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Cottle India

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Introduction

Cottle-India (Cottle) is looking to increase unit sales by 20-30% in the Indian toothbrush market for the next 12 months. Product management theories will be used to analyse Cottle’s Marketing mix (McCarthy and Brogowicz 1981) and propositions provided for the product and distribution actions Cottle should take in order to reach it’s objective in the Indian toothbrush market for 2010.

Cottle is the market leader with a 46% share of the Indian toothbrush market (appendix 1). Cottle has manufactured a first mover advantage by penetrating India before it’s competitors, resulting in well-established distribution channels and brand awareness, and is considered an authority in oral care. Johnson et al (2008) state that there are three key strategies for market leaders to pursue: expand the market, expand share or defend share. For Cottle to meet their growth objectives, a strategy that will expand the market or expand their market share will have to be used.

Strength and weakness analysis (appendix 2) was conducted on each of the components of the marketing mix, identifying the key components of Cottle’s operations in India.
Product
(Appendix 2a)

Understanding the profitability of a product is essential in order to find ways to increase or maintain profitability (Guiltinan et al. 1997). To better understand Cottles product portfolio a product mix and product line analysis has been conducted.

A 2009 product line analysis (appendix 3) confirmed that Complete is the highest contributor, with a variable contribution of 51%, with Refills proving to be the weakest product among the portfolio. Surround has been identified as the weakest toothbrush product with a variable contribution of 2.5%.

A projected product line analysis for Patel’s 2010 strategy was also conducted, similar to that of 2009, Surround is still the lowest contributing product of

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