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Clean Edge Razor Launch Strategy Analysis

1. The document discusses two options for launching Clean Edge Razor by Paramount: as a mainstream product or as a niche product for 1-2 years. 2. Launching as a mainstream product would generate more profit each year but could cannibalize existing Paramount products. Launching as a niche product risks losing market share to competitors who may introduce superior products. 3. The recommendation is to launch Clean Edge Razor as a mainstream product to gain first mover advantage and maximize revenue, despite risks of some cannibalization.

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Manav Lakhina
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7 views5 pages

Clean Edge Razor Launch Strategy Analysis

1. The document discusses two options for launching Clean Edge Razor by Paramount: as a mainstream product or as a niche product for 1-2 years. 2. Launching as a mainstream product would generate more profit each year but could cannibalize existing Paramount products. Launching as a niche product risks losing market share to competitors who may introduce superior products. 3. The recommendation is to launch Clean Edge Razor as a mainstream product to gain first mover advantage and maximize revenue, despite risks of some cannibalization.

Uploaded by

Manav Lakhina
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

GROUP 8

AAKANKSHA SIWACH
AKANKSHA PRIYA
ANKIT SINGLA
CLEAN EDGE
DIRGHA PRASAD
MANAV LAKHINA
SURAJ NAIR
RAZOR
Launching Clean Edge Razor
as a main stream positioning

WHAT
RANDALL OR
HAD TO
CHOOSE Launching Clean Edge Razor
as a niche product for a year
or two
•More Profit generated in each of two years
•Consumers have become more sophisticated and expected
advanced technology

Pros: •Clean edge Razor was better than the existing products of
Paramount
•If not launched as Main stream, soon a competitor will position a
product in this category and erode market share of Paramount since
functional benefits of such a product was superior than existing ones

PROS AND
CONS OF
OPTION1
It will cannibalize its existing product: Paramount Pro and Paramount
Cons: Avail since 60% of Clean edge sales were likely to come from current
Pro/Avail consumers
Pros:

• No cannibalisation
• Less advertising and Promotion costs

PROS AND Cons:


CONS OF • May not be able to generate revenue
OPTION2 in 3rd year because of fierce
competition
• Cannibalisation may reduce but brand
loyalty will be destroyed due to better
offerings positioned from competitors
RECOMMENDATIONS

1 2
Option1 should be preferred: Brand Name suggested
More revenue and profit • PARAMOUNT CLEAN EDGE :
generated • It was a market leader in 2009 for Non
disposable Razors
Even if cannibalisation occurs, • In line with Overall strategy of building
Paramount will get first mover brand equity
advantage

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