Gillette, leading in the disposable razor industry, found that they had an intense competitor after many years of only competing with their own products with the newly released Shick brands (Ferrell & Hartline, 2013 PG# 484). Gillette major actions that lead to decline in sales were not considering the possibility of external completion. Gillette focused on innovation ideas that only over succeeded their last product released. This left them blindsided to the release of Shick’s Quattro; the world’s first razor innovation to have four blades. Gillette and Shick back and forth squirrel in court trying to subside the release of each other’s innovation or attempt to discredit the other left them both in the same predicament the Gillette once was in by themselves; blindsided. Online razor sales were on an uproar. These companies were focus on the perceived value of the customer while adding the convenience of shopping from home. Gillete and Shick both resulted to finding a two-fold plan to regain their profitable market share from declining. Gillette and Shick both failed at attempting to engage in …show more content…
Gillette’s merger with Proctor and Gamble in 2005 was the first step for Gillette (Press, 2005). This merger would increase Gillette sales by adding the marketing and distribution strengths of P&G, who markets highly to women. During the time of this merger, Gillette introduces the Fusion, first 5+ blade razors, in 2006. The sales of this razor blew up, sales of more than four billion razors in two months (Ferrall & Hartline, 2013). This innovation idea was the second step Gillette made in the right direction in regaining their market share. This successful release and the reputation of P&G globally was a great move for Gillette to add value to their current pricing