The significant changes of the Canadian mouthwash market in the three years would be those competitive changes. Scope was the market leader in Canada since the brand been launched and approximately 12 percentage market share in the Canadian mouthwash market. On the other hand, in 1988 there were two competitors mouthwash brand enter the market: Cepacol and Plax. Especially, Plax was success and gained a 10 percentage share and became a threat to Scope. Based on the research, the major reason that made Plax became success is its strong image on the “remove plaque/healthier teeth and gums” attributes. On the contrary, from the consumer perceptions of brand images, it shows that Scope is below average in kill germs, remove plaque, and healthier teeth and gums category. Therefore, if there is nothing to do in the current situation, P&G may face some challenges and risks associated with its long-term position in oral rinses.
The company business team came up with different alternatives about Scope, the company should add plaque-reduction to Scope or have a line extension positioned as a “Better-Tasting Prebrushing Rinse”.
As Product Development Department members concerned, they prefer to add plaque-reduction to Scope instead of launch the line extension because a product test cost $20,000; also, the
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In the current mouthwash market, it seems like the market is sort of saturated and users also have their personal preferences based on those product attributes such as taste, benefits, and quality. The major competitive strategy of Scope is its great-tasting, which help it became the market leader; therefore, the company should keep it. The company mainly should do is to strong the product’s weakness: kill germs, remove plaque, and healthier teeth and gums; therefore, add plaque-reduction to Scope would help to strengthen the weakness in order to keep the current