Gillette is going to choose a strategic option for Fusion and Fusion Power‚ its new breakthrough offering‚ which are following the MACH3‚ the former successful exiting offering‚ in order to increase sales of Fusion and Fusion Power of which sales are flat 10.6% in 1st quarter to 10.8% in 2nd quarter‚ which is little bit disappointing‚ compared to the MACH3 (See the Exhibit 1.) Decision I strongly recommend that Gillette should launch new advertising campaign with a promotion campaign‚ in order
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* Students launch Malaysia’s first weather balloon to Near Space * On 17th of March a group of high school students launch a weather balloon to up to 80‚000feet in the stratosphere to capture a glimpse of earth from near space. The launch is believed to be first of its kind in Malaysia. * This group consist of 8 passionate students from Hin Hua High School‚ they launched a weather balloon equipped with gps navigating systems & a digital camera to stratosphere at Sabak Bernam on
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Crawford-A.Di Benedetto/Ch.17&19/RP-04 PRASETIYA MULYA Announcement of the Launch Improvements will be done along the process New Budget will be approved & released Temporary Marketing arrangements will be made permanent 3 Common Launch Strategies The Innovative New Product The Offensive Improvement The Deffensive Addition see pp. 433 NPD/ M.Crawford-A.Di Benedetto/Ch.17&19/RP-05 PRASETIYA MULYA Launch
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national origin of the MNC is a major influence on the trade-off between global integration and local adaptation. Now‚ Gillette Group has a plan to set a subsidiary in Shenyang of China which is a advanced city in China. So choosing effective HR practices is very important for the development of this subsidiary. In this report‚ first‚ some practical HR methods of Gillette Group will be introduced and illustrated‚ and then through analyzing the differences between US and China to find out the barriers
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Identity Prism 8 2.2.3 Brand personality 9 3. Positioning 10 3.1 Possible positioning statements 11 3.1.1 Comparisons 12 3.1.2 Contrast between two statements 12 4. Celebrity endorsement 13 4.1 David Beckham and Gillette 14 4.2 Other Gillette celebrity endorsers 15 4.3 Match-up hypothesis 16 4.4 Future Endorsement 17 5. Retail Environment 17 Appendices Bibliography Appendices Appendix 1 – Marketing Week Article Appendix 2 – Questionnaires Appendix 3
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Q1. Should Insight be launched in Open World 2000? Pros: 1. First mover advantage. 2. Delaying the launch probably would result with competition coming up with similar product. 3. Mass propaganda possible via Open world. Less marketing expense (presently that is one of the key expense areas for Precise). Cons 1. No proper user interface – would hamper the reputation of the product and company as a whole (something for which they have stood for ). 2. Since the roll out will be
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communication‚ a reality. Such nodes are called as sensor nodes. Each sensor node is capable of only a limited amount of processing. But when coordinated with the information from a large number of other nodes‚ they have the ability to measure a given physical environment in great detail. Thus‚ a sensor network can be described as a collection of sensor nodes which co-ordinate to perform some specific action. Unlike traditional networks‚ sensor networks depend on dense deployment and co-ordination
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Case No. 5 Developing the Marketing Plan Case: Gillette Indonesia I. BACKGROUND In October 1995‚ Chester Allan‚ Gillette’s country manager in Indonesia‚ was developing his unit’s 1996 marketing plan. Once completed‚ it would be forwarded to Rigoberto Effio‚ business director in Gillete’s Asia-Pacific group based in Singapore. Each year Effio received and approved marketing plans for the 12 countries in his region‚ which reached from Australia to China. Once approved by Ian Jackson‚
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The Gillette Company ‚ was founded in 1901 by inventor King C. Gillette. It was a leading international manufacturer of consumer products ranging from electric razors to ballpoint pens. Gillette has three divisions: 1. Safety Razor division (blades and razors) 2. Paper Mate Division (writing instruments) 3. Personal Care Division-PCD (toiletries and cosmetics) PCD was responsible for Gillette’s U.S. entries in hair care‚ skin care‚ and deodrants /antiperspirants The Brands of Gillette are
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FROM: Giuseppe Fornaro TO: Edward “Cutting Edge” Barber‚ Head of Gillette Shaving Division RE: Rejuvenating the strategy of Gillette’s razor business Current Strategy Gillette has grown to be a power brand in the shaving industry. Its products are seen as premium quality and are thus sold at a premium price. Gillette’s current business model consists of high spending in marketing and product development (R&D). Gillette’s traditional competitive strategy for razors is to focus technology
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