A few years back, Gillette released their most current of products, the Mach 3 Razor. The product took seven years to develop. Over 750 million dollars in manufacturing and development costs went into the Mach 3. Gillette expected that after two years the product would sell 1.2 billion Mach 3 blades each year. In order to sustain the rapid profit growth that has made its stock among the fastest climbing blue chips of the decade, the Mach 3 needed to succeed. Therefore the precision and efforts that went into the Mach 3 had to be at a maximum. Gillette knew that the machine that they used for testing would show how well a blade prototype could perform without actually making the product. While the development process for the Mach 3 was underway, Gillette?s Sensor Excel was about to be launched. Gillette never launches a new razor without having its predecessor in the pipeline. Their eng
Gillette knew that if you can create a strong enough brand name, then you can charge more for the product because people will pay for the brand. In 1989 they introduced their advertising campaign, which was title, the ?Best a Man Can Get?. Gillette then released the Sensor Excel, which transformed the way that people felt about shaving. The Sensor Excel?s performance allowed Gillette to charge more for it than their previous razors. Gillette profited highly from this motive, selling 2.9 billion dollars worth of razors and blades. They earned 1.2 billion dollars in profit on them. Not only were their products more popular than their competitors, they were also more expensive. Gillette charged 35% more for the Mach 3 than for the Sensor Excel. They take on the approach that people will pay more for the performance that they get out of a product. Brand loyalty would come into play as the
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