Clean Edge Razor Case

2) How is the nondisposable razor market segmented? What are the crucial elements of consumer behavior for nondisposable razors?

Sharp has a strong international presence and is a well known brand. It offers a variety of diverse products to its customers, including TV’s, laptops, and home appliances. A diversification of product portfolio is important as it protects company against risk of exposure in any particular line of business (Johnson, 2006). Therefore Sharp is relatively strong in this aspect. In addition, Sharp places an intense focus on research and development of new technologies and products, ensuring that their output is the best in the industry.

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 products as well as Clean Edge?

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.

After conducting in-depth financial analysis of SubtleWax, we were able to identify and pinpoint all future costs associated with the creation, manufacturing, and selling of our product. When interpreting the data for the cost analysis (Exhibit ), the product cost per unit (12 strips) totals $3.22. This is comprised of 3 sub-costs: $2.12 of direct material, $0.70 of direct labour, and $0.37 of manufacturing overhead. Furthermore, to get a sense of period costs and total product costs, we conducted an industry analysis in order to project revenue. As of 2017, the hair removal market was valued at approximately $880 million. This market is mainly made up of direct competitors that include wax strip products, wax solutions, and wax beans. Due to the amount

Colgate-Palmolive Company (CP) launched a new toothbrush, Colgate Precision, to the market. But having developed for three years, CP was fiercely competing with other companies in the market. In order to have the power to fight in the highly competitive market with substantial product activity, Colgate-Palmolive Co. was in a problem of considering the how to position its new product--Precision, and to define the market strategy in terms of positioning, branding, and communication strategy. It provided some options with details to the reader, hence, for such purpose, this case would be a decision case, finding the optimum to segment the new product to the target and how it should be marketed.

• Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesising deep knowledge of ayurveda and herbs with modern science.

For this reason, Gillette has always been trying to innovate in the market with new products. But they did not want their product to be bought just because they are a novelty but because it was perceived by the customer as a good quality product and have a staying power and product loyalty. This can be illustrated by the launch of the “Fusion” product by

Gillette posses many opportunities that can help expand the recognition of the brand. With the many products they develop their product expansion is strong. Gillette has branched off from just their basic razor to many more enticing

Statement: By based on research of Japanese market, P&G made clear targeting and positioning, and developed new products which fulfilled customers’ needs, built the effective distribution. As a result, P&G could establish differentiation advantages for the following. • Product: “Foaming massage cloth” , Elegant dispensing box “Foaming massage cloth” increase skin circulation through a massage while boosting skin clarity due to the microfibers’ ability to clean pores and trap dirt. • Price: Premium price • Place: Luxury and nice counter at department store • Promotion: Counseling by Beauty counselor, TV advertising, Beauty magazines

P&G is to become a leader in the European market of two in one hair products. The first year objective is to attract new European customers from competing brands to shift to the use of shampoo to BC-18. The aim is to exert a pull on the population in order to create a new market niche inside the shampoo market and encourage the people to use the new BC-18. In effect BC-18 technology serves the core need of washing hair and therefore it has to compete with the different national brands which are often well established.

2. Does SK-II have the potential to become a global brand within Proctor & Gamble’s worldwide operations? Why or why not?

In the present era of mechanical life, most of the people have turned towards electric razors since manual shaving takes more time than they can afford to invest. This has led to an enormous increase in the trend of using electric razors. However, if you are still ambiguous about choosing one, then you have landed on the right page. We have accentuated the fundamental information and benefits of using the electric razors in order to let you have a better understanding.

The main strategy of the company is to increase sales and penetrate deeply into both rural and urban markets. The company has only two products now. As the market share increases the focus will be on expanding to the country as a whole and then slowly to the global markets as well. Parallel to this the R&D department of the company will develop products for men as well. Also we would like to expand to the hair care segment. The R&D is working on it and by the end of 2015 this dream will come true.

Gillette is seeking means to retain dominance in market share they have lead for the last century. Along with sustaining market share Gillette has continued focus on expanding worldwide into less saturated markets. In this analysis multiple alternatives will be explored in order to make a recommendation on steps that would favor Gillette’s organization in meeting their aspirations.