- Gillette's marriage with P&G is one-sided, with Gillette receiving fewer benefits than P&G. Gillette needs to rethink its strategy to grow its shrinking market share.
- Maintaining its brand image through sports sponsorships works well, but Gillette must also use social media marketing to design new products.
- Increasing its presence in the women's market using P&G's expertise can help Gillette grow, but it needs to focus on developing less complex products.
Marketing Position Of "GILLETTE" and Its Supply Chain Integration Sunny Kumar
The report was assigned to evaluate marketing practices of Gillette and their effectiveness in Pakistan's safety razors and personal care product sector.
Marketing Position Of "GILLETTE" and Its Supply Chain Integration Sunny Kumar
The report was assigned to evaluate marketing practices of Gillette and their effectiveness in Pakistan's safety razors and personal care product sector.
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
SWOT analysis helps to assess the present market scenario of a company. Here, we will take a look at Gillette, one of the leading firms in the world specializing in safety razors, and other personal care products. Furthermore, we will closely observe the internal and external strategy factors of Gillette.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Professor Keller is right now conducting various studies that deliver techniques to assemble, measure, and oversee brand value. Textbooks written by him on those subjects course reading on those subjects, Strategic Brand Management, has been embraced at top business schools and leading firms around the globe and has been proclaimed as the "Bible of Branding." Consolidating the most recent industry thinking and improvements, this investigation of brands, brand value, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies. In this slides, you will get the synopsis of brand management. For details, please read the main book.
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
SWOT analysis helps to assess the present market scenario of a company. Here, we will take a look at Gillette, one of the leading firms in the world specializing in safety razors, and other personal care products. Furthermore, we will closely observe the internal and external strategy factors of Gillette.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Professor Keller is right now conducting various studies that deliver techniques to assemble, measure, and oversee brand value. Textbooks written by him on those subjects course reading on those subjects, Strategic Brand Management, has been embraced at top business schools and leading firms around the globe and has been proclaimed as the "Bible of Branding." Consolidating the most recent industry thinking and improvements, this investigation of brands, brand value, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies. In this slides, you will get the synopsis of brand management. For details, please read the main book.
Running head GILLETTE BUSINESS MODEL CANVAS 1 .docxcowinhelen
Running head: GILLETTE BUSINESS MODEL CANVAS 1
Gillette Business Model Canvas
Your Name
Professor Name
Course # and Name
School
Date
GILLETTE BUSINESS MODEL CANVAS 2
Gillette is an American brand owned by the multinational corporation Procter and
Gamble (P&G). It is based in Boston, Massachusetts. The Gillette brand deals with the
production of personal care products such as shaving supplies and both men’s and women’s
safety razors. Gillette Company owned the brand which was founded in 1901 before it merged
into P&G in 2005. Gillette currently operates on a global basis. Over the past years, since its
foundation and later its incorporation to P&G, Gillette has strived to provide effective shaving
experiences, operating under the tagline “the best a man can get.” It has stood with men for over
a century, through the evolution of its razors guided by innovation with the view of giving
customers the best shaving experiences. The company has a legacy of precision laid down by its
founder King C. Gillette. Through its long evolution period, Gillette has been able to create a
wide portfolio of blades, razors, disposable razors among other personal care products (Stowell,
& Kellogg School of Management, 2006).
There have been significant changes in the number of products offered by Gillette as
well as the product specifications. New and more innovative blades continue to be introduced
along the history of shaving as well as the shaving technology has kept on advancing. As a
result, the shape and size of the cartilage keep on changing. The introduction of the pivot
between the blade and the handle is the most recent improvement on the shaving experience.
Some of the current products supplied by the Gillette brand include razors, trimmers, and blades
such as the 5-blade family of razors, the 3-blade razors, and the disposable razors as well as the
Gillette STYLER suitable for the general purpose body hair trimming. Other personal care
products supplied by Gillette include pre and post shave products as well as a wide variety of
deodorants and body washes.
GILLETTE BUSINESS MODEL CANVAS 3
The nine building blocks of the Gillette business model canvas are represented below:
• Key partners – Gillette maintains key buyer-supplier relationships with its
manufacturers and retailers. The key motivation for these relationships is to ensure efficient
distribution chains from manufacturers to customers.
• Key activities – the core processes that govern the key activities in Gillette are
marketing and logistics. These are aimed at maintaining strong relationships with customers
while also boosting the revenue stream. Gillette also has a core competence in research and
development as a way of enhancing innovation in its products.
• Value proposition – Gillette core value to customers are a variety of innovative
blades that ensure efficient shaving experien ...
Sample Healthcare Business Analysis 20XX.pptxYinka Daramola
Having good insights into your healthcare business or medical practice can help you maximize income and minimize cost. Clarity comes from analysis and gives rise to clear KPIs and strategic shifts as may be required.
Yinka Daramola- Avoiding Recalls at Toyota Motor Corporation Yinka Daramola
Toyota’s corporate image and reputation for being a quality conscious firm is being adversely affected by recent recalls.
This paper was written to suggest ways that Toyota can prevent future recalls and protect their reputation for quality.
Forecasting the Economic Impact of Foxconn-Wisconsin State DealYinka Daramola
Foxconn recently signed a memorandum committing to potentially invest up to US $10 billion in a new production facility to be domiciled in Wisconsin, USA. The rationale for this business decision is analyzed in this presentation- both from the perspective of managerial economic literature and from a practical perspective.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Webinar Exploring DORA for Fintechs - Simont Braun
Gillette ppt
1. The Gillette Company: Dinosaur
or Innovative Survivor?
Yinka DaramolaA presentation by:
2. Organizational Overview
• Founded in 1903 by King C. Gillette and Will Nickerson as an
innovative approach to improving men’s daily shaving
experience
• Still predominantly known today as a shaving brand, 111 years
later
• Grew its market share and global presence by aggressively
acquiring different firms between 1955 and 1996
• Acquired by P & G in 2005 for a record $ 57 billion (5 X Sales)
• Currently ranked world’s 23rd most valuable brand by Forbes
3. Case Breakdown
• Holds a 70% share of global blades and razors market
• Revenues are currently at $ 8.03 billion
• Its acquisition by Procter & Gamble has not done much to
increase its earning power
• Former Global Gillette has now been ‘stripped’ of its
acquisitions by P & G management
• Currently positioned in the personal grooming market selling
Razors & blades, pre & post shave creams and deodorants and
body washes
4. Case Breakdown
• Acquired by P & G because of its great success and expertise in
marketing its products to men
• Its alliance with P & G appears to be far more beneficial to the
parent company than to the brand
• Has devolved from a multi-market player into a single market
player
• Uses high research and development budgets to stay
innovative, and high advertising budgets to maintain image
status
• Favors sports endorsements and sponsorships as promotional
tools, in comparison to other forms of traditional advertising
5. Challenges
• No longer has a diverse portfolio to grow its revenues and
brand image with
• Conflicting management philosophies are shrinking sales for
Gillette
• Competitors such as Wilkinson Sword and Bic offer similar and
less complicated products at good value
• Shrinking advertising, promotional, and research and
development (R & D) funds
• Stagnant sales figures despite high advertising and R & D
expense by parent company
6. Challenges
• Products are becoming increasingly complicated and
somewhat pricey
• Sports endorsements losses could impact brand image and
value
• Competitors such as Wilkinson Sword and Bic offer similar and
less complicated products at good value
• Although entrance has been gained into the global women’s
market, the synergies are not reflective of expectations
• Brand has now reached maturity and needs to devise a
strategy to grow sales or risk losing market share
7. 0
1
2
3
4
5
6
7
8
9
1997 2011 2012 2013 2014
Sales ($ billions)
Sales ($ billions)
Brand Global Sales, Lifecycle Stage
Sources: Craft and Quick, 1999. P & G Annual Reports 2013, 2014
8. Market Impact
• Parent firm spent $ 9.2 billion on advertising in 2014; using
radio, television, print, and in-store advertising
• R & D expense by P & G has remained at $ 2 billion annually
over the last 3 years
• Sales have remained stagnant regardless; hovering around $ 8
billion over the last 3 years
• In 2006 it launched the six-bladed Fusion, which has sold over
a billion dollars
• Continues to use sports marketing and endorsements to
maintain brand image
9. Market Impact
• Has ventured successfully into the global women’s shaving
market
• Spent $300 million to research, develop, and market its Venus
line
• The resultant success earned Gillette a 50% share in the global
women’s market
• Has launched a new men’s shaving line called Fusion ProGlide
Flexball in 2014
10. Projected Outcome
• Gillette needs to develop a new strategy to grow brand
revenues
• Partnering with professional social media marketers can
greatly enhance brand image and inform product development
• New strategies and products should be engaged in, to expand
foothold in women’s markets
• Gillette should strive to keep itself in the forefront of
consumers minds using technology to its advantage
• Gillette will need to develop less complicated and more
efficient products to stay competitive
11. Q1
• Mach 3 (1996) and Fusion (2006) both surpassed the $ 1 billion dollar
mark in sales in record time
• Both were products of interactive and expensive R & D investments
• 7- bladed Fusion ProGlide Flexball (2014) took 5 years to develop and
was tested on 24,000 men before its launch
• Products may be becoming too complex, and just marginally more
efficient. Strategy may need to change because complexity may scare
off users
• Focus should now be on developing less complex, and more efficient
solutions to stay competitive
• Serious priority should also be given to garnering a stronger foothold in
women’s shaving markets
12. Q2
• Sports advertising has featured prominently in Gillette’s advertising
strategy since 1939
• Brand endorsers are often chosen to mirror company values
• Tiger Woods’ marital infidelities are in conflict with P & G company
values of integrity
• Supporting Woods’ would also have been a conflict of interest for a
parent company distributing so many products consumed by families
• A Bloomberg poll conducted shortly after the 2009 incident showed a
fall in Woods’ popularity from 6th to 24th among consumers
• Accenture also withdrew endorsement for the same principles
13. Q3
• Alliance with P & G not yielding expected benefits to Gillette. Will
Gillette benefit commensurately from their experience with women?
• Some success was recorded with the introduction of the Venus Shaving
Line
• P & G has not always had success with propelling its acquisitions into
female markets
• For instance, Tampax and Olay took 5 and 15 years respectively to yield
tangible benefits after their acquisition
• It will require a careful combination of P & G’s knowledge of women
with properly channeled and interactive R & D to create the right
products
14. Summary
• Gillette’s marriage with P & G is clearly one-sided
• Gillette needs to re-think its strategy of growing market share faced
with shrinking budgets and increasing competition
• Maintaining its prominence with sports advertising and endorsements
works
• Using the benefits of social media marketing to design new products
and enforce existing brand image is essential to survival
• Increasing its share in the global women’s market using P & G’s
experience in marketing to women, will shorten the learning curve
• Gillette can still grow market share if it focuses on developing less
complicated new shaving products for men
16. References
Craft, D. & Quick, A. (Eds.). (1999). The Gillette Company. In Company Profiles for Students
(Vol. 1, p. 581-587). Detroit: Gale. Retrieved from
http://go.galegroup.com/ps/i.do?id=GALE%7CCX3427200122&v=2.1&u=nu_main&it=r&p
=GVRL&sw=w&asid=57635228c50642605c5985c6c95aad0d
Forbes. (2013). World’s most valuable brands: Gillette. Retrieved October 31, 2014 from
http://www.forbes.com/companies/gillette/
Grant, T. & Ferrara, M. H. (Eds.). (2005). The Gillette Company. In International Directory of
Company Histories, (Vol. 68, p. 171-176). Detroit: St. James Press. Retrieved from
http://go.galegroup.com/ps/i.do?id=GALE|5CHA&v=2.1&it=aboutBook&sw=w
Horovitz, B. (2014, Apr 30). On the ball: Gillette rolls out rolling razor: Fusion ProGlide
FlexBall to cut hair shorter, miss less. USA Today, 4. Retrieved from
http://ezproxy.nu.edu/login?url=http://search.proquest.com/docview/1520011585?acc
ountid=25320
Kanter, R.M., (2009, December 14). Harvard business online: Tiger Woods and the decline
of celebrity endorsements. Bloomberg Businessweek. Retrieved from
http://www.businessweek.com/managing/content/dec2009/ca20091215_901506.htm
17. References
Kotler. P, & Keller, K.L., (2012). Marketing management (14th ed.). Saddle River, NJ: Pearson
Education Inc.
Lee, J. (2010, January, 10). Gillette. Marketing, 21. Retrieved from
http://go.galegroup.com/ps/i.do?id=GALE%7CA216963778&v=2.1&u=nu_main&it=r&p=A
ONE&sw=w&asid=2987ff65c0fc2a6c1681594c4a528393
Marinovich, S. (2005 November, 21). A competitive edge in a cutthroat market.
Brandchannel. Retrieved from
http://www.brandchannel.com/features_effect.asp?pf_id=290
McGrath, M. (2014, October 24). Procter & Gamble removes the batteries, plans an exit
from Duracell. Forbes. Retrieved from
http://www.forbes.com/sites/maggiemcgrath/2014/10/24/procter-gamble-removes-the-
batteries-plans-an-exit-from-duracell/
Neff, J. (2010, February 15). Why P&G's $57 billion bet on Gillette hasn't paid off big – yet:
Five years and one recession later, company says value is there but hidden. Advertising
Age. Retrieved from http://adage.com/article/news/marketing-p-g-s-57-billion-bet-
gillette-years/142116/
18. References
Procter and Gamble. (2014). 2014 Annual report. Retrieved from
http://www.pginvestor.com/interactive/lookandfeel/4004124/PG_Annual_Report_2014.p
df
Procter and Gamble. (2014). 2013 Annual report. Retrieved from
http://www.pginvestor.com/Cache/1001180053.PDF?Y=&O=PDF&D=&fid=1001180053&T
=&iid=4004124
Procter and Gamble. (2009). Our values and policies. Retrieved from
http://www.pg.com/images/company/who_we_are/pdf/values_and_policies907.pdf
Procter and Gamble. (2005). 2005 Annual report. Retrieved from
http://www.pg.com/annualreports/2005/pdf/pg2005annualreport.pdf
Schnakenberg, R. (Ed.). (2007). Global Gillette. In Encyclopedia of Major Marketing
Campaigns (Vol. 2, pp. 669-673). Detroit: Gale. Retrieved from
http://go.galegroup.com/ps/i.do?id=GALE%7CCX3446600123&v=2.1&u=nu_main&it=r&
p=GVRL&sw=w&asid=710c97c2139dffd4038033e0338f42fb
