a Sum-of-the-Parts valuation of Gillette‚ it fundamentally divide Gillette operation into parts and do individual valuations on all of them to take a fair value in the end. This valuation basically the replacement cost of each operation of Gillette. However‚ there are two problems with this valuation method. First‚ it does not take Gillette’s group cost-savings and synergies into consideration. Secondly‚ it does not take the cost-savings and synergies that Gillette can potentially offer to P&G too
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Huang‚ Ohanian Page 1 of 18 BIC: Honor the Past‚ Invent the Future BEM 106 May 2‚ 2006 Ray Huang Richard Ohanian Huang‚ Ohanian Page 2 of 18 TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................................................................ 3 COMPANY OVERVIEW .......................................................................................................................................... 3 PRODUCT BASKET .....
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not buy blades as often because their blades will not dull out as quickly. The quality of a blade will also play a role. If the quality of a blade is not good‚ it will dull out quickly. This can generate demand for higher end blades‚ which is where Gillette can capitalize on generating demand for their blades. Another factor is what appears in the media. When people consumers watch movies and television commercials and see good looking‚ well groomed actors‚ they will follow suit and emulate the
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Philips versus Matsushita Case summary of Philips: The company has built its success on worldwide portfolio of responsive national organizations (NO). The company was established by Gerard Philips and his father opened a small light bulb factory in Eindhoven‚ Holland in 1892.The company faced a tough fall. Gerald then recruited his brother Anton‚ a salesman and manager. In 1900 it became the 3rd largest producer of light-bulb in Europe and in 1912 Philips
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MARKETING ASSIGNMENT: GILLETTE CASE 1. Analyze Gillette’s planning and control systems These two management tools provide the company with the necessary information to run the different SBU’s from a marketing point of view. They are complementary to a such extent that they need each other to be meaningful. The planning system is focused on the creation of marketing strategies and marketing actions to develop the brands‚ based on information gathered a priori. Based on it‚ the company
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[2007] Group 6 Section B Gillette India Ltd MAK – II Project Abhishek Anand Abhishek Tiwari Nishit Jalan N P Easwaran Venkata Bhargava Talasila Wasi Rizvi Sec B Group 6 IIM Indore IIM Indore Group 6 Section B 1. EXECUTIVE SUMMARY 2. INTRODUCTION OF PROJECT 3. HISTORY OF GILLETTE 3.1. FOUNDATION OF GILLETTE INDIA 3.2. GILLETTE’S STRATEGY IN INDIA 3.3. SALES 3.4. STRUCTURE 3.5. PRODUCT DETAILS 4. ANALYSIS OF GILLETTE 4.1. FINANCIAL ANALYSIS 4.2. VISION AND FUTURE GROWTH 4.3. EXTERNAL
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Marketing Strategy and Plan – Session 6 Gillette’s Launch of Sensor The introduction of the Sensor Shaving System‚ one of the biggest product launches ever‚ forced Gillette to reevaluate its strategy in its shaving and non-shaving business. It had to decide whether to go ahead with the launch and if so‚ at what scale. Gillette’s top management had to make very important decisions regarding the launch of its Sensor line. They are questioning‚ on which markets to focus their launch‚ how aggressive
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28-02-78 Gillette Indonesia Marketing Plan Table of Contents 1. Executive summary 3 2. Situation analysis 4 2.1. Market summary 4 2.2. Market demographics 4 2.3. Market needs 5 2.4. Market trends 5 2.5. Market growth 5 2.5.1. Competition 6 2.6. SWOT analysis 6 3. Marketing strategy 8 3.1. Marketing objectives 8 3.2. Target markets 8 3.3. Positioning 8 3.4. Marketing mix 9 3.4.1. Product 9 3.4.2. Place 9 3.4.3. Promotion 11 4. Gillette Indonesia:
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A. CASE ANALYSIS I. Statement of the Problem How can Gillette Company maintain and improve its profitability? II. Objective 1. To reinvigorate the blade-and-razor system market while keeping the lead in the disposable razor market. 2. To develop strategies that will continue to sustain and increase the market share. 3. To maximize the profitability of the company. III. Analysis of Case Facts/SWOT Analysis Strengths 1. Gillette invented the blade-and-razor system. 2. Has
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will have considered moving their BI solutions to the cloud? Mark for Review (1) Points 1% 64% 12% 46% (*) Incorrect Incorrect! It is 46% 3. Why is Cloud disruptive to IT ? Mark for Review (1) Points (Choose all correct answers) LOB’s will demand IT to maintain the Software and Hardware LOB’s do not want governance over their data LOB’s will create their own analytical solutions (*) IT will focus less on Software
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