to use mainstream strategy to promote Clean Edge Razor‚ the expense will account for 87% of the company’s annually marketing budget‚ which will definitely squeeze the budget of Paramount’s other cash cow products‚ and thus cause the tremendously potential risks on other product’s competitiveness in Moderate and value market. Secondly‚ after deducting the cannibalization effect‚ the profit come from “Paramount’s new customers” who buy Clean Edge Razor under niche strategy scenario in Year 1& 2
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Clean Edge Razor-Case Analysis Executive summary Paramount is planning to launch a non disposable razor ‘Clean Edge’. This company is a market leader in the non disposable razor market. Currently it is offering Paramount pro and Paramount Avail. The product based categorisation in hair removal market is non disposable razor‚ disposable razor‚ cartridges‚ shaving cream and depilatories. The non disposable razor and refill cartridge market is divided into three segments based on price and quality
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Clean Edge Razor Case 1. What is the marketing management problem or opportunity the case protagonist faces? Paramount must decide how it wants to position the Clean Edge Razor in the market. With the men’s grooming market segment poised for growth‚ it must figure out where the most profit opportunity lies (i.e.‚ super-premium‚ mainstream‚ etc.) and then proceed with an implementation plan. 2. What alternative courses of action can the protagonist pursue to address the case problem? One
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Living on the Edge It was a Friday afternoon in Dayton‚ Ohio and I could feel the blistering cold wind pound against my face. I made sure to checking every inch of my sled to make sure that I would be safe. I took one last look over the edge. Consumed by fear‚ I took the plunge off the cliff like hill with my red wooden sled. It was the winter of 2005 and I was 10 years old. Christmas break had just ended and I couldn’t wait to go to school to show off my cherry red wooden sled that I got for
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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
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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 MBA8145-Marketing Management Alpharetta‚ Summer-2011 GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009‚ Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product sales. The Non disposable razor
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Analysis of Clean Edge Razor Product Characteristics In 2007‚ Paramount developed a technological breakthrough in non-disposable razor segment called Clean Edge. It had a vibrating‚ ultra-thin five blade design and worked on AAA battery. A heavier handle allowed for better balance‚ grip and control while shaving and ultra-thin razor blade design reduces irritation. Clinical trials indicate that Clean Edge achieved a 25% increase in hair removal versus other leading non disposable razor brands. Market
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Positioning Clean Edge razor as niche would go nicely with the company’s current portfolio. Looking at the exhibits‚ it is clear that using this marketing strategy would lead to consistently high profit margins. Furthermore‚ Niche positioning will only require $15 million in marketing costs as opposed to $42 million in mainstream. There are some disadvantages to using this market position‚ such as the fact that this would limit the consumer base and there have not been any innovations in their
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Case Analysis – Ockham Technology 1. Assessment of the job Jim has done getting started and assembling key human resources a. Problems and Solutions Problem Solution Process Founding a team Define what they (Jim and Ken) can contribute Identify other needed skills/capabilities Decide number of people they need Look for ideal candidates from their network Complete Less than enough (co)founder commitment Jim and Mike quit their jobs Ken wrote a check as part of initial capital but did not quit his
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