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Clean Edge Razor Case Analysis

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Clean Edge Razor:
Case Analysis

Cheryl Lam
Professor Linda Reeser
MKTG 2030 S
Tuesday, March 4, 2014

Executive Summary With the U.S. razor market expanding at such a rapid rate, choosing the right strategy to market a product to consumers is critical. A current market leader in the U.S. razor market, Paramount, is facing some difficulty with deciding which marketing strategy to implement in order to maximize profit. The solution that the company must choose should result in an opportunity for growth for their new line, Clean Edge, with as little loss of sales to their other product lines as possible. In order to do this, the company must use a niche marketing strategy. By doing so, they will be able to reach the growing market that is looking for super-premium razors, an area in which they are not currently targeting, and release a product that competes with the most populated segment within non-disposable razors. By doing this, Paramount will be in line to becoming the market leader, not just in unit sales but also in dollars. Paramount must focus on specifically targeting the social/emotional and aesthetic shavers as they represent a large percentage of non-disposable razor users and have beliefs and values that are in line with the image that Clean Edge is trying to portray. This will result in a more loyal consumer base and create more brand loyalty as consumers will feel as though they have a closer relationship with the company and their needs are being fulfilled. By following the niche marketing approach, the large issue of cannibalization can be avoided. Paramount will be able to have products in each of the 3 non-disposable razor sectors, super-premium, moderate and value without competing against one another, therefore eliminating cannibalization. This would only be possible if a niche marketing strategy was employed for Clean Edge.
Problem Statement…...

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