Review of Colgate toothpastes and brushes' current sales and projections of production:

The worldwide sales in the oral, personal and home care segment were $10.5 billion in

2006, up 70% from 2005. This increase in sales was possible and driven by volume, advertising,

and promotions. Due to Colgate Palmolive Company’s production efficiencies and innovations

sales in 2008 was projected to increase by 50%. This percentage was lower than 2005 to 2006

increases, because of the world’s economic problems. (Colgate Palmolive Company’s, 2006

annual report).

Designed pricing and services strategies for cooperative marketing of Colgate toothpastes and

brushes:

Sound marketing, forecasting and pricing processes form the foundation for an early

warning system to alert organizations to the need of rethinking and taken corrective steps toward

their marketing orientation. Building of confidence and credibility in forecasting helps marketers

secure and allocate resources to new initiatives as the organization begins to trust that forecasting

prowess will provide a more reliable measure of future profits to be gained through today’s

initiatives (LaPointe Peter, March 23, 2004). Colgate Palmolive company pricing and services

strategy is to set prices that will maximize more profits. Colgate should use market penetration

pricing by building larger plants for toothpastes and brushes, and setting its price low to win a

larger market shares. This will help the company to experience falling costs in product ion,

leading to market growth, and discouragement of actual or potential competitors from both

toothpaste and toothbrush industry. The new Colgate pricing drive is to drive growth and

penetrate deeper into the existing market. The focus will not only be to grab market shares from

competitors like Crests, Zest, Unilever, but growth and sustainability within the Colgate

Palmolive Company.