GLISTER COMPANY LTD

This company profile offers a comprehensive analysis of the organization, its

business segments, and competitors. It analyzes the business and marketing
strategies adopted by the company, to gain a competitive edge in the industry. The
profile also evaluates the strengths of the company and the opportunities present in
the market. This profile is of immense help to management consultants, analysts,
market research organizations and corporate advisors.
Glister-Palmolive serves global customers with products in five major
categories: oral care, personal care, household surface care, fabric care, and pet
nutrition.
The glister-Palmolive Company was founded in 1985. Glister-Palmolive
markets its products in over 200 countries and territories worldwide.Glister-Palmolive
is a $15 billion global company serving 6 billion people around the world.

OBJECTIVE:

Key to the success of Glister's efforts at improving oral care in India is the
close relationship it has forged with the dental profession under the company's
Professional Program. Going back to over two and half decades, the Professional
Program unites the company and various bodies of dental professionals, such as the
Indian Dental Association, in working towards realising shared objectives.

The Program works towards improving oral health awareness and oral care on a
mass scale. Leveraging the dedicated and voluntary efforts of the dental profession,
oral care awareness is created and spread through appropriate mechanisms such as
exhibitions, the use of audio-visuals, lectures, demonstrations, teacher training
Programs and the organisation of dental health weeks and check-up camps. The
message of good oral care is additionally reinforced through the distribution of
attractively designed and user friendly patient education materials.

Management structure:
S.K.TODI
Chairman, President and Chief Executive Officer
S.K.TODI joined Glister in 1991 and progressed through a series of senior
marketing management roles around the world. He became Chief Operating Officer
in 2004, with responsibility for operations in several parts of the world. In 2005,
S.K.Todi was promoted to President and Chief Operating Officer, responsible for all
Glister operations worldwide and was elected President and Chief Executive Officer
in 2007. He was elected director in 2007 and Chairman, effective January 1,
2009.      

ROHAN FALOR:
Chief Operating Officer
Mr. FALOR joined Glister in 1995 and held various international management
positions in Latin America and Europe. He was appointed to his current position in
2007, having most recently been Executive Vice President and President, Glister-
Latin America.      

RONAK AMBANI:
Chief Financial Officer
Mr. Ambani joined Glister in 1993 after having been a Manager at Price Waterhouse.
Before being named CFO in 1996, Mr. Ambani held a series of key financial
positions, including Vice President and Corporate Controller and Vice President-
Finance for Glister-Latin America.      

AMIR KHAN:
Senior Vice President, General Counsel and Secretary
Mr. KHAN joined Glister in 1991 from Unisys, where he was Vice President and
General Counsel. A graduate of Georgetown University and NYU Law School,
Mr. Khan has also been a corporate attorney at a New York law firm and at Reynolds
Metals Company (now part of Alcoa, Inc.).    

Audit Committee:
MR. JOHN
MR. DRAVID

Finance Committee:
MR.BAJAJ
MR. DRUCKER

ABOUT THE PRODUCT:

The first segment market that the Precision toothbrush will target will be
consumers who are concerned about oral health issues, such as fighting plaque and
gum disease. These consumers are known as “therapeutic consumers,” because
they purchase products, toothbrushes, that will be the most effective when it comes
to oral health care. These consumers “buy and use products for themselves,”
(Harvard). Consumers in this target market usually do not care about the price, as
long as they are getting the highest quality products. Most consumers in this
segment are adults, especially ones who have oral health problems.
When distributing the Precision toothbrush to this market segment, we suggest they
place emphasis of distribution on dentists, drug stores, grocery stores, and large
retail stores. Dentists would be a good when distributing the new toothbrush because
many dentists act as “opinion leaders”, meaning they have a big impact on what
others think. Although Oral-B is the main distributor when it comes to dentists, this
would be a good opportunity for
Glister to gain competitive advantage over Oral-B, by getting dentists to distribute the
new toothbrush while selling the benefits to patients. By placing the new toothbrush
on the shelf between an existing Glister product and a competitor’s profits, this may
or may not be a good idea. By placing the product next to an existing company’s
product, consumers may not see the benefits of switching, and could continue to
prefer using the existing product rather than even considering trying the new one.
But by placing the new product next to a competitor’s product, it may lead to the
consumer questioning which product is better, hopefully causing the consumer to try
the new product.

ACHIEVEMENTS:

Best award for tobacco oriented people

Best employers in India.

Best award for workshop in Latin America

Best 50 companies in the world.

ADVERTISEMENTS:

Advertising and promotion should be done through commercials,

magazines, radio, and ads put up in places such as dentists offices. These
advertising and promotion mediums should target this segment’s consumers,
and should focus on the benefits the Precision toothbrush has to offer in
connection with oral healthcare. Commercials made for this market segment
should also show the benefits of the toothbrush, possibly through
demonstration. Commercials should air at night during “prime-time”, the
time in which most people watch television, and during the day, especially
during soap operas. These are the time periods in which more adults watch
television. Also when it comes to advertising, Glister-Palmolive should
institutional advertise, meaning they should not only promote their new
Precision toothbrush, but they should also promote the company’s image.
This in return will remind consumers of Glister’s other products that are
available on the market.
Glister could direct market the toothbrush by sending special coupons
in the mail to consumers, or by offering rebates to consumers who purchase
other Glister-Palmolive oral care products.

FINANCE:
It discusses the most recent financials of the company and also compares the
historical sales &income figures with the current and projected figures. The objective
is to evaluate the financial health of the company. The analyst opinion and stock
performance help us in evaluating the performance of the company from an
investor’s viewpoint. For the nine months ended 30 September 2009, Glister-
Palmolive Company's revenues fell 4% to $11.25B. Net income appli. to Common
rose 14% to $1.64B. Revenues reflect a decrease in income from Oral, Personal &
Home Care segment due to lower sales from Greater Asia. Net income was offset by
a decrease in selling, general & administrative expenses due lower advertising and a
fall in interest expense, net.
 PRODUCT LAUNCH

DENTAL CARE KIT

DETAILS OF PRODUCT:
Toothpaste/Mouthwash/Dental Floss/Toothbrush/Tongue Cleaner Glister’s
products provide all natural ingredients with all-inclusive benefits for teeth and gums
featuring green tea extract. Maximum care toothpaste and maximum care
mouthwash offer: antibacterial, anti-gingivitis, anti-plaque, antioxidant, anti-tartar,
anticavity and whitening benefits! Dental gliding floss singles (18" floss in each
package) are convenient, efficient and sanitary so consumers can floss whenever,
wherever

Consumer Product Category: Personal Care

Consumer Product Subcategory: Oral Hygiene

MSRP: Rs.300

Wholesale Price: Rs.200

Order Unit :12

Minimum Order Quantity: 1 case

Case Quantities: 12

Package Information: 6x5x 1 1/2

Dimensions: 18x8x8

Brand Name: Glisters

Ingredients
.85 oz spearmint fluoride-free toothpaste, 2.5 oz spearmint mouthwash, 7 gliding dental floss
Singles with vegan wax, folding toothbrush. The handle extends to full length and locks
open, providing same reach to mouth areas as a standard toothbrush. The premium bristles
are end-rounded for delicate gum tissue. Tongue cleaner. Effectively removes the harmful
bacteria and plaque on the back of the tongue.

Other Product Characteristics

Natural
Vegan

Sales Channels

Natural/Specialty Retail
    Natural/Health Food Retail
    Vitamin/Mineral/Supplement Retail
    Spas & Health Clubs
    Other Specialty Retail

Conventional Retail
    Food/Grocery
    Drugstores
    Club Stores
    Convenience Stores

TARGET AUDIENCE:

This dental travel kit is targeted to all the age groups. The first segment
market that we would target the toothbrush to the consumers who are concerned
about oral health issues, such as fighting plaque and gum disease. The second
segment market that we would target the toothbrush would be consumers concerned
with their oral hygiene, such as bad breath, and personal appearance.

Marketing Strategy:

1. Niche/mainstream positioning strategy

The main focus of niche positioning would be placed on consumers who are
concerned about the prevention of gum diseases. There would be many positive
benefits to the company if Colgate-Palmolive were to position the Precision
toothbrush as a niche product. These benefits would include one, by targeting the
segment of consumers who are worried about gum disease; Colgate-Palmolive
would be able to charge premium prices. Mainstream positioning would place
emphasis on the Precision toothbrush as being the most appealing and effective
toothbrush available on the market.
2. Product differentiation strategy
By differentiating a product, it creates a difference that sets certain
products apart from other products, and also targets certain market segments.
Colgate-Palmolive will need a product differentiation strategy that will make
the Precision toothbrush unique from all other toothbrushes already
available on the market. The company will also need a strategy that will
appease to certain consumer segments. By coming up with this strategy, it in
return will cause Colgate-Palmolive to increase profits and market share.
The main area of this strategy’s focus should be placed on the design and
packaging of the toothbrush.

3. Price/quality differentiation strategy

Our main focus here is on the customers. We want them to be able to get
the most for their money. By producing a superior toothbrush, that offers
more qualities than the other toothbrushes available on the market, at or
around the same price as the competition, consumers will hopefully want to
purchase the Precision toothbrush over the others. There will be more
qualities offered at no extra charge.