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 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.
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%
Case study on Colgate Palmolive- The Precision ToothbrushIshita Pandey
This is a case study on Colgate-Palmolive: The Precision Toothbrush done under the guidance of Professor Sameer Mathur, IIM Lucknow for Marketing Management internship.
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 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 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.
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%
Case study on Colgate Palmolive- The Precision ToothbrushIshita Pandey
This is a case study on Colgate-Palmolive: The Precision Toothbrush done under the guidance of Professor Sameer Mathur, IIM Lucknow for Marketing Management internship.
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 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 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 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 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 - 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.
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 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.
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 precision case study pgpmx mumbai group a dec2015Sanmeet Dhokay
The document provides background information on Colgate-Palmolive's launch of a new toothbrush, the PrecisionToothbrush, in the US market in 1993. It analyzes the oral care market and competitive landscape, segmentation of consumers, positioning of the Precision toothbrush for the target segment with therapeutic oral hygiene needs, and how Precision addresses consumer needs better than competitors through its innovative design.
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.
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 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 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 Toothbrush Case StudyUttaravalli Abhinav
Colgate-Palmolive developed a new toothbrush called Precision to provide better plaque removal than competitors. The Precision product manager considered whether to position it as a niche or mainstream product. Financial analysis showed greater profits from niche positioning in year 1 transitioning to mainstream in year 2. This minimized revenue losses from cannibalizing existing products. Testing found naming it "Precision" rather than "Colgate Precision" reduced cannibalization. The launch communication strategy included consumer promotions, emphasizing Precision's plaque removal, and sampling to overcome perceptions of its unusual brush head design. Dentist sampling further supported the niche launch approach.
Colgate has been in business since 1806 starting as a soap and candle company. It introduced toothpaste in jars in 1873 and collapsible tubes in 1896. Today it focuses on oral care, personal care, home care, and pet nutrition, selling products in over 200 countries. Colgate promotes its toothpaste, toothpowder, and mouthwash through innovative packaging and advertising strategies. It has implemented successful marketing strategies like partnering with dentists and targeting rural markets for growth. While it faces competition and pressure to lower prices, Colgate remains a market-leading brand with high visibility and customer loyalty due to its long history and financial strength.
The document provides an analysis of Colgate's global rollout of its new toothpaste brand Colgate Max Fresh (CMF) in China and Mexico. It finds that Mexico better adapted the launch to local consumer needs compared to China, resulting in higher profits for Mexico. Specifically, Mexico's marketing strategies were more aligned with the US strategies with minimal additional advertising costs. This led to substantial operating profits in Mexico. For long term global success, Colgate should standardize adaptations where possible across countries with similar cultures to reduce complexity. Overall, localized adaptations are necessary for success but added complexity can be good or bad depending on how it is managed from a global perspective.
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: 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.
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 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 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 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 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 - 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.
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 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.
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 precision case study pgpmx mumbai group a dec2015Sanmeet Dhokay
The document provides background information on Colgate-Palmolive's launch of a new toothbrush, the PrecisionToothbrush, in the US market in 1993. It analyzes the oral care market and competitive landscape, segmentation of consumers, positioning of the Precision toothbrush for the target segment with therapeutic oral hygiene needs, and how Precision addresses consumer needs better than competitors through its innovative design.
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.
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 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 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 Toothbrush Case StudyUttaravalli Abhinav
Colgate-Palmolive developed a new toothbrush called Precision to provide better plaque removal than competitors. The Precision product manager considered whether to position it as a niche or mainstream product. Financial analysis showed greater profits from niche positioning in year 1 transitioning to mainstream in year 2. This minimized revenue losses from cannibalizing existing products. Testing found naming it "Precision" rather than "Colgate Precision" reduced cannibalization. The launch communication strategy included consumer promotions, emphasizing Precision's plaque removal, and sampling to overcome perceptions of its unusual brush head design. Dentist sampling further supported the niche launch approach.
Colgate has been in business since 1806 starting as a soap and candle company. It introduced toothpaste in jars in 1873 and collapsible tubes in 1896. Today it focuses on oral care, personal care, home care, and pet nutrition, selling products in over 200 countries. Colgate promotes its toothpaste, toothpowder, and mouthwash through innovative packaging and advertising strategies. It has implemented successful marketing strategies like partnering with dentists and targeting rural markets for growth. While it faces competition and pressure to lower prices, Colgate remains a market-leading brand with high visibility and customer loyalty due to its long history and financial strength.
The document provides an analysis of Colgate's global rollout of its new toothpaste brand Colgate Max Fresh (CMF) in China and Mexico. It finds that Mexico better adapted the launch to local consumer needs compared to China, resulting in higher profits for Mexico. Specifically, Mexico's marketing strategies were more aligned with the US strategies with minimal additional advertising costs. This led to substantial operating profits in Mexico. For long term global success, Colgate should standardize adaptations where possible across countries with similar cultures to reduce complexity. Overall, localized adaptations are necessary for success but added complexity can be good or bad depending on how it is managed from a global perspective.
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: 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.
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.
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.
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.
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.
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.
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.
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.
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 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.
Colgate Palmolive was considering launching a new precision toothbrush. They could position it as either a niche product targeting gum health or a mainstream product. As a niche product it would capture less of the market more slowly but with less risk, while mainstream would capture more of the market faster but with greater risk. They analyzed test marketing and financial projections. In the end, they recommended initially positioning it as a niche product to appeal to consumers concerned with gum health, then potentially expanding it 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: 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.
- 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.
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 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.
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.
Similar to Colgate palmolive precision toothbrush, a harvard case study by ayan ghosh (20)
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2. What Colgate-Palmolive group is all about?
The Colgate-Palmolive Company is an American
worldwide consumer products company focused
on the production, distribution and provision of
household, health care and personal products,
such as soaps, detergents, and oral hygiene
products (including toothpaste and
toothbrushes). With 1991 sales of $6.06 billion
and a gross profit of $2.76 billion, CP was a
global leader in household and personal care
products.
4. The Situation is…
In August 1992, Colgate-Palmolive (CP) was poised to launch a new
toothbrush in the United States, tentatively named Colgate Precision.
CP’s Oral Care Division had been developing this technologically superior
toothbrush for over three years but now faced a highly competitive market
with substantial new product activity.
5. Objective is
1/4 - To study the market competition faced
by the Colgate Precision Toothbrush.
7. 3/4 - To study the strategies that can be used to “position”
the Precision toothbrush
8. 4/4 - To analyze the “profits” gained by adopting the given
strategies.
9. 3 Key Players in the case-
1. Susan Steinberg - Precision Product Manager
2. Nigel Burton - Division General Manager
3. Ruben Mark - CP’s C.E.O.
10. Lets move on by going a bit backwards..
In 1991, the U.S. Oral Care market was $2.9 billion in retail
sales and had grown at an annual rate of 6.1% since 1986.
Dollar sales of toothbrushes had grown at an average rate of
9.3% per annum since 1987, but, in 1992 they increased by 21%
in value and 18% in volume, due to the introduction of 47 new
products and line extensions during 1991-1992.
11. Unit sales growth in 1993, however, was projected to be slower
due to a build-up in household inventories of toothbrushes in
1992 as a result of increased sampling of free brushes through
dentists and an abnormally high number of “two-for-one”
consumer promotions.
12. Another reason behind slow down in sales growth was the
increasing competition with Oral-B (owned by Gillette),
Johnson & Johnson (J&J), Procter & Gamble (P&G),
Smithkline Beecham
13. Product Segmentation- In the 1980s, industry
executives divided the toothbrush category into mainly
two segments: value and professional. More or less all the
market giants had come with their respective products to
cater every segment.
14. Segmentation Based on Cost
Toothbrush
Value- Priced on an average
$1.29, Accounted for 24% unit
volume and 12% dollar sales
Professional-Priced between
$1.59 and $2.09 Accounted for
41% unit volume and 42% dollar
sales.
15. A third type of brush was developed out of
Professional segment.
Super-Premium: Emerged out of the professional
segment Priced between $2.29 and $2.89 Accounted for
35% unit volume and 46% dollar sales.
16. 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
end rounded
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
Major New Products in the Super-Premium Toothbrush Segment
17. Consumer behavior
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. Brand choice was based on features,
comfort and professional recommendations.
18. 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
Consumer segmentation of Toothbrush users
19. 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%
Brand Decision Factors for Consumers
21. The Precision toothbrush was a technical innovation. In laboratory
experiments, researchers used infrared motion analysis to track
consumers’ brushing movements and consequent levels of plaque
removal. With this knowledge and through computer aided design, CP
developed a unique brush with bristles of three different lengths and
orientations
1. Product - Design and Testing
22.
23. In 1989, CP had established a task force comprising executives from
R&D and Marketing, dental professionals, and outside consultants. Its
mission was to “develop a superior, technical, plaque removing device.
24. 5 Goals of the Task Force
1. Understanding the varying techniques consumers used when brushing
their teeth.
2. Testing the between-teeth access of different toothbrush designs.
3. Establishing an index to score clinical plaque-removal efficacy at the gum
line and between teeth.
4. Creating a bristle configuration and handle design offering maximum
plaque- removing efficacy.
5. Determining, through clinical and consumer research, the efficacy and
acceptance of the new toothbrush design
25. Conclusions by 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. The tests revealed that CP’s new design was superior to both Oral-B
and Reach in accessing front and back teeth, using either horizontal or vertical brushing.
26. 2. Promotion
A typical CP toothbrush display increased sales by 90% over a normal shelf
facing. When Colgate toothbrushes were combined with Colgate toothpaste in a
single display, toothbrush sales increased by 170%.
28. Advertising and Promotion Expenditures for Colgate-Palmolive Toothbrushes:
1989-1992E ($ in thousands)
29. Positioning Precision
was developed with the objective of creating the best brush possible and as
such, becoming a top-of-the range, super-premium product. It 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.
30. Steinberg believed that with a niche positioning, Precision retail
sales would represent 3% volume share of the toothbrush market
in year 1 and 5% in year 2. With a mainstream positioning, these
volume shares would be 10% in year 1 and 14.7% in year 2. Total
category unit volumes were estimated at 268 million in 1993 and
300 million in 1994.
32. 3. 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
35. 4. Distribution
In 1987, traditional food stores sold 75% of oral care products, but by 1992
they accounted for only 43% of toothbrush sales and 47% of toothpaste
sales. Mass merchandisers gained share due to increased in-store
promotional support. Partly in response and partly because of the
increasing number of SKUs (Stock Keeping Unit), food stores began to
expand shelf space devoted to oral care products.
36. Branding
Alternative names tested included Colgate Precision, Colgate System III, Colgate
Advantage, Colgate 1.2.3, Colgate Contour, Colgate Sensation, and Colgate Probe.
The Colgate Precision name was consistently viewed more favorably—it was deemed
appropriate by 49% of concept acceptors and appealing by 31%.
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.
37. Communication and Promotion
Once the basic product design was established, four concept tests, conducted
among 400 adult professional brush users (Colgate Plus, Reach, and Oral-B
users) 18 to 54 years of age, were run during 1990-1991. Consumers were
exposed to various product claims in prototype print advertisements and then
asked about the likelihood that they would purchase the product.
39. Analysis of the Concept Tests
• Results indicate that a claim that the toothbrush would prevent gum disease
motivated the greatest purchase intent among test consumers.
• Additional consumer research, including in-home usage tests, revealed that
55% of test consumers found Precision to be very different from their current
toothbrushes, and 77% claimed that Precision was much more effective than
their current toothbrush.
•Consumer research revealed that the more test consumers were told about
Precision and how it worked, the greater their enthusiasm for the product.
41. The brush looked unusual and test participants sometimes had mixed
first impressions. A further problem was that the benefit of reduced gum
disease from extra plaque removal was difficult to translate into a
message with broad consumer appeal, since few consumers
acknowledged that they might have gum disease.
Problems with Precision:
42. However..
Steinberg believed that Precision was the best brush for
people who cared about what they put in their mouths
but was still searching for the right superiority claim.
Once tried, consumer intent to purchase rose
dramatically. Steinberg therefore concluded that
sampling would be critical to Precision’s success.
43. Case Conclusions 1.
Launching the Precision Toothbrush as a Niche market product
is a better choice than launching it as a mainstream market
product. Initial niche positioning, which could later be broadened
to a mainstream positioning as additional capacity came on line,
may prove as a better alternative.
44. Case Conclusions 2.
Branding is another issue that needs to be resolved. CP Executives debated
whether the brush should be known as “Colgate Precision” or as “Precision
by Colgate.” The brush should be given a unique identity and “Precision”
brand name should be emphasized.
45. Case Conclusions 3.
Communication and Promotion plays an important role in defining the
success of a product. It was claimed that Precision toothbrush removes
plaque better than any other toothbrush. It was also claimed that Precision
toothbrush reduces gum diseases that may arise due to excess plaque. CP
should make sure that it is delivering the promises that it made during the
promotions and remove those that are exaggerated or are lies. This will
earn customers’ loyalty and will promote the brand name.
46. Case Conclusions 4.
Since, launching Precision tooth brush as a niche market
product seems to yield more benefits, hence it should also be
priced accordingly. Initially, it should be priced at par with
Oral-B’s Indicator toothbrush. Considering the claims that the
company makes for the Precision toothbrush and also that it
falls in the super-premium segment, this pricing is optimal
47.
48. Created by Ayan Ghosh, Assistant Engineer –UNI Seven Engineering and Infra.
Pvt. Ltd. Kolkata, During summer internship under the guidance of Professor
Sameer Mathur, IIM-Lucknow.