Five years later—the acquisition by P&G hasn’t paid off —yet • Gillette’s businesses have been a drag for P&G • Sales growth projections have been under met • Most of Gillette ’s senior managers have left. • P&G ’s stock has lagged behind key competitors ’‚ including Colgate-Palmolive Co. and Unilever • Efforts to expand Gillette and Venus brands have not been too successful-fewer people shave since they’re unemployed or don’t go out as much • There have been more international success (Europe
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Gillette The Razor Wars Continue Overview Case Overview: Founded in 1901 by King C. Gillette‚ the Gillette Company has been extremely successful since it’s inception into the shaving market. Gillette did such a good job from the start in the shaving market‚ that the company went sixty-years before having any meaningful competition for it’s customers. In 1962 Gillette was enjoying a seventy percent share of the market and everything was looking rosy for the top shaving product company in the
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Carlie HackmannMythological Companies Gillette Venus How you ever noticed how many Mythological places or figures are used in the names or logos of companies today? Although many people don’t believe in the Greek and Roman gods‚ they are very famous‚ or sometimes infamous‚ because of their fascinating stories. Many business owners use mythological figures to help portray their company’s product or service. Gillette Venus‚ for example‚ bases their name off of the Roman goddess Venus‚ also known
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Commentary on HBR Case: When Consultants and Clients Clash -by Vinodkumar Pralia‚ Section-D1‚ 341/47 Is the business relationship between the Statler Group and Kellogg-Champion Securities a lost cause? How should the consultants and the client handle the status meeting? The crux of the problem is the incorrect framing of tasks to be undertaken by Statler Group consultants. This has been the cumulative result of the lack of understanding of merger situations by Kellogg and over-estimation of
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P&G-Gillette Introduction On January 28th 2005 P&G agreed to buy Gillette for $57bn (£30). Gillette was the number 1 in razor accessories and proctor gamble was number 1 in consumer products‚ a marriage of the best in their respective industries. The merger of the two companies created “the world’s largest consumer products conglomerate.” Gillette was a leader in its category of razors and batteries‚ merging with P&G provided it access to P&G’s technology and marketing skills
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Business Opportunity Analysis [Airborne Express] Seoeui Hong 1316692 1. Identify the key buyers‚ products and geographies that Airborne Express‚ FedEx‚ and UPS try to serve. Are they similar or different? Airborne Express Federal Express UPS Product Line Air-express transportation + provides delivery service of small packages and documents FedEx Ground delivery (No shipment) (Business documents‚ electronic components‚ medical samples and replacement parts) Ground delivery
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Gillette Indonesia – What marketing plan would be appropriate for Gillette Indonesia? Situational Analysis Gillette is a well-known manufacturer of personal care products around the world. Blades and razors are the main revenue drivers accounting for 40% of total company revenue. * Strengths: Strong brand awareness‚ increasing incidences of shaving‚ market share of 50% expected in 1996. Consistent growth over last 5 years. * Weaknesses: Plant expansion delayed to 1997 – pressure
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It may appear that Gillette shareholders are getting a good deal; however‚ they could be getting a better deal. Gillette should receive closer to $60/share‚ and while an offer of $54.05 is a deal that is not as good as it could be‚ it is better than no deal at all. Using transaction multiples‚ we see that Gillette is being valued well above the market in valuations involving revenues‚ EBITDA and P/E multiples. Also‚ large benefits come to shareholders in the method of acquisition. Although it is
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1. What are four to five ways that specialty retailers differ from discounters (a la Wal-Mart)? Inventory turns: According to the data provided in the Williams-Sonoma Inc. case study (1990) average specialty store turns were just under 2x. If you look at the data from the Wal-Mart Article discount stores have turns many times that‚ actually turns around the neighborhood of 8x. Margins: Discounters such as Wal-Mart go for the high volume low margin approach. Sine their whole approach revolves
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Business Opportunity Analysis [Gucci Group N.V.(HBS 701037)] Seoeui Hong 1316692 1) Map the competitive positions of the different players in the luxury good business along the “cost leadership” (Y-axis) and “product differentiation” (X-axis) strategy map. Where is Gucci’s position on this map in 1990‚ 1994‚ and 2000 respectively? a. The luxury goods arena is a highly competitive industry in which companies must position themselves with both objective and subjective differentiating
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