Clean Edge Razor Case

  • Case Study Clean Edge

    MBA 812 Marketing Management Case Analysis Clean Edge Razor Splitting Hairs in Product Positioning Shiwei Hua (Vivian) Fall 2012 September 20, 2012 Summary Paramount Health and Beauty Company, a global consumer products giant, operates in health, cleaning, beauty and grooming divisions. The Paramount Pro and Paramount Avail are two lines of nondisposable razors and refill cartridges, and currently share a respectable market share in the industry

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  • Edge Coloring

    Edge coloring From Wikipedia, the free encyclopedia Jump to: navigation, search     A 3-edge-coloring of the Desargues graph. In graph theory, an edge coloring of a graph is an assignment of “colors” to the edges of the graph so that no two adjacent edges have the same color. For example, the figure to the right shows an edge coloring of a graph by the colors red, blue, and green. Edge colorings are one of several different types of graph coloring. The edge-coloring problem asks whether it is possible

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  • Clean Edge Razor

    Table of Contents 1.0 Introduction 2 2.0 Case Summary 3 3.0 Case Analysis 5 3.1 SWOT Analysis 5 3.2 Industry Environment Analysis 7 3.3 Product Analysis through the Marketing Mix 11 4.0 Scenario Analysis 13 5.0 Recommendations 15 5.1 Costing and Budget Analysis 15 5.2 Product Positioning 18 5.3 Brand Name Selection 20 5.4 Contingency Plan 21 6.0 Conclusion 23 1.0 Introduction Paramount Health and Beauty Company (Paramount), a leading name in consumer’s

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  • Clean Edge

    Group Case Study Case: Clean Edge Razor Three main parts: Case Discussion Questions 1. What changes are occurring in the nondisposable razor category? Assess Paramount’s competitive position. What are the life cycle challenges for Paramount’s current products as well as for Clean Edge? 2. How is the nondisposable razor market segmented? Examine consumer behavior for nondisposable razors. 3. Marketing problems or key managerial decisions to be made What are the arguments

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  • Clean Edge

    Kara Duygu The 5th March 2012 000316596 Case study 3 : Ebay’s strategy in China : Alliance or acquisition ? 1. Ebay acquired EachNet in order to expand itself in the Chinese market. The acquisition proved to be a success and the market share increased a lot. In order to capture users, the company formed alliances with the top 3 Chinese internet portals (Sina, Sohu and NetEase). However, eBay EachNet soon faced the obstacle of increasing competition from local market rivals

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  • Clean Edge Razor

    In: Social Issues Self Assessment Clean Edge Razor - Splitting Hairs in Product Positioning Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009, Paramount had established itself as unit-volume market leader in 2009 based on no disposable razor product sales. The Non disposable razor category market is entering a new phase

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  • Clean Edge

    1. What changes are occurring in the nondisposable razor category? Assess Paramount's competitive position. What are the strategic life cycle challenges for Paramount's current products as well as for Clean Edge? Consumers are becoming more sophisticated and looking for new technologies. In other words, they are willing to invest more money and buy products that satisfy the necessity of a smooth shaving experience. In other hand, observing the Exhibit 1, there is a category of consumers called “Maintenance

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  • Clean Edge Razor Case

    Clean Edge Razor Case Analysis 1. The Non Disposable Razor Market The non disposable razor market can be segmented by 2 ways. Firstly it can be segmented into traditional price/quality segments of “Super Premium’, “Moderate” and “Value’. Secondly it can be segmented by consumer behaviour into “Social/ Emotional”, “Aesthetic” and “Maintenance” shavers. These 3 segments vary in consumers’ intensity of involvement with the product, and the Social and Aesthetic segments consist of involved users

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  • Clean Edge Razor Case

    to create an innovative razor, but wants to make sure that it is positioned effectively. Situation Analysis: * Customers: Male consumer products have been trending upward in the last decade. The customer segments are broken up into three areas; social/emotional, involved razor users, and uninvolved or maintenance users. Social/emotional are responsible for 39% of Nondisposable razors, Involved is for 28%, and maintenance users account for 33%. In 2009 consumers razors and replacement cartridges

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  • Clean Razor

    Clean Edge Razor: Splitting Hairs in Product Positioning 1) What are Paramount’s key strengths and weaknesses? What is its competitive advantage? Strengths * As of 2009 the company’s two products, Paramount Pro and Paramount Avail allowed it to capture the unit volume market leader position with a 23.3% retail unit share. * Paramount was a global consumer product giant with $13billion in worldwide sale and $7 billion in gross profit in 2009 * Paramount is a respected brand in the

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  • Clean Edge Razor

    Clean Edge Razor In August 2010, Paramount Health and Beauty Company (Paramount) was faced with a difficult dilemma. Paramount was a global consumer products company which focused their products around health, cleaning, beauty, and grooming. Paramount had spent considerable time and investment into a cutting edge non-disposable razor that was touted to provide the “closest, cleanest, and smoothest shave people had encountered.” Their dilemma was into which part of the non-disposable market they

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  • Clean Edge Razor

    Case Brief #1 : Clean Edge Razor October 29, 2013 1. Problem Statement: Paramount Health and Beauty Company having difficulty to choose position their new product (Clean Edge) in the market. 2. Situation Analysis: Company (Paramount Health and Beauty Company) * Paramount is a respected brand in the industry since 1962 * Paramount offered two lines of nondisposable razors and refill cartridges. The Paramount Pro for moderate segment and the Paramount Avail for a value offering

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  • Clean Edge

    1. What changes are occurring in the non-disposable razor category? Assess Paramount’s competitive position. What are the strategic life-cycle challenges for Paramount’s current products as well as Clean Edge? The non-disposable razor category has seen changes in the recent years. * Advertising expenditures increased significantly for newer and smaller players to grab the market share whereas established players did not increase it significantly. * Male grooming product seemed to be a bright

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  • Clean Edge

    General Information Product related information | Geographic segmentation | Country | United Kingdom is a developed country and has the world's sixth-largest economy by nominal GDP. The UK remains a great power with considerable economic, cultural, military, scientific and political influence internationally. Population UK:63,182,000 | The United Kingdom is a major consumer, but only a very minor producer of wine, with English and Welsh wine sales combined accounting for just

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  • Clean Edge Razor

    Clean Edge Razor: Splitting Hairs in Product Positioning On August 9, 2010, a group of executives from Paramount Health and Beauty Company (Paramount) sat in a research room intently observing a dozen men shaving on the other side of a two-way mirror. The subjects were testing out Paramount’s newest nondisposable razor, Clean Edge, and discussing the experience. The verdict was extremely encouraging. The majority of men felt it was the closest, cleanest, and smoothest shave they had encountered

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  • Clean Edge Harvard Business Cases

    The introduction of Clean Edge as a niche product would yield an increase in operating profit of $3.62 million and $27.75 million (1st and 2nd year respectively) after taking into account the cost of cannibalization. In comparison, introducing it as a mainstream product would result in a decrease in operating profit of $14.22 million for the 1st year and an increase of $17.06 million in the 2nd year. From the aforementioned figures, we can conclude that introducing Clean Edge as a niche product would

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  • Clean Edge Razor Case

    is to analyse the Clean Edge Razor Case in terms of the inner and external situation, the alternative solutions and assess each solution, then give recommendations on which alternative solution to choose, what the advantages and disadvantages are. Finally, suggest implementations that should be taken in order to achieve the goal. As a leader in the heath product and grooming manufacturer company, Paramount is introducing a more technologically revolutionary nondisposable razor into the super-premium

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  • Clean Edge

    1. What changes are occurring in the non-disposable razor category? Assess Paramount’s competitive position. What are the strategic life cycle challenges for Paramount’s current products as well as for Clean Edge? 2. How is the nondisposable razor market segmented? Examine consumer behavior for nondisposable razors. Non-disposable razor has been experiencing 5% growth per year with refill cartridges growth of 2% per year. The market segments are super-premium (34%), moderate (44%) and value

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  • Ob on the Edge

    250 OB ON THE EDGE The Toxic Workplace It’s not unusual to find the following employee behaviours in today’s workplace: Answering the phone with a “yeah,” neglecting to say thank you or please, using voice mail to screen calls, leaving a half cup of coffee behind to avoid having to brew the next pot, standing uninvited but impatiently over the desk of someone engaged in a telephone conversation, dropping trash on the floor and leaving it for the maintenance crew to clean up, and talking loudly

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  • Cases

    CASE QUESTIONS Abercrombie & #Fitchthehomeless 1) Why did this crisis occur? Why did Jeffries’s comments trigger such a large response? 2) Evaluate A&F’s response. What could the company have done better? 3) What changes should A&F make? Autobytel.com 1) How does the internet change traditional channel structures? Does the internet facilitate disintermediation, re-intermediation or can it do both? 2) Can an intermediary serving two customers avoid alienating

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  • Clean Edge Razor

    RazorClean Edge by Paramount Product Marketing Plan Jennifer  Chiang                                     A p r i l , 2 0 1 4   Table of Content 1. Situational Analysis…….……………………………...…………3 2. SWOT Analysis…………………………………………….……..6 3. Strategic Marketing Plan Recommendations……..……..……..7 4. Strategic Communication Plan Recommendations…...………..9 5. Marketing Budget Allocation Recommendations…………….12   2

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  • Clean Edge Razor Case

    11/12/14 Clean Edge Razor Case [pic] Table of content 1. Executive Summary………………………………………………………………….3 2. Problem/Issue Statement………………………………………………………..4 3. Situation Analysis…………………………………………………………………….4 4. Alternatives……………………………………………………………………………..8 5. Evaluation of Alternatives………………………………………………….…….8 6. Recommendation(s), Action Plan/Implementation…………………..9 7. Appendix…………………………………………………………………………………11 1. Executive summary As a marketing advisor, my role is to analyse

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  • Case Analysis

    this Essay Similar Documents Harley Case Analysis Case Analysis Outline a Case Analysis For “The Vidsoft Triangle (a)” Case Analysis Wengart Aircraft Case Toyota - Case Analysis Case Analysis Sports Company And Vietnam Case Analysis Case Analysis Case Analysis On Superior Grain Elevator Inc Clean Edge Razor Case Analysis Case Analysis Charlotte Beers (Ogilvy & Mather) Case Analysis Case Analysis: The Sundale Club Byd Case Analysis Jones Blair Case Analysis Global Expansion Strategies

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  • Clean Edge Razor Case

    Marketing Management Case Analysis Clean Edge Razor: Splitting Hairs in Product Positioning Group AE1: Abhinav Singh (14S601) Anima Tapadiya (14S607) Dushan Garg (14S616) Niharika G (14S628) Raviteja Palanki (14S636) Prem Sharath (14804) Q.1. What changes are occurring in the non disposable razor category? Assess Paramount’s competitive position. Changes occurring in the non-disposable razor category: Consumers are increasingly becoming aware of technology and are demanding for

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  • Clean Edge

    Executive Summary Problem Jackson Randall, product manager for Clean Edge must recommend how to the position, and determine the marketing budget for the companies newest razor. Analysis Clean Edge is the newest razor providing the closest shave for men. Paramount should be aware of the threat of competitors replicating the product in the near future. Alternatives The team agrees that the product should enter at a super-premium price point. Paramount has the option of entering the mainstream

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  • Case Electrolux Cleans Up

    Case 10.1: Electrolux Cleans Up 1. How did Electrolux Chief Executive Straberg break down barriers between departments? Why did he do this? Straberg had to make changes at Electrolux because the sales were seriously affected by their competition cheaper products, stock rate was hardly maintaining itself. Straberg had to make changes to save the company for it to starting gaining sales and profits again. Strasberg needed new products to be formed but not just with one department of design and

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  • Razor Case

    MARKETING MANAGEMENT (MBSA 1313) Semester II/2014/2015 Weekdays Classes: Section 03 CASE STUDY: METABICAL POSITIONING AND COMMUNICATIONS STRATEGY FOR A NEW WEIGHT LOSS DRUG PREPARED FOR: DR. FAUZIAH SH. AHMAD GROUP MEMBERS STUDENT NUMBERS SHENBAGAM RAMAN (MR131131) SYAHIRAH BINTI ISMAIL (MBS141154) MUZAMMIL BIN ZOLKARNAIN (MR131142) HUZAIMAH YAHYA (MBS141112) OKEKE EMMANUEL (MBS141163) 1.0 Company Background Metabical is a weight loss drug that

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  • Clean Edge Razor

    that is the current market leader in the global non-disposable razor market, a position it has held for more than 50 years. As of 2009, the company had $13 billion in worldwide sales and $7 billion in gross profits and revenues. Of that revenue, non-disposable razors and refill cartridges accounted for $170 million in revenue and $92 million in gross profit, with operating profit of $26 million. Paramount has two disposable razor products, the Paramount Pro, placed in the moderate segment of

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  • Clean Edge Razor Case Analysis

    Clean Edge Razor: Case Analysis Cheryl Lam Professor Linda Reeser MKTG 2030 S Tuesday, March 4, 2014 Executive Summary With the U.S. razor market expanding at such a rapid rate, choosing the right strategy to market a product to consumers is critical. A current market leader in the U.S. razor market, Paramount, is facing some difficulty with deciding which marketing strategy to implement in order to maximize profit. The solution that the company must choose should result in an opportunity for

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  • Clean Edge Razor

    1. Use “niche market” positioning concept Randall should use the “niche market” positioning concept. As the case points out, both “niche” and “mainstream” strategy will help Paramount to raise its market share in super-premium non disposable razor segment. But the “niche” strategy will enables Clean Edge Razor to contribute profit and at the same time, limit the effect of cannibalizing Paramount’s existing products. Two reasons Randall should use the strategy are presented below: • After

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  • Clean Edge Razor by Paramount Marketing Case Analysis

    marketing strategy for the innovative product Clean Edge razor. Now let’s begin. Our presentation outline are: Paramount Health and Beauty Company Ultra thin five blade and vibrating technology- technology leading position 2011 - Introduce new Clean Edge target at niche market 2012 - Sunset Avail 2013 - Cut Clean Edge price to occupy mainstream market 2013 - Introduce Clean Edge Plus target at niche market to increase market

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  • Non Disposable Razors

    Clean Edge Razor Splitting Hairs in Product Positioning MBA8145-Marketing Management Alpharetta, Summer-2011 GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009, Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product

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  • Occam's Razor

    Occam’s razor William of Occam was an English Franciscan philosopher who lived in the 13th and 14th century. His most famous concept is his theory of Occam’s razor. Occam’s razor stated that “entities should not be applied unnecessarily” It says that when you have a couple of different possibilities to the same problem, the simple solution is usually the correct one. Now, Occam’s razor is used daily and most people don’t even know it. An example of a casual situation in which William of Occam’s

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  • Come Clean Business Case

    Come Clean Pikes Peak Permiter College November8, 2015 Introduction Come clean is a local nonprofit organization that sells household cleaning supplies in order to subsidize the cost of domestic violence and anger management classes that it offers as a part of its Family Violence Intervention Program (FVIP). Come Clean’s vision is stop the cycle of violence in the community. The company’s motto is that “when life gets a little dirty you have to Come Clean” (Come Clean, 2015)

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  • Clean Edge Razor Case Analysis

    Clean Edge Razor Case Analysis Luiz Dantas Marketing Management Professor MaryJo Radosevich Background/Situation A group of executives from Paramount Health and Beauty Company (Paramount) sat in a research room intently observing a dozen men shaving on the other side of a two-way mirror. The subjects were testing out Paramount’s newest nondisposable razor, Clean Edge, and discussing the experience. The verdict was extremely encouraging. The majority of men felt it was the closest, cleanest

    Words: 915 - Pages: 4

  • Razor

    KELOMPOK Clean Edge Razor: Splitting Hairs in Product Positioning 1. Brief Overiew Of Paramount Paramount merupakan salah satu perusahaan raksasa di bidang kesehatan dan kecantikan. Pada tahun 2009, tingkat penjualannya di seluruh dunia mencapai $ 13 miliar dan laba kotornya mencapai $ 7 miliar. Unit usaha yang dimiliki oleh Paramount antara lain; kesehatan, pembersih, kecantikan dan make up. Paramount memasuki pasar pada tahun 1962 dengan meluncurkan nondisposable razors (pisau cukur

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  • Clean Edge Memo

    MEMO To: Dr. Marlys Mason From: Alyssa Cortez Data: October 5, 2014 Re: Clean Edge Razor-Splitting Hairs in Product Positioning Background Since 1962 Paramount has been regarded worldwide as a respectable and well run company. With major competitors such as: Prince (Cogent and Cogent Plus), Benet (Vitric), The Tempest and The Naiv, it is extremely impressive that they continue to improve within the market. After $13 billion in global sales and over $7 million in profit

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  • Clean Edge Razor

    1. What changes are occurring in the non-disposable razor category? Assess Paramount's competitive position (compare profit, positioning, and threats for the competition). What are the strategic life cycle challenges for Paramount's current products as well as for Clean Edge? Changes in Non-Disposable Razor Category: The non-disposable razor category has seen changes in the recent years. A 5% growth per year from 2007 to 2010, attributed to innovations and product introductions, has to be the

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  • Clean Edge

    technologically advanced vibrating razor called Clean Edge. The innovative new design of Clean Edge provides superior performance by stimulating the hair follicles to lift the hair from the skin, allowing for a closer shave. The company has already decided to introduce Clean Edge into the men's market where it has a strong presence. Jackson Randall, the product manager for Clean Edge, struggles with how best to position the product for the launch. One strategy is to release Clean Edge as a "niche" product, targeting

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  • Clean Code

    Clean Code Robert C. Martin Series The mission of this series is to improve the state of the art of software craftsmanship. The books in this series are technical, pragmatic, and substantial. The authors are highly experienced craftsmen and professionals dedicated to writing about what actually works in practice, as opposed to what might work in theory. You will read about what the author has done, not what he thinks you should do. If the book is about programming, there will be lots of code

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  • Marketing Case

    by “new customers” under niche strategy scenario is $4.7 million more than mainstream strategy, it is still necessary to look into the additional profit generated from exist customers who switch from Paramount’s other products to Clean Edge Razor. Unfortunately, the case does not provide the sales volume and margin profit of Paramount’s other products, therefore can not calculate the additional profit due to the switch. But if the additional profit using mainstream strategy is $4.7 million bigger

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  • Clean Tech

    Clean technology Clean technology includes recycling, renewable energy (wind power, solar power, biomass, hydropower, biofuels), information technology, green transportation, electric motors, green chemistry, lighting, Greywater, and many other appliances that are now more energy efficient. It is a means to create electricity and fuels, with a smaller environmental footprint and minimise pollution. To make green buildings, transport and infrastructure both more energy efficient and environmentally

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  • Clean Edge

    Arguments for launching Clean Edge as a niche product A primary of launching the Clean Edge as a niche product is that the company would incur a lot less cannibalization of its Pro and Avail product lines, which allowed Paramount to capture the unit-volume market-leader position in 2009. Though a cannibalization rate of 35% is expected with the launch of Clean Edge as a niche product, the rate is significantly lower than the 60% expected if Clean Edge was positioned as a mainstream brand. As Rosenberg

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  • Razor Edge

    Pay and compensation benefits play a vital role in explaining the attitude of employees towards their organization and also they explain what the organization is made up of. Hayat et al. (2010) emphasized that Pays and Benefits are the most important factor that influence the job satisfaction of an employee. The basic role of rewards and recognition in any organization is to define the system to pay the employees and to communicate that system to the employees so that they can create a link between

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  • Clean Edge

    Summary – Clean Edge Razor: Splitting Hairs in Product Positioning Paramount Company developed a new non disposable razor called Clean Edge. The product was designed to provide superior performance by adding new technology to stimulate the facial hair, which allowed a more through shave. The question arose on how to market the new product. There was an overwhelming vote by the executives to have this product launched in the super-premium, for pricing reasons; however the question also aroused

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  • Clean Edge Razor

    are occurring in the nondisposable razor category? Assess Paramount's competitive position. What are the strategic life cycle challenges for Paramount's current products as well as for Clean Edge? What changes are occurring in the nondisposable razor category? Assess Paramount's competitive position. What are the strategic life cycle challenges for Paramount's current products as well as for Clean Edge? What changes are occurring in the nondisposable razor category? Assess Paramount's competitive

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  • Clean Razor Analysis

    Clean Edge Razor Splitting Hairs in Product Positioning MBA8145-Marketing Management Alpharetta, Summer-2011 GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009, Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product sales. The Non disposable

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  • Clean Edge Razor

    NICHE MAINSTREAM NICHE MAINSTREAM RAZOR Year 1 Year 2 Year 1 Year 2 Year 1 Year 2 Year 1 Year 2 Capacity Total Gross Profit ($ millions) 10.2985 24.83775 -2.8512 -0.996 (millions of units) 1 1.5 3.3 4 Other Expenses Production cost/unit (in $) 5 5 4.74 4.74 Capacity costs ($ millions) 0.61 0.87 1.71 2.45 Production Cost ($ millions) 5 7.5 15.642 18.96 Advertising ($ millions) 7 7 19 17 Consumer Promotions ($ millions) 6 6 17 14

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  • Clean Razor Edge

    Clean Edge Razor Splitting Hairs in Product Positioning MBA8145-Marketing Management Alpharetta, Summer-2011 GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009, Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product sales. The Non disposable

    Words: 2044 - Pages: 9

  • Clean Edge Razor

    Clean Edge Razor Splitting Hairs in Product Positioning MBA8145-Marketing Management Alpharetta, Summer-2011 GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009, Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product sales. The Non disposable

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