The document provides a marketing plan for Colgate-Palmolive's Precision toothbrush, which was introduced in 1993. It includes a situation analysis of the oral healthcare industry and Colgate's position in it. Marketing strategies are proposed for the Precision toothbrush's product, price, placement, and promotion. Budgets are also included for launching the product or not launching it. The document analyzes the industry, competitors, market, and provides rationale for a niche or mainstream marketing strategy.
segmentation , targeting and positioning of collgateParas bagde
Colgate targets urban youth, urban wealthy classes, and wealthy rural customers in India. It positions itself as a high-quality brand with premium prices compared to competitors. Colgate Sensitive Pro-Relief is positioned as the most effective toothpaste for sensitive teeth. Colgate also positions itself as offering extra benefits like its Pro-Argin technology, which provides long-term oral health protection by removing problems at their root. Colgate's target market for its Sensitive Pro-Relief product is people aged 20-40 who suffer from tooth sensitivity, as evidenced by its advertisements showing people of all ages in this range.
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.
IMC, Media Planning, Media Budget, Marketing plan, ATL and BTL, Above the line and below the line, Media selection, Communication Strategy and Plan, IMC program
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.
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 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.
This is my final project for MBA marketing principles in PDF form , your comments are valuable to upgrade and improve it
Marketing plan for an existing product in the market of 1 year age and we need to boom the revenues of this product studying all the tactics and actions to be taken within the coming 2 years to boom the market share from 2 % to 10 % within 2 years time frame
segmentation , targeting and positioning of collgateParas bagde
Colgate targets urban youth, urban wealthy classes, and wealthy rural customers in India. It positions itself as a high-quality brand with premium prices compared to competitors. Colgate Sensitive Pro-Relief is positioned as the most effective toothpaste for sensitive teeth. Colgate also positions itself as offering extra benefits like its Pro-Argin technology, which provides long-term oral health protection by removing problems at their root. Colgate's target market for its Sensitive Pro-Relief product is people aged 20-40 who suffer from tooth sensitivity, as evidenced by its advertisements showing people of all ages in this range.
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.
IMC, Media Planning, Media Budget, Marketing plan, ATL and BTL, Above the line and below the line, Media selection, Communication Strategy and Plan, IMC program
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.
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 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.
This is my final project for MBA marketing principles in PDF form , your comments are valuable to upgrade and improve it
Marketing plan for an existing product in the market of 1 year age and we need to boom the revenues of this product studying all the tactics and actions to be taken within the coming 2 years to boom the market share from 2 % to 10 % within 2 years time frame
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: 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.
Dove Whitenening Deodrant- Brand ExtensionSameer Mathur
Dove launched deodorants in India as a brand extension of its skin and hair care products. As of 2014, Dove held 2% market share in the deodorant category in India, which was a growing market worth INR 24 billion. Dove's deodorants are targeted at upper middle and premium class women between 17-50 years old. Key products include a whitening deodorant marketed as reducing dark underarms within 2 weeks. Dove positions its deodorants based on emotional appeals of real beauty rather than celebrity endorsements or alcohol content like competitors.
The document discusses Colgate-Palmolive's development and planned launch of the Precision toothbrush. It summarizes research conducted to design the toothbrush for maximum plaque removal. Precision could be positioned as either a niche premium product targeting gum disease, or a mainstream product appealing as the most effective brush. The marketing plan considers segmentation, pricing, placement, promotion and advertising strategies to launch Precision and capture market share from competitors.
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-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 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.
Introducing the digital strategy for Nivea Skincare.
A detailed campaign with the objective to increase Nivea's market share and build brand loyalty amongst consumers within the skincare and cosmetics market.
Unilever launched its "Path to Growth" initiative in 2000 to decentralize its 1,600 brands into 400 global masterbrands. Dove was selected as a masterbrand. It had previously relied on claims of functional superiority but could no longer do so across categories. Its new role was to provide a point of view. Research found that advertising portrayed unattainable standards of beauty. Dove launched its "Campaign for Real Beauty" in 2004 featuring everyday women to promote a broader definition of beauty. It risked criticism but generated significant awareness and debate, establishing an emotional connection with women. The campaign was hugely successful and helped Dove become the number one cleansing brand, with the fund also raising self-esteem of girls
This is a mini case study review of NIVEA uploaded as an assignment for the marketing internship under Prof.Sameer Mathur.
Do check it out and please review.
Nivea is a global skin care brand owned by German company Beiersdorf. Founded in 1882, Nivea focuses on product innovation and international expansion. It has a wide range of products for all ages and gender. Nivea applies strategies like point of difference, continuous innovation, and creating universal sub-brands. It uses various marketing techniques including direct mail, event sponsorships, and non-traditional approaches. The target market consists of middle-class consumers of all ages. Through brand extensions and celebrity endorsements, Nivea maintains its position as a leader in the facial care market globally.
Unilever is a multinational consumer goods company with over 40 brands focused on health and wellbeing. Dove is one of Unilever's personal care brands that has been sold since the 1940s. In the 1990s, Dove launched "The Campaign for Real Beauty" featuring real women of all ages and body types to promote positive self-esteem. While successful in building the brand, the campaign has also faced some controversy. The document discusses three options for Dove's direction: continue the campaign, focus on product benefits, or promote products while keeping real women in ads. It ultimately recommends the third option to address relying too heavily on activism while maintaining the campaign's strengths.
Integrated marketing communication of nestleMukul kale
1) Nestle is a large global food and beverage company ranked #72 on the Fortune Global 500 with over 447 factories worldwide.
2) It aims to provide high quality, safe foods that meet consumer needs and has many brands that generate over $1.1 billion in annual sales.
3) As part of its integrated marketing communications plan, Nestle allocates 35% of its budget to marketing tools like television, radio, print media and outdoor advertising to reach consumers across different platforms.
This document provides a project report on Colgate-Palmolive Ltd. It includes an introduction to the company, its history dating back to the 1800s, details on its marketing mix including product, price, place and promotion strategies. It also includes a BCG matrix analysis, SWOT analysis and STP analysis of Colgate's business and products. The project was submitted by five MBA students and provides a comprehensive overview of Colgate-Palmolive's business in 3 pages.
The document discusses the target audiences, positioning, and value propositions of several toothpaste brands:
Colgate targets the whole toothpaste market and positions itself as providing decay protection, strong teeth, and fresher breath. Pepsodent targets kids and families and positions as providing long-lasting germ protection. Sensodyne targets those with dentine hypersensitivity and positions as providing 24/7 sensitivity protection in a niche premium market segment. Close-up targets youth and positions as providing freshness and confidence. Himalaya targets families interested in ayurvedic and herbal products and positions as an all-natural option that strengthens teeth and gums.
The document provides information on Colgate-Palmolive's competitors and the US oral care market in 1991. It summarizes key details on Colgate's sales and profits in 1991, market share of oral care products, major toothbrush competitors, consumer behavior trends, and advertising expenditures. It also describes Colgate's new Precision toothbrush, which clinical trials showed removed 35% more plaque than competitors, and debates positioning and marketing strategies for the new product.
- Toyota is a major Japanese automaker founded in 1933 that currently operates in 30 countries worldwide with 19 million customers. It ranks 8th on the Fortune 500 list and saw profits increase 16.6% from last year to over $5.2 billion.
- Toyota is the top selling brand in America, has the highest owner loyalty of any manufacturer, and has won more "best car for the money" awards than any other company. The Toyota Corolla is one of their most popular models.
- The document discusses analyzing factors that affect Corolla sales, Toyota's market strategies compared to competitors, and assessing Toyota's performance and standing in the automotive market through statistics.
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: 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.
Dove Whitenening Deodrant- Brand ExtensionSameer Mathur
Dove launched deodorants in India as a brand extension of its skin and hair care products. As of 2014, Dove held 2% market share in the deodorant category in India, which was a growing market worth INR 24 billion. Dove's deodorants are targeted at upper middle and premium class women between 17-50 years old. Key products include a whitening deodorant marketed as reducing dark underarms within 2 weeks. Dove positions its deodorants based on emotional appeals of real beauty rather than celebrity endorsements or alcohol content like competitors.
The document discusses Colgate-Palmolive's development and planned launch of the Precision toothbrush. It summarizes research conducted to design the toothbrush for maximum plaque removal. Precision could be positioned as either a niche premium product targeting gum disease, or a mainstream product appealing as the most effective brush. The marketing plan considers segmentation, pricing, placement, promotion and advertising strategies to launch Precision and capture market share from competitors.
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-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 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.
Introducing the digital strategy for Nivea Skincare.
A detailed campaign with the objective to increase Nivea's market share and build brand loyalty amongst consumers within the skincare and cosmetics market.
Unilever launched its "Path to Growth" initiative in 2000 to decentralize its 1,600 brands into 400 global masterbrands. Dove was selected as a masterbrand. It had previously relied on claims of functional superiority but could no longer do so across categories. Its new role was to provide a point of view. Research found that advertising portrayed unattainable standards of beauty. Dove launched its "Campaign for Real Beauty" in 2004 featuring everyday women to promote a broader definition of beauty. It risked criticism but generated significant awareness and debate, establishing an emotional connection with women. The campaign was hugely successful and helped Dove become the number one cleansing brand, with the fund also raising self-esteem of girls
This is a mini case study review of NIVEA uploaded as an assignment for the marketing internship under Prof.Sameer Mathur.
Do check it out and please review.
Nivea is a global skin care brand owned by German company Beiersdorf. Founded in 1882, Nivea focuses on product innovation and international expansion. It has a wide range of products for all ages and gender. Nivea applies strategies like point of difference, continuous innovation, and creating universal sub-brands. It uses various marketing techniques including direct mail, event sponsorships, and non-traditional approaches. The target market consists of middle-class consumers of all ages. Through brand extensions and celebrity endorsements, Nivea maintains its position as a leader in the facial care market globally.
Unilever is a multinational consumer goods company with over 40 brands focused on health and wellbeing. Dove is one of Unilever's personal care brands that has been sold since the 1940s. In the 1990s, Dove launched "The Campaign for Real Beauty" featuring real women of all ages and body types to promote positive self-esteem. While successful in building the brand, the campaign has also faced some controversy. The document discusses three options for Dove's direction: continue the campaign, focus on product benefits, or promote products while keeping real women in ads. It ultimately recommends the third option to address relying too heavily on activism while maintaining the campaign's strengths.
Integrated marketing communication of nestleMukul kale
1) Nestle is a large global food and beverage company ranked #72 on the Fortune Global 500 with over 447 factories worldwide.
2) It aims to provide high quality, safe foods that meet consumer needs and has many brands that generate over $1.1 billion in annual sales.
3) As part of its integrated marketing communications plan, Nestle allocates 35% of its budget to marketing tools like television, radio, print media and outdoor advertising to reach consumers across different platforms.
This document provides a project report on Colgate-Palmolive Ltd. It includes an introduction to the company, its history dating back to the 1800s, details on its marketing mix including product, price, place and promotion strategies. It also includes a BCG matrix analysis, SWOT analysis and STP analysis of Colgate's business and products. The project was submitted by five MBA students and provides a comprehensive overview of Colgate-Palmolive's business in 3 pages.
The document discusses the target audiences, positioning, and value propositions of several toothpaste brands:
Colgate targets the whole toothpaste market and positions itself as providing decay protection, strong teeth, and fresher breath. Pepsodent targets kids and families and positions as providing long-lasting germ protection. Sensodyne targets those with dentine hypersensitivity and positions as providing 24/7 sensitivity protection in a niche premium market segment. Close-up targets youth and positions as providing freshness and confidence. Himalaya targets families interested in ayurvedic and herbal products and positions as an all-natural option that strengthens teeth and gums.
The document provides information on Colgate-Palmolive's competitors and the US oral care market in 1991. It summarizes key details on Colgate's sales and profits in 1991, market share of oral care products, major toothbrush competitors, consumer behavior trends, and advertising expenditures. It also describes Colgate's new Precision toothbrush, which clinical trials showed removed 35% more plaque than competitors, and debates positioning and marketing strategies for the new product.
- Toyota is a major Japanese automaker founded in 1933 that currently operates in 30 countries worldwide with 19 million customers. It ranks 8th on the Fortune 500 list and saw profits increase 16.6% from last year to over $5.2 billion.
- Toyota is the top selling brand in America, has the highest owner loyalty of any manufacturer, and has won more "best car for the money" awards than any other company. The Toyota Corolla is one of their most popular models.
- The document discusses analyzing factors that affect Corolla sales, Toyota's market strategies compared to competitors, and assessing Toyota's performance and standing in the automotive market through statistics.
Nokia was the #3 mobile phone brand in the US behind Motorola and Ericsson. To differentiate itself, Nokia launched a campaign positioning itself as the "personal" brand of wireless technology. The campaign emphasized Nokia's customizable phones and messaging that phones are a reflection of personal style. The objectives were to increase brand awareness and associate Nokia with being personal, distinctive, and standing out. The campaign was successful, with top-of-mind awareness increasing from 12% to 22% and brand attributes like "imaginative" and "dynamic" growing substantially. Nokia surpassed sales goals and became the #1 manufacturer in the US mobile phone market.
This marketing plan proposes a new line of Levi's "Celebrity Fit" jeans that will be modeled after and named after celebrities. There will be men's and women's lines with 3-4 styles each tailored to compliment different body types represented by celebrities like Rihanna and Robert Pattinson. The plan aims to make Levi's seem more trendy and appeal to young adults in the US and Europe through print ads focusing on the personalized fit and relating to celebrities. Objectives include improving sales 15% and enhancing Levi's brand image in today's fashion climate.
Nikon has operated in the imaging products industry for nearly 100 years. It faces challenges from increasing smartphone popularity, including struggling to maintain competitiveness and stabilize declining income. The report analyzes Nikon, Fujifilm, and Olympus through an overview of Nikon, market analysis, financial/operational analysis, and scenario analysis. Recommendations are provided to help Nikon enhance performance.
Pepsi segments the market based on geographic, demographic, psychographic, and behavioral factors. Demographically, Pepsi targets younger people aged 14-30. Psychographically, they focus on the lower/upper middle class and target adventurous personalities with drinks like Mountain Dew. Pepsi uses differentiated and niche marketing strategies, launching various products like Code Red and Mountain Dew to meet different customer needs. Their positioning focuses on value with slogans like "More for less".
Levi's has been in business since 1853 and is known for its durable denim jeans. The document discusses Levi's pricing and promotion strategies. It outlines how Levi's determines prices based on factors like cost and what the target market can afford rather than competitors. It also details several promotion campaigns Levi's has run focusing on authenticity, sex appeal for youth, and using celebrities in India. The document concludes by summarizing Levi's plans to launch a new custom-fit jean line called Curve ID targeted towards women.
Red Bull is an energy drink founded in 1984 that targets thrill-seeking young adults aged 16-29 through sponsoring extreme sports events. It uses "buzz marketing" by sponsoring sports like motocross, skiing and music events to associate the drink with adventure. Red Bull also partners with non-profits like Wings for Life to fund spinal cord injury research, benefiting athletes it sponsors. The company's marketing strategy centers around sponsoring extreme sports to position Red Bull as enabling an energetic lifestyle.
Marketing (Case Study about : Adidas and FedEx)ihab tarek
Adidas is a global sports brand known for innovative products and sponsorship of major sporting events. The document discusses Adidas' sponsorship of the 2012 London Olympics as a case study, describing their marketing strategies of using the Olympics platform to engage young consumers globally through social media promotion and events. Their goals were to associate their brand with the Olympics and teams, drive brand preference among youth, and become the most talked about sports brand in 2012.
Dell is an American technology company founded in 1984 that focuses on cloud computing and enterprise services. Its previous marketing strategy emphasized direct distribution and lower pricing. Its current strategy centers around cloud computing through acquisitions of 15 companies in recent years to capitalize on the rapidly growing cloud market. Dell aims to transition from a PC maker to a cloud-focused enterprise hardware and services company with cloud computing at the core of its strategy.
Brand Management - Levis Brand Exploratory and Inventoryminneapplealex
This document summarizes research on the Levi's jeans brand equity and recent marketing campaigns. It finds that Levi's has strong brand salience and associations with quality and American culture. However, brand imagery and feelings of resonance differ between older versus younger consumer segments. The document also reviews Levi's recent "Buff" campaign and Curve ID launch, finding an opportunity to better emphasize the brand's corporate social responsibility efforts and increase consistency in communications. It concludes by recommending Levi's maintain consistent brand associations across all marketing.
Why multinational banks have an edge over nationalizedPrateek Mishra
The document discusses the banking sector in India and compares nationalized and multinational banks. It notes that the banking sector makes up 58% of the service sector in India. Nationalized banks offer lower lending rates than multinational banks, between 10.5-11% versus 17.5%, but have weaknesses like bureaucracy, poor service quality, and long loan processing times. Multinational banks have strengths like better service and processing times. For nationalized banks to compete, they need to improve their structures and quality of service to meet changing customer needs.
These topics focus on the relevance and importance of marketing, which you can use to complete your MBA essays. https://www.managementwritingsolutions.com/scholarship-essay.php
Levi Strauss & Co. is a global apparel company founded in 1853 in San Francisco. It manufactures and markets jeans, casual wear and other clothing under the Levi's, Dockers, and Denizen brands. The company owns the patent for riveted jeans and pioneered jeans as durable work clothing. Levi's jeans became a popular fashion item in the 20th century and the company grew to become the largest jeanswear manufacturer in the world. Today Levi Strauss uses a variety of marketing strategies to promote its iconic brands while maintaining a sustainable and socially responsible supply chain globally.
Project On Gucci_ Italy..by ADP's Variablezzzz!!!!!Aleena Mughal
- Gucci is an iconic Italian luxury fashion brand founded in Florence in 1921 that is known for its high-quality leather goods and accessories.
- Under the leadership of creative director Tom Ford in the 1990s, Gucci revitalized its brand and saw explosive growth, generating $4.2 billion in sales by 2008.
- Today, Gucci operates over 450 stores globally, targeting wealthy customers with designs that blend heritage craftsmanship with contemporary styles. Gucci continues to strengthen its brand through prestigious awards, celebrity partnerships, and global expansion.
This document provides an overview and analysis of Cadbury India and the chocolate market in India. Some key points:
- Cadbury India controls over 67% of the Indian chocolate market and has established itself as the market leader with brands like Cadbury Dairy Milk.
- The Indian chocolate market is growing rapidly at around 15-23% annually but per capita consumption remains low compared to other countries.
- Cadbury faces competition from other large multinational companies like Nestle but maintains its strong brand and market position through effective marketing, innovation, and maintaining quality/trust in its products.
- A PESTEL, SWOT, and five forces analysis are provided to examine the key external factors,
This document provides a marketing plan overview for Nescafe Gold premium coffee segment in Thailand. It summarizes that the premium coffee segment is growing but still introductory, with opportunities to double market size in 3 years. Nescafe Gold has grown its market share successfully since launching in 2004, but faces threats from substitute products and needs to further drive the premium coffee category overall. The plan aims to leverage Nescafe's brand strength and prioritize product, price, promotion to maintain Nescafe Gold's leadership over competitors like Moccona Royal Gold.
The document provides information on Toyota's history and key vehicle models. It discusses the founding of Toyota by Sakichi Toyoda and Kiichiro Toyoda in the 1920s. Toyota initially started as a loom manufacturing company before establishing an automobile department. Key vehicles discussed include the Toyota Innova MPV, Corolla compact car, and Prius hybrid vehicle. The Prius was the world's first mass-produced hybrid car. The document also analyzes potential market entry strategies for Toyota in countries like Australia, Malaysia, and Indonesia.
This is the Marketing assignment given.. It contais the 4p's of marketing and also the s.w.o.t analysis..
You can use this as a sample for your slide presentation.
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 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.
The document discusses Colgate-Palmolive Company's launch of a new toothbrush called the Colgate Precision toothbrush. It provides background on Colgate-Palmolive as a global consumer products company. It then discusses the competitive US oral care market and Colgate-Palmolive's development of the Precision toothbrush over 3 years through extensive research and testing to create a technologically superior product that more effectively removes plaque, especially between teeth and at the gumline. Colgate-Palmolive executives debated niche versus mainstream launch and branding strategies for the new Precision toothbrush.
Colgate-Palmolive Company: The Precision ToothbrushAkshat Singh
Colgate-Palmolive is an American consumer products company focused on oral care, personal care, home care, and pet nutrition. The document discusses Colgate-Palmolive's five-year plan from 1991-1995, which emphasized new product launches, expanding into new markets, improving manufacturing efficiency, and focusing on core consumer products. It also analyzes Colgate-Palmolive's toothbrush market and the development of a new toothbrush called Precision, which was designed to be superior at plaque removal through extensive research, testing, and consumer feedback. The document considers Precision's marketing mix, promotion strategy involving dental professionals, and potential as either a niche product or mainstream brand.
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.
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 company the precision toothbrushMeha C
I am Chittoori Meha from NIIT University.Created during an internship under Prof. Sameer Mathur. Colgate Palmolive Company The Precision Toothbrush Harvard Case Study
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 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.
Susan Steinberg recommended positioning, branding, and communication strategies for Colgate Palmolive's new "Precision Toothbrush" launching in the American market in 1992. She believed the toothbrush should target a mainstream audience, rather than a niche market. For branding, the name's emphasis on "Precision" versus "Colgate" was debated to limit cannibalizing existing Colgate products. Steinberg proposed supporting the launch with advertising and promotions utilizing product placements and retail displays. Her marketing mix strategy aimed to clearly position the new brand in consumers' minds and communicate it to a wide audience.
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 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.
Colgate-Palmolive Co.: The Precision Toothbrush Pranjali Ghushe
Colgate-Palmolive developed the Precision toothbrush over three years of research. It aimed to be technologically superior to other brushes on the market. The Precision toothbrush manager had to decide whether to position it as a niche product or target the mainstream market. The toothbrush market was highly competitive with new entrants positioning products in the super-premium segment. The manager believed the Precision's proven benefits warranted a mainstream positioning, upgraded advertising, and a marketing mix to reach its full potential.
Colgate-Palmolive was poised to launch a new toothbrush called Precision in the United States. It faced decisions around positioning, branding, and promotion strategies. Research found that baby boomers were increasingly concerned about gum health. Precision was developed to be the best brush for gums. It could be positioned as a niche product for gum care or go mainstream. Mainstream offered more sales but risked reducing sales of Colgate Plus. Precision by Colgate was recommended to build the Colgate brand and prevent cannibalization, while sampling and dentist endorsements would help establish Precision's credibility.
The college industry encompasses a vast array of institutions, services, and stakeholders dedicated to higher education. From traditional universities to online platforms, this industry is characterized by its diversity and dynamism. Colleges serve as hubs for knowledge dissemination, research, and skill development, catering to the evolving needs of students, industries, and society at large. With rising tuition costs, accessibility and affordability have become pressing issues, prompting debates on student debt, financial aid, and alternative education models. Furthermore, technological advancements have revolutionized learning methods, leading to the proliferation of online courses and digital platforms. Amidst these changes, colleges face challenges in maintaining academic rigor, fostering diversity and inclusion, and adapting to rapidly changing job markets. Yet, they also present opportunities for innovation, collaboration, and societal progress, playing a pivotal role in shaping the future of education and workforce development.The college industry encompasses a vast array of institutions, services, and stakeholders dedicated to higher education. From traditional universities to online platforms, this industry is characterized by its diversity and dynamism. Colleges serve as hubs for knowledge dissemination, research, and skill development, catering to the evolving needs of students, industries, and society at large. With rising tuition costs, accessibility and affordability have become pressing issues, prompting debates on student debt, financial aid, and alternative education models. Furthermore, technological advancements have revolutionized learning methods, leading to the proliferation of online courses and digital platforms. Amidst these changes, colleges face challenges in maintaining academic rigor, fostering diversity and inclusion, and adapting to rapidly changing job markets. Yet, they also present opportunities for innovation, collaboration, and societal progress, playing a pivotal role in shaping the future of education and workforce development.become pressing issues, prompting debates on student debt, financial aid, and alternative education models. Furthermore, technological advancements have revolutionized learning methods, leading to the proliferation of online courses and digital platforms. Amidst these changes, colleges face challenges in maintaining academic rigor, fostering diversity and inclusion, and adapting to rapidly changing job markets. Yet, they also present opportunities for innovation, collaboration, and societal progress, playing a pivotal role in shaping the future of education and workforce development.become pressing issues, prompting debates on student debt, financial aid, and alternative education models. Furthermore, technological advancements have revolutionized learning methods, leading to the proliferation of online courses and digital platforms. Amidst these changes, colleges face challenges in .
1. Kim Pauszek
Colgate-Palmolive Case-Marketing Plan
I. Executive Summary
A. Summary of situation analysis
The Colgate-Palmolive case involves the Precision toothbrush, which was
entered into the market in 1993 by Colgate-Palmolive. This marketing plan
summarizes the company’s situation at the time the Precision toothbrush was
introduced, and the different marketing strategies that we believe would be
best for Colgate-Palmolive and their new toothbrush.
B. Summary of marketing strategies
The marketing strategies include proposed strategies involving product,
price, place, and promotion.
C. Budget summary
Included in the marketing plan are pro-forma income statements for
Colgate Palmolive if they were to launch the product, and also if they were to
choose not the launch the product. Also included is an advertising budget.
II. Situation Analysis
A. The Industry
1. Definition of industry
The purpose and main focus of the oral health care industry is to prevent
teeth and gum diseases and to deliver cosmetic benefits. Examples of
products in this industry include toothbrushes, toothpaste, dental floss, and
mouth rinses. 2. History of Industry
2. Toothbrushes first evolved in 3000 B.C., and advancements have
continued ever since. Such advancements include the head shape, size,
flexibility, bristle texture and type, color, and angled handles. Companies,
other than Colgate-Palmolive, that have entered into the toothbrush market
include Oral-B, owned by Gillete, Johnson and Johnson, Procter and Gamble,
Smithkline Beecham, Lever, Pfizer, and Sunstar.
3. Growth Patterns
Consumers first purchased toothbrushes without much knowledge or
information concerning the product’s benefits. As new product development
increased, and consumers became better informed about the benefits of
toothbrushes, they began to focus their interest not only on cavity prevention,
but also on the health of their gums, their oral hygiene, and their cosmetic
appearance. Because consumer interest and toothbrush purchases began to
increase, advertising and promotion also began to increase, which lead to the
development and addition of the super-premium product class. The superpremium product
class was a “sub-category of toothbrushes partly offset by
downward pressure on average retail prices in mass-merchandiser channels,”
(Harvard). Consumers began to purchase toothbrushes based on the specific
benefits each toothbrush and company had to offer.
B. The Company
1. Brief History The Colgate-Palmolive Company was founded in 1806 by William
Colgate. The company first began by centering their production around soaps,
perfumes, and candles. They began introducing oral health care products to
the market in 1873, by producing “its first toothpaste, an aromatic dental
3. cream sold in jars” (Colgate-Palmolive, 1 of 3). By 1991, Colgate-Palmolive
had become the leader in not only household products but also in oral health.
2. Size, growth, profitability
By the early 1990’s there were many different companies that focused on
oral care products, with the leader being Colgate-Palmolive. By 1991,
Colgate-Palmolive held the number one position in the world for the sale of
oral care products, accounting for 19% of the worlds toothbrush market. The
company’s sales and profits were increasing each year, and by 1991 sales
totaled “1.03 billion dollars, while profits totaled 9.8 million dollars,”
(Harvard). At this point in time Colgate had introduced two different types of
toothbrushes to the market, the Colgate Classic and the Colgate Plus.
C. The Product
1. Development and history
The product in which this marketing plan focuses around is the Precision
toothbrush. Production began in 1989 when the company put together a
research team whose purpose was aimed at testing the design of the
toothbrush, how the company would market the product, and how the
company would gain a competitive advantage over others. Colgate-Palmolive’s mission was to
“develop a superior, technical, plaque-removing
device” (Harvard).
Colgate-Palmolive referred to the toothbrush as a “technical innovation,
*because+ researchers used infrared motion analysis to track consumers’
brushing movements and consequent levels of plaque removal” (Harvard). By
studying consumers brushing techniques, and focusing on areas of the mouth
4. that had developed excessive amounts of plaque build-up, such as in between
the teeth and on the gum line, researchers were able construct a newly
designed toothbrush. The research team tested and experimented with the
toothbrush for eighteen months by the usage of “dental professional focus
groups and product usage tests.” This led to the introduction stage of the
product life cycle, with the “launching” of the Precision toothbrush to the oral
health care market in 1993 (Harvard).
2. Design/quality
The main design of the product concentrated on the bristles of the
toothbrush. The head of the Precision toothbrush included three different
lengths of bristles, each length having its own responsibility. “The longer
outer bristles cleaned around the gum line, the long inner bristles cleaned
between the teeth, and the shorter bristles cleaned the teeth surface,”
(Harvard). Because of the newly innovated bristles, the removal of plaque
increased by 35% when compared to other leading producers of toothbrushes.
3. Goods classification The Precision toothbrush can be classified as either a homogeneous or
heterogeneous shopping product. Some consumers may see it as a
homogenous product because they see all toothbrushes as the same, and place
their attention on the lowest prices. Others may see the toothbrush as a
heterogeneous product because they see the need to “inspect for quality and
suitability” (McCarthy).
4. Price
Under a niche-positioning strategy Colgate-Palmolive would price the
toothbrush at $2.13 a unit. Under a mainstream-positioning strategy, the
5. company would price the toothbrush at $1.85 a unit. If the toothbrush was
sold to dental professionals “eighty percent of sales *…+ would be priced at
$.79 per unit; the remainder would be sold at $.95” (Harvard).
5. Branding
Colgate-Palmolive considered many different names, which included,
“Colgate System III, Colgate Advantage, Colgate 1.2.3, Colgate Contour,
Colgate Sensation, and Colgate Probe” (Harvard). Colgate-Palmolive decided
upon the name Precision, because they did not want a name that could lead
customers to associate the new toothbrush with their already existing
toothbrush, Colgate Plus. This is called cannibalization.
6. Promotion
The price budget for promotion was set at 14.4 million dollars. The
company’s promotion plan was to “induce trial” (Harvard). ColgatePalmolive planned to
promote the Precision toothbrush one, by offering a free five-ounce tube of toothpaste or a
fifty percent off coupon that could be put
towards any other size of toothpaste to every consumer who purchased a
Precision toothbrush, and two by offering $.50 off coupons.
7. Positioning
The position of the Precision toothbrush could be niche or mainstream. If
the position were to be niche, concentration would be placed on the
prevention of gum disease, and “retail sales would represent 3% volume share
of the toothbrush market in year 1 and 5% in year 2.” If the position were to
be mainstream, concentration would be placed on “being the most effective
brush on the market, [and] volume shares would be 10% in year 1 and 14.7 in
year 2,” (Harvard).
6. The decision on where to place the new toothbrush on retail shelves is
another important aspect of positioning. Colgate-Palmolive chose to place the
toothbrush in between one of their existing products and a competitor’s
product.
D. The Market
1. Location
The oral health care market is spread worldwide mainly targeting grocery,
drug, convenience, and large retail stores. The toothbrush market in the past
had few types of toothbrushes, while today’s market carries many various
types of toothbrushes. This may have been due to lack of consumer concerns
with what type of toothbrush they desired.
2. Purchasing characteristics Many toothbrush purchases are unanticipated, “with consumers
purchasing toothbrushes once every 11.6 month. Forty-eight percent of
consumers claimed to change their brushes at least every three months; the
trigger to purchase a new brush for 70% of them when their toothbrush
bristles became visibly worn. Eleven percent decided to switch to a new
brush after seeing their dentists, and only 3% admitted to purchasing on
impulse,” (Harvard).
4. Market needs
In most cases consumers only need two to three toothbrushes a year.
“Sixty-five percent of consumers had more than one toothbrush, 24% kept a
toothbrush at work, and 54% had a special toothbrush for traveling,”
(Harvard).
5. Buying behavior patterns
7. Many consumers base a lot of their purchase decisions on how
comfortable a toothbrush feels in their mouths, whether the bristles are soft
enough, whether the head shape suits their mouth size, or whether the
toothbrush is flexible enough. They also base their purchases around the
ability of the toothbrush to “remove food particles; plaque removal and gum
stimulation,” (Harvard).
When it comes time to purchase a toothbrush, there are three different
consumer groups. These groups include therapeutic, cosmetic, and
uninvolved brushers. Therapeutic brushers are concerned with oral care
problems. They brush to prevent disease or other oral health risks, and “search out functionally
effective products.” Cosmetic brushers are concerned
with bad breath and their appearance, and “search for products that effectively
deliver cosmetic benefits.” Uninvolved brushers “view all products the same
and lack interest in this product category,” (Harvard).
E. The Competition
1. Identification of competitors
• Oral-b: Indicator
• Johnson & Johnson: Reach
• Proctor & Gamble: Crest Complete
• Smithkline Beecham: Aquafresh Flex
2. Weaknesses of Competition
Many competitors striving to succeed in the oral care market such as
Oral-B and Johnson & Johnson know that in order “to be a leader in the oral
care category, companies have to be able to compete in all areas of the oral
8. care,” besides toothbrushes and toothpaste (Harvard). Because there are many
primary competitors in the oral care market, product innovation is a key factor
to a company’s success. Colgate-Palmolive not only had to worry about
cannibalizing their own products, they also had to worry about the new line of
products that were being introduced by such companies as Oral-B, Johnson &
Johnson, and Procter and Gamble.
In 1991, it was estimated that Oral-B held 23.1% of the market share and
Johnson & Johnson held 19.4% of the market share. With companies holding
such large shares of the market, Colgate-Palmolive had to worry about the
innovation of new products that could compete with the Precision toothbrush. Companies that
hold large market shares can afford to pay for more
advertising for a newly developed product. It was to Colgate-Palmolive’s
advantage that they had their share of 16% of the toothbrush market
(Harvard).
F. Distribution
1. Types of Distribution
Aside from convenience stores and large retail stores, many food stores
played a key role in the distribution of oral health care products. “Mass
merchandisers gained share due to increased in-store promotional support”
(Harvard). Because of the increase in the demand for oral care products,
stores began shelving more oral care products. This was a big advantage for
Colgate-Palmolive because there would be more room in the stores for them
to market the new Precision toothbrush. Dentists also played a big role in the
distribution of oral care products.
9. 1. Strengths/Weaknesses of Distribution
Since many of the food stores began to open more shelf space for oral care
products, this would allow for Colgate-Palmolive to situate the Precision
where they thought it would gain attention from consumers. The only
drawback about distribution for Colgate-Palmolive was dentists. ColgatePalmolive did not hold
the market share for the distribution of toothbrushes in
dentists’ offices. “With a dedicated sales force, Oral-B dominated this market”
(Harvard). Without dominating the dentist market for toothbrushes, ColgatePalmolive would
have to focus more strongly on other retail locations, considering in 1992, “22% of all
toothbrushes were expected to be distributed
to consumers by dentists” (Harvard).
G. Communication Strategies
1. Promotion pricing
It has been proven that increasing promotion has lead to an increase in
consumer demand. Both Colgate-Palmolive and their competitors spent a lot
of money on the promotion of their new products. “Johnson & Johnson spent
$8 million in medias support to introduce its new Reach brush; Oral-B spent
$10 million to launch its new Indicator brush; and Proctor & Gamble was
expected to support its Crest Complete brush with $15 million in media
expenditures,” (Harvard). These figures are also summarized in Attachment
1-Advertising Budget.
Because competition was increasing, these companies saw it necessary to
increase their spending on promotion. Companies began to offer purchase
deals, such as buy one get one free, special percent off coupons, and mail in
rebates.
10. 2. Advertising programs
“Total media spending for the category, primarily on television
advertising, was estimated to total $55 million in 1992 and $70 million in
1993,” (Harvard). Between the years 1985 and 1992, Colgate-Palmolive ran
four different commercials. Each commercial had its own marketing
situation, platform, execution plan, and tag line. The marketing situation that
the last commercial dealt with before the introduction of the Precision toothbrush was
“Increased competitive activity and consequent need for
harder-hitting copy.” Colgate’s copy platform for this commercial stated,
“Plaque focus, Efficiency message.” Colgate’s execution plan was, “Armed
to the Teeth, execution where the bristles were soldiers.” And Colgate’s tag
line was, “In the fight against plaque, it’s a Plus,” (Harvard).
III. Marketing Strategy
A. General marketing strategy
1. Niche/mainstream positioning strategy
The main focus of niche positioning would be placed on consumers
who are concerned about the prevention of gum diseases. There would be
many positive benefits to the company if Colgate-Palmolive were to position
the Precision toothbrush as a niche product. These benefits would include
one, by targeting the segment of consumers who are worried about gum
disease; Colgate-Palmolive would be able to charge premium prices. Two,
Colgate-Palmolive would be able to differentiate the Precision toothbrush
from other toothbrushes, because of Precision’s technological superiority over
the other toothbrushes already on the market. Three, it is safe to say that
11. SKU’s would not decrease if Colgate-Palmolive were to position the Precision
as a niche product. And four, if costs were to decrease then it enables Colgate
to reduce the losses of Precision if it were not successful. Niche positioning
not only offers positive benefits, but it also offers negative ones as well.
The negative benefits if Colgate-Palmolive were to position the Precision
toothbrush as a niche product would include one, sales in mass merchandisers would decrease,
and two, retail sales would be less if niche positioning were
used.
Mainstream positioning would place emphasis on the Precision toothbrush
as being the most appealing and effective toothbrush available on the market.
The advantages of using mainstream positioning for the Precision toothbrush
would be one, most retail stores are under a mainstream position rather than a
niche position. Two, in the super-premium category, the Precision toothbrush
would be the most superior product. And three, by positioning the toothbrush
as a mainstream product, it would in return increase name recognition for
Colgate. Negative advantages of using mainstream positioning for the
Precision toothbrush are one, although the toothbrush would be superior to the
other super-premium toothbrushes, the prices for the Precision and other
brushes would be equal. Equal prices would then lead to increased
competition, which in return could cause prices to go up. A second
disadvantage could also lead to the cannibalization of Colgate-Palmolive’s
other super-premium toothbrush, the Colgate Plus. And three, a mainstream
position would probably lead to the reduction and removal of one or more
SKU’s.
12. By looking at Attachment 2-Pro-forma Income Statement For Launch
of Precision, which compares the profits if Colgate-Palmolive were to use
niche or mainstream positioning, one would be able to see that if mainstream
positioning were to be used for the Precision toothbrush, it would generate
more profits to Colgate-Palmolive. We believe that maximizing your profits is the most
important thing, and that positioning the Precision toothbrush as a
mainstream product, rather than a niche, it would create higher profits.
2. Product differentiation strategy
By differentiating a product, it creates a difference that sets certain
products apart from other products, and also targets certain market segments.
Colgate-Palmolive will need a product differentiation strategy that will make
the Precision toothbrush unique from all other toothbrushes already
available on the market. The company will also need a strategy that will
appease to certain consumer segments. By coming up with this strategy, it in
return will cause Colgate-Palmolive to increase profits and market share.
The main area of this strategy’s focus should be placed on the design and
packaging of the toothbrush. For example, we suggest Colgate make
sure the consumers know that the bristles are of different lengths for a reason,
for the reduction of plaque build-up in places such as the gum line and in
between the teeth, and that no other toothbrush on the market is designed this
way. We suggest that a picture is placed on the toothbrush package showing
the different lengths of bristles, and an explanation of what each length is
responsible for doing. Also we suggest that the bristles be different colors
representing the different lengths. This way the consumer will be able to
13. differentiate the Precision from all other toothbrushes.
We suggest that Colgate-Palmolive package the Precision toothbrush
differently than the other toothbrush companies. We think that the
toothbrushes’ packaging should be very colorful in order to draw customer attention away from
other brushes. The name Precision should also be placed
on the packaging in a distinct font.
3. Price/quality differentiation strategy
Our main focus here is on the customers. We want them to be able to get
the most for their money. By producing a superior toothbrush, that offers
more qualities than the other toothbrushes available on the market, at or
around the same price as the competition, consumers will hopefully want to
purchase the Precision toothbrush over the others. There will be more
qualities offered at no extra charge.
The price of the toothbrush if positioned as a mainstream product will
have to be equal to the prices of the other toothbrushes already available on
the market. If the Precision toothbrush is profitable and there is a high
percentage of consumer demand, then Colgate-Palmolive might want to
consider increasing the price of the toothbrush by a small margin.
4. Mission marketing strategy
Colgate-Palmolive’s mission strategy is to be successful in the toothbrush
market, and hope the Precision toothbrush is not a failure. They will strive to
gain a competitive advantage over other companies, while producing a profit,
and satisfying the wants and needs of buyers. A goal of Colgate-Palmolive is
for the Precision toothbrush to add utility or value to its consumer’s lives.
14. B. Target markets 1. Target market A and proposed strategies
The first segment market that the Precision toothbrush will target will be
consumers who are concerned about oral health issues, such as fighting
plaque and gum disease. These consumers are known as “therapeutic
consumers,” because they purchase products, toothbrushes, that will be the
most effective when it comes to oral health care. These consumers “buy and
use products for themselves,” (Harvard). Consumers in this target market
usually do not care about the price, as long as they are getting the highest
quality products. Most consumers in this segment are adults, especially ones
who have oral health problems.
When distributing the Precision toothbrush to this market segment, we
suggest they place emphasis of distribution on dentists, drug stores, grocery
stores, and large retail stores. Dentists would be a good when distributing
the new toothbrush because many dentists act as “opinion leaders”, meaning
they have a big impact on what others think. Although Oral-B is the main
distributor when it comes to dentists, this would be a good opportunity for
Colgate to gain competitive advantage over Oral-B, by getting dentists to
distribute the new toothbrush while selling the benefits to patients.
Advertising and promotion should be done through commercials,
magazines, radio, and ads put up in places such as dentists offices. These
advertising and promotion mediums should target this segment’s consumers,
and should focus on the benefits the Precision toothbrush has to offer in
15. connection with oral healthcare. Commercials made for this market segment should also
show the benefits of the toothbrush, possibly through
demonstration. Commercials should air at night during “prime-time”, the
time in which most people watch television, and during the day, especially
during soap operas. These are the time periods in which more adults watch
television. Also when it comes to advertising, Colgate-Palmolive should
institutional advertise, meaning they should not only promote their new
Precision toothbrush, but they should also promote the company’s image.
This in return will remind consumers of Colgate’s other products that are
available on the market.
Colgate could direct market the toothbrush by sending special coupons
in the mail to consumers, or by offering rebates to consumers who purchase
other Colgate-Palmolive oral care products. These rebates and coupons would
act as an incentive to consumers when it comes to purchasing or trying the
new toothbrush. These coupons and rebates could also be dispersed through
hard to eat food products, such as popcorn. Also in-store displays could be set
up through out stores. These in-store displays could also include
demonstrations.
2. Target market B and proposed strategies
The second segment market that we would target the new Precision
toothbrush would be consumers concerned with their oral hygiene, such as
bad breath, and personal appearance. Many, but not all, consumers in this
group are female adults who worry about what they look like. These consumers purchase
products that will “effectively deliver cosmetic benefits,”
(Harvard). Target B consumers feel the same way as Target A consumers
16. when it comes to pricing. Most are willing to pay more if the product offers
more advantages than competing products, although because the toothbrush
will be positioned as a mainstream product, price will vary in accordance to
the prices of other toothbrushes.
When it comes to the distribution of this product, the toothbrush should be
distributed through the same locations as Target A, with the addition of plastic
surgeon practices and make-up departments of large retail department stores,
such as Von Maur, and Bloomingdales. The toothbrushes should be
distributed through plastic surgeons because many people who visit a plastic
surgeon are concerned about their appearance, and would likely consider the
different options available to them that will enhance their appearance, such as
their teeth. The toothbrush should be distributed through make-up
departments because most people who shop for make up at large department
stores are also concerned with looking their best.
Advertising and promotion should be done in a similar manner as Target
A, through commercials, magazine ads, the radio, with the addition of
placing advertisements on billboards, and buses. The commercials and other
advertisements should focus on the cosmetic benefits of the toothbrush. We
suggest the adds show well made up men and women, who one can tell place
great emphasis on their looks, demonstrating the strengths of the new
toothbrush. The placement of ads on billboards and buses throughout the larger cities will
hopefully increase consumer demand because many people
who live in large cities have important jobs that require them to look nice.
Special promotions that Colgate can offer can be through other Colgate
17. products that many consumers also associate with appearance and oral
hygiene. Such products can include dental floss and mouth rinses. As with
Target A, special rebates and coupons can be offered through these products.
Also, the use of in-store displays could be useful when promoting the
toothbrush.
By placing the new toothbrush on the shelf between an existing Colgate
product and a competitor’s profits, this may or may not be a good idea. By
placing the product next to an existing company’s product, consumers may
not see the benefits of switching, and could continue to prefer using the
existing product rather than even considering trying the new one. But by
placing the new product next to a competitor’s product, it may lead to the
consumer questioning which product is better, hopefully causing the consumer
to try the new product, over its competing product.
C. Summary of tactics
1. Product
The product, the Precision toothbrush, is a product that should add value
to a buyer’s life. It should also add utility, and meet the wants and needs of
targeted consumers. The product should be unique and different from all
similar products that are already available on the market. The strategy is to
differentiate the product’s design and packaging, which in return will cause the toothbrush to
stand out.
2. Price
The price of a product says something about the quality. Even though the
quality of the Precision toothbrush will be significantly higher than other
18. leading toothbrushes, the price of the toothbrush will be determined by the
prices of the other toothbrushes already in the market. This pricing strategy is
a result of positioning the toothbrush as a mainstream product rather than a
niche product.
3. Place
The most important part of marketing is how a product will get from the
seller to the buyer. Many products go through a channel of distribution,
which involves, manufactures, wholesalers, retailers, and consumers. The
distribution strategy proposed for the Precision toothbrush is through dentists,
plastic surgeons, drug stores, grocery stores, large retail stores, and
department stores.
4. Promotion
Product promotion is communication spread through advertising,
publicity, and sales promotion. We suggest that Colgate-Palmolive
advertise their products by using commercial, magazine ads, the radio,
ads that are to be placed in dentist offices, billboards, and the sides of
buses. Advertising is done to promote new products, remind consumers of
existing products, and also promote the image of the company at hand. We
also suggested that Colgate offer special coupons and rebates through their other products,
and also food products. Also, Colgate could benefit from the
usage of in-store displays.
C. Attachments
1. Attachment 3-Pro-forma Income Statements Without Precision
Launch 1989-1993 Works Cited
19. Laidler, Nathalie. “Colgate-Palmolive Company: The Precision Toothbrush.” Harvard
Business School. 1993
McCarthy, Jerome E. and William D. Perreault. Basic Marketing: A Global-Managerial
Approach. New York: McGraw-Hill Companies, 2002. 276-277.
Younger, Vicki. “Colgate Palmolive.” Redgum Soaps. 8 Sept. 2002.
http://www.redgumsoaps.com.au/soaphistory/colgate.htm.