After extensive and exhausting research for the past few months on our newest product “Clean Edge”, in which many of our internal departments and managers have contributed invaluable knowledge, time and energy in seeing that Clean Edge has an efficacious launch in the super-premium non-disposable razor market, I was appointed by Mr. Quimby to spearhead a recommendation to the executive steering committee on my proposals for the branding, positioning and marketing budget allocation of Clean Edge’s launch. I have included in this memo my proposals as well as the research that supports my conclusions.…
What strategy is this competitor using? Give a short description of their current strategic position -- products, segments, plants, capital structure, source of competitive advantage, etc. Consider their product line from a “consumer reports” standpoint.…
These clients are very demanding and always want a good product, so King of Shaves has a concern with the products’ quality. The product itself is made for and to be used by the company.…
Gillette dominates 70% of global razor market; their strategy is to keep on producing new products, developing new innovations, and remaining as the market leader in men’s grooming market. Gillette introduced its first razor in 1903; by 1971, they invented Trac II “the world’s first two-blade razor”. Comparing to the original one-bladed razor, the two blades work better. Then they came out with Altra, the razor with a pivoting head, in 1977. The Sensor came out soon after with spring-loaded blades; the spring-mounted blades allow the razor to adjust to the contours of user’s face. The SensorExcel was the first razor to include microfins on the cartridge head; the microfins give users a closer, more comfortable shave. This was the start of many new technological inventions that Gillette is producing. Most of these early inventions are more for the disposable usage because the design and features are simpler; the price is also more affordable.…
King of shaves, CEO and founder of the company is Will king. Who launched the company in 1993 which was near the start of the relationship marketing era, which was when marketing was more about building relationships with the customers and to encourage loyalty to their band than before, where the focus was put on the sale of their product. And the company has fully moved into the social marketing era, with the use of his own blog and of social media websites such as Facebook and twitter which is actually done by the CEO Will King himself as he quoted “I tweet as myself – the founder of the business – rather than have some marketing guy sat behind a computer pretending to be me so I think that gives me an authenticity. With the whole idea of what I call C to C - consumer to consumer recommendation (Enforbusiness interview – online).…
The media’s reaction to the “blockbuster” advertisement campaign highlights many of the campaign’s flaws. The campaign focused on the product features rather than its benefits. Due to the ad’s product focus, Gillette failed to communicate why the additional blades and elastomer handle coating improved the quality of consumer’s shave. The proposed advertising campaign would address these flaws and focus on the customer experience. In order to educate consumers, Gillette should employ a mass media campaign similar to Pepsi’s “Pepsi Challenge.” This campaign will include blindfolded individuals testing and comparing the Gillette Fusion with several other razors, and will be hosted by a celebrity who shares similar brand qualities as the Fusion. The celebrity will be young, sleek and innovative, like Ashton Kutcher or Dwayne Wade.…
The rate of new-product introductions for non-disposable razors and refill cartridges had accelerated in recent years, with an unprecedented flurry of 22 new stock-keeping units being introduced between 2008 and 2009. Most of these new SKUs were line extensions targeted at the super-premium segment and promoted benefits from advances in technology. Because of the new product introductions and in order to simulate demand, total media advertising expenditures in this category had been rising faster than retail market sales, and this trend was expected to continue. And the…
Maintain company harmonized portfolio: Gillette ‘shaving‘ vs. Old Spice ‘grooming‘. To continue with ‘grooming‘ functional products for Old Spice.…
The article recognizes the industry’s ongoing efforts to outdo competitors as we as themselves. Razors have evolved to two, three, four, and now five blades for both men…
While discussing the Shaver Info For Men, one should not ignore the role of a straight razor. There is a growing interest among most men across the world to shave with a straight razor. More details about this traditional razor can be seen in the website thetrendspotter.net. As more men have started using the straight razors in the recent times, more information has started pouring in the minds of men through books, articles, blogs and websites. In fact, professional barbers of yester years always use these straight razors and got the best results in the art of shaving. Here, the barber we mean the traditional barbers, not the modern hair stylist or a professional in a salon. Read this short write-up which is primarily intended to educate the…
Randall should use the “niche market” positioning concept. As the case points out, both “niche” and “mainstream” strategy will help Paramount to raise its market share in super-premium non disposable razor segment. But the “niche” strategy will enables Clean Edge Razor to contribute profit and at the same time, limit the effect of cannibalizing Paramount’s existing products. Two reasons Randall should use the strategy are presented below:…
Paramount’s newest non-disposable razor, Clean Edge, has brought a new hope for the company whose other products are either on the mature stage of product life cycle or on the declining stage. Clean Edge’s improved design provides superior performance and hence the top management is extremely excited. They need to come up with a marketing strategy including product positioning, brand name & marketing budget allocation for the upcoming launch. Another area of concern is how to deal with the cannibalization effect on the other range of non-disposable razors sold by Paramount.…
When trying to sell to the male population, some of the most popular products would be shaving products, cars and electronics. With shaving, every man wants a shaver that is going to give the cleanest smoothest shave,…
In regards to mainstream positioning, this may be an effective way for Paramount to retain its more loyal customers. The company’s last high-end product (the Pro) had attracted consumers since it was one of the more innovative products in the razor market. By introducing another cutting-edge shaving technology into the broad marketing position, it may help to keep those customers who want to stay up to date with the most innovative products. Mainstream unit volumes are expected to gain over three times that of the niche market in the first year. However, the new Clean Edge razor has great long-term potential. The down-side of entering this new product into mainstream would be the fact that the pro is already been marketed mainstream, and the clean edge would risk decreasing the brand power, and this would in turn lead to cannibalization. Positioning the product as a mainstream product, 60% of new sales would come from existing product lines. Also, with mainstream marketing comes a need to increase marketing in order to reach the mass amount of consumers.…
Gillette protects its industry leadership on the back of intensive expenditure in R&D and the careful recording of the experiences that men have using Gillette razors. Armed with its superior knowledge on shavers and shaving, Gillette manages to outgun the competition by constantly leaping forward with novel products, which therefore have superior quality.…