Clean Edge

  • 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

    5.4 Contingency Plan 21 6.0 Conclusion 23 1.0 Introduction Paramount Health and Beauty Company (Paramount), a leading name in consumer’s Health, Cleaning, Beauty and Grooming, is all set to launch a new non-disposable razor with cutting edge technology aims to improve men’s shaving experience. Developed after a thorough research & development, the design is technologically superior, and provides superior performance by the use of a vibrating technology. Being the market leader in

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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

    a large consumer products company with $7 billion in gross profit in 2009. The current Nondisposable razor line has products in both the market and value customer segments. The Clean Edge Razor is the first Nondisposable razor produced by Paramount that has a technological innovation. Paramount is relying on the Clean Edge Razor to increase sales and earn more market share in the Nondisposable razor category. * Context: In 2011 the effects of a recession are becoming less drastic than in years

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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

    Alternatives………………………………………………….…….8 6. Recommendation(s), Action Plan/Implementation…………………..9 7. Appendix…………………………………………………………………………………11 1. Executive summary As a marketing advisor, my role 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

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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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  • 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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  • 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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  • Clean Coal

    Advanced Clean Coal Technology DeVry University Technology Society and Culture Professor Paul Team D Table of Contents Renee M King I A brief description of the why the technology is needed …………….page 3 II The historical development and context of the technology …………..page 5 III The technology in its cultural context, media influence……………....page 9 IV Psychological considerations and sociological effects…………..….page 10 V Economic questions and considerations

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  • Clean Cooking

    CLEAN COOKING The environment can greatly benefit from the widespread adoption of clean cooking stoves and clean cooking practices because it can greatly reduce the amount of pollutants that are released into the atmosphere. Black carbon is created through the combustion of biomass like wood, dung, and charcoal. This in turn leads to deforestation as people cut down trees to provide fuel for cooking. Consequently, deforestation leads to the loss of bio-diversity and ofthe quality of water. Black

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  • Clean Edge Razor

    shavers. Recently, Paramount developed a new non-disposable razor, Clean Edge. With a new design, the Clean Edge offers scientifically proven, superior performance as it utilizes a vibrating technology to stimulate hair follicles and lift hair from the skin, which allows for a more thorough shave. Paramount is now faced with two options in introducing the Clean Edge razor in the market. With its innovative new features, Clean Edge will be priced in the “super premium” segment of the market. Competitor

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  • Clean India

    India has been rising at unprecedented economic growth rates during the past decade. We Indians are personally very clean people. We brush our teeth and take a bath everyday and wash our hands before eating. We keep our houses speck clean. But when it comes to public places, as people we are simply unable to keep our streets, our railway stations, hospitals, or places of worship clean. This is the state of affairs everywhere in India including hundreds and thousands of villages, towns, mega-cities

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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

    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 quantitative analysis, from Exhibit 7 we see the total

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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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  • Clicking Clean

    Clicking Clean: How Companies are Creating the Green Internet April2014 greenpeace.org For more information contact: enquiries@greenpeace.org Lead Author: Gary Cook, Greenpeace Co-Authors: Tom Dowdall, Greenpeace David Pomerantz, Greenpeace Yifei Wang, Greenpeace Editor: David Pomerantz, Greenpeace Creative Direction & Design by: Arc Communications Published in April 2014 by Greenpeace Inc. 702 H Street, NW Suite 300 Washington, D.C. 20001 United States greenpeace.org

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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

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  • Leadership Edge

    The class that was most influential for me was ‘The Leadership Edge’. Before taking this class I thought leadership was simply a person who leads or guides or a person who is in command of others. However, I now understand that leadership encompasses a plethora of characteristics and abilities. I believe three common factors exist in successful leadership; a focus on people, clear communication, and character. A good leader understands that he or she cannot accomplish anything without the support

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  • An Undisputable Edge

    An Undisputable Edge The Indiana Pacers, the Golden State Warriors, and the Denver Nuggets… these three NBA teams all made the playoffs last season. However, so did several other teams, so why mention these three? If we look back at their road to the postseason, these three squads have a significant difference in their win-loss record when compared to all the other teams: when playing at home, their records were far better as compared to when playing on the road. Let’s take a look at the Indiana

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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 Coal

    Clean Coal Daniel Robinson DeVry University Understanding what clean coal means can be confusing and the potential impact on the environment can be confusing. Hearing the words clean coal makes most of us think we have finally found a way to actually make coal a clean sustainable resource to generate our electricity. After reading “The Environmental Injustice of ‘‘Clean Coal’’: Expanding the National Conversation on Carbon Capture and Storage Technology to Include an Analysis of Potential Environmental

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  • Clean Edge Razor

    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 biggest change that the

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  • Clean Edge

    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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  • 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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  • Church on the Edge

    Episcopal (A.M.E.) church operates under an Episcopal polity that is hierarchical in structure where the denominational leaders are bishops of the church with the chief authority over a local church. George B. Thompson, Jr.’s narrative Church on the Edge of Somewhere, Ministry, Marginality and the Future, reminds church congregations of their mission to embrace those person who are valuable, worthy of the churches attention, although they may be different and live on the fringes of the comfortable

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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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  • Quartz Clean

    Quartz Cleaning for ASHER Parts Objective: To try implement a clean procedure for the quartz ware for the wets department Ashers to reduce cost. I. .Using my previous work experience I knew that the quartz parts could be cleaned and used at least once. II. I advised tool reps what my intentions were for the dirty quartz parts, and asked them if they had any recommendations for cleaning. III. Axcelis provided me with their recommended procedure.

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  • Clean Water

    Clean Water The Controversy Up until the mid-20th century it was practice for cities to use bays, harbors, and rivers as dumping grounds and sewage run off. In fact major industrial parks built their waste pipes to spill directly into some of the rivers and lakes we use today as recreation (Congressional Digest, 1985). These are some of the Point Sources of water pollution. These are places that can be directly identified as points of pollution like city storm and sewer drains

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  • Clean Edge Razor

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

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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

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  • 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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