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The Best a Man Can Get"
GILLETES CUTTING EDGE
AUL HONGKUNG T A( - , )BA FHW S Germany
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THE START
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THE START
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THE START
The first safety razors using the newdisposable blade, were introducedaround 1902
Trac II was the world's first two-bladerazor, debuting in 1971
Gillette Sensor debuted in 1990, and
was the first razor to have spring-loaded blades
In 1995, an improved version, theSensor Excel was released. Thisfeatured "Microfins," a piece of rubber
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PRODUCTS
Mach3 The first three-blade razor,introduced in 1998, which Gilletteclaims reduces irritation and requiresfewer strokes. It claimed fiveimproved microfins
Gillette twin-edge products -- 10 timesmore expensive than other double-blade razors (or often more than
4,750 %) In the Indian market, it launched
affordable products (7Oclock andWilkinson) with buy-2, get-1-free
types of conventional marketing,which hel ed it to boost sales
:Source Daily MailSharp practice? The razor heads that
,cost just 5p to make but sell for.2 43 each
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MARKETING
Strong distribution strategies played aprominent role in the robust growth,as a result of which the brand has
managed to tap both the premiumand the value-for-money consumers Sharat Verma, Marketing managerof Gillette India
The lower-value products, followed thecompanys realisation that while newand improved is still good, lower
price works better in these tough
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CUTTING EDGETECHNOLOGY
MACH3Turbo boasts of anti-frictionblades which reduce the cuttingforce needed to slice through hair
and ultra-soft protective skin-guardwith thinner microfins
M3Power is a battery-powered
version of the Mach3 Turbo razorwhich can also be used with thepower switched off
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BRANDING
There are pressures in good timesand bad but the fundamentalbusiness principles stay the same
Innovate and Delight the Consumerwith the best propositions
Gillette has always strived to help
men across the country look, feeland be their best and thatcontinues to be the equity that
Gillette holds in consumers minds
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BRANDING CAMPAIGN
But the game-changing was aninnovative campaign launched inOctober last year
Till then, MACH3s sales in India hadseen almost a negligible growth. Yearsof conventional product advertisinghad established a good brand imagefor Gillette, but that wasnt enough to
get Indian men to switch to itsproducts WPPs Mediacom launched the India
votes: To shave or not campaign,
which ended up sparking a nationaldebate on the merits of the clean-*Won the Gold and Silver Lionat the Cannes Advertising
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BRANDING CAMPAIGN
A Nielson-commissioned surveyintended to determine the countrysattitude toward shaving. Online and
live polls held in places such as gyms,malls, offices and movie theatre fedthe fire while giving men a chance touse the product
Were clean-shaven men moresuccessful?
Did the nation prefer clean-shaven
celebrities?
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BRANDING CAMPAIGN
Mediacom tied up with NDTV and for8 weeks, the channel ran celebrityinterviews, panel discussions and
news stories around the topic.Similar tie ups were done with radiostations
The logic: Gillette wanted togenerate a talking point on asubject thats not necessarily top-
of-mind
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THE RESULT
12.2 million Indians voted for a cleanshave
It has been very innovative, business
building programme that has hadimpact on brand equity and trials
The survey proved conclusively and
publicly that women preferredclean shaven men
The look emerged as the preferredstyle and was associated with
attributes like confidence, success
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THE EFFECT
Sharing this observation with themen of India created dramaticchange in the brands fortunes
Sales went up by 38% immediately,awareness doubled
Sales grew 12% higher than the
overall grooming industry growth
Trials increased by 400%
:Source Business Standard
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THE EFFECT
Net profit rose 31% in the firstquarter of this financial year
Gillettes market share increased by35% at one go
MACH3 registered its highest evergrowth in the past 5 years (helping
Gillette achieve overall marketleadership in the category)
:Source Business Standard
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