The global razor market was worth a total of $ 6 billion in 2005. This market is divided into three segments: the electric razor, the razor and the disposable razor. The disposable razor represents 26.5% of its sales value. The part of the market that is made up of the razor blades accounts for 66.8% of its value and is thus the heart of the market.
The market for razors is fairly concentrated with Gillette as the leader that occupies 69% of the market share. It was a huge rival to Wilkinson which had only 19% of the market share. In 2004, Gillette came up with the Gillette Mach3 Power, this was more expensive that the product of its main competitor. In this paper we try to understand how Gillette managed to sell these products in a, theoretically, saturated market
Tags -Gillette Mach3 Power, Wilkinson, razors
[...] The disposable razor represents of its sales value. The part of the market that is made up of the razor blades accounts for of its value and is thus the heart of the market. The market for razors is fairly concentrated with Gillette as the leader that occupies 69% of the market share. It was a huge rival to Wilkinson which had only 19% of the market share. Regarding the application, the penetration rate of the razor was 98% in developed countries and a study by the SIMM in 2003 said that men will not pay even a penny more to shave. [...]
[...] the GII in 1972, the outline in 1977 Fusion . until 2006). These brands had a minor common characteristic, which was a real technical innovation of the product (2lames blades 5lames . ) and we will talk about disruptive innovation. However, these disruptive innovations were regular; they do not provide lasting support sales. The novelty effect lasted on an average of only two years with demand. On the other hand, Wilkinson adopted innovation to counter react at Gillette Mach3 blades against Wilkinson). [...]
[...] At the visit, the buyer will be exposed to three links that will advise him in his shaving and at the same time inform the complementary products (e.g. foam shaved Mach3Power). Conclusion We therefore find that the image positioning is a key feature to differentiate them by giving symbolic value to the product to appeal to the applicant. The product is a star. Regarding marketing, we find that in this context, its mission is to revitalize the market. Finally, it would be interesting to analyze in depth how Gillette uses themes "trends" to implement its communication plans. [...]
[...] However does the success of Gillette rely only on their innovation strategy? A force communications The heart of communication campaigns was targeted at new product launch for men of 14 to 35 years. The Gillette brand has always been a pioneer in sports marketing and for the 35 years the official sponsor of world soccer event was massively affected. Gillette's marketing strategy is to launch a new product along with an event. The product was characterized as revolutionary and brings an upheaval in the way that man has to shave. [...]
[...] A new approach in the communication of product Although Gillette regularly communicates on product innovation, it seems that it is illusory. A judge in Connecticut ordered Gillette to remove the abbreviation "new" on product packaging Mach3Power because the product would not be an innovation. To overcome the limits of technology and sell the idea that the product is innovative, it's over time that Gillette change its strategy of creating advertising from a speech based on rationality to a strategy that seeks to personify the product through the star strategy. [...]
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