Contents 1. Introduction 3 2. Internationalization Strategy of Colgate-Palmolive 3 2.1 The assesment of the internationalisation of the company 3 2.2 The assessment of geographical characteristics of internationalisation 5 2.3 The outline of the main foreign market entry modes employed by the company 5 2.4 The overview of the enterprise structures and controls used by the company 6 3. Evaluation of academic strategy frameworks for Colgate-Palmolive 8 3.1 Overview of the Bartlett and Ghoshal’s generic
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COLGATE - PALMOLIVE COMPANY: THE PRECISION TOOTHBRUSH I-SYNOPSIS In 1992‚ Colgate-Palmolive (CP) was the global leader in household and personal care products like toothbrushes and toothpastes. In 1991‚ its sales topped at $6 billion and profits at $2.76 billion and it cornered 43% of the world’s toothpaste market and 16% of the world’s toothbrush market. It was also the leader in retail toothbrush sales in the United States. Prior to the 1990s‚ consumers were satisfied with
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Colgate Max Fresh: Global Brand Roll-Out Executive Summary The United States‚ Mexican and Chinese markets all took very different approaches to the release of Colgate-Palmolive’s (CP) newest oral care product in 2004-2005. The new toothpaste is called Colgate Max Fresh (CMF). It is a cavity preventing gel with breath-freshening strips suspended in it that dissolve while consumers brush their teeth. The technology behind the breath strips is patented‚ and Colgate was hoping the product would
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RFI is to determine whether or not Colgate-Palmolive (C&P) should remain with SAP for their technology infrastructure‚ or if they should seek out other or new IT opportunities. C&P needs to determine what is important and whether or not IT supports it. We evaluate the current problem C&P is facing and the future trend of the technology. We reviewed SAP and its competitor‚ Oracle‚ to determine whether C&P should stay with their current provider and what advantages would be available to them from their
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Consumer products in China (Colgate Toothpaste) Marketing on regional markets Table of context Introduction 4 PEST Analysis 5 POLITICAL AND LEGAL 5 ECONOMIC 6 SOCIAL 8 TECHNOLOGICAL 9 Consumer Survey China 10 The growing importance of regional differences 10 Cluster map – from city tiers to city clusters 12 Position of Brands 14 Increased Demand for Premium Products 14 Brand loyalty 16 Trust in Big Brands 17 Importance of focus on the Right brand attitudes 17 Customer communication
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HRM and Colgate-Palmolive Colgate-Palmolive is a $6 billion a year personal products giant which earns two-thirds of its revenues outside the United States. In the early 1980’s Colgate realized that if it were to be successful in the rapidly changing international business environment‚ it would have to develop a more transnational orientation. Colgate wanted to become transnational and develop an international cadre of executive managers. In 1987‚ the Human Resources Division had to develop a plan
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DATE: January 9‚ 2010 RE: Calgate Max Fresh: Roll out Brand Summary: In February 2005‚ Nigel Burton‚ in his third year as president of global oral care at Colgate- Palmolive Company (CP)‚ had every reason to feel optimistic. Worldwide market shares were strong and Colgate Max Fresh (CMF)‚ a new tooth paste that had helped drive Colgate to a record 34.8% value share in the important US market‚ was in the global pipeline for 2005. Burton had on his desk the proposed marketing launch plan for CMF
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Assignment # 2 MARK 301 Question 1: The five most important strengths that should be included in a Highlighted SWOT are: * The Colgate Precision Toothbrush is the most efficient in Plaque removing (up to 35% more efficient than any other toothbrush on the market) if used usually. * Thanks to its conception‚ it is the most efficient of the market to access the spaces between the teeth and the front and back teeth. * There is only one models with bristles of three different length and
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The Product Product variety - Colgate Herbal White is part of the range of toothpastes offered by Colgate Palmolive in India‚ which is led by Its flagship brand Colgate Dental Cream (CDC). The brand was launched in 2001 and is essentially targeted at traditional consumers who seek natural ingredients (such as in semi-urban and rural towns) Quality – Being a popular segment product and an offering by Colgate-Palmolive quality parameters are thoroughly tested to ensure consumer satisfaction.
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CASE: Colgate Max Fresh: Global Brand Roll-Out (HBS 9-508-009) Colgate Max Fresh (CMF)‚ a new toothpaste formula with patented breath-freshening technology‚ had been introduced in the U.S. and was in the global pipeline for 2005. Nigel Burton‚ president of global oral care at Colgate-Palmolive Company (CP)‚ had on his desk the proposed marketing launch plans for CMF in China and Mexico. Each plan sought to maximize business potential in the local market. Burton needed to assess these plans
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