The world razor market was estimated to be valued at around 6 billion dollars in 2005. The market is divided into two main segments, namely:
• The disposable razor segment (Represents 26.5% of total sales)
• The plates segment (Represents 66.8% of the total sales)
Gillette and Wilkinson are the two major players in the industry. Whereas Gillette heads the razor market with 69% market share, Wilkinson (the major competitor to Gillette) holds 19% of the razor market share.
[...] In order to overcome the technological limitations and sell the idea that the product is innovative, Gillette has changed its strategy of creating advertising over time. The new campaign represents the product as an entity, a person, or a symbol using stimuli with high education iconic imagery to develop the imagination from the audience. That is why at the launch of Mach3Power a sponsorship agreement was concluded with David Beckham so that his image of masculinity, beauty and power was associated with the product. [...]
[...] Thus to maintain steady sales throughout the product life cycle, the post launch strategy of Gillette is a coping strategy, accomplished by repositioning or slightly bettering product attributes. For example, the Mach 3 that was launched in 1998 was succeeded by the Mach 3 Turbo in 2002 and the M3Power in 2004 and finally M3PowerNitro in 2005. Through this paper we will analyze if the secret of the success of Gillette is only the strategy of innovation A communication force The base for the targeted communication campaigns in launching new products are the men of 14-35 years. [...]
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