* Another possible advantage could be that Paramount could increase the size of the social/emotional market. After the consumer investigates the Clean Edge Razor, he will be able to tell that there is a clear advantage and the Clean Edge Razor is the best option. Advantages * One advantage is that customers will be more involved, so they will take the time to research the product. There are advantages of positioning the as a niche product. * The net operating profit based on financial analysis is higher than the mainstream positioning strategy.
With over 1/3 of the customer segment involved with emotional razor purchases there is a decent sized market that could use the benefits of the Clean Edge Razor. The current customer segment for emotional shavers is 39%.
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By positioning the Clean Edge Razor as a niche product, the brand equity of Pro and Avail won’t be as affected as if the Clean Edge Razor was positioned as mainstream.
Paramount is concerned with the overall profitability of all the razor lines. Social shavers right now aren’t interested in the Pro or Avail razor. Alternatives: Position the Clean Edge Razor as a niche product for highly involved groomers looking for a superior shaving experience. Distributors are willing to increase shelf space because the margin on razors is high compared to other consumer products. Other distributors include drug stores, mass merchandisers, club stores, and other distributors.Īs SKU’s increase, shelf space is increased to accommodate for all of the different products. Collaborators (retailers): In 2009 food stores represented 42% of all razors and cartridges. Customers have more disposable income and companies have more money to spend on investments such as media/advertising and R&D. * Context: In 2011 the effects of a recession are becoming less drastic than in years before. Paramount is relying on the Clean Edge Razor to increase sales and earn more market share in the Nondisposable razor category. The Clean Edge Razor is the first Nondisposable razor produced by Paramount that has a technological innovation.
The current Nondisposable razor line has products in both the market and value customer segments. * Company: Paramount is a large consumer products company with $7 billion in gross profit in 2009. In 2010 Paramount is expected to have a 21. There are also new entrants which account for the rest of the market. B&K entered the Nondisposable market in 1985. Prince mainly focuses on super-premium products. In 2010 the three major players were Paramount, Prince, and Benet & Klein (B&K). * Competitors: Competition includes direct competition as well as substitutes for Nondisposable razors. In 2009 consumers razors and replacement cartridges at a higher rate than ever before. To learn more about the company’s stock indexing, contact 50 or send us a message.īelow you can view key company milestones and learn more about our team and offerings.We Will Write a Custom Case Study Specifically Managing director Ron Pernick is the co-author of two books, including The Clean Tech Revolution (HarperCollins, 2007), the first book to chronicle the growth and investment opportunity of the clean-tech market. All tracking financial products of Nasdaq Clean Edge indexes exceed $4 billion in assets under management (as of October 2022 based on FactSet data). Other indexes include the Nasdaq OMX Clean Edge Smart Grid Infrastructure Index (QGRD), the ISE Clean Edge Global Wind Energy Index (GWE), and the ISE Clean Edge Water Index (HHO). The firm is a joint developer of and contributor to the Nasdaq Clean Edge Green Energy Index (CELS) (tracking U.S.-listed clean-energy companies), which was launched in partnership with Nasdaq in 2006. is a publisher of thematic research on clean energy, transportation, water, and the grid.
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