The document summarizes Gillette's planning and control system for its brands from April to January. It then analyzes issues with the existing system and identifies problems with the Right Guard and White Rain brands. Specifically, it notes Right Guard's failure to increase market share despite aggressive advertising maintaining an old image. In contrast, White Rain exceeded expectations with minimal advertising by taking advantage of a competitor's price hike. The document compares marketing strategies between the two brands and details Right Guard and White Rain's individual planning, issues, results, and current status to understand successes and failures.

1. TEAM 8

2. Agenda
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Timeline of planning system
Control system
Qualitative analysis of existing system
Problem identification
Problem establishment
Comparison of marketing strategy
Planning and Control

3. The Planning System
Consists of
preparing a Fact
book in April
through a series of
meetings among
Brand/sales/market
ing managers
April
Brand managers
develop plans
based on the brand
fact book which is
reviewed by the
operating
committee
July
Brand Categorizes:
Budget
Preparations and
Strategic business
plans were devised
Build
Hold
Harvest
Withdraw
October
January

4. Control System
Daily Sales
Report
• Division activity for the month through the previous day
• Activity that corresponds to the organization of the sales
force
• Activity by major brand and form of brand
Informal
Measures
“Likability”
Monthly Sales
Forecast
• Actual results for the month w.r.t the estimated
sales
• Management Action Charts- SAMI
• Information figures by brand, region, form and
overall
Bimonthly
Nielsen TwoOutlet Flash
Report
• Information on sales in food stores and
drug stores
• Figures by market share, detailed sales
information
“Trust”
“Ask the Non expert”
Promotion of goods
sold by total goods
New forms, brand
extensions, packaging
and formulation

5. Qualitative Analysis Of Existing System
• Pros:
• System provides a powerful historical perspective in the plans
that it generated
• Reduced Human error
• Knowledge database helps as a guideline
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Cons:
Time Consuming
Commitment Issues
Some of the brands may suffer due to unfair resource
allocation to prioritized brands
‘ You become Slave of the system’

6. Problem Identification
• Ineffectiveness of Gillette’s planning and control
system
• Why did Right Guard as a brand fail to increase its
market share
• Strategy of white rain: for the future or a one night
stand

7. Problem Establishment
• Right Guard’s Failure
• Ineffectiveness of Gillette’s- planning and control P&G
• Intense Competition Mennen , Old Spice, system
Strategy
• Contribution in sales of a brandfuture drivers tonight
productsof White Rain: for the main or a one classify
stand
• it as Brandunclear positioning
Weak and Categories
• Success of White users
• Frequent categorymaleRain may encourageGuard below
• Target market i.e. changes ranked Right other brand
managers
• Lack of documentation Brands, Positioning strategies
its competitors skip through the system
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• etc. Not a standard procedure
Right Guard retained its association with the old Aerosol
• May or may not work for all brands
• No knowledge sharing central platform
image

8. Comparison Of Marketing Strategy
• Planned and well designed through
traditional Marketing plan and control
• Carried Brand image through
aggressive ad campaigns
• Perceived the brand as old-fashioned
• Lagged behind competitors like P&G
and Mennen
• Market share of 7.6%, way behind
expectations
Right
Guard
V/s
• Avoided documentation and lengthy
procedures
• Minimal advertisement for consumer
awareness and floor space
• Emerged as a high performer with low
expectations
• Sauve’s price hike worked for White
Rain to exceed expectations in sales
• 3% Market share which is very
encouraging
White
Rain

9. Right Guard: Planning & Control
Issues
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Burst of CFC scare
Difficulty
expanding outside
aerosol
Market share
down to 8.5% to
9.9 %
PCD could not
afford to lose
Right guard – it
gave quarter of
operating profits
Planning
Restage process
• Retracting the old
products off the
trade shelves
• New packaging
and product
improvements
through
manufacturing
• Low level
advertising initially
and a sneak peak
strategy
• Full product line
promoted to
create impact
• Launch worth 12.7
million USSD ad
campaign
Results
Present
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• Comparison of
restage V/s
without restage
demand
forecast
• Difficulty in
getting away
with the Right
Guard’s old
aerosol image
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Restage benefits
over the long term
Right guard
moved to a “hold
brand”
Target audience
changed to males
12-24
Focus on building
image amongst
youngsters (Right
considered as an
old fashioned)
More market tests
and if successful
might allow
another restage

10. White Rain : Planning & Control
Issues
Planning
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Low Price brands
were becoming a
growing force
Most of the
brands of Gillette
were positioned
as premium.
An opportunity
loss
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To roll out in the
Southern region
By passed CUT to
launch the
shampoo quickly
Came out with 18ounce bottle
No advertisement
Brand developed
special shelf
display
Results
• Actual
consumer sales
and shipments
surpassed the
estimated value
Present
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More Resources
were given to
work with
“Build” Status
A 3 share is not
much

11. End Of Presentation