SWOT

Strengths
Colgate-Palmolive is recognized as the worlds 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 billion as it cornered 43% of the worlds
toothpaste market and 16% of the worlds toothbrush market. In the United States,
the worlds largest market, Colgate-Palmolive holds the number one spot in
toothbrush sales with a market share of 23%. From these statistics, one of ColgatePalmolives main strengths is being the world market leader in oral care products.
Colgate-Palmolives extensive overseas reach is another main strength.
Based on the data in the case study, Colgate-Palmolive introduced 275 new
products worldwide and setup manufacturing facilities in China and Eastern Europe
breaching the emerging economies of the 21st century. On top of that, international
sales accounted for 64% of total sales and 67% of the total profits for ColgatePalmolive.
Colgate-Palmolive has an extensive Research and Development department
boasting 170 employees worldwide. Though having a large R&D department does
not directly contribute to increased profits, Colgate-Palmolives history of
innovation<!--[if !supportFootnotes]-->[i]<!--[endif]--> in the toothbrush market is
linked to its current position as the market leader in the toothbrush industry.
Therefore Colgate-Palmolives strong commitment to innovation through investment
in R&D is a prominent strength.
With an energetic and visionary leader like Reuben Mark at the helm of
Colgate-Palmolive, the company has transformed itself into a lean and profitable
machine, leading to increased profit margins and volume growth.<!--[if !
supportFootnotes]-->[ii]<!--[endif]--> Clearly, having a visionary CEO is a strength.
Colgate-Palmolives positioning strategy for its toothbrush line in food stores
has aided in capturing their current dominant market share. Its in-store displays,
combining toothbrushes with toothpaste packs and locating the Colgate-Palmolive
line of toothbrushes in the middle of the stores shelves have contributed to this
dominance. This strategy has been successful, as sales through food stores, drug
stores and mass merchandising channels have produced the greatest volume and
dollar sales historically.<!--[if !supportFootnotes]-->[iii]<!--[endif]-->
Colgate-Palmolive has a large number of stock keeping units for their
toothbrush line.<!--[if !supportFootnotes]-->[iv]<!--[endif]--> Multitudes of SKUs
indicate that Colgate-Palmolive is targeting a broad spectrum of market segments in
the toothbrush market, which spreads the risk inherent to carrying any product.
Diversification of product types within the toothbrush market is another strength
factor Colgate-Palmolive holds.

Colgate-Palmolives secret weapon in the war for supremacy in the superpremium market, Colgate Precision, is proven to be very effective in removing
plaque 35% more effective than existing brands and in preventing gum disease.
This advantage can be attributed to the innovative design, high-tech research using
CAD and infrared scanning, consumer research and extensive product testing.
Although this technology is a strong argument for positioning Precision in the
super-premium category, Colgate-Palmolive could also use its design aspects to
improve Colgate-Palmolives existing professional and value toothbrush lines to
increase their respective market shares. Colgate-Palmolives patented<!--[if !
supportFootnotes]-->[v]<!--[endif]--> innovation for Precision also stands as a
strength upon which Colgate-Palmolive can lean for other market differentiating
advancements.
Colgate-Palmolives recent infusion of new capital into its manufacturing
facilities will bode well as it prepares to battle for market share in the new superpremium market segment. Colgate-Palmolive will be able to leverage its existing
relationship with its manufacturing partner, Anchor toothbrush, to quickly and costeffectively product its newest product.
Weaknesses
The impending release of Colgate-Palmolives new toothbrush, Precision,
may affect sales of its existing toothbrush lines. This may lead to a
cannibalization of the Colgate Plus and Colgate Classic market of up to 60%.<!--[if
!supportFootnotes]-->[vi]<!--[endif]--> Since the existing toothbrush lines are the
cash cows<!--[if !supportFootnotes]-->[vii]<!--[endif]--> of the companys oral
care division, a dismal performance by the new Colgate-Palmolive Precision might
drain the cash cows of their resources altogether.
Colgate-Palmolives media expenditure layout is very small compared to its
rivals.<!--[if !supportFootnotes]-->[viii]<!--[endif]--> It has spent only $7 million
dollars on its Colgate-Palmolive Plus marketing efforts and has only 19% of the
share voice. Since media exposure fuels consumer demand<!--[if !
supportFootnotes]-->[ix]<!--[endif]--> for a new product, this is one area where
Colgate-Palmolive needs to have its expenditures equivalent to that of its rivals.
Another marketing weakness that Colgate-Palmolive faces is its lack of professional
dental endorsements, with less than half that in market share and dollar sales than
that of their largest competitor, Oral-B. Similar to Colgate-Palmolives lack of
professional endorsement, the Precision toothbrush does not have the fullest
endorsement from the American Dental Associations (ADA). Although the ADA
issued its seal to the product, the seal alone stands for little more than recognition
that the toothbrush works. In fact, only when the ADA issues its seal and an official
quote stating that a product is superior to similar product types, does a product
receive the fullest support possible. Not having the full backing of the ADA is a

weakness which Colgate-Palmolive may have to overcome to gain the professional

endorsement they seek.<!--[if !supportFootnotes]-->[x]<!--[endif]-->
Opportunities
Macroeconomic
The emergence of the niche super-premium category presents a golden
opportunity for Colgate-Palmolive to increase market share for several reasons.
First, although its competitors, i.e. Oral-B, Johnson & Johnson and Procter & Gamble,
have gained a foot-hold in this niche market already, Colgate-Palmolive can still
make a dent with its new Precision toothbrush, thus enabling them to enter a new
and potentially highly profitable market segment. Since the super-premium
category accounts for 35% of the volume and 46% of the dollar sales of
toothbrushes <!--[if !supportFootnotes]-->[xi]<!--[endif]--> this niche category may
in turn result in a substantial profit margin.
Secondly, with the baby boomers and younger generations becoming more
concerned with the health of their gums, they will be willing to pay the above
mentioned premium for a toothbrush<!--[if !supportFootnotes]-->[xii]<!--[endif]-->
which is optimized for better gum care. Colgate-Palmolive can capitalize upon this
demographic segment to ensure a successful release of their super-premium
Precision toothbrush.
Finally, since 82% of toothbrush purchases are unplanned and many
consumers are unaware of the technological and cost variation among toothbrush
brands,<!--[if !supportFootnotes]-->[xiii]<!--[endif]-->Colgate-Palmolive could
establish a media blitz with educational ads depicting Precision toothbrushes as
technologically superior to its rivals at an equivalent cost. The ads can also serve
to educate consumers about proper toothbrush replacement schedules to ensure
effective plaque removal and gum disease prevention. Ultimately, ColgatePalmolive could leverage their advertising campaign to boost sales and revenues.
Microeconomic
One of Colgate-Palmolives competitors, Johnson & Johnson,<!--[if !
supportFootnotes]-->[xiv]<!--[endif]--> ranked third in toothbrush sales, was
phasing out one of its toothbrush lines at the time of the Precision introduction. As
the toothbrush market remains rather constant, courting customer from other
brands, particularly ones being phased out, is a tremendous opportunity to gain
market share.<!--[if !supportFootnotes]-->[xv]<!--[endif]--> Another competitor,
Smithkline Beecham, was predicting an operating loss in its toothbrush business.
<!--[if !supportFootnotes]-->[xvi]<!--[endif]--> If the losses are sustained, it might
cause Smithkline Beecham to move out of the toothbrush business all together, yet
again opening the door for further gain of market share. Colgate-Palmolives

constant innovation also provides an opportunity to convert consumers away from

less advanced toothbrushes, such as those offered by Lever.
Threats
Threat of intense segment rivalry
The super-premium toothbrush market is highly competitive, hosting many
brands and private label toothbrushes. If any of these rivals creates a toothbrush
which tops or even equals the technology of Precision, specifically if done at a lower
production cost, Colgate-Palmolive may lose market share.
Threat of new entrants
Along with intense rivalry from existing competitors, Colgate-Palmolive
has to deal with new competitors. In 1991, the toothbrush market exploded with a
dramatic increase in new entrants. Proctor and Gamble introduced Crest Complete,
their first toothbrush<!--[if !supportFootnotes]-->[xvii]<!--[endif]-->. Smithkline
Beecham entered the market with Aquafresh Flex and a 9% market share volume
for 1991. Levre, Pfizer and Sunstar all entered the market in 1991 and earned a
total 11% market share. These numbers reinforce the seriousness of the threat of
new entrants that Colgate-Palmolive will have to contend with when they launch
Colgate Precision.
Threat of substitute products
Similar to many industries, oral care technology has advanced
tremendously since its inception in approximately 3000 B.C. The introduction of the
nylon bristled toothbrush in 1938<!--[if !supportFootnotes]-->[xviii]<!--[endif]-->
represents one of the latest quantum improvements for the industry, however it was
not the last. The introduction of electronic toothbrushes and water picks are
threatening to usurp traditional oral care products market share. This is a threat
which Colgate-Palmolive needs to heed, despite its confidence in the technology of
Precision.
Threat of suppliers growing bargaining power
Colgate-Palmolive depends on Anchor toothbrush for its outsourced
manufacturing. Hence, Anchor toothbrush has a decided supplier advantage in the
relationship with Colgate-Palmolive. If Anchor toothbrush were to increase its
supply cost, it would affect Colgate-Palmolives production costs which in turn would
impact Precisions market share by potentially pricing it above even the superpremium segment. Colgate-Palmolive needs to maintain a healthy relationship with
Anchor toothbrush to reduce the risk of a costly supplier switching process.
Threat of buyers growing bargaining power

One of the factors which can cause buyers bargaining power to grow is when the
switching costs for buyers are low. Even if Colgate-Palmolive were to position
Precision as the most expensive toothbrush on the market, it is still a relatively
inexpensive product, compared to many daily purchases (i.e. lunch in NYC or a cup
of coffee at Starbucks). Therefore, buyers can easily switch between toothbrush
brands without giving the decision much thought. To combat this threat, ColgatePalmolive could position Precision as a superior toothbrush that customers can not
afford to be without.

PROBLEM STATEMENT
In 1992, after evaluating the current market condition and completing its
research and development, Colgate-Palmolive was ready to begin marketing its
newest toothbrush, Colgate Precision. Of major concern to Colgate-Palmolive was
how to position, brand and communicate this new product to the general
population. Colgate-Palmolive also had to develop budget constraints and generate
a marketing mix that would maximize the sales and revenues of the new product.
Colgate-Palmolive was faced with the decision of whether to promote the
new product as a high quality niche product marketed mainly towards individuals
concerned about gum disease, or as a mainstream toothbrush that would be
marketed as the best toothbrush available. If marketed as a niche product, ColgatePalmolive would target a smaller market segment without as many competitors
vying for market share. A niche market segment would also be willing to pay a
premium for the new toothbrush. If, however, the toothbrush were marketed as a
high quality mainstream toothbrush, Colgate-Palmolive would realize revenues from
larger volumes of sales despite a lower price and more competition.
To reach its verdict, Colgate-Palmolive analyzed forecasted data with regard
to potential sales volumes and prices, advertising, packaging, and manufacturing
costs, among other factors. A summary of this analysis, and a marketing strategy
recommendation follows.

EVALUATION OF ALTERNATIVES
In August 1992, Colgate-Palmolive had two options regarding the positioning
strategy for their new toothbrush titled Colgate Precision. Their choice was to
position the product as a mainstream offering or target the Precision toothbrush to a
niche market. The positioning of the product would have little to do with any
modifications to the actual design of this toothbrush, but would effect the
perception of the toothbrush within the market.

Mainstream or mass marketing refers to the mass production, distribution and

promotion of a single product to all potential buyers.<!--[if !supportFootnotes]->[xix]<!--[endif]--> Contrarily, niche marketing is a form of micro-marketing. It
refers to a specifically defined group of consumers with a need that is not currently
well served. A niche is created from a subdivision of a market segment.<!--[if !
supportFootnotes]-->[xx]<!--[endif]--> Due to the diversity of these two market
types, the decision to market the Precision toothbrush as a mass-market product or
as a niche product involves analysis of the advantages and disadvantages for each.
Mainstream Marketing
Advantages
The primary reasons to use a mainstream marketing approach is that the product is
made accessible to a larger market. Marketing to a more diverse audience would
enable Colgate-Palmolive to construct a more simple and direct campaign that
would address the common concerns of all toothbrush buyers. Consequently, the
use of television and radio would be more cost effective as it would reach this larger
audience.
The obvious goal of such a position would be to capture a greater return on the
investment Colgate-Palmolive made on this products research and development
effort. It is estimated that within twelve months this product could secure 10% of
the market and a volume share of 14.7% by its second year. This would equate to
27 million retail unit sales in year one and 44 million in the second year, if
positioned as a mainstream product.<!--[if !supportFootnotes]-->[xxi]<!--[endif]-->
Disadvantages
There are also many problems with marketing Precision to the masses. In the
mainstream market a higher price makes a product less attractive to the average
consumer. This means that Colgate will have to price their product within
reasonable alignment of other similar products in order to be a serious competitor
inside this market, ultimately diminishing their potential profit margin and return on
investment.
There is a variance amongst consumers in relation to oral hygiene. They are
classified into three groups:
<!--[if !supportLists]-->
Therapeutic brushers

<!--[endif]-->Involved oral health consumers

<!--[if !supportLists]-->
Cosmetic brushers

<!--[endif]-->Involved oral health consumers

<!--[if !supportLists]-->

<!--[endif]-->Uninvolved oral health consumers

These segments are divided into relative percentages of adult toothbrush users.
They are 46%, 21% and 33% respectively.<!--[if !supportFootnotes]-->[xxii]<!-[endif]--> This illustrates that one third of the toothbrush using adult population
has only little interest in oral hygiene and are probably not a worthwhile audience to
which to pitch the Precision toothbrush. The expense of including these consumers
in the target market would not be advisable.
In the design and testing phase of the Precision toothbrush, Colgate-Palmolive
accrued significant clinical data concerning the product. This information would not
be relevant to the mainstream market that most likely would view it as too
scientific.
The Precision toothbrush was originally conceived to be a top-of the-range, superpremium product<!--[if !supportFootnotes]-->[xxiii]<!--[endif]--> indicating that
production schedules had been developed in line with a niche marketing strategy.
Mainstream marketing would require a greater volume production of the toothbrush
with an estimated ten month lead time to achieve sufficient quantities of the
product. This could result in an inadequate supply of the product at the outset.<!-[if !supportFootnotes]-->[xxiv]<!--[endif]-->
The objective of the research and development group working on the product was to
develop a superior, technical, plaque-removing device.<!--[if !supportFootnotes]->[xxv]<!--[endif]--> It was produced to be the best toothbrush possible and
become the top-of the-range, super-premium product.<!--[if !supportFootnotes]->[xxvi]<!--[endif]--> All of these phrases are heavily skewed towards niche
merchandising. A mainstream product should aim to serve all of the people, all the
time. This product clearly was created with niche-oriented goals.
The greatest issue facing Colgate-Palmolive if they were to promote this product in
the mainstream market is that it would be distributed through the same channels as
an existing Colgate-Palmolive toothbrush called Colgate Plus.<!--[if !
supportFootnotes]-->[xxvii]<!--[endif]--> Colgate Classic was the companys
original entry in the toothbrush sector and was positioned as a value segment. The
Colgate Plus came later and was placed in the professional segment as a higher
quality product.<!--[if !supportFootnotes]-->[xxviii]<!--[endif]--> Including Precision
as a high-end, mainstream product could potentially cannibalize Colgate Plus
sales.
Finally, Susan Steinberg, the product manager of Precision, felt that incorporating
the new product into the mass market would require the company to delete one or
more of the seven existing SKUs (stock keeping units) that Colgate-Palmolive
produced.<!--[if !supportFootnotes]-->[xxix]<!--[endif]--> This strategy could result
in a loss of market share in the value or high-end segments.
Niche Marketing

Advantages
Advertising companies have access to audience profiles through a wide variety of
media products, such as television, radio and print media. This is the fundamental
basis for successful niche marketing. A great advantage of offering any eligible
product to a niche market is that it allows for a concentrated, specific advertising
campaign, targeted to a specific demographic, psychographic, behavioral or
geographic segment through whichever medium is most effective at reaching the
specific population.<!--[if !supportFootnotes]-->[xxx]<!--[endif]--> This allows
efficient use of advertising budgets. Precision falls within the class of goods that
could tender itself as a niche product. Developed to be the best toothbrush possible
and placed in the super-premium category, this toothbrush is inherently a niche
product.
Members of the public most interested in this toothbrush would be those in the
Involved oral health consumers groups; therapeutic and cosmetic brushers.
Therapeutic brushers are interested in functionally effective products and
differentiate between brands.<!--[if !supportFootnotes]-->[xxxi]<!--[endif]--> Both
segments of customers would appreciate the scientific data Colgate-Palmolive has
complied on this toothbrush. The facts that the initial clinical trials removed an
average of 35% more plaque over that of Reach and Oral-B, and that it assists in the
reduction of the likelihood of gum disease, would be effective information for this
group.<!--[if !supportFootnotes]-->[xxxii]<!--[endif]--> Unlike the mass market,
these are issues which a niche market segment would comprehend and about which
they would care.
Niche market participants are also more likely to pay a premium for this product due
to the fact that Precision caters to a distinct set of needs they have. With this type
of positioning, a 15% increase in price above Oral-B regular would be anticipated,
bringing the cost to consumers to $2.13 per unit (more aligned with Oral-B
Indicator). A mainstream market could only be anticipated to pay $1.85, in
accordance with the Oral-B regular line.<!--[if !supportFootnotes]-->[xxxiii]<!-[endif]-->
As Precision was conceived more as a niche-type product, initial production was set
for the lower demands of the smaller market segment. As discussed previously, to
change the natural emphasis of the toothbrush to mainstream distribution would
require a major overhaul of projected production schedule and costs due to the
increase number of units required.
Additionally, to keep Precision as a specialized product means that the new product
is less likely to invade the market share of other Colgate-Palmolive products, like the
Colgate Plus. This would also preserve the number of SKU that Colgate-Palmolive
currently produces in the toothbrush sector.

Niche markets historically attract fewer competitors.<!--[if !supportFootnotes]->[xxxiv]<!--[endif]--> This gives time and room for a new product such as Precision
to establish itself and build up a market share before it may have to fight against a
new contender.
Disadvantages
Marketing the Precision product to a niche market would generate less revenue for
Colgate-Palmolive than a mainstream approach. Working with the estimated figures
for the first two years of release generates the following table.

Niche marketing

Mainstream marketing

Year 1

Year 2

Year 1

Year 2

No. units sold

8MM

15MM

27MM

44MM

Factory list
price

$2.13

Total revenue
generated

$17,040,0
00

$1.85
$31,950,000

$49,950,000

$81,400,000

Obviously, the niche market revenue is significantly less than the mainstream
market revenue, despite the 13% higher price.
Conclusion
Developing and communicating a positioning strategy for a product is necessary
and critical. Differentiating a product, and the degree to which that product is
differentiated, can be guided by quantifying the following criteria:
<!--[if !supportLists]-->

<!--[endif]-->Importance

<!--[if !supportLists]-->

<!--[endif]-->Distinctiveness

<!--[if !supportLists]-->

<!--[endif]-->Superiority

<!--[if !supportLists]-->

<!--[endif]-->Preemptiveness

<!--[if !supportLists]-->

<!--[endif]-->Affordability

<!--[if !supportLists]-->

<!--[endif]-->Profitability

Using these parameters, a company can provide the public with a reason to buy
their product.<!--[if !supportFootnotes]-->[xxxv]<!--[endif]-->

Another tool used in solving the marketing mix problem companies face when
launching a new product is a perceptual map.<!--[if !supportFootnotes]->[xxxvi]<!--[endif]--> This is a graphic representation of two or more features
against which similar products can be ranked. When graphed, the resulting map
displays areas to which the product types cater, revealing both areas of over
population and areas of potential opportunity. Clusters of products exist when
similar products appeal to the same consumer market participants. In these areas,
competition is intense, therefore, they are not as attractive when positioning a new
product. An optimal plan is to create a space within the product market that is
relatively free of rivals and can enable a new product to develop and dominate.
A perceptual map for Precision was created from the following data:

Toothbrush

Price

Benefits

Class

Colgate Precision

0.8

0.9

Super Premium

Oral-B Indicator

0.8

0.8

Super Premium

Oral-B Regular

0.7

0.6

Super Premium

Crest Complete

0.5

0.6

Super Premium

Reach Advanced

0.6

0.5

Super Premium

Aquafresh Flex

0.7

0.7

Super Premium

Colgate Plus

0.4

0.4

Professional

Reach Regular

0.3

0.4

Professional

Pepsodent Professional

0.2

0.4

Professional

Colgate Classic

-0.4

-0.1

Value

Pepsodent Regular

-0.3

-0.1

Value

Butter GUM Microtip

0.3

-0.1

Value

Butter GUM Supertip

0.4

0.1

Value

Menedent Pro-Core

0.7

0.7

Professional

Oral-B cross action

0.8

Super Premium

Generic Eckerd Interdental

-0.5

-0.2

Value

Generic Eckerd Angle

-0.7

-0.2

Value

Crest Advantage

0.8

Super Premium

<!--[if !vml]-->

<!--[endif]-->

Recommendation
Using these evaluative criteria in relation to the advantages and disadvantages of
niche and mainstream marketing, we believe that Colgate-Palmolive should position
the Precision toothbrush as a niche product. This would establish Precision as the
leading toothbrush on the market at a competitive price. It would be a superior and
distinctive oral care product.
However, we believe this product would also work in the mainstream market and we
envision it moving towards the mass market in the future. Once the toothbrush has
established itself as a high quality product with specialty features, we believe that

Colgate-Palmolive could transition the product to a wider audience. This will also
allow time for Colgate to reconcile the position that the Colgate Plus product will
hold relative to the Precision line.
Further, we anticipate no significantly negative issues will be encountered by
initially marketing Precision as a niche product and then moving it into the
mainstream market. We do not believe the opposite would be true, as a niche
market will most likely not accept a product that has been offered to the masses as
the best value, and then marketed as a specialty item.
The anticipated cyclical nature of the product on the market is well illustrated by the
Boston Consulting Groups Growth-Share matrix.<!--[if !supportFootnotes]->[xxxvii]<!--[endif]--> The Precision toothbrush will begin as a question mark.
This means the company will spend money developing and establishing the product
in anticipation of increasing its market share. Subsequently, the hope would be for
Precision to become a star, meaning it has been successful by obtaining a high
market share and growth rate. If the product evolves into a mainstream offering by
this time, the company will reap higher rewards.
Going even further into the future, the toothbrush will most likely decrease its
market growth rate while maintaining its high market share. At this phase the
product will be a cash cow. Revenues produced from Precision at this phase can
be used to establish other question marks and/or subsidize other stars if
required. The final phase in this products life cycle will be a decline into dog
status. This refers to the product when it has weak market share and low growth.
At that point, Precision would need to be removed from the companys product line,
allowed to decline further or all together repositioned in the market.
At this point, the research and development phase for Precision has been
completed, a thorough analysis has been performed on the current market
situation, and a marketing strategy has been recommended. The final aspects of
launching a new product must now be investigated product, price, place and
promotion.

PRODUCT
Colgate-Palmolive has many important decisions to make regarding the new
toothbrush before it becomes available on store shelves for customers to purchase,
including the positioning strategy for the new toothbrush. To reach a conclusion,
the new toothbrush must be analyzed on three product levels - the core product, the
actual product, and the augmented product - so that customers needs are fully
understood and the Precision toothbrush is correctly marketed to meet those needs.

Since we are recommending that Colgate-Palmolive choose a niche market for

Precision, the core benefit that the toothbrush will deliver to its users is plaque
removal. Less plaque in turn leads to the added benefit of a reduction of the
likelihood of gum disease. This is the primary reason that the target niche
customers will purchase the toothbrush. Colgate-Palmolive must therefore position
itself as the premiere benefit provider to these consumers. To do so, the toothbrush
must be positioned and marketed with regard to the physical or actual product.
This incorporates the products brand name, the products features and style, the
packaging, and the quality of the product.
Colgate-Palmolives branding decision resulted from four concept tests used to
evaluate the effectiveness of potential names. Ultimately, the name Precision
emerged from the others as it brought to mind connotations of an oral care product
that cleans ones teeth completely and consistently. Further, the word Precision
exudes many of the qualities that are desirable in a brand name, such as positive
attributes, high quality and a name which is easy to pronounce, recognize, and most
importantly, remember. Regardless of which name was chosen, however, the
individual products branding would also be able to take advantage of the brand
recognition of Colgate-Palmolive a household name that the majority of the
population associates with good dental care.
Colgate-Palmolive could have also considered utilizing the line extension tactic of
introducing additional items in the same product category under the same brand
name,<!--[if !supportFootnotes]-->[xxxviii]<!--[endif]--> thereby marketing the
toothbrush as Colgate Precision. This brand name, as with other ColgatePalmolive products, should come to signify Precisions intentions to deliver features
that are synonymous with the consumers need for good dental health as offered by
a well recognize and trusted company.
As mentioned above, a brand name should bring certain attributes, benefits and
values to the minds of consumers. Consumers should recognize the physical
attributes of the Precision toothbrush as an advantageous design that will work
better than the majority of the toothbrushes on the market. The benefits that the
consumer should associate with the Precision toothbrush should include noticeably
cleaner and healthier teeth and gums. The values inherent to Precision should be
an effective tool for improved oral care. Combining the attributes, benefits and
values of Precision into a readily recognizable product is a step towards ColgatePalmolives ultimate goal - brand loyalty to Precision.
Precision has patented the design and features of the triple action bristles
that work with one another so that the short, long, and angled bristles remove 35%
more plaque then a standard toothbrush.<!--[if !supportFootnotes]-->[xxxix]<!-[endif]--> There are, however, some aspects of the toothbrush that still need to be
defined, such as the cosmetics.

Most people undoubtedly associate toothbrushes and general oral hygiene with a
dentist. To capitalize on this association, Colgate-Palmolive could make the
Precision toothbrush a metallic, silver color so that consumers immediately conjure
images of the dental equipment that is known to technically and thoroughly clean
teeth. To add a touch of flare, and for convenience, the toothbrushes could also be
designed with a bright streak of color within the silver background for easy
differentiation when multiple household members use Precision toothbrushes.
These bright streaks should also be the palate upon which the name Precision
should be set to serve as a constant reminder of the brand name. To maximize on
these cosmetic suggestions, the new toothbrush should be offered with a multitude
of color stripes, full and compact heads, and with sensitive, soft, and medium
bristles. The silver trade dress will eventually become known to represent the
Precision toothbrush and will signify a high quality item that consumers will know by
visual cue.
Since packaging in and of itself is an effective marketing tool, the package of
the Precision toothbrush should be carefully designed. The toothbrush should be
packaged so as to emphasize the recommended trade dress of the silver
toothbrush. The toothbrush should be packaged in a clear plastic tube. The name
Colgate Precision should be written in bold, silver lettering along the length of the
tube, but it should not cover the bristles since their unique design is also a
distinguishing mark. This would place emphasis on the main features of the
toothbrush, which are the triple action bristles, and the silver, metallic color of the
base of the toothbrush. To distinguish the product further, the packaging should be
completely round and contoured to the toothbrush itself. Similar to the trade dress,
this package would be beneficial to the Precision product because the round tube
would come to be recognized as the Precision packaging and consumers would
begin to shop for the product based on visual recognition. The tube would also
provide an extra value to consumers as its innovative, reusable design could also
serve as a travel container for the toothbrush.
This packaging will be more costly to produce then the generic cardboard backed,
plastic bubble wrapped toothbrush, however, since the toothbrush is a niche
product and customers will be willing to pay a premium (see Price section below),
the cost involved with the pricier packaging will be offset.
The label on the tubing and on the product also represents an important branding
opportunity, as it will be viewed by consumers every day. The label font should
remain constant on all printed material including the packaging, print
advertisements and the toothbrush itself. The name Precision should be written in
a unique font to further distinguish it, and the Colgate should be written in
Colgate-Palmolives traditional print font. The labeling on the package itself should
mimic the bright, bold colors so as to off set the silver background. Consistent,
fluent branding is key to the success of any new product Precision is no exception.

The product quality of the precision toothbrush should be extremely high.

The toothbrush should live up to its claims of decreasing gum disease by removing
35% more plaque than a regular toothbrush. If the product quality is high and
meets customers prior expectations, they will be satisfied with the toothbrush.
Having satisfied customers is important for non-durable items such as toothbrushes,
which are purchased frequently, so as to ensure repeat purchases. Ultimately,
customers brand loyalty will increase with product satisfaction.
The final level of analysis for Precision - the augmented product - includes postpurchase services offered for the product. Precision should offer a warranty on its
products so that customers who are unhappy with the product can return it. Since
we anticipate that most people who purchase the toothbrush will not be dissatisfied
with the product, the warranty will pose a minimal financial strain on ColgatePalmolive. Precision should also be accompanied by a toll-free phone number which
customers could call should they have questions or concerns about the product.

PRICE

Despite Colgate-Palmolives dominance in the toothbrush market, Precision

represents its first endeavor into the super-premium category a segment filled
with intense competition. Hence, pricing Precision so that it will have an extensive
life cycle, as established above, is yet another critical step towards ensuring its
survival. Of the four pricing theories offered by todays market, rapid skimming is
by far the most appropriate for Precision.<!--[if !supportFootnotes]-->[xl]<!-[endif]-->
First, as a niche market product, Precision will be offered at a cost equivalent
to that of the highest priced toothbrush currently available, $2.13 per unit.<!--[if !
supportFootnotes]-->[xli]<!--[endif]--> This immediately eliminates both
penetration pricing theories, as offering Precision at a value based cost level would
all but bankrupt the product line. Additionally, although the $2.13 per unit cost may
be high relative to all toothbrushes, Precision is being targeted towards a specific
group of consumers who have a demand for a superior oral care product. Thus,
relative to the super-premium segment, Precision is actually the best purchase
available, as it offers superior technology and improved oral health care for no
additional cost.
Secondly, Precisions unique and innovative design has created its own
category of toothbrush within the super-premium segment, as it is distinctly
different from the other currently available toothbrushes. Consequently, the public
must be educated about the attributes, benefits and values of this new product.
Educating the public is a costly endeavor unto itself regardless of the product, but

Colgate-Palmolive has the added force of keeping pace with the increased
promotional expenditures of its competitors as well. We are therefore also
recommending that Colgate-Palmolive spend approximately 8% of the advertising
budget on product promotions such as two-for-one purchases and discount coupons
to attract attention to Precision in non-mass-media ways.
Finally, as mentioned above, Colgate-Palmolives ultimate goal is to create
total brand loyalty among the niche market participants. Such loyalty is hard to
come by and fragile at best given the non-durable nature of a toothbrush. However,
promoting and pricing precision accurately will nurture customers into repeat
purchasers.

PLACE

Choosing the appropriate place to sell Precision is, relatively, the least complicated
matter which Colgate-Palmolive will undertake in the process of launching the new
product. After all of the painstaking research, in-depth analysis, evaluations, and
endless financial and production planning, one statement rings true throughout
its a toothbrush. No one will ever, specifically go out of their way to purchase a
toothbrush as it ultimately holds no inherent moral, financial or social value.
Colgate-Palmolive should not try to create an exclusive clique of Precision
toothbrush owners (such a Ferrari does with its super-premium race cars) by
choosing an exclusive or selective distribution channel. Precision is a toiletry, and it
needs to be available through intensive distribution in every possible place that
toiletries are sold, otherwise the risk of losing or more to the point, never gaining
market share due to simple inconvenience is monumental.
Additionally, negotiating exclusive or selective distribution agreements with vendors
would be prohibitively costly for both Colgate-Palmolive and the vendor. Instead,
Colgate-Palmolive should focus their efforts on intensive distribution, maintaining
and increasing the strength they have in their current shelf positioning, display
models and vendor relationships.

PROMOTION
Promoting Colgate Precision requires effectively communicating the proper message
to the right audience through the appropriate channels. There are eight essential
steps to which Colgate-Palmolive must adhere to achieve an effective promotion
campaign.<!--[if !supportFootnotes]-->[xlii]<!--[endif]--> The first step in the
campaign is to determine the audience to which the promotion will be directed. As

concluded from the analysis above, we recommend that Colgate-Palmolive target

both involved oral health consumer groups. Defining these two groups more
thoroughly, and thereby fine tuning the promotion message, requires determining
that the core benefits Precision offers are indeed a concern for the target
audience. Research indicates that there is a change in oral care concerns among
baby boomers. Those born in the 1940s, 50s and early 60s tend to place more
importance on gum disease prevention as opposed to cavity prevention.<!--[if !
supportFootnotes]-->[xliii]<!--[endif]--> Further research also indicates that todays
younger generations are even more concerned about their oral care routines than
previous generations.<!--[if !supportFootnotes]-->[xliv]<!--[endif]--> Even with the
trend towards better oral care, recent segmentation of toothbrush users shows that
only 67% of adults are Involved oral health consumers.<!--[if !
supportFootnotes]-->[xlv]<!--[endif]--> Although this 67% comprises the niche to
which we recommend Colgate-Palmolive market their new Precision toothbrush,
there remains one third of the total population of toothbrush users to which
Precision would not be appealing.
From reviewing Simmons research data, we can also make some additional target
assumptions. By assessing the index figures for the Aqua-Fresh Flex, another superpremium product, we can speculate which demographics would be suitable for
Colgate Precision: single, college-educated professional women and men, 18-34
years, earning over $40,000, living in New England<!--[if !supportFootnotes]->[xlvi]<!--[endif]--> (just to name one possible set of target criteria). Having now
identified our target audience, we can move on to the next step in the promotion
campaign determining the communication objectives.
Buying a toothbrush is a fairly easy process and rarely a high involvement purchase
for consumers. Therefore, although we recommend that Colgate-Palmolives
promotion of Precision follow the AIDA response hierarchy model so as to include all
three stages of responses - cognitive, affective and behavior we believe that the
emphasis should be placed on getting the customers attention and quickly moving
them through the interest and desire stages, straight to action: purchasing the
toothbrush. The communication objective for the new product becomes to convince
therapeutic and cosmetic brushers that they should purchase and use Colgate
Precision because Precision is designed to be the best toothbrush for removing
plaque and preventing gum disease.
The next step to developing effective communications for the Colgate Precision
promotion is designing the message. Factors to consider include message content
and message structure. Message content should align with the communication
objectives for the target audience Precision removes plaque better and prevents
gum disease. It will be important to place certain message emphasis on the
prevention of gum disease, as this is a differentiator not only against the ad
campaign for Colgate Plus In the fight against plaque, its a Plus.<!--[if !
supportFootnotes]-->[xlvii]<!--[endif]-->, but also against all the other toothbrushes

in the super-premium category. Precision will be the first toothbrush to use such a
strong oral care message in its positioning.
Two appropriate approaches to communicate Precisions core values would be
messages appealing to either the rational or emotional side of consumers. A
rational appeal centers around how the product will benefit consumers, whereas an
emotional appeal tries to affect purchasing behavior by stimulating emotions such
as fear, shame, guilt, humor, love or joy. Exhibit A is a print ad demonstrating a
rational appeal to consumers. The ad clearly identifies the most important value of
using Colgate Precision. It rationally promises consumers results if they use
Precision instead of another toothbrush. Exhibit C also clearly states the benefits,
yet does so using a humorous message and image.
Message structure helps to determine an advertisements effectiveness. Research
indicates that the best ads ask questions and allow readers and viewers to form
their own conclusions.<!--[if !supportFootnotes]-->[xlviii]<!--[endif]--> Exhibit A
depicts this technique by asking the audience Why do none of these stand out
from the crowd? The ad encourages the audience to consider the alternatives, and
then provides an answer in support of Colgate Precision. Although this may be
effective, Exhibit B shows the same ad, with a shorter headline, Lost in the crowd.
The shorter headline allows the audience to scan the ad and get to the message of
the core benefits more quickly. Of the five print ads presented in the Appendix, we
believe Exhibit B would be the most effective.
The next step in developing effective communications is to determine which
communication channels to use to promote Precision. One option, personal
communication channels, center around people communicating face-to-face, or by
word-of-mouth. Compared to purchasing a car or a pair of jeans where others
opinions are very influential, purchasing a toothbrush typically does not require high
involvement purchase decisions. Therefore, word-of-mouth buzz around any specific
toothbrush is all but non-existent, and consequently would not be an effective
promotion channel.
The only people who could potentially influence consumers toothbrush-making
decisions are dentists. In 1992, Oral B had 34% of the market share of sales to
dentists, dominating the market and outperforming Colgate-Palmolive by $14.3MM
to $6.7MM. To acquire more market share, Colgate Palmolive would have to invest
millions of dollars more into their sales force, and even then there would be no
guarantee that they would succeed in increasing their sales to dental professionals.
According to our research, toothbrush promotions through professionals have little
to do with the effectiveness of the toothbrush itself, and more to do with whom you
know, who takes you to lunch, and which company takes you to the golf course.<!-[if !supportFootnotes]-->[xlix]<!--[endif]--> Therefore, we recommend that ColgatePalmolive continue their focus on consumer sales through non-personal

communication channels, such as print media and broadcast media (to be discussed
in more detail in step six, deciding the marketing communications mix).
Step five is to establish the total marketing communications budget and allocate it
amongst the different communication channels. Colgate Precision is a new product
launch, and as such we recommend it have enough budgetary support to help it
succeed. In 1991, Oral-B spent $10 million, Reach $15.5 million, and Procter and
Gamble was expected to spend $15 million to support Crest Complete. While it is
helpful to understand competitors budgets, we do not subscribe to the
comparative-parity method of developing promotion budgets. There are too many
factors and objectives involved in developing a budget to base decisions solely on
what the competition is doing. Analysis indicates that a total of $11.2 million, split
between advertising, consumer promotions and trade promotions<!--[if !
supportFootnotes]-->[l]<!--[endif]-->will be sufficient to support Precision in
reaching its sales goals. Although Colgate-Palmolives own evaluation determined
that the budget for Precision as a niche product should be split as follows:
advertising, $5 million; consumer promotions, $4.6 million; and trade promotions,
$1.6 million, we recommend Colgate-Palmolive spend less money on consumers
promotions.
One of the key insights we have into the target audience is that they will pay a
premium for a toothbrush if they feel it is a superior product that will keep their
gums and teeth healthy. Therefore, Colgate-Palmolive will have less need to spend
millions on consumer coupons, 2-for-1 deals, and rebates. However, as discussed
above, Colgate-Palmolive still needs to maintain industry standard levels of
consumer promotion expenditures as they are an effective method of introducing a
new product. Additionally, we recommend Colgate spend only $0.9 million in their
first year on consumer promotions because the niche market will be willing to pay a
premium for the values and benefits Precision offers. Therefore, they do not need
as many free or discounted product promotions. Also, consider the prices of superpremium toothbrushes: they range from $1.67 to $2.13. The cost differential of
$.46 is less than the price of making a call from a payphone (now $.50). We
anticipate that consumers in the therapeutic and cosmetic brusher segments will
not consider $.46 as a cost barrier and will pay the premium $2.13 without
hesitation. Conversely, Colgate-Palmolive should spend more money on trade
promotions. Colgate-Palmolive has had much success to date with trade promotions
and we feel they should capitalize on their existing trade relationships to get the
product effectively placed on shelves and featured prominently. We recommend a
split of $5.75 , $0.9 and $4.55 million for advertising, consumer promotions and
trade promotions, respectively, for a total of $11.2 million.
Step six is deciding on the marketing communications mix - allocating the budget
of $11.2 million in the most advantageous method possible considering the full
range of possibilities. The recommended budget for advertising is $5.75 million,
which we recommend splitting among print media (newspaper and magazines) and

broadcast media (radio and television ads). Both print and broadcast media can
serve to build awareness and understanding of the new Precision product at the
introduction phase of its lifecycle. Further, print media can be targeted to the niche
market participants to a certain extent. The media plan should include several
demographically appropriate newspapers, such as The New York Times and The
Boston Globe (read by college-educated men and women in New England, one of
our hypothetical markets). Magazines can target segments to an even greater
extent. Self, Shape and Outdoors would all reach therapeutic and cosmetic
brushers.
Broadcast media, although it is more suited to mainstream targeting as there is no
way to control who hears the broadcasts, can still serve as a very effective and cost
conscience communication channel as the niche market is compiled of two-thirds of
the toothbrush-using population.
For the Precision launch, we recommend Colgate spend $4.55 million on trade
promotions. The Colgate Palmolive toothbrush line [holds] 25% to 40% of category
shelf space in most stores.<!--[if !supportFootnotes]-->[li]<!--[endif]--> These
figures are not coincidental. As Colgate Precision is a new product launch, retailers
will have to be persuaded to even carry the new toothbrush, or in some cases, to
carry more units than they normally would. When retail stores feature ColgatePalmolive toothbrushes through in-store displays, sales increase by 90%. Trade
promotions dollars would work to ensure that these displays get featured
prominently in retail stores, leveraging Colgate-Palmolives existing dominance in
this area.
The second to last stage is measuring the results of the communications
effectiveness. As the recommended marketing mix is not immediately measurable
(unlike using direct marketing), Colgate-Palmolive would have to undertake
additional research to evaluate the promotions impact on the target audience,
therapeutic and cosmetic brushers. Colgate-Palmolive should conduct focus-group
research to explore responses and evaluate creative.
The last step to developing effective communications is organizing integrated
marketing communications. As mentioned above, consistent and fluent
communication is a vital component of any marketing plan:
<!--[if !supportLists]-->
<!--[endif]-->Making sure all communications have
compatible themes and are speaking to customers in one voice
<!--[if !supportLists]-->o <!--[endif]-->Colgate-Palmolive can accomplish this by
either using one agency for all marketing needs, or by creating an inter-agency task
force whose responsibility is to ensure communications are developed along the
same theme

<!--[if !supportLists]-->
needs

<!--[endif]-->Understanding the customers and their

<!--[if !supportLists]-->o <!--[endif]-->Colgate-Palmolive can continue to conduct

customer-focused research to learn how to better market to their customers
<!--[if !supportLists]-->
<!--[endif]-->Ensuring that customers have positive
experiences with the company across all points of contact
<!--[if !supportLists]-->o <!--[endif]-->Colgate-Palmolive could use mystery
callers to test the Customer Service Representatives on their 800#, which would
give them important feedback about their ITM channel

CONCLUSION

In summation, we recommend that Colgate-Palmolive position the Precision

toothbrush as a niche market product during its introductory and growth life cycle
stages. Thereafter, during the products maturity, Precision should be repositioned
to the mainstream market. Our analysis has conclusivly explained that the
attributes, benefits and values of the product are best suited for niche consumers
and would therefore enjoy the greatest success in such a market. To ensure the
success of Precision, Colgate-Palmolive should:
<!--[if !supportLists]-->
<!--[endif]-->Ensure the product does, and continues
to, address the specific needs of the stated consumer segments;
<!--[if !supportLists]-->
<!--[endif]-->Price Precision at competitive levels
within the super-premium segment so as to offer more value than competitors, for
an equivalent cost;
<!--[if !supportLists]-->
<!--[endif]-->Leverage their existing intensive
distribution channel relationships to ensure that Precision receives the most
effective placement;
<!--[if !supportLists]-->
<!--[endif]-->And, invest industry-standard amounts
of capital into the promotion of the new toothbrush.

Bibliography

Kerr DDS, Matthew. Telephone interview. 26 March 2002.

Kotler, Philip. Marketing Management: The Millennium Edition. Upper Saddle River,
New Jersey: Prentice Hall, 2000.

Laidler, Nathalie. Colgate-Palmolive Company: The Precision Toothbrush. Harvard

Business School Case Study (1993): 1-24.

Mediamark Research. 1997 Print Volumes: 32.

United States Patent and Trademark Office, 2002 Online. Available:

http://www.uspto.gov/patft/index.html 2002.

<!--[if !supportEndnotes]-->

<!--[endif]-->
<!--[if !supportFootnotes]-->[i]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
38.
<!--[if !supportFootnotes]-->[ii]<!--[endif]--> Ibid 25.
<!--[if !supportFootnotes]-->[iii]<!--[endif]--> Ibid 45

<!--[if !supportFootnotes]-->[iv]<!--[endif]--> Ibid 40

<!--[if !supportFootnotes]-->[v]<!--[endif]--> United States Patent and Trademark
Office, http://www.uspto.gov/patft/index.html (2002)
<!--[if !supportFootnotes]-->[vi]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
34.
<!--[if !supportFootnotes]-->[vii]<!--[endif]--> Ibid 40.
<!--[if !supportFootnotes]-->[viii]<!--[endif]--> Ibid 41.
<!--[if !supportFootnotes]-->[ix]<!--[endif]--> Ibid 30.
<!--[if !supportFootnotes]-->[x]<!--[endif]--> Dr. Matthew Kerr, DDS, personal
interview, 26 March 2002.
<!--[if !supportFootnotes]-->[xi]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
26.
<!--[if !supportFootnotes]-->[xii]<!--[endif]--> Ibid 28.
<!--[if !supportFootnotes]-->[xiii]<!--[endif]--> Ibid 28.
<!--[if !supportFootnotes]-->[xiv]<!--[endif]--> Ibid 29.
<!--[if !supportFootnotes]-->[xv]<!--[endif]--> Ibid 5-6.
<!--[if !supportFootnotes]-->[xvi]<!--[endif]--> Ibid 30.
<!--[if !supportFootnotes]-->[xvii]<!--[endif]--> Ibid 30.
<!--[if !supportFootnotes]-->[xviii]<!--[endif]--> Ibid 26.
<!--[if !supportFootnotes]-->[xix]<!--[endif]--> Philip Kotler. Marketing Management:
The Millennium Edition. (New Jersey: Prentice Hall, 2000) 256
<!--[if !supportFootnotes]-->[xx]<!--[endif]--> Ibid 257
<!--[if !supportFootnotes]-->[xxi]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
33.
<!--[if !supportFootnotes]-->[xxii]<!--[endif]--> Ibid 29.
<!--[if !supportFootnotes]-->[xxiii]<!--[endif]--> Ibid 33.
<!--[if !supportFootnotes]-->[xxiv]<!--[endif]--> Ibid 34.

<!--[if !supportFootnotes]-->[xxv]<!--[endif]--> Ibid 32.

<!--[if !supportFootnotes]-->[xxvi]<!--[endif]--> Ibid 33.
<!--[if !supportFootnotes]-->[xxvii]<!--[endif]--> Ibid 32-33.
<!--[if !supportFootnotes]-->[xxviii]<!--[endif]--> Ibid 26.
<!--[if !supportFootnotes]-->[xxix]<!--[endif]--> Ibid 34.
<!--[if !supportFootnotes]-->[xxx]<!--[endif]--> Philip Kotler. Marketing
Management: The Millennium Edition. (New Jersey: Prentice Hall, 2000) 263-267
<!--[if !supportFootnotes]-->[xxxi]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
29
<!--[if !supportFootnotes]-->[xxxii]<!--[endif]--> Ibid 32.
<!--[if !supportFootnotes]-->[xxxiii]<!--[endif]--> Ibid 34.
<!--[if !supportFootnotes]-->[xxxiv]<!--[endif]--> Philip Kotler. Marketing
Management: The Millennium Edition. (New Jersey: Prentice Hall, 2000) 257
<!--[if !supportFootnotes]-->[xxxv]<!--[endif]--> Ibid 298.
<!--[if !supportFootnotes]-->[xxxvi]<!--[endif]--> Ibid 301.
<!--[if !supportFootnotes]-->[xxxvii]<!--[endif]--> Ibid 68-69.
<!--[if !supportFootnotes]-->[xxxviii]<!--[endif]--> Ibid 414.
<!--[if !supportFootnotes]-->[xxxix]<!--[endif]--> United States Patent and
Trademark Office, http://www.uspto.gov/patft/index.html (2002)
<!--[if !supportFootnotes]-->[xl]<!--[endif]--> Kotler, 307.
<!--[if !supportFootnotes]-->[xli]<!--[endif]--> Case study 10.
<!--[if !supportFootnotes]-->[xlii]<!--[endif]--> Philip Kotler. Marketing Management:
The Millennium Edition. (New Jersey: Prentice Hall, 2000) 552.
<!--[if !supportFootnotes]-->[xliii]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
28.
<!--[if !supportFootnotes]-->[xliv]<!--[endif]--> Dr. Matthew Kerr, DDS, personal
interview, 26 March 2002.

<!--[if !supportFootnotes]-->[xlv]<!--[endif]--> Laidler, N., Colgate-Palmolive

Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
29.
<!--[if !supportFootnotes]-->[xlvi]<!--[endif]--> Mediamark Research. 1997 Print
Volumes: 32.
<!--[if !supportFootnotes]-->[xlvii]<!--[endif]--> Ibid 42.
<!--[if !supportFootnotes]-->[xlviii]<!--[endif]--> Philip Kotler. Marketing
Management: The Millennium Edition. (New Jersey: Prentice Hall, 2000) 557.
<!--[if !supportFootnotes]-->[xlix]<!--[endif]--> Dr. Matthew Kerr, DDS, personal
interview, 26 March 2002.
<!--[if !supportFootnotes]-->[l]<!--[endif]--> Laidler, N., Colgate-Palmolive
Company: The Precision Toothbrush, Harvard Business School Case Study (1993):
35.
<!--[if !supportFootnotes]-->[li]<!--[endif]--> Ibid 31.