6/24/2015 Colgate-Palmolive Case Study Regina Maturo WHITMAN SCHOOL OF MANAGEMENT | SYRACUSE UNIVERSITY MAR 600 - Global Marketing Strategy Summer 2015 Regina Maturo Global Marketing Strategy Colgate-Palmolive SUMMARY In the 1980s a unique shift occurred in the oral care industry – consumers became less concerned with the aesthetics of their toothbrushes and more concerned added benefits, like greater plaque removal an ease of use. This shift created a surge of product development and improved performance features in existing product lines. During this time, Colgate-Palmolive (CP) spent a significant amount of time and funds developing the Precision toothbrush, which was believed to be superior to all other existing products in its ability to prevent gum disease and remove more plaque. CP developed the Precision with the objective of launching the product in the super-premium, niche segment, but CP executives questioning whether it might be beneficial to target a broader audience by launching the product in the mainstream market. INTRODUCTION Oral hygiene and general dental care is a hot-button topic among many consumers.
In order to target convenience shopper, Wal-Mart has solid understanding about what the target market needs and wants. With a successful analysis of needs of target market, Wal-Marts enhance its own value and maintain its position in retail industry. * Deploying flexible strategies: Wal-Mart has started to go globally since 1993; however, it become profitable until 1996. The reason that Wal-Mart can be successful worldwide is it used different strategies to meet the international customers’ needs. For instance, the company added children apparel line in U.K. stores, and penetrated local market in Brazil, which means the company developed a flexible strategy to respond change of different countries’
Analysis: Corporate: Look into expanding even more globally and even the possibility of entering the “brick and mortar” industry. Business: to improve competitive position they can continue to innovate and use the successful business models that have gotten them where they are today. Competiveness) Blue Nile currently holds 0.6% (19 ranking) of the market share of Jewelry Retailers. Something the leading 18 have in common is that they have a physical location. Their s also less global competition which equals more slices of pie for Blue Nile.
Trajectory of customer need is the path over time of increase in performance improvement in an industrial segment which consumers demand or want. Trajectory of technological improvement is the improvement over time in the level of product performance that technologists can provide. Ely Lilly originally pioneered the diabetes care market. It had some prosperous years, but eventually failed. In 1995, Novo, a major competitor, dominated the European market, and was building a new plant in the US, in order to produce insulin cartridges for its pen.
KRISPY KREME DOUGHNUTS Q1 Analysts are predicting that Krispy Kreme will be able to perform highly effectively and continue to grow rapidly in the coming 2 years. Do you agree with their analysis? If so, why? If not, why not? Answer 1: We do not agree with the predictions made by analysts about Krispy kremebeen able to perform highly effectively and continue to grow rapidly The company believed in entering new geographic markets quickly and lock up the best locations to build brand name and a customer base which led to high investments in plant , buildings , assets in year 2002 the company spent $37 million to construct and equip new company owned factory stores.
As a front runner of this technology, Wal-Mart has recognized how the RFID enabling technology increases retailer’s logistical mission of right product at the right place and time, thus improving SCM efficiency; and increasing sales and profits. Supply Chain Management (SCM) is the logistical management of assets, information, and capital in their movement in a supply chain process between suppliers, manufacturers, wholesalers, retailers and, ultimately, to the consumer. Businesses look for innovations and advancements in Automatic Identification and Data Capture / Collection (AIDC) techniques and products to enhance their SCM logistical systems and processes. Radio Frequency Identification (RFID) technology is an AIDC technique that has attracted significant interest from companies over the past eight years. Considered as “the next big thing for management” (Wyld, 2006), RFID enables business information gathering throughout a company’s value SCM chain to provide critical information for speedy and accurate decision-making.
In efforts to compete with its competitors, Sharpie sought out to expand its brand with new products. In 2004, Sharpie launched a new a line of markers with retractable tips and introduced paint markers. Shortly after new versions of Sharpies emerged such as the Sharpie Mini that was half the size and featured clips to attach to a keychain or lanyard. The only problem was that the public perception of Sharpie was based on one singular product, the black Sharpie fine point marker. The company had a positive perception from its consumers, but was perceived as
In other words, consumers’ buying power and spending pattern may rise due to higher amounts of disposable income. This will affect purchasing behaviours. Socio Demographic Increasing health awareness: Doughnut appeals to all major demographic groups, including age and income. Easy to eat on the run and affordability of doughnuts were the major reasons for the popularity of doughnuts in the US market. In the recent years there has been an increase in the concerns about healthy living as the low-carbohydrate and the weight watching craze swept the people living in the US.
This lowers risk and increases the value of the business over the long-term. … "Geographically Diverse Business" has a significant impact, so an analyst should put more weight into it. * iPhone exclusivity Having exclusive access to Apple's iPhone allows AT&T to obtain millions of new customers. These customers became familiar with AT&T's products and services. AT&T can use these exclusive licenses to keep those customers even after they lose this exclusive access.
After this achievement of selling your products in four different countries, Eugene managed to rank his company in the top of body and hair colouring market through his innovation, the first sopaless shampoo that had as target the mass market. They realised that in order to stay in the top of this beauty hierarchy they should constantly invest and acquire other small companies even though as Owen-Johns said, acquisitions have never been the top priority for this company but internal growth rate. By rebranding their image, adding to L’Oreal’s portfolio small influential companies. A Cost Leadership Strategy(Mini MBA 15-Generic Strategies) justifies L’Oreal’s purchases like: Garnier, Maybelline, Matrix, Lancôme and so on. The emphasis was placed on minimizing costs therefore applying a full market coverage(Mini MBA 18- Target Market Selection).