the Canadian market) and encourage prominent shelf facings. Distribution targets are 71% in B.C and 56% in Alberta. A total of $3.46 million will be spent on trade promotions with $1 million targeted to B.C. and Alberta.Results of the Western CampaignThe results of the campaign clearly had an impact, particularly Alberta where brand and advertising awareness had increased. However, market share had risen and then it dropped towards the end of the campaign. While the gain in market share in a mature, slow growing market can be encouraging; the cost of this growth was very high. With over $2 million spent on targeting B.C and Alberta, it will take Arctic Power four years to recover their investment if they maintain market share and reduce spending to normal levels. Furthermore, their competitors in the Alberta market, frustrating Arctic Power in meeting their goals, were matching their promotions.ARCTIC POWERS MARKET SHARERegion19831984198519861987*National4.75.66.46.56.7Maritimes5.35.76.36.36.3Quebec12.313.817.717.518.0Ontario0.91.11.10.81.0Manitoba/Saskatchewan0.20.20.10.10.1Alberta0.72.31.72.12.0British Columbia3.24.03.95.56.0* EstimatedTHE CURRENT DEBATESenior Product Manager Linda Barton favors using a regional strategy to promote Arctic Power. She believes a national campaign will provoke the competition, particularly Tide, into a trade promotion battle that will make obtaining market share and profitability margins extremely difficult to achieve. Assistant Product Manager Gary Parsons favors a national campaign. He believes Arctic Power is a quality product (equal to Tide), and if they can duplicate their British Columbia success nationwide, they will turn the market on its ear.The doubling, in recent years, of Colgate-Palmolive Canadas ABC detergents market share has to play a role in Arctic Powers desire to achieve dramatic results. Any decision Barton and Parson agree on will have to be approved by the senior management of CPC....
