...Introduction Cottle-India (Cottle) is looking to increase unit sales by 20-30% in the Indian toothbrush market for the next 12 months. Product management theories will be used to analyse Cottle’s Marketing mix (McCarthy and Brogowicz 1981) and propositions provided for the product and distribution actions Cottle should take in order to reach it’s objective in the Indian toothbrush market for 2010. Cottle is the market leader with a 46% share of the Indian toothbrush market (appendix 1). Cottle has manufactured a first mover advantage by penetrating India before it’s competitors, resulting in well-established distribution channels and brand awareness, and is considered an authority in oral care. Johnson et al (2008) state that there are three key strategies for market leaders to pursue: expand the market, expand share or defend share. For Cottle to meet their growth objectives, a strategy that will expand the market or expand their market share will have to be used. Strength and weakness analysis (appendix 2) was conducted on each of the components of the marketing mix, identifying the key components of Cottle’s operations in India. Product (Appendix 2a) Understanding the profitability of a product is essential in order to find ways to increase or maintain profitability (Guiltinan et al. 1997). To better understand Cottles product portfolio a product mix and product line analysis has been conducted. A 2009 product line analysis (appendix 3) confirmed that Complete...
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...Cottle Taylor 1. Introduction: Background, Challenges, Goal 2. Drivers for demand of toothbrush 3. Strategies for demand of toothbrush 4. Segmentation approach 5. Selection and justification of target 6. Position statement 7. Size of TAM in 3 scenarios 8. Income statement: Thailand product mix (2009, 2010), Brinda’s plan (2010) Case: 1. Goal: 30% growth in toothbrush in 2010 in India. 2. Challenges: a. 75% of Indians live on 2 dollars per day. b. Lack of awareness of dental problems with oral care. c. Competitors: i. Hinda-Daltan 21% market share, French company ii. SarIndia, Indian consumer, nature-based and holistic process, 11% market share iii. 22% market – low quality, low priced imported from China and Vietnam 3. Drivers for demand: d. 50% of Indian population =500 million e. 64% expenditure comes from low income groups f. Rising income g. Influence of Western habits h. Rising awareness of oral care benefits i. 10% growth in toothbrush sales 4. Strategy: j. Awareness: iv. IDA – 2 times free dental checkup, dental hygiene v. 3 month replacement awareness k. Distributor network – strong network vi. Training in local dialects. Awareness about toothbrush advantage l. Allocation of ad budget: vii. TV – 50% (40%) viii. Newspapers – 30% ix. Billboards and...
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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...
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...Roll No. – 13PGDM149 Cootle Taylor:Expanding oral care group in India Brinda Patel is the director of Cottle Taylor, an oral care firm which manufactures oral care, personal care and home care products. Michael Lang is her manager and he wants to increase the sales and market share of his company in the mid-range and high range oral care sector in emerging markets, due to declining sales revenue from US. Having had success in Thailand, Lang wants to implement similar strategies in India. Brinda having a more definitive idea of the Indian market is averse to the idea as she is aware of the low awareness of oral hygiene in many parts of India. If people do not understand the necessity, how would they be attracted to costlier oral care products like battery operated toothbrushes and their likes. Due to low discretionary spending and disassociation of health issues to not brushing regularly, Cottle faced a otugh market with low spending capacity in India. According to Lang, some of the alternatives to promote sales were focusing on marketing the premium products and persuading customers to switch to high range oral care products. Patel was more concerned with focusing on persuading consumers to brush for the first time and subsequently increasing incidence of brushing. Lang wanted to unevenly distribute advertising dollars across the three key points of focus that Cottle-Taylor wanted to project. But Patel was unsure if the increase in advertising dollars would increase sales...
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...“United Cereal: Lora Brill’s Eurobrand Challenge“ INTRODUCTION The case is focusing on European division of a giant multinational breakfast food company, which describes a launch decision for a new cereal product. United Cereal (UC) was established in 1910 by Jed Thomas. It was known in the industry, eventually diversified into snack foods, dairy products. Breakfast cereal market was a potential market and there were several major competitors. With the growing demand of the ready to eat cereals, the company was now in a highly competitive industry. UC entered European market in 1952 by acquiring an English baked goods company, and then growing it by introducing products from the U.S. line. By 2009, Europe accounted for 20% of UC’s worldwide sales. But at the same time, European market was becoming a complex market to handle. The market varied to a great extent in each of these countries. There were a variety of breakfast traditions and national tastes that differed from each other. So Lora Brill pursue an idea which she referred to as the “Eurobrand” concept that could be adapted for product marketing. Crunch in other European markets with the Eurobrand approach, continuing with Germany and Benelux, as those countries are also in favor of Healthy Berry Crunch. Lora Brill faces a challenge in launching a new product for the European market. Pros of the French Market with Healthy Berry Crunch Healthy Berry Crunch began for Lora, to begin her Eurobrand strategy starting with...
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...COTTLE-TAYLOR: EXPANDING THE TAYLOR: ORAL CARE GROUP IN INDIA COMPANY OVERVIEW (1815 (1815-2009) Cottle India: Focus on Oral Care Products Offered: • Toothpaste • Tooth Powder • Toothbrush 11.5 billion Dollar company ( 50% from emerging markets) Over 200 Product ( Home care, Personal care, Oral Care) 4 Geographic Divisions Products were sold across 450000 retail outlets With the growth of the modern market, Cottle planned to introduce mouthwash and dental floss CONSUMER BEHAVIOR FOR ORAL CARE IN INDIA 1dentist per 10000 people People in rural were least likely to use modern tools like toothbrush and paste, stuck to Neem twigs etc. In 2005 majority did not even visit a Dentist In 2009 50% of Indians not concerned of Dental issues India with a population of 1.16 billion was a huge market for Cottle India ORAL CARE IN INDIA: Frequency of Brushing 8% of toothbrush sold in 3 months were replaced Strategy was to have Basic Model at competitive prices Cottle Had 46% Market share, with 2 more major competitors Growth rate of oral Sector nearly 10% 1/week 2/week 3/week 1/day 2/day 23% 7% 9% 22% 39% Products By Cottle India end Low-end Manual The Complete, Sensitooth, Fresh gum, surround, kidsie Mid range Manual Zagger, Directionflex Battery operated Swirl, Swirl Refills FACTORS DETERMINING THE DEMAND FOR TOOTH BRUSH Affordability Oral Hygiene Awareness Frequency of Use Distribution and Accessibility • The disposable Income • 80% Indians...
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...International Marketing Management Assignment Propose, with justification, the product and distribution actions Cottle-Taylor should take to achieve its growth objectives in the Indian toothbrush market for the next 12 months. Word Count: 2,194 Introduction Increased wealth in most part of the world causing enhanced purchasing power, advances in technology and the evolution of large emerging markets such as India are three of the dynamic trends affecting international businesses today (Ghauri and Cateora 2010). This essay will take into account these forces and will both analyse Cottle-Taylor’s market position based on the Marketing Mix (Perreault, Cannon and McCarthy, 2011) and suggest recommendations to maximise success in the Indian market. Analysis Product Consumer attitudes towards oral hygiene are changing in India as noted in a PEST analysis (appendix 1), which means Cottle-Taylor need to examine their current product portfolio to understand where profitable growth opportunity exists. Cottle-Taylor offer a wide range of products under four categories, enabling the brand to reach varied demographics, a strength highlighted in the Strengths and Weaknesses Analysis (appendix 2). The size and amount of product variety available in each range differs which as well as consumer demographics explains the difference in total sales for each range. Notably there is unequal share of profit within each range too; consulting the Product Line Analysis (Appendix...
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...Introduction Cottle was founded in 1815 as a hand soap manufacture in Philadelphia. In 2009, The company produced over 200 products to serve the oral care, personal care and home consumerproduct categories. Revenues were $11.5 billion over a span of 200 countries. Cottle viewed geographic expansion and new product development as key drivers of growth in foreign markets and divided its global operations into four geographic divisions: North America, Europe, Latin America, and Great Asia and Africa. Between 2004 and 2009, Cottles sales grew by 8% annually, net income by 12% and earnings per share by 14%, while personal and homecare products generated strong sales in the United States and Europe, oral care anchored the companys success in emerging markets. In 2009, roughly 50% of the company’s revenues of $5.7 billion, came from emerging markets. Cottle maintained manufacturing and business operations in 75 countries to serve its customer base. Cottle believed in providing quality products all over the world, Cottle employed a predominantly international workforce and invested heavily in foreign communities, unlike some of its competitors. Cottle focused on its ability to increase its earnings in India. Brinda Patel, the oral care director of the India marketing division believed that India had a projected growth. From the information Brinda was able to obtain, she created a marketing plan that would support a 20% increase for toothbrush unit sales in 2010. Ms...
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...A Summary of and Reaction to “Turning Goys into Girls” by Michelle Cottle In Michelle Cottle’s essay “Turning Goys into Girls” (published May, 1998), Cottle describes how men’s magazines and other factors are increasing the male beauty standard to the towering, unrealistic female standard and the male beauty standard’s effect on gender equality. Men are buying more and doing more to meet the new standard for physical appearance because marketers have almost capped the women consumer market, so men are the new target. Cottle understands that reason women and men are compelled to do what they can to look good is rooted in companies creating imaginary consumer needs, and insecurities so the companies can make money, yet she embraces the gender politics of the situation: men are being targeted and falling into the same trap beauty standard trap....
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...Executive Summary: Cottle a global player in Oral Care, Personal care and home care focused in Oral care segment in India market and is Market leader. With slow down in American market Cottle focused on Indian Emerging markets and marked tooth brush segment as target segment as segment has untapped opportunity and technological expertise is present with Cottle. Lang (VP) wanted increased sales in high price segment through increased advertisement, while Brinda (Director marketing India) wanted to focus on untapped rural segment that do not use tooth-brushes and increase the usage frequency. To maintain the sales growth of 25-30% Cottle planned to design a product between medium and premium segment and aggressively supply in the outlets and advertise. (113) Situational analysis: Cottle-Taylor – Founded in 1815 in Philadelphia as soap manufacturer is now global with reach in 200 countries and production in 75 countries, produces Oral Care, Personal care and home care products and has 200 products in its portfolio and revenue of 11.5 billion dollars. Cottle viewed Geographic expansion and new product development as key aspects for sustainability and growth, and divided markets into 4 divisions – North America, Europe, Latin America and greater Asia and Africa. Emerging market contributed 50% in revenue[4]. Focusing Indian Oral care segment Cottle found growth opportunity in India as American market were hit by recession. Cottle believed in providing quality...
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...Sheep Management Plan for Roseworthy Lamb Enterprise Created 2010 Source: Orrie Cowie Merio and Poll Merino Stud (2010) Project goals: * Mate Merino ewes with Poll Dorset rams to produce 900 --24kg export lamb carcass * Maximise profit on wool and lamb export carcass * Aim to produce at least 900 Merino x Poll Dorset lambs for export Key performance Indicators from Roseworthy feed demand calculator (2010) * Liveweight produced , sheep =140 tonnes * Liveweight produced per hectare allocated to sheep =281 kg/ hectare/ year * Pasture demand as % of pasture growth =55% * Pasture deficit, using freshly grown supply= 1000 tonnes / year * Pasture deficit, using supply with carryover = 353 tonnes / year Scope of Plan * Part 1: Manage pasture growth at Roseworthy * Part 2 : Manage reproduction of Merino ewes with Poll Dorset rams * Part 3: Lamb finishing strategy * Part 4: Manage wool quality of Merino ewes Abbreviations Merino ewe: ME Poll Doset ram:PDR Merino X Poll Dorset lamb: MxPDL Prediction calculations : * 900 Merino ewe (each around 50-60kg; average 55 kg liveweight)=55x900=49500 kg * 900 Poll Dorset ram (each around 60-70kg; average 65kg liveweight )=65x900=58500 kg * Predicted at least 900 lambs produced , each will be slaughtered at 21 weeks of age at 50kg= 900x50= 45000kg * Hectare of land needed per year : = 545 hectare of land /year Part 1. Management of pasture growth at Roseworthy Pasture management is important...
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... 1. Nguyen Thi Huyen Trang (201305016) 2. Nguyen Thi Huong (201305046) 3. Zafar Alikulov (201305004) May 2014 Question 3: How should Cottle - Taylor accelerate the development of the toothbrush market in India. In order to accelerate the development of the toothbrush market in India, there are several recommendations that Cottle - Taylor should consider for implementation. First of all, Cottle should continue their partnership and hold local campaign with IDA to help introduce and educate people about the benefits of oral care by using toothbrush frequently. Recommended activities include: school visits, giving free samples, establishing dental clinic with dental hygienic nurses and conducting free oral checkups, etc. Secondly, as with product development, Cottle should develop a wider portfolio of products and maybe develop complementary products which will better satisfy the local needs and wants such as herbal toothpaste, dentist floss, mouth wash, etc which could help accelerate the sales of toothbrush. Market segmentation for these products (low-end, mid-range & battery operated) should be based on income, education level, social status, age, geographical areas, etc. Thirdly, as with advertising campaigns, Cottle should consider display the sample, banners of toothbrush benefits and the way to use it effectively and correctly in stores and public places. Even e-marketing (online ads) can be considered...
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...Problem Statement and Situational Analysis: Cottle India is a subsidiary of Cottle-Taylor, which focuses exclusively on oral health care. They manufactured toothpaste, toothpowder, and toothbrushes. Cottle India had a wide distribution network in which products were sold in more than 450,000 retail outlets all around the country. Total sales for Cottle India have consistently increased from 2008 through 2010. Their share of total oral care market volume in 2009 was 38%. They were also accountable for 46% of total toothbrush sales in 2009 making them the market leader The Problem Half of all Indians are still not concerned with preventing or curing dental problems, how to increase Indians awareness of oral health care is a big problem and a huge opportunity to engage 500 million customers. Also more than three-quarters of Indians lived on less than 2 dollars a day, how can the products be accepted for Indians. Situational Analysis Cottle-Taylor had several advantages that they used to leverage themselves in the Indian market. First of all, they created a subsidiary of Cottle-Taylor called Cottle India to specifically run operations in India. They had international employees that knew the Indian market that took care of marketing and provided strategic advice. They had a strong commitment to international employees within international divisions that worked together and collaborated with Cottle-Taylor in the US. Cottle partnered with the Indian Dental Association...
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...the marketers have control over them? Which factors could be influenced by marketing programs? If Cottle intends to develop primary market (primary demand) for toothbrushes, at which different levels should it influence the target market? Ans: Following factors determine demand for tooth brushes: Environmental (External) – Very less Influence 1. Population Structure (Demography- Size and Composition) 2. Disposable income of consumer (Standard of Living). 3. Habits of consumers (Dental Care – Attitudes, Beliefs, Dental Check Ups). 4. Brushing – Style, Frequency and Brush Replacement. Marketing 1. Awareness (Education). 2. Advertising, Promotion and Distribution Strategy. 3. Product Features - Quality, Style, Design and Cost. 4. Competitors in Market. 2) How many different marketing objectives Cottle can have? Ans: Cottle can have following marketing objectives: 1) Secure early market share in low and mid range products and gradually shift to higher end brushes. 2) Increase the sales of toothbrush to 100.2 million in 2010. 3) Channel the distribution of majority of product through supermarket. 4) Use dentists for effective promotion especially for higher end toothbrushes. 5) Increase the unit sales of low level brushes by 15%, medium by 120% and higher by 25%. 3) Has Cottle enjoyed a first mover advantage? How? Ans: Yes Cottle has definitely enjoyed a first mover advantage which is indicative from its 46% market share it had...
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...History Of Forest Hill Community Prepared by George Cottle, Sr. Location Forest Hill Community is situated on the waters of Bradshaw and Spruce Run. Starting at A. L. Campbell's, on Greenbrier River, three miles from Forest Hill and running to J. T. Campbell's, on a line from there including P. M. Garrison's; thence South West to and including W. L. Redmond's; thence North to and including C. G. Ramsey's; and thence Northeast by J. S. Canterberry's and including him to the starting point; it includes twenty-five square miles. It is inhabited by sixty-six families with a population of four hundred. Points of Interest One of the natural wonders of this community is situated on the farm of P. M. Foster, and is known as the "Seven Wonders". This is an immense rock in the shape of an inverted pyramid. It is about thirty feet tall, four by six feet at the base, and about twenty by thirty feet at the top. Tradition tells how it received its name. It is said that a man upon viewing this Wonder, wondered six times how it stood up and one time if it was supported by an oak which grew by the side of the rock. He said, "You are surely a "Seven Wonders". This rock is covered with names and dates. Some of them are more than a hundred years old. Another natural wonder of Forest Hill Community, is known as the "Devil's Den". This is situated on the line between J. H. Rogers and J. T. Canterberry's, and consists of a huge wash basin, writing desk, and a seat. This wonder is of sand stone...
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