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Contents

  • 1. Overview

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1.1

Proctor and Gamble

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1.2

Oral-B

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  • 2. Oral Care Market in Singapore

4

2.1

Overview

4

2.2

Sectors in the Oral Care Market

5

2.3

Micro-Environment: Porter's Five Forces

5

 

2.3.1

Degree of Rivalry

5

 

2.3.2

Bargaining Power of Suppliers

5

 

2.3.3

Bargaining Power of Distributors

5

 

2.3.4

Threat of Entrants

6

 

2.3.5

Threat of Substitutes

6

2.4

Macro-Environmental Forces

6

 

2.4.1

Political

6

 

2.4.2

Economic

6

 

2.4.3

Social

7

 

2.4.4

Technological

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  • 3. SWOT Analysis

 

8

  • 4. Consumer Profile

 

9

4.1

Segmentation

9

4.2

Buying Behaviours

10

  • 5. Competitors of Oral-B

 

10

5.1

Colgate

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5.1.1

Introduction to Colgate

10

 

5.1.2

Colgate's Marketing Strategy

10

2

  • 5.2 Darlie

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  • 5.2.1 Introduction to Darlie

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  • 5.2.2 Darlie's Marketing Strategy

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  • 6. Evaluation of Oral-B's Marketing Strategy

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  • 6.1 Point of Difference/Brand Positioning

12

  • 6.2 Marketing Mix Analysis of Oral-B

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  • 7. Recommendations

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  • 7.1 Brand Mascot

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  • 7.2 Movie Advertisement

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  • 7.3 Mobile Truck

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  • 7.4 Outreach to Schools

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  • 7.5 Building a Unique Brand Identity

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  • 8. Conclusion

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Appendix

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3

1.

Company Overview

  • 1.1 Procter and Gamble

Procter and Gamble (P&G) is an American multinational consumer goods company with a portfolio of approximately 65 brands such as Pampers, Oral-B, SK-II and Pantene, which serve nearly 5 billion consumers worldwide. In 2016, P&G came in first on the list of top 10 FMCG companies worldwide with net sales of US$65 billion (MBA Skool, n.d.).

P&G mainly derives their revenue from sales in the personal and home care industry. Fabric and home care, and baby, feminine and family care are two of the largest sectors for P&G, contributing 32.0%

and 28.5% respectively to net sales in 2016

  • 1 . Recognising the importance of focusing on its profitable

billion-dollar brands, P&G divested up to 100 of their non-essential brands in August 2014 (Abrams, 2014). Despite having a strong brand image, P&G faces strong economic headwinds and declining net sales due to its limited exposure to developing countries.

  • 1.2 Oral-B

Oral-B is one of P&G's most established household names. Introduced in 1950, Oral-B aims to improve the everyday lives of consumers through its wide range of innovative products such as smart electric toothbrushes, fluorides and flosses. Over the years, Oral-B has proven itself to be a strong and resilient brand in staying ahead of its competition through intensive research and development into their segment of electric toothbrushes.

In 2016, Oral-B introduced Genius, a new generation of electric toothbrush with location sensing and tracking technology in an effort to capture the growth of the oral care market (Pesce, 2017), which is expected to grow at a compound annual growth rate (CAGR) of 3% through 2021 (Euromonitor 2017). Oral-B aims to educate consumers on proper oral hygiene by promoting the use of smart products and applications to improve and track their oral hygiene habits. As of 2016, Oral-B has a value share of 16.6% of the oral care market in Singapore, second only to Colgate-Palmolive Eastern at 28.1% .

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  • 2. Oral Care Market in Singapore

    • 2.1 Overview

Singapore’s oral care market provides consumers with products such as toothpastes, toothbrushes, mouthwashes and dental floss through channels such as supermarkets, pharmacies and specialised health and beauty retailers. Of these products, mouthwashes and toothpastes generated the most revenue, accounting for a total of 64.6% of sales in 2016. The oral care market grew at a CAGR of 3.3% over the last five years - largely from the increase in sales of consumable oral care products - to record sales of S$109.1 million in 2016 .

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Demand and sales of oral care products is expected to remain strong due to rising incomes and the increasing awareness of oral hygiene (Euromonitor, 2017). In order to capture a larger portion of this growth, companies have introduced various products such as specialised toothpastes and smart toothbrushes, and intensively promoted the importance of oral hygiene. Sensitive toothpaste remain a popular choice amongst consumers in Singapore, accounting for 36% of sales of toothpastes in 2016 . The demand for complementary products such as dental floss, mouthwash and teeth whiteners will continue to rise. Smart and power toothbrushes are also expected to become more popular as consumers demand a more complete oral care regime.

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  • 1 AppendixA: P&G's net sales worldwide from 2014-2017, by business segment (in million U.S. dollars)

  • 2 Appendix B: NBO Company Shares of Oral Care: % Value 2012-2016

  • 3 Appendix C: Sales of Oral Care by Category: Value 2011-2016

  • 4 Appendix D: Sales of Toothpaste by Type: % Value Breakdown 2012-2016

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2.2

Sectors in the oral care market

The toothpaste and mouthwash sectors represent two of the largest revenue sources in the primary oral care market, accounting for 64.6% of revenue sales. Manual toothbrushes and electric toothbrushes represent the third largest sector in the primary oral care market, accounting for a total of 25.5% of revenue sales (Euromonitor, 2017). Other sectors such as denture care, dental floss and tooth whiteners form a small percentage of the oral care market and are considered to be part of the secondary oral care market (Appendix A).

  • 2.3 Micro-Environment: Porter’s Five Forces

    • 2.3.1 Degree of Rivalry: High

The oral care market in Singapore is fragmented with few market leaders. Major brands in the oral care market include Colgate-Palmolive’s Colgate and Darlie, P&G’s Oral-B, GlaxoSmithKline’s Sensodyne and Johnson & Johnson’s Listerine. In 2016, Colgate-Palmolive managed to maintain a stronghold on its position as market leader, with a market share of 28.1% at the end 2016, up from 27.7% in 2012. Oral-B came in second with market share of 16.6% in 2016, down from 18.6% in 2012 (Appendix B).

Contributing to the high degree of rivalry in Singapore’s oral care market is market saturation. The oral care market has reached saturation point in that a large majority of the population has already adopted some form of oral care. Furthermore, due to slow population growth in Singapore, the market has little room for expansion, resulting in market saturation and a high degree of rivalry. Companies, instead of promoting themselves to new consumers, are focused on switching consumer loyalty from their competitors. However, there is some growth in the market as consumer become more aware of the importance of oral health. They are more willing to spend on higher quality oral care products, so companies engage in price competition, and offer differentiated products to fit specific needs to increase their market share.

  • 2.3.2 Bargaining Power of Suppliers: Low

There are many suppliers in the oral care market, for example, Dental Kosmetik. There is intense

competition amongst suppliers, enabling companies such as Oral-B and Colgate to enjoy competitive pricing. Due to the large number of suppliers, the bargaining power of suppliers is low.

Furthermore, bargaining power of suppliers will be low because of the difficulty in forward integration. Since Oral-B is one of the leading oral care brands in Singapore, suppliers will find it difficult to produce their own brand of toothpaste or mouthwash, because doing so would mean fierce competition with brands that have bigger consumer base and have stronger brand equity. As such, suppliers have low bargaining power.

  • 2.3.3 Bargaining Power of Distributors: High

Big-name brands typically use large distributors such as Guardian, Fairprice and Giant to make their products available extensively. These large distributors have huge purchasing power, are able to exert pressure on companies, and have high bargaining power. Due to lower profit margins, brands would focus on increasing quantity of sales, intensifying the competition for market share.

Large distributors are also more able to backward integrate and manufacture their own oral care products. Having the advantage of not paying distributor fees, private labels sold alongside bigger brands like Oral-B and Colgate tend to be cheaper, increasing market competitiveness. Furthermore, given that oral care products are generally convenience products that have low consumer involvement, in the event of low brand loyalty, there is a high degree of substitutability between brands as products tend to have similar functions and benefits.

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2.3.4

Threat of Entrants: Low

As the international market is rapidly growing, there is always a threat that new competitors may enter the industry and compete for the same objectives. However, as the oral care market is saturated, the threat of entrants is low due to the large number of well-established brands.

The oral care market in Singapore is oligopolistic in nature, with the top 3 companies Colgate, P&G and GlaxoSmithKline commanding over 50% market share. These companies have invested a lot in developing new products and in their competition for market share. Therefore, it is likely that new entrants would find it very difficult to enter the market due to the high amount of investment and the strong competition posed by bigger, more well-established brands. It is also worth noting that the manufacturing of oral health products is highly automated, so a large start-up capital is required.

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Furthermore, these bigger, more well-established firms that have been in the market for a long period of time usually have a large customer base and brand name for themselves. New entrants would find it very difficult to compete with them. In addition, large companies have higher turnover and are able to manufacture in bulk to produce cost savings which can be passed on to the consumer. New entrants would not be able to reap these economies of scale that large companies have, reducing their ability to compete in terms of price. They also lack the high capital required to perform R&D in order to differentiate their product, in order to break into the market.

  • 2.3.5 Threat of Substitutes: High

There is a high threat of substitutes in terms of substitutes, as the product offerings of competitors, like

Colgate, bear similarities to what Oral-B offers, and they fulfill the same purpose of satisfying a consumer’s oral health needs. There is low consumer involvement, so it is easy for the consumer to switch brands, if they feel that other brands would bring them more benefits.

As consumers become more educated and aware of the importance of oral health, the threat of substitutes may increase as consumers start to consider higher quality toothbrushes that have better capabilities such as angled bristles for more effective cleaning. Specialised products result in the formation of new markets as well. For example, organically-produced natural toothpastes like Dr Bronner’s Toothpaste and Botanique by Himalaya Herbal Healthcare are available in the market but tend to be priced higher and often cater to a small market who want natural toothpaste.

2.4 Macro-Environmental Forces

  • 2.4.1 Political

Strict

There are strict government regulations set forth by the Health Science Authority

government

(HSA), controlling products that appear on the market. Companies are to labelled

regulations

their ingredients accurately and only use ingredients deemed safe by HSA. A Chinese-made toothpaste has also been banned after testing positive for a poisonous chemical used in solvents (News-Medical, 2007). These high political barriers present in the market may be a challenge for small overseas and home-grown businesses.

  • 2.4.2 Economic

Disposable

Singapore’s GDP per capita (PPP) ranks fourth highest in the world at US$90,724 in

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Income

2017 , positioning it as one of the richest countries in the world. Singaporeans have

  • 5 Appendix E: Market Concentration of Oral Care by Company 2007-2016

  • 6 Appendix F: List of Countries by Projected GDP per capita

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great purchasing power and this purchasing power is expected to rise over the next few years. Singaporeans are also more willing to spend on quality products, and often associate higher price points and premium packaging with higher quality products.

2.4.3

Social

Change in

Singaporeans are becoming more sophisticated, demanding products that have

Singaporeans are also increasingly tech-savvy, demanding innovative products

tastes and

multiple benefits such as whitening toothpaste for sensitive teeth or smart

preferences

app-enabled toothbrushes that track the cleaning process. Furthermore, due to the

increasing time pressure amongst Singaporeans, convenience products such as mouthwashes and fast-cleaning smart toothbrushes would become more popular with consumers.

such as electric toothbrushes that incorporate smart-cleaning technologies. Additionally, as technology advances and consumers become more aware of the benefits of electric toothbrushes, the demand for smart products would rise.

Increasing awareness of oral care

The Singapore Ministry of Education and Ministry of Health has increased efforts in raising awareness of oral hygiene for children under 7 and primary school students (Ministry of Health Singapore, 2017). Health Promotion Board (HPB) has been conducting oral health promotion in kindergartens and childcare centres since 2002. To address the rising trend of dental cavities in Primary 1 students, HPB introduced the tooth-brushing programme with fluoride toothpaste in 2014, which has reached 1,026 child care centres out of 1,279. Strong governmental efforts in promoting oral hygiene from young help maintain the high standards of oral health in Singapore, which would increase the demand for oral care products as Singaporeans become more aware of the importance.

Ageing

Singapore faces an ageing population - the proportion of residents aged above 65

population

has increased from 8.5% in 2007 to 13.0% in 2017 (Department of Statistics Singapore, 2017)

The elderly face higher risk of oral problems such as root caries, thus they need to adopt good hygiene habits which include regular brushing with rotating or oscillating toothbrushes and fluoride toothpaste (American Dental Association, 2017), creating higher demand for these products that could be specially catered to the elderly.

2.4.4

Technological

Production

Technology can reduce the cost of production and increase efficiency of manufacturing oral care products, such as through lower labour costs. In industrialised countries, labour costs savings through automation is about 16% (West, 2016). Greater efficiency is achieved by decreasing the amount of human error and hence, defects. With the same amount of inputs, the company will be able to increase production and the supply of oral care products will increase. This may lower the selling price of oral care products.

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Marketing

Technology has transformed the way oral care companies communicate with their customers and how companies sell their products. For example, when one first enters the Colgate website, they will be prompted to key in their email in exchange for a $4.50 discount voucher off their products.

Most oral care companies provide information on their products online as consumers that browse the e-commerce sites are unable to view the tangible product. Marketers will have to provide as much information regarding the product as possible on those sites to entice consumers to purchase them. Figure 3.4.1 shows Oral-B’s description of their electric toothbrush on their online site.

Marketing Technology has transformed the way oral care companies communicate with their customers and how companies

Figure 3.4.1 Online description of Oral-B’s electric toothbrush (Oral-B Singapore, n.d.)

  • 3 SWOT Analysis

Strengths

High market share

Oral-B is recognised and endorsed by dentists and used by consumers worldwide. It is also a market leader as it has a significant market share in an oligopoly.

Innovation

Oral-B is a leader in innovation in the oral health market. It constantly develops new

and innovative products on a regular basis to differentiate themselves from competitors.

Ability to engage in aggressive advertising

There is strong consumer awareness due to aggressive advertising and wide distribution of products. Furthermore, the threat of entrants is low as the barriers to entry is high.

Size

As an international brand, Oral-B has advantage in terms of production size. By producing in large amounts, it can reap economies of scale, and may pass this to the consumer in the form of lower prices, increasing price competitiveness.

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Weaknesses

Low brand loyalty

Oral-B does not employ any brand ambassadors, and does not have an outstanding brand mantra, thus consumers may not have strong loyalty to them.

Opportunities

Increasing health consciousness

This provides opportunities to invent innovative products to meet consumers’ needs.

Increasing purchasing power

Household income is generally increasing, resulting in higher purchasing power. Consumers may be able to afford higher-end toothbrushes with better quality. As such, high-end products may see increased sales.

Threats

Competitors are catching up on innovation

Since Oral-B relies heavily on innovation, if their competitors produce more innovative products, Oral-B would lose a major advantage over them. This threat is real as these competitors are large and can afford to invest heavily in R&D.

Ease of copying innovation

Some of Oral-B’s innovations are easy to emulate. For example, it offers flavoured toothbrushes, like its UltraThin Black Tea. The idea itself is novel, but the execution is easy to copy.

Falling market share

Oral-B is consistently losing market share in the oral care market. In 2012, it had 18.6% of the market share but has since lost 2% in 2016 (Appendix B). This is prevalent in the toothpaste market, which Oral-B finds difficult to enter with Colgate and Darlie dominating it. This resulted in Oral-B halting production of toothpastes in countries such as India (Malviya & Tyagi, 2016).

High bargaining power of distributors

Oral-B’s has only one distributor for each city, so that distributor has high

bargaining power, putting pressure on margins.

4. Consumer Profile

Due to an increased awareness about the importance of using oral care products, consumers are getting more hygiene conscious. This leads to an increase in demand for oral hygiene products as they help maintain oral health. Moreover, consumers are progressively getting involved in dental hygiene processes, as they are now more aware of the benefits of preventive measures. Additionally, consumers are getting more image-conscious so beauty-enhancement products, such as the whitening mouthwash, have been introduced.

4.1 Segmentation

Geographic

Oral-B products are widely distributed in Singapore and they can be found in supermarkets, convenience and health stores like Watsons and Guardian.

Due to the wide distribution of physical stores, it is convenient for consumers to purchase their oral care products. They can also purchase Oral-B products via online

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stores, 24/7, some of which (such as Watsons) also provide home delivery or self collection service.This provides customers with more flexibility to choose their preferred delivery method.

The market can be segmented by the response variable of ‘place of purchasing the product’. Oral-B products are easily accessible as they can be purchased online or at brick and mortar stores. By dividing the groups according to the place of purchasing, it allows Oral-B to clearly identify which platforms customers prefer, enabling them to develop an adequate marketing strategy that fits their target segments. For example, if most consumers buy the products online, Oral-B can do a series of online promotional activities to increase sales.

Demographic

Oral-B targets consumers from different age groups aged between 4 months to 65 years old, offering a wide variety of products to fit the unique preferences of the different age groups - for example, smaller-sized and colourful toothbrushes for toddlers. Oral-B can thus strive to understand each different needs and wants of consumers at each age group, then design products that cater to them.

The market can be segmented by the response variable of ‘usage level’ because different household sizes have different levels of consumption. For example, larger household tends to consume more oral care products. Thus, they can be categorized as heavy users. With regards to strategic ideas, Oral-B can implement packages for families of 5 and above, packages for family of 4 and below or couple packages to fit the different levels of consumption.

The market can be segmented by the response variable of ‘product preference’. Consumers’ income is directly proportionate to their purchasing power, and this can affect their willingness to purchase a product. Toothbrushes are generally essential and frequently-purchased products, and level of income may affect the types of toothbrushes demanded. For example, consumers from low-income groups will prefer manual toothbrushes as they are cheaper than electric toothbrushes. Middle to high income earners may consider the more expensive electric toothbrushes as they have higher purchasing power and are more likely to afford them.

Psychographic

Some consumers may wear braces for a few years, during which they are likely to use special products. Thus, the market can be segmented by response variable of ‘occasion for using products’. It is more difficult to clean hard-to-reach areas and along the gum line when wearing braces. However, the oscillating-rotating power of Oral-B electric toothbrushes does help to remove 100% more plaque than manual toothbrushes. Oral-B even offers products like Ortho Replacement Brush Head specifically for people with braces. This product has specially-designed bristles to easily and effectively remove plaque around brackets and other orthodontic appliances. Thus, in such circumstances, consumers are more likely to purchase Ortho Replacement Brush Head.

Behavioural

The market can be segmented by the response variable of ‘readiness state’ based on their awareness and knowledge of oral care. For example, young consumers are often less aware of the seriousness of oral health problems as they have little knowledge on the importance of oral health. Thus, Oral-B can hold educational

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campaigns in schools to emphasize on the importance of proper oral hygiene.

  • 4.2 Buying Behaviours

In general, buying behaviours of Oral-B’s consumers are habitual which comes naturally, automatically and unconsciously as there is low consumer involvement. For example, when loyal Oral-B consumers realize a need to buy a toothpaste, out of habit, they usually will pick out an Oral-B toothpaste from the store. It is unlikely that they will switch to other brands, as they are acting based on their past experiences and usually do not do much information search.

However, during purchase of functional products such as the Oral-B’s electric toothbrush, the buying behaviour of customers will be complex as the consumer is highly involved in the buying process and there is significant differences among/between brands. The features and functions for each brand are usually different. Since it is a functional purchase, when deciding on which electric toothbrush to buy, consumers require extensive information search and evaluation before making the purchase decision. This is due to the electric toothbrushes being relatively more complicated than manual toothbrush and types of electric toothbrush used for each customer varies depending on their oral condition. For example, Oral-B’s Pro 3000 Electric Toothbrush aims to whiten teeth while the Pro 6000 Electric Toothbrush aims to protect gums. Thus, the purchase of electric toothbrush usually requires detailed information regarding the product attributes.

5. Competitors of Oral-B

  • 5.1.1 Introduction to Colgate

Colgate, manufactured by Colgate-Palmolive, is the leading oral care brand in Singapore and has a

value share of 28.3% (Euromonitor International, 2017).

  • 5.1.2 Colgate’s Marketing Strategy

Firstly, Colgate aims to improve consumers’ awareness of their brand through regular roadshows. In these roadshows, they offer Colgate products at discounted prices and gifts with purchases. They advertise their roadshows through repeated posting on Facebook. Each advertisement is of a different design and caption, showing that Colgate is conscientious in using varied graphics to capture consumers’ attention (Figure 5.1.2.1). By organising physical roadshows which are advertised on social media, they are able to reach a wide range of people - those who are tech-savvy (e.g. teenagers and millennials) and keep up with latest news on the net as well as those who are less tech-savvy (e.g. Generation X and elderly) who will notice Colgate’s physical marketing strategies.

campaigns in schools to emphasize on the importance of proper oral hygiene. 4.2 Buying Behaviours In
campaigns in schools to emphasize on the importance of proper oral hygiene. 4.2 Buying Behaviours In
campaigns in schools to emphasize on the importance of proper oral hygiene. 4.2 Buying Behaviours In

Figure 5.1.2.1: Colgate’s Facebook posts promoting their roadshow (Colgate Singapore, 2017)

Secondly, Colgate collaborates with Singapore Dental Association (SDA) to celebrate Oral Health Month (OHM) annually. This aims to increase awareness of good oral health and offers free dental check-ups from over a hundred participating dental clinics nationwide (Colgate, 2010). By showing their concern regarding consumers’ dental health, they are able to establish themselves as a caring

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company. Pairing with numerous dental clinics is also a form of validation of Colgate’s products. Studies show that 88% of people trust their dentist (British Dental Health Foundation, 2012), which makes consumers more likely to trust Colgate when it is recommended by dentists, and subsequently increasing Colgate’s brand equity. Figure 5.1.2.2 shows Colgate advertising the free dental screenings as part of OHM on Facebook.

company. Pairing with numerous dental clinics is also a form of validation of Colgate’s products. Studies

Figure 5.1.2.2 Colgate’s Facebook advertisement (Colgate Singapore, 2017)

Thirdly, Colgate Singapore is active on Facebook. Colgate leverages the popularity of Facebook to connect with Singaporean consumers. In fact, 75% of Singaporeans use Facebook, making it an extensive platform for Colgate to base their marketing campaigns (Baeten, 2016). Their Facebook posts are mainly used to advertise their latest products, discounts on products, and collaborations with partners such as Asia’s Next Top Model (Colgate Singapore, 2017). Through the vast reach Facebook has, Colgate is able to quickly and easily increase consumers’ awareness and knowledge about their current marketing plans. Consumers can then easily keep up with, and share latest news regarding Colgate.

  • 5.2.1 Introduction to Darlie

Darlie, manufactured by Hawley & Hazel Chemical, is another large player in Singapore’s oral hygiene market, with 10.3% market share. Due to strong marketing efforts throughout 2016, they managed to achieve a 5% increase in value sales that year (Euromonitor International, 2017).

  • 5.2.2 Darlie’s Marketing Strategy

Firstly, Darlie has a strong and active social media presence on Facebook and Instagram. The speed and reach of social media platforms serve as a means for them to reach a large target audience, and respond quickly to consumers’ queries. Darlie posts a wide variety of content on their Facebook and Instagram, which are usually in the form of pictures and videos. Across the two platforms, their content is exactly the same. They advertise consumer contests in which consumers can enter and stand the chance to win Darlie products (such as #ShareASmile), co-branding with popular cartoon characters like Rilakkuma as well as celebrity endorsements (Darlie, 2017). Similar to Colgate, when Darlie adopts a strong social media presence, the reach of their marketing efforts are drastically increased (due to the ‘share’ function on Facebook), consumer relations can be strengthened through frequent interaction and brand awareness can be increased.

Secondly, Darlie endorses celebrities to advertise their products. In June 2017, they appointed local celebrity Carrie Wong as ambassador to boost awareness and popularity of Darlie. They launched the #LiveAColourfulLife campaign (Figure 5.2.2.1) on Facebook and Instagram, in which 3 winners were

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selected from an online contest to spend a day with Wong. Darlie also endorsed other local celebrities such as Silver Ang. They use their wide online fan following to advertise Darlie products featured in sponsored Instagram posts (Darlie Singapore, 2017). Endorsements are effective ways of increasing sales of products and brands because they increase awareness and familiarity, which are important in consumers’ purchase decision-making process. When a consumer comes across a product that is promoted by a celebrity they admire, they tend to associate the celebrity’s success and skills with that particular product (Sokolovska, 2016). As a result, sales can increase up to 4% (Olenski, 2016).

selected from an online contest to spend a day with Wong. Darlie also endorsed other local

Figure 5.2.2.1: #LiveAColourfulLife Campaign with ambassador Carrie Wong

6. Evaluation of Oral-B’s Marketing Strategy 6.1 Point of Difference

Oral-B seeks to differentiate themselves from competitors by positioning themselves as the dentist’s choice of toothbrush, priding themselves in their innovation. They have multiple product offers, and generally apply different marketing strategies to different product lines. For example, they pair a smartphone app with their Black 7000 Electric Rechargeable Bluetooth Toothbrush. The app shows a timer for two minutes, which informs the user when to change the area they are brushing and indicates where to brush. This appeals to the technologically-savvy and is innovative because no other oral hygiene company had developed something similar yet.

  • 6.2 Marketing Mix Analysis of Oral-B

Product

Product Mix

Oral-B aims to satisfy each individual’s needs instead of adopting a one-size-fits-all strategy, thus it has a wide array of products. As of October 2017, Oral-B offers a total of 41 products (Oral-B Singapore, 2017).

Product Width

Oral-B’s product width includes products like mouthwash, toothpaste, toothbrushes and dental floss, which are complementary goods that provide holistic oral care.

Product Line

Oral-B’s product line for toothbrushes include electric, adult and children toothbrushes. They are more specialised and tackle specific needs. Within each type of toothbrush, there are also many divisions. For example, under electric toothbrushes, there are the 7000 and Crossaction series. Within toothpastes, they have those for sensitive teeth and gum protection.

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Core Product

Oral-B’s products are made for satisfying the user’s oral health needs.

Actual Product

The actual products are toothpaste, toothbrushes, mouthwash and floss. As mentioned above, there are many divisions of products that tackle different user needs.

Augmented Product

Electrical toothbrushes come with warranties. This adds to the toothbrush’s value in an

intangible way. Service from salespeople is also available, particularly for the higher-end electrical toothbrushes sold at electronics stores.

Oral-B’s product strategy may have a weakness - they may be cannibalising their own products with newer products that fulfill the same needs as the older product. For example, under the Professional Care series, the electric toothbrush comes with replaceable heads and these heads fulfill the purpose of the other toothbrushes like the CrossAction series. At the same time, this may be necessary because innovation is a core advantage of Oral-B over its competitors, so inventing new products is necessary, even if it is at the cost of its old products.

Price

Oral-B toothbrushes adopt different price strategies. It offers high price, high quality products, as well as medium priced products with respect to its competitors.

The high priced toothbrushes make up for their cost with quality. For example, a high-end manual toothbrush, Crossaction Power Dual Clean Soft Toothbrush, costs SGD$30.40 on Watsons’ online store, when a typical toothbrush from rivals, such as Colgate 360 Optic White Toothbrush, costs SGD$8.45 from the same store. This is because the Crossaction series comes with additional benefits that competitors may not offer, such as the ability to clean hard-to-reach places and odour-causing germs on the tongue with its back. Its products also come with value in terms of time. Electric toothbrushes like the Professional Careseries come with at least a year’s warranty.

Oral-B also deals in medium-priced products, starting from about SGD$3.50 per brush. This is relatively competitive compared to its main rival, Colgate, whose toothbrushes have similar prices. Because there are many other competitors in the oral care market, the market is oligopolistic. Hence, Oral-B cannot afford to raise prices too much or risk losing their market share to their competitors, especially since most oral care products are price elastic. This means that an increase in the price of these products will result in a more than proportional decrease in the quantity sold, since there are many other substitute brands like Colgate and Darlie in the market.

Place

Oral-B employs an intensive distribution strategy. Oral-B products can be found in any supermarket like NTUC Fairprice, health stores like Watsons and convenience stores like 7-Eleven. Their electric toothbrushes are usually sold at electronic stores such as Harvey Norman. Oral-B has no wholesalers and each city has an exclusive distributor. This is a weakness because the distributor has no rivals, so it has high bargaining power and may request for a larger cut and this negatively affects Oral-B’s margins.

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Promotion

Oral-B collaborates with dentists to promote their products on mediums such as television advertisements. This further strengthens their positioning as the dentist’s choice of toothbrush. An example an advertising campaign to promote its plague

fighting products is the “Wake Up Singapore

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campaign. They do this by warning

viewers that 79% of Singaporeans have suffered from oral health problems,

subsequently highlighting their product as the solution.

 

Oral-B also works closely with dentists by offering samples of their products upon request for their personal use, so that dentists can know what they are prescribing and have confidence in promoting Oral-B products after seeing the capabilities for themselves.

7. Recommended Strategies

Based our analysis, here are some key issues that hindered the brand presence and loyalty of Oral-B:

·

Lack of strong brand identity

·

Lack of sustained physical and social media promotional activities

To bridge

these gaps, we propose

recommendations:

the following 3-pronged action plan incorporated into our

· Increase brand resonance of Oral-B by emphasising on taking proper oral care through movie advertisements and outreach to schools

· Strengthen brand identity through emphasising on corporate social responsibility and creation of a brand mascot, B-B ·Increase physical and social media promotional activities

  • 7.1 Brand Mascot

Promotion Oral-B collaborates with dentists to promote their products on mediums such as television advertisements. Thishttps://www.youtube.com/watch?v=OgoSFGbr68c 15 " id="pdf-obj-13-67" src="pdf-obj-13-67.jpg">

Oral-B could build on their long-term brand identity and personality through the creation and implementation of a brand mascot. Mascots are ageless brand representatives that help develop a closer relationship between consumers and the products (Kalb, 2015). Studies show that brand mascots resonate well with consumers, generating public awareness regarding the brand (K, 2014). Mascots also account for 30% more brand volume on social media (Meredith, 2013), and enhances the identity of the products and can help people better remember the company and its products (Hoolwerff, 2014).

Thus, our aim of introducing the mascot is to help build awareness and increase the presence of Oral-B products. We plan to put the mascot on the packaging of all of Oral-B’s items such as toothpaste, toothbrushes, mouthwash etc. Additionally, mascots often aim to help consumers understand product benefits, which in Oral-B’s case, would be improved oral health.

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Understanding product benefits will improve customer’s evaluation and perception of Oral-B, improvings its brand loyalty and equity in the long run.

Thus, we have designed Oral-B’s brand mascot as seen in Figure 7.2.1. The mascot’s name is B-B. We have created B-B in a way such that consumers can easily identify B-B with the brand Oral-B. Firstly, the colour scheme of our mascot B-B resembles the colour of Oral-B’s logo, helping consumers draw visual connections between B-B and Oral-B. Secondly, the name B-B rhymes with, and is similar to the brand Oral-B. The mascot’s name appears on its shirt with the same font that is used for the logo of Oral-B. B-B’s target audience is children. This is because children are likely to be more receptive to a mascot since it resembles cartoon characters. Children are still in their formative years of education and are hence more receptive to new ideas and concepts. (Drury & Giedd, 2009) Children also have great influence on their parent’s purchases. (McNeal, 1992) We believe that helping to build awareness among children would be more effective since brand loyalty takes a long time to cultivate. We also plan to promote B-B during the mobile truck which will be explained in section 7.4

7.2 Movie Advertisement

Another way to advertise Oral-B is through a 30-second TV commercial, through which Oral-B can collaborate with Golden Village to broadcast the commercial at their cinemas prior to movie screenings. In this commercial, it will show how Oral-B products can effectively clean one’s teeth after consuming snacks at the movies like popcorn and sweet drinks. This will serve as a reminder to take proper oral care, and that Oral-B is readily available to serve that purpose. Since the age range of moviegoers is wide, screening this advertisement at cinemas can be an effective way to reach out to a large target audience.

Understanding product benefits will improve customer’s evaluation and perception of Oral-B, improvings its brand loyalty and
Understanding product benefits will improve customer’s evaluation and perception of Oral-B, improvings its brand loyalty and

An addition to this advertisement would be the chance t out to Orao redeem Oral-B products, at discounted prices, from partner drugstores such as Watsons or Guardian. Since cinemas are located in shopping centres, which would have drugstores as well, consumers who have seen the advertisement before the movie can conveniently purchase the featured Oral-B products there while using the movie ticket as a discount coupon. This will allow consumers to provide a response and action to the advertisements that they view, making the advertisement more effective. The target audience of this would be youths, adults and elderly who make the purchase decisions.

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7.3 Mobile Truck

In conjunction with the upcoming Christmas festive season, we want to set up a mobile truck along the streets of Orchard road to raise awareness of Oral-B and the oral care it can provide. It aims to connect and reachl-B’s target audience through various activities such as live challenges, games and awareness talks. Since there is high volume of people at Orchard Road during the festive season, we believe that this can potentially create brand loyalty and capture a larger market share.

7.3 Mobile Truck In conjunction with the upcoming Christmas festive season, we want to set up

Our mascot, B-B, will be present and is dressed in Santa Claus’ attire to suit the Christmas theme. It will give out free travel-sized samples of Oral-B’s mouthwash, reason being people are indulging more in sugary foods during the festive season, causing a build up in plaque and bad breath. This mouthwash will be useful for shoppers who are oral hygiene-conscious and do not have time to brush their teeth on the go. There will also be a dance photo booth challenge to the Oral-B song we created in conjunction with Christmas (Appendix G). People who video themselves dancing to the song and post it on their social media accounts with the hashtag #OralBCleanedMe will get a free Oral-B travel kit. Using song and dance can help to retain memory in our targeted consumers, creating more brand awareness. Research has shown most people consider jingles effective, because they attract attention, create memories and forge a pleasant environment (Karailievova, 2012).

7.3 Mobile Truck In conjunction with the upcoming Christmas festive season, we want to set up
  • 7.4 Outreach to Schools

Oral-B can also partner with the Ministry of Education (MOE) to raise awareness on oral hygiene in

primary schools students to gain brand loyalty from them. This is done through education and emphasising the importance of proper oral hygiene. The Health Promotion Board (HPB) can aso endorse and distribute Oral-B toothbrushes and toothpastes to them, promoting the fact that Oral-B is a trusted, dentist-recommended brand. Introducing Oral-B to children at a young age can help them develop an attachment to the brand, hence increasing brand loyalty in the long run. Such marketing efforts can help Oral-B to improve its market share through market penetration.

7.3 Mobile Truck In conjunction with the upcoming Christmas festive season, we want to set up

In addition to that, Oral-B can provide the students with toothpastes and toothbrushes, and start an initiative whereby children have to brush their teeth using Oral-B’s products after their meals in school. This provides a way for them to cultivate this habit and experience Oral-B’s benefits, which is important as it creates a positive association between Oral-B’s products and the clean, refreshed feeling they get after using them. Not only does this cultivate good oral hygiene habits, using Oral-B’s products over time from young can also build on brand loyalty in the long run, eventually increasing Oral-B’s consumer base.

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7.5 Building A Strong Brand Identity
7.5
Building A Strong Brand Identity

One effective way to win over loyal consumers in the long term would be through establishing a unique

brand identity. Oral-B has a strong sense of corporate social responsibility, and stated that they have a responsibility of improving oral hygiene globally. One regional social responsibility that Oral-B has is to grant oral health education to underprivileged children in South Korea. To achieve this, they worked closely with Lotte Mart, the leading discount store in South Korea to provide essential oral hygiene treatment, education and products to the underprivileged children (Oral-B, n.d.). This responsibility could be established as a goal or purpose in their business and their brand identity.

To advertise their brand identity and reach their target groups, they could utilise the power of social media. Being active on social media platforms like Twitter, Facebook and YouTube can be very powerful for them to spread their beliefs. Currently, Oral-B’s Facebook and Twitter pages are used mainly for advertising products. They could use these platforms to promote their social causes repeatedly and increase consumers’ awareness. In doing so, consumers can better understand and relate to their reason for their existence as a company. They can potentially win over long-term consumers who support their causes and achieve brand equity.

8. Conclusion

Oral-B has been a strong player in the oral care industry, however, despite strong efforts to innovate

and differentiate their products, bigger players such as Colgate, with stronger brand loyalties, were able to capture a larger share of the market at the expense of Oral-B.

Moving forward, to become the next market leader, Oral-B should focus on both push and pull marketing strategies to imprint the brand into the minds of consumers. To do so, we recommend that (1) Oral-B expand its customer base through initiatives such as a brand mascot to convert users of other brands, and (2) increase current usage rate through outreach partnerships and public education campaigns. Oral-B will then be able to strengthen its brand equity and increase sales per consumer, and establish a positive reputation for itself.

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Appendix A: Procter & Gamble's net sales worldwide from 2014 to 2017, by business segment (in million U.S. dollars)

Appendix A: ​ Procter & Gamble's net sales worldwide from 2014 to 2017, by business segmenthttps://www.statista.com/statistics/238771/sales-of-procter-und-gamble-by-sector-in-2009/ 22 " id="pdf-obj-20-6" src="pdf-obj-20-6.jpg">

Retrieved 2 November, 2017, from:

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Appendix B: NBO Company Shares of Oral Care

Appendix C: Sales of Oral Care by Category

Appendix D: Sales of Toothpaste by Type

Appendix E: Market Concentration of Oral Care by Company

Appendix E: Market Concentration of Oral Care by Company 26

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Appendix F: List of Countries by Projected GDP per capita

Appendix F: List of Countries by Projected GDP per capita Retrieved November 02, 2017, from <ahttp://statisticstimes.com/economy/countries-by-projected-gdp-capita.php 27 " id="pdf-obj-25-4" src="pdf-obj-25-4.jpg">

Retrieved November 02, 2017, from

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Appendix G: Song lyrics of #OralBCleanedMe, sung to the tune of Jingle Bells

Brushing our teeth with a Oral-B toothbrush Over our teeth we go Brushing all the way

Now it’s time to floss Then we use mouthwash (PUI!)

What fun it is to brush and rinse And smile with your white teeth (HEY!)

Oral-B, Oral-B B-B all the way

Oh what fun it is to brush your teeth with Oral-B today

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