The document recommends an initial niche marketing strategy for the Precision toothbrush in the super-premium category, with the goal of eventually expanding it mainstream.
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Colgate case study- Harvard Business ReviewHarish kumar
This document discusses strategies for launching Colgate's new Precision toothbrush. It recommends initially targeting niche "therapeutic and cosmetic brushers" and entering the super-premium market. An advertising campaign would promote the brush's effectiveness at preventing gum disease. In the long term, it recommends moving to the mainstream market to broaden availability and profits, as niche positioning cannot be maintained and competitors may emerge. The niche approach mitigates downsides like cannibalizing existing brush sales.
Colgate-Palmolive Company: The Precision ToothbrushJYOTI CHADHA
Colgate Palmolive was developing the Colgate Precision toothbrush, a technically innovative brush intended to outperform competitors. Testing found the brush more effectively removed plaque, especially at the gumline. However, its unusual design received mixed first impressions. The company considered niche or mainstream positioning. Niche positioning targeted gum disease prevention, while mainstream appealed more broadly. Concept tests showed claims of preventing gum disease drove greatest interest. An initial niche launch could later broaden if production increased. The "Precision" brand name was preferred to limit sales cannibalization of Colgate Plus.
Colgate-Palmolive seeks to launch a new toothbrush, the Precision, to compete in the growing super-premium toothbrush market. The Precision has unique bristle designs that remove 35% more plaque than other premium brushes. Colgate must decide whether to position the Precision as a niche product for oral health enthusiasts or a mainstream product. Positioning it mainstream could allow higher sales volumes but risks cannibalizing other Colgate lines.
Colgate- Palmolive Company : The Precision ToothbrushSneh Ankur
The Slides were created by Sneh Ankur, Btech Nit Agartala (C.S.E) during a Marketing Internship under Prof. Sameer Mathur, IIM Lucknow. It contains the case study of Harvard Business School .
Colgate Palmolive - The Precision Toothbrush - Case Study AnalysisSharanya Ray
Colgate Palmolive is analyzing the launch of its new Precision toothbrush. The Precision toothbrush provides triple brushing action and is more effective at plaque removal than rivals. It is positioned in the super-premium market segment at a higher price point. While the toothbrush market has grown steadily, Colgate aims to target the niche segment of therapeutic brushers with the Precision. Colgate's recommendations include providing free samples to dentists to promote the Precision as the professional's choice and offering refund guarantees to build customer loyalty for the new product.
Harvard business review colgate palmolive case studyHrishikesh Dubey
The document is a case study about Colgate Palmolive's launch of their Precision toothbrush. It provides background on the US oral care market and Colgate Palmolive's position. It then details Colgate's research and development of Precision, including clinical tests that found it removed 35% more plaque than competitors. The case discusses whether to position Precision as a niche or mainstream product. It also examines Precision's projected costs, capacity needs, and $24.1 million marketing budget for its 1992 launch. The case provides insight into Colgate Palmolive's strategic decision-making for the Precision toothbrush.
This document discusses mechanical plaque control methods. It describes various toothbrushing techniques like the Bass method and provides specifications for toothbrush design. Interdental cleaning aids like floss and interdental brushes are also discussed. Several studies have found these mechanical methods, like flossing and interdental brushing, to be effective at removing plaque and reducing gingivitis when used properly. Powered toothbrushes have been shown to provide similar benefits to manual brushing for most patients. Proper mechanical plaque removal is important for preventing periodontal disease.
This document discusses Colgate-Palmolive's development and marketing strategy for a new precision toothbrush. It provides background on Colgate-Palmolive and the US toothbrush market. The precision toothbrush was designed with triple action brushing to clean all tooth surfaces. Colgate-Palmolive considered both niche positioning targeting gum disease or mainstream positioning appealing to most consumers. Mainstream positioning could increase sales and market share but risked cannibalizing existing products and requiring large production increases. Niche positioning allowed a gradual transition but with less profit potential. The document does not recommend a definitive strategy.
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.
This memorandum recommends positioning Colgate Precision as a niche product targeting therapeutic brushers. This strategy avoids cannibalizing existing brands, fits with Colgate's product line logic, and allows the current production capacity to meet demand. Niche positioning in the super-premium segment grows Colgate's brand equity while generating higher profits than mainstream positioning. The communication strategy should highlight gum disease prevention and promote usage times. An $11.2 million advertising budget is recommended to launch Precision as a niche product.
Colgate Palmolive developed a new toothbrush called Colgate Precision and the product manager must recommend a marketing strategy. There is a conflict over the advertising budget between Colgate Precision and Colgate Plus. The product manager proposes progressively increasing the total budget and allocating 25% more to Precision each year. Analyzing pricing and sales projections, niche positioning earns $1.79 million in profit Year 1 and $19.96 million Year 2, showing increased volume leads to higher profits.
This is a brief case study analysis on Colgate Palmolive Toothbrush Brand. This presentation has been done as a fulfillment of an assignment given by Prof. Sameer Mathur, Marketing Professor, IIM Lucknow.
This presentation bases its focus on marketing strategy of the company and break-even analysis on the basis of the exhibits given at the end of the case.
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 is considering launching a new Precision toothbrush to enter the super-premium market segment. This would require investments of $5.85 million in 1993 and $8.45 million in 1994 to purchase new production equipment. Phasing out the Classic line would allow Colgate to shift these resources to advertising the Precision. The analysis recommends launching Precision at $2.60 to be competitive, and using a marketing strategy that supports Precision to gain 9-13% of the super-premium market share and achieve $16 million in net present value by 1994.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
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.
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 Company: The Precision ToothbrushNirmal Padgelwar
This document discusses Colgate-Palmolive's launch of the Precision toothbrush. It analyzes the Precision toothbrush's potential market strategies, including a niche marketing strategy targeting therapeutic consumers versus a mainstream strategy. Financial projections show greater profit potential from a mainstream strategy, but a niche approach could help avoid cannibalizing existing Colgate products and face less competition. The document recommends an initial niche marketing strategy for the Precision toothbrush in the super-premium category, with the goal of eventually expanding it mainstream.
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Colgate case study- Harvard Business ReviewHarish kumar
This document discusses strategies for launching Colgate's new Precision toothbrush. It recommends initially targeting niche "therapeutic and cosmetic brushers" and entering the super-premium market. An advertising campaign would promote the brush's effectiveness at preventing gum disease. In the long term, it recommends moving to the mainstream market to broaden availability and profits, as niche positioning cannot be maintained and competitors may emerge. The niche approach mitigates downsides like cannibalizing existing brush sales.
Colgate-Palmolive Company: The Precision ToothbrushJYOTI CHADHA
Colgate Palmolive was developing the Colgate Precision toothbrush, a technically innovative brush intended to outperform competitors. Testing found the brush more effectively removed plaque, especially at the gumline. However, its unusual design received mixed first impressions. The company considered niche or mainstream positioning. Niche positioning targeted gum disease prevention, while mainstream appealed more broadly. Concept tests showed claims of preventing gum disease drove greatest interest. An initial niche launch could later broaden if production increased. The "Precision" brand name was preferred to limit sales cannibalization of Colgate Plus.
Colgate-Palmolive seeks to launch a new toothbrush, the Precision, to compete in the growing super-premium toothbrush market. The Precision has unique bristle designs that remove 35% more plaque than other premium brushes. Colgate must decide whether to position the Precision as a niche product for oral health enthusiasts or a mainstream product. Positioning it mainstream could allow higher sales volumes but risks cannibalizing other Colgate lines.
Colgate- Palmolive Company : The Precision ToothbrushSneh Ankur
The Slides were created by Sneh Ankur, Btech Nit Agartala (C.S.E) during a Marketing Internship under Prof. Sameer Mathur, IIM Lucknow. It contains the case study of Harvard Business School .
Colgate Palmolive - The Precision Toothbrush - Case Study AnalysisSharanya Ray
Colgate Palmolive is analyzing the launch of its new Precision toothbrush. The Precision toothbrush provides triple brushing action and is more effective at plaque removal than rivals. It is positioned in the super-premium market segment at a higher price point. While the toothbrush market has grown steadily, Colgate aims to target the niche segment of therapeutic brushers with the Precision. Colgate's recommendations include providing free samples to dentists to promote the Precision as the professional's choice and offering refund guarantees to build customer loyalty for the new product.
Harvard business review colgate palmolive case studyHrishikesh Dubey
The document is a case study about Colgate Palmolive's launch of their Precision toothbrush. It provides background on the US oral care market and Colgate Palmolive's position. It then details Colgate's research and development of Precision, including clinical tests that found it removed 35% more plaque than competitors. The case discusses whether to position Precision as a niche or mainstream product. It also examines Precision's projected costs, capacity needs, and $24.1 million marketing budget for its 1992 launch. The case provides insight into Colgate Palmolive's strategic decision-making for the Precision toothbrush.
This document discusses mechanical plaque control methods. It describes various toothbrushing techniques like the Bass method and provides specifications for toothbrush design. Interdental cleaning aids like floss and interdental brushes are also discussed. Several studies have found these mechanical methods, like flossing and interdental brushing, to be effective at removing plaque and reducing gingivitis when used properly. Powered toothbrushes have been shown to provide similar benefits to manual brushing for most patients. Proper mechanical plaque removal is important for preventing periodontal disease.
This document discusses Colgate-Palmolive's development and marketing strategy for a new precision toothbrush. It provides background on Colgate-Palmolive and the US toothbrush market. The precision toothbrush was designed with triple action brushing to clean all tooth surfaces. Colgate-Palmolive considered both niche positioning targeting gum disease or mainstream positioning appealing to most consumers. Mainstream positioning could increase sales and market share but risked cannibalizing existing products and requiring large production increases. Niche positioning allowed a gradual transition but with less profit potential. The document does not recommend a definitive strategy.
For other resources on dog training and caring for your dog please visit http://www.akc.org/dog-owners/resource-center/
Raise your hand if you’re vigilant about brushing your
dog’s teeth every day. If you’ve got your arm up, we
salute you. If you don’t … well, it’s not too late to start.
We’ve all been told to brush our dog’s teeth. Unfortunately
it’s a task that often falls through the cracks.But this one simple daily routine can have a
major impact on your dog’s health.
P&G has evolved its marketing strategy over the years to focus on unmet consumer needs. Its marketing budget grew from thousands to billions. Under Lafley in 2000, P&G aimed to be the top design company by understanding two moments of truth for consumers: on shelves and during product use. This shifted P&G's marketing from process-oriented to deeper consumer understanding. Through interactions with 5 million customers and $500 million in research, P&G adopted a more customer-centric approach starting with the consumer end in mind. P&G also increased its use of new technologies like digital marketing and sponsorships to appeal to audiences emotionally and gain consumer data to improve products.
The document discusses the importance of isolating the operative field during dental procedures. It outlines the components of the oral environment that need to be controlled, including saliva, tongue, lips, cheeks and gingiva. Methods of isolation include direct techniques like cotton rolls, cellulose wafers and isolite mouthpieces as well as indirect methods like high-volume evacuation and saliva ejectors. Isolation provides benefits like a dry, clean operating field which improves visibility and infection control, as well as increased comfort for patients and efficiency for operators. Local anesthetics, anti-sialogogues and other drugs can also help in isolating the field.
Pricing strategies for profit maximization in huge businessesLaura Terry
Starbucks has been able to increase prices through effective pricing techniques while maintaining customer loyalty. They target young professionals and students who see Starbucks as an affordable luxury. While coffee costs have decreased, Starbucks raises prices claiming other cost increases. In reality, they leverage pricing power knowing customers will pay higher amounts. Starbucks uses value-based pricing, product differentiation of drink sizes, and messaging price hikes as insignificant to manipulate perceptions. Additionally, caffeine dependence has risen, benefiting Starbucks as coffee contains the most caffeine and Americans consume over 400 million cups daily.
This document summarizes a market consulting project for a toothbrush company. It provides an overview of the company's market share in oral care products, identifies key customer segments, and outlines market research findings. Research found that many consumers brush less than recommended and don't replace toothbrushes often enough. To address these issues, the team recommends introducing a new slim soft charcoal toothbrush for the US market. The brush would use color fading and charcoal to remind consumers when to replace it and protect against bacteria buildup. A marketing campaign and product pricing and placement strategies are proposed.
Colgate-Palmolive Competitive AnalysisAvalon Jones
Competitive analysis of Colgate-Palmolive, with a focus on Tom's of Maine natural toothpaste. Salient competitors: Jason Natural, Arm & Hammer, Crest. References include the sustainability reports of Hain Celestial, Church & Dwight, Procter & Gamble, and Colgate-Palmolive. Techniques include SWOT analysis and Value Innovation Curves.
An overview on how should any B2B manufacturing company can initiate planning for Digital Marketing activities. This presentation highlights some key elements which form the crux of any digital marketing campaign. From introducing strangers, converting them into visitors, then to customers and finally advocates.
In case you wait for some case study in your industry it will be too late.
This document discusses finding the right toothbrush for children of different ages. It recommends soft-bristled toothbrushes and mentions that toothbrush design is tailored for different developmental stages and dental needs. For babies, it suggests soft rubber-tipped brushes. As children grow, toothbrushes should evolve with longer handles, rounded heads, and varied bristle counts and arrangements to accommodate the developing teeth. Electric toothbrushes may be better for children ages 6 and up. Choosing the proper toothbrush type and teaching good brushing habits helps ensure healthy teeth and gums.
The document summarizes the history and invention of the toothbrush. It discusses how early humans used twigs and horse hairs were early forms of toothbrushes before the modern toothbrush was invented. The first mass-produced toothbrush was invented in 1780 by William Addis in England. The document also describes the basic features of a toothbrush and provides an image of an electric toothbrush which works similarly but uses a motor to spin the bristles.
The document discusses toothbrushes, including their history, components, types, proper use, and care. Toothbrushes have existed for nearly 5,000 years, starting as chew sticks, and now come in manual and powered varieties. Key parts are the bristle head and handle, which come in different shapes, patterns, and designs. Toothbrushes should be chosen based on size and replaced every 3-4 months to effectively clean teeth and gums.
- Colgate was founded in 1806 and is now a global personal care company headquartered in the US.
- In India, Colgate has over 50% market share in the oral care segment, manufacturing and marketing toothpaste, toothbrushes and other oral care products.
- Colgate faces competition from HUL and other players but maintains leadership through strong brand recognition, rural expansion, and launching new products tailored to Indian consumers.
This document provides an overview of toothbrushing history, techniques, and tools. It discusses the evolution of toothbrushes from chewsticks to modern manual and power brushes. Key developments include the first patented brush in 1857 and the introduction of nylon bristles in 1938. The document also examines brush parts, ADA specifications, brushing techniques for cleaning all tooth surfaces, and considerations for special patient needs like orthodontics or periodontal surgery.
Modern toothbrushes and interdental aidsNiraj Regmi
This document discusses toothbrushes and interdental cleaning aids. It covers the history of manual and powered toothbrushes, highlighting recent advances like the Colgate 360 degree brush and Philips Sonicare toothbrush. It also discusses interdental cleaning tools like floss, floss picks, and interdental brushes. Proper brushing technique and the factors in selecting the right interdental cleaning aid are outlined.
This document discusses four different toothbrushing techniques: The Bass Method, The Rolling Stroke, The Stillman's Method, and The Charter's Method. It provides details on the hand and brush positioning for each technique. While toothbrushing alone can clean some surfaces, no single technique adequately cleans all areas like pits, fissures, and between teeth. Additional interproximal cleaning aids are necessary for complete cleaning. The key is to brush thoroughly for at least two minutes twice daily.
Colgate aims to adapt its brand communication to maintain its dominant market position against increasingly numerous and aggressive competitors. Digital communication could help boost Colgate's pan-European communication and business by allowing more direct interaction and personalized communication with consumers. The document outlines how Colgate's positioning and promises align with opportunities provided by digital media, and proposes a strategy to use digital media to recruit new customers and reinforce customer loyalty through more personalized engagement and rewards for loyal consumers. Success requires consistent messaging across channels and adapting content to local media usage and legislation while leveraging common and locally specific media.
Marketing Strategy of Unilever Bangladesh Ltd.MD Alauddin
This document provides an overview of Unilever Bangladesh Ltd's (UBL) marketing strategy according to their marketing mix and segmentation, targeting, and positioning (STP) model. It begins with an introduction and objectives of the report. It then provides details on UBL's company profile, mission, and vision. The bulk of the document discusses UBL's marketing mix, including their product lines, pricing strategies, placement strategies, and promotional activities. It also analyzes UBL's STP model, describing how they segment the market, target specific segments, evaluate segments, and position their products. The summary highlights UBL's major personal care, home care, and food brands and provides an overview of their 4P and STP
1. The document discusses various techniques for moisture control and isolation in operative dentistry, including the use of rubber dams, high volume evacuators, absorbents, and saliva ejectors.
2. Key advantages of rubber dams include providing a dry, clean operating field which improves access and visibility, protects the patient and operator, and increases operating efficiency.
3. The document outlines best practices for rubber dam application, including assessing the teeth and contacts, punching appropriate sized holes, lubricating the dam, selecting and testing the retainer, and properly positioning and securing the dam.
This document discusses isolation techniques in dentistry. It begins by outlining the goals of isolation, which include moisture control, retraction and access, harm prevention, and maintaining an aseptic operating field. Direct isolation methods like rubber dams and indirect methods like cotton rolls are described. The document focuses on rubber dams, outlining their advantages and how to properly select, place, and remove one. Key steps include punching holes, lubricating, choosing an appropriate clamp, and passing the dam through contacts. Potential errors in application and removal are also reviewed.
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 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.
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.
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.
Colgate palmolive precision toothbrush case studyABHIJIT SARKAR
Colgate Palmolive developed a new toothbrush called Precision to capture market share in the oral care industry. The summary analyzes:
1. The US oral care market was $2.9 billion growing at 6.1% annually, with toothpaste and toothbrushes making up the majority.
2. Colgate tested Precision's design which removed 35% more plaque between teeth than competitors. It would be positioned as a premium product targeting 3-10% of the market share.
3. The marketing strategy included consumer research, product testing, distribution planning, and a $24 million communication budget to launch Precision.
- 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.
Executive Summary
Toothbrush is currently one of the most promising categories and Colgate has proven to be a market leader with its products, Classic in value segment and Plus in professional. Increasing concern over oral hygiene amongst consumers resulted in a superior and premium grade of toothbrush that entirely focuses on improving brushing experience and oral health
Users are making transition towards higher value toothbrushes (super premium), due to the increased awareness of oral hygiene. Research suggests that majority of the consumers are more concerned about their oral health than ever and all the major brands like Oral B, Johnson & Johnson and Proctor and Gamble have either launched or in the process to launch a product in this segment
Colgate Palmolive is expected to lose it’s market share by almost 4% in 1993 and 3% in 1994, as it faces tough competition from major oral care competitors. If we don’t extend our toothbrush portfolio to include a super premium toothbrush, we are expected to lose our foothold in the toothbrush category
Our oral care division decided to launch a technological innovative product, that would meet the current market demand to cater premium brush users called “Precision”. If executed right, Precision will ensure a 5% growth in overall market share and maintain Colgate’s position as a market leader in the industry
With an investment of $14 million towards media advertisement and almost $7.6 million towards production, launching Precision as a mainstream product would result in NPV of $11 million and an IRR of 129%
The Precision toothbrush was a technologically superior product developed by Colgate-Palmolive over three years. It faced a competitive market with new products from rivals like Oral-B and Crest. Steinberg had to decide on Precision's positioning, branding, and communication strategy. She recommended an initial niche positioning targeting gum health, the Colgate Precision name, and a substantial promotional budget including sampling to drive trial and purchase intent. This approach would maximize profits while avoiding risks like supply issues and cannibalizing existing products.
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.
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.
This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
- Colgate-Palmolive has developed a new toothbrush called Precision that is superior at plaque removal compared to competitors' toothbrushes.
- Susan Steinberg, the Precision product manager, must recommend positioning, branding, and communication strategies.
- Precision could be positioned as either a niche product targeting gum disease concerns or as a mainstream product appealing to a broader market. Positioning as a niche product was estimated to capture 3% of the toothbrush market in year 1 while mainstream could capture 10%.
Colgate-Palmolive was developing a new toothbrush called Precision to target dental plaque removal. Research found adults were concerned about gum health and willing to pay more for products that fit their mouths well and removed plaque effectively. Tests showed Precision removed 35% more plaque than competitors. The case analyzed niche versus mainstream positioning and recommended a niche strategy with promotional advertising to emphasize Precision's clinical benefits. Precision was projected to lose $1.4 million in year 1 but gain $7.4 million in year 2 under this positioning.
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
CP was a global leader in household products with $6.06 billion in 1991 sales. Its five-year plan emphasized new products, markets, and efficiencies. In 1991, it spent $243 million upgrading plants, introduced 275 new products, and expanded to China and Eastern Europe. The document discusses CP's development of the Colgate Precision toothbrush through research, concept testing, production planning, pricing strategies, and advertising approaches to launch the new product as either a niche or mainstream brand.
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 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.
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3. In 1991
Total sales : $6.06 billion
Gross profit : $2.76 billion
R & D expenses : $114 million
Advertisement expenses : $428 million
4. • It emphasized new product launches and
entry into new geographic markets.
• 91 manufacturing plants & 275 new products
were introduced worldwide
• Gross margin rise 39% to 45%
• Annual volume growth : 5%
• International sales accounted 64% of sales
8. • World toothpaste market share – 43%
• World tooth brush market share – 16%
• Worldwide sales - $1.3 billion
• Operating profits - $9.8 million
CP held the number one position in the U.S.
retail toothbrush market with a 23.3% volume
share.
9. Operating statements for CP’s U.S.
toothbrush business since 1989.
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
100000
1989
1990
1991
1992E
11. • US oral care Market worth : $2.9 billion
• Dollar sales of toothbrushes had grown at an
average rate of 9.3% per annum.
• In 1992 they increased by 21% in value and
18% in volume, due to the introduction of 47
new products and line extensions.
12. Oral care Market
Retail sales ($453 millions)
Toothpaste
Mouth rinses
Toothbrush
dental floss and others
13. New product introductions since 1980
DATE New Product Introductions Main Feature
1950s Oral-B Classic Traditional square head
1977 Johnson & Johnson Reach First angled handle
1985 Colgate Plus First diamond-shaped head
1986 Lever Bros. Aim Slightly longer handle
1988 Johnson & Johnson Prevent Aids brushing at 45 angle
Colgate Plus Sensitive Gums Softer bristles
1989 Pepsodent “Commodity” brush
Oral-B Ultra Improved handle
1990 J&J Neon Reach Neon-colored handle
Oral-B Art Series Cosmetic feature
1991 Colgate Plus Angle Handle Diamond-shaped & angled
Colgate Plus Wild Ones Cosmetic feature
J&J Advanced Reach Design Rubber-ridged, non-
slip handle
Oral-B Indicator Bristles change color
Aquafresh Flex Flexible handle neck
Pfizer Plax Groove for thumb
1992 Crest Complete Rippled bristles
Colgate Precision Triple action bristles
18. CP estimated that 82% of toothbrush
purchases were unplanned, and research
showed that consumers were relatively
unfamiliar with toothbrush prices.
19. CP’s consumer research indicated that
consumers of the baby boom generation 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.
21. Brush changing Behaviour
48% changed brushes at least 3 months
When their toothbrushes became worn – 70%
After seeing dentist – 11%
Switch by impulse – 3%
65% of consumers had more than one toothbrush
24% kept a toothbrush at work.
54% had a special toothbrush for traveling.
22. Reason for using a brand
Main Reasons for Using a Brand Percent of Consumers
• Fits most comfortably in my mouth 63%
• Best for getting at hard-to-reach places 52%
• The bristles are the right softness 46%
• The bristles are the right firmness 36%
• Toothbrush my dentist recommends 35%
• Important part of my oral care regimen 30%
23. 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)
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
28. Principal Toothbrush Media Advertising Expenditures
and Shares of Voice: 1991-1992E
1991 1991 1992E 1992E
Media $MM Share Voice(%) Media $MM Share Voice(%)
Colgate Plus 7 19 8 15
Reach 15.5 42 17.1 31
Oral B 10.2 27 11.2 20
Crest Complete 0.4 1 6.4 12
Aquafresh flex 0.4 1 10 18
Pfizer Flex 2.3 6 2.2 4
29. Tag lines of competitor brands
Crest Complete
“Only Crest could make a
brush
this complete.”
Aquafresh Flex
“For gentle dental care”
Advanced Design Reach
“Advanced Design Reach”
Oral-B Indicator
“The brand more dentists
use”
Plax
“The new Plax, plaque
removing toothbrush”
30. Advertising and Promotion Expenditures for Colgate-Palmolive
Toothbrushes: 1989-1992E ($ in thousands)
1989
Media
Consumer
promotions
sales
promotion
1990
Media
consumer
promotions
trade
promotions
1991
media
consumer
promotions
trade
promotions
1992E
media
consumer
promotions
trade
promotions
32. As a result, many retailers were more receptive to adding new
toothbrush products than new varieties of toothpaste.
Toothbrushes provided retailers with an average margin of
25% and 35%
36. Product Design & Testing
Researchers used infrared motion analysis to
track consumers’ brushing movements and
consequent levels of plaque removal.
37. CP developed a unique brush with bristles of
three different lengths and orientations
38. In initial clinical tests, the brush achieved an
average 35% increase in plaque removal,
compared with other leading toothbrushes,
specifically Reach and Oral-B.
39. At the gum line and between the teeth, the brush
was even more effective, achieving double the
plaque removal scores of competitor brushes.
40. R&D taskforce had 5 main goals.
Determining the acceptance of the new toothbrush design
Creating a bristle configuration and handle design offering maximum plaque- removing
efficacy
Establishing an index to score clinical plaque-removal efficacy
Testing the between-teeth access of different toothbrush designs.
Understanding brushing techniques
41. How to position the product and
the corresponding branding and
communications strategies ?
43. How units volume reach consumer
• Units retail
• Units consumer
promotional
sampling
• Units through
proffesionals
• Niche positioning
strategy
• Year 1 8MM
• Year 2 15MM
• Year 1 2MM
• Year2 2MM
• Year 1 3MM
• Year 2 3MM
• Mainstream
positioning
strategy
• Year 1 26.8MM
• Year 2 44.1MM
• Year 1 7MM
• Year2 7MM
• Year 1 8MM
• Year 2 8MM
44. Capacity & Investment costs
Investment Cost Annual Capacity Depreciation time
Tufters $500,000 3MM Units 15 years
Handle Molds $300,000 7MM Units 5 years
Packaging $150,000 40MM Units 5 years
45. Alternative Positioning Scenarios for Precision
Precision as a Niche Product Precision as a Mainstream
Product
Planned capacity unit volume 33 MM units 101 MM units
Investment in capacity, $4.550 M $13 M
Depreciation costs $766,667 $2,156,667
Manufacturer per unit cost $0.66 $0.64
- Manufacturer price
- Suggested retail price
$2.02
$2.89
$1.76
$2.49
Advertising and promotion
costs
$22.9 Million $61.8 Million
46. A financial analysis estimated profits
for both market positions
Niche estimated net profit over 2 years :
$12,527,333Mainstream estimated net profit over 2 years :
$9,515,333
52. The results of these tests indicated that a claim
that the toothbrush would prevent gum
disease motivated the greatest purchase
intent among test consumers.
54. There was considerable debate over the CP toothbrush
advertising and promotion budget, which amounted to
$24.1 million in 1992, with $9.6 million in advertising
and $14.4 million in consumer and trade promotion.
55. Free 5 oz. tube of Colgate toothpaste (retail value of
$1.89) with the purchase of a Precision brush
50%-off offer on any size of Colgate toothpaste (up to
a value of $1.00) in conjunction with a 50¢ coupon
Consumer promotions
56. Another important tactic was to use dentists to
sample consumers since professional
endorsements were believed important to
establishing the credibility of a new
toothbrush.