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Cottle Taylor

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Case Context via “5Cs” framework
Company: Cottle-Taylor is an established company started in 1815. By 2009 they had a strong product portfolio of over 200 oral care, personal, care, and home care products. In 2009 nearly 50% of the company’s revenue came from emerging markets. Cottle-Taylor conducts its India operations through a subsidiary called Cottle India. The India operations are focused on oral care, which includes toothpaste, tooth powder and dental floss. Focus area for this case is the toothbrush market.
Cottle is the market leader (46% market share) in toothbrush market in India. It is perceived as a trusted & quality brand because of its association with IDA (Indian Dental Association). Cottle India is adequately supported by the parent company and follows a decentralized approach for India market strategy. For new markets Cottle’s general approach is to enter market with basic models and competitive prices, and gradually shift the focus to high-margin products. In India Cottle’s most successful toothbrush brand is Complete (accounted for 67% of Cottle’s total unit sales in 2009), which is also the lowest-priced toothbrush for adults.
Competitor: Hinda-Daltan & SarIndia are two distant competitors with 21% and 11% market share respectively. The remaining share of toothbrush market is composed of low-quality, low-priced products imported from China and Vietnam. Cottle has a competitive advantage in toothbrush industry due to its manufacturing excellence and flexibility to adjust product-mix to meet demand.
Customer: Majority (80%) of the Indian households live on less than $2/day and hence customers are likely to be price sensitive. Indian population can largely be segregated into rural and urban customers. More than 50% of rural population, which accounts for 78% of total population, does not use toothbrush and majority of the remaining do

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