1. TEAM 8

2. Agenda Timeline of planning system Control system Qualitative analysis of existing system Problem identification Problem establishment Comparison of marketing strategy Planning and Control 3. The Planning SystemConsists of preparing a Fact book in April through a series of meetings among Brand/sales/market ing managersAprilBrand managers develop plans based on the brand fact book which is reviewed by the operating committeeJulyBrand Categorizes: Budget Preparations and Strategic business plans were devisedBuild HoldHarvest WithdrawOctoberJanuary 4. Control SystemDaily Sales Report Division activity for the month through the previous day Activity that corresponds to the organization of the sales force Activity by major brand and form of brandInformal Measures LikabilityMonthly Sales Forecast Actual results for the month w.r.t the estimated sales Management Action Charts- SAMI Information figures by brand, region, form and overall Bimonthly Nielsen TwoOutlet Flash Report Information on sales in food stores and drug stores Figures by market share, detailed sales informationTrust Ask the Non expertPromotion of goods sold by total goodsNew forms, brand extensions, packaging and formulation 5. Qualitative Analysis Of Existing System Pros: System provides a powerful historical perspective in the plans that it generated Reduced Human error Knowledge database helps as a guideline Cons: Time Consuming Commitment Issues Some of the brands may suffer due to unfair resource allocation to prioritized brands You become Slave of the system 6. Problem Identification Ineffectiveness of Gillettes planning and control system Why did Right Guard as a brand fail to increase its market share Strategy of white rain: for the future or a one night stand 7. Problem Establishment Right Guards Failure Ineffectiveness of Gillettes- planning and control P&G Intense Competition Mennen , Old Spice, system Strategy Contribution in sales of a brandfuture drivers tonight productsof White Rain: for the main or a one classify stand it as Brandunclear positioning Weak and Categories Success of White users Frequent categorymaleRain may encourageGuard below Target market i.e. changes ranked Right other brand managers Lack of documentation Brands, Positioning strategies its competitors skip through the system etc. Not a standard procedure Right Guard retained its association with the old Aerosol May or may not work for all brands No knowledge sharing central platform image 8. Comparison Of Marketing Strategy Planned and well designed through traditional Marketing plan and control Carried Brand image through aggressive ad campaigns Perceived the brand as old-fashioned Lagged behind competitors like P&G and Mennen Market share of 7.6%, way behind expectationsRight GuardV/s Avoided documentation and lengthy procedures Minimal advertisement for consumer awareness and floor space Emerged as a high performer with low expectations Sauves price hike worked for White Rain to exceed expectations in sales 3% Market share which is very encouragingWhite Rain 9. Right Guard: Planning & Control Issues Burst of CFC scare Difficulty expanding outside aerosol Market share down to 8.5% to 9.9 % PCD could not afford to lose Right guard it gave quarter of operating profitsPlanning Restage process Retracting the old products off the trade shelves New packaging and product improvements through manufacturing Low level advertising initially and a sneak peak strategy Full product line promoted to create impact Launch worth 12.7 million USSD ad campaignResultsPresent Comparison of restage V/s without restage demand forecast Difficulty in getting away with the Right Guards old aerosol image Restage benefits over the long term Right guard moved to a hold brand Target audience changed to males 12-24 Focus on building image amongst youngsters (Right considered as an old fashioned) More market tests and if successful might allow another restage 10. White Rain : Planning & Control IssuesPlanning Low Price brands were becoming a growing force Most of the brands of Gillette were positioned as premium. An opportunity loss To roll out in the Southern region By passed CUT to launch the shampoo quickly Came out with 18ounce bottle No advertisement Brand developed special shelf displayResults Actual consumer sales and shipments surpassed the estimated valuePresent More Resources were given to work with Build Status A 3 share is not much 11. End Of Presentation