Clean Edge Razor Case Study
Clean Edge Razor
MKTG600, Section 233
10/18/2012
Brief case study analysis of Paramount’s newly designed Clean Edge razor
Table of Contents INTRODUCTION 2 PROBLEM STATEMENTS 2 RECOMMENDATIONS & CONCLUSIONS 3 RATIONALE & ANALYSIS 4 APPENDIX & ATTACHMENTS 6 Exhibit A: Select Non-disposable Razor Brand Prices 6 Exhibit B: Non-Disposable Razor Unit & Dollar Market Share by Brand: 2007-2010E 6 Exhibit C: Financial Forecasts: Alternative Positioning Scenarios for Clean Edge 7 Exhibit D: Profit and Loss 7 BIBLIOGRAPHY 9
-------------------------------------------------
INTRODUCTION
Paramount Health and Beauty Company is set to launch a new non-disposable razor, Clean Edge, utilizing a vibration technology to improve men’s shaving experience. The new product is to be launched in the super-premium segment, which will mark the first time Paramount has played in this segment. Jackson Randall, product manager for Clean Edge, must decide on his product positioning strategy. By gathering information on past and future market trends, competitors, branding, and available marketing budget, this paper will provide recommendations and corresponding rationale to problems that Randall is facing.
-------------------------------------------------
-------------------------------------------------
-------------------------------------------------
PROBLEM STATEMENTS
This section will briefly present four noteworthy problems of the case, while indicating the root causes and providing the reasons they are significant.
1) One major problem that Paramount faces in marketing their Clean Edge Razor surrounds the method in which the company chooses to position the new product. Should Paramount decide to launch the new razor as a mainstream entry, versus marketing as a more differentiated niche strategy, they will likely cannibalize their existing core products, Pro and Avail. These core products are both marketed as a
MKTG600, Section 233
10/18/2012
Brief case study analysis of Paramount’s newly designed Clean Edge razor
Table of Contents INTRODUCTION 2 PROBLEM STATEMENTS 2 RECOMMENDATIONS & CONCLUSIONS 3 RATIONALE & ANALYSIS 4 APPENDIX & ATTACHMENTS 6 Exhibit A: Select Non-disposable Razor Brand Prices 6 Exhibit B: Non-Disposable Razor Unit & Dollar Market Share by Brand: 2007-2010E 6 Exhibit C: Financial Forecasts: Alternative Positioning Scenarios for Clean Edge 7 Exhibit D: Profit and Loss 7 BIBLIOGRAPHY 9
-------------------------------------------------
INTRODUCTION
Paramount Health and Beauty Company is set to launch a new non-disposable razor, Clean Edge, utilizing a vibration technology to improve men’s shaving experience. The new product is to be launched in the super-premium segment, which will mark the first time Paramount has played in this segment. Jackson Randall, product manager for Clean Edge, must decide on his product positioning strategy. By gathering information on past and future market trends, competitors, branding, and available marketing budget, this paper will provide recommendations and corresponding rationale to problems that Randall is facing.
-------------------------------------------------
-------------------------------------------------
-------------------------------------------------
PROBLEM STATEMENTS
This section will briefly present four noteworthy problems of the case, while indicating the root causes and providing the reasons they are significant.
1) One major problem that Paramount faces in marketing their Clean Edge Razor surrounds the method in which the company chooses to position the new product. Should Paramount decide to launch the new razor as a mainstream entry, versus marketing as a more differentiated niche strategy, they will likely cannibalize their existing core products, Pro and Avail. These core products are both marketed as a
Bibliography: [1] Quelch, John A., and Heather Beckham. Clean Edge Razor: Splitting Hairs in Product Positioning. Boston, MA. Brief Cases. President and Fellows of Harvard College. Jan 19, 2011. PDF.