Colgate Palmolive is launching a new precision toothbrush and analyzing marketing strategies. The document analyzes research on the market, competitors like Oral-B, the 4Ps of marketing, pricing, promotion, distribution, consumer behavior, and financial forecasts. It recommends marketing the precision toothbrush as a niche product targeting the super premium segment to remove plaque and promote healthier gums, requiring less budget than mainstream branding.

1. COLGATE PALMOLIVE CASE STUDY- PRECISION
TOOTHBRUSH

2. BACKGROUND
• August 1992-Colgate Palmolive poised to launch new
TOOTHBRUSH in U.S.A
• Called as Colgate Precision
• Technologically superior but faces tough competition
• Recent transformation of CP due to
1) Continued new product launches
2) Core consumer products

3. STEINBERG IN BRUSH-LAND
• Lost in the world of tooth brushes is Susan Steinberg,
Precision Product Manager
• Needs to recommend Positioning, Branding and
Communication strategies
• Has no option but to reach the HATTER for advice as
to how to proceed with the analysis
• The HATTER told her to be patient and go through
the analysis he did for her

4. RESEARCH
• 1991-CP held 43% of world tooth paste market and
16% of tooth brush market
• CP’s U.S. toothbrush sales in 1991 reached $77million
• Tooth brushes represented 19% of CP’s U.S. Oral care
division sales ad profits
• CP held no 1 position in U.S. retail toothbrush market
(23.3% volume share)

5. 4 P’S OF MARKETING
• The target in front of Steinberg was to establish the
4P’s: Product, Place, Price and Promotion
• The right marketing mix had to highlight the
technological advancement of the brush
• With the right audience to be targeted
• Cautious with in-house cannibalization

6. PRICING
• Placed in the “Super Premium segment
• New category, above of existing two segments: value
and professional
• Priced above $2.00
• Above Colgate Plus and Classic as well as at parity
with Oral-B Indicator

7. HOW IT STOOD OUT IN THE
CROWD
Niche or Mainstream ?
The merits of niche-
a) No cannibalization of Colgate Plus
b)Better competition with Oral-B
c) Branding in Super Premium Segment
d)The consumer behaviour more favourable towards
premium segment
e) Can later extend itself under mainstream product
line

8. The Demerits were-
a) Less profit compared to mainstream branding
b)Less volume share
c) If the brand is unable to resonate with the consumer
it could fail easily
d)The value and professional segments occupy huge
chunk of market share

9. PRODUCT
• Marketed as Niche product
• Highlight is innovative BRISTLES
• Super Premium Toothbrush at above $2
• Steinberg believed launch of Precision will
compliment trade advertising features and special
displays toothpaste category

10. IT ALL COMES DOWN TO BRISTLES
• Soft-Bristle brushes held 48% market share, growing
at 7% per year
• Oral-B unique branding with Indicator bristles
• Their ability to remove plaque
• Their reach in the hidden areas of teeth
• Precision had triple action brushing effect due to its
uniquely made bristles
• Reached all areas of teeth

11. PROMOTION-GUMS& PLAQUE
• R&D stated the product was superior to both Oral-B
and Reach in accessing front and back teeth
• Needs to concentrate on their “Triple Action
Brushing Effect”
• Needs to highlight its effectiveness in removing
plaque and stronger gums
• Promote it as Dentist’s recommendation

12. CONSUMER BEHAVIOR
• Changing rapidly
• Investing more on oral hygiene
• Preference towards professional & Super Premium
toothbrush
• Concerned more about plaque and gums than other
factors
• Pay great attention to BRISTLES

13. CONSUMER-PROMOTION
• 1+1 tooth brush offers
• (Toothpaste + toothbrush) bundle
• Cash Refund
• Free samples
• (Mouth Wash + Toothpaste) bundle promoting
plaque removal
• (Adult + Child) toothbrush combo(higher purchase
rate)

14. DISTRIBUTION
• In 1992, 22% of all toothbrushes were distributed by
dentists, the segment was dominated by Oral-B
• Precision would be carried primarily by food and
drug stores
• By mass merchandisers later on in the product cycle
to cope with the competition in retail stores
• Need a push through Dentist’s recommendation

15. ADVERTISING
Heavily marketed as technologically advanced product
that features unique bristles
• Claim to remove significantly more plaque than other
toothbrushes and lead to healthier gums
• The “Feel Good” factor is advertised prompting
buyers to experience the change
• Free samples to promote good word of mouth

17. COMPETITION
• In-house as well as out-house
• In-house it could compete with cheaper options like
Colgate Plus and Classic due to changing consumer
preferences
• Out-house it competed directly with Oral-B’s
Indicator toothbrush
• Other new entrants also posed great threat due to
impulsive buying habits of consumers

18. ORAL-B
• Innovative products like Indicator brush
• The bristles turned pale when it was time to replace it
• The strategy worked well, in terms of sales and
promotions
• Consumer’s always like something new and gimmicky
• The distribution channel comprised relied heavily on
Dentist’s recommendation

19. FINANCIAL FORECAST
• Predicts rate of success under niche or mainstream
branding
• Niche branding require less marketing
expenditure(1/3 of mainstream)
• The profits earned less than that under mainstream
branding
• Niche branding would not eat up Colgate Plus’s
market share

20. PROFIT-AND-LOSS PRO FORMA
• Company would face huge losses if marketed as
mainstream product
• Profit will come from the premium segment
targeting
• Less investment in marketing
• Could be extended to mainstream as capacity
increases further increasing profits
• Unit Volume share(Retail, Sampling and through
Professionals) less than that of mainstream

21. SUGGESTIONS
• Steinberg should market the Precision toothbrush as
a niche product only and not a mainstream product
• Positioning-niche
• Branding-Use the Colgate brand and not just
Precision as it will uplift
• Communication-Technological advance(Use of
Dentist’s recommendation and Samplings)
• Promotion-Removes Plaque and healthier gums

22. • Advertising- Dentist’s recommendation
• Marketing mix- Product-Concentrate on Bristles
Marketing
Place- Baby Boomers segment
Price- Super Premium segment
Promotion- Healthier Gum, removal of plaque
• Profit- More in Super Premium segment as numbers
suggest it will require less budget for marketing and
advertising(1/3 required for Mainstream branding)
• SKU-Less shop keeping unit compared to
mainstream, less other sku lines to be dropped

23. SUMMARY
• Background
• Problem at hand
• Analysis-Research
• Marketing Mix
• Brand Positioning, Consumer Behaviour and
Distribution
• Competition
• Financial Forecast
• Profit-and-loss Pro Forma
• Suggestions

24. DISCLAIMER
Created by Sumeet Duggal, Manipal
University Jaipur, during a Marketing
Management Internship under
Prof. Sameer Mathur, IIM Lucknow