Colgate Max Fresh- Global Brand Roll-Out

Also surveys were conducted of mouthwash user’s image of the major brands based on several attributes such as, reducing bad breath, killing germs, removing plaque and others. The results showed that Plax achieved a strong image on removing plaques and healthier teeth and gums, whereas scope scored a weaker image on those attributes.

Overall, Scope has a strong presence in the market for mouthwash. It has the leading market share in the Canadian market. Consumers that purchase Scope do so because it is better tasting than other mouthwashes that prevent bad breath. Scope excels in food stores, but has room to increase sales in drugstores because that is where most mouthwash purchases occur. With the introduction of Plax, Scope’s market share could potentially be threatened. The market is shifting towards health related benefits of mouthwash and not just fresh breath and good taste.

Colgate Palmolive is a global giant with presence in over 200 countries and over $17.1 billion financial worth. It deals with consumer products used for a healthy lifestyle. It deals in the domain of oral, personal and home care. The company has been around for moreover 200 years and there keen focus on their core values have been the key for success. Started in 1860 it has spread its operations in 75 countries and encompasses over 37 400 employees. Headquarters in New York it has 6 global regions with 75% of sales coming out of USA. It has over 50 manufacturing and research facilities spread globally and all the products are manufactured by personally owned facilities. The company core values include caring, global teamwork and continuous

One of the main reasons the brand is hated so much is the fact that many people say they are racist. One of these claims is because of a palette they released called “China Doll”. The tagline for this palette was “Don't let her milky skin, pouty mouth and flushed cheeks fool you, underneath the poised facade, there lies a heart of a tigress”.

The end of the first year, we had 30% of the products left, in view of the traditional market accounted for 40.5% of the overall toothpaste market, we decided to increase three sales people into traditional sales channels in the next year. Due to the selling of whole market Economy toothpaste are great, we add advertising investment. At the same time, the poor sell of children's toothpaste prompted us to reduce 5 million budgets on its advertising fee. According to the results of marketing, and sales of other companies, appropriate to improve the economy, white, healthy toothpaste price and their allowance, try to stimulate the sales.

In February 2005, Nigel Burton, in his third year as president of global oral care at Colgate- Palmolive Company (CP), had every reason to feel optimistic. Worldwide market shares were strong and Colgate Max Fresh (CMF), a new tooth paste that had helped drive Colgate to a record 34.8% value share in the important US market, was in the global pipeline for 2005. Burton had on his desk the proposed marketing launch plan for CMF in China and Mexico. Each plan sought to maximize business potential in the local market. Burton needed to assess these plans from a global standpoint, and he wondered if the benefits of adapting the marketing

Statement: By based on research of Japanese market, P&G made clear targeting and positioning, and developed new products which fulfilled customers’ needs, built the effective distribution. As a result, P&G could establish differentiation advantages for the following. • Product: “Foaming massage cloth” , Elegant dispensing box “Foaming massage cloth” increase skin circulation through a massage while boosting skin clarity due to the microfibers’ ability to clean pores and trap dirt. • Price: Premium price • Place: Luxury and nice counter at department store • Promotion: Counseling by Beauty counselor, TV advertising, Beauty magazines

In 1990, Procter & Gamble ( P & G) faced some difficulties in selling their products globally. This is due the inability to produce new products and response to the consumer’s changing needs. The company’s products in market sold less than expected sales and getting reduced for several years. Most of the products are unnoticed by customers. The company practice dictated a multibrand strategy. P & G offer a new brand for every product in each category. This method looks like working well in laundry detergents and other categories but not at all. Moreover, new designation of product would bring higher operating costs and need more investment in order to develop new products. So, the company just retain the old product because of uncertainty about users and premium priced line of product. For example, Pampers just retain in the market with old designation for over two decades. Unfortunately, P & G calculation totally out of box which bring adverse effect to

Through the 9 years of Lafley’s leadership, P&G updated “all of its 200 brands by adding innovative new products” (Dess, Lumpkin, Eisner, & McNamara, 2014, pg. C199), including a battery-powered brush called Tide StainBrush, and creating new products, like Crest White Strips. Lafley also changed the belief that all new and innovative products had to be created within Procter & Gamble, stressing that many new products should be created elsewhere. This “’Connect and Develop’ model of innovation” allowed the company “to get almost 50 percent of its new product ideas from outside the firm” (Dess, Lumpkin, Eisner, & McNamara, 2014, pg. C199).Along with continued innovation, Lafley also pushed for P&G “to move away from basic consumer products such as laundry detergents”, which can easily be “knocked off by private labels, to higher margin products” (Dess, Lumpkin, Eisner, & McNamara, 2014, pg. C199). This included the acquisition of Gillette, Clairol, and Wella, as well as offering designer fragrances through license agreements.

For Procter & Gamble to enter into a region that would, arguably, produce very limited profits and growth in the immediate foreseeable future is an action that would raise eyebrows. Given the aspects of the specific characteristics of the target market in terms of income, cultures and their tastes and preferences, the entry by Procter & Gamble can only be summed up as visionary and strategic. There are better markets in the West where the company could have spent the over one billion US dollars in R&D but rather, the company sought a far off village in inner China. This entry into the Chinese market is a strategy referred to as customer value capture. The focus that is used by Procter & Gamble is one aimed at putting the specific needs of the target market before the immediate needs of the company. In specific terms, according to Baker (2013) the strategy applied here is to forego profits today for the sake of future growth and profitability.

Another way the company is trying to reach consumers is by educating them on the importance of good oral hygiene. Colgate has partnered with the National Coalition for Women with Heart Disease to promote the importance of good oral hygiene and how it relates to health (Chain Drug Review, 2010). Colgate has partnered with other organizations to help educate the link of oral hygiene and a person’s health.

Managing a populace that few have a TV and unable to peruse and no stores to shop at Colgate thought of an arrangement on how it could convey and deal toothpaste to this gathering of individuals. Colgate sent a van with a generator and film equip on business sector day. With music playing to lure the men and an infomercial characterizing the profits of utilizing the item, the Indians are purchasing all the more than 17,000 tons a year. Despite the fact that this procedure in unmanageable, Colgate is laying the basis for future for business return on the financing.

Colgate Palmolive Company is a $17.1 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. This American diversified multinational corporation focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food.("Colgate Palmolive Annual Report 2012,")

Consulting Paper #1: The challenge of maintaining and improving brand management for Procter & Gamble

Import and Export of China’s Toothpaste Industry 7.1 Import Analysis of China’s Toothpaste Industry from 2010 to 2011 7.2 Export Analysis of China’s Toothpaste Industry from 2010 to 2011 8. Development Analysis of Toothpaste Market Segment (Excerpt) Research and Investment Forecast Evaluation of Toothpaste Market in China, 2011-2015 8.1 Traditional Chinese Medicine Toothpaste 8.1.1 Analysis of Industrial Development Status Quo from 2010 to 2011 8.1.2 Analysis of Market Scale from 2010 to 2011 8.1.3 Analysis of Industrial Development Strategy from 2010 to 2011 8.2 Fluoride Toothpaste 8.2.1 Introduction 8.2.2 New Standards 8.2.3 Limit of Fluorine Content in Children’s Toothpaste 8.3 Salty Toothpaste 8.3.1 Development Status 8.3.2 Salty Toothpaste became the First Choice of Consumers 9. Development Analysis of Relevant Industries 9.1 Toothbrush 9.1.1 Analysis of Toothbrush Market 9.1.2 Analysis of Electric Toothbrush Market Opportunity 9.1.3 Development Trend of Toothbrush Industry 9.2 Mouthwash 9.2.1 Introduction 9.2.2 Mouthwash Brand 9.2.3 Introduction of Consumption Status 10. Regional Market Analysis of China’s Toothpaste Industry 10.1 North China 10.2 Northeast Region 10.3 Eastern China 10.4 South China 10.5 Central China 10.6 Western China 11.