1. Describe the Canadian soap market.
a. What are the implications for marketing?
The soap market in Canada was worth $105 million to manufacturers in 1986. That was only the beginning, that figure was projected to grow by 5% in the years that followed. Consequently, the soap market was very competitive, even for Colgate-Palmolive. Even the average consumer could turn on the television and see the multiple advertisements being showed for soap. As simple as soap may sound, selling/marketing it is far from simple. The competition would continue at the store level, where shelf space (which was already limited) was at a premium. Retailers could basically pick and choose whom they wanted to do business with. The entirety of a brand was at the hands of the retailer who had the upper hand. They got to choose which soaps to carry and which soaps to drop. Now the question arises of why was the soap market so competitive? The competition can be caused by many reasons. “There were many brands and new variants of existing brands, whose only method of survival was to steal share from other products in the market”. “Technological advances were slowing and relaunches were increasingly cosmetic in nature”. Finally, the most important in my opinion, “ Trends toward larger bundle packs had developed, which reduced the number of purchases each consumer made during the year”.
2. What do you think of the Cleopatra marketing strategy?
In my opinion, I believe that the marketing strategy implemented for Cleopatra was one of those things that sounded amazing in your head but terrible when put into place. Colgate-Palmolive (CP) had every right to believe that what they had planned would work. They have had success with other brands in the past. CP knew that they would be competing with market leaders such as Irish Spring, Cashmere Bouquet, Palmolive Soap, and most