Essay about Gillette's Acquisiton of Duracell

If the company decided to position the Precision toothbrush as a niche product many positive benefits would appear:

Market leaders: Duracel and Energizer (80% market share)  adaptation to consumer needs and valuable negotiating power with retailers

2 news for the top 100 brands: Gillette & Duracell: Retailers cannot afford them not to sell its

Braun has been producing innovative shavers from the 1950s and is known for their reliable yet affordable electronic equipment. However, the recent advancements with the introduction of Braun series 3 have created many rumors because they exactly resemble the Old Spice shavers. This has led to the belief that Braun is in severe trouble, hence are pulling off a marketing stunt by combining their products with that of the Old Spice products. However, the truth is far from the fictional stories revolving around the Braun series 3. Here is the simple fact behind the collaboration of Old Spice and Braun.

On January 28th 2005 P&G agreed to buy Gillette for $57bn (£30). Gillette was the number 1 in razor accessories and proctor gamble was number 1 in consumer products, a marriage of the best in their respective industries. The merger of the two companies created “the world’s largest consumer products conglomerate.” Gillette was a leader in its category of razors and batteries, merging with P&G provided it access to P&G’s technology and marketing skills. P&G added Gillette razors , Right Guard deodorant and Duracell batteries to its more than 300 consumer brands, including Ivory Soap, Head and Shoulders shampoo, Pringles, Crest toothpaste and Bounty paper towels.

By increasing successful and ideal operations and strengthening relationships with their customers, companies existing in this market diminish the significance of threat over newly accepted competitors. Toothpaste companies are still growing strongly, therefore additional firms are trying to enter the market to benefit from the increasing profits. However, most toothpaste companies have already made their name and their customers stay loyal to their brand, therefore it is hard to get into this market. With toothpaste being such a popular item and an essential in households,

The Procter & Gamble has vast differentiated products due to its innovation culture. This is not just the invention of new products and services, but the ability to systematically convert ideas into new offerings that alter the very context of the business (Charan, 2008). The product differentiation allows the P&G to charge premium price for its products and assists to capture market share from its rivals by increasing the product demand.

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

The projections expected from Lang to this option would be an increase in unit sales of low end brushes by 16%, of mid range brushes by 120% and battery operated ones by 25%. As of 2009, total unit sales of toothbrushes for Cottle India were 344.2 million units. Out of this, 299.5 million units consisted of low end toothbrush products. One of the major issues in considering this option is that persuading existing Cottle consumers to upgrade to mid range and premium products may increase the revenue generated from toothbrush products, but it may not be the best option to consider if goal is to increase overall toothbrush sales by

Could you identify any product systems in this product mix? Is the toothpaste considered a shopping, specialty or convenience product? At what conditions, could this product considered a business product? With respect to Scope, do you consider it a "star" or "cash cow"? Why? With respect to the product life cycle of scope, what is the current status of the product? What is your marketing advice at this particular product life cycle stage?

Innovation must be based on customers needs not just giving great features. In fact customers qualify a vacuum cleaner quality by just how great it cleans, the same thing for washing machines. In addition Dyson ought to update its pricing strategy with a specific goal to still selling at a premium yet inside a sensible distinction from rivals. Dyson ought to revaluate its marketing strategy from a global point of view. It is true that a sensible level of restriction is basic for success ,however an institutionalized worldwide positioning for Dyson as the top innovator premium product should be accentuated.

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.

One can then ask how well the other businesses fit the pattern. It seems fairly clear that toiletries do not. The pens business is, however, less clear-cut – it can be argued that Papermate’s downmarket pens fit the bill, but Parker’s and Waterman’s more up-market products do not (though the Parker brand appears to be less exclusive than once it was). The Braun range is even more problematic – is it really as obvious as the article makes it seem that Gillette, which has made a success of electric toothbrushes cannot do the same with electric shavers and kettles? Tefal has made a point of introducing small,

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

Gillette is successful because the focus on the one thing they know and that is men. They understand what men need for their grooming needs, and their products are sold all over the world (P Kotler, 2017). Gillette’s popularity has worked because of several factors, including high-quality innovation, consumer research, and mass communications. With their research, and the fact they have kept improving their product, Gillette has made many breakthrough product innovations, which should allow their success to keep increasing. In 1971, there was the Trac II, the first twin-blade shaving system, then the Atra in 1977 there was a razor with a pivoting head, and then in 1989 they developed the Sensor the first razor with spring-mounted twin blades dubbed (P Kotler, 2017). In 1998, Gillette introduced the Mach3 it was the first triple-blade system, surpassed only by the 2006 launch of the six-blade Fusion, promoted as “the best shave on the planet.” (P Kotler, 2017) It is possible that Gillette can become as successful with Women as Men due to the fact Procter & Gamble acquired Gillette in 2005 and Procter & Gamble are experts at marketing to women, due to the fact most of their lines such as dishwashing liquid, laundry detergent, and hygiene products are aim for their woman clients.