Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Gillette competitors worldwide
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Gillette competitors worldwide
Gillette Marketing Plan
Gillette's $9.2 billion global business began on September, 1901 by the name of "American Safety Razor Company. In 1902 it was names Gillette Safety Razor Company. The Gillette Company today is the global market leader in nearly a dozen major consumer products categories, principally in the grooming, alkaline battery and oral care businesses. It is the largest known company for producing razors and other shaving products. The five different business units Gillette focuses on are Blades & Razors, Duracell, Oral Care, Braun and Personal care. This project deals with the production of a disposable razor with incorporated gel. Gillette is the largest well known company for producing razors. The company receives the greatest profits from that operation. Gillette sells products in over 200 countries and has approximately 28,700 employees, 70& from which are outside of the US. Manufacturers operate at 31 facilities in 14 countries and 40% of sales come from NEW products for 11 consecutive years.
The Gillette Company's Vision is to build Total Brand Value by innovating to deliver consumer value and customer leadership faster, better and more completely than their competition. This Vision is supported by two fundamental principles that provide the foundation for all of our activities: Organizational Excellence and Core Values.
Organizational Excellence is accomplished by superior and continually improving performance in every area and at every level of the organization. Gillette's performance should be guided by a clear and concise strategic statement for each business unit. Excellence requires hiring, developing and retaining a diverse workforce of the highest caliber.
The three core values that define the ...
... middle of paper ...
...ategic direction of the company of holding the leadership position n the grooming market. Also, this strategy will fit with Gillette's major, sustainable, competitive advantage of being an industry innovator (3). Manufacturing the "Sensor 3 Gel" will add value to the organization, as it will reposition the Gillette Company as the undisputable industry leader.
The "disposable razor" target market will be male population across the world. In 2002 more than 1.7 billion men over 15 years old removed hair daily with over 80% using a blade and a razor (2). These numbers show that there is a large market for razors worldwide. The "disposable razor" will first be manufactured with a regular shave gel to appeal to a large group of men. But in the long run, new and more focused groups will be targeted. Different shaving gels for different type of skins will be introduced.
When Jim Kilts showed up at Gillette in 2001, the first outsider to run the Boston-based company in more than 70 years, he found a business with great brands losing market share. Its acquisitions of Duracell and Braun were not delivering. Sales and earnings were flat, the company had missed its earnings estimates for 15 straight quarters, the stock had plummeted, and Wall Street had lost patience. Yet two-thirds of the top managers were getting top ratings. People were being rewarded for effort; performance, under Mr. Kilts regime, became the new measure.
... global marketplace, it is also essential that Johnson & Johnson focuses on the critical drivers of their future growth: to create value through innovation, to extend their global reach, with local focus, to execute with excellence in everything it does and to inspire leadership with purpose among the people who carry on the Johnson & Johnson legacy.
There are a wide variety of products that have been created over the course of the last decade that have influenced the way that we live our day to day lives. Another product that could greatly revolutionize the world we live in would be a lawn mower that mowed your lawn by itself. This product will have a very distinctive strategy in forming its target market, product strategy, distribution strategy, pricing strategy, promotional strategy, and lastly its competitive analysis.
Sharp’s business philosophy is to focus on developing innovative products to benefit people and society. However, for much of its history, the company was too small to successfully develop and market its own new products and instead relied on imitating others. Only recently has the company grown large enough to be able to research and develop innovative new technologies and products that truly differentiate it from its competitors.
In the mid 1980s, and into the 1990s, business leaders realized that a renewed focus on quality was required to continue to compete in an expanding global market. (NIST, 2010) Consequently, several strategic frameworks were developed for managing, and measuring organizational performance. Among them were the Malcomb Baldrige National Quality Award, which was created by and act of congress and signed into law by the President in 1987, and The Balanced Scorecard, which is a performance management tool that was born out of research conducted in the late 1980s and early 1990s by Robert S. Kaplan, and David P. Norton published in 1996 (Kaplan, 1996). Initially, the renewed emphasis on quality management systems was a reaction to the LEAN approach to quality management implemented by many Japanese businesses to great success post World War II.
Second, we want to create innovative and sustainable products. We live to innovate -- it’s who we are. When our corporate responsibility initiatives begin leading us to new product development, it brings a new energy to our efforts. Whole divisions in our company open up to the prospects. Eyebrows are raised. There are results already: We’re finding ways to eliminate the toxic chemicals commonly used in making products and materials and teams are creating business models for generating revenue from ground-up old shoes; designers are developing products made of recycled polyester or organic cotton.
The source of the brand features is in a connection between customers and companies that sell services or products. Consumers who choose a specific company fundamentally acknowledge to prefer that brand more than other brands rooted from the recognition of the brand’s worth.
• Meet with local media to introduce them to the product line and share information about the natural method of hair removal.
[a] company may have a unique vision, a superior product, strong management and an efficient distribution system – yet if it is not able to convey the core benefits of the brand to its target audience it will ultimately fail. [5]
P&G also entered into the Singapore manufacturing industry through a Greenfield venture. The 6,500-sq.-meter-fragrance manufacturing plant was built within a seven month period and it was a multi-million dollar project for P&G (Moneycontrol.com, 2008). This wholly owned subsidiary allows the company to have control over their intellectual property concerning how to manufacture perfumes for their cleaning products and bathing products. According to Proctor and Gamble’s Group President of Asia, Deb Henretta, Singapore was a natural choice to build a perfume plant, since the country focuses on creating an innovative business-friendly environment that is supported with a strong infrastructure (Economic Development Board, 2008).
Once LIFT is embraced by the college student market, we will expand marketing to the working world as well, growing our market share and profits. As demand increases, LIFT Water Inc. will open additional production facilities.
...ials to make their products rather than using materials that carries hazardous materials. There widespread of products help expand the company all around the world, and inspire the world with great performance and design.
Marketers assert to develop branding and packaging strategies that signify the brand’s products in a way that establishes lasting impressions in consumers’ thoughts. Because brands distinguish the many product offerings in the marketplace, brands help consumers choose between product offerings. When branding and packaging strategies clearly illustrate worthy product expectations, and products remain true to branding messages, positive consumer perceptions ensue, and brand value is strengthened.
In 1991, CP launched new products in the U.S market CP and held 43% of the world toothpaste market and 16% of the world toothbrush market. Other oral care products included dental floss and mouth rinses. In 1991, worldwide sales of CP's oral care products increased 12% to $1.3 billion, accounting for 22% of CP's total sales.
Unilever is part of an Anglo Dutch fast moving consumer goods manufacturer and marketer, one of the largest of its kind in the world.