SWOT Strengths ColgateColgate-Palmolive is recognized as the world’s leader in personal care sales which included oral hygiene products like toothbrushes and toothpastes. In 1991‚ its sales topped at $6 billion and profits at $2.76 billionand as it cornered 43% of the world’s toothpaste market and 16% of the world’s toothbrush market. In the United States‚ the world’s largest market‚ ColgateColgate-Palmolive holds the number one spot in toothbrush sales with a market share of 23%. From these
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distribute its advisement expenditures among products? How much should Colgate invest in advertising Colgate Precision? 4. Channel: Which distribution channel should Colgate use? Our team must analyze the two differing launch strategies – niche and mainstream – and select the path that is the best fit given consumer need and competition in the marketplace. We will be using thorough analysis to calculate the revenues and costs of each strategy‚ as well as analyzing the various marketing components
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We currently do not have any razors in the Super-Premium segment. Our biggest competitor Prince‚ has two razors in the Super-Premium segment and earned $224 million in revenues and $45 million in operating profit. By positioning Clean Edge in a mainstream position‚ branding Clean Edge as “Paramount Clean Edge” and allocating $4 million dollars of the trade promotion to consumer promotions we would not only stay under our marketing budget for the year but analysis shows we could generate a 20% increase
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are likely to go for the Clean Edge Razor. 3. the argument of launching the Clear-n Edge Razor. SWOT analysis for the Mainstream: SWOT analysis of the niche strategy launch: Recommendations: Based on the above SWOT for both Launching Clean Edge as a niche or a mainstream brand‚ We recommend to follow Rosenberg proposition and position the product as a niche based on the following: * Reach the 1st position in the product sales and profits. * Retain Paramount Pro / Avail
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market trends‚ competitors‚ branding‚ available budget and financial forecasts‚ this paper will attempt to provide recommendation and insights that may assist Mr. Randall with his decision. This paper supports the launch of Clean Edge razor using a niche-market strategy‚ at least for the first couple of years. This conclusion is the result of a careful analysis of the executive steering committee’s agenda‚ the opportunities and trends observed in the razor market‚ the internal constraints within Paramount
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Marketing Case Analysis - Clean Edge Razor Case - Team members * Min Woo Song * Yang-hee Park * Yekaterina Li * Onofre C. Mateo * Khanan Pinnoi Clean Edge Razor Case 1. What changes are occurring in the non-disposable razor category? What are the strategic life cycle challenges for Paramount’s current products as well as for Clean Edge? Assess Paramount’s competitive position. (1) Market growth in super premium segment Non-disposable razor experienced approximately
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product worth the investment? Is Quartz a niche product or a mainstream product? The Quartz was worth the investment made‚ it really was the breakthrough product‚ but the cost played the main role here. As we can see‚ Quartz was selling good only in showrooms‚ that is just 17% of the market‚ but it was good in premium brand category‚ it gained its’ niche. From my personal point of view‚ at this phase‚ Quartz is the niche product‚ it can not become mainstream unless the Cost of manufacturing gets
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executives at Paramount agreed Clean Edge should be priced in the super-premium segment of the market. However‚ some executives believed Clean Edge should be launched as a mainstream entry within that segment‚ with the broad appeal of being the most effective razor available on the market. Others felt a more differentiated niche strategy‚ targeting the most intensely involved super-premium consumers‚ would be optimal. Paramount had decided to launch this technologically advanced introduction into
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1 There have been many changes in the recent history of non-disposable razors. These changes for Paramount to deal with include competition‚ new products‚ and a change in customer perception as far as grooming goes. While these changes include challenges it also provides opportunity. Paramount has two steady competitors being Prince and Benet Klein. Two new competitors have emerged over the last few years being Simpsons and Radiance. Prince has been traditionally the industry leader in non-disposable
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market for CP as well as to reinforce and enhance CP’s brand image. Key recommendations conclude in this case study are as follow • Target therapeutic and cosmetic consumers • Position Precision in the super-premium segment and reposition to the mainstream market during its maturity • Emphasize on professional endorsement Environmental Analysis SWOT Analysis • Strengths o Colgate-Palmolive (CP) is the global leader in oral care products and its great reputation among the household and personal
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