What Is The Market Structure For Shaving? Clean Edge Razoe Case

Description

*This case study assignment volition reinforce concepts related to market segments, targeting, and positioning. In addition to these strategic components, the example volition bring pricing strategy into the strategic planning process.

Make clean Edge Razor is a 'wet shave' company that sells non-disposable razors (i.east., consumers buy replacement razors), very much similar Gillette Fusion blades.

*Equally you review the case and set up your example study submission, please keep the following word points in mind:

1. What are the dynamics of the non-disposable razor category? Is information technology stable, growing, or failing? Include numbers from the example. What is Paramount'south (company that sells Clean Edge) position in the industry (i.due east., market place share leader, etc.)

ii. Exist sure to identify, describe, and discuss the three cost/quality cost tiers (value, mainstream, premium). Notice the different names. What is happening in each of those toll tier segments (i.e., growing, stable, declining)? In addition to the price/quality price segments, delight talk over the 'benefits sought' segments (e.g., aesthetic shavers) in your discussion - these segments need consideration for assessing growth trends and whether to target the mainstream or premium segment.

iii. The central consequence, in this instance, is how to position Make clean Edge (the newest razor technology) in the mainstream vs. premium segment. Discuss the pros/cons of targeting the mainstream segment; do the same for the premium segment. Discuss the potential profits for both segments (premium vs. mainstream) - this volition require using pricing, estimated sales book (units), and costs (variable and stock-still).

four. Make a recommendation based on your assay. Be sure to include potential brusque-term consequences and long-term consequences of your decision. Marketing managers ordinarily put more accent on short-term results over long-term results (curt-term sacrifice with long-term growth). Please include these considerations in this case.

*Read this instance in the attachment !!!

*A robust case study will be 5-7 pages in length and include cited sources to support your assay.

*Please follow Assignment Rubric and Case Analysis template to write this paper, thank you.

Unformatted Attachment Preview

HARVARD Business organisation Schoolhouse one) Cursory CASES 4249 January 19, 2022 JOHN A. QUELCH HEATHER BECKHAM Clean Edge Razor: Splitting Hairs in Product Positioning On August nine, 2022, a group of executives from Paramount Health and Dazzler Company on the other side of a sat in a enquiry room intently observing a dozen men shaving nondisposable razor, Make clean Edge, two-way mirror. The subjectswere testingout Paramount'south newest encouraging. The bulk of men feltit and discussing the experience. The verdict was extremely cleanest,and smoothest shave they had encountered. was the closest, (Paramount) uålizing a vibrating applied science Clean Edge's improved design provided superior performance by shave. l thorough for a more allowing pare, hair folliclesand liftthe hair from the to såmulate because room observation darkened the in sabbatum Edge, Jackson Randall, product manager for Make clean procedure and new product development the positioning southward&ategy for this new product. He had led the at executives All launch. upcoming the for product the position to was at present grappling with how Paramount However, segment of the market place. agreed Clean Edge should be priced in the super-premium a mainstream entry within some executives believed Clean Edge should be launched as that segment, on the market. with the broad appeal of being the most effective razor available Others felt a more differentiatedniche strategy, targeting the nearly intensely involved super-premium technologically advanced consumers, would be opåmal. Paramount had decided to launch this strongest presence, with an the had company the where product into the men's market start afterward. shortly following marketplace introducåon into the women'due south As Stuart Quimby, directorof Paramount'southward U.S. Grooming Sectionalisation,leftthe observaåon room, he asked Randall to provide a recommendationto the executive steering committeeby the end of the budget allocationsfor the launch. Randall week for production posiåoning, brand name, and marketing now he just had to decide the best course anyone; than better production new this felthe understood of activeness for Clean Edge and convince his dominate of the claim of his sfrategy. 1 Paramount would exist the first company to provide scientific testing past a third-political party lab to back these claims. HBS Professor John A. Quelch and author Heather Beckham prepared thiscase solely as a basis for class give-and-take and non as an endorsement, a source of chief data, or an illustration of effective or ineffective management. This case, though based on existent events, is fictionalized, and whatever resemblance to actual persons or entities is coincidental. At that place are occasional references to actual companies in the narration. Copyright 0 2022President and Fellows of Harvard College. To order copies or request permission to reproduce materials, phone call 1-800-545-7685' write Harvard Business Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. This publication may photocopied, or otherwrisereproduced, posted, or transmitted, without the permission of Harvard Business School. not be digitized' 4249 1 Clean Edge Razor: Splitting Hairs in Product Positioning The U.S. Razor Market Background The U.S. Razor market place could be cleaved up into several categories, including nondisposable razors, refill cartridges, disposable razors, shaving cream, and depilatories. Clean Edge competed in the nondisposable razor and refill cartridge categories. Nondisposable razors experienced approximately 5% growth per year from 2007 to 2022, with refillcartridges capturing slightlyless growth of approximately two% per year over the same time period. Most of the growth in this market can be attributed to innovations and new product introductions. Table A provides retail sales for the select categories. Table A U.Southward. Shaving and Pilus Removal Products: Retail Sales ($ in millions) 2005 Nondisposable Razors $ $ $ $ $ RefillCartidges DisposableRazors Shaving Foam Depilatories Source: "Shaving and Pilus Removal 2006 178 763 440 271 104 Products $ $ $ $ $ 2007 212 801 456 275 101 - U.S. - May $ $ $ $ $ 2008 188 802 477 269 106 $ $ $ $ $ 2022 2009 198 815 490 266 100 $ $ $ $ $ 208 832 504 263 94 $ $ $ $ 218 853 522 260 88 2008," Figure v, Mintel International Group Note: 2008 figures are mid-year projections; 2009-2010figures are estimates. Market Segments and Consumer Behavior Currently, industry experts divided the nondisposable razor and refillcarfridge market into 3 segments based on price and quality:value, moderate, and super-premium. In the lastdecade, the manufacture had experienced significantgrowth in the super-premium segment. Numerous product innovations in the super-premium segment (e.thousand.,5-blade engineering, glide stips, soap bar, low resistance blade blanket, etc.) fueled the growth. Table B provides a breakout of manufacture sales by segment. Table B 2009Nondisposable Razors and RefillCartridge Retail Sales past Segment Book Dollar 25% 43% 32% 34% Super-Premium Moderate Value 22% Note: Information is fictional. Paramount cartridges more than studies from 2009 showed cycle had been shortened due to consumers sponsored that consumers purchased razors and frequently than they had in whatever year previously. trying out new replacement Executives felt the replacement products likewise as advertising and aråcles that touted the benefits of frequent blade replacement. In addiåon to the traditional price/quality segmentsthat industry experts tracked, Paramount's consumer enquiry indicated disfinct segmentation in terms of production benefits and consumer behavior. Inquiry showed these segments held frue for both men and women. Exhibit ane summarizes 2 Paramount'due south findings on these groups. BRIEFCASES I HARVARD Business concern SCHOOL Clean Edge Razor: Splitting Hairs in Production Positioning 1 4249 The intensity of interest with the product varied significantly among consumers. In that location was a grouping of consumers labeled every bit "Maintenance Shavers" who that Paramount were nearly completely disinterested in the product category. Involved users could exist broken up into "Social/Emotional" and "Aesthetic" shavers. Both groups were willing to experiment with new applied science. "Social/Emotional" shavers were motivated by the overall shaving experience, while "Aesthetic" shavers were more interested in cosmetic results. Trends The charge per unit of new-product razors and for nondisposable introductions flurry of 22 new accelerated in contempo years, with an unprecedented refill cartridges had stock-keeping units (SKUs) being introduced betwixt 2008 and 2009. Most of these new SKUs were line extensionstargeted at the super-premium As segment and promoted a outcome of new-product ad expenditures benefits from advances in technology. in order introductions and in this category had been to stimulate demand, rising faster than retail marketplace total media this sales, and trend was expected to keep. Exhibit 2 provides media expenditures for the major brands, and a breakout of advertising/promotion expenditures for Paramount nondisposable razors and refill cartridges are given in Exhibit 3. In full general, disfribution outlets responded shelf space for the product to the growth SKUs past increasing frequently enough to exist a &affic in nondisposable category. Razors were not purchased architect for the stores, but retail margins associatedwith the products tended to be considerably care items (e.g.,toothpaste). Distribuåon higher than other personal was also starting to shift outside stores. In 2000, food stores sold over one-half of all razors, simply past 2009 they of sales. Showroom 4 summarizes the changes in retailchannel distibuåon from tradiåonal food and drug represented simply 42% 2007 to 2022E. products seemed Male-specific training indicated men'south grooming men'southward torso routines moved spray, fragranced shower to be a brilliant spot in the industry. well across gel, and a splash of aftershave. New Recent trends products such equally skincare lines proliferated in the last several years. Male-specific personal intendance products outpaced the growth in the women's beauty marketplace as these products became more mainstream. With more media attenåon on men's grooming problems and less stigma associated with men's preening, the segment seemed poised for growth. Company Overview Paramount was a global consumer products giant with $13 billionin worldwide billion in gross profits for 2009. Paramount'southward and Preparation. respected brand Paramount corporate divisions included the U.S. confributed Beauty entered the nondisposable razor market in 1962 and chop-chop became $170 1000000 in acquirement, Paramount a razors and refillcarfridges in gross profit of $92 million, and operaång profit of $26 in the manufacture. Sales from Paramount'due south million in 2009. sales and $seven Health, Cleaning, currently offered two nondisposable lines of nondisposable razors and refill cartridges—the Paramount Pro which was positioned in the moderate segment of the product category, and the Paramount Avail, which was considered a value offering. Neither Pro nor Avail had introduced meaning technology innovations in the last five years. Together, these two products immune Paramount to capture the unit-volume market-leader posiåon in 2009, with a 23.3% retail unit share.2 two Average contribution per urüt for Avail and Pro combined HARVARD BUSINESS SCHOOL I BRIEFCASES was $1.76 for razors and $2.lxxx for cartridges. 3 Q49 one Clean Edge Razor: Splitting Hairs in Product Positioning Competition Competition for nondisposable razors included directly compeåtors too every bit subsåtute products. Disposable razors provided a "moisture" shave alternative, simply appealed primarily to the value-oriented customers or to customers that wanted a new bract for each shave. Disposables more often than not competed on price and lacked the technology and innovations that were standard in the nondisposable market. Electric shavers captured a moderate percentage of the overall market (approximately27% of men used an electric shaver). Although they did non provide equally close a shave every bit "wet" razors, elect-ic shavers were easier to maneuver and produced less skin irritation.Every bit a result,electricshavers mostly appealed to older consumers. Other substitutesincluded depilatory creams, waxing, and laser hair removal. In 2022,the nondisposable razor and refill cartridge market was dominated by three multinational players: Paramount, Prince, and Benet & Klein. New Simpsons—both in the space. entrants,Radiance Health Inc. (Radiance) and established personal-care products companies—had Other smaller competitors and private-label brands recently intensified competition comprised the rest of the market place. The bulk of these other competitors were priced in the value segment of the marketplace. Showroom 5 details each of the master players' market shares. Exhibit half-dozen provides representaåve retail prices for each major brand by product segment. Prince —Prince manufactured and sold personal intendance products throughout the earth. The company'southward principle focus included oral care products, skin care products, shaving products, and deodorants/antiperspirants. and held the number Prince had been a market leader in nondisposable razors since the 1950s one position in terms of retail dollar sales in 2009. Prince sold nondisposable razors and refill carb•idgesunder the brand names Cogent and Cogent Plus. Both were considered super-premium products. Revenues for Prince'snondisposable razors and refillcartridges in 2009 were approximately $224 million with $45 million in operating profit. Benet & Klein (B&Yard)—B&Kwas a mulånational beauty and health products company that manufactured and sold vitamins, cosmetics, shaving products, skin intendance products, pilus care products, and fragrances. B&Kentered the nondisposable razor market in 1985with the Vifric make. B&K unveiled a new provided production line of nondisposable an advanced razors and refillcartridges (VifricMaster) in 2009 that lubricaåon s&ip, non-slip handle, and superior anti-corrosivetechnology blades. New Entrants — On August deodorant brand, Storm. smoother shave. i, 2009, Simpsons launched a new nondisposable razor using its The Storm razor touted an avant-garde pivoting head that allowed for a Radiance too planned to extend its deodorant brand name, Naiv, into razors. The Naiv razor offered a pulsing characteristic that was somewhat similar to Clean Edge'south vibrating applied science. Executives at Paramount had leamed the Naiv razor was due to launch naåonal.ly in September 2022. In testmarkets, Naiv acquired a thirteen% share. Estimates for 2022 market nondisposable share are provided in Showroom 5. Based on Radiance'spast launches in new-product categories, Paramount believed information technology would come out of the gate strong. Paramount marketing executives esåmated Radiance would spend over $xvi meg for media adveråsing to support the Naiv launch in 2022. There were likewise widespread rumors of significantpromoåon events that would soon be unveiled. Currently, Radiance and Pararnount were tearing competitors in several personal care product categories. four BRIEFCASES I HARVARD Business organisation Schoolhouse Make clean Edge Razor: Splitting Hairs in Product Positioning i 4249 Clean Edge Razor Design and Testing In 2007, Paramount'southward CEO created a special nondisposable-razor project squad devoted to developing a technological breakthrough and providing Paramount with a standout new product in the category. The team was led by Randall and included representatives from R&D, marketing, and production. The squad evaluated several new designs and determined that a vibrating,ultra-thinfive- blade pattern (dubbed Clean Edge) would be the revolutionary product Paramount needed to institute themselves as an innovation leader. One AAA battery was housed in the handle of the razor which provided vibrations that stimulated hair follicles. In addition, the larger, heavier handle allowed for improve balance, grip and control while shaving, and the advanced ultra-thin blade design reduced iritation. Over an 18-month period, all-encompassing clinical testingand consumer research were performed. Clinical trialsindicated Make clean Edge achieved a 25% increase in pilus removal versus other leading nondisposable razor brands (due east.g., Cogent and Vitric). Trials also proved benefits to overall skin status with more than even pare tone and improved Randall managed the evolution skin texture. and testingprocess and was now spearheading the product'south launch. Senior executives already determined that Clean Edge would be priced somewhere in the super-premium segment, and the launch of the men'south razor would occur in Jan 2022, with the women'due south razor to follow presently after. The looming question was how to all-time position Make clean Border. Positioning Within the super-premium segment, Randall had the option of recommending Clean Border for a niche production posiåon focusing on highly involved, fastidiousgroomers looking for a superior shaving experience, or a mainstream position focusing on the wide possible shave. Randall had consulted with markeång financial forecasts for both opåons. Showroom 7 summarizes reward of offer the closest and manufacturing teams to develop initial Randall'southward assumptions and forecasts. In order to develop a comprehensive pro forma income statement for each positioning option, he would also accept to consider the touch of cannibalizaåon. In a recent division condition meeting, Randall had observed a heated commutation on thistopic between Paramount's newly hired corporate marketing director,William Kim, and Paramount Pro's production manager, Albert Randall knew Rosenberg. Kim had been brought on lath to provide a fresh perspective to the nondisposableDivision for over had been a respected manager in the Grooming razor product category. Rosenberg two decades and had pregnant political majuscule in the partition. When the question of Clean Edge'due south production positioning was broached, Rosenberg said, "1 can't believe we consumers positioning strategy. You lot volition only siphon off are even because a mainstream from Pro. A mainstream strategywill dilutethe make power for our bread-and-butter product, Pro. complement Nosotros will just be cannibalizing ourselves. A niche strategy makes our existing product more sense. It will portfolio perfectly." Kim thought Rosenberg was too concerned with protecång his turf and not thinking of what was best for the overall company. He responded, "Albert,research shows our consumers are becoming more sophisticated and expect more than advanced technology. Pro does not provide this. Pro is in the mature phase of the product lifecycle. It is just a matter of åme before we see the pass up. Positioning Clean Edge as a mainstream product will aid preclude loyal Paramount customers from being wooed away to more innovaåve brands. Clean Edge has the potential for frue market domination and needs to be positioned equally such." HARVARDBUSINESS Schoolhouse I BRIEFCASES 5 4249 i Clean Edge Razor: Splitting Hairs in Product Positioning Randall was unsure of the exact result of cannibalizaåon, but production launches in other Paramount product categories indicated a considerable portion of the book sales for Clean Edge could come at the expense of Paramount Pro and Avail. Randall's team spent a adept amount of åme researching potential cannibalization scenarios. They determined 60% of Clean Border sales would likelycome from current Pro/ Avail customers in a mainstream positioning scenario and 35% of Clean Edge sales would probable come from current Pro/Avail customers in a niche positioning scenario. Branding Considerations Randallhad not yet determinedthe relativeemphasisof the "Paramount"and "Make clean Border" names on packaging or in advertizing. He had informally discussed m ro opåons with different executives. Those executives who felt the pattern was a major breakthrough in grooming believed the product should stand apart from the electric current lineswith an accent on the "Clean Edge" name (e.g., "Clean Border by Paramount"). In opposition to this were a handful of executives who thought Paramount's name should receive acme billing as this was consistentwith the overall corporate s&ategy of edifice the Paramount make name equity. The name this grouping preferred was "Paramount Clean Border." Focus groups revealed both concept names were viewed favorably. Randall knew his decision would take an touch on on how closelyconsumers associated Clean Edge with Pro and Avail and consequently influence the rate of cannibalization. Marketing Budget Paramount executiveshad non notwithstanding decided how to incorporateClean Edge into the overall nondisposable razor and refill carfridgemarketing budget and ifan increase in overallbudget was necessary. The 2022 upkeep for consumer totaled $48.3 million with $twenty.2 million for advertisement and $28.1 1000000 and trade promotions. Randall was aware that the steeringcommittee was looking to curb excessive marketing expenses in all product categories. If the budgets were to remain constant for 2022, then a reallocaåon would have to occur. Randall considered the selection of allocating the budget based on an expectedpercentageof sales; but this would not be sufficient for Clean Edge to enter the market in a meaningful way. successful launch. Rosenberg had been All the same, Clean Edge needed meaning marketing dollarsto ensure a was already campaiB1ing to protect his allocaåons. Rosenberg quite vocal in his stance that Paramount and as such needed razor l.frle to sustain current marketing Pro was the backbone of the company'south allocaåons. To capture the volume estimates laid out in Exhibit 7, Randall determined a niche positioning require $fifteen million in total marketing expenditures for Make clean Edge'south firstyear. In guild to reach full sales potential with the mainsfream position, a $42 meg marketing budget would be needed for twelvemonth one. It was articulate to Randall that launching Clean Edge as a mainstream more marketing support. Mainstream razor unit of measurement volumes were product would require significantly strategy would to capture over iii times niche volumes in the firstyear, and reaching the masses would require an extensive advertising campaign. In addition, considerable consumer and trade promotion events would exist needed and many expenses associatedwith these events would be volume based. In order to induce trial,several consumer promotions were existence considered. Cents-off coupons (e.g., expected $1.00 off purchase) would exist an of import office of the consumer promotion strategy for either posiåoning stategy. A coupon for a free razor with cartridgepurchase had also been proposed. Randall estimated the cost of this promotion to be approximately $iv million and had included information technology in his iniåal markeång upkeep assumptions for the mainstream launch located in Exhibit 7. Even though an increase in the overall product category marketing budget would exist highly scruånized, Randall felt this might be the all-time road. vi BRIEFCASES I HARVARD Business organization Schoolhouse Clean Border Razor: Splitting Hairs in Product Positioning 4249 Conclusion Randall's gut told him Make clean Edge had significantmainsfream potential in the super-premium He feltthe vibraång, thin-blade razor would become the new standard in men's shaving segment. and would quickly gain mass entreatment. However, Randall had to consider the opåmal positioning strategy in the context of the enåre company. He knew Paramount Pro's product director, Rosenberg, would vehemently oppose a mainstream launch, and he had to consider iflaunching as a niche product for a year or two might be a meliorate movement. Randall hoped that an economic assay would help him find the right answer. took into business relationship would He planned to build a simple profit-and-loss pro forma that the effects of cannibalization on Paramount Pro and Avail. Randall also realized information technology be important to develop contingency plans to address differentscenarios. After this was consummate, he could brand startedon brand name a more than ilformed decision almost a positioning recommendation and so get and budget recommendations. HARVARD BUSINESS SCHOOL I BRIEFCASES 7 1 Clean Edge Razor: Splitting Hairs in Product Positioning Behavior Sectionalization of Nondisposable Razor Consumers Exhibit 1 Involved Razor Users Social/Emotional Shavers Involved Razor Users Aesthetic Shavers Uninvolved Razor Users Maintenance Shavers (39% of Nondisposable Razor Users) (28%of Nondisposable Razor Users) (33% of Nondisposable Razor Users) Search for products that near effectively remove pilus. View products every bit the same. Lack of interest in production category. Differentiate among products. Search for products based on both funcåonality and messaging. Shaving Shaving is consistently done to remove unwanted hair. as an essential part of a daily grooming ritual. Shaving makes them feel more than Shaving is a means attractive and confident. to smoothen skin they desire. Shaving routine is inconsistent. Shaving is a chore they fry to stop as quickly every bit possible. Notation: Information is fictional. Exhibit two Nondisposable Razor Media Advertising Expenditures, a 2009—2010E 2009 2022E Media ($ in millions) Benet & Klein Media ($ in millions) $ 36.8 29.ii twenty.ii $ 35.2 Prince 27.8 19.i Paramount Simpsons $ ii.4 15.two Radiance a Media $ 16.1 advertising expenditures does non include trade or consumer promotion. Exhibit 3 Adveråsing and Promotion Expendituresfor Nondisposable Paramount Razors: 2009—2010E 2009 Media Consumer Promotions Trade Promotions Full 8 $ $ $ $ nineteen.1 11.five 13.7 44.3 ($ in millions) 2022E $ $ $ $ 20.2 13.1 xv.0 48.3 BRIEFCASES I HARVARD Business concern SCHOOL 4249 Clean Border Razor: Splitting Hairs in Product Positioning Exhibit four % of Nondisposable Razor Sales by Retail Channel: 2007-2010E vol Food Stores vol ( 0/0) ( 0/0) vol vol ( 0/0) 47 45 Drug Stores Mass merchandisers 2022E 2009 2008 2007 ( 0/0) 33 20 29 21 33 18 31 18 32 xix 29 21 43 31 21 Guild Stores Other Note: Information is fictional. Showroom 5 Nondisposable Razor Unit and Dollar Market place Share by Make: 2007—2010E Make vol vol ( 0/0) 2022E $ (Yo) vol (0/0) 2009 2008 2007 ( 0/0) $ ( 0/0) vol ( 0/0) Paramount Paramount Pro Paramount Avail Total Prince Cogent Cogent Plus Full 12.0 twenty.v 12.six 6.6 19.two thirteen.7 21.8 xv.2 6.2 21.iv Vitric Primary Total 23.4 22.ii 21.4 29.4 i.3 30.7 16.1 21.3 19.8 26.2 15.ii 0.2 four.0 19.4 15.8 0.1 5.2 21.one two.6 32.6 23.1 18.1 two.5 0.0 20.half dozen twenty.v two.vii 0.0 23.2 xviii.2 one.6 0.0 nineteen.8 20.0 17.8 0.seven 20.0 i.nine 0.0 21.9 o.z xix.2 0.nine 22.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 two.0 0.0 0.0 0.0 0.0 0.0 0.0 0.nine 0.nine 1.i 1.1 4.6 0.0 34.9 25.9 33.nine 24.1 33.v 22.8 32.0 Simpsons Other 18.5 31.7 Tempest Total 17.3 iv.9 32.half-dozen 31.7 Radiance Naiv Total xviii.five 24.5 0.0 24.5 24.0 0.0 24.0 Benet & Klein Vitic Vitic Advanced 16.9 half-dozen.iv 23.iii HARVARD BUSINESS School I BRIEFCASES 1.ane two.0 4.6 23.0 4249 one Make clean Edge Razor: Splitting Hairs in Product Positioning Showroom half dozen Select Nondisposable Razor Brand Prices:a 2009 Suggested Retail Price StandardRefill Cartridges (Average four-count) Razor Super-Premium Cogent Plus Denoting Naivb Half-dozen&icAdvanced Vifric Principal Tempest $ 12.l $ 10.00 $ eleven.xix $ 889 $ eleven.fourscore $ eleven.20 $ 10.85 $ 10.99 $ 899 $ 865 $ 875 $ 9.50 $ 8.89 $ 755 $ 700 $ v.75 $ 4 60 $ 945 Moderate Paramount Pro Vitic Value Paramount Avail a Tabular array includes only key brands in the market. Prices are representative of well-nigh popular SKU in the brand category. Prices for other SKUs volition vary. b Projected price at launch Exhibit 7 Financial Forecasts: Alternaåve Positioning Scenarios for Clean Edge Niche Positioning Planned chapters Razor unit book (millions of units) Twelvemonth 1 Year 2 Planned Capacity chapters Carfridge a unit book (millions of units) costs ($ in millions) 4.0 ix.9 Year ii 10.0 21.9 Twelvemonth i $ 061 Year 2 $ 087 $ 500 $ 9 09 toll $ 12.99 $ 243 $ 735 $ 10.50 Razor: Suggested price Cartridge:a Average Producåon unit cost Manufacturer Cartridge: a Average price Cartridge:a Average Suggested toll Advertising Consumer ($ in millions) promotions ($ in millions) Trade ($ in millions) 1.71 $ 245 $ 474 $ 783 $ 11.19 $ 2.24 $ 622 $ 889 Year one vii Year ii 7 Year one 6 six 14 2 3 6 viii Twelvemonth two promotions 3.3 four.0 Year 1 Razor: Product per unit of measurement cost Razor: Manufacturer 1.0 one.v Mainstream Positioning Year one Year 2 19 a Automobile&idge unit assumes average 4-count refill packet. 10 BRIEFCASES I HARVARD BUSINESS Schoolhouse Example Study Rubric Criteria (Weight) Professional (100%) Thorough (xc%) Acceptable (75%) Not Fully Developed (50%) Quality of Assignment Content. Weight: 70% Submission demonstrates a full, in-depth understanding of the associated learning objectives presented in the assignment. Writing demonstrates graduate level writing throughout. Assignment is conspicuously understandable to the reader and is free of punctuation, spelling, and capitalization errors. Submission demonstrates a thorough understanding of the associated learning objectives presented in the assignment. Writing demonstrates graduate level writing in most areas. Assignment is mostly clear and understandable to the reader and contains simply occasional punctuation, spelling, and /or capitalization errors. Submission demonstrates a basic understanding of the associated learning objectives presented in the assignment. Writing is unclear and/or disorganized in some areas. Assignment is partially clear and understandable to the reader. Contains several punctuation, spelling, and/or capitalization errors, but does not inhibit readability. Submission Demonstrates a lack of understanding of some of associated learning objectives presented in the assignment. Writing is unclear and/or disorganized in most areas. Assignment is unclear and non understandable to the reader. Contains many and serious intrusive errors of punctuation, spelling, and/or capitalization which partially inhibit readability. Submission follows directions and includes all components indicated in the instructions. If requested, references are included and cited properly according to APA. No formatting errors. Submission follows directions and includes virtually components indicated in the instructions. If requested, references are included and by and large cited properly co-ordinate to APA. Few formatting errors. Submission does not follow all directions and is missing some components indicated in the instructions. If requested, some references are included and partially cited properly according to APA. Several errors in formatting, or format is inconsistent. Submission follows minimal directions and is missing many components indicated in the instructions. If requested, references are not included and/or not properly cited according to APA. Errors in formatting interfere with pregnant. Mechanics and Readability of Assignment Weight: 15% Structure and Organization, Format, Presentation Weight: 15% Does Not See Requirements (0%) Naught submitted. Cipher submitted. Nothing submitted. Example Report Rubric Case Assay Formatting Template Embrace Page Title Your Total Proper name Form & Section i.east., Mon/Wed. Date Situation Assay "Synopsis" – briefly summarize the instance in your ain words – No more than ii pages Environmental Assay SWOT Analysis – in bullet format Strengths Weaknesses Opportunities Threats Internal External Problem Statement "WHY?" Proceed it brief…no more than 20 words. Challenge yourself to exist concise but brief. This should be written as a statement not a question. Development of Alternatives Your alternatives are derived from your opportunities outlined in your SWOT. Number each alternative and explicate. Evaluation of Alternatives & Recommendations Evaluate each culling using the pros and cons of each pick. Employ outside sources to back up your hypothesis. Select the all-time option based on the visitor'due south strengths and opportunities. Recommendation Finish this section with an overall recommendation/decision – no more than one paragraph. Other pointers for working on your cases…. • • All cases are typed, contain a comprehend canvass, sections are labeled and are double spaced and printed in a 12-betoken font. Don't forget bullet points can aid the reader to follow your points. Bullets should be utilized in the SWOT analysis. Exercise Non use paragraphs for this section. Suggested Reading – Read the instance at to the lowest degree three times. Yes, 3 times. If you lot only read it once, y'all volition only exist able to detect surface problems.
Buy respond to see full attachment

User generated content is uploaded by users for the purposes of learning and should exist used following Studypool'southward honor code & terms of service.

Fastened. Please let me know if you have whatever questions or need revisions.

Marketing Case Report: Clean Edge Razor
Thesis argument: The presented, clean border razor instance written report, integrates marketing concepts,
including market segmentation, targeting, and positioning. Based on the discussion, the case
written report will recommend the marketing position needed for the newly launched make clean edge razor
product.
I.

Introduction

II.

Situation analysis
a. Company overview
b. The razor marketplace
c. Market partitioning

III.

Environmental analysis
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats

Iv.

Trouble statement

Development of alternatives

VI.

Evaluation of alternatives & recommendations

VII.

Recommendations

Marketing Example Study: Clean Edge Razor

Student's Proper name
Professor's Name
Course
Date

MARKETING Case STUDY: Make clean EDGE RAZOR

Marketing Case Study: Make clean Border Razor
Organizations projecting to launch a new product should have a marketing strategy. This
provides a framework that the marketing squad should implement to enhance the success of the
product launch. The presented, clean edge razor case study, integrates marketing concepts,
including marketplace division, targeting, and positioning. Based on the discussion, the case
written report volition recommend the marketing position needed for the newly launched clean edge razor
product.
Situation Assay
Visitor Overview
Paramount Wellness and Dazzler Visitor is a firm with health, cleaning, beauty, and
preparation divisions. These production sections contributed to worldwide sales amounting to 13
billion dollars and 7 billion dollars of gross profits in 2009 (Quelch & Beckham, 2022).
Paramount'southward nondisposable razors fabricated the organization a leading brand, having in listen that it
entered the razor market in 1962. Strategic positioning of the razor products fabricated the company
rapidly outshine regardless of intense contest. Paramount's sales in 2009 amounted to 170
million dollars in revenue, 92 million dollars gross profit, and operating turn a profit accounting to $26
million (Quelch & Beckham, 2022). As an organization with two product lines offering
nondisposable razors and refill cartridges, the Paramount Pro attained a moderate segment
position while Paramount Avail got a value offering rank. Although the two product lines did not
launch significant technology innovations for the past 5 years, the company withal managed to
larn the u...