Marketing Case Analysis - Clean Edge Razor Case - Team members * Min Woo Song * Yang-hee Park * Yekaterina Li * Onofre C. Mateo * Khanan Pinnoi Clean Edge Razor Case 1. What changes are occurring in the non-disposable razor category? What are the strategic life cycle challenges for Paramount’s current products as well as for Clean Edge? Assess Paramount’s competitive position. (1) Market growth in super premium segment Non-disposable razor experienced approximately
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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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4249 JANUARY 19‚ 2011 JOHN A. QUELCH HEATHER BECKHAM Clean Edge Razor: Splitting Hairs in Product Positioning On August 9‚ 2010‚ a group of executives from Paramount Health and Beauty Company (Paramount) sat in a research room intently observing a dozen men shaving on the other side of a two-way mirror. The subjects were testing out Paramount’s newest nondisposable razor‚ Clean Edge‚ and discussing the experience. The verdict was extremely encouraging. The majority of men felt it was the
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Clean Edge Article response 1. What changes are occurring in the non-disposable razor category? The non-disposable razor category has experienced tremendous growth in recent years‚ boasting a steady 5% growth per year from 2007 to 2010. This growth can be attributed to introduction of new innovative products; 22 between 2008 and 2009. There is increased competition for shelf space‚ which was forcing distribution to shift outside traditional food and drug stores. In 2000‚ food stores
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Case 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
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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 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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albert rosenberg‚ william kim and Shareholders from: jackson randall subject: paramount clean edge date: 8/16/2010 After extensive and exhausting research for the past few months on our newest product “Clean Edge”‚ in which many of our internal departments and managers have contributed invaluable knowledge‚ time and energy in seeing that Clean Edge has an efficacious launch in the super-premium non-disposable razor market‚ I was appointed by Mr. Quimby to spearhead a recommendation to the executive
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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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PunyamurthulaVinay Adithya S [Clean edge razor:splitting hairs in product positioning] The company has 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
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