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The company established by King Camp Gillette on 28 September 1901 in Boston. Initially it was American Safety Razor Company. The invention of Razor was patented in 1904. 1905 Develops new markets by opening London Offices. 1914 Gillette brokers deal with US Army (3.5 Million razors, 36 Million blades) In 1952, its name changed to The Gillette Company. In India, co. established on 9th February 1984, in Rajasthan as Indian Shaving Products Limited and was jointly promoted by House of Poddar Enterprises and Gillette co. Now it is called as Gillette India Ltd. Merged with Duracell (India) Pvt. Ltd. and Wilkinson Sword India Ltd.

? 1973 Net Sales exceed $1Billion.
? 1980 Net Sales exceed $2 Billion. ? Sold off to P&G in 2005 for $57 billion ? Launched various innovative products to capture the Indian Audience ? Market leader in premium shaving care segment ? Good reputation for delivering high quality, value added products ? Still in the infant stage with great opportunities ahead. Saw a 16% growth in 2008 ? Awarded as the 13th most global brand by Bloomberg Businessweak
References:http://www.moneycontrol.com/company-facts/gilletteindia/history/GI22http://images.businessweek.com/ss/09/09/0917_global_brands/89.htm

BRAND HIGHLIGHTS
Gillette India Limited (GIL) is one of India's well-known FMCG Companies. ? The world's largest personal care and household products company. ? First in INDIA to introduce gel in tubes. ? Running since 111 years (1901-2012). ? Global Leader in premium shaving care segment ? Over 1 Billion men start their day with Gillette. ? Manufacturing operations located in 23 countries. ? Distribution in 200+ countries.
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Core Businesses
Gillette India Limited (GIL) has 3 core businesses:
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Grooming Portable Power Oral Care

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GILLETTE WORLDWIDE MANUFACTURING SUBSIDIARIES

UK

NORTH AMERICA

EUROPE

ASIA

SOUTH AMERICA AFRICA AUSTRALIA

STRENGTHS Creativity and R&D investment Product availability worldwide People Reliance on Quality of Product Strong marketing and advertising Strong brand loyalty Market Leader OPPORTUNITIES Use of e-commerce Increased Grooming, changes in societal attitudes and consumer brand preference New product launches Increasing buying Power Demand for high quality products Still an infant industry in India with huge scope for growth in future

WEAKNESS Highly dependent on core business Expensive brand maintenance Heavy Dependence on Street Retail Outlets Gillette has multiple blade and razor systems but their cartridges are not interchangeable with their other models

SWOT ANALYSIS

THREATS

New Competitors Growth in number of substitutes Electric shaving technology Economic downturn Cloning of successful brands

GLOBAL STRATEGY
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Corporate Objective ? global focus on consumer products ? global competitive advantage in quality, value added personal care/use products

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Global Market ? competing in the triad markets (Europe, Japan, North and South America) ? industry concentration ? global market leadership in male and female grooming products

THE GILLETTE STRATEGY
Global resources organised and deployed to achieve market leadership in all their products ? to maintain and increase existing market share in male and female grooming products ? Corporate Strategy ? aggressive research and advertising ? strategic diversification e g mergers & acquisitions ? new product developments (invest in technology and product innovation) ? focus on core competencies ? maximise e-commerce opportunities ? build strong product portfolio
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GILLETTE’S STRATEGY IN INDIA
Launching innovative and customised products
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Gillette has created a new market for the power battery toothbrush through Oral-B (the oral care subsidiary of Gillette India). It also introduced Mach3Turbo, a tripleblade shaving system in India. Gillette India has launched customised products specially designed for Indian consumers. It introduced ‚Vector Plus?, which is a twin blade system with push clean anti-clogging function in the midprice segment.

Localisation of distribution system and wide distribution network
Gillette’s sales and distribution network is wide, enabling consumers all over the country to buy its products. ? Gillette has localised its distribution system and made it specific to the Indian market. ? Gillette has targeted the Indian market on a shop-by-shop basis as against the European and US market where there are only few major retailers.
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Restructuring
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Gillette restructured its business in India in 2003. ? Strategic restructuring: Focused on grooming and oral care business while exiting battery and household appliances business. ? Financial restructuring: Focused on improving the margins, cost reduction and improving asset utilisation. ? The restructuring undertaken by Gillette paid off with increasing profits.

Leveraging India’s large market
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Gillette is tapping the large Indian consumer base to establish a strong presence in the country. The market for shaving blades in India is the largest in the world. The market for oral care (toothbrushes) is the second largest in the world, while that of batteries is the third largest in the world (all in volume terms). Apart from this the increasing consumer-spending capacity and the increase in retail activity are also some factors which attract Gillette to expand its business in India.http://www.ibef.org/download/GilletteIndia.pdf

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Price Strategy
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Gillette Presto, a product designed to upgrade consumers who still use double-edge blades, with a product priced atRs18, and with refills priced at Rs5 which lasts up to 5 shaves. With the company pursuing a volume-led growth strategy, its advertising and promotion expenditure can be expected to continue growing at high levels. And, even as sales growth may continue to surprise on the upside, profit can be expected to lag for some time to come.

In a bid to increase share and growth, Gillette introduced the Mach3 in November 2011, priced at Rs125 or 60% lower than the Mach3 Turbo. This product is targeted at greater conversions from the doubled-edged segment, which accounts for 62% and 86% of the razors and blades market, in value and volume terms, respectively. And nearly half of this market comprises users who get their shaves done in a salon. Gillette is attempting to convert this segment by giving them a salon-quality shave at an affordable price.
http://www.livemint.com/2010/11/28211336/Gillette-India-shortterm-pai.html

MARKETING
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Strong distribution strategies played a prominent role in the robust growth, as a result of which Gillette brand has managed to tap both the ‚premium? and the ‚value-formoney? consumers – Sharat Verma, Marketing manager of Gillette India The lower-value products, followed the company’s realisation that while ‚new and improved? is still good, ‚lower price? works better in these tough times

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BRANDING
Umbrella Branding

PROMOTIONS AND ADVERTISEMENTS

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Gillette’s ‘SHAVE INDIA MOVEMENT’

GILLETTE ‘SHAVE SUTRA’
Arjun Rampal and Neha Dhupia lead Gillette Mach3 Turbo Sensitive’s conduct Gillette Shave Sutra – The World’s Largest Shaving Lesson • 150 couples come together to break the world-record for the Largest Shaving Lesson EVER!!
• Gillette Shave Sutra demonstrates how with the comfort of Mach 3 Turbo Sensitive shaving becomes so effortless that even your partner can shave you.

? Tied up with Rediff-on-the-Net e-commerce to market its product
? Tied up with ZAPAK for The India Gaming Championship 2009

? Uses sports as a major promotional vehicle
? Uses social networking sites like Facebook to promote it’s products and carry out different surveys

BRAND AMBASSADORS

GILLETTE IN THE MINDS OF THE CONSUMERS

HOW OFTEN DO YOU SHAVE?
Frequency

Alternate days
Every 3-4 days Twice a week Once a week Once in 2 weeks

TRADITIONAL RAZOR
50 45 40 35 30 25 20 15 10 5 0 Gillette Dynamite Topaz 7'o clock

Gillette Dynamite Topaz 7'o clock

WHICH DISPOSABLE RAZOR DO YOU PREFER? Preference

Gillette Guard
Super Max Presto Dynamite

WHICH REPLACEMENT CARTRIDGES DO YOU USE?
25

20
15 10 5 0 Mach 3 Mach 3 plus Vector plus Fusion

DO YOU USE AN ELECTRIC SHAVER?

YES
NO

WHICH SHAVING CREAM/SHAVING FOAM/SHAVING GEL DO YOU USE?
60% 50% 40%

30%
20% 10% 0%

Nivea

Old Spice

Gillette

Park Avenue

PREFERENCE ON THE BASIS OF?

Availibility Price Easy To Use Safety Quality Quick

IF THE FIRST PREFERENCE IS NOT AVAILABLE,WHAT WOULD YOU BUY?

Some Other Brand Same Brand

IF THE PRICE OF YOUR PREFERRED BRAND INCREASES, WHAT WOULD YOU DO?

90 80

70
60 50 40 30 20 10 0

Shift To Other Brand

Still Buy Same

GILLETTE IN THE MINDS OF THE SELLERS

DISTRIBUTION OF SALES

Sales
24%

Gillette Axe
55% 15%

Supermax others

11%

SALES GRAPH OF GILLETTE PRODUCTS
6 5 4 3 2 1 0 Fusion Mach 3 turbo Presto

SALES

PRICE AND QUALITY OF THE PRODUCTS
Almost all the sellers surveyed feel that the Gillette products are premium in quality.
The company offers products for middle as well as higher income groups. Gillette constantly strives to provide convenience and better quality to its consumers The products are priced as per its quality. Though a little expensive, the price is worth the quality

Attractive advertisements and sponsoring events one of the key reasons for higher sales.

STOCK OF THE PRODUCTS IN THE SHOPS
The products are easily available.

Efficient follow-up by the distributors in the retail shops. Very rarely there occurs a shortage. Gillette recently adopted D.C system for its modern trade. This has lead to better availability in the super markets.

COMPLAINTS AND SUGGESSTIONS
Hardly any complaints from the end-users. Minimal instances of the products procured from the distributors being defective. However, defects occurring during transportation can be neglected. The company must allow credit duration of a week. Better margins expected from the company. Shouldn’t merely be a ‘A SOCIAL SERVICE’ act by the retailers. Competitors offer 10-15% extra margin than Gillette. Blades more expensive than razors. Reduction in blade prices will help considerably in increasing the market share.



doc_570937819.pptx
 

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