...Technology Relationships Paper Brenda Ferguson-Calloway CMGT/557 – Emerging Technologies & Issues November 12, 2012 Ken Orgill Technology Relationships Paper What is leading edge technology? Leading edge technology is “In the 1960s & 70s, leading edge was 3GL languages such as COBOL, Fortran, etc. In the 1980s, 4GLs such as Progress and Informix emerged. In the 1990s, terms such as COM object and 32 bit relational databases were coined” (Pratico, 2008). Since the new millennium began, we have been hearing about HTML, NET and other web languages. What is bleeding edge technology? Bleeding edge technology is “a high-tech product that is so new that its place in the market is still uncertain. The term is applied to products that present a high level of risk because there is some question about how widely they will be accepted” (Web Finance, Inc., 2012). Bleeding technology is relatively, new technology. Bleeding technology is unreliable because it has not been tested and it has not proven its worthiness or authenticity. A user will be taking a huge risk to use the bleeding technology which would be more expensive than the leading technology. Bleeding edge technology could be very costly and it could turn into something that could be the beginning of a serious problem. The reason why bleeding edge technology could cause many problems is because it is new and might be quite risky because of the instability. Bleeding edge technology has not been thoroughly tested and...
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...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 This product marketing plan proposal has been prepared in accordance with Paramount for deciding the market position and designing marketing strategies for the newest nondisposable razor— Clean Edge, which is scheduled to launch in January 2011. To provide precise marketing and advertising advice, this report begins with a summary elaborating on the components regarding the current situation of Paramount and current U.S. razors market analysis. This report will then assess competitors positioning, cannibalization possibilities, and current target customer behaviors, and concludes with suggested product positioning, branding and communication strategies and budget allocation proposals. 1. Situational Analysis: Company Overview: Paramount, a global consumer products company, including Health, Cleaning, Beauty, and Grooming divisions, had its worldwide sales $13 billion and gross profits $7 billion in 2009. Paramount has been producing nondisposable razors since 1962 and become a leading...
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...accordance with Paramount for deciding the market position and designing marketing strategies for the newest nondisposable razor— Clean Edge, which is scheduled to launch in January 2011. To provide precise marketing and advertising advice, this report begins with a summary elaborating on the components regarding the current situation of Paramount and current U.S. razors market analysis. This report will then assess competitors positioning, cannibalization possibilities, and current target customer behaviors, and concludes with suggested product positioning, branding and communication strategies and budget allocation proposals. 1. Situational Analysis: Company Overview: Paramount, a global consumer products company, including Health, Cleaning, Beauty, and Grooming divisions, had its worldwide sales $13 billion and gross profits $7 billion in 2009. Paramount has been producing nondisposable razors since 1962 and become a leading brand. There are two lines of Paramount nondisposable razor market: Paramount Pro and Paramount Avail, which generated revenue of $170 million, $92 million in gross profit, and $26 million in operating profit during 2009 in the U.S. Paramount Pro was positioned in a moderate segment, and Paramount Avail was considered as a value segment. The U.S. Razor Market Overview: The U.S. razor market includes several categories, and Clean Edge belongs to the nondisposable razor...
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...3+2 group,introduce team member Timber, Jie,Penny ,Helen , and Stella. We’ll present the 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 share 2014 - Technology leading position in market, to achieve 472million annual revenue, and 32% market share in US non-disposable razor market. Our 推出新产品定位niche 2年后降价定位主流市场 并推出plus a new non disposable razor Clean Edge with cutting edge technology to improve men’s shaving experience by the use of leading vibrate technology in the super premium segment. 1. 我们的新产品有CE ultra thin five blade and vibrating technology, technology leading position 2. 我们将于2011推出CE,target at Niche market 3. 我们将于2013 cut CE price,to occupy mainstream market。 4. 同时我们将推出CE Plus,我们的客户是(高端客户),在市场保持领先地位share。 5. 我们的总体目标是2014年达到XXX. Our principle is technology leading, 1. 现在市场中super占最大。 2. 同时social是最大的消费群体。 3. 所以,我们决定将我们的主要客户定位在xxxx上。 1. 我们现在主要的竞争对手有XXXX。 2. 在这个市场我们市场份额的市场份额是0。 ...
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...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 on which market it should be launched in like some believe it should be mainstream and others felt a niche market would be better. So the questions on hand are what the market positioning should be, brand name and marketing budget for the launch. The Market Choice Paramount conducted studies in 2009 showed there was an increase in razors and replacements more frequently than the year prior. Some felt that the reason for the increase was due to consumers trying new products, and advertisements that focused on benefits of blade replacements. Trends There was an increase in the non-disposable razors and refill cartridges, this increase was seen between 2008 and 2009. Twenty-two new products entered the market, with most of the new products being super-premium with benefit technology. There was an increase in total media advertising and retail also responded to this growth by increasing the shelf space. There was a shift from the food retail stores dominating the selling of...
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...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 market where they have existing products or entering the niche market for the first time. Decision Criteria In order to be a viable option, unit sales must reach 1 million and 3.3 million in the niche and mainstream market, respectively. Marketing and advertising costs must be kept to a minimum to avoid the need to reallocate funds. Finally, the chosen market needs to enhance the overall brand image. Recommendation Paramount should position Clean Edge in the niche market under the name Clean Edge by Paramount. More elite distribution channels should be considered for the product. Research and innovation will be required in order to stay ahead of the technology curve. Problem & Decision Statement Paramount Health and Beauty Company is preparing to launch their newest nondisposable razor, Clean Edge. Jackson Randall, product manager for Clean Edge has been given the task to recommend which market is best to position the razor, how much the marketing budget should be, as well as which name best suits the new razor. Paramount...
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...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 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 the non-disposable razor market segment, the launch is expected to propel Paramount into extending the market leadership. The issue at hand is the decision regarding this product positioning, either to market it as a niche product targeting highly involved fastidious groomers looking for superior shaving experience or as a main stream positioning focusing on the broad advantage of the closet possible shave. The case study leverage on the economic analysis, where a simple pro forma income statement that took into account the effects of cannibalization were produced, coupled with consideration from various marketing methodology including...
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...and the Paramount Avail, a value offering in the market. The two combined make up 23.3% of the company’s share of the industry. Additionally, the shaving market is divided into three categories of “shavers”, each with unique needs from their razor. These are: maintenance shavers, social/emotional and aesthetic 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 Overview Paramount’s competition consists of both direct competitors as well as substitute products. Substitute products include disposable razors, electric shavers, depilatory creams, waxing and laser hair removal. While disposable razors provide a “wet” shave alternative, they lack the innovation and technology that are standard for non-disposable razors produced by Paramount and its direct competitors. As a result, disposable razors mainly compete on...
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...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, and smoothest shave they had encountered. All executives at Paramount agreed Clean Edge should be priced in the super-premium segment of the market. However, some executives believed Clean Edge should be launched as a mainstream entry within that segment, with the broad appeal of being the most effective razor available on the market. 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 users” that made up 33% of consumers; they were not interested in buying products with superior technology. These consumers cannot be ignored...
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...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 who are open to new technology in the market. 33% of the market is made up off “Maintenance” shavers, who view all products as similar and display a lack of active interest in these products. Shaving is thus viewed as a chore to complete whenever necessary. “Social/ Emotional” users make up 39% of the market. These users actively differentiate between available products and make purchase decisions based on the overall experience- the product’s functionality and brand messaging. They see shaving as part of a daily routine that helps increase their confidence and attraction levels. The remaining 28% of the market is made up of “Aesthetic” users that view consistent shaving as a means to their desired smooth skin. These users actively search for products that actively remove hair to satisfy cosmetic motivations. 2. Launch Decisions Niche Product A niche product positioning would focus on highly involved, fastidious groomers that want a superior shaving experience. This...
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...Migration from 2G to 3G - Options: Evolution of Mobile Technologies: The Migration Path This is a brief overview of what has been already done and possible expected migration path of mobile operators. At the 2G phase, there were three major dominant systems in market: a) GSM operating in 900, 1800 and 1900MHz band, b) TDMA operating in 800MHz, 1900MHz and 850MHz (North America), and c) CDMA (IS-95) operating in 1900 and 800MHz band. 2G systems offered enhanced voice services and improved capacity to its customers. With the growing demand in mobile services and the need to connect corporate networks for data communications, an intermediate generation (2.5G) of technologies were developed: GPRS and EDGE (both in the GSM family), and cdma2000 1X-RTT. While migrating from 2G to 2.5G, operators made decisions based on their future planning and business interests targeting third generation (3G) networks. From 2G to 2.5G, GSM operators migrated to GPRS and EDGE systems with some of the TDMA operators also migrating to GSM/GPRS systems (see figure 1). Among them * Vodafone is the largest player with a global foot print in offering GSM/GPRS ser-vices. * Prominent TDMA operators in the United States include AT&T Wireless and Cingular Wireless. * Another major operator includes T-Mobile-USA, offering GSM/GPRS services. * In India, Bharti Cellular (AirTel), IDEA Cellular, Hutchison are some of the GPRS operators whose GPRS networks are in commercial...
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...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. Recently, Paramount is set to launch a new nondisposable razor which named Clean Edge with a vibrating, ultra-thin blade design to improve men’s shaving experience. The Clean Edge is to be launched in the Super-premium segment of the market, which experienced significant growth in the industry. The company can either position the product in the niche or mainstream market. The problem at hand is how to position the new product to maximize the company’s profits. This paper analyzes the changes in the nondisposable razor market by evaluating competitors, customer behaviors, and advantages and disadvantages between launching in a niche market or a mainstream market. Finally, it provides financial forecasts to attempt to give insight about which strategy will best for the overall company. Five Changes occurred in the nondisposable razor category First, many new technologies were applied to the nondisaposable design such as vibrating technology, anti-corrosive technology, and a pivoting head. And...
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...[pic] HARVARD BUSINESS SCHOOL BRIEF CASES 4249 JANUARY 19, 2011 JOHN A. QUELCH HEATHER BECKHAM 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. Clean Edge's improved design provided superior performance by utilizing a vibrating technology to stimulate hair follicles and lift the hair from the skin, allowing for a more thorough shave.1 Jackson Randall, product manager for Clean Edge, sat in the darkened observation room considering the positioning strategy for this new product. He had led the new product development process and was now grappling with how to position the product for the upcoming launch. All executives at Paramount agreed Clean Edge should be priced in the super-premium segment of the market. However, some executives believed Clean Edge should be launched as a mainstream entry within that segment, with the broad appeal of being the most effective razor available on the market. Others felt a more differentiated niche strategy, targeting the most intensely involved super-premium consumers, would be optimal...
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...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 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. www.termpaperwarehouse.com/print/Clean-Edge-Razor-Case/244312 1/9 11/12/14 Clean Edge Razor Case As a leader in the heath product and grooming manufacturer company, Paramount is introducing a more technologically revolutionary nondisposable razor into the super-premium market to maintain market share. However, there are many competitors in this segment and Paramount is considering the proper the positioning method to choose to gain the most market shares. Both niche positioning and mainstream positioning have pros and cons. Niche positioning focus on specific group of male that are very concerned with the functionality and the messaging of the razor. They seek...
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...Transport and Routing Infrastructure Service: Service Provider Infastructure Report Date: November 17, 2011 Current Threat Index Glen Hunt Current Analysis Principal Analyst, Transport and Routing Infrastructure Rating Update: Ericsson’s threat index has risen as a result of the first release of the new SSR 8000 family service aware edge routing and application platform, and the shipping status of the SPO 1460. Solutions: Threatening Ericsson’s solutions message is anchored by its “4th Generation IP Networking” mantra, which was formally launched in February at the Mobile World Congress 2011. Ericsson strives to make its solutions simple, smart and scalable, addressing fundamental issues facing mobile and fixed line operators as they build their next-generation transport and routing infrastructures. The new vision is supported by the company’s product and solution offerings such as the Smart Services Router 8000 (SSR 8000) family, whose first release in Q4 2011 demonstrates its commitment to high-scale IP edge routing. The Smart Packet (SP) portfolio (covering fiber, copper and microwave solutions), Smart Packet Optical (SPO) portfolio (formerly the OMS 1400) and its new IP Transport Network Management System, complete the product © 2011 Current Analysis Inc. All rights reserved. For more information, please call +1 703 404 9200, toll-free +1 877 787 8947 Europe +33 (0) 1 41 14 83 15. Or visit our Web site: www.currentanalysis.com 1 Company Assessment Company: ...
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