Since the case has been printed, Gillette has continued to evolve their product line up. No longer is Gillette just about razors. The company has tools for all-in-one grooming, shaving creams, deodorants, body wash, and other toiletries (Gillette, 2013). Gillette continues to be innovative with their products, and it shows by their numerous awards that they are proud to display on their website. Also, Gillette has continued to improve on their baseline products such as their Fusion lineup with the Fusion ProGlide that is fifteen percent thinner (Gillette, 2013). Per Dula (2013), Gillete has really embraced social media and word of mouth as a strategy for increasing buzz in India. Gillette started creating commercials and campaigns to directly combat the idea of less shaves. Gillette sparked a debate and fueled media with social media. Per Dula (2013), “In eight weeks Gillette’s sales of the Mach3 increased by 500 per cent and market share for razors reached 40 percent.”
Gillette has a solid base line of products that consumers have a need for, which is a key strength. Gillette can continue investigating consumer trends and evaluating needs in order to stay innovative and keep a market edge. On the other hand, possible weakness that Gillette can show is the fact that their razor are more expensive than their competition, so some consumers may jump to competition to save money. Gillette can combat this reminding their consumers the value add that they have and showing customers add on’s that will make their base product more useful. In the past, Gillette has had failures due to not researching the countries they are trying to penetrate. Gillette has major opportunity international markets as these countries become more developed, G...
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Dula, C. (2013). Gillette’s ‘Shave India Movement’. Retrieved from http://www.ft.com/cms/s/0/8da786b8-37e7-11e3-8668-00144feab7de.html
Cendrowski, S. (2012). Death by 1,000 Cuts. Fortune, 165(8), 18.
Duffy, M. (2004). How Gillette Cleaned Up Its Supply Chain. Retrieved from Retrieved from http://www.slideshare.net/TheSupplychainniche/how-gillette-cleaned-up-its-supply-chain
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Anderson, M. (2013). How India Helped Gillette Rethink the Razor. Retrieved from http://www.bostonglobe.com/business/2013/10/03/cheap-razor-made-after-watches-indians-shave/NSQpOGAotpEfarkNmxIfcK/story.html
There is a danger that the larger a firm gets, the more unwieldy and harder to manage it becomes. There are also suggestions that Gillette could be at the crest of its wave. P&G may believe that it can squeeze more value out of Gillette's brands. On the other hand, the costs of product innovation are high for razors and there are suggestions that consumers may be getting fed up with having to pay ever-increasing sums for razors with ever more blades. Gillette has admitted in the past that it fears competition from low-cost rivals, particularly at its Duracell electric-battery
L’Oreal led to the globalization of American beauty and its products. At this point individuals all over the world are utilizing their products. It has built a loyal customer base that is almost impossible to compete and like say they – it is “because you are worth it”
The traditional way of marketing this product was to have the sexy appeal and DSC took a different route and in a way, made fun of the razor market. DSC first put out a YouTube video that got over twenty million views getting their product known and seen my the mass media. This really got their business going as it was something different that people have never seen before. DSC made it more convenient for the customer as razors go dull quickly but are expensive to buy replaceable razors. Other razor companies are trying to add new features for their products to stand out when DSC is making it cheap and easy for customers to use their business
Sakarya, S., Eckman, M. & Hyllegard, K. H. (2007). Market Selection for International Expansion - Assessing Opportunities in Emerging Markets. International Marketing Review, 24(2), 208-238.
Colgate-Palmolive Co is recognized as a leader in sales of oral hygiene products sales. In 1991 the sales of the company exceeded the level of $6 billion and gained profits of $2.76 billion as it brought them 43% of the toothpaste world market. In the world’s largest market, the U.S., the company leads and maintains the number one position in toothbrush sales with 23 % of market share.
By investing more in market research than any other company, conducting thousands of research studies and investing millions in consumer understanding every year, P&G has made a success out of articulating unspecified consumer wants and needs translating them into products. Not only is their a successful transition from idea to product, but P&G has also demonstrated global success in branding these products into household names with the logistics and distribution capabilities to translate it into meeting consumer and retailers needs satisfactorily. By translating these characteristics into continuously improving efficiency and productivity, P&G can give the best brand value to the Indian market by building relationships with consumers,businesses and retailers, making Oral B the toothbrush household name in India.
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).
The environment of L 'Oreal is very competitive and progressive. The trends of consummation force the company to be always more innovative in the production of products, but also in the sale of these products. To continue to be the leader and to compete on the market, L 'Oreal must adopt new strategy in the future in balance with his customers and his environment.
International business can be quite challenging and unsuccessful, if multinational companies do not look at the environment where they want to explore and invest. There are different aspects and market dimensions that can tell decisions makers if it’s convenient to invest in different markets. According to Global Edge (2014), “Global marketing has become more and more important over the years with the increasing trend of internationalization. Faced with too many choices, marketers have the challenge of determining which international markets to enter” (para. 1). The market potential indicator (MPI) is an index that can help marketers understand statistically how consumers behave and use these numbers to analyze potential countries and its risks. Based on the MPI
15. Hill, Charles W.L. International Business: Competing in the Global Marketplace. New York : McGraw-Hill, 2007.
Colgate is a high ranked oral hygiene company that produces toothpastes, mouthwashes, toothbrushes and dental floss that was founded in 1807 by William Colgate in New York City. In 1820, Colgate built their first starch factory in New Jersey. Years later, in 1857, the founder William Colgate death resulted in the company being passed down to his son Samuel Colgate. In 1864, Colgate collaborated with B.J. Johnson who founded the Palmolive Company. The Colgate-Palmolive Company began having much success in the late 1800’s with all of their new products such as hand soaps and the many different appearances of toothpaste from glass jars to collapsible tubes. In 1900, Colgate won top honors in Paris at the World’s Fair for their soaps and perfumes. Colgate was very successful internationally that they came established in Europe, Canada, Asia, Latin America, and Africa. After so many accomplishments internationally and locally, “Colgate-Palmolive Company” was officially the company’s name in 1953. By the late 1900’s, Colgate sold over 1.6 million toothbrushes annually and was serving over 56 countries and hits the $5 billion mark in sales. The company began initiating an Oral Care program after collaborating up Kolynos in Latin America. The oral care program, which is called Bright Smiles, Bright Futures that is established to 50 countries and serves over 50 million children a year. Today, the CEO of Colgate is Ian M. Cook & Colgate’s focuses are Oral Care, Personal Care, Pet Nutrition, and Home Care and provides in over 200 countries and have numerous awards including 2013 World’s Most Ethical Companies from Ethisphere Magazine. In my research, based on preliminary information, I will find evidence that will attempt to pro...
Unilever is a multinational company which ranks third globally in fast moving consumer goods. They have an excellent value chain which is one of the factors that has resulted in them to be among top consumer goods company globally. Their merger and acquisitions have led them to expand their company in different sectors of the consumer goods. They have 400 brands and sell their products across 190 countries. They have to work on some areas of the value chain to work even better than how they are working now. Also, there are many opportunities that will help Unilever to overcome their shortcomings and make them a successful Consumer goods
As part of its innovation strategy, Colgate Palmolive (CP) decided to manufacture a new product-toothbrush in the early 90s. This was after some extensive research was done to determine consumer purchase behavior and the extent of competitive rivalry in the industry. According to Allprojectsmba.com (2010), research can be done by using a number of methods to collect the data that are analyzed to draw conclusions. Such methods include interviews, focus group, questionnaires and online research. Interviews can be done either one on one or via the telephone where the researcher/interviewer selects a sample that is representative of the whole consumer population. The interviewer asks and interacts with each person in the sample to pick up the information he needs. Alternatively, questionnaires can be produced and mailed to respondents who fill them and ...
In conclusion, Colgate’s advertisement used Logos, Pathos, and Ethos to reveal to the world that they have the best toothbrush out there. Their advertisement persuades everyone who has teeth to go out and buy their new product which is a toothbrush. The advertisement used Ethos, Logos, and Pathos to persuade viewers to buy their product. Although throughout the years, they’ve extended their products, their sales have gone down
Young, D. (2012). International Marketing, Room 009, Block 17, Middlesex University Dubai. (18th March, 2012)