Case Brief #1 : Clean Edge Razor
October 29, 2013
1. Problem Statement: Paramount Health and Beauty Company having difficulty to choose position their new product (Clean Edge) in the market.
2. Situation Analysis:
Company (Paramount Health and Beauty Company)
Paramount is a respected brand in the industry since 1962
Paramount offered two lines of nondisposable razors and refill cartridges. The Paramount Pro for moderate segment and the Paramount Avail for a value offering Paramount is ready to launch newest nondisposable razor, Clean Edge Clean Edge is improved by utilizing a vibrating technology to stimulate hair follicles and lift the hair from the skin Paramount would be the first company to provide scientific testing by a third-party lab Jackson Randall, the product manager for Clean Edge, is considering the position strategy for Clean Edge
Food stores is important partner to support the sales. In 2000, food stores sold over half of all razors. Drug stores, mass merchandisers, club stores and other stores also partners with Paramount.
Male specific grooming products seemed to be a bright spot in the industry Electric shavers generally appealed to older consumers
Prince had been a market leader in nondisposable razors since the 1950s and held the number one position in terms of retail dollar sales in 2009. Benet & Klein (B&K)
B&K entered the nondisposable razor market in 1985 with the Vitric brand. B&K unveiled a new product line of nondisposable razors and refill cartridges (Vitric Master) in 2009. New Entrants such as Radiance Health Inc and Simpsons
On August 1, 2009, Simpsons launched a new nondisposable razor using its deodorant brand, Tempest. Radiance also planned to extend its deodorant brand name, Naiv, into nondisposable razors. Executives at Paramount had learned the Naiv razor was due to launch nationally in September 2010.
Nowadays, consumers are...
Please join StudyMode to read the full document