...I believe there is wisdom in Tambrands becoming part of Procter & Gamble. Tambrands only has one product and that is the tampon and it is the best selling tampon in the world and has 44 percent of the global market (Cateora). Of that 44 percent of the global market, 90 percent of the sales are in North America and Europe (Cateora). Since Tambrands only has one product, it is very hard for them in the current market to expand globally. They needed the reach and Proctor & Gamble had with their present feminine care product line. With multiple products to help compliment each other, Tampax will be more successful in the global market. Proctor & Gamble should continue with Tambrands’s original goal adapted to the new educational program because the clusters where about the numbers of women relating to what they know about tampons. Cluster 1 were women that already know about tampons and were primarily the United States, United Kingdom, and Australia. Cluster 2 was France, Israel, and South Africa and only 50 percent of the women used tampons. Cluster 3 was Brazil, China, and Russia and they did not use tampons because of a virginity issue (Cateora). Using the combined approach with the cluster grouping and Proctor & Gamble’s educational plans based on culture and knowledge would be the ideal method. The educational programs uses the breakdown of the cluster groups, based on what women know about tampons and relating it to usage and virginity. What the women learn is...
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...Case Study #2: Tambrands Q&A 1.Evaluate the wisdom of Tambrands becoming part of Procter & Gamble. Tambrands becoming part of Procter & Gamble was a smart decision because of the popularity of Procter & Gamble. Procter & Gamble is a globally recognized entity and Tambrands is only known in a few companies. Tambrands also only has one product and that is the tampons. It would have been risky for Tambrands to launch a global campaign and gain a larger global distribution network at the same time because if it failed, then the company would be at a greater risk of failure as well. The decision for Procter & Gamble to acquire Tambrands was also smart for Procter & Gamble because it is a more efficient way to get back into the tampon industry. Procter & Gamble also has a better distribution capability to market and sell Tambrands and the assurance of Tambrands becoming a more successful company is greater now that they are owned by Procter & Gamble than it was if they had not been acquired. 2.Tambrands indicated that the goal of its global advertising plan was to “market to each cluster in a similar way.” Discuss this goal. Should P&G continue with Tambrands's original goal adapted to the new educational program? Why? Why not? Tambrands goal of its global advertising plan was to “market to each cluster in a similar way.” because in planning for expansion into a global market, Tambrands divided the world into three clusters, based not on location but on how resistant women are...
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...CASE 41 Tambrands—Overcoming Cultural Resistance Tampax, Tambrands’s only product, is the best-selling tampon in the world, with 44 percent of the global market. North America and Europe account for 90 percent of those sales. Company earnings dropped 12 percent to $82.8 million on revenues of $662 million. Stakes are high for Tambrands because tampons are basically all it sells, and in the United States, which currently generates 45 percent of Tanbrands’s sales, the company is mired in competition with such rivals as Playtex Products and Kimberly-Clark. What’s more, new users are hard to get because 70 percent of women already use tampons. In the overseas market, Tambrands officials talk glowingly of a huge opportunity. Only 100 million of the 1.7 billion eligible women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three clusters, based not on geography but on how resistant women are to using tampons. The goal is to market to each cluster in a similar way. Most women in Cluster 1, including the United States, the United Kingdom, and Australia, already use tampons and may feel they know all they need to know about the product. In Cluster 2, which includes countries such as France, Israel, and South Africa, about 50 percent of women use tampons. Some concerns about virginity remain, and tampons are often considered unnatural products that block the flow. Tambrands enlists gynecologists’ endorsements to stress...
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...CASE 41 Tambrands—Overcoming Cultural Resistance Tampax, Tambrands’s only product, is the best-selling tampon in the world, with 44 percent of the global market. North America and Europe account for 90 percent of those sales. Company earnings dropped 12 percent to $82.8 million on revenues of $662 million. Stakes are high for Tambrands because tampons are basically all it sells, and in the United States, which currently generates 45 percent of Tanbrands’s sales, the company is mired in competition with such rivals as Playtex Products and Kimberly-Clark. What’s more, new users are hard to get because 70 percent of women already use tampons. In the overseas market, Tambrands officials talk glowingly of a huge opportunity. Only 100 million of the 1.7 billion eligible women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three clusters, based not on geography but on how resistant women are to using tampons. The goal is to market to each cluster in a similar way. Most women in Cluster 1, including the United States, the United Kingdom, and Australia, already use tampons and may feel they know all they need to know about the product. In Cluster 2, which includes countries such as France, Israel, and South Africa, about 50 percent of women use tampons. Some concerns about virginity remain, and tampons are often considered unnatural products that block the flow. Tambrands enlists gynecologists’ endorsements to stress...
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...CASE | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 1–1 Starbucks – Going Global Fast | X | X | | X | X | | | | | | X | X | | | | | | | | 1–2 Nestlé – The Infant Formula Incident | | X | X | X | X | | | X | | | X | X | | | | | | | | 1–3 Coke and Pepsi Learn to Compete in India | | | | X | X | X | | | | | X | X | | | | | | | | 1-4 Marketing Microwave Ovens to a New Market Segment | | | | X | X | | | | | | X | X | | | | | | X | | 2–1 The Not-So-Wonderful World of EuroDisney | | | | X | | X | X | X | | | X | | | | | | | X | | 2-2 Cultural Norms, Fair and Lovely, and Advertising | | | | X | X | | | X | | | X | X | | | | | | | | 2–3 Starnes-Brenner Machine Tool Company – To Bribe or Not to Bribe | | | | | X | | X | | | | | | | | | | X | | | 2-4 Ethics and Airbus* | | | | X | X | X | X | | | | | | X | | | | | | | 2–5 Coping with Corruption in Trading with China | | | | | X | X | X | | | | | | | | | | | | | 2–6 When International Buyers and Sellers Disagree | | | | | | | X | | | | | | | | X | | | | | 2-7 McDonald’s and Obesity | | | | X | X | | | | | | X | X | X | | | X | | ...
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...** ASSESSMENT EXAM QUESTIONS – THESE ITEMS WILL DEFINITELY APPEAR ON THE FINAL EXAM ** CHAPTER 1 |1-113. |Marketing will not happen unless: | |A) |e-commerce is flourishing. | |B) |facilitators are present to simplify exchange. | |C) |middlemen are present to facilitate exchange. | |D) |two or more parties each have something they want to exchange for something else. | |E) |an economy is market-directed rather than planned. | |1-120. |MACRO-marketing: | |A) |is a social process. | |B) |tries to overcome "discrepancies of quantity" and "discrepancies of assortment." | |C) |tries to effectively match supply and demand. | |D) |tries to overcome the many separations...
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