Gillette Advertising Case Study: Best Tactics to Brand a Product Line Companies with large and varied product lines face a particularly tough marketing focus challenge.
Story Sharp focus This case study looks at how Gillette innovated by tailoring advertising and inventing a new product development process to reflect local shaving habits. April 13, Photo: Traditionally, Gillette relied on extensive research and development to create a single product for global distribution.
The product was supported by a marketing premise that it would be equally valuable to customers globally. But Gillette set aside its global strategy in India and grew its market share dramatically.
This case study looks at how Gillette innovated by tailoring advertising and inventing a new product development process to reflect local shaving habits. Although Gillette entered the Indian market in and launched its newest triple-blade system, Mach3 insales were flat for a long time.
The product did not go through any changes and kept its key features - such as long lasting diamond-like coating blades, 'PowerGlide' smoothness, ergonomic handles, pivoting precision heads - and premium price, which was 10 times more than its two-blade competitors.
Even though the target customers were professional men with higher disposable incomes than the average Indian, the traditional, double-edged razor, could not be dislodged. Indian men do not consider shaving a significant enough activity to justify such a premium.
Gillette's Mach3 value proposition was based on extensive consumer research, which highlighted key concerns men had about shaving: Mach3 promised "the closest shave ever in fewer strokes - with less irritation".
Research and development served as the key value network component supporting this value proposition, as it was crucial to deliver the promised performance.
Manufacturing, distribution, marketing and advertising were geared for the global introduction through increased production capacity and aligned promotional material.
With such indifference towards shaving, Gillette had to focus on changing the consumer's attitude, leading to some creative marketing campaigns.
For example, the launch of the newest Gillette Mach3 in was supported by the 'Shave India Movement ' campaign which included several initiatives. Gillette created the platform 'India Votes Are clean-shaven men more successful? Did the nation prefer clean-shaven celebrities?
And the big one: For two months, various media channels picked up on the campaign and ran interviews, discussions, editorials and news stories, which triggered popular interest.
The main purpose was to create a debate around shaving. The company created the Women Against Lazy Stubble WALS association, where women were encouraged to ask their men to shave, capitalising on their role as influencers of men in this aspect.
Gillette recruited Bollywood celebrities such as Arjun Rampal and Neha Dhupia to support the campaign. This innovative way of marketing proved to be effective and as awareness grew, sales and market share increased by 38 per cent and 35 per cent respectively.
UntilGillette India had been following a strategy of marketing cheaper-end US-developed razors. However, low-income Indian customers who could not afford Gillette's premium price relied on the outdated, but traditional, double-edged razor shaving systems.
An estimated million customers not happy with existing market offerings provided a promising growth opportunity for Gillette. Thus, it focused on understanding its customers and the challenges they faced, which required spending hours visiting and interviewing consumers in order to understand the role of grooming in their lives and their needs.
The company realised that apart from affordability, customers also valued safety and ease of use. Those customers' needs would not be satisfied by Gillette's existing offering - most lacked running water, had to manage longer facial hair and sit on the floor while shaving.
Nor were they satisfied with the existing double-razor solution as they caused frequent cuts. Once Gillette understood this consumer segment, the company created a new customised product. Gillette Guard, the first product created just for the Indian market, was introduced in October It was priced at just Rs15 per razor - less than 35 cents and three per cent of the top-ofthe-range Fusion ProGlide price.
At Rs5 for a refill cartridge, Gillette Guard met customer expectations on safety and ease of use. Gillette made several changes to Gillette Guard from the traditional razor systems produced in the developed world.
Extra blades were eliminated. Gillette Guard's single-blade system does not follow the trend of increasing the number of blades in a razor made for developed countries.
Design complexity was reduced.Gillette Case Study Words | 7 Pages Executive Summary Gillette is a world known multinational company in shaving products market and holds more than . Marketing Management Case Study on Gillete by ansuman Gillette: Product and Marketing Innovation 1 CASE Synopsis: Gillette has long been known for innovation in both product development and marketing strategy.
In the highly competitive, but mature, razor and blade market, Gillette holds a commanding worldwide market share.
Today, a marketing case study on the Gillette advertising strategy, and how they manage to keep marketing focus steady with a wide range of product brands. Gillette Advertising There’s no doubt about Gillette’s advertising credentials, they brand a product very .
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