Clean Edge Razor

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Clean Edge Razor: Splitting Hairs in Product Positioning Marketing- MK715 July 12, 2014 Table of Contents Summary Core Problem(s) Secondary Problems Constraints and Limiting Factors Alternative Solutions Implementation of the Best Solution Justification References Appendix A Summary of the background and facts The Razor market in the U.S. contains the following categories: nondisposable razors, refill cartridges, disposable razors, shaving cream, and depilatories. In 1962, Paramount entered the nondisposable razor market and became a respected brand in it industry. Paramount a Health and Beauty Company has designed a new non-disposable razor, Clean Edge. The clean edge razor has an innovating design technology, use a vibrating technology to stimulate hair follicles and lift the hair from the skin (Quelch & Beckham, 2011). The executives at Paramount all agree clean edge should be priced in the super- premium part of the market (Quelch & Beckham). Super-premium segment is one out of three market segments, based on price and quality of nondisposable razor and refill cartridge. The other two segments are value and moderate, and for the past year, Super-premium has been doing significantly well. Executive have to decided whether the Clean Edge product can be launch using a mainstream strategy or a niche strategy. The launch of Clean Edge will put the company as the first to provide “scientific testing by a third-party lab to back these claims” (2011). In 2009, Paramount became a global consumer giant with $13 billion in worldwide sales and $7 billion in gross profit (2011). “Sales from Paramount’s nondisposable razors and refill cartridges in the U.S. contributed $170 million in revenue, gross profit of $92 million, and operating profit of $26 million in 2009” (2011). The Company has two lines of nondisposable razor and refill cartridges

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