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Comprehensive essay on swot analysis
Comprehensive essay on swot analysis
Swot analysis 4 p's
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4. COMPETITOR ANALYSIS
The key competitors for Tagerty are – Proctor and Gamble, Coty Canada and Unilever.
Proctor and Gamble is a multinational company and in 2015 with 35% value share, it was leading men’s cosmetics market. It held 67% value share in men’s grooming. Companies success is attributed to its Gillette- a leading Brand in Men’s shaving category. With new innovations which are supplemented by large marketing campaigns, a company had maintained its powerful position of Brands. Such as Fusion ProShield razors were launched by Gillette in 2015.(reference)
Coty Canada stood second in line after Proctor and Gamble. There was a large difference between both. Coty Canada had 12% value share. Coty Canada has now merged with Proctor and
It has 10% value share. It leads in men’s toiletries with vale share of 29% in 2015. Company’s success is because of its Axe brand that led men’s toiletries in 2015 with 19% of value share. During NBA All-Star weekend it launched fresh world campaign for a television spot which highlighted Axe in the Canadian market in 2016.
Furthermore, Men’s skin care was led by 29% value share in 2015 with Unilever’s Dove Men+ Care. To celebrate modern men’s caring character and vision of masculinity it launched new campaigns with which it recognized that how being caring makes them strong (Passport 2016"Men 's grooming in Canada"). The strategy of Unilever is to focus on dynamic categories and premium segments remained consistent in 2016 and possession of Dollar shave club showed positive results. TRESemme Botanique and Lux Silicone- Tree are the organic products which help Unilever to align its brand in emerging market with growing sophistication.
SWOT Analysis
Strengths
• Brand image – as an organization is operating successfully since 1996.
• Operation in a low-cost manner.
• Extensive range of man’s cosmetic products.
• Well-equipped facilities and production can be increased.
• Superior quality and good presentation of the product.
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
P&G was founded in 1837 by William Procter and James Gamble as a maker of soaps and candles. P&G was known in Corporate America as a company to be admired and imitated. In addition, it was envied for its profitability as well as strong brand name. P&G has a long standing reputation as having life long employees. This dedication and loyalty by P&G's employees created the notion that outside sources were unwelcome and all products and ideas must come from within, however, this is not the way of the future.
However, in 1970 Scope became the market leader in Canada, but it was not the only brand in the mouthwash market, it had many competitors, such as Listermint mouthwash that was launched by Warner Lambert in 1977 and it was a direct competitor to Scope, it had nearly the same characteristics as Scope with a 12% of the market share.
During 1911, Proctor and Gamble introduced Crisco, the first all-vegetable shortening, beginning what would be the first in a long line of different unrelated products the company would develop in the future. Such products include Tide washing detergent, Crest toothpaste, Charmin toilet paper, Pampers baby diapers, Folgers coffee, Bounce fabric softener, Pert Plus shampoo, and Bounty paper towels, just to name a few. With these products, and the more than thousand others, Proctor and Gamble leads the world in sales in almost all categories of household products. Sales hit the one million mark by 1859, roughly 22 years after the company was formed.
Gillette’s market share is expected to reach 50% in 1996. Having such a strong monopoly
- Strong brand awareness within the U.S. market. Second largest market share in automotive industry after General Motors with 14.8%
Gillette's $9.2 billion global business began on September, 1901 by the name of "American Safety Razor Company. In 1902 it was names Gillette Safety Razor Company. The Gillette Company today is the global market leader in nearly a dozen major consumer products categories, principally in the grooming, alkaline battery and oral care businesses. It is the largest known company for producing razors and other shaving products. The five different business units Gillette focuses on are Blades & Razors, Duracell, Oral Care, Braun and Personal care. This project deals with the production of a disposable razor with incorporated gel. Gillette is the largest well known company for producing razors. The company receives the greatest profits from that operation. Gillette sells products in over 200 countries and has approximately 28,700 employees, 70& from which are outside of the US. Manufacturers operate at 31 facilities in 14 countries and 40% of sales come from NEW products for 11 consecutive years.
Although Unilever’s Path to Growth strategy involves all components of the general environment, two segments that are especially relevant are the global and sociocultural segments. A major strength of the company’s global environment is its geographic diversification of its major product markets. In 2003, Unilever had sales and marketing efforts in 88 different countries. The key is that it gave decision-making power to its managers in different countries so that they could tailor their products to the market’s specific preferences and consumers’ local tastes. Thus, it was the cross-country preferences of consumers that determined what products Unilever would carry. The global segment provides an enormous opportunity for Unilever. The case states that emerging country markets show the greatest potential for sales growth. Major competitors such as Procter & Gamble and Kraft Foods had sales in roughly 140 to 150 different countries in 2003, and Nestle, Unilever’s main rival, had market penetration in almost every country in the world. If Unilever is able to expand its operations into 50 or more new countries and concentrate its advertising campaign on consumer preferences, it could significantly increase its market share in the global economy.
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.
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).
Before Lafley took over for Jager, P&G was stretched to the max, haplessly wasting away resources and opportunities with an overcomplicated business strategy. P&G was raising prices on their best selling brands to cover for missed sales and high production costs for new brands that failed to be a successful [Lafley, 2003]. They had hired too many employees and were involved in several investments that were unprofitable. P&G had not had a hit product since the launch of ALWAYS feminine products in the 1980’s and each additional product flop only stretched their recourses thinner and thinner. Costs were high and moral low with employees not afraid to voice their lacking confidence with P&G’s leadership and direction. Subsidiaries were blaming corporate for their missed earnings and visa versa [Lafley, 2003]. Strategies between the brands at P&G clashed and each were out to safe guard their own interests. The prices of their consumer products were too high while the company failed to deliver customer satisfaction. These factors distracted them from what had originally made them successful – being an industry leader in innovation (Markels, 2006).
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
In 1991, CP launched new products in the U.S market CP and held 43% of the world toothpaste market and 16% of the world toothbrush market. Other oral care products included dental floss and mouth rinses. In 1991, worldwide sales of CP's oral care products increased 12% to $1.3 billion, accounting for 22% of CP's total sales.
Unilever has more than 400 brands, 14 of which create sales in additional of 1 billion pounds a year. Almost all those brands have time-honored, strong collective operations, which includes Lifebuoy’s drive to promote hygiene through hand washing with soap, and Dove’s crusade for existent beauty. (Unilever, 2014)