Jahnvi Manek

Our strategy was developed around the relationship that Colgate-Palmolive has with their customers (retailers). Colgate-Palmolive generates revenue from a B2B exchange between themselves as a supplier of goods, and their customers— the retail locations that sell Colgate products directly to the consumer. The success of this relationship is directly dependent on the financial stability of Colgate-Palmolive’s customers, which is driven by the consumers’ ability and desire to purchase goods. Colgate-Palmolive can help support this stability by strengthening their relationship with consumers. This approach is strategic because it ultimately creates value for all stakeholders

For this strategy, we have identified Young Professionals living in the United States as the ideal demographic. Young Professionals are described as— an ambitious group that embodies the work hard, play hard mentality. The daily record identifies Young Professionals as college educated adults between the ages of 24-39, heavy consumers of news and information. Research and trends show that this category will continue to increase their income in the next 20 to 30 years, and it is important for brands to capture their interest early on and to continually track this relationship into the future. Young Professionals are considered to be early adopters of trends and technology, they are very competitive when it comes to their career, they have a high average household income, and only one quarter of them have children to look after. This gives the giving them a significant spending power

In-store components. The in-store experience for this strategy gives consumers access to “Bright” information about the best products and procedures for a sound oral health. Consumers will be encouraged to download the Bright app via their mobile device through in-store communications (shelf signage advertising) that feature touch-codes or QR codes. Colgate’s Bright app will then enhance the in-store buying experience in the following ways: ? Recommend Oral Care products based on the consumer’s needs or purchasing history. ? Provide consumers with coupons and special offers for Colgate-Palmolive Oral Care products. ? Give consumers the ability to set reminders to buy Colgate oral care products when added to their shopping list. ? Inform consumers about complementary Colgate products and where they are located.

Future phases will include expansion into countries outside the United S tates, including partnerships with other drug stores and retailers.

In conclusion there are two main concepts that Colgate-Palmolive should incorporate into their future strategies. First, Ecommerce has created a new “space” for companies to display, advertise and sell their products; Colgate-Palmolive needs to understand this transition from the traditional offline shelf to the new virtual Ecommerce self, and the interplay between the two. The second is consumers are increasingly interested in “self-care,” and they are looking to utilize technology as a tool to make this as convenient as possible. This strategy incorporates both concepts seamlessly within each of its components. Not only can this strategy be implemented immediately, but it also provides Colgate-Palmolive with the tools they need to understand Ecommerce within the context of their business.

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