Gillette Corporation’s newest battle for market share isn’t happening here in the U.S. or any other established market.
At this moment all eyes are on India as the leader in all-things-razor is placing third behind native brands such as Super Max and Malhotra Shaving Products.
In the past, Gillette focused it sales on flagship products and made their offerings only available to the wealthiest of international consumers. This left the company very little of the market and no way to secure future sales gains. In an effort to remain competitive Gillette changed its product creation strategy. The old way of doing business was not going to win over new consumers.
Gillette had to look at the big picture and decide what path to take. Instead of pricing a product after the costs of production had been accounted for, it relied on reverse engineering. Working from the standpoint of their potential market’s pocketbook, Gillette created product lines that met the budgetary needs of their desired consumer base.
This approach has allowed the company to become a growing fixture in the undeveloped markets, which are quickly being heralded as a key to their success. They have seen the model work with other products such as feminine hygiene products and water-saving laundry aids. The economic climate for traditional business has never been trickier.
The marketplace is now made up of tiny micro markets; Gillette is hoping to recognize more of these opportunities to expand the brand into areas that were once considered unprofitable. These days it pays to be persistent — as Gillette’s raising sales figures can attest to.