Case. Skin- Tique Corporation Essay

They are women with incomes of $25,000 or more a year that care about their appearance and spend money on beauty products. They tend to have curly or frizzy hair. They are women that tend to use beauty salons and keep up with fashion and fashion trends.

Alternative 2 is the suggested recommendation. An aerosol package should be introduced for Softy and Silky shaving Gel since a sizable portion of customers demand it, current product life is maturing, in-house production capacity of tube configuration is limited, and the unit cost and per ounce cost for the aerosol product is lower than the tube packaging. The 10 oz. aerosol can should be offered in the toiletry section of stores along side competitor brand. This product will be competitively prices at $0.43 per ounce and will be located in a section of the store where new customers expect it to be. Also, it is reasonable to believe that customers will use slightly more product per application if they are dispensing it from a large container (10 oz. versus 5.5 oz.), thus potentially increasing sales volume. The 5.5 oz. tube should continue to be offered in the personal care section of the store since existing customers are extremely loyal to this product and expect to find it there. By continuing to offer the tube configuration in a different section of the store from the aerosol can, the product may retain its premium image. Furthermore, the 5.5 oz. tube maintains the highest per ounce contribution and offering it side-by-side with the aerosol can would allow for easier price comparison. With this strategy, there will be low relative cannibalization of the 5.5 oz. tube and high adoption of the 10 oz. aerosol can by non-customers. Of the

Gender is frequently adopted as a main tool of marketing in the case of particular technological devices and one of the most illustrative examples can be observed by looking at the design of razors. The blade itself appears to be no longer important in the contemporary society when considering the overall design of the razor. It is actually hidden and all that people can see is the impressive design found in both razors meant for men and razors meant for women. Moreover, the first thing that people are likely to see when buying a razor is the brand being present on the most prominent side of the package. The marketing strategies devised by razor producers are especially gendered and even their names are meant to influence buyers into thinking that they need to buy particular products.

* Customers: Male consumer products have been trending upward in the last decade. The customer segments are broken up into three areas; social/emotional, involved razor users, and uninvolved or maintenance users. Social/emotional are responsible for 39% of Nondisposable razors, Involved is for 28%, and maintenance users account for 33%. In 2009 consumers razors and replacement cartridges at a higher rate than ever before.

* Advertising expenditures increased significantly for newer and smaller players to grab the market share whereas established players did not increase it significantly.

According to Brazil basic social characteristics, and several other major competitors’ product, we decided our product types covered by the child toothpaste for the kids, healthy toothpaste for the elder, white toothpaste for young people, economic toothpaste for family. Our team pricing standards are to ensure that company earnings, guaranteed price competitive enough in the market, and guaranteed consumers can afford the price.

In January 2003, Michael Pogonowski, the chief financial officer of Aurora Textile Company, was questioning whether the company should install a new ring-spinning machine, the Zinser 351, in the Hunter production facility. This new machine has ability to produce a finer-quality yarn that would be used for higher-quality and higher-margin products. In deciding whether or not to invest this new machine, NPV and the payback period are critical factors. Firstly, we need to forecast the cash flows that the Zinser 351 will generate in the future. After calculation, the ten-year NPV will be $3, 172,582. Secondly, we use the payback period to analyze the acceptance of this project. Based on this analysis,

Examining the consumer behavior for nondisposable razors, we can observe that consumers are focusing on the premium segment. Also, they are becoming more sophisticated and expecting new technologies to smooth the shaving process. Focusing on that, Paramount should invest in the premium products category. Even though that would create cannibalism for the “pro-products” which is already loosing market.

The Indonesian economy has constantly grown within the last 20 years. However, the shaving market is still underdeveloped compared with Western markets. Hence, Gillette should provide more information to spread widely concept of shaving. Moreover, it should introduce new products to facilitate the introduction of shaving products to non-shavers and increase the frequency of shaving in current shavers.

Synopsis: Gillette has long been known for innovation in both product development and marketing strategy. In the highly competitive, but mature, razor and blade market, Gillette holds a commanding worldwide market share. The peak of its innovation occurred in 2006 with the introduction of the Fusion 5-bladed razor. Today, innovation in razors and blades is thwarted by a lack of new technology and increasing consumer reluctance to pay for the “latest and greatest” in shaving technology. Gillette must decide how to put the razor wars behind them and maintain or increase its share of the global razor market.

Pricing it too high will refrain customers from paying the premium price for such a product (razors are perceived as a trivial commodity), while at the same time there are other competitors in the market with far more attractive prices.

Hugo Boss has become known as an industry trend setter for its high quality men’s and women’s fashion apparel, shoes, and accessories. Product leadership, intimate knowledge of their market and customers, and operational excellence are what distinguish the company from others in the luxury fashion goods industry. From an operational perspective, the variability that exists as a result of designing and manufacturing short run fashion products is high. This perpetual shifting of demands and preferences makes it difficult to maintain accurate industry forecasts that result in high risk actions as manufacturing products with no guarantee of sale leading to large scale inventory systems.

Gillette has been successful in convincing the world that more is better, in regards to the number of blades and other features of a razor. To be successful in the

Paramount Health and Beauty Company is in the process of launching a new technologically advanced nondisposable razor “Clean Edge”. With its improved design, Clean Edge provides superior performance by utilizing a vibrating technology to stimulate hair follicles and lift the hair from the skin, allowing for a more thorough shave. The company has decided to introduce it in the men’s market where it has a strong presence. The company is now focussing on positioning and naming of this new product. It also needs to decide on the promotional activities to be performed adhering to the budget constraints and also must decide on the distribution channels through which it can reach to the masses.

This case study is located in the Assignment Section of your Blackboard.  You are to analyze: