[单项选择]
Creative Teams and Management
When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the months after the toothpaste’s six-country rollout, the product’s market share reached a meager 1%)— one-fifth of the company’s projections.
What went wrong A new round of market research found that the original launch strategy muted the "breakthrough" message; the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn’t buy the product’s broad claims. Up to this point, Colgate’s president, Bill Shanahan, had attended only quarterly review meetings; now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly
A. The results ran contrary to the company’s expectation.
B. It achieved a great success.
C. It took a great portion of market share.
D. The new technology was not popular among customers.
