Gillette is going to choose a strategic option for Fusion and Fusion Power‚ its new breakthrough offering‚ which are following the MACH3‚ the former successful exiting offering‚ in order to increase sales of Fusion and Fusion Power of which sales are flat 10.6% in 1st quarter to 10.8% in 2nd quarter‚ which is little bit disappointing‚ compared to the MACH3 (See the Exhibit 1.) Decision I strongly recommend that Gillette should launch new advertising campaign with a promotion campaign‚ in order
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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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Executive Education Center Executive MBA program Teamwork: Sadik HAMIDI Khedidj hafid Rachid charmouh Clean Edge Razor. 1. The changes occurred in the non-disposable razor are as follows: * There was an increase by 5% on the market. * The rate of new product introduction had accelerated in the last years 2008.2009 by 22 SKUs. There are two types of competition for Paramounts: One linked to direct competitors providing the same product ( Prince; Bent and Klein;
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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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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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Introduction: An oxygen sensor‚ or lambda sensor‚ is an electronic device that measures the proportion of oxygen (O2) in the gas or liquid being analyzed. It was developed by Robert Bosch GmbH during the late 1960s under supervision by Dr. Günter Bauman. The original sensing element is made with a thimble-shaped zirconia ceramic coated on both the exhaust and reference sides with a thin layer of platinum and comes in both heated and unheated forms. The most common application is to measure the
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The Gillette Company ‚ was founded in 1901 by inventor King C. Gillette. It was a leading international manufacturer of consumer products ranging from electric razors to ballpoint pens. Gillette has three divisions: 1. Safety Razor division (blades and razors) 2. Paper Mate Division (writing instruments) 3. Personal Care Division-PCD (toiletries and cosmetics) PCD was responsible for Gillette’s U.S. entries in hair care‚ skin care‚ and deodrants /antiperspirants The Brands of Gillette are
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Gillette PCD: Marketing Planning and Control Situation Analysis: The president of the Personal Care Division of Gillette‚ Bill Ryan‚ is currently faced by a conflict of strategies employed to market their products. Two products have been discussed to show the way the two strategies worked and what results they could manage. White Rain (shampoo and conditioner) launched in 1985 had a market share of 3% in 1986. Right Guard (deodorant) was restaged in 1983 and has a share of 6.5% currently which
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Case Analysis Clean Edge Razor Splitting Hairs in Product Positioning Executive Summary 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
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Clean Edge Razor Haifeng Chen 1. What changes are occurring in the non-disposable razor category? Assess Paramount’s competitive position. What are the strategic life cycle challenges for Paramount’s current product as well as for Clean Edge? 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
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