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Companies are not able to succeed without having a strong branding and pricing strategy. Colgate-Palmolive has managed to build a strong brand name and offer competitive prices. Innovation is a key factor in the Colgate strategy. This paper will take a look at Colgate-Palmolive’s product positioning and life cycle. This paper will also discuss the branding relationships and pricing methods.
Positioning and Life Cycle
According to Keller and Kotler (2009) “positioning is the act of designing the company’s offering and image to occupy a distinctive place in the minds of the target market.” Colgate-Palmolive has remained a leader in the oral health care industry. The company has remained a leader by focusing on innovation. According
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Colgate toothbrushes and toothpaste occupy more shelf space than other brands. This has helped consumers recognize the brand and purchase the brand. Colgate also has products on displays in the store. These displays have various toothbrushes and toothpaste. The company has witnessed an increase in sales from stores with these displays (Colgate, 2011).
Pricing Methods
The company saw an overall increase in profits from last year. The company raised prices and had an increase in profits. Prices and price increases vary by region. The company increased prices by 2% globally (Datamonitor, 2011). The company prices their products to fit each geographical market. Colgate remains competitive with pricing in every geographic area. While the company saw an overall increase they did see a decrease in sales in the United States (Colgate, 2011).
The company does use promotional pricing. The company may offer two for the price of one. The company may also decrease the price from time to time to attract customers from purchasing other brands. Promotional pricing can help attract customers to the Colgate brand over others. By offering discounts and sales the company may gain future loyal
Sarkar, A. N., & Singh, J. (2005). New paradigm in evolving brand management strategy. Journal of Management Research, 5(2), 80-90. Retrieved from http://search.proquest.com/docview/237238894?accountid=28644
Bringing over 20,000 products into one convenient location and with over 450 brands, they provide a large selection. Provides a unique atmosphere - Their large open stores, packed with designer brands, gives an elegant feeling, with light colored walls that can’t be found at your local drug store. Also, with a low-pressure sales strategy, they provide a very relaxed shopping experience. A wide variety of products - They have a large variety of products which makes it easy to locate your desired set of products. There is no compromising on the bands that you prefer.
The Procter and Gamble Company. (2013, November 17). Company Strategy. Retrieved March 22, 2014, from http://www.pginvestor.com: http://www.pginvestor.com/GenPage.aspx?IID=4004124&GKP=208821
Founded in 1886 by introducing medicinal plasters and antiseptic surgical dressings, Johnson & Johnson has grown to be one of the leading health care products company in the world. In its extensive history of over 125 years Johnson & Johnson’s product mix vary from pharmaceutical, personal care products, medical devices and diagnostics with the largest being pharmaceuticals.
Johnson&Johnson has been a consumer products manufacturer since 1886 and it is divided into three divisions which includes medical devices, pharmaceutical products, and consumer healthcare products. They create products in order to help and care people around the world and assist doctors and nurses to provide the best care for patients. Johnson&Johnson creates consumer products such as Neutrogena, Aveeno, and over the counter medications such as Tylenol and Motrin. They also create medical devices for surgeries and other specialties such as wound closure in order to enhance patient care and bring greater precision in surgery. The business model that this company approaches is that it sells its products to hospitals, healthcare professionals,
Competitive Positioning is defined as how you will differentiate your products or services thereby creating a value for in the market. A good positioning is influenced by market profile, customer segments, competitive analysis and methods of delivering value. (Marketingmo, 2014)
This report is about Procter and Gamble Co., which is a consumer goods company headquartered in the US. However this report focuses on P&G’s perfume brands and cosmetics. The company’s brief introduction followed by the market analysis has been explained. Moreover its competitive environment using Porters five forces has also been analysed. Further analysis include the company’s growth strategies using Ansoff’s Matrix and the company’s drivers of internationalization examined using Yips framework.
Alan G Lafley, the former CEO of Procter & Gamble, once said “Let’s execute along this strategy, but know that we’ll probably get some of this wrong, so be open to changing it (AZQuotes.com). Procter and Gamble has undergone many strategic changes in the last 15 years which have had a profound impact on the company’s profits and market share. The strategic changes that Procter & Gamble has undergone have been both positive and negative. While it is important to document the financial impact of the changes under Alan Lafley, it is also important to track the changes and growth under the current CEO David S. Taylor, while also showing Procter & Gamble’s competitive advantage.
In the $1 billion Indian Oral Care Industry, Procter & Gamble faces three main opponents: Colgate Palmolive India, Hindustan Unilever Limited and Dabur India. Colgate Palmolive India had its start in 1937 as an oral care product. SInce then, it has enjoyed 78 years as the leading oral care provider. Currently, it has 41.4% of the toothbrush market, making it the leading brand. Its toothbrushes are marketed towards any and all toothbrush users with a special emphasis towards expanding into rural markets.
Relationships have been in place with two main groups in Singapore long before Proctor and Gamble ever decided to build a plant. The Economic Development Board and A*Star’s Institute for Materials Research and Engineering are the two main groups they have been involved with. Since Proctor and Gamble built these relationships before building a plant in Singapore they have thus established a strategic alliance with Singapore. The Economic Development Board and A*Star’s Institute for Materials Research and Engineering have come together with Proctor and Gamble to share resources and complete a project. Proctor and Gamble benefit from setting up a strategic alliance with A*Star by getting the privilege of looking at IMRE’s innovative research (Moneycontrol.com, 2008). In return for this preferential treatment, P&G shares its new innovations with A*Star’s IMRE (Moneycontrol.com, 2008).
Once America’s most innovative consumer products company, Procter and Gamble (P&G) started by selling soaps and candles in a small Cincinnati storefront in 1837 (Procter and Gamble, 2008). After a hundred and seventy-one years P&G has grown to over one hundred household brands in over eighty countries (Markels 2006). Their products range from air fresheners to prescription drugs. However, as P&G headed into the twenty-first century they announced that they would not be meeting their 1st quarter earnings forecast [Lafley, 2003]. Revenue margins were dropping and P&G was quickly losing market share to Kimberly Clark and Johnson & Johnson. After missed earnings P&G’s stock price fell from $59.18 to $26.50 between January 2000 and March 2000 (PG). Upset, the board of directors pressured then CEO Durk Jager to resign after a lack luster attempt at turning P&G around and replaced him A.G Lafley, an unproven CEO, whom analysts felt lacked the experience to give P&G a much needed clean up (Lafley, 2003).
The activities consisted in the process of identifying a problem that has to be addressed in marketing or an opportunity to increase the brand image of a business or to increase sales volume by having an increased reach in advertising and formulating a strategy based on extensive market research, segmentation and supporting data is known as positioning in terms of marketing. Positioning is formulating a strategy using tactical development phases to carry out a goal to attain an organizational objective.
Tanner and Raymond (2014) describe branding activity as “strategies that are designed to create an image and position in the consumers’ minds” (c.6). When branding messages coincide with its offerings’ characteristics, it establishes consumer trust, and brand strength. For example, when first introducing Dove brand in 1957, by labeling its product as a “beauty cleansing bar . . . [with] ¼ moisturizing cream, that rinses cleaner than soap” (Unilever, 2016), we can see that marketers associated the brand to moisturizing and beauty, and disassociated the brand from common soap. Over the years, this consistent message coinciding with product performance has strengthened the Dove brand. Strong brand equity is derived from consistent, strategic branding that establishes perceived quality and emotional attachment (Entrepreneur, 2016); therefore, consumers are more likely to pay higher prices, as well as purchase new offerings connected to the
Unilever’s Dove is part of the consumer goods company’s many brands which have historically lacked global identity amongst its many products. The lack of global identity resulted in issues such as diverse marketing standards, varied product development, and lack of brand recognition by consumers worldwide. Unilever’s solution to this problem was to group similar product lines under a few recognizable umbrella corporations. This initiative gave birth to the one of the most controversial marketing strategies in the history of business.
Colgate as a company strives to be the best company to have the best dental products.