Colgate Max Fresh: Roll Out Brand

were still slapped with a high profit margin, resulting in overpriced products compared to local Chinese products.

It was a strategy to centralize the management which resulted in ignorance of local factors of the global market. As a result they lost a huge market share and suffered to remain in the competition.

The operating review of the company lists down the operating losses that the company faced over year and compared it with the past years operating performance. The results suggest that the sales revenue for the company grew over the year; however, due to higher increase in the cost of sales the company had to face a higher gross loss than the past year (Refer to appendix A). Moreover, the company discontinued its noncore retailing operations for the year in an attempt to reduce the losses sustained in the past year, but the result was not positive, and the company had to face higher loss from its core business in 2010 then both the operations combined in the past year (JJB Sports PLC, 2011).

Colgate-Palmolive Co (CP) was an international leader in household and personal care product, with the sales of $6.06 billion and profit of $2.76 billion in 1991. CP set up a five-year plan in 1991, pointing out that company needed to focus on new product launching and entry into new geographic markets by improving the manufacturing, distribution and the continuance of the core consumer products. Started from 1984, CP’s CEO awaked the company from “sleepy and inefficient” to profitable. Both gross margin and annual volume growth increased from 1985. Although everything seemed good, CP was facing the worldwide strong competitions from other companies. In order to have some protections, 170 CP’s

Proctor and Gamble-Scope is faced with a very important decision, they need to prepare a marketing plan for P&G’s mouthwash business for the next three years. They want to know how they are going to be able to

Question 3. Suggest guidelines for optimizing new product introductions for Colgate Palmolive worldwide. Provide appropriate justifications……………..……………………………….11

By increasing successful and ideal operations and strengthening relationships with their customers, companies existing in this market diminish the significance of threat over newly accepted competitors. Toothpaste companies are still growing strongly, therefore additional firms are trying to enter the market to benefit from the increasing profits. However, most toothpaste companies have already made their name and their customers stay loyal to their brand, therefore it is hard to get into this market. With toothpaste being such a popular item and an essential in households,

In “P&G Japan: The SK-II Globalization Project” case study, the author Christopher Bartlett presents the P&G’s plan of pushing SK-II as a global beauty product. In late 1999, Paolo de Cesare, President of Max Factor Japan, had given an idea to the Global Leader Team (GLT) of P&G’s Beauty Care Global Business Unit (GBU) that whether it was a good idea for pushing SK-II to become a global P&G brand. Since the product was successful in Japan ($150 million in sales in 1999), P&G then was considering in expanding its SK-II to be distributed worldwide. There was also an effort of the Global Growth strategy of P&G at that time as an influence factor to

In Mexico the promotional campaign was completely changed from the U.S. campaign and a third product flavor was introduced. The original two flavors were not changed, reducing costs compared to China. Costs in Mexico were kept low, and in the first two years Colgate saw a net profit in the Mexican market with Colgate Max Fresh. In China, however, many aspects of the marketing mix were changed, increasing costs tremendously. The product was changed by eliminating one of the two original flavors, changing the color of the other, and adding two new flavors. CP China’s management also tried a variety of packaging styles before choosing to use one that would increase the variable cost by 20% per unit. It turned out, however, that the design they chose was not up to CP’s global standards and after spending $1.5 million the idea was thrown out. The advertising campaign was changed to a riskier

No, CP Mexico did not manage its CMF launch better than CP China. CP China managed the launch better than CP Mexico. In Mexico, the toothpaste market was worth roughly $348,000,000. Colgate took up about 8% of

This market study was based on the well-established Clorox Company which had originally started in 1913. In 2006, after the placement of the new CEO, the company had developed a strategic plan to position them for their 100th anniversary in 2013. The plan was titled “The Centennial Strategy” which focused on long-term accelerated growth and developed metrics to measure the success of the plan. The plan focused on accelerated sales growth which would come from extending existing brands to adjacent categories, entering new sales channels with its existing brands and increasing penetration in countries where Clorox already did business. The Clorox Company developed a “3D” structure consisting of desire, decide and delight. This

With a successful product in the US, Colgate-Palmolive decided to target its global audience by marketing to various geographies, especially the growing emerging markets, such as China and Mexico. Their global strategy posed immense challenges in terms of overcoming cultural

Could you identify any product systems in this product mix? Is the toothpaste considered a shopping, specialty or convenience product? At what conditions, could this product considered a business product? With respect to Scope, do you consider it a "star" or "cash cow"? Why? With respect to the product life cycle of scope, what is the current status of the product? What is your marketing advice at this particular product life cycle stage?

Seeing the company records of Canadian Mouthwash Market Shares for past three years, I feel that the performance of scope in market was consistent despite the arrival of new products in market.

The report is about the market segmentation, targeting and positioning of the tooth paste industry in the local market of Mauritius. For a total population size of approximately 1, 2 million, toothpaste represents 80% of the market. This market is being shares which Colgate Palmolive which represents Colgate has 45% of the market share and the rest is being played among Aquafresh 20% and Blendax occupies 14% of the market share. 21 % of the toothpaste market shares are occupied by Signal, Close up, Casino and other make of toothpaste. Nowadays to be able to survive in this fierce competition world, firms need to satisfy the needs of its potential customers, hence keeping the existing and gaining new ones. For this to be