Prince sold non disposable razors in super-premium category. This amount is almost as much as Paramount spent to market all non-disposable products during It would be placed in the non-disposable razor category. Costs such as manufacturing, production, advertising, marketing and any cannibalization that could result with marketing strategy adopted by Paramount.
Along with this, the niche market brands have more chances of future growth and are priced in super-premium segment for more consistence profits. Paramount has a vast customer base in the mainstream market and this may lead to higher profits due to high sales volume as compared to niche market branding.
The razor market of the U. Innovative product design of the razor. Examine consumer behavior for non-disposable razors. Paramount as a corporation had decided to curb excessive marketing expenses in all product categories.
Paramount has two non-disposable products, which allow the company to capture the unit-volume market-leader position. Opportunity to enter in Super-Premium segment with big bang. Paramount is a well-established brand and the leader in the technological industry, as well as ithas developed strong trust and hold for the products and has generated string and positive relationship with customers.
Tell us what you need to have done now! It has built in a battery, which provides vibration that stimulates the hair follicles. The following observations should frame any discussion of potential marketing plans: The argument for launching Clean Edge as a niche product is that if launching the Clean Edge as a mainstream product, the company would face a crisis that the customers of Pro products would transfer to the Clean Edge.
Randall suggests that a successful mass marketing strategy would require upwards of 42 million dollars for the first year. However, they managed to reach 3 in market share and unit-volumes by superior technology and releasing superpremium products. If launching it as mainstream product, the reasons are that the consumers are becoming more sophisticated and expect more advanced technology.
Exhibit 5 indicates that Paramount Pro and Paramount Avail products are still showing largely positive growth. What are the arguments associated with launching Clean Edge as a: Therefore, it is expected that both the strategies involve some pros and cons.
The possible profit incurred from a potentially larger volume of sales is offset by the higher margins and the lower marketing expenses associated with a niche strategy as well as the uncertainty associated with the success of a mass-marketing approach in a competitive market.
The company has also become competitive against its competitors who are also using the same technology……………………. However, both the strategies would also help the company better capture the market share and increase its sales volume.
This bodes well for Clean Edge.The Clean Edge product can appeal to the involved razor users and can become profitable by creating a strong brand in which the consumers become loyal and devoted to the product.
They will then continue to purchase the cartridges for their refills. Read Clean Edge Razor essays and research papers. View and download complete sample Clean Edge Razor essays, instructions, works cited pages, and more.
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. Jackson Randall, product manager for Clean Edge, must decide on his product positioning strategy for Clean Edge, a new, state-of-the-art non-disposable razor to be introduced by Paramount Health and Beauty Company.
By culling information on past and future market trends, competitors, branding, available budget and financial forecasts, this paper will. Clean Edge Razor Splitting Hairs in Product Positioning MBAMarketing Management Alpharetta, Summer GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for since it’s entry in the market in - Similar to Clean Edge - Intro Stage - Test Market Share: 13% Avail - Value - Smaller Competitors and Private-Label in Segment - Declining Stage Pro - Moderate - Growth Maturity Stage - Current Backbone of Paramount's razor-line Case Overview - Paramount Overview - Clean Edge Razor - Problem on Hand Product Release Challenges The .Download