Global Marketing Standardization vs. Adaptation
1. The similarities between the French and Quebec markets were wildlyoverestimated and overemphasized in the marketing of Cleopatra soap inQuebec. It appears that Steve Boyd, group product manager for Colgate-Palmolive Canada, wanted a big win and saw Quebec as a proving ground forusing European advertising techniques and appeals on the North Americancontinent. He reasoned that French-speaking Quebec would offer thatchance. If the French-speaking people of France liked it, why not theFrench-speaking people of Quebec' This seemed to follow a'standardization' path, because "Though many critical issues pertaining tostandardization remain largely unresolved, there is a general belief thatgreater efficiencies might be achieved through the standardization ofglobal marketing activities," and this could be considered one small stepin that direction. (Samiee, 1994, 579+) However, there were a couple of red flags immediately. First, atleast as it is written here, Boyd had a fairly unshakeable preconceptionregarding his Canadian 'test.' Second, some other managers-notably StanHouse, were enthusiastic because of Boyd's conviction and not because ofany conviction of their own. Third, and perhaps m
Colgate-Palmolive was trying to sell a luxury soap, with specialproperties and a special scent. The marketing research prior to launch was very shallow, and dependedon a lot of information about what a potential consumer would do, not whatthey did do. Itsclosest competitor was Dove, which has campaigned on its formulation of one-quarter cleansing cream. These meanings are derived byconsumers from their perceptions of the marketing program, which includesadvertising as well as other brand-related activities, and center aroundthe product's ability to satisfy their needs," which, in the case of aluxury soap, certainly includes scent and an expectation of upscalepackaging, not the packaging developed to grab visual attention for an itemthat has not much intrinsic visible appeal. Perhaps another difference is that Boyd more or less coerced the Canadianmarketing staff to do it his way. The author notes that the few shallow studies, one of whichproduced only a 50 percent agreement that the participants would buy a soaplike Cleopatra (but without specifying under what conditions!) "confirmedthe feelings of Boyd, and most of the marketing team in Toronto thatCleopatra could indeed be a winner. " The author of the article uses wordsabout emotions so often when speaking of Boyd's part in the Cleopatradebacle that it is hard to imagine that Boyd did anything except look forslender threads on which to sew up a marketing plan for Quebec. The Cleopatra concept, with its message of luxury andindulgence, was felt to have a universal appeal. And what he did instead didn't work. And then they packaged it so that none ofthat scent would escape. When buying a new soap, most women will hold itup to their nose. That having been said, they were happy with any acceptable brand,and tried to get if for the most acceptable price. Johnson was right; the consumer research data showed that Cleopatra waswrong for Canada and should never have been launched there in the firstplace.
Common topics in this essay:
American French,
Despite TV,
French-speaking Quebec,
Cleopatra Europe,
Steve Boyd,
Boyd's Cleopatra,
Cleopatra Quebec,
Frost Sullivan,
Sylvain Bluntz,
Bill Graham,
marketing plan,
north american,
consumer couldn't smell,
french-speaking people,
author notes,
cleopatra europe,
changing rules,
consumers french,
soap cleopatra,
couldn't smell soap,
frost sullivan,
president marketing,
|
Acceptance Essays
