...Scope was introduced in 1967 by Procter & Gamble, is a green mint tasting mouthwash, and was positions as a great tasting mouth refreshing brand that provided bad breath protection. Scope held 32% share of the Canadian market for 1990. In 1970 Scope became the market leader in Canada, with many competitors, such as Listerine mouthwash that was launched by Warner Lambert in 1977 and it was a direct competitor to Scope, it had nearly the same characteristics as Scope with a 12% of the market share during that time. But the major competitor for Scope was Plax, a brand by Pfizer Inc, which was launched in Canada in 1988 on a platform quite different from the traditional mouthwashes, and gained a 10% share since launched. Plax detergents were supposed to help loosen plaque to make brushing effective. Before the entry of Plax, brands in the mouth wash market were positioned around two major benefits that are fresh breath and killing germs, whereas Plax was positioned around a new benefit as a plaque fighter and claims Plax removes up to three times more plaque than just brushing alone. In studying the current situation and preparing for a strategic plan, Gwen Hearst reviewed the available information and surveys for the mouthwash market and Scope showed that 75% of Canadian household use 1 or more mouthwash brands. The company’s market research revealed that users could be segmented to “heavy” users that comprised 40% of all users and to “medium” users that comprised 45% of all...
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...Gamble, Inc. Scope The problem for Procter & Gamble`s (P&G) “Scope” brand is that their share at mouthwash market is slightly going down while a new brand called “Plax” launched by Pfizer Inc. has gained a %10 market share in a very short time period which created a situation that left “P&G”s management team in dilemma for how to respond. P&G has some constraints to solve the problem (in fact, the situation is so complex that for some, no problem and threat exist). First of all, if they introduce a new product in the mouthwash market as a competitor against Plax; they are not sure if it will be really innovative or it will focus on unmet consumer needs. Another limitation is that introducing a new product to the market will cost a lot (even the test production costs $20,000. Capital costs, marketing costs, delivery costs, inventory costs, ingredients costs, packaging costs are other important costs which create concerns) and also will require an effective strategic management. After that, the new product is very similar to Plax and has no significant advantage except a better taste; on the other hand, sales department thinks that for success, the product must be seen as unique. So, P&G can not be sure about the future success of this product. Next, for the new product to gain reassurance, patience is needed. This can only be achieved in the long period. Following this, the new product will also reduce the sales of Scope. Additionally, P&G is not sure about the name...
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...and 1990, worldwide sales for P&G had increased by $8 billion and net earnings by $1.3 billion. This success was due to variety of factors, including the ability to develop truly innovative products to meet consumers’ needs. Of the many products introduced throughout the 3 years, Scope, mouthwash, held 34% of the Canadian mouthwash market. Although there was success, there had been concerns with competition and the major changes happening in the mouthwash market. Up until 1988, most mouthwash was marketed primarily on a “bad-breath” strategy. However, Listerine introduced a plaque and inflamed gums preventing mouthwash. New flavors were introduced by a number of brands and it greatly expanded the market in 1987. In 1988 Colgate launched a mouthwash that included fluoride to fight cavities with a mild taste that encouraged children to rinse longer and more often. Finally, Pfizer launched a “prebrushing” rinse called Plax. Although P&G’s Scope held over 30% of the market share in 1990, they recognized that the industry was changing. The market was indefinitely moving towards healthier alternative. 2. Scope’s performance during the past three years can be considered extremely successful. Although it is marginal, in 1988, Scope’s market share was 33% but by 1990 the percentage fell to 32.3%. During the slim decline, Plax’s market share jumped from 1% to 10% in two years. Therefore, the sudden growth in Plax’s sales should be a concern for P&G’s Scope. 3. There are currently two...
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...CUTCO & Vector Marketing 1. What is direct selling? Direct selling is the marketing and selling of products directly to consumers away from a fixed retail location. Modern direct selling includes sales made through party plan, one-on-one demonstrations, and other personal contact arrangements as well as internet sales. A textbook definition is: "The direct personal presentation, demonstration, and sale of products and services to consumers, usually in their homes or at their jobs.” While direct sales proves to be quite effective for Cutco, the industry also has its negatives. Many times there is very little advertising and because the company is not well known, it may lack legitimacy. 2. How would you respectively characterize Cutco and Vector Marketing? CUTCO cutlery has always been historically marketed through direct selling. This is viewed as a distinct advantage by the company because it allows the quality and performance features of the product to be explained and demonstrated directly to potential customers. Direct selling sets the company apart from its major competitors. These sales are made through in-home presentations in which sales representatives validate and prove the superiority of CUTCO cutlery through demonstrations. 3. How is Cutco cutlery marketed? Vector Marketing Company & Sales Representatives In 1985, CUTCO acquired Vector Marketing Corporation to have greater control over its sales efforts. organized into six geographical regions...
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...Procter & Gamble Inc: Scope Scope was introduced in 1967 by Procter & Gamble, is a green mint tasting mouthwash,and was positions as a great tasting mouth refreshing brand that provided bad breathprotection. Scope held 32% share of the Canadian market for 1990. In 1970 Scope becamethe market leader in Canada, with many competitors, such as Listerine mouthwash that waslaunched by Warner Lambert in 1977 and it was a direct competitor to Scope, it had nearlythe same characteristics as Scope with a 12% of the market share during that time. But themajor competitor for Scope was Plax, a brand by Pfizer Inc, which was launched in Canadain 1988 on a platform quite different from the traditional mouthwashes, and gained a 10%share since launched. Plax detergents were supposed to help loosen plaque to makebrushing effective. Before the entry of Plax, brands in the mouth wash market werepositioned around two major benefits that are fresh breath and killing germs, whereas Plaxwas positioned around a new benefit as a plaque fighter and claims Plax removes up tothree times more plaque than just brushing alone.In studying the current situation and preparing for a strategic plan, Gwen Hearst reviewedthe available information and surveys for the mouthwash market and Scope showed that75% of Canadian household use 1 or more mouthwash brands. The company’s marketresearch revealed that users could be segmented to “heavy” users that comprised 40% of all users and to “medium” users that comprised...
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...AngularJS in 60 Minutes by Dan Wahlin Transcription and Arrangement by Ian Smith © 2013 Wahlin Consulting 1|Page A Quick Note About Custom Onsite/Online Training I love speaking at user groups and conferences and enjoy contributing content such as the AngularJS video and this document (that Ian Smith was kind enough to create) to the general development community. But, for my day job I run The Wahlin Group which provides custom onsite training on a variety of technologies that I love working with. We cover a wide range of technologies such as: AngularJS JavaScript JavaScript Patterns jQuery Programming Web Technology Fundamentals Node.js Responsive Design .NET Technologies C# Programming C# Design Patterns ASP.NET MVC ASP.NET Web API WCF End-to-end application development classes are also available We fly all around the world to give our training classes and train developers at companies like Intel, Microsoft, UPS, Goldman Sachs, Alliance Bernstein, Merck, various government agencies and many more. Online classes are also available. Please contact us at info@TheWahlinGroup.com if you're interested in onsite or online training for your developers. Forthcoming “AngularJS JumpStart” Book by Dan Wahlin Since this video was recorded Dan has been working on tidying up the original transcription presented here and expanding it. He’s added so much new information that this is now going to be published as a book, most probably entitled...
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...goods companies in the world, both P&G and Unilever have been extremely successful in building highly recognized brands that meet consumer needs and drive sustainable value to its shareholders. Currently, P&G operates in two unique segments: Beauty/Grooming and Household Care. It has completely exited the foods segment with the latest divestiture of Pringles. In comparison, Unilever operates in three different segments: Personal Care, Foods, and Homecare. In the past five years, Unilever has re-aligned its foods portfolio (with the divestitures of Lawry’s & Bertolli) while making major acquisitions in the Personal Care space (TIGI & Alberto Culver). For both companies, growth is the name of the game. P&G has committed to growing organics sales 1%-2% faster than the market while Unilever set a goal to double the size of its business in 10 years while reducing its environmental impact. To achieve their ambitions, both companies have articulated their corporate strategy within their annual reports (P&G Shareholder Report 2011, Unilever 2010 Annual Report). Today P&G’s strategy revolves around market development through innovation. Their process starts at identifying a consumer need and developing a product that solves the problem. Once the product and design are finalized, they leverage their complimentary assets such as marketing and distribution to launch. (Anthony, Video) Although a CPG’s value chain is more complicated and involved, P&G is extremely efficient from points A...
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...and Management Procter & Gamble, Scope Case Study In: Business and Management Procter & Gamble, Scope Case Study Case Study: Procter & Gamble, Inc. Scope Introduction Procter & Gamble (P&G), first introduced a great tasting mouthwash that was minty green and sure to fight off bad breath, called Scope in 1967. In 1990, Scope led the Canadian market share with 32%. However, since 1988 when Pfizer Inc. launched a new mouthwash called Plax, it became Scopes’ major competitor. Plax offered something different from the typical mouthwashes. Plax had the advantage over other brands because not only did it offer fresh breath and killing germs, but it was also a plaque fighter. Gwen Hearst, brand manager, is in charge of increasing market share, volume, and profits for Scope. Marketing Issues First, does Scope intend on introducing a new line extension by developing a product that strictly focuses on fighting plaque. This must be done in a way not to mistake the customer into thinking that there are additional claims to the original product. Second, add new claims to the already existing product. This would state something like “Scope not only gives fresh breath and kills germs, but it also fights plaque.” Or third, take no action but would need to focus on increasing advertising and promotion on what Scope already does, freshens breath and kills germs. Situation Analysis SWOT Analysis: Strengths *Since 1967, Scope has been in the health care, oral...
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...of Procter & Gamble will be carried out in 3 perspectives: the operation of business, the performance of business and the brand of business. Literature Review & analyses of organization Diversification can be defined as a strategy used to increase the range of products or markets of organization. (Johnson, Scholes & Whittington, 2008) There is a range of reasons result the diversification of organization such as spreading the business risk and increasing the business expectation of stakeholder. (Johnson, Scholes & Whittington, 2008) But the result of research from Aisjah and Subroto (2011) indicated that there are two main reasons boost the diversification of business: firstly, diversification expands the economics of scope of the organization; secondly, diversified business helps organization develop the market power. Similarly, Kotler & Armstrong (2008) also claimed that the diversification enable organization acquire business not only from current products and markets but also from outside. Moreover,...
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...CASE Procter & Gamble, Inc. Scope As Gwen Hearst looked at the year-end report, she was pleased to see that Scope held a 32 percent share of the Canadian mouthwash market for 1990. She had been concerned about the inroads that Plax, a prebrushing rinse, had made in the market. Since its introduction in 1988, Plax had gained a 10 percent share of the product category and posed a threat to Scope. As Brand Manager, Hearst planned, developed, and directed the total marketing effort for Scope, Procter & Gamble’s (P&G) brand in the mouthwash market. She was responsible for maximizing the market share, volume, and profitability of the brand. Until the entry of Plax, brands in the mouthwash market were positioned around two major benefits: fresh breath and killing germs. Plax was positioned around a new benefit—as a “plaque fighter”—and indications were that other brands, such as Listerine, were going to promote this benefit. The challenge for Hearst was to develop a strategy that would ensure the continued profitability of Scope in the face of these competitive threats. Her specific task was to prepare a marketing plan for P&G’s mouthwash business for the next three years. It was early February 1991, and she would be presenting the plan to senior management in March. ■ COMPANY BACKGROUND Based on a philosophy of providing products of superior quality and value that best fill the needs of consumers, Procter & Gamble is one of the most successful consumer goods companies in the world...
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...Case Study: Procter & Gamble, Inc. Scope Introduction Procter & Gamble (P&G), first introduced a great tasting mouthwash that was minty green and sure to fight off bad breath, called Scope in 1967. In 1990, Scope led the Canadian market share with 32%. However, since 1988 when Pfizer Inc. launched a new mouthwash called Plax, it became Scopes’ major competitor. Plax offered something different from the typical mouthwashes. Plax had the advantage over other brands because not only did it offer fresh breath and killing germs, but it was also a plaque fighter. Gwen Hearst, brand manager, is in charge of increasing market share, volume, and profits for Scope. Marketing Issues First, does Scope intend on introducing a new line extension by developing a product that strictly focuses on fighting plaque. This must be done in a way not to mistake the customer into thinking that there are additional claims to the original product. Second, add new claims to the already existing product. This would state something like “Scope not only gives fresh breath and kills germs, but it also fights plaque.” Or third, take no action but would need to focus on increasing advertising and promotion on what Scope already does, freshens breath and kills germs. Situation Analysis SWOT Analysis: Strengths *Since 1967, Scope has been in the health care, oral hygiene industry *Has a better taste than other mouthwashes *Excellent procedures and development with a high-quality...
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...Proctor and Gamble, Inc. Scope Case Synopsis Gwen Hearst, Scope Mouthwash Brand Manager for Procter & Gamble, Inc is preparing a three year strategic plan for Scope in the Canadian market. Her responsibilities focus on three central areas: maximize the market share, volume and profitability of the brand. She needs to develop a strategy to compete with a new market entry, Plax. Plax has targeted fighting plaque as a new benefit for mouthwash. In two years, Plax has gained 10% of the market and during a time when the market growth rate has been declining. The Scope brand has maintained a constant market share level with slight decline and still retains largest percentage of the market. The strategic options include maintaining the status quo, introducing a new product already developed as either a line extension or flanker product, or develop new marketing plan for existing product. She has formed a team across company functions to address these issues and formulate a strategic plan. Decisions to be Made 1) Should Scope maintain the status quo or seek new opportunities? 2) Should Scope reposition its current product or develop a new product? 3) Should Scope launch a flanker brand or introduce a line extension? These decisions must be made in this order. Scope must first decide if it actually needs or wants to move forward with seeking new opportunities. If Scope wants to maintain the status quo, then no effort needs...
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...resources, ensure that all aspects of the project scope statement (PSS) are covered and effectively communicate with her team members. “Scope, time and cost make the heart of the project.” These three parameters comprise a triangle, so called triple constraint, and none of these elements can be changed without having an impact at least one of the other two sides (Sanghera, 2010. p. 346). Organizing and managing people and resources are a very challenging job, and according to Kor and Wijnen (2007, p. 157) there are five management criteria that can assist the project manager to determine the priority of the project goals and by this way to better organize people and resources. These five management constraints are the following: tempo, feasibility, efficiency, flexibility and goal orientation. From my latest election experience in late 2009 when I worked in Kosovo as an international consultant/advisor in the counting and result centre (the place where all election materials arrive and where votes are recounted – if needed – and results are tabulated) we faced several difficulties regarding efficiency, flexibility and tempo. Now, looking back to those long months I can clearly see how these five management perspectives could have helped us to prioritize, and as a result to manage our staff (up to 500 people) and resources better for example when the central election commission requested recount in a number of polling centres (in our case keeping the schedule was the priority). The...
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...Abstract Brands play a critical role in a firm's international marketing strategy. A coherent international brand architecture is a key component of the firm's overall international marketing strategy as it provides a framework to leverage strong brands into other markets, assimilate acquired brands, and rationalize the firm's international branding strategy. This paper looks at the various components of international brand architecture and the different types of architecture found among a sample of large international consumer goods companies. Based on these initial insights, some key issues that need further research are identified. Introduction Branding is a key element of a firm’s marketing strategy. Strong brands help establish the firm's identity in the market place, and develop a solid customer franchise (Aaker, 1996; Kapferer, 1997; Keller, 1998). Owning the number one or two brand in the product category provides manufacturers withas well as providing a weapon to counter growing retailer power (Barwise and Robertson, 1992). A strong brand name Theycan also provide the basis for brand extensions, which further strengthen the firm's position in the marketplace as well as potentially enhancing the brand’s value (Aaker and Keller, 1990). As firms move into international markets, branding plays an important role in its marketing strategy. In particular, a cautious branding strategy provides a means to enhance the firm’s visibility and integrate strategy across...
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...early draft. It’s known to be incomplet and incorrekt, and it has lots of ba d for matting. c ISO/IEC N3337 Contents Contents List of Tables List of Figures 1 General 1.1 Scope . . . . . . . . . . . . . . . . . . . . 1.2 Normative references . . . . . . . . . . . . 1.3 Terms and definitions . . . . . . . . . . . . 1.4 Implementation compliance . . . . . . . . 1.5 Structure of this International Standard . 1.6 Syntax notation . . . . . . . . . . . . . . . 1.7 The C++ memory model . . . . . . . . . . 1.8 The C++ object model . . . . . . . . . . . 1.9 Program execution . . . . . . . . . . . . . 1.10 Multi-threaded executions and data races 1.11 Acknowledgments . . . . . . . . . . . . . . 2 Lexical conventions 2.1 Separate translation . . . . 2.2 Phases of translation . . . . 2.3 Character sets . . . . . . . . 2.4 Trigraph sequences . . . . . 2.5 Preprocessing tokens . . . . 2.6 Alternative tokens . . . . . 2.7 Tokens . . . . . . . . . . . . 2.8 Comments . . . . . . . . . . 2.9 Header names . . . . . . . . 2.10 Preprocessing numbers . . . 2.11 Identifiers . . . . . . . . . . 2.12 Keywords . . . . . . . . . . 2.13 Operators and punctuators 2.14 Literals . . . . . . . . . . . 3 Basic 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 Contents concepts Declarations and definitions One definition rule . . . . . Scope . . . . . . . . . . . . Name lookup . . . . . . . . Program and linkage . . . . Start and termination . . . Storage duration . . . . . . Object lifetime . . . . . . . Types . . ...
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