Comprehensive marketing plan created in my Intro to Marketing course covering a SWOT Analysis, Competitive Review, 5 Ps of marketing, an Integrated Marketing Communications Strategy, Budget, Controls and a Channels/Logistics Review
- Gillette was founded in 1901 and introduced the first safety razor in 1904. It entered the Indian market in 1984 through a joint venture.
- Gillette produces shaving products and personal care brands like Oral-B, Braun, Duracell batteries, Luxor pens. It reported a 16% rise in sales and profits for the fiscal year 2007-2008.
- Gillette has a wide portfolio of shaving systems, blades, gels, and other personal care products. It uses various marketing strategies like pricing, promotions, and distribution channels to reach consumers across India.
SWOT analysis helps to assess the present market scenario of a company. Here, we will take a look at Gillette, one of the leading firms in the world specializing in safety razors, and other personal care products. Furthermore, we will closely observe the internal and external strategy factors of Gillette.
This presentation provides an overview of Gillette and its history, products, marketing strategies, and worldwide operations. Some key points:
- Gillette was founded in 1901 and introduced the first safety razor in 1904, becoming a global leader in shaving products. It was acquired by Procter & Gamble in 2005.
- Gillette has a wide range of products including razors, blades, and shaving gels. It utilizes strategies like umbrella branding and promotions to market its products globally.
- A survey of retailers found that Gillette products are seen as high quality despite their higher prices. Availability is good due to efficient distribution. Suggestions include providing better retailer margins and lowering blade prices.
Gillette has long dominated the men's grooming market through continuous innovation, introducing razors with increasing numbers of blades. To maintain its leadership, Gillette tailored products for Indian consumers and sponsored major sporting events globally. While successful, Gillette faces ongoing challenges to defend against competitors and adapt to changing consumer preferences.
This document provides an overview of a market study on consumer preferences towards Gillette products. It includes an introduction to the personal grooming industry and Gillette company. The objectives of the study are to understand consumer expenses on shaving products, habits, preferred brands, and post-shave routines. The study also analyzes consumer preferences and buying behaviors for razors, gels, creams and foams.
Marketing Position Of "GILLETTE" and Its Supply Chain Integration Sunny Kumar
The report was assigned to evaluate marketing practices of Gillette and their effectiveness in Pakistan's safety razors and personal care product sector.
The document presents a marketing plan for Gillette products, outlining strategies to maintain market leadership against increasing competition. It analyzes Gillette's market situation, target demographics, and proposes strategies around the 4 P's - product, price, promotion and place. The plan aims to leverage Gillette's brand strength, innovation and quality products while expanding into new markets and segments like women users.
Gillette is the global leader in male toiletry products. It has a global presence with 61 facilities in 25 countries and 40,000 employees. Gillette's strategy focuses on maintaining market leadership through innovation, research and development, and brand building. Gillette's razor business generates over half of its profits and continues to grow through new products like Mach3. Gillette faces threats from competitors and changing consumer preferences but remains well positioned through its strong brands and innovation.
- Gillette was founded in 1901 and introduced the first safety razor in 1904. It entered the Indian market in 1984 through a joint venture.
- Gillette produces shaving products and personal care brands like Oral-B, Braun, Duracell batteries, Luxor pens. It reported a 16% rise in sales and profits for the fiscal year 2007-2008.
- Gillette has a wide portfolio of shaving systems, blades, gels, and other personal care products. It uses various marketing strategies like pricing, promotions, and distribution channels to reach consumers across India.
SWOT analysis helps to assess the present market scenario of a company. Here, we will take a look at Gillette, one of the leading firms in the world specializing in safety razors, and other personal care products. Furthermore, we will closely observe the internal and external strategy factors of Gillette.
This presentation provides an overview of Gillette and its history, products, marketing strategies, and worldwide operations. Some key points:
- Gillette was founded in 1901 and introduced the first safety razor in 1904, becoming a global leader in shaving products. It was acquired by Procter & Gamble in 2005.
- Gillette has a wide range of products including razors, blades, and shaving gels. It utilizes strategies like umbrella branding and promotions to market its products globally.
- A survey of retailers found that Gillette products are seen as high quality despite their higher prices. Availability is good due to efficient distribution. Suggestions include providing better retailer margins and lowering blade prices.
Gillette has long dominated the men's grooming market through continuous innovation, introducing razors with increasing numbers of blades. To maintain its leadership, Gillette tailored products for Indian consumers and sponsored major sporting events globally. While successful, Gillette faces ongoing challenges to defend against competitors and adapt to changing consumer preferences.
This document provides an overview of a market study on consumer preferences towards Gillette products. It includes an introduction to the personal grooming industry and Gillette company. The objectives of the study are to understand consumer expenses on shaving products, habits, preferred brands, and post-shave routines. The study also analyzes consumer preferences and buying behaviors for razors, gels, creams and foams.
Marketing Position Of "GILLETTE" and Its Supply Chain Integration Sunny Kumar
The report was assigned to evaluate marketing practices of Gillette and their effectiveness in Pakistan's safety razors and personal care product sector.
The document presents a marketing plan for Gillette products, outlining strategies to maintain market leadership against increasing competition. It analyzes Gillette's market situation, target demographics, and proposes strategies around the 4 P's - product, price, promotion and place. The plan aims to leverage Gillette's brand strength, innovation and quality products while expanding into new markets and segments like women users.
Gillette is the global leader in male toiletry products. It has a global presence with 61 facilities in 25 countries and 40,000 employees. Gillette's strategy focuses on maintaining market leadership through innovation, research and development, and brand building. Gillette's razor business generates over half of its profits and continues to grow through new products like Mach3. Gillette faces threats from competitors and changing consumer preferences but remains well positioned through its strong brands and innovation.
This document summarizes information about Gillette, including its founding, expansion globally, acquisition of other companies, product lines, market share, target consumers, and marketing strategies. Gillette was founded in 1901 and became the dominant leader in the shaving market through the 20th century. It expanded its product lines beyond razors to include other personal care products and established manufacturing facilities worldwide. Gillette has maintained its large market share through diversification of products and resources, strategic reorganizations, and developing high brand profile via marketing.
Procter & gamble marketing strtergy MBA PPT OF MARKETING Babasab Patil
This presentation provides an overview of Procter & Gamble (P&G), including its industry, history, brands, objectives, competitors and marketing strategies. P&G is a leading consumer goods company that markets household products like Tide, Pantene, Bounty and Charmin. The presentation discusses P&G's orientation, SWOT analysis, brand features, competitors like Unilever and Colgate, and strategies for addressing strengths and weaknesses of rivals.
Final Presentation on Procter and GambleRishiraj Das
The document is a presentation on Procter & Gamble by Rishiraj Das. It includes an acknowledgement section thanking mentors for their support. The contents section outlines the various topics to be covered in the presentation, including sectoral information, company information, marketing strategy, business finance, human resource management, and a conclusion. Under sectoral information, it provides details on the FMCG sector's contribution to the Indian and world economies, historical growth patterns, and a PEST analysis. Company information includes an overview of P&G's history and promoters, market share, product offerings, and competitor analysis.
Market Analysis of Gillette India Limited - 2009Anand Hisaria
Gillette India Limited is a subsidiary of Procter & Gamble that was originally incorporated in 1984. It has captured a major share of the premium shaving care market in India. The personal care market in India is growing at 20% annually and represents an opportunity for Gillette. Gillette focuses on personal grooming products, especially shaving creams, gels, and foams. Market research found that Gillette has the highest brand recall and loyalty among shaving product brands in India. The research also indicated factors that influence buying decisions for shaving creams and gels. Based on the findings, recommendations include promoting Gillette shaving creams and gels more aggressively and launching mature products in neighboring countries.
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 relied on extensive research and development to create a single product for global distribution. The product was supported by a marketing premise that it would be equally valuable to customers globally.
Lay's was launched in India in 1995 and has become the largest snack food brand. Lay's targets young consumers between 13-18 and 18-26 years old through youthful brand ambassadors and campaigns. Main campaigns include "Fight for your Flavor" and "Dillogical", which engage consumers through competitions and interactive concepts. Lay's has established itself as an indispensable part of snacking culture in India through innovative products, widespread distribution, and effective promotional strategies.
Gillette was founded in 1901 and is now owned by Procter & Gamble. It dominates the shaving market with a 69% share of razor and shaving cream sales. Gillette uses product differentiation through incremental innovation, from single to multiple blade razors. It pursues a strategy of giving away or discounting razors to get many into customers' hands and make profits through high margin blade replacement sales. Gillette has a strong brand through decades of advertising and endorsement deals with athletes.
This document provides an analysis of unique brand elements used by Gillette for their Mach3 razors. It discusses Gillette's brand name, slogan ("The Best a Man Can Get"), logo featuring three horizontal stripes, and packaging in blue boxes. It also covers how Gillette builds brand equity through these elements, their 4P marketing strategy, and leveraging celebrity spokespeople like Roger Federer in advertisements. The document aims to identify and analyze the key branding components that differentiate Mach3 razors in the market.
Unique Brand Elements of Gillette Mach 3Gaurav Khatri
The document discusses the brand elements used by Gillette for their Mach3 razors. It describes how Gillette is a global brand owned by Procter & Gamble that was founded in 1895. The Mach3 was introduced in 1998 and uses a three-blade design to provide a close shave with less irritation. Key brand elements for the Mach3 include its name, which refers to shaving at three times the speed of sound; its website and sponsorship of athletes; the slogan "The Best a Man Can Get"; its logo with three stripes; and eye-catching packaging. Gillette employs a 4P strategy including sophisticated technology, perceived value pricing, and celebrity endorsements to build brand equity and resonance for the Mach3
1) India is the 3rd largest producer of biscuits globally, with the organized sector producing 1.7 million tons annually worth INR 110 billion in 2008. Glucose biscuits represent 42% of the Indian biscuit market.
2) Parle Products is the largest biscuit company in India, producing 650,000 tons of biscuits per year. Parle-G alone accounts for 500,000 tons of annual production and 68% of Parle Product's INR 35 billion in annual sales.
3) Parle faces issues of rising input costs cutting into margins for its flagship Parle-G biscuit. A 2004 attempt to raise Parle-G's price from INR 4 to 4.5
This document discusses Gillette's history of innovation in the razor market and challenges it currently faces. Some key points:
- Gillette was founded in 1901 and pioneered the safety razor market, but has faced increasing competition over time.
- Gillette has a history of "cannibalizing" its own successful products by continuously introducing new innovations, though this does not always increase market share.
- New online competitors focusing on low prices now threaten Gillette's market dominance.
The document analyzes Gillette's strategy and recommends ways for it to maintain leadership, such as promoting existing body razor products, acquiring organic brands, offering discounts on new product introductions, and endorsing products through professional
Marketing case study on procter & gamble (P&G)Rahbar Haque
Procter & Gamble (P&G) is an American multinational consumer goods corporation founded in 1837. It primarily specializes in cleaning agents and personal care products. P&G operates by continuously studying customer needs, investing in R&D to innovate products, ensuring high quality, reserving shelf space, and spending on advertising. It has a wide range of brands across categories like laundry, dish washing, hair care, and more. While P&G has had success, it faces threats such as heavy reliance on developed markets, imitable products, limited online presence, slowing dividend growth, and falling behind competitors in areas like sustainable development.
Based on the provided IFE score of 3.31 and EFE score of 3.56 for P&G, the IE Matrix analysis would place P&G in Cell II of the matrix, which is the "Grow and Build" quadrant.
This suggests that P&G has relatively strong internal factors based on the IFE score, and also faces favorable external opportunities based on the EFE score. The "Grow and Build" strategy recommended for Cell II would be to leverage P&G's strengths to capitalize on external opportunities through aggressive investment and expansion strategies.
segmentation , targeting and positioning of collgateParas bagde
Colgate targets urban youth, urban wealthy classes, and wealthy rural customers in India. It positions itself as a high-quality brand with premium prices compared to competitors. Colgate Sensitive Pro-Relief is positioned as the most effective toothpaste for sensitive teeth. Colgate also positions itself as offering extra benefits like its Pro-Argin technology, which provides long-term oral health protection by removing problems at their root. Colgate's target market for its Sensitive Pro-Relief product is people aged 20-40 who suffer from tooth sensitivity, as evidenced by its advertisements showing people of all ages in this range.
Procter & Gamble (P&G) is an American multinational consumer goods corporation founded in 1837 and headquartered in Cincinnati, Ohio. It is the world's largest consumer goods company, marketing over 300 brands in more than 180 countries. In India, P&G operates through subsidiaries and has a wide range of popular brands such as Ariel, Tide, Head & Shoulders, Gillette, Oral-B, and Pampers. It aims to improve lives through various corporate social responsibility initiatives in India such as Shiksha, which focuses on education.
Gillette is a personal care company founded in 1901 that is now owned by Procter & Gamble. It is a global leader in male grooming products, particularly razors and blades, and has three core businesses: grooming, portable power, and oral care. Gillette markets products worldwide and has manufacturing operations in 23 countries. Some of its top brand ambassadors include Tiger Woods, Roger Federer, and David Beckham. Gillette has been running successful marketing campaigns for over 100 years focused on slogans like "The Best a Man Can Get" to promote its products and maintain its position as the leading brand in the shaving and grooming industry.
Marketing strategies of packaged food companies in india. DissertationNikunj Agrawal
This document provides a summary of the marketing strategies used by packaged food companies in India. It begins with an introduction and overview of the packaged foods industry and market in India. It then outlines the research objectives which include understanding the popularity and demand for packaged foods in India, identifying the market leaders and brand composition in various categories, and analyzing the marketing strategies of ITC Foods. The document concludes by discussing emerging trends in packaged and processed foods in India and providing recommendations.
Presentation of product mix depth,length,width and consistencyhassan ali
This document defines key terms related to a company's product mix, including product mix, product line, width, length, depth, and consistency. It explains that a company's product mix has four dimensions: width refers to the number of different product lines, length is the total number of items in each line, depth is the number of versions of each product, and consistency relates to how closely the lines are related. The document provides Unilever as an example, showing two of its product lines for food/drinks and personal care, and the different products that fall under each line to demonstrate the concepts of product mix width, length, and depth.
P&G is an American multinational consumer goods corporation founded in 1837 with products available in over 140 countries. It has a long history of acquisitions and joint ventures in India dating back to the 1980s. P&G utilizes various marketing strategies for different products like Vicks, Pantene, and Pampers by analyzing factors such as pricing, promotion, distribution channels, and the competition. It focuses on innovation, understanding consumer needs, and building strong brands to gain competitive advantages over rivals in the consumer goods industry.
Gillette has been the leading brand in men's grooming in India since 1984. It manufactures and markets a wide range of products including razors, shaving systems, shaving creams and gels. Some key products launched in India include Gillette Sensor Excel, Gillette Mach 3, and Gillette Series range of shaving gels and foams. In 2005, Gillette's parent company was acquired by Procter & Gamble, creating the world's largest consumer products company. Gillette continues to strengthen its brand in India through product innovation and marketing campaigns featuring celebrity brand ambassadors.
The document summarizes the history and operations of Gillette from its founding in 1901 to its acquisition by Procter & Gamble in 2005. It discusses key events such as Gillette's initial focus on safety razors, its expansion into international markets, and its eventual growth into a global leader in grooming products. The summary also provides an overview of Gillette's strategies in India, including launching customized products, establishing a wide distribution network, and focusing on core businesses through restructuring.
Running head GILLETTE BUSINESS MODEL CANVAS 1 .docxcowinhelen
Running head: GILLETTE BUSINESS MODEL CANVAS 1
Gillette Business Model Canvas
Your Name
Professor Name
Course # and Name
School
Date
GILLETTE BUSINESS MODEL CANVAS 2
Gillette is an American brand owned by the multinational corporation Procter and
Gamble (P&G). It is based in Boston, Massachusetts. The Gillette brand deals with the
production of personal care products such as shaving supplies and both men’s and women’s
safety razors. Gillette Company owned the brand which was founded in 1901 before it merged
into P&G in 2005. Gillette currently operates on a global basis. Over the past years, since its
foundation and later its incorporation to P&G, Gillette has strived to provide effective shaving
experiences, operating under the tagline “the best a man can get.” It has stood with men for over
a century, through the evolution of its razors guided by innovation with the view of giving
customers the best shaving experiences. The company has a legacy of precision laid down by its
founder King C. Gillette. Through its long evolution period, Gillette has been able to create a
wide portfolio of blades, razors, disposable razors among other personal care products (Stowell,
& Kellogg School of Management, 2006).
There have been significant changes in the number of products offered by Gillette as
well as the product specifications. New and more innovative blades continue to be introduced
along the history of shaving as well as the shaving technology has kept on advancing. As a
result, the shape and size of the cartilage keep on changing. The introduction of the pivot
between the blade and the handle is the most recent improvement on the shaving experience.
Some of the current products supplied by the Gillette brand include razors, trimmers, and blades
such as the 5-blade family of razors, the 3-blade razors, and the disposable razors as well as the
Gillette STYLER suitable for the general purpose body hair trimming. Other personal care
products supplied by Gillette include pre and post shave products as well as a wide variety of
deodorants and body washes.
GILLETTE BUSINESS MODEL CANVAS 3
The nine building blocks of the Gillette business model canvas are represented below:
• Key partners – Gillette maintains key buyer-supplier relationships with its
manufacturers and retailers. The key motivation for these relationships is to ensure efficient
distribution chains from manufacturers to customers.
• Key activities – the core processes that govern the key activities in Gillette are
marketing and logistics. These are aimed at maintaining strong relationships with customers
while also boosting the revenue stream. Gillette also has a core competence in research and
development as a way of enhancing innovation in its products.
• Value proposition – Gillette core value to customers are a variety of innovative
blades that ensure efficient shaving experien ...
This document summarizes information about Gillette, including its founding, expansion globally, acquisition of other companies, product lines, market share, target consumers, and marketing strategies. Gillette was founded in 1901 and became the dominant leader in the shaving market through the 20th century. It expanded its product lines beyond razors to include other personal care products and established manufacturing facilities worldwide. Gillette has maintained its large market share through diversification of products and resources, strategic reorganizations, and developing high brand profile via marketing.
Procter & gamble marketing strtergy MBA PPT OF MARKETING Babasab Patil
This presentation provides an overview of Procter & Gamble (P&G), including its industry, history, brands, objectives, competitors and marketing strategies. P&G is a leading consumer goods company that markets household products like Tide, Pantene, Bounty and Charmin. The presentation discusses P&G's orientation, SWOT analysis, brand features, competitors like Unilever and Colgate, and strategies for addressing strengths and weaknesses of rivals.
Final Presentation on Procter and GambleRishiraj Das
The document is a presentation on Procter & Gamble by Rishiraj Das. It includes an acknowledgement section thanking mentors for their support. The contents section outlines the various topics to be covered in the presentation, including sectoral information, company information, marketing strategy, business finance, human resource management, and a conclusion. Under sectoral information, it provides details on the FMCG sector's contribution to the Indian and world economies, historical growth patterns, and a PEST analysis. Company information includes an overview of P&G's history and promoters, market share, product offerings, and competitor analysis.
Market Analysis of Gillette India Limited - 2009Anand Hisaria
Gillette India Limited is a subsidiary of Procter & Gamble that was originally incorporated in 1984. It has captured a major share of the premium shaving care market in India. The personal care market in India is growing at 20% annually and represents an opportunity for Gillette. Gillette focuses on personal grooming products, especially shaving creams, gels, and foams. Market research found that Gillette has the highest brand recall and loyalty among shaving product brands in India. The research also indicated factors that influence buying decisions for shaving creams and gels. Based on the findings, recommendations include promoting Gillette shaving creams and gels more aggressively and launching mature products in neighboring countries.
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 relied on extensive research and development to create a single product for global distribution. The product was supported by a marketing premise that it would be equally valuable to customers globally.
Lay's was launched in India in 1995 and has become the largest snack food brand. Lay's targets young consumers between 13-18 and 18-26 years old through youthful brand ambassadors and campaigns. Main campaigns include "Fight for your Flavor" and "Dillogical", which engage consumers through competitions and interactive concepts. Lay's has established itself as an indispensable part of snacking culture in India through innovative products, widespread distribution, and effective promotional strategies.
Gillette was founded in 1901 and is now owned by Procter & Gamble. It dominates the shaving market with a 69% share of razor and shaving cream sales. Gillette uses product differentiation through incremental innovation, from single to multiple blade razors. It pursues a strategy of giving away or discounting razors to get many into customers' hands and make profits through high margin blade replacement sales. Gillette has a strong brand through decades of advertising and endorsement deals with athletes.
This document provides an analysis of unique brand elements used by Gillette for their Mach3 razors. It discusses Gillette's brand name, slogan ("The Best a Man Can Get"), logo featuring three horizontal stripes, and packaging in blue boxes. It also covers how Gillette builds brand equity through these elements, their 4P marketing strategy, and leveraging celebrity spokespeople like Roger Federer in advertisements. The document aims to identify and analyze the key branding components that differentiate Mach3 razors in the market.
Unique Brand Elements of Gillette Mach 3Gaurav Khatri
The document discusses the brand elements used by Gillette for their Mach3 razors. It describes how Gillette is a global brand owned by Procter & Gamble that was founded in 1895. The Mach3 was introduced in 1998 and uses a three-blade design to provide a close shave with less irritation. Key brand elements for the Mach3 include its name, which refers to shaving at three times the speed of sound; its website and sponsorship of athletes; the slogan "The Best a Man Can Get"; its logo with three stripes; and eye-catching packaging. Gillette employs a 4P strategy including sophisticated technology, perceived value pricing, and celebrity endorsements to build brand equity and resonance for the Mach3
1) India is the 3rd largest producer of biscuits globally, with the organized sector producing 1.7 million tons annually worth INR 110 billion in 2008. Glucose biscuits represent 42% of the Indian biscuit market.
2) Parle Products is the largest biscuit company in India, producing 650,000 tons of biscuits per year. Parle-G alone accounts for 500,000 tons of annual production and 68% of Parle Product's INR 35 billion in annual sales.
3) Parle faces issues of rising input costs cutting into margins for its flagship Parle-G biscuit. A 2004 attempt to raise Parle-G's price from INR 4 to 4.5
This document discusses Gillette's history of innovation in the razor market and challenges it currently faces. Some key points:
- Gillette was founded in 1901 and pioneered the safety razor market, but has faced increasing competition over time.
- Gillette has a history of "cannibalizing" its own successful products by continuously introducing new innovations, though this does not always increase market share.
- New online competitors focusing on low prices now threaten Gillette's market dominance.
The document analyzes Gillette's strategy and recommends ways for it to maintain leadership, such as promoting existing body razor products, acquiring organic brands, offering discounts on new product introductions, and endorsing products through professional
Marketing case study on procter & gamble (P&G)Rahbar Haque
Procter & Gamble (P&G) is an American multinational consumer goods corporation founded in 1837. It primarily specializes in cleaning agents and personal care products. P&G operates by continuously studying customer needs, investing in R&D to innovate products, ensuring high quality, reserving shelf space, and spending on advertising. It has a wide range of brands across categories like laundry, dish washing, hair care, and more. While P&G has had success, it faces threats such as heavy reliance on developed markets, imitable products, limited online presence, slowing dividend growth, and falling behind competitors in areas like sustainable development.
Based on the provided IFE score of 3.31 and EFE score of 3.56 for P&G, the IE Matrix analysis would place P&G in Cell II of the matrix, which is the "Grow and Build" quadrant.
This suggests that P&G has relatively strong internal factors based on the IFE score, and also faces favorable external opportunities based on the EFE score. The "Grow and Build" strategy recommended for Cell II would be to leverage P&G's strengths to capitalize on external opportunities through aggressive investment and expansion strategies.
segmentation , targeting and positioning of collgateParas bagde
Colgate targets urban youth, urban wealthy classes, and wealthy rural customers in India. It positions itself as a high-quality brand with premium prices compared to competitors. Colgate Sensitive Pro-Relief is positioned as the most effective toothpaste for sensitive teeth. Colgate also positions itself as offering extra benefits like its Pro-Argin technology, which provides long-term oral health protection by removing problems at their root. Colgate's target market for its Sensitive Pro-Relief product is people aged 20-40 who suffer from tooth sensitivity, as evidenced by its advertisements showing people of all ages in this range.
Procter & Gamble (P&G) is an American multinational consumer goods corporation founded in 1837 and headquartered in Cincinnati, Ohio. It is the world's largest consumer goods company, marketing over 300 brands in more than 180 countries. In India, P&G operates through subsidiaries and has a wide range of popular brands such as Ariel, Tide, Head & Shoulders, Gillette, Oral-B, and Pampers. It aims to improve lives through various corporate social responsibility initiatives in India such as Shiksha, which focuses on education.
Gillette is a personal care company founded in 1901 that is now owned by Procter & Gamble. It is a global leader in male grooming products, particularly razors and blades, and has three core businesses: grooming, portable power, and oral care. Gillette markets products worldwide and has manufacturing operations in 23 countries. Some of its top brand ambassadors include Tiger Woods, Roger Federer, and David Beckham. Gillette has been running successful marketing campaigns for over 100 years focused on slogans like "The Best a Man Can Get" to promote its products and maintain its position as the leading brand in the shaving and grooming industry.
Marketing strategies of packaged food companies in india. DissertationNikunj Agrawal
This document provides a summary of the marketing strategies used by packaged food companies in India. It begins with an introduction and overview of the packaged foods industry and market in India. It then outlines the research objectives which include understanding the popularity and demand for packaged foods in India, identifying the market leaders and brand composition in various categories, and analyzing the marketing strategies of ITC Foods. The document concludes by discussing emerging trends in packaged and processed foods in India and providing recommendations.
Presentation of product mix depth,length,width and consistencyhassan ali
This document defines key terms related to a company's product mix, including product mix, product line, width, length, depth, and consistency. It explains that a company's product mix has four dimensions: width refers to the number of different product lines, length is the total number of items in each line, depth is the number of versions of each product, and consistency relates to how closely the lines are related. The document provides Unilever as an example, showing two of its product lines for food/drinks and personal care, and the different products that fall under each line to demonstrate the concepts of product mix width, length, and depth.
P&G is an American multinational consumer goods corporation founded in 1837 with products available in over 140 countries. It has a long history of acquisitions and joint ventures in India dating back to the 1980s. P&G utilizes various marketing strategies for different products like Vicks, Pantene, and Pampers by analyzing factors such as pricing, promotion, distribution channels, and the competition. It focuses on innovation, understanding consumer needs, and building strong brands to gain competitive advantages over rivals in the consumer goods industry.
Gillette has been the leading brand in men's grooming in India since 1984. It manufactures and markets a wide range of products including razors, shaving systems, shaving creams and gels. Some key products launched in India include Gillette Sensor Excel, Gillette Mach 3, and Gillette Series range of shaving gels and foams. In 2005, Gillette's parent company was acquired by Procter & Gamble, creating the world's largest consumer products company. Gillette continues to strengthen its brand in India through product innovation and marketing campaigns featuring celebrity brand ambassadors.
The document summarizes the history and operations of Gillette from its founding in 1901 to its acquisition by Procter & Gamble in 2005. It discusses key events such as Gillette's initial focus on safety razors, its expansion into international markets, and its eventual growth into a global leader in grooming products. The summary also provides an overview of Gillette's strategies in India, including launching customized products, establishing a wide distribution network, and focusing on core businesses through restructuring.
Running head GILLETTE BUSINESS MODEL CANVAS 1 .docxcowinhelen
Running head: GILLETTE BUSINESS MODEL CANVAS 1
Gillette Business Model Canvas
Your Name
Professor Name
Course # and Name
School
Date
GILLETTE BUSINESS MODEL CANVAS 2
Gillette is an American brand owned by the multinational corporation Procter and
Gamble (P&G). It is based in Boston, Massachusetts. The Gillette brand deals with the
production of personal care products such as shaving supplies and both men’s and women’s
safety razors. Gillette Company owned the brand which was founded in 1901 before it merged
into P&G in 2005. Gillette currently operates on a global basis. Over the past years, since its
foundation and later its incorporation to P&G, Gillette has strived to provide effective shaving
experiences, operating under the tagline “the best a man can get.” It has stood with men for over
a century, through the evolution of its razors guided by innovation with the view of giving
customers the best shaving experiences. The company has a legacy of precision laid down by its
founder King C. Gillette. Through its long evolution period, Gillette has been able to create a
wide portfolio of blades, razors, disposable razors among other personal care products (Stowell,
& Kellogg School of Management, 2006).
There have been significant changes in the number of products offered by Gillette as
well as the product specifications. New and more innovative blades continue to be introduced
along the history of shaving as well as the shaving technology has kept on advancing. As a
result, the shape and size of the cartilage keep on changing. The introduction of the pivot
between the blade and the handle is the most recent improvement on the shaving experience.
Some of the current products supplied by the Gillette brand include razors, trimmers, and blades
such as the 5-blade family of razors, the 3-blade razors, and the disposable razors as well as the
Gillette STYLER suitable for the general purpose body hair trimming. Other personal care
products supplied by Gillette include pre and post shave products as well as a wide variety of
deodorants and body washes.
GILLETTE BUSINESS MODEL CANVAS 3
The nine building blocks of the Gillette business model canvas are represented below:
• Key partners – Gillette maintains key buyer-supplier relationships with its
manufacturers and retailers. The key motivation for these relationships is to ensure efficient
distribution chains from manufacturers to customers.
• Key activities – the core processes that govern the key activities in Gillette are
marketing and logistics. These are aimed at maintaining strong relationships with customers
while also boosting the revenue stream. Gillette also has a core competence in research and
development as a way of enhancing innovation in its products.
• Value proposition – Gillette core value to customers are a variety of innovative
blades that ensure efficient shaving experien ...
The document provides information on Gillette's ProFusion razor product line and marketing strategy. It discusses Gillette's history and acquisition by Procter & Gamble, as well as the challenges of analyzing Gillette's performance as a sub-brand. The document then focuses on Gillette's ProFusion razor, describing it as an advanced product that reduces irritation for sensitive skin. Gillette's general marketing strategy is outlined, including a focus on innovation, low prices, and advertising. The strategy for razors specifically emphasizes innovation, developing premium brands, building loyalty, and improving efficiency.
This document provides an overview of the BCG matrix model and its application to analyzing various business units within LG Electronics. It begins with introducing the BCG matrix and its four categories - Stars, Cash Cows, Question Marks, and Dogs. It then discusses each category in more detail. The document also reviews the benefits and limitations of the BCG matrix. Finally, it analyzes where different LG business units fall within the matrix categories.
Mergers And Acquisitions Framework Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
If you are about to execute an M&A, our Mergers And Acquisitions Framework PowerPoint Presentation Slides can help you to focus on the right things. M&A involves buying selling and combing companies. Business valuation comprehensive PowerPoint deck helps you to present each and every aspect in detail as it contains set of professionally designed template such as key steps, company overview, business, and financial overview, determining new growth market, types of inorganic opportunities, M&A criteria, identify targets, balance sheet KPIs, cash flow statement, financial projections, key financial ratios, liquidity and profitability ratios, activity and solvency ratios, M&A synergy framework, company valuation methodologies, valuation results, business due diligence process, post-merger integration framework, challenges and performance tracker etc. The mergers and acquisitions are crucial as organizations moving towards an expansion. Download incredible M&A strategy PPT slide to save time in delivering an exceptional business presentation. Let nothing disturb your concentration. Our Mergers And Acquisitions Framework Powerpoint Presentation Slides will keep you focused. https://bit.ly/3kIHDjc
Mergers and Acquisitions Framework PowerPoint Presentation Slides SlideTeam
The document outlines the key steps in a mergers and acquisitions (M&A) framework, including understanding business requirements, identifying targets, conducting due diligence, negotiations, integration, and performance monitoring. It discusses determining growth opportunities, setting M&A criteria, assessing strategic and financial fit of targets, valuation, and deal closing. The framework is meant to guide companies through the M&A process from initial planning to post-acquisition monitoring.
Liberty Seguros is a Colombian insurance company specialized in life, property, and casualty policies. It has performed slightly below the industry average in recent years. The insurance industry in Colombia also performs below the national economic average. Key factors influencing Liberty's competitive position include limited differentiation among competitors, its mix of risks covered, and its financial structure, which affects its return on equity. Significant strategic issues for Liberty include new market entrants as the economy and insurance penetration grow, commoditization of key insurance products, and opportunities to leverage its international presence and brand to target new customer segments and niches.
The document discusses the BCG matrix, a tool used to evaluate a company's portfolio of business units. It describes the emergence of portfolio matrices in the 1970s and the key components of the BCG matrix: market growth rate and relative market share. Business units are classified into four categories - Stars, Cash Cows, Question Marks, and Dogs - based on their placement in the matrix. The summary applies the BCG matrix to analyze ITC's revenues across different business segments.
Week 8, Special Topics in Marketing was derived from Princip.docxphilipnelson29183
This document provides an overview of special topics in marketing, including business-to-business (B2B) marketing, marketing information systems, and monitoring and measuring marketing activities. It discusses some key differences between B2B and business-to-consumer markets, noting that B2B markets involve more transactions, higher dollar amounts per transaction, and more reliance on personal selling. It also explains that the demand for B2B products is derived from consumer demand. The document then categorizes different types of B2B buyers as producers, resellers, governments, and institutions.
Tuesday's Leaders. Growing When Your Industry Doesn’t from Strategy+ Business.BURESI
1) The article discusses how some companies are able to achieve above-average growth and shareholder returns even when competing in slow-growing or below-average industries. These "winners" are able to take market share from competitors profitably through unique advantages in areas like quality, selection, cost, service, or functionality.
2) Two examples are given of companies that created "disequilibrium" in their industries through superior offerings - Blockbuster Video dominated the movie rental industry in the 1980s-1990s through well-organized stores and customer data, and Polaris Industries grew in the leisure equipment sector through innovative products.
3) To sustain an advantage, market leaders must manage industry ecosystems to their benefit
This document brings together a set
of latest data points and publicly
available information relevant for
Automotive Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely,
Thanks everyone who participated in this webcast from The Association of International Product Marketing and Management (AIPMM).
I welcome your comments regarding this topic. Contact me here: http:/linkd.in/hdelcastillo.
Description
Most companies struggle to find the right balance between growing existing products, creating new products that get traction, and managing risk. In my experience, companies that have an innovation growth strategy often struggle to implement a process that allows the integration of strategic analysis to help them make smarter decisions about their product portfolio.
These companies risk building the wrong products or adopt the wrong product strategy for products within their portfolio. This session will discuss why product portfolio analysis is essential for the success of companies wanting to grow or expand. It will also identify tools to guide critical product decisions and manage challenges.
Join Hector Del Castillo as he shares insights on how to make smarter decisions about your products. Key takeaways from participating in this webinar:
- How to evaluate your product portfolio
- How to define success metrics to assess market performance
- How to assess risk of your product portfolio
- How to balance growth and risk
Who Should Attend
This discussion is for CXOs, VPs and Directors of Product Management and Product Marketing, experienced product managers, and product team leaders who perform product portfolio analysis to improve the market performance of products
About the Speaker:
Hector Del Castillo, a product innovation strategy consultant, has over 15 years of experience directing the product strategy for companies to create new revenue streams and reduce risk by growing high-performing product teams and implementing a product life cycle management process. He has launched several profitable technology-based products and solutions. He provides services as a consultant, contractor, coach, or trainer to companies that want to grow and create value-added products that delight customers and create demand.
About AIPMM
The AIPMM is the hub of all things product management. It is where product professionals go for answers. With members in over 65 countries, it is the worldwide certifying body of product team professionals.
It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape.
Visit www.aipmm.com.
This document appears to be a pitch deck for an investor seeking funding. It includes sections on the company overview, key highlights of growth and financials, problems addressed and solutions offered, geographic footprint and growth strategy, product/services overview, financial projections, use of funds, milestones achieved, and organizational structure. The deck provides information on the company's performance, market opportunity, solution, growth strategy, and request for funding to further expand its operations and market reach.
This document summarizes an AIPMM webinar on product portfolio analysis. AIPMM is a professional association for product management, marketing, and brand management that was founded in 1998. The webinar discusses analyzing a company's product portfolio using tools like the BCG matrix and GE/McKinsey 9-box matrix to evaluate products. It also covers selecting key performance indicators, regularly analyzing the portfolio, and using insights to improve weak products and strategies. The webinar aims to help companies optimize their product mix and maximize profits.
IRI BCG Google eCommerce Cobranded_FINAL2Ben Sprecher
This document summarizes a report on how digital technologies are reshaping the consumer packaged goods (CPG) industry in the United States. It finds that digital penetration of the CPG market, currently at 1%, will likely grow to 5% by 2018 and potentially 10% thereafter. This represents a major challenge and opportunity for CPG companies. Traditional retailers also face new competitors from large technology companies and startups. The report recommends that CPG manufacturers develop integrated digital strategies, build their online brand presences, partner with retailers, and test new approaches in order to adapt to the changing landscape and changing consumer purchasing behaviors driven by digital technologies.
Business Policy & Strategic Management (VV2)
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
Mergers And Acquisitions Project Plan Powerpoint Presentation SlidesSlideTeam
Mergers and Acquisitions is a common practice for business growth, companies see this as an opportunity to improve their competitive edge. Download our Mergers And Acquisitions Project Plan PowerPoint Presentation Slides to highlight your M&A strategy. Business valuation PowerPoint complete deck assist you in presenting each step in detail as it includes a set of slides like key steps, company overview, business, and financial overview, determining new growth market, types of inorganic opportunities, M&A criteria, identify targets, balance sheet KPIs, cash flow statement, financial projections, key financial ratios, liquidity and profitability ratios, activity and solvency ratios, M&A synergy framework, company valuation methodologies, valuation results, business due diligence process, post-merger integration framework, challenges and performance tracker etc. This strategic alliance Presentation template can benefit professionals from different industries. Download M&A strategy PPT slide to give a presentation on corporate finances, management, and strategy Our Mergers And Acquisitions Project Plan Powerpoint Presentation Slides ensure focused attention to your thoughts. They get exclusive handling. https://bit.ly/39rtZLC
Recommended Strategies and Long-Term ObjectivesUpon review .docxdanas19
Recommended Strategies and Long-Term Objectives
Upon review of the data provided within the appendices, in conjunction with the substantive strategic analyses noted above, there seems to be a clear strategy for iRobot to take to gain a competitive advantage in the near future. Furthermore, this strategy will ensure the company’s financial security and exponential growth for the next decade. Within three years, iRobot will have fully absorbed the new strategy’s initial costs and will provide substantial increases in net income and cash flows, which in turn will result in impressive financial statements to appeal to investors, as well as improved operating efficiency within the company to allow it to expand to new markets.
iRobot has an increasing number of competitors within its market, and its current market share is relatively small, despite the company’s continual growth over the past several years. The company has put little effort into its marketing campaigns, and has also placed few resources to research and development. However, the recommended strategy for the company will be to use considerable capital in research and development, to create innovative robots designed for the retail industry. Major retail companies, such as Walmart, are beginning to invest in robots to facilitate a great number of tasks, both in physical retail locations, as well as manufacturing and distribution centers. With the commitment from companies such as these to continue integrating robotics into their operations, a new lucrative market is available for iRobot. If the company could develop a robot to facilitate the needs of these retail giants, iRobot could recognize massive profits, and also capitalize on relatively untouched market, quickly grabbing up the majority of the market share.
The suggested strategy is for iRobot to invest $70 million in 2019 in the R & D department, to design and produce a retail-specific robot within 6 months. The company currently has more than enough liquid assets to cover this investment without putting the company in financial stress. Once the robots are developed, iRobot will invest $25 million in a marketing campaign geared specifically for the retail industry, to gain the attention of retailers and supply chain companies worldwide. In 2019, iRobot will purchase 5,000 robots, with the goal of selling 2,500 in the first year. The average cost for such a robot will be around $15,500 per robot for production, while the average sales price that iRobot could charge to retailers is around $50,000 per robot.
For the first year, iRobot will incur and additional $172.5 million in the initial investment and production of the first run of 5,000 robots. However, the company will also recognize an additional $125 million in revenues from the 2,500 robots to be sold in 2019. This will result in a decrease in net income of around 44%, which still nets the company nearly $50 million in net income. Although the first year represents .
Mergers and Acquisitions Project Plan PowerPoint Presentation Slides SlideTeam
Mergers and Acquisitions is a common practice for business growth, companies see this as an opportunity to improve their competitive edge. Download our Mergers And Acquisitions Project Plan PowerPoint Presentation Slides to highlight your M&A strategy. Business valuation PowerPoint complete deck assist you in presenting each step in detail as it includes a set of slides like key steps, company overview, business, and financial overview, determining new growth market, types of inorganic opportunities, M&A criteria, identify targets, balance sheet KPIs, cash flow statement, financial projections, key financial ratios, liquidity and profitability ratios, activity and solvency ratios, M&A synergy framework, company valuation methodologies, valuation results, business due diligence process, post-merger integration framework, challenges and performance tracker etc. This strategic alliance Presentation template can benefit professionals from different industries. Download M&A strategy PPT slide to give a presentation on corporate finances, management, and strategy Our Mergers And Acquisitions Project Plan PowerPoint Presentation Slides ensure focused attention to your thoughts. They get exclusive handling.
How to Start Affiliate Marketing with ChatGPT- A Step-by-Step Guide (1).pdfSimpleMoneyMaker
Discover the power of affiliate marketing with ChatGPT! This comprehensive guide takes you through the process of starting and scaling your affiliate marketing business using the latest AI technology. Learn how to leverage ChatGPT to generate content ideas, create engaging articles, and connect with your audience through personalized interactions. From building your strategy and optimizing conversions to analyzing performance and staying updated with industry trends, this eBook provides everything you need to know to succeed in affiliate marketing. Whether you're a beginner looking to start your online business or an experienced marketer wanting to take your efforts to the next level, this guide is your roadmap to success in the world of affiliate marketing.
Boost Your Instagram Views Instantly Proven Free Strategies.pptxInstBlast Marketing
Join Performance Car Exclusive to drive the finest supercars, engineered with advanced materials and cutting-edge technology for peak performance.
https://instblast.com/instagram/free-instagram-views
Embark on style journeys Indian clothing store denver guide.pptxOmnama Fashions
Finding the perfect "Indian Clothing Store Denver" is essential for those seeking vibrant, authentic, and culturally rich attire in the heart of Colorado. Denver, a city known for its diverse culture and eclectic fashion scene, offers a variety of options for those in search of traditional and contemporary Indian clothing. Whether you're preparing for a wedding, festival, or cultural event, or simply wish to incorporate the elegance and beauty of Indian fashion into your wardrobe, discovering the right store can make all the difference.
Spotify: Revolutionizing the Music Streaming IndustryTMR Infra
Spotify's unique blend of technology, user-centric design, and industry influence has
cemented its position as a leader in music streaming. By continuously evolving and adapting,
Spotify remains a dominant force, shaping the future of music consumption. As it continues
to innovate and expand, Spotify is likely to maintain its position as the go.
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
Customer Experience is not only for B2C and big box brands. Embark on a transformative journey into the realm of B2B customer experience with our masterclass. In this dynamic session, we'll delve into the intricacies of designing and implementing seamless customer journeys that leave a lasting impression. Explore proven strategies and best practices tailored specifically for the B2B landscape, learning how to navigate complex decision-making processes and cultivate meaningful relationships with clients. From initial engagement to post-sale support, discover how to optimize every touchpoint to deliver exceptional experiences that drive loyalty and revenue growth. Join us and unlock the keys to unparalleled success in the B2B arena.
Key Takeaways:
1. Identify your customer journey and growth areas
2. Build a three-step customer experience strategy
3. Put your CX data to use and drive action in your organization
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
Capstone Project: Luxury Handloom Saree Brand
As part of my college project, I applied my learning in brand strategy to create a comprehensive project for a luxury handloom saree brand. Key aspects of this project included:
- *Competitor Analysis:* Conducted in-depth competitor analysis to identify market position and differentiation opportunities.
- *Target Audience:* Defined and segmented the target audience to tailor brand messages effectively.
- *Brand Strategy:* Developed a detailed brand strategy to enhance market presence and appeal.
- *Brand Perception:* Analyzed and shaped the brand perception to align with luxury and heritage values.
- *Brand Ladder:* Created a brand ladder to outline the brand's core values, benefits, and attributes.
- *Brand Architecture:* Established a cohesive brand architecture to ensure consistency across all brand touchpoints.
This project helped me gain practical experience in brand strategy, from research and analysis to strategic planning and implementation.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
INTRODUCTION TO SEARCH ENGINE OPTIMIZATION (SEO).pptxGiorgio Chiesa
This presentation is recommended for those who want to know more about SEO. It explains the main theoretical and practical aspects that influence the positioning of websites in search engines.
Did you know that while 50% of content on the internet is in English, English only makes up 26% of the world’s spoken language? And yet 87% of customers won’t buy from an English only website.
Uncover the immense potential of communicating with customers in their own language and learn how translation holds the key to unlocking global growth. Join Smartling CEO, Bryan Murphy, as he reveals how translation software can streamline the translation process and seamlessly integrate into your martech stack for optimal efficiency. And that's not all – he’ll also share some inspiring success stories and practical tips that will turbocharge your multilingual marketing efforts!
Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
3. 1
Company Profile
Gillette, a subsidiary of Proctor & Gamble Co. (hereby called P&G), produces shaving products formen and women.
P&G bought The Gillette Company in 2005 for $57 billion making P&G the world’s largest consumer products brand.
Gillette razors have been made in Boston,MA for 116 years. Founded in 1901, its founder King C. Gillette was on a
mission, “there is a better way to shave and we will find it.”. In 1903 they sold 51 razors. In 1904 they sold 90,884
razors. Gillette has two major R&D facilities, one in Boston and one in Reading, UK. There are 14 P&G facilities
where Gillette products are manufactured. Currently they employ 28,700 hard-working individuals. The brand sits at
#29 on Forbes most valuable Brands list.
Over the last 7 years, market share has dropped from a dominant 70% to a powerful but troubling 54% with the
entrance of Harry’s and Dollar Shave Club into the market. Gillette will need to establish dominance in the online
market to compete with Dollar Shave Club and Harry’s. Gillette boldly cut prices across the board to compete in a
market where people aren’t looking for the most technologically advanced razor, rather they are looking for cheap,
practical and efficient shaving tools. With these new internet distribution companies, Dollar Shave Club and Harry’s
can offer practicality, convenience and quality to a market that is increasingly looking towards the internet for daily
products such as razors. Gillette offers some of the highest operating margins for P&G, giving them wiggle-room to
make the price cut to stay competitive.
P&G has been working to decentralize certain aspects of leadership to better serve customers regionally. Gillette has
a Chairman & CEO Patrice Jean Louis Louvet, who oversees VPs in marketing, finance, human resources,a CIO as
well as VPs of management for various industries (grooming, oral, personal care) and Chief Operating Officers for
different regions. For more than 100 years, Gillette has dominated Western markets and have had significant position
in Asian & middle eastern markets. Highly respected, some languages such as Croatian even use the word Gillette
(žilett) to mean razor blade. Despite the challenges facing Gillette, if their past performance is any indicator the future,
Gillette will continue to stay well through a comprehensive marketing strategy to successfully penetrate the internet
market.
4. 2
P&G 5 Year Financial Overview
Proctor & Gamble Co.
Year 2017 2016 2015 2014 2013
Total Revenue
(Billions)
65.1 65.3 70.7 74.4 73.9
Net Earnings
(Billions)
15.3 10.5 7.0 11.6 11.3
Stock Price (7/1) 87.15 84.78 79.72 79.28 78.02
Profit Margin 23.50% 16.08% 9.9% 15.59% 15.29%
Growth Rate .3063% -7.6379% -4.9731% .6766% 1.0944%
Current Ratio .88 1.1 1 .94 .8
Total Asset
Turnover
.53 .51 .56 .59 .62
ROA % (Net) 12.38% 8.17% 5.14% 8.21% 8.33%
Gillette Company, a P&G Brand, does not release annual reports because it is proprietary. Gillette’s revenue in 2017
was $6.8 Billion. Gillette represents P&G’s grooming segment; Braun electronic razors are not included. The
Grooming segment makes up 10.0% of P&G’s annual revenue, and 16.0% of their net earnings. Sales in Quarter 1 of
2017 for Gillette dropped 6% after releasing details of price cuts across the board to compete with Harry’s and Dollar
Shave Club. While the numbers are not public information, it is known that Gillette’s operating margins and gross
profits are in a slight decline. This is due to several developments within the industry as well as some difficulties
presenting themselves abroad.
The shaving away of Gillette’s dominant market share is thanks to Dollar Shave Club and Harry’s: E-commerce razor
businesses. Harry’s and Dollar Shave Club caught wind of Gillette’s high operating margins and devised business
5. 3
strategies to penetrate the market, providing quality products at a fraction ofthe price. This has forced Gillette to lower
their prices. Abroad, Gillette is running into slower growth than expected specifically in emerging markets. Gillette’s
price premium strategy is not as effective in emerging market countries. These two developments have caused a stunt
in Gillette’s operating margins, market share, and gross profit.
Current Market Situation
Market Description
Gillette operates in the grooming industry, specifically the shaving razors industry, producing razors, replacement
cartridges and disposable razors. More broadly,Gillette is in the personalcare industry. Gillette sells technology-laden
products at a price premium thanks to exorbitant amounts of money spent on advertising, promotion and strategic
brand management. “The Shaving Razor Manufacturing industry is highly concentrated among only a few major
companies, setting the stage for a very competitive environment.” (IBISWorld). Little distinguishes razor brand’s
products:All have various products utilizing 2, 3, or 5 blades, all utilize a grip technology in their razor handle, and
all utilize the razor-and-blade marketing approach, matching Captive-Product Pricing, (famously used in many
industries but invented by Gillette) by way of selling the razor handle with minimum profit margins while selling the
cartridges at steep profit and operating margins. Where companies do distinguish themselves is in brand identity, and
Gillette has reigned king in this area with otherbrands taking acknowledged back seats to Gillette’s dominance. There
are a number of barriers to entry to the razor market. To be relevant in the industry, a large amount of fixed costs
investments in plant, equipment and materials are necessary, yielding the tightly competitive market among a
relatively small number of participants. “The advantage for major companies in this industry is their economies of
scale, allowing them to purchase materials in bulk at a lower per-unit cost and mass produce their products at a rate
that meets demand.” (IBISWorld). It is these economies of scale that yield the large operating margins that the industry
enjoys. The barriers to entry into the industry are explained by the previous quote describing the sheer size of the
relatively small number of competitors in the Shaving Razors industry. Following is a Gillette S-T-P analysis to
ascertain their methodology behind deciding what customer base will be the recipient of their marketing mix: In other
words, who they speak to and why.
Segmentation
6. 4
Gillette utilizes a geoclustering segmentation method where by Gillette takes various attribute and partitioning classes
and combines themto create highly specific segments to use theirtailored marketing mix on. They define demographic
and psychographic qualities to profile their largest and most important customer base. First it segments the razor
market by age. It splits it into 3 distinct age markets.
1. 18 – 29-year-old young men: those may potentially be college students,young professionals many of which
are just being introduced to the workforce.
2. 30 – 50-year-old young to middle aged men: These would be working professionals, executives, married
adults.
3. 51 + year old late-middle to older aged men: These would be professionals, and retirees.
a. Specifically, there is a distinction within this demographic between men ages 51-64 and 65+ for
targeting purposes
Next, it segments markets psychographically, specifically with qualities pertaining to lifestyle. It segments based on
the following psychographic characteristics:
1. Hedonistic: This is a quality of people that engage in self-indulgent lifestyles. People who pursue pleasurable
activities (things such as enjoying high-class fine dining, operas to things such as expensive hobbies and
maintaining collections). Anything that may be in the pursuit of pleasure, over pain.
2. High Disposable Income: Specifically, those who like to use their disposable income, this goes hand in hand
with hedonism. However, this can also include people who do not like to spend their money, rather, it refers
to those who simply can.
3. Conscious of their looks: People who are into fashion, people who would be able to be classified into
colloquial style delineations (hipster, preppy, grunge, street etc.)
4. Socialite: Defined by Merriam-Webster as “a person who is well known in fashionable society and is fond
of social activities and entertainment.” People who enjoy socializing amongst peers, typically those in their
30s.
Targeting
Gillette assumes they won’t be able to change the minds the 65 and older demographic. Rather, it would not be the
best utilization of resources.They may still buy, but their marketing mix should be focused where it can leverage the
7. 5
most sales by capturing the most market share,or as Levitt would say “buy [the most] customers”.Gillette strategically
targets customers in their early to late 30s. Reasons for this are as follows:
Consumers in their early to late 20s will still be receptive of marketing mixes aimed at the 30 – 40-year-old
age demographic for psychological reasons. 20 – 30-year old’s perception of 30 – 40-year olds is
characterized by anticipation, where men are often not only seen to be in their ‘prime’, but are where
significant strides in one’s career must be made. What speaks to 30 – 40-year olds will speak 20 – 30-year
olds.
Consumers in their 40s to 50 will be receptive to marketing mixes aimed at the 30 – 40-year-old range for
similar, psychological and behavioral reasons.It is seen as the prime of one’s life and despite people moving
forward, nostalgia and pride of one’s accomplishments during their 30s often create a longing for those in
their 40s to relive their 30s. Some studies also suggest that the average age for a midlife crisis (where one
yearns for youth) is 42 (Spotify study).
As such, it applies the psychographic qualities in the preceding segmentation analysis to people in their mid -30s,
utilizing this segment as their target market for their marketing. Men in their mid-30s, who engage in hedonistic
activities, and are often socialites who have high disposable income and are conscious of their looks. They tend to
enjoy their careers, and are people who value professionalism and separate their work life from the home life. A
roughly equal portion are married while others are single, however the aggregate of this quality do not have kids,
supporting the hedonistic, socialized lifestyle they lead. This is Gillette’s target market, and their marketing mix is
aimed at this group because both the preceding age demographic and proceeding age demographic will relate to the
communication the marketing mix facilitates with the targeted group (as mentioned for psychological reasons).
Positioning
Having revealed Gillette’s sophisticated segmenting and targeting strategies we nowbring into context Gillette’s brand
promise. “Positioning themes, sometimes called headlines, taglines or slogans, are an important foundation of
advertising communications and they primarily fall into two general categories: those emphasizing an organization
and those emphasizing a product” (Grapentine & Teas,2004). Gillette utilizes a positioning emphasizing the company,
in attempts to directly shape brand identity itself. Gillette’s defining promise and positioning slogan is, “The best a
man can get”. Simply stated,if you use “The best a man can get” with razors, you will become “The best a man can
8. 6
get”.To young-adult to middle-aged professionals who value that eclectic night out as much as a cozy night in, Gillette
provides technology-laden razors that deliver a satisfying,bump-free, smooth shaving experience offering life the best
version ofyou and you the best version oflife. Having already positioned its razors as a self-actualizing tool,ritualizing
the shaving experience into a regular grooming ceremony, Gillette has established its brand as a monolith in the
industry.Gillette is the standard,as previously mentioned often synonymous with the word razor in various languages,
and having matched the passion imbued in their product with an effective, tailored marketing mix intended for its
target market, it has maintained this position for many years, staying not just relevant but prevalent through various
cultural revolutions in social America.
Product Review
“An organization with several product lines has a product mix. A Product Mix (or product portfolio) consists of all
the product lines and items that a particular seller offers for sale” (Kotler & Armstrong, 2017, 214). Gillette
manufactures and distributes three distinct products, collectively creating its Product Mix representing P&G’s
grooming segment. These products are Disposable Razors, Razor Handles and Replacement Cartridges. The majority
of sales, R&D, and Marketing are put towards their Razor Handles and the Replacement Cartridges. This business,
whose marketing foundation was later coined Razor-and-Blade marketing, is the core of Gillette’s business model.
Following are details of each product Gillette sells:
1. Disposable Razors (Picked mid-range price razor for example)
a. 3 Blade Technology
b. Lubrastrip for smoothness
c. Pivoting head
d. “Microfin” layer protects against
cuts
e. Non-slip Rubber handle
2. Razor Handles (Picked newest technology product available)
a. Flex-Ball Technology b. Fits Fusion-5 Razor
3. Replacement Cartridges (blades attach to razor handle) (Newest technology) Fusion 5
a. 5 Blade Technology
b. Two “Prosheild Lubrication Strips”
c. Precision Trimmer
4. Gillette On-Demand
a. Blades sent to house
9. 7
i. Step one – Select which blade fits your needs
ii. Step two – Select one of the following:
Subscribe and get every 4th order free
Send texts when razors are needed
iii. Step three – Get them at your door
Competitive Review
Gillette has dominated the industry for many years. However, with business consistently transferring to the online
marketplace, Gillette is seeing new competition that is threatening their dominance. The online market place has
proven to be a strong investment for companies looking to penetrate the market; capitalizing on the massive operating
margins Gillette enjoyed, these companies simply sold similarly quality products at significantly cheaper prices.
Gillette’s major challenge, therefore, will be transitioning to a leader in the online subscription services that razor
sales tend to take form as in the online razor industry. “The advent of the Internet as a prominent communication and
advertising platform has enabled firms to implement targeted advertising campaigns and direct their efforts to certain
subsets ofthe population” (Bimpikis, Ozdalgar & Yildiz, 2016). Dollar Shave Club and Harry’s have leveraged this
new medium of where their integrated marketing communications can be received by consumers, giving these two
new competitors a means to obtain market share from a segment not fully tapped into by Gillette. Failure to penetrate
the online market and the segments that participate in it the most has facilitated Dollar Shave Club and Harry’s in
achieving significant market share; market share that Gillette will have to bulldog its way back into achieving through
innovative marketing strategies. On the following page is an overview of Gillette’s three main competitors and their
products.Immediately after that we have a review ofGillette’s competitors via the remaining 4Ps and Cs of Marketing
(sans Product):
10. 8
Dollar Shave Club
1. Price: Each subscription price point comes with different quantities of razors. Subscription services cost $1,
$5, $9 per month. In the beginning they utilized a price penetration methodology, aiming to obtain market
share. Due to Gillette’s premium pricing strategy, Dollar Shave Club saw an opportunity to make quality
razors and shave away some of the operating margins, producing a handsome profit, albeit not as much as
Gillette (note: this caused Gillette to slash their prices across the board). Dollar Shave Club’s competitive
advantage is its price and the convenience of razors to your door.
2. Promotion: Regarding the promotion mix, Dollar Shave club had an advertisement that effectively turned
into PR: their very first advertisement mocked Gillette and went viral due to the language ofthe advertisement
and its bluntness. One could argue based on the premiumprice of Gillette, their ‘price’ was a sales promotion
(Gillette had to slash prices as previously mentioned). There are no direct marketing or personal sales in the
promotion mix with Dollar Shave Club.
3. Distribution: Subscription services utilize mail as their only mode of distribution from manufacturing to the
consumer. The product comes straight to customer’s doors fromthe manufacturing plant.
4. Positioning: Their integrated marketing communication tactics by way of their PR/Advertising campaign,
specifically their first video that went viral, ultimately declared their positioning in relation to Gillette. To
people looking for an honest clean shave,Dollar Shave Club offers a no frills, straightforward, quality shave
that doesn’t have all the fancy, unnecessary ‘technology’ the name brands do, making your wallet lighter,
and your face smoother. Look, feel, and shave like a million bucks, without paying it.
Harry’s
Competitor Brand of Product Features
Edgewell Personal
Care
Schick
Various razors with various amounts of blades, replacement
cartridges
Dollar Shave Club Dollar Shave Club
Mail-order razors with 2-6 blades, cartridges, replacement
razors, shaving creams
Harry’s Harry’s
Mail-order razors with 5 blades, cartridges, replacement
razors, shaving creams
11. 9
1. Price: Similar to Dollar Shave Club, Harry’s capitalizes on the large operating margins of the Price Premium
giant that is Gillette. With a down payment of $15 to start the subscription, blades are $2 per month
afterwards. Similarly, Harry’s utilized a price penetration approach, however also offered razors of similar
prices.
2. Promotion: In the Promotion mix, Harry’s set up a deal with large-scale department store Target, taking up
most of the shelf space. Customers specifically notice the unique, and almost diametrically opposed
packaging to Gillette therefore making it easy to notice. Harry’s also utilizes comedy in advertising to relate
to their younger target market.
3. Distribution: Harry’s sell’s razors in store, only at Target. Besides Target, Harry’s relies on its online
subscription services that make use of USPS distributive infrastructure.
4. Positioning: Harry’s took a strong,bold approach to Gillette. Calling themout for their crazy designs Harry’s
positioning statement is this. To anyone who simply wants to shave their face with quality razors, Harry’s is
a product with well-made German razors without all the ludicrous designs, halving the price of big name
razors with the same exceptional quality.
Schick
1. Price: Much more of a direct competitor to Gillette, Edgewater’s subsidiary Shick prices razors at margins
slightly lower than Gillette while focusing on the same level of quality that Gillette aims for. Their pricing
model is premium value pricing, basing their price off perceived value.
2. Promotion: Utilizes standard commercials. No direct marketing, very little PR and no personal sales. Shick
has essentially accepted their place in the market share,and have captivated a consistent yet small portion of
the razor market. Continues this due to the high operating margins of the industry.
3. Distribution: Sells in almost all of the same places as Gillette. Also utilizes a competitive subscription service.
4. Positioning: Schick has positioned itself next to the Gillette as the alternative provider of quality razors. To
those looking for a clean smooth shave to look your best, Schick offers technology imbued products, at
cheaper prices than its big-name competitor with the same technology.
12. 10
Channels & Logistics Review
Gillette utilizes drugstores/department stores and the internet to sell their products in what is a multi-channel
distribution. Historically, they have sold their product’s in stores as it wasn’t until recently that online mail-order razor
plans became popular. Online sales are a growing part of the shaving business. This is a hurdle Gillette will have to
overcome to continue to dominate the shaving & grooming industry as most of their business was conducted in stores.
Consumers are increasingly turning online as it provides a cheaperand convenient method of getting razors . Business
continues gradually be conducted more regularly online. Gillette participated by launching The Gillette Shave Club
their own online-order service to compete. Earlier this year however, it was renamed Gillette On Demand, in attempts
to gain competitive advantage with these new companies, while simultaneously slashing prices across the board
elsewhere. After conducting market research, they learned some consumers of competitors were receiving too few or
too many razors, and Gillette has attempted to remedy this issue with a texting platform. This also is a way for them
to connect to millennials, a central part to their target market that has been overlooked. Gillette will need to continue
to innovate in the market, as opposed to historically valuing R&D, to attract customers and retain market share.
Being a subsidiary of P&G, and one of P&G’s most profitable, Gillette gets to utilize P&G’s distributive network
which is extensive. Over the last 8 years, P&G has made significant investments in multi-purpose manufacturing
plants,reorganizing the supply chain framework of the organization. One such investment was the $500 million plant
in West Virginia, which will engage such activities as raw materials acquirement to distribution. P&G serves 5 Billion
people around the world as the largest consumer products company in the world, and as Gillette is at the core of its
business, much of P&G’s extensive network of distribution is utilized by Gillette, allowing greater penetration of
emerging markets, as well as streamlining already held distributive markets.
Gillette has also spent time fostering a whole-channel view in their international business distribution strategy.
Creating cohesiveness throughout the distribution chain across borders and in between helps foster more value
channel-wide to better implement emerging market strategies.
13. 11
SWOT Analysis
Strengths Weaknesses
Powerful, globally recognized brand
High operating margins
Expensive Products
Costly brand management
Opportunities Threats
Further global expansion
Address competitors through positioning
Online competition can further reduce
market dominance
Regional competition
Strengths
1. Powerful, Globally Recognized Brand: Gillette has maintained global dominance virtually around the globe,
with exceptions only on the regional level, in the razor manufacturing and distribution business for 80 +
years. According to Brandz, Gillette is number 67 in the world in brand equity, with estimated brand equity
of $16.278 billion. Previously mentioned, Gillette is so powerful in many eastern European languages the
word translates to razor.
2. High Operating Margins: Gillette, and the greater razors industry, has enjoyed enormous operating margins
upwards of 30% (Forbes). The razor industry is notorious for high operating margins. With high operating
margins, Gillette has enjoyed high profit margins as well, facilitating large opportunities for investment in
R&D and brand management.
Weaknesses
1. Expensive Products: Gillette’s products,despite theirprice premium value pricing system,are still expensive
compared to relatively cheap costs.Consumers have become aware of this, which be a threat. However, the
main weakness behind expensive products is that Gillette can neversell razors as value products.Their entire
marketing and brand management approach has been geared towards a price premium, hence their large
operating margins.
14. 12
2. Costly Brand Management: Brand management has been one of Gillette’s biggest costs overthe years, with
expensive but value-added relationships with professionalathletes,movie stars etc. At this moment, Gillette’s
using the new Batman movie tied with a slogan,“The Best A Super Hero Can Get”. They have stayed current
endorsing athletes like Tiger Woods and celebrities like Dave Chappelle.
Opportunities
1. Further Global Expansion: Global expansion has been a theme for Gillette over the past 20 to 30 years.
Gillette has invested heavily in India, nearly reinventing their business model to adjust to the cultural
differences of Indian consumer dynamics. Global expansion can extend further into the middle east, as well
as into South America. Gillette just perfected its strategy in India, and it is likely it can translate to other
countries where practicality is valued over prestige with consumer products for the masses .
2. Address Competitors through Positioning: With Dollar Shave Club and Harry’s presenting Gillette’s largest
challenge of the 21st century, and arguably since Bic introduced disposable razors, Gillette can utilize their
previous position as leverage to foster a new repositioned status against its competitors. It is likely this will
be taking place in 2018.
Threats
1. Online Competition Can Further Reduce Market Dominance: Unless addressed, Dollar Shave Club and
Harry’s will continue to make strides in the online business realm effectively reducing market share and
brand value for Gillette.
2. Regional Competition: Gillette is a world-wide brand, and is used in many countries. There is always the
threat that a smaller company that understands the regionalmarket bettercan produce a product that competes
with, and takes away market share from, Gillette.
15. 13
Objectives and Issues
Objectives
Over the next two years Gillette seeks progress in two areas. Each will be measured at the
end of the year to ensure predicted performance is satisfactorily met
First Year Objectives: There are two main objectives for the calendar year of 2018:
1. The first objective is to further penetrate the online market by strengthening the reputation by incorporating
Gillette’s historical standard into their Gillette On Demand subscription service. This is the most crucial and
demanding first year objective. It is not likely to be completed by the end of 2018, however, a goal of
reclaiming 1% -2% ofmarket share by the end of 2018 that was taken from the penetration of Dollar Shave
Club and Harry’s of the market is reasonable.The marketing budget will be able to allow for this due to razor
industry’s notoriously high operating and profit margins.
2. The Second Objective for calendar year 2018 is to increase global presence in terms of brand management.
The goal is to increase global brand awareness by 5% . While Gillette has dominated the razor industry
through their superior brand image in the United States and in Western Europe, there has yet to have been
created any cohesion in a global context of a unified brand image. Through strategic brand management and
our promotion mix, Gillette will aim to fostera global brand image, as powerful as Gillette’s mainly domestic
brand image. This will require considerable spending and allocation of funds to the marketing budget, but
will ultimately allow for easier penetration in emerging markets not yet taken advantage of. While this is a
huge endeavor to take on, it will ensure the go-to razor brand in regional markets with regional competitors
is Gillette, flushing out the competition to ensnare powerful market share.
Second Year Objectives: The two goals for completion at the end of 2018 have consequent 2019 benchmark
measures of success:
1. Continuing the first objective of year one will be measured by further increase in the market share. The goal
is to continue the trend of increasing market share by reclaiming another 2-3% of market share in the
razors industry. The goal of total market share over the two years 2018 and 2019 is 3%-5%. Correctly
adjusting to the increase in online distribution of razors will facilitate Gillette staying relevant.
16. 14
2. Continuing our second objective in increasing global awareness, our second-year goals for 2019 are to
increase global awareness by another 5% . Continuing the trend of creating a global brand identity that
speaks to all nations will be a main point of emphasis of the marketing department in the coming years. In
terms of the factors that influence rate of adoption, Gillette has advantages in Compatibility,
Communicability, Complexity, and has the relative advantage in technology due to large R&D expenditures.
This creates for smooth adoption ofproducts,should the brand image be positioned properly, in a competitive
context as well as a cultural context. In increasing global awareness by 5%, Gillette hopes to increase volume
of sales in emerging markets by 6%.
Issues
There are two issues associated with the objectives and implementation of the 2018
Marketing Plan.
1. In increasing market share by roughly 2%/year, Gillette must further infiltrate the online portion of sales,
which is an entirely new segment of business for Gillette. Gillette will need to include this in their supply
chain, ensure the same quality customer service it has maintained for years while relying on an entirely
different distributive network to make sure customers are getting their blades on time. It requires an adjusted
marketing mix, as well as integrating brand management and updates to Gillette’s Integrated Marketing
Communication strategy. Going online means using new mediums of communication towards consumers,
who are likely to be an entirely new set of customers given that millennials and young adults in the early 20s
and late teens who are newcomers to shaving will commonly turn to the internet for products, including
razors, hence the sudden emergence of this market.
2. Pertaining to objective number two, creating a distinct unified brand image that crosses borders and is
recognized similarly around the world, substantial portions of the budget will need to be put towards
accomplishing this. This may mean digging into the operating and profit margins, as an investment, to
stabilize global brand image. It will also require extensive cultural research in the chosen emerging markets.
For a strongerstrategic brand management, additional resources will need to be required from human capital
to corporate planning committees and everything in between.
17. 15
Marketing Strategy
Positioning
To young-adult to middle-aged professionals who value that eclectic night out as much as a cozy night in, Gillette
provides technology-laden razors that deliver a satisfying,bump-free, smooth shaving experience offering life the best
version of you and you the best version of life. This is Gillette’s current positioning statement, and adheres to this
brand identity stateside.However, to accomplish objectives 1 & 2, it will be important to adjust its position in emerging
markets, as well as integrating its online presence into its overall positioning.
1. Emerging Markets: Similar to experiences in India, where the shaving culture was simply nonexistent, taking
Berger’s, author of Contagious, principles into practice and creating a public dialogue that utilizes his
concepts ofsocial currency to create relevance to the industry itself, will aid in birthing the social norms and
constructs ofshaving,and will foster momentum for Gillette to use to develop market share. Using this will
establish Gillette’s position in emerging markets. Accomplishing this in several countries will aid in giving
Gillette a singular brand identity ensnaring customer into brand loyalty worldwide.
2. Online Markets: Incorporating Gillette’s brand identity and positioning into the online market arena will
require extensive use of the promotion mix and strategic brand management. Integrated marketing
communications will need to be readjusted to incorporate online markets into its balance. Being careful not
to boast about being number one in the industry while effectively repositioning the threats of Dollar Shave
Club and Harry’s will ultimately guide Gillette to reclaiming its market share at 2%/year for the next two
years.
Product Strategy
In addressing product strategy in global environments without inventing a new product, there are two types of
strategies that can be employed, and a little of both are called for in penetrating world markets. Straight Product
Extension, or selling the product as is in new markets has worked in the past for Gillette, with one large exception in
India. In India, Product Adaption strategies were implemented. First, finding what the industry’s cultural connotations
are, followed by adapting the product to fit the specific needs of a culturally distinct market. Prior research and
knowledge is paramount in successfully infiltrating a new foreign market and positioning it to be the leader in its
18. 16
market. This approach will be necessary as Gillette decides to enter new markets. In 2015 Gillette began construction
of a $100 million plant in Vietnam. Applying these techniques in Vietnam will be crucial.
Regarding Online Markets, Gillette will continually need to adapt Gillette On Demand to fit consumer needs. One
method of achieving this is though Omni-Channel Retailing, whereby Gillette would produce a seamless integration
of their online purchasing experience (subscription) and subsequent ordering of razors with the retail experience.
Picking up razors such as prescription medicines are picked up is a method, or contracting with certain retail locations
to offer discounts to people who are subscribed to Gillette On Demand could create incentive to increase online
revenue. Seamlessly combing the two could allow for a growth in online sales and an incorporation of Gillette On
Demand in Gillette’s overall positioning strategy.
Pricing
Gillette has always priced based on perceived value, in a value pricing scheme characterized by premium pricing. In
premium pricing, brand image is manufactured and used to foster customer value. Regarding objective number one to
stay competitive Gillette On Demand was priced at a point similar to Dollar Shave Club as well as Harry’s. However,
given this was a market penetration strategy, the price will go up overtime to match the instilled price perception
consumers have for Gillette, and this will adjust in accordance to increasing market share, the placement in the rate of
adoption cycle, and the product life cycle.
Regarding objective number two, the pricing strategy taken in infiltrating emerging markets will be market
penetration. Research will be administered to correctly identify price taking into consideration economic conditions,
and ascertaining whether the Captive-Product Pricing model will be effective in the new markets. Carefully
considering laws, competitive dynamics and while staying course of the original marketing objective will allow
Gillette to handle its appropriate pricing in emerging markets. In targeting the middle class that typically is growing
in emerging markets, Gillette can ascertain a dominant portion of the market share to ens ure its future in the newly
entered market.
Distribution
Gillette, utilizing an Omni-Channel Retailing protocol and potentially creating a seamless integration of online sales
with retail sales, will foster a Multichannel Distribution System. This will balance the online market with the retail
market, which may also aid in integrating brand identity into the online segment of business.In Gillette On Demand
it relies on the USPS, as part of their distribution, in an otherwise relatively direct marketing channel. Therefore,
19. 17
creating value through manufacturing and proper storage and warehousing of razors being sent out in Gillette On
Demand is paramount in effective and seamless distribution, as Gillette On Demand is simply a distribution service
for its razors. Integrated Logistics Management is a key factor here, specifically within the confines of the
manufacturing plant, warehousing and ultimate cohesiveness with USPS.
Gillette will have to create positive relationships in the new regions its opening business up with. To accomplish this,
CSR will be crucial. Integrated Logistics Management will be critical in the penetration of emerging markets. Working
well with local communities, giving jobs to locals, are all tactics that will be taken up in the penetration of emerging
markets. The manufacturing plant recently built in Thailand may be providing razors to the South Asia region while
new investment opportunities are evaluated. While this is the case, a Whole-Channel view of distribution will be
necessary, taking into consideration border crossings, import taxes and other key elements of global distribution
systems.
Marketing Communications Strategy
Gillette Promotion mix: “These new ways of communicating, however, also facilitate greater personalization of
message content, timing, and location, enabling marketers to utilize more media types to accomplish specific
communication objectives.” (Batra & Keller, 2016) Based on this principle, Gillette will engage in the following
communication strategy.
1. Advertising
a. Gillette On Demand: Gillette has consistently used advertising to develop its brand image, utilizing
printed media and video media advertisements. The content of advertisements will promote Gillette
On Demand to increase awareness, to reclaim market share taken from Dollar Shave Club and
Harry’s.
b. Emerging Markets: Beginning in new markets, it is key to ascertain the correct medium of
communication. This requires research into the cultural attitudes of business reputation and how
various countries respond to media and print advertisement.
2. Sales Promotion
a. Gillette On Demand: Part of subscribing to Gillette On Demand is picking between texting your
order for new razors to Gillette, which then promptly will send razors to the consumer or receiving
20. 18
every 4th order free. Sales Promotion is embedded in the product. Consider alternative techniques to
incorporate ‘deals’ into Gillette On Demand to speak to money saving millennials.
b. Emerging Markets: This depends widely on the specific market being penetrated. In countries with
many advertising mediums sales promotions could be utilized to bring awareness to brands as well
as setting pricing expectations. Sampling can give prospective customers a chance to see the
technology imbued in Gillette’s razors.
3. Personal Sales
a. Emerging Markets: Depending on the market, there may be some personal sales, especially with
key accounts. Utilizing a leveraged sales approach in emerging markets is key.
4. Public Relations
a. Gillette On Demand: PR has historically been used to aid in the development of Gillette’s brand
image. Following this methodology, utilizing some PR in the form of sponsorships forGillette On
Demand can aid in capturing market share.
b. Emerging Markets: PR is crucial here, specifically on the handling of the actual penetration of new
markets. Responding to good and bad press appropriately shapes the public’s perception of the
Gillette’s new presence, and is extremely important.
5. Digital & Direct Marketing
a. Gillette On Demand: This will be a substantialportion of the communication with consumers with
the new subscription service. Utilizing Google’s AdSense as well as e-mail marketing will aid in
recapturing market share.
b. Emerging Markets: Depending on the countries development and how salient internet use as well
as cultural differences digital and direct marketing strategies may or may not be implemented.
Marketing Research
Gillette will need to conduct descriptive research in its continued monitoring of Gillette On Demand. Taking into
consideration its performance and consumer needs will be vital in ensuring the continued success of Gillette On
Demand. Specifically, understanding howa market giant releasing a new product into a market created by newcomers
21. 19
to the market and its effects on its current position and the industry overall. This will provide insights into how smooth
the transition will be in acclimating to the online market.
Gillette will need to perform some exploratory research in the penetration of emerging markets, less so in the markets
its already penetrated and more in new opportunities. Observation, Free trials and surveys can be conducted when
appropriate, in ascertaining cultural phenomenon and customs. Emerging markets are tricky, and careful vigilant
infiltration is the goal. Penetrating India proved to be more difficult than previously imagined, and only with ingenuity
on all the market fronts was Gillette able to establish a legitimate position.
Action Programs
January: Gillette will begin conducting market research for both segments it intends to work on over the next two
years. Surveys will be conducted on consumers in emerging markets. It will also begin developments of promotion
plans and strategic advertising for Gillette On Demand. There will be teams designed to address potential emerging
markets.
February: Teams will be dispatched to various countries to conduct more research in developing countries for
potential targets of market penetration. Developing the plan to integrate the Omni-Channel Retail strategy will begin
its early phases. At the earliest time, beginning phases of promotion activities will begin. Gillette will work on PR
campaigns to address not only Gillette On Demand and its competitors, but endorsements and sponsorships with
various celebrities and athletes to gain competitive advantage against companies with less resources and influence,
integrating its previous position in similar markets to the online subscription service market.
March: Teams will continue to survey potential opportunities for emerging markets and begin preparing various
reports for analysis and evaluation. Campaigns aimed at recapturing market share in promotion of Gillette On Demand
will begin. Systems will be put in place to measure performance for Gillette On Demand market share revival.
April: Teams will begin to report back findings, and decisions will be made which markets would be most
advantageous to go into. Plans to infiltrate will be developed,including choosing factory sites,distribution networks,
promotion campaigns and beginning stage pricing strategies. Gillette On Demand performance review will occur,
addressing the future and current implementation strategies.
May: A 5-month comprehensive performance evaluation of the 2018 marketing plan will occur, addressing efficacy,
efficiency, and controls over anticipated outcomes and overall development of activities. Investments will begin in
22. 20
emerging markets, and factory’s construction will break ground.Gillette On Demand teams should be able to forecast
basic levels of sales, market share creation and overall consumer reaction to Gillette On Demand present and future
marketing strategies.
June: Cohesion amongst the multichannel distribution model will begin to be noticeable in the segments bottomline
with lower expenses; financial statements will show signs of positive future impact. Integrated Marketing
Communication strategy will be in full swing for Gillette On Demand, with the front lines of the effort being a PR
push.Abroad in emerging markets, relationships begin to show signs of long term potential and distribution/pricing
strategies develop. Relocations of key employees are discussed.
July: Roll out promotion strategy for Gillette On Demand
1. Create contracts with athletes
2. Strategize and implement social media campaign with digital marketing team to respond to DSC & Harry’s
PR Ads
3. Weigh costs and benefits of sales promotion’s effect on Brand Image, Pricing models and customer creation
In emerging markets, continual smoothing out of potential wrinkles while establishing strongerdistribution networks
and channels will continue.
August: An eight-month performance review of marketing efforts will begin, including projections for the remainder
of the year and beginning steps in drafting a 2019 marketing plan. In the Gillette On Demand Integrated
Communications Push,advertisements and PR based on seasons will begin. Planning for a new counterto ‘No -Shave-
November’ will begin, as well as back-to-school Ads. Emphasis on connecting with specific target markets and
markets within those targets (i.e. age groups,college students,professionals etc.).Strong and Steady on the Emerging
Market front, making sure everything is being executed appropriately and dealing with any hiccups along the way.
September: Finalization of distribution channels as well as creating relationships with local raw material sellers
will begin, as well as further market analysis. Continual market analysis will be a must in emerging markets. Gillette
On Demand should begin to see some press,and Integrated Marketing Communications Strategy will show evidence
of impact.
23. 21
October: Halloween related advertisements and PR will occur, specifically targeting ages 18-24. New marketing
research for emerging markets will be documented and reported.Board Meetings discussing emerging markets overall
direction and its fit into the mission of Gillette will be discussed.
November: Analysis of ‘No-Shave-November’ marketing communications approach will begin, and will be
monitored the entire month. Strategic analysis will be made for next November, with the goal of eliminating this trend.
Due to the budget of 2018 Marketing Plan, a significantly more comprehensive analysis will occur of overall
marketing strategy efficacy for the current calendar year, which will be taken to Executive and the Board of Directors
for discussion and direction.
December: Board meeting will occur regarding marketing plan’s efficacy based on prepared reports regarding
Emerging markets, Gillette On Demand marketing push as well as all other aspects of current calendar year of
marketing Plan. Current marketing plan creation for 2019 will be advised and adjusted according to findings and
results of this meeting. Should 2018 appear effective, continuance of Gillette On Demand integrated marketing
communications strategy will occur. Emerging Markets will continue to be watched.
Budgets
To fund the massive brand identity integration plan as well as the PR campaign to strengthen Gillette On Demand’s
position relative to competitors, large investments will need to be made. This will include debt financing mainly.
Dividends will be slightly lower, not to spookshareholders, but enough to utilize some of retained earnings on some
of the investment. With high operating and profit margins this is significant enough to be necessary in 2018’s
objectives.
(Since Gillette’s financial information isproprietary, these are educated estimates) Debt financing will be in the form
of corporate bonds and loans from banks totaling $335 million. $200 million will be used on two new factory’s in two
emerging markets deemed worthy of the risk. $50 million will be utilized on PR campaigns, setting up sponsorships
with athletes to endorse Gillette On Demand subscription, with additional financial resources going towards the
advertising and promotion mix for Gillette On Demand totaling $30 million. An additional $5 million will go to R&D
for ways to improve supply chain efficiency for Gillette On Demand. $20 million will go towards the development of
Whole-Channel distribution networks, as well as new plant equipment for factories in the new emerging markets. $30
million will be allocated to the additional R&D that will be required to understanding the new market’s needs. This
24. 22
includes all cultural and market research as well, as well as product adaptation that needs to occurto acclimate products
to their intended international market. (Since Gillette’s financial information is proprietary, these are educated
estimates). With Revenue of $6.8 billion in 2017, fixed costs are $6.56 billion (Gillette consists of10% of sales and
16% of profits, and fixed costs for P&G are 48% of revenue and roughly the same as Profits), yielding sale of
596,363,636 razors. Selling products in over 200 countries worldwide, Gillette meets this number year after year,
thanks to substantial market share.
Controls
Gillette will need to measure performance through every step of implementation of the 2018 Marketing Plan. Three
main attributes will need to be tightly and thoroughly controlled:
1. Brand Image Development in Emerging Markets and Gillette On Demand: Having a high standard of brand
image, controls will be set in place to ensure the new brand image being fostered both in emerging markets
(as far as global cohesion) as well as Gillette On Demand’s integration into current brand identity (and the
online segment all together) is occurring smoothly, effectively raising brand equity overall. Market research
in the form of surveys, focus groups and observation will reveal whether this is happening to standard.
2. Risk Assessment throughout emerging market penetration: A careful watch with a development of a control
strategy will be implemented. With any new development new assessment on the feasibility of investment in
emerging markets must be undertaken, along with further research about the efficacy of profit realization
through the development process to shipping the first razor to the first retail location. Profit goals must
continually be able to be in reach throughout the implementation of supply chain and production.
3. Supply Chain and Distribution efficiency: Standardization of the distribution chain for both Gillette On
Demand (cohesion with USPS) as well as ensuring a Whole-Channel view is maintained. Tests will be
performed to see time it takes for one razor to make its way to various destinations in the supply chain and
tweaks will be made along the way depending on test performance, in both Emerging Markets and Gillette
On Demand.
25. 23
References
1. Armstrong, G. (2016). Marketing, An Introduction 13e. United States of America: Pearson Education
Limited.
2. An Open Letter From The Thousands Of Men And Women At Gillette. (n.d.). Retrieved October 22, 2017,
from https://gillette.com/en-us/about-gillette
Gillette About-us
3. Bimpikis, K. Ozdaglar, A. Yildiz, E. (2016) Competitive Targeted Advertising Over Networks. Operations
Research 64(3):705-720. https://doi.org/10.1287/opre.2015.1430
4. Batra, R., & Keller, K. L. (2016). Integrating Marketing Communications: New Findings, New Lessons,and
New Ideas. Journal Of Marketing, 80(6), 122-145. doi:10.1509/jm.15.0419
5. Cook, J. A. (2007). Weaving 2 supply chains together. Retrieved October 22, 2017, from
http://www.supplychainquarterly.com/topics/Global
6. Coolidge, A. (2017, April 26). Slower Gillette razor sales slice into P&G's profits. Retrieved October 22,
2017, from https://www.usatoday.com/story/money/business/2017
7. Coolidge, A. (2017, May 10). Gillette online users can now text for new razor blades.Retrieved October 22,
2017, from https://www.usatoday.com/story/money/business/2017/05/10/gillette-online-users-can-now-
text-new-razor-blades
8. COMPARE GILLETTE® RAZORS AND FIND THE BEST BLADES FOR YOU. (n.d.). Retrieved October
22, 2017, from https://gillette.com/en-us/en-us/compare-shaving-razors-cartridges
9. D'Costa, V. (2016, June). Shaving Razor Manufacturing In the U.S. Retrieved October 22, 2017, from
http://clients1.ibisworld.com/reports/us/industry
10. Dollar, S. (n.d.). How It Works. Retrieved October 22, 2017, from https://www.dollarshaveclub.com/how-
it-works
11. FTSE Russell. (n.d.). Proctor & Gamble. Company Financials. Retrieved October 22, 2017, from
http://www.mergentonline.com/companyfinancials
Mergent Online Database
12. H. (n.d.). The Gillette Company. Industry Information. Retrieved October 22, 2017, from
http://subscriber.hoovers.com/H/company360/overview
Hoovers Online Database
13. Isaac, M. (2014, September 23). Where Profit Margins Are Hefty, Online Upstarts Muscle In. Retrieved
October 22, 2017, from https://www.nytimes.com/2014/09/24/technology/24shave.html
14. Nickel, B. (n.d.). The Razor War on Display Advertising (Gillette vs. Dollar Shave Club vs. Harry’s).
Retrieved October 22, 2017, from https://www.adbeat.com/blog/the-razor-war
26. 24
15. Rubin, C. (2014, November 19). Safety Razors Regain Popularity for Men. Retrieved October22, 2017, from
https://www.nytimes.com/2014/11/20/style/safety-razors-regain-popularity-for-men.html
16. Radin, R. (2013, September 8). Gillette Organization Chart. Retrieved October 22, 2017, from
https://www2.bc.edu/robert-radin
17. Procter & Gamble. (n.d.). Retrieved October 22, 2017, from http://news.gillette.com/about/history
Gillette History
18. Terlep, S. (2017, April 04). Gillette, Bleeding Market Share, Cuts Prices of Razors. Retrieved October 22,
2017, from http://www.foxbusiness.com/markets/2017/04/04/gillette-bleeding-market-share-cuts-prices -
razors.html