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This exercise describes the competitive dynamics situation faced by two large companies, Colgate – Palmolive and Proctor and Gamble in oral care business. Both of them introduced a tooth whitening solutions and anticipated to sustain their competitive lead. P&G introduced its solution in August 2000 and Colgate followed it in September 2002. This was followed by another introduction by Colgate April 2003. The intensified the competitive battle between the two companies. The participants are required to get into the shoes of either Colgate or P&G to think through a competitive strategy. The case provides information on the estimated demand for tooth whitening solutions, gains and losses of the two companies, R&D expenditure, players in the oral hygiene market and legal framework for complaining to facilitate the analysis of the situation and decision making by the participants. The case can be used in modules on competitive strategy, innovation, and economics of strategy.

The purpose of this study is to examine how perceived fit between a line/brand extension and its parent brand moderates the evaluation of two economically identical promotions, i.e. buy one get one free (BOGOF) and 50 per cent off. A travel-sized painkiller is the product in this study.

A 2 (perceived fit: high or low) × 2 (promotion type: BOGOF or 50 per cent off) between-subjects design is used in this study. Participants, who are college students, are randomly assigned to the four experimental conditions.

The results indicate that parent brand attitude is more closely associated with line-extension attitude than with brand-extension attitude, line extension leads to lower perceived performance risk and higher stockpiling tendency than brand extension and BOGOF is preferred over 50 per cent off for line extension but 50 per cent off is preferred over BOGOF for brand extension.

For a low-price, non-conspicuous and stock-up product category such as painkillers, marketers should consider using BOGOF to promote a line extension and 50 per cent off to promote a brand extension. It is important to explore in future research as to how the findings can be applied to other product categories, other promotion types, other packages and non-student consumers.

This study is the first that examines how perceived fit of a line/brand extension moderates the evaluation of economically identical promotions. It integrates the literature of line/brand extension, perceived performance risk and prospect theory to advance the research on sales promotions for new products.

Look around the Web for articles and information about leadership and it will not be very long before you come across sites dedicated to the concept of a “global leader”. The TRIUM Executive MBA program, a “groundbreaking” alliance between the New York University Stern School of Business, The London School of Economics and the HEC School of Management in Paris is one such example. The TRIUM program aims to equip senior executives with the “knowledge and perspective they need to address business challenges on a global scale”.

Today′s high‐technology, global marketing environment has made consumer product information available across national boundaries. Explores how six multinational consumer product firms (Colgate‐Palmolive, Kraft GF, Nestlé, Procter & Gamble, Quaker Oats and Unilever) maintain, change or adapt different brand names for identical or similar products. Field research was conducted in supermarkets, medium‐sized grocery stores, department stores and drug stores from 1993‐1995 in 67 countries on five continents. Brand and country data were utilized to identify global, regional, spillover and single country brands. Additional information was collected on country of origin as well as point of sale. Product and brand distribution were analyzed by firm and product type. Less than 1% of brands were global brands (those found in 90% or more of the countries surveyed). Procter & Gamble has the most global brands, with 8% of the brands studied distributed in 50% or more of the countries. The majority of brands (50‐72%) are available in three or fewer countries.

Each Colgate‐Palmolive salesman now has a lightweight portable terminal linked to a central mini‐computer that incorporates a voice response unit. Marketed by Menzies Communications Systems Ltd, the system provides faster service to customers and speeds cash flow.

To get some insight into the issue of global branding and segmentation, we will look at an example of a multinational company that has several global brands. Colgate‐Palmolive is truly global in scope, with subsidiaries in 55 countries and an official presence in 120. The company's product mix includes several global brands and equities (Figure 1) including the two parent brands, Colgate Toothpaste and Palmolive Soap. The former is sold in 53 countries and the latter in 43. C‐P's early experience in global branding was similar to that of many other packaged goods companies that expanded their sales base in the early twentieth century. Basically, they took the key products that were successful in the United States and Europe and began to move them out across the developing countries. In many cases, the success of these brands appears to be due to the order‐of‐entry phenomenon. They often were the first entries into a country. They literally created the category and their names became synonymous with it. But were these truly “global” brands?

This study aims to focus on an interplay of brand stereotypes (Brands as Intentional Agents Framework [BIAF]) with an aspect of culture and its impact on behavioral intentions in an individualist culture (Norway) and a collectivist culture (Thailand).

This study incorporates a survey conducted in two cultures (Norway: N = 177 and Thailand: N = 288).

In both cultures, competence had a stronger effect on purchase intentions toward a brand than warmth. There was a stronger effect on brand purchase intentions of competence found for an individualist versus a collectivist culture, and we found a stronger effect of warmth on purchase intentions in a collectivist versus an individualist culture. The direct joint effect of warmth and competence on purchase intentions was brand-specific in Norway. Admiration mediated this joint effect in the collectivist but not in the individualist culture.

This study’s results point to cross-cultural variability of some of the effects of brand perceptions on behavioral intentions.

These findings suggest that international brand managers should consider both the cultural universality and the cultural variability of BIAF.

Despite extensive research on BIAF, studies on brand perceptions from the cross-cultural perspective are few. This investigation sheds some light on the differential effects of the framework across a collectivist and an individualist culture.

Colgate‐Palmolive Co. has extended a system, originally used only for global succession‐planning, into a valuable expatriate knowledge database. The database contains information – made available throughout the company’s worldwide network – on each manager’s experience or awareness of different cultures.

The purpose of this paper is to present a theoretical framework of the factors that potentially influence dissatisfied customers to continue purchasing from their existing service provider in the business‐to‐business (B2B) services sector.

This review paper synthesises the findings from previous studies on switching barriers, and relationship variables, dependence, and calculative commitment.

Five major factors deter customers from switching to an alternative service provider: switching costs; interpersonal relationships; the attractiveness of alternatives; service recovery; and inertia. These factors are mediated by dependence and calculative commitment.

This is the first comprehensive study of the factors that potentially influence dissatisfied customers to remain behaviourally loyal to a service provider in the B2B services sector. This important study has significance for marketers in developing strategies for customer retention and service recovery.

The purpose of this paper is to determine the factors that influence retail bank switching in the Ghanaian banking sector.

A detailed review of the extant literature and focus group discussions was used to identify 31 variables which were used to survey 419 customers of 18 retail banks in Ghana. Descriptive statistics and factor analysis were used to identify the main retail bank switching factors.

The result of the study indicates that service encounter failures, pricing failures, electronic banking failures, service recovery failures and core service failures accounted for retail bank customer's decision to switch banks in Ghana.

The focus of the study on Ghana limits the generaliseability of the findings. Moreover, the five factor structure identified in the study could be replicated in other countries, thereby setting the stage for cross-country studies on retail bank switching.

The study concludes that factors that account for retail bank switching in developed economies are not essentially different from the factors accounting for retail bank switching in Ghana. The study is thus significant especially to foreign banks entering the Ghanaian banking industry as it provides insight into how to satisfy and retain customers.