Posts Tagged ‘Gillette’

Marketing The New Gillette Pro Glide: From a Positioning Perspective, Is this The Best A Man Can Get?

July 11, 2010

Today we will explore how we can use positioning best practice to engage the full range of the product adoption lifecycle simultaneously in order to:

  1. Capture the larger Early Majority segment
  2. Extend the reach to the Late Majority/Commodity buyer at the same time
  3. Provide a compelling value proposition and pathway to convert many of these commodity customers into more profitable premium buyers
  4. Lift the whole product category.

I have to admit it. When it comes to Gillette razors, I am a classic early adopter. I just have to get their latest and greatest right away. Why?

Maybe it goes back to when I was a kid. I remember watching my dad shave in amazement morning after morning. Such an arcane process that never seemed to change: shaking up his can of Foamy and slathering that creamy stuff all over his face. And then the razor. The heavy chrome handle that would pop open by turning a knob on the bottom. Slide in a Super Blue from the special dispenser, twist the handle closed and then let the shave begin. When completed he’d sprinkle Aqua Velva on his hands and slap it on. Done!

I also remember feeling his face. He had a heavy, scratchy beard, something I inherited. After the shave, his face felt smooth as glass.

Is it any wonder that at 10, I desperately wanted to shave too. Dad would always say, no rush, no rush. It really isn’t fun. And if you don’t do it right… ouch. I remember those little dabs or two of toilet paper on his face to staunch the bleeding on a bad day.

As you can see, there is deep connection I have with the process and the Gillette brand that transcends the actual experience itself and sets me up as a classic Early Adopter in this category.

In this light I recently found myself excited when Gillette announced that it’s latest and greatest Fusion Pro Glide System featuring 5 thinner blades with a special low resistance coating and a suspension system that would eliminate that pesky tug and pull. I couldn’t wait. My excitement mounted as the launch day, June 8, 2010 approached.

Needless to say, I got one right away and the product does not disappoint. It’s awesome! It really feels like the razor is literally gliding as I shave, and afterwards my face, well it feels smooth as “glass,” even smoother than my Dad’s.

The Right Message for the Wrong Audience?

Now regarding the marketing… Yes, it’s slick, it’s integrated… And it’s old hat. Not to say that this is bad. Or not effective, at least as far as it goes. After all, the previous flagship blade in the Gillette line, Fusion with its Turbo style imagery, was the most popular razor in the world. But is there more?

Here is a screen capture of Gillette’s today.

As you can see, in the current state, the message is all about the product and its features and the primary message is turning Shaving into Gliding. As an Early Adopter, see arrow, I am sold. And in truth, it didn’t matter what the claim or message, I was sold even before the blades hit the market.

It All Comes Down to Connecting the Dots

The goal in positioning is to connect dots and answer questions for the customer, not pose them. And as we have learned from Apple and other marketing virtuoso’s, linier time as far as the Product Adoption Lifecycle goes is often a self-imposed obstacle. So why wait if you don’t have to, especially when there is so much at stake on a global scale?

With this in mind, and stepping outside of my Early Adopter mindset, what do we see with Gillette’s Fusion Pro Glide?

Product Lifecycle: A Quick Review

Just to make sure we are all on the same page, here is the famous Product Lifecycle bell curve made famous in Geoffrey Moore’s landmark book Crossing the Chasm.

Early Adopters like me love a product and it’s features. We are not price sensitive and are always on a quest, in this case, for a better shave. We have to have the latest and greatest right away.

However, Early and Late Majority buyers, where the heart of the lifecycle (and greatest profits) resides, have no interest in product features.

The Early Majority is concerned with “what does the product do for me” coupled with market leadership and peer adoption. If my friends buy, so will I. These buyers are also willing to pay a premium for the acknowledged leader.

The Late Majority is concerned about price… getting the product for the lowest price. They also don’t want to be bothered with the rest.

Positioning to Win for Maximum Impact

As we all know, Proctor and Gamble, Gillette’s parent company, is a brand and marketing powerhouse. And Gillette is an established market leader in the razor space and has been so for decades.

This means that a big part what it takes to capture and exploit the Early Majority is in place already with brand leadership and millions of satisfied users around the globe.

In it’s current state, you can see that the current product messaging is actually talking to Early Adopters, NOT the Majorities. The marketing question is, is this it for now, or is there more we can do to exploit the new Fusion Pro Glide product?

If we look at positioning best practice, the answer is yes!

Here’s a structural model of how this can work (by segment):

1. Early Majority

A. Leadership
These buyers appreciate and will pay a premium for the leading product in the category, making this is a clear sweet spot for this particular product now.

As mentioned earlier, the key to effective positioning here is connecting the “what’s in it for me?” question in the clearest terms possible that yields maximum results. In this case, Gillette has opted for a “Turn Shaving Into Gliding” message, which begs the question, “What does Gliding mean?” It glides, perhaps, but so what? What does Gliding do for me?

And yet buried deep in the current presentation, there is an answer… all the wonderful product features, YouTube videos, NASCAR endorsements, and Dream Job promotions are designed, perhaps indirectly to support the message that Fusion Pro Glide delivers “Gillette’s most comfortable shave ever.”

That’s what Early Majority buyers looking for. Now we get it! The big benefit, the compelling reason to buy. It was there, but buried by the Gliding message. All we need to do is call this message out front and center. And if you want to be slick about it, again from the current messaging, add… “Guaranteed.”

Roll it all up, here is what’s in it for the Early Majority buyer. Pro Glide Fusion is: Gillette’s most comfortable shave ever. Guaranteed.


B. Peer Influence
The next element to drive this segment is peer influence. “Do my friends have it, and do they like it. If so, I want one!” This is where endorsements fit. Gillette is a master of professional endorsements and has been so for decades. Today it’s in the form of NASCAR personalities and the “Young Guns” Challenge.

Even more interestingly perhaps is Gillette has begun to masterfully use social networks to get the “every man” endorsements that most likely will be more important as a marketing activity moving forward.  It takes a lot of guts to surrender control, which is essential for authenticity to address “Do guys like “me” use it, love it, etc.”

This is where Early Adopters come in. If we love the product, we are natural advocates and influencers, and can be one of these authentic  guys “like me” who heartily recommend the product to our “Johnny come lately” friends. What we need is some help or incentives to voice our feelings. In other words a promotion.

Example:
Right now men are invited to vote for their favorite “NASCAR “Young Gun.” The winning driver gets to donate $10,000 to their favorite charity. What do we get? How about adding a Win Blades for Life! premium? This could be for the vote if the person registers. And if we are looking for real endorsements by real men, it could be for submitting the funniest Pro Glide testimonial. And the prize, along with the charity donation could be presented to the winner at say, a NASCAR event.

2. Late Majority

Research I found seems to indicate support my Dad’s feelings about shaving. It is a necessary evil, something we have to do due for social conventions, but inconvenient at best. This attitude sets up commodity-style, low-price “just get it over with” thinking.

As it stands, Gillette has a dizzying array of lower cost blades and razors from earlier category leaders Fusion and Mach 3 to a whole slew of disposables. “Dizzying” is the operative word. Extremely complex.

What we need here is a clear roadmap of products, perhaps broken down into 1. blades and 2. disposables from Good to Better and Pro Glide in the role of BEST… with a blade price of “lowest” to “more” to “most” expensive. Your Choice.

And since Fusion Pro Glides fit in millions of Fusion handles already in the market, it is easy to slip in a free blade and coupon for later purchase in the package to engage these established buyers and get them into the pipeline.  We have to assume this is in the works already.

3. The Best A Man Can Get: Positioned for Growth Across the Lifecycle

If we go back to Gillette’s core brand, we can see we have the platform we need to cut across the whole razor line… “the best a man can get.” I was surprised to see that it is still alive and core… embedded right in the logo treatment itself. As one would expect with a brand of this caliber, it was like seeing an old friend. Powerful indeed.

This offers up a value platform with the opportunity to move customers up the ladder from “cheap” to Better and Best products and from a commodity buyer to a premium one. I call this Marketing JuJitsu. Here is where positioning focused on costs per shave and other metrics commodity buyers think about can come into play to demonstrate brand value to the these buyers too.

Example:
Let’s assume we can get two-weeks of shaves out of one Fusion Pro Glide blade. (Note: I have gotten up to four weeks, even with my heavy beard). Two weeks of comfortable shaves at $3 per blade equals approximately $.21 per shave. Let’s assume you can buy a disposable for $.20 per razor that safely delivers a shave, or two. Now the value proposition to this segment can be turned around to something like…

“For just pennies extra a day you can move up to Gillette’s closest, most comfortable shave. Take the challenge to see and feel the difference for yourself. Low(est) cost and most comfort from Gillette… The Best A Man Can Get.”

Here is what the structure looks like all together with above.

As you can see, now we have a Strategic Framework capable of positioning Fusion Pro Glide in multiple segments across the Lifecycle simultaneously under the Best A Man Can Get Brand Platform:

  1. Early Adopter with Glide
  2. Early Majority with Comfort
  3. Convert Early Adopters to Influencers building on incentives and promotions
  4. Create simple and understandable tiers of lower cost products for Late Majority
  5. Drive a Cost per Shave Value Message and convert Commodity into Premium buyers


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Toyota and Tiger… Brand Collapse or Rebirth or Both?

March 25, 2010

We have all heard the news…. 8+ million Toyota automobiles are recalled due to a variety of malfunctions; and everything and more than we wanted to know about the many loves of Dobie Gillis… oops, I mean Tiger Woods.

Toyota, a brand synonymous with quality and reliability for decades appears to be imploding right before our eyes. Their war room/siege mentality, ready to rebut “any and all” negative customer comments strategy does not resonate with the public or in any way appear authentic. Whether it’s the floor mats, the gas pedal or of course, customer error, yes, the company is sorry, so sorry for injury or death. Software, hardware issues? Apparently Toyota can’t replicate some of these problems, therefore it appears they do not exist, or isn’t it our fault anyway?

And does this calm our fears?, and support the brand promise of quality and reliability?

I don’t know about you, but I feel a deep and shocking sense of uncertainty with Toyota’s response. And I own two Camry’s, although of a vintage before these apparently unstable “drive-by-wire” electronic technologies we adopted. Yikes!

Talk about a brand conflict, reliability versus uncertainty.

This is a huge problem for Toyota. And a major inconvenience at best for customers worldwide. We have to bring our cars in for a fix we aren’t sure will solve the problem. Oh, and now what about the resale value of these cars? Toyota was noted for high resale value… who wants to buy a used and potentially unsafe Toyota now at any price? Not me! You?

And if that isn’t enough, Toyota appears to be diddling. You can sense it, and as some of their internal e-mails we hear about attest, their approach is to delay, stall and of course, minimize the cost of the damage.

Their ads add insult to injury. “Thanks for sticking by us,” they intone… and to “thank you, we are offering incentives like 0% financing so you can buy a new one.”

Just what I want! Even though you, Toyota can’t replicate them, these issues may still exist. People have died, cars have very publically careened out of control for who knows why, and resale value at least for now has gone down the tubes. And to top it all off, I have to suffer the inconvenience to bring in my car to get a fix that may or may not take care of the problem, and you thank me by trying to sell me a new car!

This is outrageous and insulting. Add it all up and what this says to me is that Toyota has lost touch with the power of their brand. And such moves like these are damaging it, perhaps permanently.

Tiger has a similar problem. Although perhaps not on the same scale as Toyota, he is a very public, well known brand, like it or not, and a multinational one at that. For many people Tiger is golf itself and a $ multi-billion corporation burnished with a champion’s glow…. He and his handlers positioned him as a problem-solving icon able to take on and beat any challenge that may come his way. Until now.

We now know this is may, I repeat may, be limited to the golf course and in the “perception is reality” world of brand recognition, but certainly not in real life.

I will argue that Tiger’s final lot as a brand is not yet set in the public mind. Yes, he is certainly human, a junk yard dog perhaps, but is this unusual? And yes, a number of high profile sponsors like Gillette and Accenture have pulled away.

Questions still linger that if answered authentically and humanly, could likely restore his brand image to be even more powerful than before.

Here’s how.

Tiger himself proclaimed at his highly staged news conference a few weeks ago that he thought he was above it all and could behave as he wished… that the rules the rest of us follow didn’t apply to him.

He also told us that he understands the hurt he has caused and the error of his ways and that he will do what it takes to be a better person. Great stagecraft!, and positioning…. I am working hard to be a better person. Who can throw the first stone with such a revelation?

So that is where we are.

Two powerful brands under attack, one disintegrating right before our eyes, the other, a work in progress, the jury still out. What kind of marketing thinking and strategy could be applied to turn these brand conflicts around?

Let’s look at Toyota first.

Toyota’s issue is that they appear to be self-absorbed and cheap, focused on cost containment and damage control, going so far as to lay the blame on those pesky customers that are us.

This is not the time for that type of non-marketing approach by an automobile company. Audi famously blamed their customers in the 80’s for cars that apparently shifted into gear on their own. They had to change the names of their models and literally re-build demand for their vehicles from scratch, a costly process that took them out of the game for years.

In this case, assuming Toyota is doing everything in its power to solve the issues, known and unknown, the company needs to remember that it’s the brand connection and it’s relationship with customers that matters most. That is where real long term value is.

I am not privy to the details but over time, the value of the Toyota brand, as the perhaps soon to be world’s former #1 auto maker, has to be in the $ hundreds of billions, or even more.

From an integrated, marketing to win perspective, Toyota needs to take a two-pronged, pedal to the metal communications approach:

1. Reassuring the public that the cars are safe, and

2. Acknowledging customers’ inconvenience and uncertainty along with the hassles of bringing cars to the shop entails.

In other words, they need to be bold in terms of solutions, it will cost, and the investment is worth it!

As far as reassurance is concerned, good news or bad, in today’s instant, social media world, transparency is essential. Customers need to be in the loop to see for ourselves what the company is doing to make us safe again.

It easy today to take us the labs and testing grounds, give us Q&A and other access to the engineers and scientists, etc. Let us see that no stone is being left unturned and at the same time show us the operational excellence the company is famous for, in action.

And as far as customer inconvenience is concerned, Toyota needs to honor the value of our time, let alone the anxiety we feel, and understand it in the context of brand value as well.

Once understood, the company then needs to then honor us with something tangible. That means, Toyota if you are listening, setting up drive in check stations for all post 2002 cars and then, give us something in return like a free oil change or service, something of value that honestly recognizes the value of our time and our loyalty. Giving to receive is the operative principle here.

I can tell you now, that a great deal on a new Toyota feels cynical and indeed is NOT it! And if they were clever, perhaps Toyota could partner up with say a Sirius/XM or other outside entity and offer a free 3-month subscription or something like that… because “you care… care about us, your valued customers!”

On the Tiger front.

His solution is a bit more under his personal control, but no less impactful. He can no longer claim the cover of privacy to be left alone… the genie is out of the bottle and won’t fit back in. And yes, just like the Wizard of Oz, we now have peered at the man behind the curtain, and see all too well that he is human like the rest of us.

Now that Tiger is off the pedestal and the announcement has been made that he will indeed play at the upcoming Masters Tournament, it comes to two things again:

1. His performance on the course, and

2. His performance on the course.

What do I mean?

On one level, we will expect him to play well and perhaps even win. He is to many, Golf after all. But we also expect that he has learned from his self-induced embarrassment, that he is, in fact, in the process of becoming that better person. This means that no, we don’t necessarily want him to be more approachable, but we need to know he can perform in this “better,” more realistic and human manner.

So how does this play out?

First, that he handles the catcalls, the embarrassing hoots, questions and other assorted unscripted realities that will inevitably come his way with humor and poise. That he not dodge but roll with it in a manner befitting a champion. In other words, the focus and drive (no pun intended!) that has made him the champion he is, also extends to his personal improvement, and that he is a winner here too.

If he does a Brat Pack-type, moody thing and wrap a club or two around a tree or smash a camera, punch someone out or otherwise behave poorly, or that he sets up an impenetrable barrier so no one can get near and utter a bad word, he will be positioned by his own actions as an arrogant “bad person” which will forever tarnish the best golfer, iconic status that he has already achieved.

If you don’t believe me, remember 2004 presidential candidate Senator John Kerry? Like him or hate him, that wishy-washy answer he gave at the Grand Canyon regarding whether he would change his vote for sending troops to Iraq, knowing the original premise of “Weapons of Mass Destruction” was inaccurate, forever labeled him as… well you know, a Flip Flopper, irrespective of his many impressive achievements.

The jury is still out on this one, at least for the moment. One thing is certain, the embarrassment and hurt will fade over time, but the position he takes and fosters in the public eye through his next set of actions will stick, and the choice in the end will be his. So what will it be, great golfer and jerk, or very human champ for the ages. What would you choose?

And I will guess that if Tiger does take the high road and shows us he has or is mastering his demons like he has mastered his sport, will Accenture, Gillette and other more lucrative sponsorships be far behind? It is clear that the “championship, do anything image” would be more real this time, and well earned to boot.

Move forward Toyota… Go get ‘em Tiger!