Cmf Case Study
Eric Ulrichs
International Marketing
Prof. Folkers
CMF Study
2-5-08
Colgate Max Fresh Case Study The Colgate Max Fresh: Global Brand Roll-Out article presented a case of Colgate-Palmolive Company and the process of taking a new product, Colgate Max Fresh, global. Colgate-Palmolive had the leading value market share of toothpaste in the U.S. 2004 with 34.8% and Crest from Proctor & Gamble close behind at 31.6%. Colgate also had a commanding lead in the international market with a global toothpaste market value share of 39.7% in 2004, compared to Proctor & Gamble with only 14.7%. Colgate looked to continue its dominance in the toothpaste market by taking advantage of the increase in the demand of cosmetic attributes to toothpaste. To do this, they created Colgate Max Fresh, which used its signature mini breath strips in the toothpaste to freshen peoples’ breath. With the introduction of this product in the United States in August of 2004, they looked to introduce Colgate Max Fresh internationally (specifically to Mexico and China) to continue their international dominance. They had several obstacles to overcome while adapting their marketing programs, including communication, flavor, pricing, and message. This paper will take a look at Colgate’s strategy and decisions in marketing Colgate Max Fresh in both countries and analyzing the results to make decisions and possible recommendations about their decisions. China was a market that was already largely dominated by Colgate-Palmolive with 32.1% market value share including its joint venture with Darlie and San Xiao brands. Although the Chinese favored the therapeutic aspect of toothpaste, this was a market that already had a large fresh breath segment growing before the introduction of Colgate Max Fresh. The Chinese also tended to favor the lower-priced brands over the premium brands. With a large share of the market and high interest in freshness, the introduction of Max Fresh was looking
International Marketing
Prof. Folkers
CMF Study
2-5-08
Colgate Max Fresh Case Study The Colgate Max Fresh: Global Brand Roll-Out article presented a case of Colgate-Palmolive Company and the process of taking a new product, Colgate Max Fresh, global. Colgate-Palmolive had the leading value market share of toothpaste in the U.S. 2004 with 34.8% and Crest from Proctor & Gamble close behind at 31.6%. Colgate also had a commanding lead in the international market with a global toothpaste market value share of 39.7% in 2004, compared to Proctor & Gamble with only 14.7%. Colgate looked to continue its dominance in the toothpaste market by taking advantage of the increase in the demand of cosmetic attributes to toothpaste. To do this, they created Colgate Max Fresh, which used its signature mini breath strips in the toothpaste to freshen peoples’ breath. With the introduction of this product in the United States in August of 2004, they looked to introduce Colgate Max Fresh internationally (specifically to Mexico and China) to continue their international dominance. They had several obstacles to overcome while adapting their marketing programs, including communication, flavor, pricing, and message. This paper will take a look at Colgate’s strategy and decisions in marketing Colgate Max Fresh in both countries and analyzing the results to make decisions and possible recommendations about their decisions. China was a market that was already largely dominated by Colgate-Palmolive with 32.1% market value share including its joint venture with Darlie and San Xiao brands. Although the Chinese favored the therapeutic aspect of toothpaste, this was a market that already had a large fresh breath segment growing before the introduction of Colgate Max Fresh. The Chinese also tended to favor the lower-priced brands over the premium brands. With a large share of the market and high interest in freshness, the introduction of Max Fresh was looking