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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Background 3 1.1 Company 3 1.2 Market 3 1.3 Competition 4 2. Brand analysis 4 2.1 Brand attitude 4 2.1.1 The Rossiter-Percy grid 5 2.2 Brand identity 5 2.2.1 Brand Name 6 2.2.2 Packaging 7 2.2.3 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
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1. Should Gillette enter the cassette market at all? Gillette Safety Razor Division (SRD) would be foolish to not enter the cassette market at this time in the game. With the established and well-trusted brand name on it’s side‚ Gillette will be able to exploit the undeveloped marketed to it’s fullest potential. The way that Gillette can accomplish this is by utilizing some of it’s biggest and strongest assets to overcome what the consultants believe are the three major problems in the industry:
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BAB003 7/10/00 Quality at Gillette Argentina Jorge Micozzi‚ President for Latin America of The Gillette Company‚ looked up from the report on Argentina’s Total Quality Management (TQM) program that was going to be delivered to the corporation’s quality council in early 1999. “As you can see from these business measures‚” he told the casewriter‚ “our TQM program has been very successful. This has been my most important program and Victor Walker‚ program manager‚ was the key to its implementation
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Gillette Case Analysis Key Marketing Issue/Challenge The key marketing challenge for Gillette is the company’s ever expanding product line. In the past few years‚ the Gillette brand has grown considerably. The company has released many new high-performance grooming products for men. The challenge in introducing a large number of new products in a short period of time is being able to properly market each one. It is difficult to release and market one new product‚ but if many
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Stephannie Niell Case # 14 – Gillette 1. Gillette has successfully convinced the world that “more is better” in terms of number of blades and other razor features. Why has that worked in the past? What’s next? Gillette has had the ability to appeal to men for decades and learn what they need and provide that for them. By “convincing” the world that more is better‚ it was simply done by their marketing team. The marketing team has used not only athletes throughout the decades but the research
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Sethi Gillette Case Study: In 1985‚ Gillete entered in the Indian shaving blade market through a joint venture company called ISPL with the House of Poddars. The Malhotras were the market leaders and shrewdly implemented the stock push strategy and thus‚ enjoyed around 80% of the share. The primary product was the carbon steel blade which was very cheap and was of an inferior quality as compared to stainless-steel blades. The other competitor was Wiltech which was facing heavy losses. Gillette believed
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without realize the folly effect of this action. The beauty of piece rate is higher productivity bring more profit to company. Employees earning more with piece rate means the company will earn more too. In addition‚ there’s nothing wrong for employees to earn more bonus if they’re doing a quality job as well as getting the work done quicker than others. The last but not least‚ Gillette Metal did not seem to have policies discouraging workers from leaving early or sleep in warehouse during working hour
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Gillette Cassette Case Study‚ 1/9/11 In 1970 Gillette Razors was dominating the manufacturing and distribution of men’s and women’s razors‚ blades and other toiletries. Their distribution to 500‚000 retail outlets in the US and the strong relationships of their sales team with chain retailers and wholesale distributors made them well-positioned to enter the emerging market of blank cassettes. Based on the research they received from their consultants‚ Gillette was smart to seriously consider
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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 organises a
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