Gillette’s “Shave India Movement”: Razor Sharp Against the Stubble (A)
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Publication Date:
April 24, 2013
Industry:
Retail & Consumer Goods
Source:
Singapore Management University
This is a two-part case series. Case A begins in April 2010, where Sharat Verma, the brand manager for Gillette India, together with Harish Narayanan, the assistant brand manager in the Singapore regional business unit, influence an R&D effort to redesign the Gillette Mach3 razor for the Indian market. By focusing on frugal innovation, they succeed in removing non- essential features of the razor design in order to reduce costs, thereby aligning the value proposition and price-point to the target segment. In addition, they also help develop an unconventional marketing campaign, called the “Shave India Movement”, which catalyses the previously unresponsive yet more affluent urban market, and results in record breaking sales for the Mach3 razor in 2010. Verma and Narayanan are left to analyse the mechanics underlying the success of this campaign, and determine if the movement can be further expanded. They must also determine if lessons from the campaign can be applied elsewhere, and if so, how? Case B begins in May 2010 with Sharat Verma wondering how he can extend the “Shave India Movement” from the urban elite down to consumers at the bottom of the affluence pyramid through a new product, the Gillette Guard – set to launch five months later in October. This new product is designed specifically for low-income consumers in India. With the price-point and distribution dilemma already solved vis-à-vis the successes of the Mach3 campaign discussed in Case A, he now needs to craft an activation strategy that will extend the Shave India Movement to all rungs of society.
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Gillette’s “Shave India Movement”: Razor Sharp Against the Stubble (A)
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