Table of Contents

Section/ Title Front Cover..... Table of Contents...... Section I: Organizations Business, Mission, and Goals 1.1) Business Definition... 1.2) Business Mission... 1.3) Business Goals (Production, Financial and Marketing) Section II: Organizational Growth Opportunities.. 2.1) Environment Opportunities... 2.2) Distinctive Competencies.. 2.3) Success Requirement 2.4) SWOT Analysis Framework. Page II 1 1 1 1 2~4 2 2 2 3-4 5~6 5 5 5 5-6 7~8 7 7 7-8 8 8 9~10 9 10 10 11~12 11 11 11-12 13 14 15~20

Marketing Mix Analysis.

a) Product Strategy b) Price Strategy. c) Channel Strategy... d) Communication Strategy... Section III: Product- Market Strategies... 3.1) Market Penetration 3.2) Market Development Strategy.. 3.3) New Offering Development.. 3.4) Diversification... 3.5) Decision Tree Section IV: Budgeting 4.1) Financial Budget (Pro Forma income statement).. 4.2) Operating Budget.. 4.3) Special Budget.. Section V: Marketing Audit.. 5.1) Strategic Aspects.. 5.2) Operational Aspects.. 5.3) Recommendations. Section VI : Latest Development.. Reference. Appendices..

Section I: Organizations Business, Mission, and Goals

1.1) Business Definition

Scope is positioned as a mouth refreshing brand and was the first brand in the market to offer effective protection against bad-breath and a good taste at the same time and marketed by Procter & Gamble, Inc. 1.2) Business Mission

Provide branded products and services of superior quality and value that improve the lives of the worlds consumers, now and for next/ future generations. In return, consumer will reward with leadership sales, profit and value creation, allowing people, shareholders and the communities in which live and work to prosper. 1.3) Business Goals

Production Objectives To achieve a brand that must be seen as different enough/ unique from the competition to build incremental purchases. Financial Objectives To achieve leadership share and profit positions and that, as a result, stakeholder wealth; such as, business, public, employees, shareholders, creditor and the communities will prosper. Marketing Objectives Increase the market share, sales volume, and profits for Scope; consequently, to achieve the brand loyalty and brand preference among the consumers. Besides, Scope marketing objective is to make sure the brands is addressing the consumer in a way that will cause top-of-mind awareness for Scope.

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Section II: Organizational Growth Opportunities

2.1) Environment Opportunities

Social-Cultural Force Consumers indicate that they buy the product to solve the socially related problem of Bad Breath and that mouthwash products are part of their basic oral hygiene. Regulatory Forces In Canada it is possible to apply for a seal of recommendation of the Canadian Dental Association. The CDA will decide whether or not they approve the application by investigating the medical effects of the substance. Hence, it is evidence that Scope have the opportunity to gain endorsement from CDA. 2.2) Distinctive Competencies

Market Share Leadership Scope was long experience in the oral hygiene industry since 1967. It became market leader in 1976 and since then it had been enjoying largest market share in Canadian mouthwash market. Scope is positioned as a mouth refreshing brand and was the first brand in the market because it offered effective protection against bad-breath and a good taste at the same time. Also, Scope great strength in the food stores, which is 42 percent (for example, supermarkets). Great Taste and Makes Breath Fresh Scope was the first brand that offered both effective protection against bad breath and a better taste than other mouthwashes. The taste/ flavor of Scope had positioned better than other mouthwashes. Scope advertising focused, Scope fights bad breath. Dont let the good taste fool you. 2.3) Success Requirement

Ability to maintain or continued of produce high quality product that P&G customers expect and to gain in the hypercompetitive market. Besides, Scope also needs to maintain hold in market.

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2.4)

SWOT Analysis Exhibit 2.0 - SWOT Analysis Framework of Scope

Internal Factors Management Marketing Manufacturing R&D Finance Offerings

Strengths

Weaknesses

External Factors Economic Competition

Opportunities

Threats

Consumer Technology Legal/Regulatory Industry/Market Structure

Based on the above Exhibit 2.0 outlines the SCOPEs SWOT analysis framework depicting representative entries for internal strengths and weaknesses and external opportunities and threats. Internal Factors i. Strengths Management Fill in management depth. Scope is a health care product of P&G. Scope has its own brand management, sales, finance, product development PDD and operations management groups. Besides, Scope gets a great strength in the food stores among competitor. Marketing P&G known to provide products that fulfill consumer needs at superior quality and value. Nevertheless, Scope has a first rating in mouthwash market share. Finance Scope strength in financials (costs) and retail prices. ii. Weaknesses Manufacturing Higher overall production costs relative to key competitor (Plax) R & D Poor track record in bringing innovations to the marketplace. For examples, Scopes product development had recently developed a new prebrushing rinse product that performed as well as Plax but did not work any better than Plax against plaque reduction. Offerings Too narrow a product line. Scope does only offer one benefit that is reduces bad breadth with a good taste.

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External Factors iii. Opportunities Economic Consumer income is quite high. Technology Scope can use the advance of technology for enhancing the production; like using computer operated machineries which are fully automated. By this, Scope can reduce the labor costs indeed. But also can using Internet to developing a new market. iv. Threats Competition Increased competition (Listerine, Listermint, Cepacol, Plax, and other store brands), while competitors are introducing more benefits. For instances, before the entry of Plax, brands in the mouthwash market were positioned around two major benefits that are fresh breath and killing germs; whereas, Plax was positioned around a new benefit as a plaque fighter and claims Plax removes up to three times more plaque than just brushing alone. Consumer Growing preference for benefit mouthwash, mouthwash market is increasing everyday; Scope is known for taste and fresh breath, due to the market (consumer trend) is moving towards health-related mouthwashes. It means consumer now focused on health benefits. Legal/ Regulatory The regulation of product-testing and labeling had increased in Canada. There are some organizations like Health Protection Branch (HPB) and The Canadian Dental Association (CDA); they have some requirements to pass their standard or nomination. For instance, P&G did not have a clinical database to convince the HPB to allow Scope to extend these claims into the prevention of inflamed gums (as Listerine does). Industry/ Market Structure Low-entry barriers for new competitors, hence, it shows a threat to Scope. But also too many competitors in this industry; this shows a direct treat towards Scope.

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Marketing Mix Analysis

a. Product Strategy Scope basically is considered as product-oriented in the mouthwash marketplaces which are under personal care - health care industry. In other words, Scope was the mainly primary product where to serve on customers who helped to remove bad-breath protection. The product called; Scope fights bad breath. Dont let the good taste fool you. Scope became the market leader in Canada. Furthermore, Scope is provided enhancement in term of taste; Scope are just not available in original mint flavor (green), but also new flavors such as peppermint (blue), cinnamon (red), citrus (orange), and new Scope White. See Picture A. Apart from that, entry of scope in product strategy also positioned its products into long lasting of mint-tasting mouthwash product and refreshing brand to attract customers purchase intention in first mover compared to others mouthwash products, significantly, it shows that Scope has capable to compete with others similar mouthwash products in health care line. b. Price Strategy Scope is implementing price penetration strategy to launch its superior products to specific countries. The pricing indicates the location of stores derived from food and drug stores significantly. The prices of Scope are slightly lower in food store as compared to drug store due to the numbers of users and the effectiveness of advertising significantly. In other words, the prices set by Scope are based on the countries itself whereby the numbers of buyers and customers preferences have bring the great impact on products pricing. c. Channel Strategy Scope significantly holding their market share through several distribution channels whereby their Scope products will be displayed on food stores, supermarkets, drugstores. Primarily, wholesaler Clubs (Price Club) also tend to be carried Scope products in order to strengthen the market share through different distinctive places. Needless to say, food store has highlighted the attraction of using Scope to mouthwash functions after having dishes. Whereas, Drug stores also another effective distribution channels where, it get rid of those drug seekers bad breath after drug. d. Communication Strategy Scope communication strategy can be divided into two, which is, advertising and sales promotion. Scope is perceived customers attention by advertising focused. Scope has a strong invest on
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Television advertising and advertisement. TV advertisement target mass of audience and it focused on the main product benefits of Scope. For instances, Scope fights bad breath. Dont let the good taste fool you. Scopes sales promotion is Free Samples of Scope mouthwash, Scope used free sample is to make consumers try the new product and increase sales among the users as well as attract new consumers to buy Scope new product. Furthermore, Scope also used Mailed couponing to attract more consumers and gain market share. It means, when you sign up a member of P&G- Scope; you will receive exclusive offers. Nevertheless, In-store Promotion is also one of the important promotion tools for Scope. The point of using in-store promotion is that the product needs to be seen by consumers, but also directly attract customers attention. Nonetheless, by using in-store promotion Scope can easily attracting new consumers. This is for sure.

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Section III: Product- Market Strategies

3.1) Market Penetration Strategy (Existing Offerings Existing Markets)

Scope had applied the market penetration strategy, by applying this strategy Scope no effort to be wasted in researching possible opportunities. Scope target market will be fresh breath, while major competitor Plax is focused on health benefit. Therefore, Scope spend more aggressive on advertising and add new flavor; such as, citrus, peppermint, cinnamon and new Scope White with a high-quality product. We would not recommend Scope continuously engages market penetration strategy; due to the market share for Scope has declined. Growth opportunities will either come from new products and benefits or taking market share from competitor. Therefore, suppose Scope will do nothing there is a possibility to lose market share in the next few years indeed. 3.2) Market Development Strategy (Existing Offering New Markets)

Market-development strategy dictates that an organization introduces its existing offerings to markets other than those it is currently serving. In the case, Scope engaged in a market development strategy when it entered Canada and United States. We recommend Scope could implement market-development strategy due to generate additional volume in a new market segment while allowing Scope to maintain its current position in the fresh breath and great taste segment. Scope can think more for the U.S. market than the Canadian market. Due to Scope already the leader in Canadian market while the U.S. market is led by Listerine. Nonetheless, Scope can investment more advertisement at U.S. market in order to achieve as a market leader at U.S. 3.3) New Offering Development Strategy (New Offerings Existing Markets)

Scope has engaged new-offering development strategy launching a line extension. Which is new flavored mouthwashes and pre brush rinse product, due to Scope believed it will maximize profitability of the Scopes brand. Scope also lowering its prices on Scope for attract consumer to buy Scopes product. Yes, in most ways than not, I would strongly recommend Scope to implement new-offering development strategy to satisfy customers wants. The major reasons are the market share for Scope has declined in last year and the industry seems to be maturing. The new product could be launched by using the Scope brand name. Scope is a well-known brand on the mouthwash market. Scope can
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be used an innovation - could be implemented by trying to create a new dimension of performance which includes the process of making an improvement of the product available. P&G should also attempt to gain the seal of approval from the CDA. This would help increase sales because the market is shifting more towards health-related issues. Moreover, Scope should be sales at food stores, and wholesale clubs but most important should be an increased effort to have strong sales in the drug store segment of the market. Due to the drug stores are responsible for 65 percent of the market sales and by increasing its presence in this area, consequently, it is evidence, Scope has great potential to increase sales. 3.4) Diversification Strategy (New Offerings New Markets)

Scope does not have adopted this strategy. We not recommended Scope to adopt this strategy; due to diversification is often a high-risk strategy because both offerings and market served are new to the Scope. And diversification should not be introduced because it could not only incur a high of capital and marketing costs but also cause confusion to the consumer. 3.5) Decision Tree

Action
Market Development Strategy

Response
: Aggressive Competition : Passive Competition

Outcome
: Estimated profit of $ 0.8million : Estimated profit of $1million

New Offering Development Strategy

: Aggressive Competition : Passive Competition

: Estimated profit of $1.5 million : Estimated profit of $2 million

The decision tree shows that the highest profits (expected of profit $2 million) will result if Scope new offering-development strategy is enacted and competitors react passively. Introducing a product line extension and product innovation under the current Scope brand name is the best strategic option. This will enable P&G achieve profit positions and reap the benefits of their establish brand name from different consumer needs, without losing traditional Scope brand and market share. For the most important, the new product Scope launch should offer more benefits/ unique then the competing mouthwashes to build incremental purchases! For instances, offer multiple benefit such as; prevents cavities, prevents gingivitis, reduces bad breath, germ killing ingredients, plaque removal as well as good taste fool you; that is 6in1=Scope.

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Section IV: Budgeting

4.1) Financial Budget

PROCTER & GAMBLE, INC - SCOPE Pro Forma Income Statement For the Years Ended November 30 2015 2014 2013 Scope volume (Units)(000) 465 464 463 $(000) $(000) $(000) 33,480 32,944 32,410 Sales 17,828 17,446 17,066 COGS Gross margin 15,652 15,498 15,344 Marketing expenses Advertising Sales Promotion Total Marketing Expenses General and administrative expenses Depreciation on building and equipment Labor Total Contribution Less: Fixed Costs Net Profit before (income)tax

3,559 3,057 6,616

3,455 2,968 6,423

3,355 2,881 6,236

400 500 900 8,136 6,146 1,990

400 1,000 1,400 7,675 6,027 1,648

400 1,500 1,900 7,508 5,908 1,600

*We estimated that Scope total units sold will increase 1,000units starting from 1990. Refer (Appendices) *We estimated that Scold price per will increase 2percent for every year starting from 1990. Refer ( Appendices) *Labor costs will reduce due to the advance of technology.

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4.2)

Operating Budget

Scope Cost of Goods Sold (2012NOV- 2015NOV) 2015 $/Unit Cost of Goods Sold Ingredients Packaging Manufacturing Delivery Miscellaneous Total 17.57 8.86 5.74 5.12 1.05 38.34 2014 $/Unit 17.23 8.69 5.63 5.02 1.03 37.60 2013 $/Unit 16.89 8.52 5.52 4.92 1.01 36.86

*We estimated that for every year Scopes COGS will increase 2percent starting from 1990. Refer (Appendices)

Scope Fixed Costs (2012NOV 2015NOV)

2015 2014 2013

Fixed Costs General Office Manufacturing Miscellaneous Total

$(000) 2,241 2,526 1,379 6,146

$(000) 2,197 2,478 1,352 6,027

$(000) 2,154 2,428 1,326 5,908

*We estimate that for every year Scopes Fixed Cost will increase 2percent; starting from 1990. Refer (Appendices)

4.3)

Special Budget

Scope Marketing Plan Inputs Scope Going Marketing Spending (2012NOV 2015NOV)
Year 2015 2014 2013

Advertising TV ads Radio Print ads Sales Promotion Contest Samples Coupons Demonstrations Total Marketing Expenses

$(000) 1,779 890 890 3,559 509 1,019 510 1,019 3,057 6,616

$(000) 1,727 864 864 3,455 495 989 495 989 2,968 6,423

$(000) 1677 839 839 3,355 480 960 481 960 2,881 6,236

*We estimate that for every year Scopes Special Budget of Marketing expenditure will increase 3percent starting from 1990. Refer (Appendices) BMR3134 STRATEGIC MARKETING Page 10

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Section V: Marketing Audit

5.1) Strategic Aspects

Yes in most ways than not, but we say YES that Scope not doing the right thing. Based on the case we know that consumer trend is moving towards health-related mouthwash but Scope only offers great-taste and mouth refreshment. Besides, Plax-competitor entered the market positioned around a new benefit - plaque fighter and focused on health-benefit. And this leads the market share for Scope has declined. Also, Scope does not enough make a distribution channel. Hence, growth opportunity will either come from new products and benefits. So, Scope management need a change and they need to take a decision from their available alternative in order to achieve the market share. 5.2) Operation Aspects

Based on the case it shows that Scope are not doing things right. Because Scopes product development/ R&D not able to develop or offer a new product which is work better than what the competitor do- Plax. Hence, before Scope launch a new product, Scopes R&D needs to understand the market very well what the current market trends, what the competitor do and just decides or choices the best ways which can help Scope to gain more profit and remain as a market leader share among competitor. 5.3) Recommendations

We recommend that Scope should take the same familiar taste in combination with ingredients to obtain health benefits in their new offering by used the new offering-development strategy in order to meet the needs of the other customers. And we strongly recommend Scope used the new offering-development strategy. That is introducing of a new product that offers more benefits under same brand name. First and foremost, P&G should attempt to gain the seal of approval from Canadian Dental Association. This would help increase sales due to; the market is shifting more towards healthrelated issues. For instance, Scope could add germ killing additives that reduces plaque and apply for a CDA approval seal. Nevertheless, Scope should also distribute this new offering product to food stores, drug stores and wholesale clubs. But, Scope should be an increased effort to have strong sales in the drug store. Due to, around 65percent of mouthwash sales through drug store, consequently, by increasing in the drug store, Scope has a great potential to increase the sales indeed.
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Moreover, Scope should need to explain, inform, persuade the market to buy Scopes new offering product through communication channel such as advertise the new offering through TV, radio and Print Ads. But also, demonstrate the product in major drug store chain, sample, contest, and coupon. The main purpose is to make consumers try the new offering and increase the sales of the current users as well as attract new customers to buy this new offering. Moreover, through technology advance Scope could improving production by upgrading technology, for instance, using computer operated machineries which are fully automated. So, it is evidence that through using the technology Scope can reduce the labor cost. This is for sure and unquestionable. Nevertheless, we also recommend Scope upgrading the technology.

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Section VI : Latest Development

Scope Mouthwash as an important Oral Hygiene Tool Scope Dual-Blast mouthwash Breathe easy with new products that help eliminate garlic and onion-breath. Scope introduced its latest collection of products featuring new Dual-Blast technology, which helps eliminate strong food odors, especially onions and garlic, while killing bad breath germs. Scope Dual-Blast mouthwash helps give consumer the confidence to enjoy favorite foods without having to worry about bad breath (Picture B). Besides, that has two flavors under Scope Dual-Blast mouthwash which are Fresh Mint Blast and Icy Mint Blast. Scope Outlast Minibrush One of the Scopes latest development products is their Scope Outlast Minibrush (Picture C). The unique brush requires no water consequently; you can have fresh breath whenever you need it. The small brush contains Scope Outlast gel. The brush features are high quality bristles, it can also be used as a tongue brush and includes an interdental pick. Therefore, the minibrush is perfect for after lunch, dates and before meeting or other social events. Scope Outlast Breath Mist Scope Outlast breath mist, long lasting peppermint and mint is the flavor. It is fresh breath any time; it is fat free and sugar free. Scope Outlast Breath Mint uses the same Outlast technology as Scope Outlast Mouthwash to deliver a refreshing blast of Scope flavor. The convenient bottle easily attaches to a keychain and stashes away in your purse, luggage, or pocket for kissable, fresh breath on the go (Picture D).

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Reference
Cravens, D.W; Lamb, C.W.Jr. and Crittenden, V.L., (2002). Strategic Marketing Management, Cases, 7th Edition, Mc-Graw Hill & Irwin. Scope, Courage encouraged, Portal & Gamble (2012). Online Available: http://www.scopemouthwash.com/ Scope, Product Health and Wellness, Portal & Gamble, (2010). Online Available:

http://www.pg.com/en_CA/product_card/hw_scope.shtml Scope Mouthwash. Facebook (2010). Online Available: https://www.facebook.com/scopemouthwash

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Appendices
Picture A: Scope product

Picture B: Scope Dual-Blast mouthwash

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Picture C: Scope Outlast Minibrush

Picture D: Scope Outlast Breath Mist

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Appendices - Budgeting Scope units sold in 1990 were 440,000 and Sales per unit were $44.10 Scope unit Sold
YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Unit Sold 440000 441000 442000 443000 444000 445000 446000 447000 448000 449000 450000 451000 452000 453000 454000 455000 456000 457000 458000 459000 460000 461000 462000 463000 464000 465000

Sold Sales/ units

YEAR Price/unit 1990 44.1 1991 44.982 1992 45.88164 1993 46.79927 1994 47.73526 1995 48.68996 1996 49.66376 1997 50.65704 1998 51.67018 1999 52.70358 2000 53.75765 2001 54.83281 2002 55.92946 2003 57.04805 2004 58.18901 2005 59.35279 2006 60.53985 2007 61.75065 2008 62.98566 2009 64.24537 2010 65.53028 2011 66.84089 2012 68.1777 2013 69.54126 2014 70.93208 2015 72.35072

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Cost of Goods Sold

Scope Cost of Goods Sold 1990 year Product Line Extension Adjustments
$(000) $(000) $/ Unit $/ Unit $/Unit $/Unit

Net Sales (440,000units) Ingredients Packaging Manufacturing Delivery Miscellaneous Cost of Goods Sold Gross Margin

18,150 3,590 2,244 1,540 1,373 280.5 (9,027.5) 9,122.5 8.16 5.10 3.50 3.12 0.64

41.25 *10.71 *5.40 3.5 3.12 0.64 (20.52) 20.73

44.10

(16.11) 27.99

*Product Line Extension Adjustments Ingredients = +2.55(+/-50%) Packaging = +0.30

Scope Cost of Goods Sold

YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Ingredient 10.71 10.9242 11.1427 11.3655 11.5928 11.8247 12.0612 12.3024 12.5485 12.7994 13.0554 13.3165 13.5829 13.8545 14.1316 14.4142 14.7025 14.9966 15.2965 15.6024 15.9145 16.2328 16.5574 16.8886 17.2264 17.5709 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Packaging 5.4 5.508 5.61816 5.73052 5.84513 5.96204 6.08128 6.2029 6.32696 6.4535 6.58257 6.71422 6.84851 6.98548 7.12519 7.26769 7.41304 7.5613 7.71253 7.86678 8.02412 8.1846 8.34829 8.51526 8.68556 8.85927 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Manufacturing 3.5 3.57 3.641 3.714 3.789 3.864 3.942 4.02 4.101 4.183 4.266 4.352 4.439 4.528 4.618 4.711 4.805 4.901 4.999 5.099 5.201 5.305 5.411 5.519 5.63 5.742 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Delivery 3.12 3.1824 3.246 3.311 3.3772 3.4447 3.5136 3.5839 3.6556 3.7287 3.8033 3.8793 3.9569 4.0361 4.1168 4.1991 4.2831 4.3688 4.4561 4.5453 4.6362 4.7289 4.8235 4.9199 5.0183 5.1187 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Miscellaneous 0.64 0.6528 0.665856 0.67917312 0.692756582 0.706611714 0.720743948 0.735158827 0.749862004 0.764859244 0.780156429 0.795759557 0.811674749 0.827908243 0.844466408 0.861355737 0.878582851 0.896154508 0.914077598 0.93235915 0.951006333 0.97002646 0.989426989 1.009215529 1.02939984 1.049987836

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Fixed Costs Scope Fixed Cost 1990

Fixed Costs General Office Manufacturing Miscellaneous Total Fixed Cost 1,366 1,540 841 3,747

Fixed Costs
YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 General Office 1366 1393.32 1421.1864 1449.610128 1478.602331 1508.174377 1538.337865 1569.104622 1600.486714 1632.496449 1665.146378 1698.449305 1732.418291 1767.066657 1802.40799 1838.45615 1875.225273 1912.729779 1950.984374 1990.004062 2029.804143 2070.400226 2111.80823 2154.044395 2197.125283 2241.067788 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Manufacturing 1540 1570.8 1602.216 1634.26032 1666.945526 1700.284437 1734.290126 1768.975928 1804.355447 1840.442556 1877.251407 1914.796435 1953.092364 1992.154211 2031.997295 2072.637241 2114.089986 2156.371786 2199.499221 2243.489206 2288.35899 2334.12617 2380.808693 2428.424867 2476.993364 2526.533231 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Miscellaneous 841 857.82 874.9764 892.475928 910.3254466 928.5319555 947.1025946 966.0446465 985.3655394 1005.07285 1025.174307 1045.677793 1066.591349 1087.923176 1109.68164 1131.875273 1154.512778 1177.603034 1201.155094 1225.178196 1249.68176 1274.675395 1300.168903 1326.172281 1352.695727 1379.749641

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Marketing Spending
Scope Marketing Spending Year 1990 were $3,160 Which is advertising $1,700 and Promotion $1,460
YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Advertising 1700 1751 1803.53 1857.6359 1913.365 1970.7659 2029.8889 2090.7856 2153.5091 2218.1144 2284.6578 2353.1976 2423.7935 2496.5073 2571.4025 2648.5446 2728.0009 2809.841 2894.1362 2980.9603 3070.3891 3162.5008 3257.3758 3355.0971 3455.75 3559.4225 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Promotion 1460 1503.8 1548.914 1595.3814 1643.2429 1692.5401 1743.3164 1795.6158 1849.4843 1904.9688 1962.1179 2020.9815 2081.6109 2144.0592 2208.381 2274.6324 2342.8714 2413.1575 2485.5523 2560.1188 2636.9224 2716.0301 2797.511 2881.4363 2967.8794 3056.9158

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