...2009, p. 82). Though a broad based company, with a diverse and extensive product offerings, Colgate-Palmolive has successfully used market segmentation to identify unique needs of its consumer markets. They have combined the use of market segmentation and the ability to effectively gauge and respond to consumer behavior to divide and conquer the respective industries: Oral care, Personal Care, Household Surface Care, Fabric Care and Pet Nutrition. Geographical Segmentation Colgate has cornered significant markets with sales in North America (19%), Latin America (27%), Europe/South Pacific (21%), Greater Asia/ Africa (19% (“Colgate-Palmolive: A Strong International Position¸ 2012). One of the reasons for Colgate-Palmolive’s success globally is its targeting and tailoring the products to specific local regions. The company has identified in its outlook, that there will be “increases in media investments, targeted geographically” (Consumer Analyst Group of New York Conference”, 2012). Each year, for example, in one of their largest market, India, the company signs a local celebrity as the local Colgate brand ambassador, this year it is popular Indian actor (“Colgate signs Allu Arjun as brand ambassador”, 2012). Another great indication of their geographically targeted marketing initiatives is the multiple Facebook pages. There are currently 45 Facebook pages for all Colgate brands (“Consumer Analyst Group of New York Conference”, 2012). The company has different Facebook...
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...------------------------------------------------- Colgate-Palmolive ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Colgate-Palmolive Prepared for: Bill Waxman Organizational Behavior Edison Community College Prepared by: Catalina De Fex Jenny Smith James Tobias October 28, 2013 October 28, 2013 Mr. Bill Waxman Instructor Organizational Behavior Edison Community College 1973 Edison Drive Piqua, Ohio 45356 Dear Mr. Waxman: Here is our strategic plan for our organizational behavior class. Throughout this report we will explain our plan intended to increase financial satisfaction for Colgate- Palmolive. We included a complete analysis of internal and environmental factors that will benefit our understanding of this company’s internal and external culture. We sincerely hope that this report will fulfill your expectations, and we assure you that the oral presentation will be a great complement in order to influence the implementation of our ideas. Thank you for your time and consideration, and we look forward to finally present our ideas to you and to our audience. Sincerely, Colgate-Palmolive StudyGroup Table of Contents Executive summary v Introduction 6 Objectives of the Research 6 Colgate Palmolive Company 6 ...
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...Colgate: Global Strategies, Local Strength 2010 Annual Report Colgate: Global Strategies, Local Strength Succeeding With Consumers, The Profession And Our Customers u Innovating Everywhere u Effectiveness And Efficiency In Everything u Strengthening Leadership Worldwide u Colgate-Palmolive Company is a $15.6 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food. Cover: Photo taken in Chengdu City, Sichuan Province, China Contents: Financial Highlights Dear Colgate Shareholder Succeeding With Consumers Succeeding With The Profession Succeeding With Our Customers Innovating Everywhere Effectiveness And Efficiency In Everything 18 Strengthening Leadership Worldwide 2 4 8 10 12 14 16 20 Colgate’s Corporate Governance Commitment 21 Your Board Of Directors 22 Your Management Team 23 Non-GAAP Reconciliation Of Financial Measures 24 Global Financial Review/Form 10-K IBC Shareholder Information t Mexico Financial Highlights 2006 2007 2008 2009 2010 Net Sales ($ millions) 2006 2007 2008 2009 2010 $12...
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...Colgate: Global Strategies, Local Strength 2010 Annual Report Colgate: Global Strategies, Local Strength Succeeding With Consumers, The Profession And Our Customers u Innovating Everywhere u Effectiveness And Efficiency In Everything u Strengthening Leadership Worldwide u Colgate-Palmolive Company is a $15.6 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food. Cover: Photo taken in Chengdu City, Sichuan Province, China Contents: Financial Highlights Dear Colgate Shareholder Succeeding With Consumers Succeeding With The Profession Succeeding With Our Customers Innovating Everywhere Effectiveness And Efficiency In Everything 18 Strengthening Leadership Worldwide 2 4 8 10 12 14 16 20 Colgate’s Corporate Governance Commitment 21 Your Board Of Directors 22 Your Management Team 23 Non-GAAP Reconciliation Of Financial Measures 24 Global Financial Review/Form 10-K IBC Shareholder Information t Mexico Financial Highlights 2006 2007 2008 2009 2010 Net Sales ($ millions) 2006 2007 2008 2009 2010 $12...
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...Marketing Concepts Assignment Soap Industry [pic] Tutor: Joan Crowe Subject: Marketing Concepts Due Date: May 21st, 2003. Executive Summary This report has been commissioned to Luke Bishop. The company wants to re-evaluate its marketing approach for their business in Soap Industry in Australia. The purpose of this report is to give the Luke Bishop an overview of the Soap Industry in Australia, analyzing the market and make recommendation to Luke Bishop at approach should the company use in the future. The report examines the history, marketing size and growth, major players, current states of the industry, its target market and positioning and the use of different marketing mix and approach. We will discuss the new product “Refresh”. “Refresh” is a spray which can be used for shower instead of using traditional form of soap. It is easy and convenient to use. In the liquid soaps industry, its grocery value in 2002 is 48.2 millions. There is an increase of 10.9 percent of sales for liquid soups by comparing to previous year (2001). The sale of soap is growing every year. We can predict that the annual sales of soap will continue to grow in the future. There is quite a lot of competitor in this industry. We will focus on 4 major competitors. They are Unilever, Colgate-Palmolive, PZ Cussons and Reckitt-Benckiser. We will also discuss the current status in the marketing, and analysis how different marketing environment will affect the sales...
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...Growing In A Fast-Changing World Colgate-Palmolive Company Growing In A Fast-Changing World Colgate’s sharp focus on its proven global strategies is fueling growth in today’s fastchanging global marketplace. This focus, supported by Colgate’s global values of Caring, Continuous Improvement and Global Teamwork, has enabled the Company to improve and adapt with speed and insight. In 2012, Colgate delivered another year of strong results despite volatile currencies and challenging macroeconomic conditions worldwide. Colgate people remain sharply focused on the Company’s four strategic initiatives: Engaging to Build Our Brands, Innovation for Growth, Effectiveness and Efficiency, and Leading to Win. Colgate-Palmolive Company is a $17.1 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food. Cover: Photo taken in rural Uttar Pradesh, India. Brazil United Kingdom Brands Innovation Engaging To Build Our For Growth Italy Efficiency Effectiveness And IFC 2 8 10 12 14 16 20 Contents: Growing...
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...Explain the limitations and constraints of marketing. Advertising Standard Authority (ASA) Advertising Standard Authority is responsible for all advertisements and promotions across every from of media. The ASA responsibility is to ensure that all advertisements are: legal, decent, honest and truthful. For example the ASA make sure the language used in the advert is not bad, and if it is, it won’t be shown day time while children are still watching TV. They also make sure what is said in the advert is true, say; if a business advertises their product saying it can remove spots within 24hours but in real life it doesn’t the ASA will make the advert will not be show because they business is not telling the truth. Also, they ensure the company which is advertising their product respect the principles of fair competition which is generally accepted in the business. For instance, Aldi advertise their product and in so doing they tell the public not to buy from Asda because their goods are not good or their product are expensive. This would be classed as unfair competition by Aldi as they are trying to ruin the reputation of Asda without any valid reason. When a company breaks the rules of the ASA what they can do to the company is; The ASA adjudications the company by putting on companies profile a bad publicity- which means the companies public reputation is at risk, since they will be giving a bad reputation in advertising or promotions; so most of the media’s will not be willing...
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...TITLE PAGE GOALS 2 OBJECTIVES 2 CRITICAL FACTORS OF SUCCESS 2 HOW DO WE PROCEED? 3 WHAT IS MY BUDGET? 4 WHAT IS MY GENERIC MAKE-UP? 6 IS MY RANGE ADEQUATE? 8 IS MY PRICE COMPETITIVE? 10 ARE MY BASIC ITEMS ALWAYS AVAILABLE? 11 ORDERING ACCORDING TO THE RATE OF SALE 12 RECEIVING GOODS INTO THE BRANCH 20 SPACE ALLOCATION AND MERCHANDISING 21 MANAGING PROMOTIONS 22 PRICE MANAGEMENT 24 COMPONENTS OF STOCK ACCURACY 25 STOCKTAKE 27 APPENDICES A-GENERIC SALES ENQUIRY 28 B- MODEL STOCK REVIEW REPORT 29 C-SLOW MOVING ITEMS REPORT 30 D-AGED STOCK VALUATION 31 E-CALCULATE QUANTITIES TO ORDER 32 F-STOCK COUNT SHEET 33 G-EDIT ORDERED QUANTTIES 34 INSTORE DEPARTMENTAL PERFORMANCE Goals ➢ Increase sales/(Market share/Dominance) ➢ OK competitiveness ➢ Customer Loyalty/confidence ➢ Increase in Profitability ➢ Shrinkage reduction/containment Objectives ➢ Product is on shelf always ➢ Adequate range is available ➢ Clear and correct Price marking ➢ Promotion Effectiveness Critical Factors of Success To achieve our goals, the following should be in place: ➢ Technology that works ➢ Skills/knowledge to use technology ...
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...Procter & Gamble Co. (P&G) P&G – Procter & Gamble is a consumer product company founded and headquartered at Cincinnati, Ohio in 1837 by Mr. William Procter and Mr. James Gamble. It is now led by Mr. Alan.G.Lafley whom rejoins the company in 2010. P&G success was contributed to the heart of its business model – Innovation; and that is not just for newly invented product or service, it was for the goal of recreating needs for the improvement of consumers’ living. And it is a very long culture started where the roots started from the founders; whom are soap and candles makers. The first innovative product – Ivory; started in 1879, by James Norris Gamble who is the son of the founder and a trained chemist. Ivory at then was an inexpensive white soap equal to high-quality, imported Castile soap. It was introduced nationwide through a weekly newspaper. Today, P&G has its presence across 180 countries and a team of 121,000 employees. Its business operations spanned across various segments like Beauty, Grooming, Health Care, Fabric Care & Home Care and Baby Care & Family Care; it is the house to many of the world leading brands like Head & Shoulder, Gillette, Oral B, Fabrics, Pampers and many more. Touching more than 4 billion consumers worldwide every day, the company sales volume as of fiscal year ending June 30, 2013 was more than 80 billion in sales. The Strategy – Unique Value According to Michael Porter, He argued that organizations...
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...not far behind, according to a recent report by Business Monitor International.1 While South Africa, by most accounts, has become a fifth member of the BRICS (signified by the capital “S”), these countries no longer sufficiently represent the rise of emerging markets. Global gross domestic product (GDP), factoring in purchasing power parity, now has reached about a 50/50 split between the developed economies and emerging economies. In fact, for the first time since the dawn of the Industrial Age, the global economic engine is being powered by Southern Hemisphere nations.2 Moreover, in the aftermath of the financial crisis and subsequent Great Recession, the emerging markets as a whole—not the world’s debt-ridden developed markets—have been the most resilient in the face of global distress. As Chief Economist and Leader of PwC’s Emerging Markets practice Harry Broadman puts it, “Going through the financial crisis, the most resilient economies—measured by GDP or trade volumes—have been the emerging markets.” Broadman made this comment at PwC’s annual Global Retail and Consumer Leadership Conference held recently in New York. He moderated the session “A BRIC and Beyond,” which examined the notion that, while the BRICS still serve as a proxy of sorts for any emerging markets discussion, there is much going on beyond the BRICS that business leaders should know about. Besides Broadman, the panel included Michael Tangney, vice chairman of Colgate-Palmolive; Ricardo Neves, PwC’s retail...
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...corporate America at the time was overstaffed and overmanaged, and downsizing was inevitable. However, the process of downsizing needed to change. The article mentions several successful companies during this time knew the cost cutting process had to change and were accomplishing it. These successful cost cutting businesses understood that downsizing not only effected the individual, but the company as a whole. Downsizing affects the whole quality of decision making. Employees are always looking over their shoulders. Managers and executives put training, maintenance, and new business ideas on the backburner. Many businesses would seek outside consultants to try and achieve effective cost cutting. Successful businesses Kodak, US West, Oryx, Colgate, Heinz, Square D, and others were taking the necessary steps to be more efficient and effective. For each business there were different ways of cutting cost. Many businesses found...
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...This memo provides an insight on why a board’s composition plays a crucial role to perform and function effectively and why board diversity has become increasingly necessary in order to add more value to the firm. The board’s composition is likely to impact how the board functions, how it makes its investment and financial decisions and how authority and influence are allocated and manifested within the board.[1] Each organisation has its own regulations and guidelines for the formation, roles and compensation of the management board as there is “no one size fits all” rule, they are largely governed by governmental regulations and other international regulatory bodies such as the Organization for Economic Co-operation and Development (OECD) and the International Finance Corporation (IFC). Some positive relationships have been explored between the number of women, director ages, nationalities and other minorities on the board and the overall value of the firm. Being a household products and pharmaceutical company it is imperative for HouseDreams to incorporate measures to include more women on its board of directors thereby making it more diverse. This is because of the fact that women are the prime household decision makers and have a better understanding on the company’s target consumer. Boards with no or limited female membership may be weak in terms of understanding and connecting with the customer and workforce and offer limited encouragement to female employees. Based on...
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...PROJECT REPORT ON "RURAL MARKETING" BY AARON FERNANDES T.Y. B.M.S. SEMESTER V SHRI CHINAI COLLEGE OF COMMERCE & ECONOMICS MUMBAI PROJECT GUIDE PROF. VAISHALI CHAUDHARY UNIVERSITY OF MUMBAI 2003-2004 1 ACKNOWLEDGEMENTS Many hands have toiled to ensure that this project finally sees the light of the day. It required continuous guidance, inspiration and support from many people and without their cooperation; this project would not have been complete. I take this opportunity to express my sincerest gratitude to my Project Guide, Ms. Vaishali Chaudhary, who lived up to her Designation and was a constant source of guiding light for me at each and every stage of the execution of this project. I would also like to thank the following people who through their experience have enlightened me on the practical aspects of this subject without whom the study would not have been carried out successfully. i. Prof. (Ms) Dr. Malini Johari – Principal, Shri Chinai College, Andheri ii. Prof. (Ms) S.G. Kelkar – BMS Co-ordinator, Shri Chinai College, Andheri iii. Professors at Shri Chinai College: Prof. Sunil Fussey Prof. Vaishali Chaudhary Prof. Padma Iyer Prof. Gitanjali Thorvat Lastly I would like to thank my well-wishers and my colleagues who were a constant source of inspiration and in some cases also motivation as it ultimately has led to the completion of this project. Finally I...
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...business environment. Strategic analysis will include the study of the economic, social, political, technological, and environmental settings of international business via text readings and case studies. Tactics will include completing a country-focused Political-Economic-Social-Technological (PEST) analysis and a company-focused Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis. These skills will then be applied to a simulation in which teams develop strategies for selecting countries for market expansion and development. Required Texts 1. Global Business Today (6th Edition), Charles W. Hill (McGraw Hill, 2009) ISBN: 007338139x. 2. FOUR (4) Case studies ARE REQUIRED and available to download from Harvard Business School Press, Ref. Number: http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=cp&c=c22021. You will need to register first and use a credit card to download the cases. It is not permissible to photocopy another student’s cases: this is infringement of copyright and it is illegal. Highly Recommended: • There are also three (3) additional OPTIONAL readings available at the same Harvard Business School site. These readings will give you some background information on Japan (the focal company for the class project) and the medical industry in Japan. • The Economist (A 12-week...
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...SEALANT COSTS Sir, I was interested to read the practice paper by Dr Bonetti on Evidence not practised: The underutilisation of preventive fissure sealants.1 In the recently published clinical guideline by the Scottish Intercollegiate Guidelines Network (SIGN),2 it has been suggested that resin-based PFSs should be applied to the permanent molars of all children as early after eruption as possible. In other words, applications should usually take place between the ages of 6-7 years for first permanent molars and 11-12 years for second permanent molars. In 2012/13, approximately 30% of primary 7 children (mean age 11.5 years) in Scotland received PFSs.3 In Scotland, the current cost of application of PFS to unfilled permanent molar teeth within two years of their eruption is £8.15 per tooth.4 To increase the uptake of PFSs in first permanent molars from 30% to 60% in Scottish children aged 6-7 years, SIGN estimated that the incremental cost would be over £1 million. Similarly, over £1 million would be required to double the uptake of PFSs in second permanent molars in Scottish children aged 11-12 years.2 It was not possible to segregate visits incorporating treatment with visits representing routine examinations in the above estimated costs; therefore, the total cost of service provision in Scotland may have been underestimated. However, potential savings from restorations avoided are also excluded.2 Implementation of the SIGN guideline is the responsibility of each NHS board...
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