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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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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Sample Case Scenarios Via: Harvard Business School Scenario 1: Clean Edge Razor: Splitting Hairs in Product Positioning description After three years of development, Paramount Health and Beauty Company is preparing to launch a new 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
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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 Razor: New Product Positioning Paramount Health and Beauty Company (Paramount) is a multiproduct company specializing in shaving products and accessories. The company has developed a new shaving product dubbed Clean Edge is seen as the next generation of wet shaving products. Existing shaving products sold by paramount occupy the value and moderate product market segment. Introducing the new Clean Edge product into the market requires decisions on market placement, pricing, advertising
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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
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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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[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
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Brief: Clean Energy Markets: Jobs and Opportunities April 2010 Update [Type text] In Brief: Clean Energy Markets: Jobs and Opportunities Executive Summary This brief discusses how investment in clean energy technologies will generate economic growth and create new jobs in the United States and around the globe. The United States stands to benefit from the expansion of global clean energy markets, but only if it moves quickly to support domestic demand for and production of clean energy
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1998. However, they are faced with a challenge of maintaining their competitive advantage and market position through a sustainable 10% annual growth rate for the next five years. Achieving this target would require the considerations and a careful study of the major threat or problems that the business is, and is going to face. Competition is on the top list, distribution of the product both locally and internationally through export-consolidators considering the quality standard, the increasing worldwide
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