. How is the Gillette Series being positioned with respect to (a) competitors, (b) the target market, (c) the product class, (d) price and quality? What other positioning possibilities are there? a. Premium to competition
b. The Best a Man can Get" - not the most appropriate or cheap at all, but the most value added products, building on the popularity of sensor. c. Differentiated on functional attributes through innovation d. Price premium at an index of 110 to 120.
There are many other positioning possibilities for a Brand. Gillette can position the various products it has separately, or treat Gillette as a master Brand. If Gillett is one Brand, then the positioning should be the same as for the other series of men’s grooming products. However if it breaks it into categories, then there is a shaving line, and then a deodorant line, and it can get into an aftershave line as well, unless it wishes to keep it aligned with the shaving category. In this scenario there can be 3 distinct positioning that Gillette can take up in the consumers’ minds. 2. Is Gillette making the best use of the brand equity that has been created with Sensor? Given that Gillett is attempting to make a name for itself and that Sensor has been its biggest success, it makes sense to use the impetus of that to tie into the rest of its line. The tagline of the best a man can get is a solid enough vague claim to make, and own. Since the equity was established for the 'the best a man can get' and not just Sensor, Gillette is making good use of this, since the Sensor can be seen as a product from Gillette, and one that works very well, at least as per consumer response. Also, given that for men’s grooming, shaving is tied into the process very intricately, it is a logical next step to build onwards from shaving razor blade. However, releasing so many different product types into the market is not the right way to do so. 3 What strategies do you propose to Gillette? Address the entire...
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