Clean edge razors marketing case study

The non-disposable razor market has, and will continue, to show growth in future years. Though Paramount currently offers two successful lines of non-disposable razors, it does not yet offer a product that caters directly to the super-premium segment of the market.

Trends indicate that this growth will be fueled by innovations and new products. Randall suggests that a successful mass marketing strategy would require upwards of 42 million dollars for the first year. Clean Edge appears to have this advantage.

Therefore, this approach will have to be revisited in the medium term at which point the product may need to be upgraded or a harvest pricing approach will have to be introduced towards the end of the product life-cycle. By culling information on past and future market trends, competitors, branding, available budget and financial forecasts, this paper will attempt to provide recommendation and insights that may assist Mr.

The following observations should frame any discussion of potential marketing plans: A closer analysis of Benet and Klein and Prince figures for indicate that consumers may be moving from the moderate market segment towards the premium markets.

Randall with his decision. This amount is almost as much as Paramount spent to market all non-disposable products during Exhibit 5 indicates that Paramount Pro and Paramount Avail products are still showing largely positive growth. The possible profit incurred from a potentially larger volume of sales is offset by the higher margins and the lower marketing expenses associated with a niche strategy as well as the uncertainty associated with the success of a mass-marketing approach in a competitive market.

This approach is likely to be successful for the simple reason that Clean Edge is a quality product — its success will be contingent on product-differentiation based on superior performance and technology.

This paper supports the launch of Clean Edge razor using a niche-market strategy, at least for the first couple of years. Any budget re-allocation would lead to vigorous opposition internally, particularly from Mr. Exhibit 5 indicates significant growth in higher-end products such as Vitric Master, Naiv and Tempest.

Therefore, a mass marketing strategy that is to have a reasonable chance of success is simply not financially feasible. As such, a niche-market strategy is proposed for the first two years. With no apparent sign of a decline in these markets, introducing a product that is positioned to potentially come into conflict with these already successful brands would not be profitable.

A comparison of product margins and marketing costs between niche positioning and mainstream positioning would support the previous point. Pg 2 Related posts: Premium-pricing, skim pricing or plus-one pricing strategies are often encouraged during the early stages of a product life-cycle and particularly in-cases where the product offers a superior technology to competitors.

Furthermore, marketing expenses in the latter case are between 2 and 3 times higher than the niche alternative.

Paramount should take advantage of this trend now. Paramount, as an overall market leader with a good reputation, will be able to successfully capture significant market share in this growing segment.

This bodes well for Clean Edge. However, this will not last forever in a highly competitive, elastic market where imitation and replication is not difficult and is perhaps unavoidable. Maintaining this separation will also limit internal conflict with Mr.Clean Edge Razors - Marketing Case Study Words | 4 Pages.

product manager for Clean Edge, must decide on his product positioning strategy for Clean Edge, a new, state-of-the-art non-disposable razor to be introduced by Paramount Health and Beauty Company. By culling information on past and future market trends, competitors, branding.

Clean Edge Razors – Marketing Case Study. Jackson Randall, product manager for Clean Edge, must decide on his product positioning strategy for Clean Edge, a new, state-of-the-art non-disposable razor to be introduced by Paramount Health and Beauty Company.

Clean Edge Razors - Marketing Case Study Words Oct 29th, 4 Pages Jackson Randall, product manager for Clean Edge, must decide on his product positioning strategy for Clean Edge, a new, state-of-the-art non-disposable razor to be introduced by Paramount Health and Beauty Company.

Clean edge razor case study 1. Clean Edge Razor KELOMPOK 7 MM KELAS 27C DIAN ATIKA, RAFIKA, RERY INDRA KUSUMA Clean Edge Razor with the non-disposable razors and refill cartridges in the U.S.

contributing $ million in revenue, gross profit of $92 million, and operating profit of $26 million. Clean Edge Razor MARKETING BUDGET.

Clean Edge Razor: Splitting Hairs in Product Positioning HBR STORE > Case Studies > Sales & Marketing. Clean Edge Razor: Splitting Hairs in Product Positioning case study. John A. Quelch. MBA Marketing Case Study about Clean Edge Razor by smmnor in Types > Presentations and marketing case5/5(5).

Download
Clean edge razors marketing case study
Rated 0/5 based on 84 review