France in 1945 by Marcel Bich. ‘Bic’ is a shortened, easy-to-remember version of Marcel’s family name and hence was adopted as the logo for all of the company’s products. Bic is well known for producing and manufacturing stationery products, razors, lighters, water-sports equipment, services with promotional products and phones. The company is located in more than 160 countries worldwide and employs over 8400 employees. The Bich family owns 40% of Bic stock and controls 55% of its voting
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OVERVIEW Paramount Health and Beauty Company, a leading multiproduct company specializing in shaving products and accessories, is planning to launch a new non disposable razor “Clean Edge”. The company feels that this would be a revolutionary product Paramount needs to establish themselves as an innovative leader in the market. While the existing products by paramount come under the value and moderate product market segment, the company is planning to launch “Clean Edge” in the super premium segment
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1. What changes are 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
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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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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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MANAGEMENT BRIEF - GILLETTE - THE SENSOR RAZOR LAUNCH. 15 August 1992 The Economist (c) The Economist Newspaper Limited, London 1992. THE BEST A PLAN CAN GET Our second case study involves one of the most successful launches of a consumer product in decades: Sensor, Gillette's high-priced, high-tech razor. In April 1990 Gillette's Bruce Cleverly made one of the hardest decisions a marketing boss can ever face: to pull an expensive television-advertising campaign off the air. Hard, but
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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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The straight razor is an old fashioned razor used primarily by men. The razor is famously recognized by having a handle in which the blade sections folds back into. Since the acquisition of The Art of Shaving by world famous Procter & Gamble the straight razors have been making a comeback. Currently The Art of Shaving has a primary target market of males between the ages of 35-45. Normally they would be in a managerial or executive position with an income greater than $75,000. They tend to attract
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significantly lower cannibalization cost to Paramount, as compared to mainstream positioning. Sustainability The target audience of Clean Edge is mainly social/emotional shavers, ie. super-premium customers, who make up approximately 25% of the non-disposable razor market. With a growth in market share of 11% within the coming two years, there would be a reduction in the growth of market share in the following years due to the limited number of customers. Thus, there would be a need for Paramount to broaden
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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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