Colgate In Argentina
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, the
Company began a very aggressive expansion
program that led to the establishment
of Colgate operations throughout the
world. Today, Colgate-Palmolive is a $9
billion company, marketing its
products in over 200 countries and territories
under 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 the
introduction of
fluoride. This highly effective formula, containing fluoride and
the
antimicrobial ingredient, Triclosan, has been demonstrated clinically to
help
prevent gingivitis, plaque, cavities and tartar. And, its unique
patented
formula, containing the co-polymer, Gantrez, continues to be active
between
brushings. It continues to work fighting plaque, gingivitis, tartar
and cavities
after you stop brushing, even if you eat or drink. No other
toothpaste
manufactured in the US contains Triclosan or has been cleared to
make claims for
gingivitis and plaque reduction. Since the announcement of
the FDA clearance of
Colgate Total on July 14, 1997, retailers have
expressed unprecedented
enthusiasm and interest. Dr. Sigmund S. Socransky,
Associate Professor of Oral
Biology, Harvard School of Dental Medicine,
and Senior Member of the Staff and
Head, Departments of Microbiology and
Periodontology, Forsyth Dental Center,
said, "Colgate Total represents one of
the most remarkable oral therapeutic
achievements in the last 20 years."
Colgate Total will benefit the oral
health of all users. The most common
non-contagious diseases are periodontal
diseases such as gingivitis. In fact,
63% of Americans suffer from gingivitis.
As the only toothpaste with this
formula, Colgate Total will help Americans take
greater care of their teeth
and gums than ever before and will help younger
people prevent these dental
problems. Since Colgate Total was introduced
internationally in 1992, over
half a billion tubes have been purchased by
millions of consumers in 103
countries. However, before permitting it to be
marketed in the US, the FDA
conducted an extensive review of data in Colgate’s
clinical tests. These
included five major studies that supported the safety and
efficacy of the
toothpaste. Independent dental associations in 30 countries,
including the
American, Canadian and British Dental Associations, have awarded
seals of
acceptance to Colgate Total. Colgate Total will begin shipping to food,
drug
and mass merchandisers nationwide on December 15, 1997, and will have
a
suggested retail price of $2.49, $2.99 and $3.49 for 4.2, 6.0 and 7.8
ounce
tubes, respectively. Colgate-Palmolive is a leading global consumer
products
company tightly focused on Oral Care, Personal Care, Household Care,
Fabric Care
and Pet Nutrition. In the U.S., Colgate sells its quality
products under such
nationally recognized brand names as Colgate, Palmolive,
Mennen, Ajax, Irish
Spring, Softsoap, Murphy Oil Soap, Ultra Brite, Baby
Magic and Fab, as well as
Hill's Science Diet and Hill's Prescription
Diet pet foods. Executive summary
Successful international marketers
possess the ability to identify with and
adapt to different cultural
environments. International marketing requires that
one actively anticipate
the effects both foreign and domestic uncontrollable
environments exert over
the marketing mix, and then adequately adjust the
marketing mix to minimize
potential negative effects. Often times an
international marketer’s
self-reference criterion impede his or her ability to
accurately assess and
properly respond to foreign operating environments. Rather
than rely on their
own self reliance criteria, international marketers must
conduct
far-reaching, comprehensive cultural and economic analyses of
potential
foreign markets in order to develop more effective and responsive
marketing
mixes that improve the success potential of their
market-development strategies.
Argentina certainly represents a viable
market-development opportunity for
Colgate Total toothpaste. U.S.
companies intending to export to Argentina should
consider economic,
demographic, as well as cultural characteristics that
differentiate it from
other Latin American countries. Having the highest per
capita gross domestic
product and the second highest total gross domestic
product and life
expectancy in Latin America, as well as low rates of population
increase and
illiteracy rates, Argentina attracts many business opportunities.
The
population and economic activity are highly concentrated in the
Greater
Buenos Aires area. The population is largely of European descent
and continues
to have strong ethnic, cultural, as well as business ties with
Europe. Consumer
preferences tend to resemble more those of Europeans than
those of other Latin
America 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 be
well entrenched. Nevertheless,
the U.S. is Argentina’s single largest trade
and investment partner and many
U.S. firms have been very successful. U.S.
lifestyle and consumption habits
are increasingly influential. U.S. products
have a strong reputation for
quality and technological innovation, but U.S.
firms are sometimes seen as
lacking commitment to the market. It is important to
be prepared for a
competitive market environment. As in many countries, personal
relationships
are fundamental to doing business in Argentina. Success requires
taking the
time to develop a close personal relationship with your
representative, agent
or distributor. Marketing U.S. products and services in
Argentina
requires the same level of research, preparation and involvement--if
not
more--as domestic marketing. U.S. firms handicap themselves if their
product
literature, labels, manuals and other written materials are not in
Spanish. When
preparing Spanish-language materials, care should be taken to
ensure the meaning
is consistent for all Spanish-speaking markets in which
they will be used.
Argentine Spanish differs for example, from Mexican or
Chilean Spanish, with
unintended - and sometimes embarrassing - meanings
resulting when a translator
is not familiar with variations in the language
from market to market. After
analyzing the product and its uses and
establishing who the potential customers
are, U.S. companies intending to
export to Argentina should identify the
geographical areas where the major
users of the product are. It should be born
in mind that 80 percent of the
Argentine population is concentrated in urban
areas, with over 35% living in
Buenos Aires and its suburbs, and almost 10% in
three cities Cordoba, Rosario
and Mendoza and their suburbs. Argentina
experienced a boom in economic
growth in the early 1990s as a result of its
structural reform
(privatizations, trade liberalization, etc) and monetary
stability. Real GDP
growth averaged over 6% for the 1991-97 period. Since
October 1997, a
series of international financial shocks coupled with a fall in
international
commodity prices have translated into lower growth rates. After
growth of
8.4% in 1997, GDP percent in 1998 grew 4.3. In the second semester
of
1998 Argentina entered into a recession. Most experts predict negative
growth of
between -2.5 and -3.5 for 1999, with a possible return to positive
growth in the
second half of the year 2000. Despite the current recession,
Argentina -- with a
track record of macroeconomic stability, a growing and
sophisticated consumer
market, free capital flows, lucrative access to
Mercosur and nondiscriminatory
foreign investment regime -- remains an
attractive emerging market for U.S.
trade and investment. Many U.S. and other
foreign firms continue having strong
interest in taking advantage of
opportunities in Argentina arising from Mercosur.
Major U.S. investors,
including car manufacturers and food processors access
Mercosur markets
through operations in Argentina. Mercosur has become a key
element of the
business strategy of many foreign manufacturing and services
firms in
Argentina. To avoid reliance on self-reference criterion during the
marketing
plan development process, the international marketer carefully
researched
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,
and
developments in science and technology). The information gathered through
these
analyses helped the international marketer to identify key strategic
issues and
to formulate actionable strategies for the introduction of Colgate
Total
toothpaste in Argentina. Furthermore, the unique cultural and economic
elements
exhibited by Argentina guided the international marketer in making
decisions
throughout the international marketing planning process, which
consists of the
following four phases: preliminary analysis and screening
adapting the marketing
mix developing the marketing mix control and
evaluation. Preliminary Analysis
and Screening In the process of conducting a
situation analysis, the marketer
must identify the strengths and weaknesses
of Colgate-Palmolive and Colgate
Total toothpaste along with the
opportunities and threats present in Argentina.
Smoking out key strategic
issues naturally flows from drawing connections
between the strengths and
opportunities, strengths and threats, weaknesses and
opportunities, and
weaknesses and threats of Colgate-Palmolive and Argentina
respectively. The
most relevant strategic issues related to the introduction of
Colgate
Total toothpaste in Argentina are listed under the following
subheadings:
Deep Capital Reservoirs Capable of Fueling Market
Development
Colgate-Palmolive achieved a recorded-setting cash flow of
$917 million for
1996, up 13 percent from 1995. Furthermore, on March 6,
1997, the Board of
Directors declared a 17 percent dividend increase and
a two-for-one stock split
starting April 25, 1997. Undoubtedly, overcoming
major barriers to market entry,
such as the high costs of educating the
public about prevention of periodontal
disease, strengthening product
distribution intensity, and gaining strategic
shelf positioning, would
require Colgate-Palmolive to shell out huge amounts of
capital. In addition
to already having a record supply of internal capital at
its disposal,
Colgate-Palmolive, could capitalize on stockholder confidence to
raise the
marginal capital it needs to aggressively introduce Colgate Total
toothpaste
in Argentina. Experience Curve to Facilitate New Product
Introduction
When applied to Colgate-Palmolive, the experience curve
concept states that
product costs, corrected for inflation, decline with
accumulated output.
Learning effects, technological improvements, and
economies of scale are the
three sources for cost declines vis-à-vis
increases in volume. With its
extensive expertise in research and development
(introduced 602 new products
world-wide in 1996), manufacturing, distribution
(Colgate Distribution 2000),
sales, and marketing its products on a global
scale, Colgate-Palmolive would
benefit from these gains in worker skill and
output with Colgate Total
toothpaste in Argentina. Furthermore,
Colgate-Palmolive would likely call on
several of its factories located in
South America to manufacture Colgate Total
for Argentina before purchasing
domestic production facilities. Foreign-based
factories could realize
short-term economies of scale until Colgate-Palmolive
decides it would like
to make a long-term commitment with respect to production
in Argentina.
Product R&D Capable of Meeting Evolving Consumer Needs Strong
global
growth in unit volume for Colgate-Palmolive resulted from the
introduction of
602 new products by its research and development team. Similar
to other
developing nations, as personal income grows in Argentina, consumer
needs
will tend to evolve towards that of a higher order-based on
Maslow’s
Hierarchy of Needs. Newly initiated members of the middle class
in Argentina
will become more concerned with their health and capable of
paying for related
products. Since Colgate-Palmolive already markets many
oral and personal care
products, it could benefit from capitalizing on this
growing market in
Argentina. Colgate Total toothpaste could serve as the
lead product that would
leverage future line extensions in the form of oral
care products. Gantrez Gives
Colgate Total a Sustainable Competitive
Advantage A product must fulfill the
following criteria in order to possess a
strategic competitive advantage: (1)
better than competing products with
respect to a feature/advantage/benefit that
customers and competitors
perceive as meaningful, (2) better by a significant
amount and not imitable,
and (3) advantage must be perceived by customers and
competitors. First,
Gantrez, a co-polymer additive and key ingredient in Colgate
Total
toothpaste, prolongs the retention of fluoride, Tricloscan and other
active
ingredients that help prevent plaque, gingivitis, cavities, tartar, and
bad
breath on oral and soft tissues. Gantrez prolongs product benefits for up
to
twelve 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 even
compare to that of Colgate Total toothpaste, and due to
the patent on Gantrez,
competitors may not easily copy this product. Third,
both consumers and
competitors perceive Colgate Total as one of the greatest
achievements in oral
care over the last 20 years. Essentially, Gantrez
provides Colgate Total with a
sustainable competitive advantage over
competing products in Argentina, which
affords Colgate the opportunity to
implement a niche-based differentiation
marketing strategy. After performing
the situation analysis, the marketer must
then position Colgate Total
Toothpaste to appeal to the needs of a customer
segment whose members are
identifiable and accessible and also demonstrate
adequate potential and
responsiveness. When positioning a product, the marketer
must proceed through
each of the following three steps: segmentation target
market selection
positioning Following the processes and fulfilling the criteria
involved with
the aforementioned steps required by this process yielded the
following
positioning statement: To position Colgate Total toothpaste as
offering
superior prevention of periodontal diseases to members of middle
class
households between the ages of 6 and 45 with the competitive
superiority of
prolonged protection of oral and soft tissues based on its
patented co-polymer
additive, Gantrez. A specialty niche positioning strategy
best matches the
features, 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 exert
considerable influence over family related purchase
decisions. Especially with
respect to convenience and shopping goods, the
wife of the household plays the
role(s) of the initiator, information
gatherer, influencer, decision-maker, and
purchasing agent. Adapting the
Marketing Mix Laying the groundwork for making
marketing mix decisions, the
product-market definition serves to keep marketing
strategies focused. To
fulfill the criteria for the product-market definition,
the marketer must
determine product type, geographic area, customer type, and
customer needs.
Colgate-Palmolive would likely choose to market Colgate Total
toothpaste in
4.2, 6, and 7.8 ounce squeezable tubes. Considering that 84.5
percent of
Argentines live in urban areas, Colgate-Palmolive could achieve
greater
economies of scale and better measure correlation between promotions
and
sales by distributing Colgate Total through larger, more modern grocery
store
chains located in densely populated, cosmopolitan Buenos Aires and
Southern
Santa Fe. As stated earlier, Colgate-Palmolive should market
Colgate Total
toothpaste to younger, married, middle class, Argentine women
to fulfill their
needs for value (longevity of product benefits requires
fewer brushings per day
than regular toothpastes to achieve similar
benefits), convenience
(multi-faceted nature of product features acts as a
substitute for purchase of
regular toothpaste and antibacterial mouthwash),
and peace of mind (special
formula performs much better against most major
adult preventative concerns than
competing products). At first glance, demand
for toothpaste in Argentina appears
to be selective, but substantial primary
demand has yet to be cultivated due to
lack of personal income and/or
consumer education. Worldwide annual per-capita
consumption of toothpaste
averaged 363 grams or 12.8 ounces while consumers in
India used only 67
grams of toothpaste annually. The average annual per-capita
consumption of
toothpaste in Argentina is probably somewhat lower than the
worldwide average
due to a lower average personal income and a lack of consumer
education.
However, with the help of Colgate-sponsored mobile clinics that would
bring
dental hygiene programs, dental care professionals, and product samples
to
uneducated consumers throughout the major urban areas in Argentina,
primary
demand for toothpaste could grow along with selective demand for
Colgate Total.
Cultural constraints often inhibit the fulfillment of
international marketing
objectives. Due to the cultural similarities between
Latin America countries, it
is entirely plausible that government officials
and local businessmen in
Argentina customarily accept bribes from
domestic and foreign-owned
corporations. Despite the fact that local citizens
regard these practices as an
"observed cultural tradition," American
businessmen should not conduct
business deals according to the adage "When in
Rome, do as the Romans
do," especially if they involve bribery. The Foreign
Corrupt Practices Act
deems that "any bribes paid to foreign officials,
candidates, or political
parties" as being illegal, and those company
officials, directors,
employees, or agents found guilty of paying a bribe or
authorizing payment of a
bribe are subject to stiff penalties. Since
Colgate-Palmolive already operates
in more than 200 countries throughout
Asia, Latin America, Central Europe, and
Africa, Company officials,
directors, employees, and agents are probably very
familiar with questionable
business practices-when judged according to U.S.
ethical standards and law
codes. However, although measures must be taken to
grease the wheels, perhaps
it would be safer and just as effective for
Colgate-Palmolive officials,
directors, employees, and agents to have a
"sales expense account" at their
disposal so they could use company
funds to take influential people deep-sea
fishing or sky-diving rather than pay
an outright bribe (Cateora 181).
Economies of scale occur when a company markets
a product globally and
experiences higher levels of efficiency through the
standardization of
marketing mix elements. Colgate-Palmolive could standardize
the paste, tube,
and packaging materials for Colgate Total toothpaste. If
another nearby
factory in a neighboring country also manufactures product
for
Spanish-speaking consumers-such as Ecuador, standardization could be
achieved
for the copy imprinted on the Colgate Total tubes and boxes. Colgate
Total
appeals to members of the emerging middle classes in other Latin
American
countries, so standardized consumer and trade advertising could be
implemented
across borders to appeal to socioeconomically similar target
markets. However,
some primary research should first be conducted to test
consumer reaction to
language differences, such as colloquialisms and
annunciation. Developing the
Marketing Mix The lion’s share of the
product decisions have already been made
by Colgate-Palmolive’s product
development team. After analyzing product
information, the marketer
subdivided product information for Colgate Total
toothpaste 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 market
members. The
features, advantages, and benefits for Colgate Total toothpaste are
as
follows: ADA Seal of Acceptance Advantages: Protects against
plaque,
gingivitis, and cavities Benefits: Increased confidence in product
claims and
benefits Unique Colgate Total formula (fluoride and Tricloscan)
Advantages:
Works to fight plaque, gingivitis, tartar, cavities, and bad
breath; remains the
only 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 oral
preventative concerns under the guise of
one product. FDA clearance Advantages:
Affirms that the FDA believes this
"everyday" toothpaste is safe for
all patients over 6 years old, and most
important, effective for its intended
use, which validates its product claims
and benefits derived from its new
ingredient. Benefits: Greater reassurance
as to product’s basic safety and
efficacy 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 drink
something, for up to twelve hours after you
stop brushing. Benefits: Added-value
derived from increased longevity of
active ingredients, and corresponding
product benefits. Key compensatory
flavor ingredients Advantages: Influenced an
overwhelming majority of
consumers to choose Colgate Total over their regular
toothpaste based on
taste. Benefits: Pleasurable taste and brushing derived from
toothpaste
flavoring Carton made from recycled material Advantages: Motivates
consumers
to perceive the product as being "green," or environmentally
sensitive.
Benefits: Peace of mind from purchasing an environmentally conscious
product
As mentioned earlier, Gantrez provides Colgate Total with a
sustainable
competitive advantage, which dictates that Colgate-Palmolive
implement a product
differentiation strategy. In terms of product pricing, a
product differentiation
strategy equates to a value-pricing strategy.
Value-pricing methods determine
product price based on consumer demand, or
"charging what the market will
bear." Value-pricing applies to Colgate Total
because it provides customers
with unique benefits that far exceed production
costs. By differentiating its
product from that of competitors,
Colgate-Palmolive incorporates inelasticity
into Colgate Total’s demand
curve, which means consumer demand would be very
insensitive to a change in
product price. According to the price inelasticity
concept, Colgate-Palmolive
could raise the price for Colgate Total in Argentina
above the going market
rate while increasing revenue and enjoying increased
margins (Nylen G-78,
G-233). Colgate-Palmolive manufactures Colgate Total
toothpaste 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 Colgate
Total in
dollars, which already includes a target level of profit, the marketer
may
arrive at the cost to end consumers in Argentina. A strong correlation
has
been shown to exist between toothpaste price and sales because on
average,
smaller sizes are more affordable to the greatest number of people.
Since larger
sizes of Colgate Total may be priced beyond the budgets of some
middle class
Argentines, the marketer stipulates that initial product
introduction will
initially only involve the smaller 4.2 ounce tube priced at
$2.49. The
calculations for import taxes and fees are as follows (Argentina
Trade
Regulations and Standards): Base Price $2.49 Freight (8%) .¢20
C&F $2.69
Insurance (1.5% of C&F) ¢4 Dutiable Base $2.73 10% Duty
¢27 3% Statistics
Tax ¢8 VAT Base $3.08 Port Costs (6%) ¢18 Freight
Forwader Fees (1.5%) ¢5
Bank Charges (2%) ¢6 Subtotal $3.37 VAT (21%) ¢70
Grand Total $4.07 If
Colgate-Palmolive integrates a consumer education
theme throughout its
promotional mix for Colgate Total in Argentina, its new
toothpaste will usurp
the toothpaste product category and steal considerable
market share away from
competitors. Research conducted by Colgate-Palmolive
has shown that a direct
relationship exists between increases in income and
educational levels and per
capita toothpaste and toothbrush consumption,
especially in high growth markets
where consumption has grown by more than
two hundred percent over the last five
years. Taking these statistics into
consideration, Colgate-Palmolive should
implement educational programs
similar to those that achieved successful sales
results in other nations with
low-frequency consumption of toothpaste, such as
India. Colgate-sponsored
mobile clinics specially adapted to appeal to the needs
and tastes of
Argentines could bring dental hygiene programs, dental care
professionals,
and product samples to housewives in residential neighborhoods
and working
mothers in the business districts of major cities. These mobile
clinics would
increase consumer awareness of Colgate Total toothpaste’s
product features,
advantages and benefits, which would grow product adoption and
usage
frequency. If employed in a culturally sensitive manner, this
education-based
aspect of the promotional mix could serve as a catalyst for
incremental
growth in sales in Argentina. To further integrate
consumer-directed
education about the prevention of periodontal disease and
the benefits of
Colgate Total, Colgate Palmolive should promote its new
product through select
print and television media. Colgate-Palmolive should
place full color spreads in
housekeeping and businesswoman magazines targeted
at housewives and working
mothers. The Colgate Total toothpaste logo and tube
should be pictured, but the
advertisements should focus on conveying to
mothers the perceived harm(s), such
as gingivitis and cavities, that could
negatively influence the health of their
children and husbands. A cents-off
promotional coupon redeemable at the local,
major cosmopolitan grocery store
chain should be included on the lower right
hand corner of each spread.
Complimentary half page newspaper advertisements
posted in the business and
fashion sections of major newspapers, such as La Nación
and Clarín, should
share similar advertising copy and cents-off similar to
magazine
advertisements. Colgate-Palmolive should wrap-up its promotional
campaign
with television commercials and sponsorship of product-based game shows
and
soap operas. Colgate-Palmolive could include humorous commercial based on
the
cultural mainstays of Argentine culture, such as skits played-out on
gaucho
or tango settings. Consumer-based television commercials would target
parents of
middle-aged family households. Advertising copy would focus on
family-wide
product benefits, such as value, convenience, peace-of-mind, but
would focus on
perceived risk for adults surrounding bad breath. In the Latin
American culture,
people maintain very little distance between each other
when speaking, which
could make for some embarrassing situations for those
people with bad breath.
Finally, housewives who stay at home and care for
the house and children
habitually watch product-based game shows and
telenovelas, or soap operas. To
reach housewives, Colgate-Palmolive should
advertise its Colgate Total
toothpaste on these day and evening shows.
Control and Evaluation
Colgate-Palmolive could implement several control
measures to measure the
effectiveness of current marketing strategies. For
example, the Company could
conduct coupon tracking analysis of promotional
coupons disbursed through local
newspapers and magazines. In this context,
tracking of specially numbered
coupons could tell management in which areas
promotional effectiveness and/or
consumer consumption are/is highest.
Feedback gathered from coupon redemption
analysis would effect future
modifications in the distribution and promotion
strategies present in the
marketing plan. By choosing to initially conduct a new
product roll-out
through more modern grocery stores, Colgate-Palmolive could
request and
analyze sales records for Colgate Total toothpaste on a
store-by-store basis
to conduct correlation analyses to determine which
promotional strategies
yielded the best results based on a regional basis.
Again, feedback
gathered from these correlation analyses would effect future
modifications in
distribution and promotion strategies. Colgate-Palmolive should
also solicit
for valuable feedback from its customers, employees, and
distributors. A toll
free number should be placed on every package and tube of
Colgate Total
toothpaste so that customers can ask questions about product usage
or give
feedback on product performance. Colgate-Palmolive should also solicit
for
feedback from domestic employees and distributors. No one knows
the
Argentine marketplace better than the local players, and their
feedback plays an
integral role improving efficiency and profitability in
international markets.
Invaluable feedback gathered from customers,
employees, and distributors would
give management the feedback they need to
modify product design, marketing mix
strategies, distribution processes
respectively.
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