already decided to introduce Clean Edge into the men’s market where it has a strong presence. Jackson Randall‚ the product manager for Clean Edge‚ struggles with how best to position the product for the launch.It has two strategies in mind “niche” and “mainstream”. Randall must recommend an optimal strategy and provide supporting economic analysis of his decision--not just for Clean Edge‚ but for its effect on the entire company. What changes are occurring in the nondisposable razor category? Assess
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Toothbrush Case Study Basil Faruqui After developing a new the Precision toothbrush Colgate Palmolive is evaluating how to position it. The two options being considered for Precision’s positioning are a mainstream toothbrush‚ where they already have another toothbrush‚ or a super premium niche position where they don’t have any offerings. Other decisions that will follow the positioning decision would be price‚ distribution channels‚ advertising and promotion planning. The product has been developed
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down to three main problems: whether they should target niche market and price the product in the super-premium segment‚ or aim mainstream market and gain broad appeal‚ ;whether they should just emphasize the product name “Clean Edge” or add “Paramount” at the front to broaden brand image;whether they should sustain current market allocations and focus on niche market or increase the marketing budget for extensive advertisement in the mainstream market. Analysis In the past‚ nondisposable razors
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Positioning of Niche‚ Super-Premium Toothbrush Models Positioning of Mainstream‚ Professional Toothbrush Models Case Study: Colgate-Palmolive Precision Toothbrush Monique Priestley Winter 2011: MCDM COM588 Digital Media Marketing & Branding Analysis & Strategy Executive Summary In July 1992‚ CP senior management announced a new toothbrush model‚ the Precision‚ that was set to launch in early 1993. In order to meet consumer demand CP could introduce the toothbrush as a niche‚ super-premium
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Colgate Palmolive Case Analysis “Position Niche vs. Mainstream: In Respect to Sales Cannibalization” Analysis of the marketing strategic for Colgate-Palmolive’s (CP) new product launch of “Precision by Colgate” Toothbrush. How we would recommend to position (niche vs. mainstream)‚ brand‚ and communicate the product in respect to sales cannibalization of the existing Colgate-Palmolive product “Colgate Plus” to ensure achieving the highest possible return. Positioning: Consider Appendix 1.
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Clean Edge Razor: Splitting Hairs in Product Positioning Duanyi Feng 02/13/2013 1. What changes are occurring in the non-disposable razor category? * In US razor market‚ nondisposable razors experienced approximately 5% growth per year from 2007 to 2010. * Super-premium segment of nondisposable razor grew significantly. * Different kinds of product innovation appear in the market. * Replacement cycle has been shortened. * Media advertising expenditures rose faster than
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Clean Edge Razor: Splitting Hairs in Product Positioning Case Analysis Marketing Concepts Problem/Decision Identified This case is about ‘strategic positioning’ decision dilemma of a newly developed technologically advanced product. The product manager Randall of Paramount Health and Beauty Company- a Global player in health and beauty industry is faced with an intriguing question of how to best position the new product so as to have a right market
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the product does not cannibalize the existing non-disposable razor segment that is doing fairly good for the company. With this objective in mind‚ company had to choose between three alternative strategies which are: Launching “Clean Edge” as a “mainstream” technology product to be a market leader Advantages: a) Increase in profits and market share. b) Opportunity for higher profit margin with new “premium” product launched
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position clean edge. They have 2 options‚ either to position it as a niche product targeting highly involved fastidious groomers looking for superior shaving experience or to position it as a main stream positioning focussing on the broad advantage of the closet possible shave. The factors to be considered are the volumes‚ cost of production‚ impact of cannibalization and advertisement cost. Alternatives available Niche product • This will increase the diversity of the
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the Clean Edge razor should be priced in the super premium segment. But they are still sceptical on how to position the product. One strategy is to release the product into the mainstream razor market within the super premium segment and position it as the most effective razor available. Another is to introduce it as a niche product targeting the most intensely involved super premium consumers who look for superior skin care products. Both the positioning strategies have their own pros and cons. Also
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