Colgate was founded in the United States in 1806 and for the first 100 years,its business focus was only there. However, in the very early 1900's, theCompany began a very aggressive expansion program that led to the establishmentof Colgate operations throughout the world. Today, Colgate-Palmolive is a $9billion company, marketing its products in over 200 countries and territoriesunder such internationally recognized brand names as Colgate, Palmolive, Ajax,Fab, and Mennen as well as Hill's Science Diet and Hill's Prescription Diet.
Colgate Total is considered the greatest evolution in toothpaste since theintroduction of fluoride. This highly effective formula, containing fluoride andthe antimicrobial ingredient, Triclosan, has been demonstrated clinically tohelp prevent gingivitis, plaque, cavities and tartar. And, its unique patentedformula, containing the co-polymer, Gantrez, continues to be active betweenbrushings. It continues to work fighting plaque, gingivitis, tartar and cavitiesafter you stop brushing, even if you eat or drink. No other toothpastemanufactured in the US contains Triclosan or has been cleared to make claims forgingivitis and plaque reduction. Since the announcement of the FDA clearance ofColgate Total on July 14, 1997, retailers have expressed unprecedentedenthusiasm and interest.
Dr. Sigmund S. Socransky, Associate Professor of OralBiology, Harvard School of Dental Medicine, and Senior Member of the Staff andHead, Departments of Microbiology and Periodontology, Forsyth Dental Center,said, "Colgate Total represents one of the most remarkable oral therapeuticachievements in the last 20 years." Colgate Total will benefit the oralhealth of all users. The most common non-contagious diseases are periodontaldiseases such as gingivitis. In fact, 63% of Americans suffer from gingivitis.
As the only toothpaste with this formula, Colgate Total will help Americans takegreater care of their teeth and gums than ever before and will help youngerpeople prevent these dental problems. Since Colgate Total was introducedinternationally in 1992, over half a billion tubes have been purchased bymillions of consumers in 103 countries. However, before permitting it to bemarketed in the US, the FDA conducted an extensive review of data in Colgate’sclinical tests. These included five major studies that supported the safety andefficacy of the toothpaste.
Independent dental associations in 30 countries,including the American, Canadian and British Dental Associations, have awardedseals of acceptance to Colgate Total. Colgate Total will begin shipping to food,drug and mass merchandisers nationwide on December 15, 1997, and will have asuggested retail price of $2.49, $2.99 and $3.49 for 4.
2, 6.0 and 7.8 ouncetubes, respectively. Colgate-Palmolive is a leading global consumer productscompany tightly focused on Oral Care, Personal Care, Household Care, Fabric Careand Pet Nutrition. In the U.
S., Colgate sells its quality products under suchnationally recognized brand names as Colgate, Palmolive, Mennen, Ajax, IrishSpring, Softsoap, Murphy Oil Soap, Ultra Brite, Baby Magic and Fab, as well asHill's Science Diet and Hill's Prescription Diet pet foods. Executive summarySuccessful international marketers possess the ability to identify with andadapt to different cultural environments. International marketing requires thatone actively anticipate the effects both foreign and domestic uncontrollableenvironments exert over the marketing mix, and then adequately adjust themarketing mix to minimize potential negative effects. Often times aninternational marketer’s self-reference criterion impede his or her ability toaccurately assess and properly respond to foreign operating environments.
Ratherthan rely on their own self reliance criteria, international marketers mustconduct far-reaching, comprehensive cultural and economic analyses of potentialforeign markets in order to develop more effective and responsive marketingmixes that improve the success potential of their market-development strategies.Argentina certainly represents a viable market-development opportunity forColgate Total toothpaste. U.S. companies intending to export to Argentina shouldconsider economic, demographic, as well as cultural characteristics thatdifferentiate it from other Latin American countries. Having the highest percapita gross domestic product and the second highest total gross domesticproduct and life expectancy in Latin America, as well as low rates of populationincrease and illiteracy rates, Argentina attracts many business opportunities.
The population and economic activity are highly concentrated in the GreaterBuenos Aires area. The population is largely of European descent and continuesto have strong ethnic, cultural, as well as business ties with Europe. Consumerpreferences tend to resemble more those of Europeans than those of other LatinAmerica nationals. However, revenues are highly dependent on MERCOSUR trade,especially with Brazil, and the regional economic situation. In many sectors,European competitors of U.S.
firms are already present in the market, and may bewell entrenched. Nevertheless, the U.S. is Argentina’s single largest tradeand investment partner and many U.
S. firms have been very successful. U.S.lifestyle and consumption habits are increasingly influential.
U.S. productshave a strong reputation for quality and technological innovation, but U.S.firms are sometimes seen as lacking commitment to the market.
It is important tobe prepared for a competitive market environment. As in many countries, personalrelationships are fundamental to doing business in Argentina. Success requirestaking the time to develop a close personal relationship with yourrepresentative, agent or distributor. Marketing U.
S. products and services inArgentina requires the same level of research, preparation and involvement--ifnot more--as domestic marketing. U.S.
firms handicap themselves if their productliterature, labels, manuals and other written materials are not in Spanish. Whenpreparing Spanish-language materials, care should be taken to ensure the meaningis consistent for all Spanish-speaking markets in which they will be used.Argentine Spanish differs for example, from Mexican or Chilean Spanish, withunintended - and sometimes embarrassing - meanings resulting when a translatoris not familiar with variations in the language from market to market. Afteranalyzing the product and its uses and establishing who the potential customersare, U.S. companies intending to export to Argentina should identify thegeographical areas where the major users of the product are.
It should be bornin mind that 80 percent of the Argentine population is concentrated in urbanareas, with over 35% living in Buenos Aires and its suburbs, and almost 10% inthree cities Cordoba, Rosario and Mendoza and their suburbs. Argentinaexperienced a boom in economic growth in the early 1990s as a result of itsstructural reform (privatizations, trade liberalization, etc) and monetarystability. Real GDP growth averaged over 6% for the 1991-97 period. SinceOctober 1997, a series of international financial shocks coupled with a fall ininternational commodity prices have translated into lower growth rates. Aftergrowth of 8.
4% in 1997, GDP percent in 1998 grew 4.3. In the second semester of1998 Argentina entered into a recession. Most experts predict negative growth ofbetween -2.
5 and -3.5 for 1999, with a possible return to positive growth in thesecond half of the year 2000. Despite the current recession, Argentina -- with atrack record of macroeconomic stability, a growing and sophisticated consumermarket, free capital flows, lucrative access to Mercosur and nondiscriminatoryforeign investment regime -- remains an attractive emerging market for U.S.trade and investment.
Many U.S. and other foreign firms continue having stronginterest in taking advantage of opportunities in Argentina arising from Mercosur.Major U.S. investors, including car manufacturers and food processors accessMercosur markets through operations in Argentina.
Mercosur has become a keyelement of the business strategy of many foreign manufacturing and servicesfirms in Argentina. To avoid reliance on self-reference criterion during themarketing plan development process, the international marketer carefullyresearched Argentina’s unique cultural elements (i.e.: geographic setting,social institutions, religion and aesthetics, living conditions and language)and economic elements (i.e.: population, economic statistics and activity, anddevelopments in science and technology).
The information gathered through theseanalyses helped the international marketer to identify key strategic issues andto formulate actionable strategies for the introduction of Colgate Totaltoothpaste in Argentina. Furthermore, the unique cultural and economic elementsexhibited by Argentina guided the international marketer in making decisionsthroughout the international marketing planning process, which consists of thefollowing four phases: preliminary analysis and screening adapting the marketingmix developing the marketing mix control and evaluation. Preliminary Analysisand Screening In the process of conducting a situation analysis, the marketermust identify the strengths and weaknesses of Colgate-Palmolive and ColgateTotal toothpaste along with the opportunities and threats present in Argentina.Smoking out key strategic issues naturally flows from drawing connectionsbetween the strengths and opportunities, strengths and threats, weaknesses andopportunities, and weaknesses and threats of Colgate-Palmolive and Argentinarespectively. The most relevant strategic issues related to the introduction ofColgate Total toothpaste in Argentina are listed under the followingsubheadings: Deep Capital Reservoirs Capable of Fueling Market DevelopmentColgate-Palmolive achieved a recorded-setting cash flow of $917 million for1996, up 13 percent from 1995.
Furthermore, on March 6, 1997, the Board ofDirectors declared a 17 percent dividend increase and a two-for-one stock splitstarting April 25, 1997. Undoubtedly, overcoming major barriers to market entry,such as the high costs of educating the public about prevention of periodontaldisease, strengthening product distribution intensity, and gaining strategicshelf positioning, would require Colgate-Palmolive to shell out huge amounts ofcapital. In addition to already having a record supply of internal capital atits disposal, Colgate-Palmolive, could capitalize on stockholder confidence toraise the marginal capital it needs to aggressively introduce Colgate Totaltoothpaste in Argentina. Experience Curve to Facilitate New Product IntroductionWhen applied to Colgate-Palmolive, the experience curve concept states thatproduct costs, corrected for inflation, decline with accumulated output.
Learning effects, technological improvements, and economies of scale are thethree sources for cost declines vis-a-vis increases in volume. With itsextensive expertise in research and development (introduced 602 new productsworld-wide in 1996), manufacturing, distribution (Colgate Distribution 2000),sales, and marketing its products on a global scale, Colgate-Palmolive wouldbenefit from these gains in worker skill and output with Colgate Totaltoothpaste in Argentina. Furthermore, Colgate-Palmolive would likely call onseveral of its factories located in South America to manufacture Colgate Totalfor Argentina before purchasing domestic production facilities. Foreign-basedfactories could realize short-term economies of scale until Colgate-Palmolivedecides it would like to make a long-term commitment with respect to productionin Argentina. Product R&D Capable of Meeting Evolving Consumer Needs Strongglobal growth in unit volume for Colgate-Palmolive resulted from theintroduction of 602 new products by its research and development team.
Similarto other developing nations, as personal income grows in Argentina, consumerneeds will tend to evolve towards that of a higher order-based on Maslow’sHierarchy of Needs. Newly initiated members of the middle class in Argentinawill become more concerned with their health and capable of paying for relatedproducts. Since Colgate-Palmolive already markets many oral and personal careproducts, it could benefit from capitalizing on this growing market inArgentina. Colgate Total toothpaste could serve as the lead product that wouldleverage future line extensions in the form of oral care products. Gantrez GivesColgate Total a Sustainable Competitive Advantage A product must fulfill thefollowing criteria in order to possess a strategic competitive advantage: (1)better than competing products with respect to a feature/advantage/benefit thatcustomers and competitors perceive as meaningful, (2) better by a significantamount and not imitable, and (3) advantage must be perceived by customers andcompetitors. First, Gantrez, a co-polymer additive and key ingredient in ColgateTotal toothpaste, prolongs the retention of fluoride, Tricloscan and otheractive ingredients that help prevent plaque, gingivitis, cavities, tartar, andbad breath on oral and soft tissues.
Gantrez prolongs product benefits for up totwelve hours after brushing, even after product users eat or drink something,giving their teeth unparalleled protection against periodontal disease. Second,performance of and benefits derived from comparably-priced products do not evencompare to that of Colgate Total toothpaste, and due to the patent on Gantrez,competitors may not easily copy this product. Third, both consumers andcompetitors perceive Colgate Total as one of the greatest achievements in oralcare over the last 20 years. Essentially, Gantrez provides Colgate Total with asustainable competitive advantage over competing products in Argentina, whichaffords Colgate the opportunity to implement a niche-based differentiationmarketing strategy.
After performing the situation analysis, the marketer mustthen position Colgate Total Toothpaste to appeal to the needs of a customersegment whose members are identifiable and accessible and also demonstrateadequate potential and responsiveness. When positioning a product, the marketermust proceed through each of the following three steps: segmentation targetmarket selection positioning Following the processes and fulfilling the criteriainvolved with the aforementioned steps required by this process yielded thefollowing positioning statement: To position Colgate Total toothpaste asoffering superior prevention of periodontal diseases to members of middle classhouseholds between the ages of 6 and 45 with the competitive superiority ofprolonged protection of oral and soft tissues based on its patented co-polymeradditive, Gantrez. A specialty niche positioning strategy best matches thefeatures, advantages and benefits of Colgate Total toothpaste. Ultimately,Colgate-Palmolive should market Colgate Total toothpaste to younger, married,middle class, Argentine women. Gender roles dictate that women exertconsiderable influence over family related purchase decisions. Especially withrespect to convenience and shopping goods, the wife of the household plays therole(s) of the initiator, information gatherer, influencer, decision-maker, andpurchasing agent.
Adapting the Marketing Mix Laying the groundwork for makingmarketing mix decisions, the product-market definition serves to keep marketingstrategies focused. To fulfill the criteria for the product-market definition,the marketer must determine product type, geographic area, customer type, andcustomer needs. Colgate-Palmolive would likely choose to market Colgate Totaltoothpaste in 4.2, 6, and 7.
8 ounce squeezable tubes. Considering that 84.5percent of Argentines live in urban areas, Colgate-Palmolive could achievegreater economies of scale and better measure correlation between promotions andsales by distributing Colgate Total through larger, more modern grocery storechains located in densely populated, cosmopolitan Buenos Aires and SouthernSanta Fe. As stated earlier, Colgate-Palmolive should market Colgate Totaltoothpaste to younger, married, middle class, Argentine women to fulfill theirneeds for value (longevity of product benefits requires fewer brushings per daythan regular toothpastes to achieve similar benefits), convenience(multi-faceted nature of product features acts as a substitute for purchase ofregular toothpaste and antibacterial mouthwash), and peace of mind (specialformula performs much better against most major adult preventative concerns thancompeting products).
At first glance, demand for toothpaste in Argentina appearsto be selective, but substantial primary demand has yet to be cultivated due tolack of personal income and/or consumer education. Worldwide annual per-capitaconsumption of toothpaste averaged 363 grams or 12.8 ounces while consumers inIndia used only 67 grams of toothpaste annually. The average annual per-capitaconsumption of toothpaste in Argentina is probably somewhat lower than theworldwide average due to a lower average personal income and a lack of consumereducation.
However, with the help of Colgate-sponsored mobile clinics that wouldbring dental hygiene programs, dental care professionals, and product samples touneducated consumers throughout the major urban areas in Argentina, primarydemand for toothpaste could grow along with selective demand for Colgate Total.Cultural constraints often inhibit the fulfillment of international marketingobjectives. Due to the cultural similarities between Latin America countries, itis entirely plausible that government officials and local businessmen inArgentina customarily accept bribes from domestic and foreign-ownedcorporations. Despite the fact that local citizens regard these practices as an"observed cultural tradition," American businessmen should not conductbusiness deals according to the adage "When in Rome, do as the Romansdo," especially if they involve bribery. The Foreign Corrupt Practices Actdeems that "any bribes paid to foreign officials, candidates, or politicalparties" as being illegal, and those company officials, directors,employees, or agents found guilty of paying a bribe or authorizing payment of abribe are subject to stiff penalties. Since Colgate-Palmolive already operatesin more than 200 countries throughout Asia, Latin America, Central Europe, andAfrica, Company officials, directors, employees, and agents are probably veryfamiliar with questionable business practices-when judged according to U.
S.ethical standards and law codes. However, although measures must be taken togrease the wheels, perhaps it would be safer and just as effective forColgate-Palmolive officials, directors, employees, and agents to have a"sales expense account" at their disposal so they could use companyfunds to take influential people deep-sea fishing or sky-diving rather than payan outright bribe (Cateora 181). Economies of scale occur when a company marketsa product globally and experiences higher levels of efficiency through thestandardization of marketing mix elements. Colgate-Palmolive could standardizethe paste, tube, and packaging materials for Colgate Total toothpaste.
Ifanother nearby factory in a neighboring country also manufactures product forSpanish-speaking consumers-such as Ecuador, standardization could be achievedfor the copy imprinted on the Colgate Total tubes and boxes. Colgate Totalappeals to members of the emerging middle classes in other Latin Americancountries, so standardized consumer and trade advertising could be implementedacross borders to appeal to socioeconomically similar target markets. However,some primary research should first be conducted to test consumer reaction tolanguage differences, such as colloquialisms and annunciation. Developing theMarketing Mix The lion’s share of the product decisions have already been madeby Colgate-Palmolive’s product development team. After analyzing productinformation, the marketer subdivided product information for Colgate Totaltoothpaste into features, advantages, and benefits.
In its consumer advertising,Colgate Total toothpaste should focus on communicating product features,advantages, and especially the benefits that most appeal to target marketmembers. The features, advantages, and benefits for Colgate Total toothpaste areas follows: ADA Seal of Acceptance Advantages: Protects against plaque,gingivitis, and cavities Benefits: Increased confidence in product claims andbenefits Unique Colgate Total formula (fluoride and Tricloscan) Advantages:Works to fight plaque, gingivitis, tartar, cavities, and bad breath; remains theonly toothpaste in the United States made with the antibacterial ingredient,Tricloscan, which effectively controls a wide range of bacteria. Benefits:Added-value derived from special formula that addresses most major adult oralpreventative concerns under the guise of one product. FDA clearance Advantages:Affirms that the FDA believes this "everyday" toothpaste is safe forall patients over 6 years old, and most important, effective for its intendeduse, which validates its product claims and benefits derived from its newingredient. Benefits: Greater reassurance as to product’s basic safety andefficacy Patented co-polymer additive called Gantrez, or PVM/MA Advantages:Prolongs the retention of Tricloscan on oral and soft tissues and in plaque,causing product benefits to continue to work, even after you eat or drinksomething, for up to twelve hours after you stop brushing.
Benefits: Added-valuederived from increased longevity of active ingredients, and correspondingproduct benefits. Key compensatory flavor ingredients Advantages: Influenced anoverwhelming majority of consumers to choose Colgate Total over their regulartoothpaste based on taste. Benefits: Pleasurable taste and brushing derived fromtoothpaste flavoring Carton made from recycled material Advantages: Motivatesconsumers to perceive the product as being "green," or environmentallysensitive. Benefits: Peace of mind from purchasing an environmentally consciousproduct As mentioned earlier, Gantrez provides Colgate Total with a sustainablecompetitive advantage, which dictates that Colgate-Palmolive implement a productdifferentiation strategy. In terms of product pricing, a product differentiationstrategy equates to a value-pricing strategy.
Value-pricing methods determineproduct price based on consumer demand, or "charging what the market willbear." Value-pricing applies to Colgate Total because it provides customerswith unique benefits that far exceed production costs. By differentiating itsproduct from that of competitors, Colgate-Palmolive incorporates inelasticityinto Colgate Total’s demand curve, which means consumer demand would be veryinsensitive to a change in product price. According to the price inelasticityconcept, Colgate-Palmolive could raise the price for Colgate Total in Argentinaabove the going market rate while increasing revenue and enjoying increasedmargins (Nylen G-78, G-233).
Colgate-Palmolive manufactures Colgate Totaltoothpaste in 4.2, 6.0, and 7.8 ounce tubes that retail in the United States for$2.
49, $2.99, and 3.49 respectively. Starting with the base price for ColgateTotal in dollars, which already includes a target level of profit, the marketermay arrive at the cost to end consumers in Argentina. A strong correlation hasbeen shown to exist between toothpaste price and sales because on average,smaller sizes are more affordable to the greatest number of people.
Since largersizes of Colgate Total may be priced beyond the budgets of some middle classArgentines, the marketer stipulates that initial product introduction willinitially only involve the smaller 4.2 ounce tube priced at $2.49. Thecalculations for import taxes and fees are as follows (Argentina TradeRegulations and Standards): Base Price $2.
49 Freight (8%) .?20 C&F $2.69Insurance (1.5% of C&F) ?4 Dutiable Base $2.73 10% Duty ?27 3% StatisticsTax ?8 VAT Base $3.08 Port Costs (6%) ?18 Freight Forwader Fees (1.
5%) ?5Bank Charges (2%) ?6 Subtotal $3.37 VAT (21%) ?70 Grand Total $4.07 IfColgate-Palmolive integrates a consumer education theme throughout itspromotional mix for Colgate Total in Argentina, its new toothpaste will usurpthe toothpaste product category and steal considerable market share away fromcompetitors. Research conducted by Colgate-Palmolive has shown that a directrelationship exists between increases in income and educational levels and percapita toothpaste and toothbrush consumption, especially in high growth marketswhere consumption has grown by more than two hundred percent over the last fiveyears.
Taking these statistics into consideration, Colgate-Palmolive shouldimplement educational programs similar to those that achieved successful salesresults in other nations with low-frequency consumption of toothpaste, such asIndia. Colgate-sponsored mobile clinics specially adapted to appeal to the needsand tastes of Argentines could bring dental hygiene programs, dental careprofessionals, and product samples to housewives in residential neighborhoodsand working mothers in the business districts of major cities. These mobileclinics would increase consumer awareness of Colgate Total toothpaste’sproduct features, advantages and benefits, which would grow product adoption andusage frequency. If employed in a culturally sensitive manner, thiseducation-based aspect of the promotional mix could serve as a catalyst forincremental growth in sales in Argentina.
To further integrate consumer-directededucation about the prevention of periodontal disease and the benefits ofColgate Total, Colgate Palmolive should promote its new product through selectprint and television media. Colgate-Palmolive should place full color spreads inhousekeeping and businesswoman magazines targeted at housewives and workingmothers. The Colgate Total toothpaste logo and tube should be pictured, but theadvertisements should focus on conveying to mothers the perceived harm(s), suchas gingivitis and cavities, that could negatively influence the health of theirchildren and husbands. A cents-off promotional coupon redeemable at the local,major cosmopolitan grocery store chain should be included on the lower righthand corner of each spread.
Complimentary half page newspaper advertisementsposted in the business and fashion sections of major newspapers, such as La Nacionand Clarin, should share similar advertising copy and cents-off similar tomagazine advertisements. Colgate-Palmolive should wrap-up its promotionalcampaign with television commercials and sponsorship of product-based game showsand soap operas. Colgate-Palmolive could include humorous commercial based onthe cultural mainstays of Argentine culture, such as skits played-out on gauchoor tango settings. Consumer-based television commercials would target parents ofmiddle-aged family households. Advertising copy would focus on family-wideproduct benefits, such as value, convenience, peace-of-mind, but would focus onperceived risk for adults surrounding bad breath.
In the Latin American culture,people maintain very little distance between each other when speaking, whichcould make for some embarrassing situations for those people with bad breath.Finally, housewives who stay at home and care for the house and childrenhabitually watch product-based game shows and telenovelas, or soap operas. Toreach housewives, Colgate-Palmolive should advertise its Colgate Totaltoothpaste on these day and evening shows. Control and EvaluationColgate-Palmolive could implement several control measures to measure theeffectiveness of current marketing strategies. For example, the Company couldconduct coupon tracking analysis of promotional coupons disbursed through localnewspapers and magazines. In this context, tracking of specially numberedcoupons could tell management in which areas promotional effectiveness and/orconsumer consumption are/is highest.
Feedback gathered from coupon redemptionanalysis would effect future modifications in the distribution and promotionstrategies present in the marketing plan. By choosing to initially conduct a newproduct roll-out through more modern grocery stores, Colgate-Palmolive couldrequest and analyze sales records for Colgate Total toothpaste on astore-by-store basis to conduct correlation analyses to determine whichpromotional strategies yielded the best results based on a regional basis.Again, feedback gathered from these correlation analyses would effect futuremodifications in distribution and promotion strategies. Colgate-Palmolive shouldalso solicit for valuable feedback from its customers, employees, anddistributors. A toll free number should be placed on every package and tube ofColgate Total toothpaste so that customers can ask questions about product usageor give feedback on product performance. Colgate-Palmolive should also solicitfor feedback from domestic employees and distributors.
No one knows theArgentine marketplace better than the local players, and their feedback plays anintegral role improving efficiency and profitability in international markets.Invaluable feedback gathered from customers, employees, and distributors wouldgive management the feedback they need to modify product design, marketing mixstrategies, distribution processes respectively.Bibliography1. An Innovative Sheen In Oral Care. (toothpaste marketing ofColgate-Palmolive Co.)(Brief Article)(Interview).
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