Cleopatra Marketing Strategy Changes.
C570: Strategic Marketing Management
Cleopatra – Marketing Strategy Changes
Team 3:
1. What are the most important possibilities for improving the results for the Cleopatra product in Canada? If Colgate-Palmolive wants Cleopatra to be successful in Canada, they need to make a few major changes to their strategy. As seen from the first assignment on segment attractiveness, the Canadian soap market has matured and the only way to grow is by drawing more market share from competitors. Although they targeted the correct segment by focusing on Skin Care, they made several mistakes by making assumptions and conducting incomplete research before product launch. Colgate-Palmolive should hit all of the 4Ps – Product, Price, Place and Promotion – to improve their chances of success. First, Colgate Palmolive needs to increase market research into potential customers for Cleopatra in the precise target market (Quebec, not Toronto). This would create a better picture of the market and show where success potentials could be hiding in the form of missing qualities of existing products or price potential. It is obvious that the high price is a deterrent to many purchases. However, only 20 percent say that high price is a deterrent for Cleopatra. There are indications that certain qualities of the soap, such as degrading too quickly or becoming too lathery, having a strong perfume, etcetera, could be undesirable for the Canadian market while they are totally acceptable traits to the fashion conscious French market. In short, more sound information could help implement changes to the formula that would improve the rate of customer return by matching expectations for premium quality soap with the properties of Cleopatra. Secondly, Colgate-Palmolive must cater to retailers. They tried to shift the balance of power from retailers to manufacturers by creating a unique product in Cleopatra for the Canadian market. This is the largest and most important
Cleopatra – Marketing Strategy Changes
Team 3:
1. What are the most important possibilities for improving the results for the Cleopatra product in Canada? If Colgate-Palmolive wants Cleopatra to be successful in Canada, they need to make a few major changes to their strategy. As seen from the first assignment on segment attractiveness, the Canadian soap market has matured and the only way to grow is by drawing more market share from competitors. Although they targeted the correct segment by focusing on Skin Care, they made several mistakes by making assumptions and conducting incomplete research before product launch. Colgate-Palmolive should hit all of the 4Ps – Product, Price, Place and Promotion – to improve their chances of success. First, Colgate Palmolive needs to increase market research into potential customers for Cleopatra in the precise target market (Quebec, not Toronto). This would create a better picture of the market and show where success potentials could be hiding in the form of missing qualities of existing products or price potential. It is obvious that the high price is a deterrent to many purchases. However, only 20 percent say that high price is a deterrent for Cleopatra. There are indications that certain qualities of the soap, such as degrading too quickly or becoming too lathery, having a strong perfume, etcetera, could be undesirable for the Canadian market while they are totally acceptable traits to the fashion conscious French market. In short, more sound information could help implement changes to the formula that would improve the rate of customer return by matching expectations for premium quality soap with the properties of Cleopatra. Secondly, Colgate-Palmolive must cater to retailers. They tried to shift the balance of power from retailers to manufacturers by creating a unique product in Cleopatra for the Canadian market. This is the largest and most important