【演示版】谈情说案.ppt

“Paramount Health and Beauty Company”=“Para” Clean Edge Razor=CE The market is divided into 3 segments: Super-Premium ,Moderate, Value Para Superior performance: closest,cleanest and smoothest Moderate segment :Pro razors Value segment :Avail newest nondisposable razor CE to launch in 2011 super-premium segment W 1.Para had no products in super-premium segment before. 2.Its existing products, Pro and Avail are not innovative and in the mature phase of the product lifecycle. 3.It has difficulty in increasing the marketing expenses. S 1.Para was a global giant with deep pockets in worldwide sales. 2.It was a respected brand and market leader with lots of loyal customers. 3.CE would be the revolutionary product because of its significant technology innovations(suprior performance in testing). O 1.Nondisposable razors experienced great growth,2007 to 2010, especially in Super-Premium segment. 2.Replacement cycle had been shortened. 3.Advertising expenditure had been rising faster. 4.Distribution channels increased. 5.Male grooming products seemed to be a bright spot. T 1.It‘s much difficult for Para to compete with Prince and BK who already had great influence in super-premium segment. 2.New entrant had a good result and appealed to many consumers. 3.Substitute products gained mass appeal. 4.There is a large debate inside Para. Para has chances to enter super-pre mium segment , and CE had significant mainstre am potent ial. But ther e are cha llenges. CE— locking customer group accurately Pare — enter the super-premium market with a new image ,gradually change the customers ’concepts for Para. Problems Ⅰ. Product positioning — niche or mainstream Ⅲ.Marketing budget allocation Ⅱ.Brand name: CE by P or PCE Not take into account the effects of cannibalization on Pro and Avail Table 1? A Profit-and-Loss Pro Forma Comparing Niche with Mainstream Take into account the effects of cannibalization on Pro and Avail The Profit of Pro and Avail 2009 Table 2? The L