Gillette

Gillette

Gillette
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Gillette

Product type Safety razors, shaving supplies, personal care

products

Owner Procter & Gamble

Country Boston, Massachusetts, U.S.

 Gillette
Introduced September 28, 1901; 118 years ago[1]

Markets Worldwide

Previous owners The Gillette Company

Tagline "The Best a Man Can Get" (1989–2019)

"The Best Men Can Be" (since 2019)

Website www.gillette.com

Gillette is an American brand of safety razors and other personal care products

including shaving supplies, owned by the multi-national corporation Procter &
Gamble (P&G).
Based in Boston, Massachusetts, United States, it was owned by The Gillette
Company, a supplier of products under various brands until that company merged into
P&G in 2005. The Gillette Company was founded by King C. Gillette in 1901 as a safety
razor manufacturer.[2]
Under the leadership of Colman M. Mockler Jr. as CEO from 1975 to 1991, [3] the
company was the target of multiple takeover attempts, from Ronald Perelman[4] and
Coniston Partners.[3] In January 2005, Procter & Gamble announced plans to merge with
the Gillette Company.[5]
The Gillette Company's assets were incorporated into a P&G unit known internally as
"Global Gillette". In July 2007, Global Gillette was dissolved and incorporated into
Procter & Gamble's other two main divisions, Procter & Gamble Beauty and Procter &
Gamble Household Care. Gillette's brands and products were divided between the two
accordingly. The Gillette R&D center in Boston, Massachusetts, and the Gillette South
Boston Manufacturing Center (known as "Gillette World Shaving Headquarters"), still
exist as functional working locations under the Procter & Gamble-owned Gillette brand
name.[6] Gillette's subsidiaries Braun and Oral-B, among others, have also been retained
by P&G.

Contents

History
This section needs
expansion with: Post-1980 history
 Gillette
isn't covered. You can help by adding
to it. (October 2019)

Inception and early years

The key figures of the Gillette Safety Razor Company's first years, from left to right: King Camp Gillette, William
Emery Nickerson, and John Joyce

The Gillette company and brand originate from the late 19th century, when salesman
and inventor King Camp Gillette came up with the idea of a safety razor that used
disposable blades. Safety razors at the time were essentially short pieces of a straight
razor clamped to a holder. The blade had to be stropped before each shave and after a
time needed to be honed by a cutler.[7] Gillette's invention was inspired by his mentor
at Crown Cork & Seal Company, William Painter, who had invented the Crown cork.
 Gillette
Painter encouraged Gillette to come up with something that, like the Crown cork, could
be thrown away once used.[8][9]
While Gillette came up with the idea in 1895, developing the concept into a working
model and drawings that could be submitted to the Patent Office took six years. Gillette
had trouble finding anyone capable of developing a method to manufacture blades from
thin sheet steel, but finally found William Emery Nickerson, an MIT graduate with a
degree in chemistry. Gillette and other members of the project founded The American
Safety Razor Company on September 28, 1901. The company had issues getting
funding until Gillette's old friend John Joyce invested the necessary amount for the
company to begin manufacturing.[10][8][9] Production began slowly in 1903, but the following
year Nickerson succeeded in building a new blade grinding machine that had
bottlenecked production. During its first year of operation, the company had sold 51
razors and 168 blades, but the second year saw sales rise to 90,884 razors and
123,648 blades. The company was renamed to the Gillette Safety Razor Company in
1904 and it quickly began to expand outside the United States. In 1905 the company
opened a sales office in London and a blade manufacturing plant in Paris, and by 1906
Gillette had a blade plant in Canada, a sales operation in Mexico, and a European
distribution network that sold in many nations, including Russia. [8][11]
First World War and the 1920s
Due to its premium pricing strategy, the Gillette Safety Razor Company's razor and
blade unit sales grew at a modest pace from 1908 to 1916. Disposable razor blades still
weren't a true mass market product, and barbershops and self-shaving with a straight
razor were still popular methods of grooming. Among the general U.S. population, a
two-day stubble was not uncommon. This changed once the United States declared war
on the Central Powers in 1917; military regulations required every soldier provide their
own shaving kit, and Gillette's compact kit with disposable blades outsold competitors
whose razors required stropping. Gillette marketed their razor by designing a military-
only case decorated with U.S. Army and Navy insignia and in 1917 the company sold
1.1 million razors.[12]
The Khaki Set, the safety razor set produced by Gillette for the U.S. Army during the First World War [13]

In 1918, the U.S. military began issuing Gillette shaving kits to every U.S. serviceman.
Gillette's sales rose to 3.5 million razors and 32 million blades. As a consequence,
millions of servicemen got accustomed to daily shaving using Gillette's razor. After the
war, Gillette utilised this in their domestic marketing and used advertising to reinforce
the habit acquired during the war. [12]
Gillette's original razor patent was due to expire in November 1921 and to stay ahead of
upcoming competition, the company introduced the New Improved Gillette Safety Razor
in spring 1921 and switched to the razor and blades pricing structure the company is
known for today. While the New Improved razor was sold for $5 (equivalent to $72 in
2019) – the selling price of the previous razor – the original razor was renamed to the
Old Type and sold in inexpensive packaging as "Brownies" for $1 (equivalent to $14 in
2019). While some Old Type models were still sold in various kinds of packaging for an
average price of $3.50, the Brownie razors made a Gillette much more affordable for the
 Gillette
average person and expanded the company's blade market significantly. From 1917 to
1925, Gillette's unit sales increased tenfold. The company also expanded its overseas
operations right after the war by opening a manufacturing plant in Slough, near London,
to build New Improved razors, and setting up dozens of offices and subsidiaries in
Europe and other parts of the world.[14]
Gillette experienced a setback at the end of the 1920s as its competitor AutoStrop sued
for patent infringement. The case was settled out of court with Gillette agreeing to buy
out AutoStrop for 310,000 non-voting shares. However, before the deal went through, it
was revealed in an audit that Gillette had been overstating its sales and profits by $12
million over a five-year period and giving bonuses to its executives based on these
numbers. AutoStrop still agreed to the buyout but instead demanded a large amount
of preferred stock with voting rights. The merger was announced on October 16, 1930,
and gave AutoStrop's owner Henry Gaisman controlling interest in Gillette.[15]
1930s and the Second World War

A 1930s Gillette One-Piece Tech razor and a pack of Blue Blades

The Great Depression weakened Gillette's position in the market significantly. The

company had fallen behind its competitors in blade manufacturing technology in the
1920s and had let quality control slip while over-stretching its production equipment in
order to hurry a new Kroman razor and blade to market in 1930. In 1932, Gillette
apologized for the reduction in blade quality, withdrew the Kroman blade, and
introduced the Blue Blade (initially called the Blue Super Blade) as its replacement.
[16]
 Other Gillette introductions during the Depression years were the Brushless Shaving
Cream and an electric shaver that was soon discontinued due to modest sales. [17]
In 1938 Gillette introduced the Thin Blade, which was cheaper and about half the weight
of the Blue Blade, even though it cost almost as much to manufacture. The Thin Blade
became more popular than the Blue Blade for several years during the Second World
War due to high demand of low-cost products and the shortage of carbon steel.
[18]
 Beginning in 1939, Gillette began investing significant amounts on advertising in
sports events after its advertising in the World Series increased sales more than double
the company had expected.[19]
Though competition hit Gillette hard in the domestic market during the Great
Depression, overseas operations helped keep the company afloat. In 1935 more than
 Gillette
half of Gillette's earnings came from foreign operations and in 1938 – the worst of the
Depression years for Gillette, with a mere 18 percent market share – nearly all of the
company's $2.9 million earnings came from outside the U.S. AutoStrop's Brazilian
factory allowed Gillette to start expanding into the Latin America, in England the Gillette
and AutoStrop operations were combined under the Gillette name, and the company
built a new blade manufacturing plant in London. In 1937, Gillette's Berlin factory
produced 40 percent of Germany's 900 million blades and retained a 65 to 75 percent
share of the German blade market.[20]
The Second World War reduced Gillette's blade production both domestically and
internationally. As a result of the war, many markets were closed off, German and
Japanese forces expropriated the company's plants and property, and Gillette's plants
in Boston and London were partially converted for weapons production. In 1942 the War
Production Board ordered Gillette to dedicate its entire razor production and most blade
production to the U.S. military. By the end of the war, servicemen had been issued 12.5
million razors and 1.5 billion blades. Gillette also assisted the U.S. army in military
intelligence by producing copies of German razor blades for secret agents venturing
behind German lines so that their identities wouldn't be compromised by their shaving
equipment. The company also manufactured razors that concealed money and escape
maps in their handles, and magnetic double-edge blades that prisoners of war could
use as a compass.[21]
Recovery from the war and diversification
During the post-war years, Gillette began to quickly ramp up production by modernizing
its major manufacturing plants in the United States and England, expanding the
capacity of several foreign plants, and re-opening plants closed during the war. The
company opened a new plant in Switzerland and began manufacturing blades in Mexico
City. Sales rose to $50 million in 1946 and in 1947 Gillette sold a billion blades. By
1950, Gillette's share of the U.S. blade market had climbed to 50 percent. [22] During the
1950s, the company updated and in some cases moved some of its older European
factories: the Paris factory, for example, was moved to Annecy.[23]
A 1958 Gillette Super Speed razor and a blade dispenser

In 1947 Gillette introduced the Gillette Super Speed razor and along with it the Speed-
pak blade dispenser the company had developed during the war. The dispenser allowed
the blade to be slid out of the dispenser into the razor without danger of touching the
sharp edge. It also had a compartment for holding used blades. [24][25]
In 1948 Gillette bought the home permanent kit manufacturer The Toni Company[26] and
later expanded into other feminine products such as shampoos and hair sprays. In 1955
the company bought the ballpoint pen manufacturer Paper Mate.[24][27] In 1960 Gillette
brought into market the Right Guard aerosol deodorant and bought the disposable
hospital supplies manufacturer Sterilon Corporation in 1962. [28]
Television advertising played a big part in Gillette's post-war growth in the United
States. The company began TV advertising in 1944 and in 1950 it spent $6 million to
acquire exclusive sponsorship rights to the World Series for six years. By the mid-
1950s, 85 percent of Gillette's advertising budget was used for television advertising.
 Gillette
The company also advertised the Toni product line by sponsoring the TV show Arthur
Godfrey and His Friends and the 1958 Miss America contest and its winner.[29][30]

1950s TV commercial for Gillette's Blue Blades

Although Gillette's immediate priority after the war was satisfying U.S. demand and later
diversifying its domestic business, the company pursued expansion in foreign markets
that showed potential for growth, such as Latin America and Asia. However, the Cold
War restricted Gillette's operations in many parts of the world and closed entire markets
the company would've otherwise entered in Russia, China, Eastern Europe, Near East,
Cuba, and parts of Asia. More and more countries demanded local ownership for
foreign enterprise in exchange for continued operation or entry into their markets.
Outside the U.S. and European markets, Gillette spent time and money building
manufacturing facilities and distribution networks in anticipation that the markets would
eventually be opened up and nationalistic restrictions lifted. Some of Gillette's joint
ventures included a 40 percent Gillette 60 percent Malaysian mini-plant operation that
began production in 1970, and an Iranian manufacturing plant with 51 percent
government ownership. The Iran plant was one of Gillette's largest and most modern
factories until the Iranian Revolution of 1979 when Ayatollah Khomeini rose into power
and American businesses were targeted as enemies of the new government, forcing
Gillette to abandon the operation and withdraw from the country. [31]
Super Blue and the Wilkinson shock
In 1960, Gillette introduced the Super Blue blade, the company's first coated blade and
the first significantly improved razor blade since the Blue Blade of the 1930s. The new
blade was coated with silicone and in Gillette's laboratory testing produced much more
comfortable and close shaves by reducing the blade's adhesion to whiskers. Super Blue
was a success and sold more than the Blue Blade and Thin Blade combined. By the
end of 1961, Gillette's double edge blade market share had risen to 90 percent and the
company held a total razor blade market share of 70 percent. [32]
In 1962, roughly two years after the introduction of the Super Blue blade, Wilkinson
Sword introduced the world's first razor blade made from stainless steel. According to
users, the blade stayed sharp about three times longer than the best carbon steel
blades – including Gillette's. Wilkinson's introduction took Gillette by surprise and the
company struggled to respond as its smaller rivals, Schick and the American Safety
Razor Company, came out with their own stainless steel blade. However, during the
development of the silicon coating for the Super Blue blade, Gillette had also discovered
 Gillette
the method of producing coated stainless steel blades that Wilkinson Sword was using
and managed to patent it before Wilkinson did. The English company was forced to pay
royalty to Gillette for each blade it sold.[33]
Gillette hesitated in bringing its own stainless steel blades to market as Super Blue had
been a huge success and replacing it with a longer-lasting blade would've reduced
profits. The company eventually brought the Gillette Stainless blade to the market in
August 1963, about a year after Wilkinson's stainless blades. As a result of the affair,
Gillette's share of the double-edge blade market dropped from 90 percent to about 70
percent.[33]
Two years after the introduction of the Gillette Stainless blades, the company brought
out the Super Stainless blades – known in Europe as Super Silver – that were made
from an improved steel alloy. Gillette also introduced the Techmatic, a new type of razor
that used a continuous spool of stainless blade housed in a plastic cartridge. [34][35]
The success of the coated Super Blue blades marked the start of a period when
chemistry became as important metallurgy in Gillette's blade manufacturing. The Super
Blue's coating was a result of teamwork between the Gillette's British and American
scientists.[36] As a result of the Wilkinson ordeal, Gillette's then-chairman Carl Gilbert
increased the company's spending on research and development facilities in the U.S.,
championed the building of a research facility in Rockville, Maryland, and encouraged
further expansion of R&D activities in England.[37]
Trac II: The move to cartridge razors

Patent drawing of the abandoned Atra razor and a picture of a Deluxe model Trac II razor

The development of Gillette's first twin-blade razor began in early 1964 in the
company's Reading laboratories in England when a new employee Norman C. Welsh
experimented with tandem blades and discovered what he called the "hysteresis effect";
 Gillette
a blade pulling the whisker out of the hair follicle before cutting it, and enabling a second
blade cut the whisker even shorter before it retracted back into the follicle. For six years
afterwards, Welsh and his colleagues worked on a means of utilizing the hysterisis
effect, almost exclusively concentrating on what would later be known as the Atra twin-
blade system. The Atra razor featured two blades set in a plastic cartridge with edges
that faced each other. Using the razor required the user to move it in an up-and-down
scrubbing motion, and whiskers were cut on both the up and down strokes. Another
twin-blade system with blades set in tandem, codenamed "Rex", also existed, but it had
too many technical problems and was behind Atra in development. [38]
In consumer tests, the Atra razor had outperformed existing razor systems, but Gillette's
marketing executives feared the razor would meet resistance among shavers due to the
unfamiliar scrubbing motion required to use it. Even though the Atra project was so far
along in mid-1970 that packaging and production machinery was nearly ready for a full
market introduction, Gillette decided to start a development drive to finish Rex instead
as it didn't require learning a new way to shave. The project succeeded, Atra was
abandoned, and Gillette announced the first twin-blade razor – now renamed to Trac II
– in fall of 1971. The Trac II captured the premium shaving market and came out in time
to counter Wilkinson Sword's Bonded Blade system that utilised single-blade cartridges.
[39]

The challenge of disposables

In 1974, the French Société Bic introduced the world's first disposable razor. The razor
was first brought to market in Greece, where it sold well, after which it was introduced to
Italy and many other European countries. Gillette hurried to develop their own
disposable before Bic could bring their razor to the United States. Gillette designed a
single-blade razor similar to Bic's but soon abandoned the concept in favor of a razor
that was essentially a Trac II cartridge molded into a blue plastic handle. Gillette
introduced this disposable as the Good News in 1976, about a year before Bic's razor
reached the United States, and managed to establish market leadership once Bic and
other competitors came to market. Good News was released under various names in
Europe and was equally and sometimes even more successful than Bic's razor. Gillette
quickly brought its razor to markets Bic hadn't yet reached, such as Latin America
where the razor was known as Prestobarba. [40]
In Latin America, Gillette used a so-called cannibalization strategy by selling the razor in
several market segments: along with the heavily advertised Prestobarba, the razor was
also sold under different names – such as Permasharp in Mexico and Probak in Brazil
– and sold for at least 10 to 15 percent less. The less expensive variants were
differentiated from the blue Prestobarba by manufacturing them from yellow plastic, and
in addition they weren't advertised. The strategy was successful and later market
arrivals were unable to gain a major foothold. Once the approach proved to be a
successful one, Gillette's subsidiaries in Russia, Poland, and multiple Asian and Near
Eastern markets began utilising the same strategy.[41]
While Gillette managed to retain market leadership against Bic and other competitors,
the popularity of disposable razors, their higher production cost compared to cartridges,
and price competition eroded the company's profits. Gillette had at first hoped that
 Gillette
disposables would take no more than 10 percent of the total razor and blades market,
but by 1980, disposables accounted for more than 27 percent of the world shaving
market in terms of unit sales, and 22 percent of total revenue. [42][43] John W. Symons
began steering Gillette into a different direction after becoming the director of Gillette's
European Sales Group in 1979. Despite Gillette's strong sales and large share of the
European razor and blades market – 70 percent, which was higher than in the United
States – cash flow was declining. In Symons's view, the issue was Gillette's attempt to
compete with Bic in the disposables market, which was eating into the sales of its more
profitable cartridge razors. Symons reduced the marketing budget of disposables in
Europe and hired the advertising agency BBDO's London branch to create an ad
campaign to make Gillette's blade and razor systems – such as Contour – more
desirable in the eyes of men. The new marketing strategy, combined with cutting costs
and centralizing production increased profits. In 1985, Gillette's profits in the European
market were $96 million, while two years previously they were $77 million. [44]

The logo of Gillette used from 1989 to 2008.

In 1980, Gillette introduced Atra – known in Europe as Contour – a twin-blade razor with
a pivoting head. The razor became a best-seller in the United States during its first year
and eventually became a market leader in Europe. [45]

Product history
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Double-edged safety razors

Gillette razor and packaging, circa 1930s

The first safety razor using the new disposable blade went on sale in 1903.[6] Gillette

maintained a limited range of models of this new type razor until 1921 when the original
Gillette patent expired.[2] In anticipation of the event, Gillette introduced a redesigned
razor and offered it at a variety of prices in different cases and finishes, including the
long running “aristocrat". Gillette continued to sell the original razor but instead of pricing
it at $5, it was priced at $1, making a Gillette razor truly affordable to every man
regardless of economic class. In 1932 the Gillette Blue Blade, so-named because it was
dipped in blue lacquer, was introduced. It became one of the most recognizable blades
 Gillette
in the world. In 1934 the "twist to open" (TTO) design was instituted, which featured
butterfly-like doors that made blade changing much easier than it had been, wherein the
razor head had to be detached from the handle.
Razor handles continued to advance to allow consumer to achieve a closer shave. In
1947, the new (TTO) model, the "Super Speed", was introduced. This was updated in
1955, with different versions being produced to shave more closely — the degree of
closeness being marked by the color of the handle tip.
In 1955, the first adjustable razor was produced. This allowed for an adjustment of the
blade to increase the closeness of the shave. The model, in various versions, remained
in production until 1988.[46]
"Old type" Gillette safety razor, made between 1921 and 1928

The Super Speed razor was again redesigned in 1966 and given a black resin coated
metal handle. It remained in production until 1988. A companion model the,"Knack",
with a longer plastic handle, was produced from 1966 to 1975. In Europe, the Knack
was sold as "Slim Twist" and "G2000" from 1978 to 1988, a later version known as
"G1000" was made in England and available until 1998. A modern version of the Tech,
with a plastic thin handle, is still produced and sold in several countries under the
names 7 O'clock, Gillette, Nacet, Minora, Rubie and Economica.
Discontinued products

 Techmatic was a single blade razor introduced in the mid-1960s. It featured a

disposable cartridge with a razor band which was advanced by means of a lever.
This exposed an unused portion the band and was the equivalent of five blades.

 Adjustable Techmatic was a version of the Techmatic dating from 1970.

The adjustable version featured user-selection of shave closeness on the
cartridge. The adjustable version was interchangeable with the non-
adjustable version. Both versions of the Techmatic and their cartridges have
been discontinued.

 Trac II was the world's first two-blade razor, debuting in 1971. [47] Gillette claimed
that the second blade cut the number of strokes required and reduced facial
irritation.

 Trac II Plus was an identical model but adds a lubricating strip at the top of
the blade. The blades and handles were interchangeable.
The European versions of the Trac II and Trac II Plus were known as
the GII and GII Plus respectively.

 Atra (known as the Contour, Slalom, Vector in some markets) was

introduced in 1977[2] and was the first razor to feature a pivoting head, which
Gillette claimed made it easier for men to shave their necks.
 Gillette
 Atra Plus featured a lubricating strip, dubbed Lubra-Soft.
Current products

 Good News! is a currently produced first disposable, double-blade razor,

released in 1976.
The Good News! comes in three forms: the "Original", the "Good News! Plus",
which includes a lubricating strip, and the "Good News! Pivot Plus", which
features a lubricating strip and a pivoting head.

 Gillette Sensor debuted in 1990,[48] and was the first razor to have

spring-loaded blades. Gillette claimed the blades receded into the
cartridge head, when they make contact with skin, helping to prevent
cuts and allowing for a closer shave.

Gillette Blue II razor, circa 2007

The Sensor for Women was released around the same time and was nearly
identical, but had a wider cartridge head.

 Sensor Excel was released in 1993. This featured "Microfins", a piece of

rubber with slits at the bottom of the cartridge which Gillette claimed this
helped to raise facial hairs, making for a closer shave.
 Sensor 3 had three blades instead of two. All Sensor handles can use all
Sensor cartridges.

 Blue II is a line of disposable razors. In Latin America, it was

marketed as the Prestobarba.
 Blue 3 is a line of three-blade razors, cheaper version of Sensor 3
(Sensor compatible). It's only available also in disposable variant.
 Custom Plus is a series of disposable razors
 Gillette
The Custom Plus comes in many varieties: the "Fixed Disposable razor", the
"Pivot Disposable razor", the "Custom Plus 3 Sensitive Disposable", and the
"Custom Plus 3 Soothing Disposable".


Mach 3 - the first three-blade razor, introduced in 1998,
[49]
 which Gillette claims reduces irritation and requires fewer
strokes. In 2016, P&G upgraded the Gilette Mach 3 razor. [50]
The Mach 3 featured five improved microfins and spring blades, a pivoting head
with greater flexibility and a blue lubrication strip that faded with usage to
encourage users to change their blades more frequently.

 Mach 3 disposable - the Mach 3 with a plastic handle.

 Mach 3 Turbo - this razor was released in late 2001. It had ten microfins
as opposed to the five on the original, a new grip and claims improved
lubrication and "anti-friction" blades.
All Mach 3 blades are interchangeable between the three products in the range,
so it is possible to use the Mach3 Turbo blades on a Mach3 razor.

 Mach 3 Turbo Champion has a slightly different handle design.

Gillette Mach 3 razor, circa 2015

 Mach 3 Power is a battery-powered version of the Mach3 Turbo razor

which can also be used with the power switched off. The blades differ
from Mach 3 Turbo with a new coating which Gillette describes as
"PowerGlide".
 Mach 3 Sensitive was awarded a 2012 Best New Product Award
after being voted 'Best in Show' in the program's awards in Mexico. [citation
needed]

The lubrication and microfins are identical to Mach3Turbo. The Mach3 Power

Nitro has a slightly different handle design.

 Venus is a division of razors for women.

 Venus Divine is a version of the Mach3 Turbo for women.

 Venus Vibrance is a version of the M3Power for women. Venus blades are
interchangeable across the line.
 Gillette
 Venus Embrace is a five-bladed razor with a ribbon of moisture surrounding
the blades.
 Venus Breeze is a three-blade razor with shave gel bars built into the head
of the razor.
Another version of the Breeze, the Venus Spa Breeze, is essentially the same
as the Breeze, but with a white tea scent to the shave gel bars. [51]

 Venus ProSkin Moisture Rich, launched in January 2011 in the United

States, is an updated version of the Breeze, featuring Moisture Rich
shave-gel bars that are enhanced with a triple blend of body butters. [52]

Gillette Fusion ProGlide Power

Gillette Fusion is a five-bladed razor released in 2006.

The Fusion has five blades on the front, and a single
sixth blade on the rear for precision trimming. Its
marketing campaign was fronted by the sports stars
Roger Federer, Thierry Henry and Tiger Woods.

 Gillette Fusion Power is a motorized version of the Fusion. The Fusion

Power is battery-powered and emits "micropulses" that are claimed to
increase razor glide.[53]
 Fusion Power Phantom - the Fusion Power Phantom (Stealth in UK) was
released in February 2007 and features a redesigned handle with a darker
color scheme than the original.[citation needed]
 Fusion Power Phenom was released in February 2008. It has a blue and
silver color scheme.[54]
 Gillette
 Fusion ProGlide and Fusion ProGlide Power were launched on June 6,
2010, in North America.
The ProGlide series feature re-engineered blades with edges that are thinner
than Fusion and are finished with low-resistance coating which the company
claims allow the blades to glide more easily through hair. [55]

 Fusion Proshield Flexball released in November 2015: the blades have

lubrication before and after the blade so that it protects the skin while
shaving.
 Fusion Power Gamer (known as "Cool White" in some markets)
 Fusion ProGlide FlexBall released in June 2014[56]
The ProGlide FlexBall has a handle allows the razor cartridge to pivot. [57] Gillette
claims that it means 20% fewer missed hairs and the ability to cut hairs 23
microns shorter.[57]

Criticism and controversy

The desire to release ever more expensive products, each claiming to be the "best
ever", has led Gillette to make disputed claims for its products. In 2005,
an injunction was brought by rival Wilkinson Sword which was granted by
the Connecticut District Court which determined that Gillette's claims were both
"unsubstantiated and inaccurate" and that the product demonstrations in Gillette's
advertising were "greatly exaggerated" and "literally false". While advertising in the
United States had to be rewritten, the court's ruling does not apply in other countries. [58]
Procter & Gamble (P&G) shaving products have been under investigation by the
UK Office of Fair Trading as part of an inquiry into alleged collusion between
manufacturers and retailers in setting prices.
Gillette was fined by Autorité de la concurrence in France in 2016 for price fixing on
personal hygiene products.[59]
"Toxic masculinity" advertisement
Main article: The Best Men Can Be
In January 2019, Gillette began a new marketing campaign, "The Best Men Can Be", to
mark the 30th anniversary of the "Best a Man Can Get" slogan. The campaign was
introduced with a long-form commercial entitled "We Believe", and aims to promote
positive values among men—condemning acts of bullying, sexism, sexual assault,
and toxic masculinity. While the campaign received praise for its acknowledgement of
current social movements and for promoting positive values of masculinity, it also faced
a negative response—including from right-wing critics[60]—being called left-
wing propaganda, accusatory towards its customers, and misandrist and there were
calls for boycotts of Gillette.[61][62][63][64][65]

Net worth
 Gillette
In 1999, Gillette, as a company, was worth US$43 billion, and it was estimated that
the brand value of Gillette was worth US$16 billion. This equated to 37% of the
company's value, which was the same as DaimlerChrysler, one of the world's largest
car manufacturers at the time.[66]

Marketing

1922 advertisement for various New Improved and Old Type razor models

Gillette first introduced its long-time slogan, "The Best a Man Can Get", during
a commercial first aired during Super Bowl XXIII in 1989.[64]
The company has had sponsorships in Major League Baseball and the England national
rugby league team, along with the Rugby League Four Nations.[citation needed] Athletes such
as Roger Federer, Tiger Woods, Shoaib Malik, Derek Jeter, Thierry Henry, Kenan
Sofuoglu, Park Ji-Sung, Rahul Dravid, and Michael Clarke are sponsored by the
company, as well as video gaming personality Dr DisRespect.[67]
In November 2009, Gillette became the subject of a proposed boycott in Ireland due to
its endorsement by French soccer player Thierry Henry; his undetected handball foul
during a FIFA World Cup qualifying match contributed to a game-winning goal by
France, eliminating Ireland from contention. [68] The following month, expanding upon the
controversy, media outlets observed a "curse" associated with top athletes who endorse
Gillette, also citing Tiger Woods (who became the subject of an infidelity scandal in late-
2009), and Roger Federer losing in an upset to Nikolay Davydenko during the 2009
ATP World Tour Finals.[69]
Upon its opening in 2002, Gillette has held naming rights to Gillette Stadium in
nearby Foxborough, home of the New England Patriots of the National Football League.
 Gillette
The original agreement lasted through 2017; in 2010, P&G reached a 15-year
extension, lasting through 2031.[70]
Since the 1990s, the company has used a marketing list to send a free sample of a
Gillette razor in promotional packages to men in celebration of their 18th birthday. The
campaign has occasionally resulted in the samples accidentally being sent to recipients
outside of the demographic, such as a 50-year-old woman (exacerbated by the package
containing the slogan "Welcome to Manhood").[71][72]

In science
In laser research and development, Gillette razor blades are used as a non-standard
measurement used as a rough estimate of a particular device's penetrative ability; a
"four-Gillette laser", for example, can burn through four blades. [73]

In Music
Science isn't the only unusual setting far removed from hygiene in which a Gillette razor
blade has been used. Some music bands have also used Gillette razor blades in order
to achieve a certain sound, most notably English rock band The Kinks. Kinks
member Dave Davies became "really bored with this guitar sound - or lack of an
interesting sound" so he purchased "a little green amplifier ...an Elpico" from a radio
spares shop in Muswell Hiil,[74] and "twiddled around with it", including "taking the wires
going to the speaker and putting a jack plug on there and plugging it straight into my
AC30" (a larger amplifier), but didn't get the sound he wanted until he got frustrated and
"got a single-sided Gillette razorblade and cut round the cone [from the centre to the
edge] ... so it was all shredded but still on there, still intact. I played and I thought it was
amazing."[75] The sound was replicated in the studio by having the Elpico plugged into
the Vox AC30. It was this sound, courtesy of a Gillette razor blade that became a
mainstay on many of The Kinks early recordings, most notably on "You Really Got Me"
and "All Day and All of the Night".[76]

Canadian headquarters
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Until the late 1980s, Gillette Canada's headquarters were in the Montreal suburb

of Mont-Royal, Quebec until they moved west to another Montreal suburb in Kirkland.
The Kirkland offices were closed in 1999 and Gillette Canada moved to Mississauga,
Ontario, a Toronto suburb following the Gillette acquisition of Duracell. The Mississauga
 Gillette
offices were closed in 2005-06 after Procter & Gamble acquired Gillette, and Gillette's
Canadian headquarters are located in downtown Toronto with parent Procter & Gamble
on Yonge St.
Bibliography

 McKibben, Gordon (1998). Cutting Edge: Gillette's

Journey to Global Leadership. Harvard Business
School Press. ISBN 0-87584-725-0.
 Waits, Robert K. (2014). A Safety Razor
Compendium: The Book. ISBN 978-1-312-29353-
3.
 Gillette, King Camp (February 1918). "Origin of the
Gillette Razor". The Gillette Blade. Boston: Gillette
Safety Razor Company.

Gillette activity in india

 Traditionally, Gillette relied on extensive research and development to
create a single product for global distribution. The product was supported by
a marketing premise that it would be equally valuable to customers globally.
But Gillette set aside its global strategy in India and grew its market share
dramatically. This case study looks at how Gillette innovated by tailoring
advertising and inventing a new product development process to reflect local
shaving habits.
Gabriela Berner, Jade Chang, Marina Dunaeva, and Leonardo Scamazzo.
Although Gillette entered the Indian market in 1984 and launched its newest
triple-blade system, Mach3 in 2004, sales were flat for a long time. The
product did not go through any changes and kept its key features - such as
long lasting diamond-like coating blades, 'PowerGlide' smoothness, ergonomic
handles, pivoting precision heads - and premium price, which was 10 times
more than its two-blade competitors.
Even though the target customers were professional men with higher
disposable incomes than the average Indian, the traditional, double-edged
razor, could not be dislodged. Indian men do not consider shaving a
significant enough activity to justify such a premium. Gillette's Mach3 value
proposition was based on extensive consumer research, which highlighted key
concerns men had about shaving: it was time-consuming, caused skin
 Gillette
irritation and was generally unpleasant. Mach3 promised "the closest shave
ever in fewer strokes - with less irritation". Research and development served
as the key value network component supporting this value proposition, as it
was crucial to deliver the promised performance. Manufacturing, distribution,
marketing and advertising were geared for the global introduction through
increased production capacity and aligned promotional material.
With such indifference towards shaving, Gillette had to focus on changing the
consumer's attitude, leading to some creative marketing campaigns. For
example, the launch of the newest Gillette Mach3 in 2009 was supported by
the 'Shave India Movement 2009' campaign which included several initiatives.
Gillette created the platform 'India Votes... to shave or not' to support this
campaign, which asked three controversial questions: Are clean-shaven men
more successful? Did the nation prefer clean-shaven celebrities? And the big
one: do women prefer clean-shaven men? For two months, various media
channels picked up on the campaign and ran interviews, discussions,
editorials and news stories, which triggered popular interest. The main
purpose was to create a debate around shaving.
The company created the Women Against Lazy Stubble (WALS) association,
where women were encouraged to ask their men to shave, capitalising on their
role as influencers of men in this aspect. Gillette recruited Bollywood
celebrities such as Arjun Rampal and Neha Dhupia to support the campaign.
This innovative way of marketing proved to be effective and as awareness
grew, sales and market share increased by 38 per cent and 35 per cent
respectively.
Until 2010, Gillette India had been following a strategy of marketing cheaper-
end US-developed razors. However, low-income Indian customers who could
not afford Gillette's premium price relied on the outdated, but traditional,
double-edged razor shaving systems. An estimated 400 million customers not
happy with existing market offerings provided a promising growth
opportunity for Gillette. Thus, it focused on understanding its customers and
the challenges they faced, which required spending hours visiting and
interviewing consumers in order to understand the role of grooming in their
lives and their needs.
The company realised that apart from affordability, customers also valued
safety and ease of use. Those customers' needs would not be satisfied by
Gillette's existing offering - most lacked running water, had to manage longer
facial hair and sit on the floor while shaving. Nor were they satisfied with the
existing double-razor solution as they caused frequent cuts.
Once Gillette understood this consumer segment, the company created a new
customised product. Gillette Guard, the first product created just for the
Indian market, was introduced in October 2010. It was priced at just Rs15 per
razor - less than 35 cents and three per cent of the top-ofthe-range Fusion
 Gillette
ProGlide price. At Rs5 for a refill cartridge, Gillette Guard met customer
expectations on safety and ease of use.
Gillette made several changes to Gillette Guard from the traditional razor
systems produced in the developed world. Extra blades were eliminated.
Gillette Guard's single-blade system does not follow the trend of increasing the
number of blades in a razor made for developed countries. Design complexity
was reduced. Gillette Guard is a much simpler design with fewer parts to
assemble during the manufacturing process.
Features such as easy-rinse cartridges and lightweight, ribbed handles were
designed. Easy-rinse cartridges help customers save water and ensure the
blades are clean, even if running water is not available. The new handle has a
better grip, making the experience easier and safer. Safety comb and hang hole
in the handle was introduced. Designing a safety comb tackles the problem of
frequent cuts, especially for men who are not daily shavers and deal with
longer hair. The hang hole was introduced as a response to less convenient
conditions and to allow for easy drying and storage.
 Gillette

The research and development process was reinvented to come up with the
product tailored to target customers' needs. Simplified design means 80 per
cent fewer parts are used in production compared to Gillette Vector. This
helps cut manufacturing costs to ensure that the low price does not interfere
with the business model's sustainability. Apart from research and
development, Gillette also built Guard's distribution network across millions
of small local shops, where it was more likely to reach its target customers,
rather than bigger retail chains. This ensured a wide distribution reach.
Unlike the heavy digital marketing strategies used in the developed world, the
campaign for promoting Gillette Guard was based on traditional
advertisements featuring Bollywood actors. Additionally, the success of
changing Indian men's shaving culture played a significant role in marketing
 Gillette
Gillette Guard. As the first product designed for men specifically in this
market, Gillette Guard is touted as "one of the most significant product
launches in Gillette history".
Gillette's success in India hinged on its capacity to innovate. Firstly, it used
innovative ways to communicate with its consumers in 2009 in order to
attract a once indifferent segment. Through a creative use of traditional ads
and marketing campaigns that supported the launch of the new Gillette
Mach3, Gillette was able to change consumers' indifference towards shaving
and create a true momentum for its products. In this way, Gillette shifted from
a market-driven to a market-driving approach.
Secondly, in 2010, Gillette did something the Harvard Business Review
described as "reverse innovation" to develop a product that would satisfy the
needs of the lower income customer. After failing to gain significant market
share in India by selling its lower and mid-tier American razors in different
packaging, Gillette adopted a different approach. It went back to the source by
making significant investments in market research to better understand the
needs and preferences of target consumers.
Gillette understood that Indian consumers' needs, culture and attitude
towards shaving were radically different from those of Western consumers.
Rather than lowering performance, Gillette kept the valued customer at the
core of its strategy and introduced an innovative value proposition for the
value-for-money customer. Moreover, Gillette was able to deliver its promise
to customers by putting in place an appropriate value network. In addition to
a customised product, all the elements of the business model were coherent
with the value proposition and mutually reinforcing.
Local manufacturing enabled Gillette to lower its cost structure and maintain
low prices. The distribution model, not based on few large retailers, but on
millions of local shops called kiranas, allowed Gillette to achieve a higher
market penetration. The Gillette Guard case in India is the typical success
story suitable for a marketing strategy book. However, there are some aspects
of the strategy that appear to be controversial. One is related to environmental
sustainability. Guard uses disposable cartridges which makes it not exactly an
environmentally-friendly product.
A mistake that multinationals make is to push global
brands in a one-size-fits-all strategy. Gillette's
strategy of spending time and resources
understanding Indian consumers' needs proved to
be the key to its success.
Secondly, Gillette's business model in India shows some weaknesses.
Emerging markets such as India are known for producing high volumes of
 Gillette
generic products. Given the low barriers to entry in the razor business, there
are some doubts about how Gillette will sustain its competitive advantage.
Innovative start-ups (e.g. DollarShaveClub) are growing fast in the US by
selling simple twoblade razors online at a fraction of Gillette's price. A lower
price is made possible by a simple product design and limited marketing and
overhead costs. It is possible a low-cost competitor will enter the Indian
market, challenging Gillette's market share.
To remain competitive, Gillette must keep the valued customer at the core of
its strategy and adapt its business model accordingly.
Other companies can learn from Gillette's case in India. A recurrent mistake
that multinationals make is to push global brands in a one-sizefits-all strategy.
Gillette's strategy of spending time and resources understanding Indian
consumers' needs proved to be the key to its success. This understanding
helped it innovate through developing new products and creative
communication ways to attract and engage Indian consumers.