Clean Edge Razor Splitting Hairs in Product Positioning
MBA8145-Marketing Management Alpharetta, Summer-2011 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 2009 since its entry in the market in 1962. In 2009, Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product sales. The Non disposable razor category market is entering a new phase with technology products and new entrants posing a threat to capture Paramounts Market Share. From the target market positioning perspective the challenges can be broken down as below:
Competition: Paramounts main competitor in non disposable razor category in 2010 are Prince, B&K, Radiance health and other substituted products. Prince sold non disposable razors in super-premium category. Prince had gained #1 spot in terms of retail dollar sales up until 2009. Notable feature of B&K another competitor was that they entered the market in this non disposable razor category only in 1985. However, they managed to reach #3 in market share and unit-volumes by superior technology and releasing superpremium products. New entrants were coming to market with super premium products, technology and greater advertising dollars to gain market share. Paramounts clean edge should compete with Radiance Naiv in test markets. Naiv had already acquired 13% market share in test markets. Radiance and Paramount were fierce competitors and Paramount had to launch a new technology in Super Premium segment to regain market share and continue to exist as a global leader in this category.
Product Positioning: While Paramount had established as a unit-volume leader in 2009, the non disposable razor market had a significant growth only in Super-Premium segment. The rate of increase in total media advertising expenditures in this category is greater than the rate of increase in retail market sales as shown in Appendix A. Main reason for this is numerous product innovations in Super-Premium segment and advances in technology. Paramount had developed a new product in this category called Clean Edge based on superior technology and 5 blade designs. This new product would give Paramount much needed boost to position itself as a leader in Super-premium segment and technology giant for non disposable category. If Paramount decides to position and market Clean Edge in mainstream positioning, then it will have to cannibalize existing
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Paramount Pro and Paramount Avail products. This could potentially reduce loss of revenue and eliminate these products from Paramount offering resulting in losses due to Clean Edge. Paramount is currently not sure as to where to place this product, niche or mainstream positioning.
Price: Based on the data given in this case and price set by Randall and his team for Clean Edge in either niche or mainstream positioning, I do not see any challenge for Paramount. The reason is that they are positioning this product in Super-premium segment and suggested retail unit price is $12.99 for Razor and $10.50 for cartridge in niche positioning, $11.19 for Razor and $8.89 for cartridge in mainstream positioning. This price is lower than current price in the same segment across Paramounts competitor and even lesser when compared to Cogent Plus.
Place: I dont see any issues with Coverage, Assortment, Inventory, Transport or Locations in US market. However, distribution started to shift outside traditional food and Drug Stores. In 2000, food and drug stores sold over 50% of all razors, but by 2009 it was only 42%. So, how should Paramount leverage this shift and gain advantages to increase its sales via retail channels?
Promotion: Paramount as a corporation had decided to curb excessive marketing expenses in all product categories. With the introduction of Clean Edge as a new product, Randall and his team has to convince executive leadership to allocate necessary dollars needed to establish a marketing campaign that will position Clean Edge as a revolutionary Super premium and technologically advance Razor into the market. The marketing campaign for Clean Edge has to be carefully planned in such a way that the message reaches the target market with great success and also satisfy the executive team.
Branding: Paramount executives have different opinions when it comes to branding this revolutionary Clean Edge product. However, Randall and Paramount has a challenge to name come up with a name that provides the necessary boost for Clean Edge branding, and not cannibalize Paramount Pro and Avail products.
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Paramount studies showed that consumers purchased razors and replacement cartridges more frequently than ever before in the history of Non disposable razors. Also, Paramounts consumer research indicated that one category of consumers called Maintenance users that made up 33% of consumers were not interested in Superior technology. A very important finding that cannot be ignored for Paramount. Based on the data in the case and my analysis, below are my alternatives that can be used to develop a market strategy that will position Paramount as a market leader in Non Disposable razor category with Clean Edge product launch:
1) Launch Clean Edge as a mainstream technology product to be a market leader. 2) Launch Clean Edge as a niche revolutionary technology product to be a market leader. 3) Create a new strategy to market Clean Edge as a revolutionary technology product and
gain market share in Super-Premium segment. 4) Create a new branding strategy that will give consumers a household name called Paramount with technology superior product and continue to retain and gain market share with Maintenance users.
5) Develop a new incentive and rewards program to target Maintenance users and gain
market share with this user segment.
6) Establish contracts with the new retail channels such as mass merchandisers and club stores
so that Paramount non disposable razors can be placed at the right eye level for the users to choose Paramount products.
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Analysis of Alternative Solutions
The evaluation of alternative solutions was based on the following criteria:
Research and analysis studies by Paramount. Marketing and sales data across Paramount and its competitors. Key Product differences and similarities between Paramount its competitors in non disposable razor category.
Feasibility of implementing an alternative solution suggested. Costs involved in implementing an alternative solution. Costs such as manufacturing, production, advertising, marketing and any cannibalization that could result with marketing strategy adopted by Paramount.
Benefits Paramount will receive by implementing an alternative solution. Benefits such as increased market share with target customers resulting in increased profitability, enhanced brand name equity for Paramount and utilizing Paramount existing products to gain market share among Maintenance users
Please refer to
1) Appendix B for evaluation of above alternatives 2) Appendix C for quantitative analysis of Financial Forecasts based on Exhibit 7 3) Appending D for quantitative analysis of Financial Forecasts based on Exhibit 7, but
identical unit volumes between Niche Positioning and Mainstream Positioning
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Recommendation
Based on my analysis, I recommend a strategy that will launch the new product with tremendous success to reach #1 position in terms of product sales, revenue and operating profits for Paramount. This strategy will also retain Paramount Pro & Avail existing products and go after Maintenance users that make up 33% of consumers. The branding concept launched with this product will make Paramount a house hold name and give the necessary return on investment for Paramount.
1) Launch Clean Edge as a niche revolutionary technology product to be a market leader.
This will enable Paramount to as a technology and revolutionary leader in non disposable razor segment. The Super-Premium category will enable Paramount for higher pricing. This will not cannibalize its existing products. Based on quantitative analysis from Appendix D and Appendix E, I see that he profit before taxes for niche positioning is higher than mainstream positioning. Also, when I modified the numbers to match unit volume sales across niche and mainstream category, I noticed losses in Year 1. This is the most important learning and observation from forecasted numbers that suggests that Paramount should launch in niche positioning.
2) Create a new strategy to market Clean Edge as a revolutionary technology product and
gain market share in Super-Premium segment. The marketing budget allocated should be carefully planned so that it will give the necessary boost in sales for the new product and also retain enough marketing dollars for other product categories in the company. 3) Create a new branding strategy that will give consumers a household name called Paramount with technology superior product and continue to retain and gain market share with Maintenance users. 4) Develop a new incentive and rewards program to target Maintenance users and gain market share with this user segment.
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5) Establish contracts with the new retail channels such as mass merchandisers and club stores so that Paramount non disposable razors can be placed at the right eye level for the users to choose Paramount products.
APPENDIX A Non Disposable Razor Media Advertising $$ Increase Rate By Company From 2009 - 2010 Company
Benet & Klein Prince Paramount Simpsons
Increase Rate (%)
4.54% 5.04% 5.76% 533.33%
Non Disposable Razor Sales Increase Rate by Retail Channel From 2009 - 2010 Company
Food Stores Drugstores Mass merchandisers Club Stores Other
Increase Rate (%)
1% 2% 1% 1% 0%
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APPENDIX B- Evaluating Alternative Solutions
1) Launch Clean Edge as a mainstream technology product to be a market leader.
PROS:
Increased profits and market share. Opportunity for higher profit margin with new premium product launched across larger percentage of user segment.
CONS: Potentially could result in elimination of Paramount Pro and Avail products from paramount product offering. Opportunity to utilize existing products and gain increased sales by rewards and incentives is lost. Paramount will not be focusing Maintenance users with new product lines. 2) Launch Clean Edge as a niche revolutionary technology product to be a market leader. PROS:
Increased profits and market share. Opportunity for higher profit margin with new premium product launched with Super-premium segment. Existing products can be retained and used to target Maintenance users Branding strategy can be carefully planned and deployed for maximum success and household name recognition.
CONS: Increased marketing budget costs to launch the new product and provide incentives to Maintenance users
3) Create a new strategy to market Clean Edge as a revolutionary technology product and
gain market share in Super-Premium segment. PROS:
Increased profits and market share. Consumers will change Paramount image and will be established as a technology leader. Opportunity to enter in Super-Premium segment with big bang.
CONS: Increased marketing budget costs to launch the new product and provide incentives to Maintenance users
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4) Create a new branding strategy that will give consumers a household name called
Paramount Clean Edge with technology superior product and continue to retain and gain market share with Maintenance users. PROS: Provide the right brand name and image to Paramount. Paramount name will now be part of all of its products.. CONS: Paramount has to maintain the Quality of all these products since now all are associated with the company name. Any deterioration in the quality could potentially hurt sales of other products.
5) Develop a new incentive and rewards program to target Maintenance users and gain
market share with this user segment. PROS: Gain greater market share and sales revenue utilizing existing products. Maintenance users are given importance and Paramount is not loosing its existing product.. CONS: Paramount will have to continue to revolutionize Paramount Pro and Avail with new introductions to compete in this segment and target Maintenance users.
6) Establish contracts with the new retail channels such as mass merchandisers and club stores so that Paramount non disposable razors can be placed at the right eye level for the users to choose Paramount products. PROS: Gain appropriate product placement that could potentially increase sales across any consumer looking at Non disposable razors. Utilize the new retail channels in targeting users due to recent shifts in distribution. . CONS: Increased costs to establish contracts with new retail channels.
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