The Gillette marketing strategy: The key success factors

Laurent L.

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The Gillette marketing strategy: The key success factors

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Lecture
Résumé
Sommaire
Extraits

Résumé du document

Today, Gillette employs 28000 employees worldwide, has control over more than 60% of the world market and is present in 145 countries.

The Gillette strategy is global and, aims to foresee the future (notably by the Committee horizon) and concerns the world which went up to "one nation", this is clearly evoked in the formulation strategy. With its long experience, Gillette could achieve its global strategy with safety. Also, a global strategy provides numerous advantages.

Market shaving system characteristics pervasive need and use:

The shaving system does not require a local adaptation of products. Moreover, consumption becomes increasingly homogeneous around the world by a convergence of needs. This peculiarity of the market shaving system enhances the hypothesis of standardization of production and of the marketing variables.

Sommaire

What are the advantages of such a global strategy?
1. Introduction
2. Market shaving system characteristics pervasive need and use
The standardization: A necessary pattern of production process for global strategy intent and a determinant of competitive strength
1. A competitive advantage
2. A business advantage
A Global mix strategy: To build brand recognition and enhance customer preference
What are the disadvantages?
1. Overall risks due to the standardization crafted by a global strategy
2. The access to the media
Why has Gillette decided to launch the product globally? What are the alternatives?
1. Technological asset: A determinant resource illustrating the main competitive Gillette strength
2. Alternative strategies: What is the most profitable path to introduce a new product?
Which competitive advantage does Gillette try to achieve with this global launch?
1. Introduction
2. Illustration of the global competitive advantage by the Mach 3 launch: The curve elasticity-price
Decide which criteria are relevant for the decision whether or not to launch a product on a global scale
1. Introduction
2. Internal implications
3. External forces
Conclusion
Bibliography

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Extraits

[...] Radical change occurs when both core asset and core activities is threatened, it is the case for airlines, which has changed reservation system by an internet-based service. Creative change occurs when the core activities is threatened. For example, Museum remains repositories of art but with the increase of modern communication: methods have reduced their educator function. Intermediating change occurs when the core asset is threatened. For example, movie studio has to produce another blockbuster to maintain its brand value. Industry structure, concentration and product differentiation. [...]

[...] For example, automobile industry generates profit by insurance, auto leasing and loans. It is about identifying the most valuable chains.This process involves 4 steps: defining pool's boundaries, estimate overallsize, collect different value chain activities and verify results. Finally, a SWOT analysis can be a complementary tool to identify external opportunities, which the company can seize. Conclusion To conclude, to implement a global product implies corporate accountability with regard to shareholder, partner, employees and stakeholders. Also, the stakes are very important because a such strategy can upset all strategic vision and imply corporate structure. [...]

[...] As MC Donald, with Mach Gillette duplicates the part of it-value- creation-process on a global scale. To leverage its brand and to create market equity across geographic regions can provide, notably for experienced companies like Gillette, a sustainable competitive advantage. Intellectual capital represents the most determinant strategic resource to a global strategy. The product development is begun 7 years before the launch and the confidentiality about product properties allow to save the intellectual property and innovation. Technological, organizational and intellectual resources design the conception stage for product design (marketing plans, strategy, and industrial design).The firm's advertising set up marketing program. [...]

[...] For example, it is required 3500 GRP for Germany and 3000 in Spain (equate to 30 second in a commercial TV),the goal is to measure the weight of the advertising by the viewers. It is necessary to consider the most effective media and to apply plan requirements in order to impregnate the customer ¶vocabulary. The degree of communication depends to region and the market share products. For example, in Italy, disposals are 50 per cent of market share that's why Gillette has anointed a significant budget about the communication of the Sensor. The political risk: a non-market factor. [...]

[...] The Gillette marketing strategy: the key success factors 1. What are the advantages of such a global strategy? Introduction Today, Gillette implements 28000 employees worldwide, controls of more than 60% of the world market and is present in 145 countries.¶ The Gillette strategy is a global strategy, which aims to foresee the future (notably by the Committee horizon) and concerns the world which is beside went up to nation”. That is clearly evoked in the formulation strategy. By its long experience, Gillette could achieve its global strategy with safety.Also, and a global strategy provides numerous advantages: Market shaving system characteristics pervasive need and use: The shaving system does not require a local adaptation of products.Moreover, consumption become increasingly homogeneous around the world by a convergence of needs. [...]

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