Gillette Indonesia
Autor: vaibhavbrajesh • May 14, 2012 • Essay • 649 Words (3 Pages) • 1,870 Views
1 Executive Summary
2 Situation Analysis
Gillette Indonesia started as a joint venture with a local company in 1971. Since that time the company has experienced growth and has achieved 97% brand awareness. Despite this awareness, the focus in the Indonesia market was still on introducing the idea of shaving with the basic Gillette products. This focus was due in part to the fact that few consumers were affluent enough to be interested in the premium Gillette shaving systems. However, there is potential growth in the premium product market segment due to the increasing standard of living. In order to increase sales by 25%, a successful marketing plan will need to segment and target its customers based on the standard product and the premium product line.
2.1 Market Summary
Gillette has obtained a successful 48% unit share in 1995 and is expected to increase this share to 50% in 1996. The overall market consists of 40 million urban men over 18 years old that shave. The shaving incidence of these men averaged 5.5 times per month, compared to 26 times in the United States, due to the fact that Asian men where characterized by slow growing facial hair. Of the men who shaved, only 40% of this segment used store bought blades all or some of the time.
The customer segment which Gillette will target consists of the urban male over 18 years old. This customer segment can further be divided along the product lines. The premium customer is defined as the growing income class of greater than $10,000 household income. The standard customer is defined as the income class of less than $10,000 household income.
2.2 SWOT Analysis
2.3 Competition
Gillette faces 2 types of competition. Direct competition is from the already established low priced blades available from other companies and indirect from the traditional methods of shaving.
Gillette faced direct competition from local brands, Bic, and Schick. In the double edged blades Gillette faced competition from imported, low-end blades from Eastern Europe and China (Tatra, Super
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