brand extension - crest - ebube anizor

CREST

Brand Extension

Ebube Anizor (209347741)

11/12/2009

1

For the majority of the last 50 years Crest has been on top of the oral health market1 in North America. Our

history and trust amongst consumers has enabled Crest to grow from its toothpaste heritage to what now

seem like natural extensions into the broader oral health segment: toothbrushes, mouth rinses, floss and home

whitening. As a consequence consumers now associate “beautiful smiles” and “healthy teeth” with Crest.

We find ourselves at yet another juncture; where the opportunity to leverage our hard-won equity and

grow into new categories must be considered. After careful evaluation into what defines the Crest brand and

the general environment of the oral health industry it is clear that attractive opportunities to further extend

the Crest brand exist. This proposal details my recommendation to extend the Crest brand in Canada into the

dental gum category – opening Crest to a share in the $400 million segment in Canada - and is supported by a

rationale that respects the brand identity, current product portfolio and Crest’s position in the P&G family.

The Market & Competition

By way of context, in Canada the entire Crest product line competes in the broad personal product market,

with the oral health segment owning approximately 17% of the CDN$5.3 billion market.2 The oral health

segment is highly competitive and attributes most of its modest 3% growth to improved benefits and new

product introductions primarily in the toothpaste/dentifrice subs-segment. The market is segmented into base

(cavity and tartar protection) and premium (multiple benefits and whitening) categories.3

Our main competitor, Colgate, positions itself similarly to Crest; but has extended it s product offering

into oral medicines and pain relief.

Current Portfolio Strategy

Crest’s current portfolio strategy centres around two key attributes of its brand identity (Appendix A): healthy

teeth and white teeth (or beautiful smiles). Almost without exception the Crest brand owns master-brand

status across categories leveraging the trust we own as a pioneers in oral care and broad brand recognition.

However, an examination of each product category reveals how the manifestations of these attributes differ

and also the relative strategic importance of each brand (Appendix B):

2

• In the toothpaste category the health or beauty benefits of the product is integrated into the naming

and resulting brand strategy (e.g. Crest Pro-Health, Crest Whitening). Toothpaste being core to the

Crest business sub brands like Pro-Health or Sensitive play ‘slave’ and co-driver roles in the spectrum

• In the toothbrush category the focus around key Crest attributes is poorly evident. The category is

centred on children’s products and co-branded with Sesame Street. P&G mostly offers toothbrushes

via the Oral-B brand; if a priority shift occurs then Crest will need to re-consider its branding this area.

• The floss category focuses primarily on health; with whitening and comfort being sub-benefits. Crest

entered this category via the purchase of the strong Glide brand and plays a moderate endorser role

• The rinse category is configured similarly to toothpaste in brand relationship and naming structure

• The whitening system category by definition endorses white teeth; products within this category then

essential trade on the ‘strength’ or potential capability of the product

Target Market

The Crest target demographic is very broad for the toothpaste business, child focused in the toothbrush

business and primarily focused on adults in the rinse, stripes and floss businesses.

Brand Extension Policy and Process

By carefully evolving from a brand that essentially stood for cavity protection in children to providing a lifetime

of superior oral care through a variety of products Crest’s brand was strengthened. 4 In extending the Crest

brand beyond its current five categories in oral health many questions must be answered as summarized here:

• Have all reasonable opportunities been exhausted in the current categories?

• Does Crest have the means to extract further value in the categories? Is the effort warranted (ROI)?

• Is growth in the current categories increasing, declining or stagnant?

If the categories are in fact growing and have value yet to be extracted then Crest should avoid expansion.

These businesses represent our core competencies developed over decades and expanded only after careful

consideration. As an exception, if extending to a new category represents a unique opportunity that cannot

3

be passed. The obvious example is Whitestrips which arguably created the home tooth whitening category

now worth $500 million5, even in the midst of healthy growth in our core categories.

As a growth driven business financial relevance must also be satisfied regardless of the climate of the

current business (described above) and other brand factors (described below). As such:

• Expansion into the new category must produce a percentage growth in revenue that exceeds the

expected growth in current categories over a 5 year span (i.e. opportunity cost)

• Required investments in expansion efforts should be proportioned to the potential return

Factors

When evaluating category extensions fit, value and brand equity are broad factors that must be considered.6

Fit

• Must provide logical links and associations with oral health

• Must have clear value offerings of health and/or beauty (whiteness) and/or fresh breath

• The target consumer of the extension most provide a positive association for Crest7

Adding Value

• Associating with the Crest brand is an obvious help to the new offering

• Must be a clear and distinct value proposition between current offerings and new category (customers

are already fatigued and confused by the variety of products currently offered)

Enhancing Brand Equity

• Does extension enhance Crest’s equity and grow its association with healthy, beautiful smiles

• Must not degrade Crest’s toothpaste business as this is both our heritage and core business

• Should not conflict with other offerings in P&G’s stable

• Can associations with other products in P&G’s broad personal care roster grow both businesses

New Brand

In instances when the category opportunity is substantial but the risk to the Crest brand is also substantial

Crest should consider spinning off a new brand. In some cases Crest can play a lower risk weak-endorser role

4

to help leverage equity. If not possible, the new brand can still avail itself of Crest’s market presence,

distribution channels, human and other resources. Aspects of this policy are expanded further in Appendix C.

Naming Policy

An effective brand portfolio and naming structure helps to clarify the product offering for employees, partners

and most importantly customers.8 Crest’s integral toothpaste category currently has 41 products; this volume

underscores the important of an effective naming strategy. In Appendix B an audit of the naming structures

across the categories was undertaken; minor recommendations were made in the toothpaste category for the

‘Expressions’ and ‘Whitening’ sub-brands to lessen the confusion and succinctly describe the core offerings.

Appendix D outlines a policy for naming products going forward. In a nutshell the policy aims to brand

products that strongly associate with Crests “whiteness”, “health” and “fresh” attributes as Crest products;

products that go beyond our core will have a new brand with weaker links (or no links at all) to Crest. In all

cases branding should not have more than 3 levels i.e. Crest – sub-brand/primary benefit – secondary benefit.

Anything beyond that leads to confusion and shows that Crest is not clear about the value proposition. The

only exception to the preceding would be to products that have “plus Scope” – this is because the Scope is a

brand unto itself and provides value to the offering.

Brand Extension

The attributes associated with Crest’s brand identity (Appendix A) spawned many associations that provided

links to other categories such as health drinks, breath fresheners, medicines and even dentistry (Appendix D).

However when viewed in the light of the Brand Extension policy described above and additional criteria such

as organizational capability (Appendix D) the categories had to be abandoned to focus on two categories with

the most promise: dental gum and denture cleaning.

5

Option 1: Dental Gum

Crest’s “healthy”, “whitening” and “fresh breath” benefits can be combined into a healthy chewing gum. The

Canadian market does not have a CDA endorsed product; the opportunity to innovate and lead in this

category is possible.

The following summarizes how the dental gum category suits Crest’s branding policy. Further detail is

provided in Appendix D.

• Fit

o Even though the category is not new, Crest would have to position its offering smartly to induce

positive associations of Crest instead of negative ones of gum as a candy

o Benefit would be overall oral health, but consumers may associate primarily with “fresh breath”

o Targets broad range of consumer, but allows for consistent communications to “younger”

consumer

• Value

o Consumers tend to be loyal to their toothpastes, so associating dental gum with Crest will be

positive – especially if gum is positioned as an extension of a oral health program

• Equity

o Gum has connotations of “fun”, “fresh breath”, “youth”; all which can help the Crest brand

even in the more narrow dental gum category. If Crest is creative in this sub-category it could

expand the brand associations positively.

o No possibility of confusion amongst consumers with other offerings from Crest or P&G

• Financial

o Largest growing gum segment is non-sugar at 3% annual; Canadian non-sugar market worth

$378 million (2007)

• Other

o Canadian market does not have much competition, endorsement by CDA provides unique

proposition

Option 2: Denture Cleaning

Expanding into the denture cleaning category adheres to and adds more weight to the Crest brand promise of

caring for teeth for life. Our customers are living longer – to leave them at the point where they need

dentures may be inconsistent with the brand promise and potentially rob Crest of a valuable growth

opportunity.

6

The following summarizes how the denture cleaning category suits Crest’s branding policy. Further

detail provided in Appendix D.

• Fit

o Denture cleaning is part of the oral health market so there is a logical link

o Offers the clear value / benefit of white teeth

o Association with older target market may have negative associations and is not consistent with

Crest’s marketing communications (skewed younger)

• Value

o Consumers will not be confused about the offering of whiter dentures, it’s a logical link

o Strong association of Crest brand and whiter teeth amongst all target consumers

• Equity

o Does not conflict with any Crest offering; but P&G’s Kleenite is a denture cleaner

o Could be co-branded with Kleenite to raise the fortunes of both brands

• Financial

o Size of the denture cleaner market is expected to decline 15% over next 5 years (in the US)

• Other

o 3 main brands in this category, so Crest could compete; although Colgate could easily follow

Recommendation

After evaluating both options, extending into the dental gum category was deemed to the have the most

promise (Appendix D). Customers will be able to view the leap in to dental gum as a natural extension; while

moving into the declining denture cleaners market is not financially sound, ages the brand and hurts its equity.

Launch

Product

• A line of dental gums under the Crest Cavity, Crest Pro-Health, Crest Expressions and Crest Whitening

brands. This helps to link to established products and brands in the other categories and provide a

clear consistent message to oral health consumers. Additionally the key benefit each provides is clear

• Sample names include: Crest Pro-Health Dental Gum, Crest Expressions Dental Gum – Wild Berry

• Offered in 12 to 14 piece packages that distinguish it from regular chewing gum

7

Place

• To avoid being lost in the clutter the gum should be offered primarily in the dental/oral hygiene aisle.

This will necessarily require more marketing effort so customers know where to look

• With the endorsement of the ADA/CDA, the opportunity to promote at dental offices can be taken.

Many offices now have a closed-circuit digital systems that can feature product ads/information

Price

• A premium price of $2.50 to $3.50 per packet will signal to the consumer that the proven therapeutic

result it achieves is worth the price. Similar products range from $1.50 to $2.50.

People

• Crest can use its scientific / innovative origins and resources as a differentiator

• Crest (and P&G) has the marketing and channel expertise to enable a successful launch

Positioning Statement

• For those that love that fresh, healthy, shiny feeling that you get after brushing your teeth, Crest

Dental Gum gives you the fresh, healthy bright smile that Crest has been delivering your entire life.

With our revolutionary whitening ability, tooth decay fighting ingredients and great flavours, Crest

Dental Gums give you that freshness and benefits of brushing your teeth, in the convenience of a gum.

Summary

As mentioned at the outset, Crest has an opportunity extend its hard earned equity into a new category that

for consumers will be a natural extension of what they have come to know and trust in Crest products. By

following the recommendation and executing the proposed marketing plan the extension will benefit from: 9

• Improve brand image: dental gum will be better trusted leveraging Crest’s reputation

• Reduce perceived risk: likelihood of trial and distribution increased with Crest’s endorsement

• Marketing efficiency: dental gum can be positioned as extension of oral health program

Additionally Crest will:

• New customers: market is growing for non-sugar & therapeutic gum

• Increased market coverage: Crest & P&G do not have products in the space

• Clarify brand meaning: extended to gum with therapeutic benefits solidifies Crest’s value proposition

Appendix

Product Organization

Scope (oral hygiene)

• Toothpaste

• Mouthwash

• Floss

• Toothbrushes

• White Strips

Attributes

• Large

• Successful

• Scientific

Attributes

• Healthy

• Child Friendly

• Flavourful

• Fresh/Refreshing

• Trustworthy

Local vs

• Global (part of P&G)

Quality/Value

• Top brand

• Keeps teeth healthy

& white

• Range of prices

Use Experience

• Fresh tasting

• Healthy results

Users

• Everyone

• Professionals/Denti

st

• Marketed to < 40

Country of Origin

• USA

8

Appendix A: Crest’s Brand Identity

Organization Person Symbol

Attributes

Large

Successful

Scientific

Personality

• Young

• Fun

• Attractive

• Reliable

• Trustworthy

Visual Image and

Metaphors

• Shiny & bright

smiles

•

Local vs. Global

Global (part of P&G)

Customer/Brand

Relationships

• Loyalty

Brand Heritage

• N/A

Symbol Visual Image and

Metaphors

Shiny & bright

smiles

Brand Heritage

N/A

Appendix B

Crest’s brand portfolio spans the toothpaste, toothbrush, floss, rinse and strip categories.

prominently positioned as master brand; separate products are identified

with tartar control) and its product type or category (e.g. gel toothpaste).

Sensitivity Whitening Toothpaste.

Of course there are exceptions to the rule. The Crest portfolio also contains

sub-brand serves as a ‘slave’ to the Crest master brand and is

linchpin brand that can be leveraged to enter other categories.

as co-drivers in respect to the Crest brand. In the cases where sub

primary and secondary benefits they provide (e.g. Crest Pro

In all cases the relative importance of the Crest brand is strongly evident in the packaging. Where Crest is the dominate brand the Crest logo is promi

sub-branded scenarios the size of the Crest logo is substantially reduced.

Toothpastes

Regular Gel Liquid Gel Striped

9

B: Crest Brand Portfolio and Hierarchy

toothpaste, toothbrush, floss, rinse and strip categories. For the vast majority of products i

; separate products are identified in large by the primary and secondary benefits10,

with tartar control) and its product type or category (e.g. gel toothpaste). Example products that fit under this structure are Crest Whitening Toothpaste

The Crest portfolio also contains several sub-brands that differ in relationship to the master brand. The

to the Crest master brand and is used across both the toothbrush and rinse categories. Pro-Health may have the ability to be

linchpin brand that can be leveraged to enter other categories. In the toothpaste, floss and whitening system categories, Sensitivity

In the cases where sub-branded products exist they are given different identities as described above according to the

secondary benefits they provide (e.g. Crest Pro-Health Enamel Shield Toothpaste).

importance of the Crest brand is strongly evident in the packaging. Where Crest is the dominate brand the Crest logo is promi

branded scenarios the size of the Crest logo is substantially reduced.

Figure 1: Crest Brand Hierarchy

Striped

Toothbrushes

Kid's Youth

Floss

Regular Picks Threader

Rinse

Rinse Mouthwash

For the vast majority of products in the brand spectrum Crest is

, if any, they provide (e.g. whitening

xample products that fit under this structure are Crest Whitening Toothpaste or Crest

brands that differ in relationship to the master brand. The Pro-Health

Health may have the ability to be

Sensitivity, Glide and Whitestrips serve

are given different identities as described above according to the

importance of the Crest brand is strongly evident in the packaging. Where Crest is the dominate brand the Crest logo is prominently; in

Whitening System

Note: flavour purposefully excluded as part of the branding hierarchy

Regular

Crest Cavity

Regular

Crest Kid's

Sesame Street

Crest Pro-Health

Enamel Shield, Clean Night, Clean,

Whitening

Crest Sensitivity

Regular/Soothing

Whitening, Extra

Whitening, Whitening

plus Scope

Crest Tartar Control

Regular

Crest Cavity Crest Kid's

Barbie, Cavity,

Spiderman

11

Figure 2: Toothpaste Brand Hierarchy

as part of the branding hierarchy

Toothpaste

Gel/Liquid Gel

Crest Kid's

Barbie, Cavity,

Spiderman

Crest Extra Whitening

Tartar Protection

Crest Multicare Whitening

Crest Natures Expression

Crest Plus Scope

Crest Tartar

Whitening

plus Scope

Crest Whitening

Expressions

Crest Wild Expressions

Crest Vivid White Night

Striped

Crest Whitening

Expressions

Crest Whitening

Plus Scope

Crest Baking Soded & Peroxide

with Tartar

Crest Extra White Plus

Scope

Category Hierarchy and Naming Policy: Toothbrushes

In the toothbrush category the brand hierarchy is noticeably simple

brand. While Crest lists Oral-B in the brand portfolio; in its truest sense Oral

In the toothbrush category the 3-level brand hierarchy is broken out by the

Segment | Licensed brand (optional) | character (optional).

Licensed brand | product category | character. For example Crest| Kid


The current naming strategy strays for Crest’s structure that more clearly outlines the product benefits

Nonetheless no proposed changes are being proffered since the toothbrush category

Kid's

Licensed Brand (Sesame Street)

Character

12

: Toothbrushes

is noticeably simple. The first level of the architecture is the the target group, the next level (if any) is the co

B in the brand portfolio; in its truest sense Oral-B belongs to the P&G oral hygiene brand portfolio and is thus excluded.

level brand hierarchy is broken out by the target consumer (i.e. child vs youth) and then optionally by liscenced brand

character (optional). The naming architecture borrows from the brand hierarchy and is built as follows:

For example Crest| Kid’s | Sesame Street | Toothpaste | Big Bird.

strategy strays for Crest’s structure that more clearly outlines the product benefits – although Crest has used ‘kids’

Nonetheless no proposed changes are being proffered since the toothbrush category is really managed by Oral-B for P&G.

Figure 3: Toothbrush Brand Hierarchy

Toothbrushes

Licensed Brand (Sesame

Youth

Regular

is the the target group, the next level (if any) is the co-

s to the P&G oral hygiene brand portfolio and is thus excluded.

and then optionally by liscenced brand. Target

borrows from the brand hierarchy and is built as follows: Master-brand |

although Crest has used ‘kids’ as a general benefit.

Category Hierarchy and Naming Policy: Floss

In the floss category the 4-level brand hierarchy is broken out by the product type (e.g.

secondary functional benefit (if any). Product Type | sub-

resembles the brand hierarchy and is built as follows: Master

Crest| Glide | Comfort Plus.

The prominence of Glide in the branding of Crest floss should be noted because when P&G bough the company In 2003

warranted its prominence in the naming and package of the floss.


The current naming is simple and clear and serves to highlight the primary

the pick and threader floss product-types extended beyond the current offerings it is suggested that it follows the ‘regular floss’ hierarchy.

Regular Floss

Crest Glide

OriginalComfort

Plus

13

Floss

level brand hierarchy is broken out by the product type (e.g. floss vs pick), then by sub-brand, then by

-brand| primary benefit (optional) | Secondary benefit (optional)

Master-brand | Sub-brand | Primary benefit (optional) | Secondary benefit

The prominence of Glide in the branding of Crest floss should be noted because when P&G bough the company In 2003,it had significant brand equity that

warranted its prominence in the naming and package of the floss. In this case Crest plays the moderate endorser role.

The current naming is simple and clear and serves to highlight the primary benefit of each product offering. A new naming architecture is not required.

types extended beyond the current offerings it is suggested that it follows the ‘regular floss’ hierarchy.

Figure 4: Floss Brand Hierarchy

Floss

Regular Floss

Crest Glide

Deep Clean

Shred Guard

Whitening

with Scope

Picks

Crest Glide

then by the primary benefit followed by

(optional). The naming architecture strongly

| Secondary benefit (optional) . For example

,it had significant brand equity that

benefit of each product offering. A new naming architecture is not required. Should

types extended beyond the current offerings it is suggested that it follows the ‘regular floss’ hierarchy.

Threader Floss

Crest Glide

Category Hierarchy and Naming Policy: Rinses

By way of distinction mouthwashes (i.e. Scope) kills germs associated with bad breath and is alcohol based

multiple benefits such as killing plaque causing germs, fighting gingivitis and managing bad breath and is alcohol free.

In the rinses category the 3-level brand hierarchy is broken out by the product type (e.g.

secondary functional benefit (if any). Product Type | Sub-

strongly resembles the brand hierarchy and is built as follows:

Crest| Pro-Health | Enamel Shield.

While Crest lists Scope in the brand portfolio; in its truest sense Scope belongs to the P&G oral hygiene brand portfolio and


The current naming is simple and clear and serves to highlight the primary benefit of each product offering. A new naming arc

1 Scope.com FAQ

Crest Pro

Enamel Shield

14

Category Hierarchy and Naming Policy: Rinses

kills germs associated with bad breath and is alcohol based while rinses (i.e. Crest branded prod

as killing plaque causing germs, fighting gingivitis and managing bad breath and is alcohol free.1

level brand hierarchy is broken out by the product type (e.g. rinse vs mouthwash), then by sub-brand

-brand, primary benefit or co-brand | Secondary benefit (optional).

strongly resembles the brand hierarchy and is built as follows: Master-brand | Sub-brand or Primary benefit | Secondary benefit

While Crest lists Scope in the brand portfolio; in its truest sense Scope belongs to the P&G oral hygiene brand portfolio and is thus excluded.


Figure 5: Rinse Brand Hierarchy

Rinses

Rinse

Crest Pro-Health

Night Rinse

Crest Whitening

while rinses (i.e. Crest branded products) provide

brand or primary benefit followed by

(optional). The naming archictecture

| Secondary benefit (optional) . For example

is thus excluded.


Crest Whitening

Category Hierarchy and Naming Policy: Whitestrips

Whitestrips arguably could be associated with the broader ‘home whitening systems’ category but because of its simplicity com

really in category of its own.

In the whitening system category the 2-level brand hierarchy is broken out by the sub

archictecture strongly resembles the brand hierarchy and is built as follows:

Premium



Whitening System

Crest Whitestrips

Daily Multicare

Classic

15

Policy: Whitestrips

Whitestrips arguably could be associated with the broader ‘home whitening systems’ category but because of its simplicity com

hierarchy is broken out by the sub-brand, then by the whitening strength.

archictecture strongly resembles the brand hierarchy and is built as follows: Master-brand | Sub-brand | product strength .


Figure 6: Whitening System Brand Hierarchy

Whitening System

Crest Whitestrips

Classic PremiumPremium-

PlusRenewal

Whitestrips arguably could be associated with the broader ‘home whitening systems’ category but because of its simplicity compared to other home kits; is

strength. Sub-brand| strength. The naming

. For example Crest| Whitestrips |


Renewal

Appendix C

16

Appendix C: Naming Policy

17

Appendix D: Category Extensions

Given the attributes of Crest identity as detailed in Appendix A a broad range of category associations can be derived for

which to consider category extensions – with both positive and negative connotations.

• Denture Cleaner

o Traditional dentures

o Retainers

o Braces

Notes: Associations with older customer targets may have negative brand associations, only 2 or 3 players in this

area, P&G has presence in dentures adhesives and cleaners.

• Health drink

Notes: Consumers may have difficult with Crest as a consumable/edible product

• Fresh breath products

o Mouth spray

o Mint

Notes: Opportunity may be too small, high number of competitors, association with candy may hurt “healthy”

identity

• Gum

o Chewing gum

o New/untapped segment in healthy gum

Notes: Large competitor base, association with candy may hurt “healthy” identity, good association with fresh

break, reinforces youthful market image

• Dental services

o Cosmetic (teeth whitening) service – stationary or mobile

o General dental care (branded dental centre/franchise)

Notes: Don’t have core capabilities, possible issue of consumer trust with Crest service/recommendations since

both a supplier and service provider, consumers have generally negative associations with dentists

• Mouth medicines

o Tooth aches

Notes: Positive connotations by helping people feel better, negative connotations with pain and dentistry

From the above list the most promising options – chewing gum and denture cleaners were selected for deeper

evaluation. Dentistry/Whitening service is also examined to investigate the possibilities of fundamentally extending the

Crest brand into services – which may not seem like a logical avenue.

18

Dental Gum

Crest’s “healthy”, “whitening” and “fresh breath” benefits can possibly be combined into a healthy chewing gum.

Practically speaking the attributes may lean more towards fresh breath but the category can fit with Crest’s generally

youthful messaging and reach the broadest range of consumers.

• The negative connotations that may be associated with chewing gum (e.g. sugar, tooth decay, etc.) could lead to

negative brand associations.

• Prior efforts in the past to combine Crest’s science with Wrigley’s market expertise and power have gone unnoticed.

Currently Crest whitening science is used in Wrigley’s Orbit gum, serving more of an ingredient brand11 role and

therefore not marketed as a Crest product.

• Research shows that “chewing sugar-free gum after eating is clinically proven to be an important part of good oral

health. It stimulates the most important natural defence against tooth decay - saliva - which, in turn helps fight

cavities, neutralize plaque acids, remineralize enamel to strengthen teeth and wash away food particles.” 12

• The American Dental Association has accepted sugar-free Orbit gum, so entering the space with Crests background

and expertise along with CDA/ADA endorsement can be an advantage.

• The CDA does not currently recognize any the dental/therapeutic gum

o Within two years of its ADA acceptance, Crest’s toothpaste sales nearly tripled, pushing Crest well ahead as

the best-selling toothpaste in the United States (1960)13; so endorsements in gum category can grow sales

• There are many competitors in the general chewing gum category so Crest would have to offer a different value

proposition. P&G does not have any offerings in this category so there will be no cannibalization issues.

• Trident White is probably best know product in sub segment – but lacks oral health credibility

• Colgate has a branded dental gum only marked in the UK

• Nearly 68.7 Million Chew Sugarless Gum; 10.3 Million Chew Dental Gum (USA)14

• Chewing gum market is $4.9 billion in North America; Sugar free sub-segment $378 million in Canada (2007)15

Denture Cleaner

While Crest has always been targeted to the entire family – for entire life, communications have generally

featured/targeted for young audiences – and certainly not seniors. So moving into the denture cleaner area “ages” Crest

somewhat and should be a consideration in how any products are branded or if the category is even entered.

• As people live longer and the demographics skew, a growth in denture wears may occur.

• Toothpaste is too rough on dentures, Crest’s rinse technology may be more appropriate

• Provides an opportunity to “play up” Crest’s scientific origins

• Fixodent part of P&G’s denture offering – but only in adhesives. Fixodent with Scope cleaner also offered.

19

• Kleenite part of P&G stable. Could co-brand with Crest; e.g. Kleenite with Crest. Could also abandon subordinate

Kleenite brand because Crest is one of P&G’s “billion dollar” brands and warrants the status; e.g. Crest Whitening

Denture Cleaner or Crest Kleenite Denture Cleaner.

• Competition is primarily Polident (GSK) and Efferdent (J&J)

• Nearly 27.2 Million People Use Denture Cleansers16

• Denture products $405 million17 (2008). Denture Products to Continue Slide to $346 Million18 (2014)

Dental/Whitening Service

The popularity of Whitestrips met a latent consumer desire for white teeth without inconvenience and cost of

traditional services. Leveraging its popularity in this area Crest could explore opening or endorsing a chain of centres

focussed on whitening and other basic dental care for children and adults. The centres could provide a different

experience and take away the stigma of dental visits.

Evaluation

The feasible options have been narrowed down based on criteria that centre on fit, value, equity, opportunity and

capability. Each criterion has been given a ranking from 1 to 3 (3 being the most important) and weighted according to

its importance in the evaluation scheme.

Criteria

Weight

Option 1

Chewing Gum

Option 2

Denture

Cleaner

Option 3

Dental/Whitening

Service

Fit/credibility

Promotes healthy teeth and beautiful smile 2 2 4 6

Success Factors

Do Crest strengths align with key needs 2 4 6 2

Business Opportunity

Size of category warrants effort 2 6 4 2

Differentiation

Is new value proposition offered 1.5 4.5 3 1.5

Defensible

Compete with incumbents and fend off competitors 1 1 3 2

Market Growth

Stagnant, shrinking or growing 1.5 3 2 1

Adding value

Does not cannibalize existing Crest or P&G business 1 2 1 3

Brand equity

Enhanced or tarnished by entry into new business 1 3 2 1

Organizational capability

Existing or easily attainable skills 1 2 3 1

Brand aspirations

Alignment with overall Crest goals 1 3 2 1

Professional Recommendation Dentist endorsement likely

1 3 2 1

Total 34.5 32 21.5

Table 1: Category Extension Evaluation

20

1 “Colgate/ Crest: Brand Profiles”, http://www.adbrands.net/us/crest_us.htm, accessed November 2, 2009

2 Datamonitor, Canada-personal products (2004)

3 “Crest” , http://www.americasgreatestbrands.com/volume7/assets/AGB%20pdfs/AGB%20Crest.pdf, accessed November 10, 2009

4 Light, Lary; Kiddon, Joan. Brand Revitalziation. Wharton School Publishing

5 “Extensions: Crest Biting Back With Whiter Strips” http://www.allbusiness.com/marketing-advertising/branding-brand-

development/4681531-1.html, accessed November 10, 2009 6 Aaker, David; Joachimsthaler, Erich. Brand Leadership. The Free Press.

7 Tybout, Alice M.; Calkins, Tim. Kellogg on Branding. Wiley

8 Aaker, David; Joachimsthaler, Erich. Brand Leadership. The Free Press.

9 Lecture #6

10 Benefits (from Crest.com) : Professional Care | Experience | Cavity Fighting | Easy on Sensitive Teeth | Whitening | Kids | Breath

Freshening 11

Tybout, Alice M.; Calkins, Tim. Kellogg on Branding. Wiley 12

“Oral Health Benefits”, http://www.wrigley.com/global/benefits-of-chewing/improve-oral-health.aspx, accessed November 11,

2009 13

“Crest” , http://www.americasgreatestbrands.com/volume7/assets/AGB%20pdfs/AGB%20Crest.pdf, accessed November 10, 2009 14

“Press release”, http://www.reuters.com/article/pressRelease/idUS137206+14-Apr-2009+BW20090414, accessed November 10,

2009 15

“The Canadian market for confectionary gum products”, http://www.ats.agr.gc.ca/can/4500-eng.htm, , accessed November 11,

2009 16

“Press release”, http://www.reuters.com/article/pressRelease/idUS137206+14-Apr-2009+BW20090414, accessed November 10,

2009 17

ibid 18

ibid

brand extension - crest - ebube anizor

Documents