Gillette

100
© INSEAD Blue Ocean Strategy Institute blue ocean strategy Noncustomer Exercise

Transcript of Gillette

Page 1: Gillette

© INSEAD Blue Ocean Strategy Institute

blue ocean strategy

Noncustomer Exercise

Page 2: Gillette

Life  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 3: Gillette

Life  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 4: Gillette

Life  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 5: Gillette

Life  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 6: Gillette

Shaving  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 7: Gillette

Shaving  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 8: Gillette

Shaving  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 9: Gillette

Shaving  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 10: Gillette

Shaving  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 11: Gillette

Shaving  in  the  1900s

© INSEAD Blue Ocean Strategy Institute

Page 12: Gillette

Shaving  in  the  1900s

Obtained with permission from © Roy Export Company Establishment

© INSEAD Blue Ocean Strategy Institute

Page 13: Gillette

Shaving  in  the  1900s

Obtained with permission from © Roy Export Company Establishment

© INSEAD Blue Ocean Strategy Institute

Page 14: Gillette

Who  are  the  existing  customers  of  the  industry

© INSEAD Blue Ocean Strategy Institute

Page 15: Gillette

• Medium/high‐income

Who  are  the  existing  customers  of  the  industry

© INSEAD Blue Ocean Strategy Institute

Page 16: Gillette

• Medium/high‐income

•White‐collar workers

Who  are  the  existing  customers  of  the  industry

© INSEAD Blue Ocean Strategy Institute

Page 17: Gillette

• Medium/high‐income

•White‐collar workers

•Barbers

Who  are  the  existing  customers  of  the  industry

© INSEAD Blue Ocean Strategy Institute

Page 18: Gillette

What  are  the  key  competing  factors  of  the  industry?

© INSEAD Blue Ocean Strategy Institute

Page 19: Gillette

• Life‐lasting razors

What  are  the  key  competing  factors  of  the  industry?

© INSEAD Blue Ocean Strategy Institute

Page 20: Gillette

• Life‐lasting razors

• Forged blades

What  are  the  key  competing  factors  of  the  industry?

© INSEAD Blue Ocean Strategy Institute

Page 21: Gillette

• Life‐lasting razors

• Forged blades

•Size of blade

What  are  the  key  competing  factors  of  the  industry?

© INSEAD Blue Ocean Strategy Institute

Page 22: Gillette

• Life‐lasting razors

• Forged blades

•Size of blade

•Price of razor

What  are  the  key  competing  factors  of  the  industry?

© INSEAD Blue Ocean Strategy Institute

Page 23: Gillette

Who  are  the  noncustomers?

© INSEAD Blue Ocean Strategy Institute

Page 24: Gillette

• Occasional shavers

Who  are  the  noncustomers?

© INSEAD Blue Ocean Strategy Institute

Page 25: Gillette

• Occasional shavers

• Low‐income

Who  are  the  noncustomers?

© INSEAD Blue Ocean Strategy Institute

Page 26: Gillette

• Occasional shavers

• Low‐income

•Women

Who  are  the  noncustomers?

© INSEAD Blue Ocean Strategy Institute

Page 27: Gillette

The  Three  Tiers  of  Noncustomers

Shaving Market

© INSEAD Blue Ocean Strategy Institute

Page 28: Gillette

The  Three  Tiers  of  Noncustomers

1st Tier Noncustomers: occasional shavers

Shaving Market

© INSEAD Blue Ocean Strategy Institute

Page 29: Gillette

The  Three  Tiers  of  Noncustomers

2ndTier Noncustomers:low‐income

1st Tier Noncustomers: occasional shavers

Shaving Market

© INSEAD Blue Ocean Strategy Institute

Page 30: Gillette

The  Three  Tiers  of  Noncustomers

3rdTier Noncustomers: women

2ndTier Noncustomers:low‐income

1st Tier Noncustomers: occasional shavers

Shaving Market

© INSEAD Blue Ocean Strategy Institute

Page 31: Gillette

Shaving was not yet a common habit

© INSEAD Blue Ocean Strategy Institute

Page 32: Gillette

Many people found it a hassle to shave 

Shaving was not yet a common habit

© INSEAD Blue Ocean Strategy Institute

Page 33: Gillette

In  1900,  less  than  26  million  people  lived  in  metropolitan  cities  where  there  were  barbershops…

© INSEAD Blue Ocean Strategy Institute

Page 34: Gillette

1st Tier:  Occasional  Shavers

The remaining 66 million lived in 

nonmetropolitan territory and could not easily

go to the barbershop

© INSEAD Blue Ocean Strategy Institute

Page 35: Gillette

• 40% of total population had low incomes

2nd Tier:  Low  Income

© INSEAD Blue Ocean Strategy Institute

Page 36: Gillette

• 40% of total population had low incomes

• 2 million people unemployed 

2nd Tier:  Low  Income

© INSEAD Blue Ocean Strategy Institute

Page 37: Gillette

• 40% of total population had low incomes

• 2 million people unemployed 

• 30 million below the poverty level

2nd Tier:  Low  Income

© INSEAD Blue Ocean Strategy Institute

Page 38: Gillette

• 37 million (49%)

3rd Tier:  Women

© INSEAD Blue Ocean Strategy Institute

Page 39: Gillette

• 37 million (49%)

• 12 million between 20‐39

3rd Tier:  Women

© INSEAD Blue Ocean Strategy Institute

Page 40: Gillette

• 37 million (49%)

• 12 million between 20‐39

•Can they realistically go to the barbershop?

3rd Tier:  Women

© INSEAD Blue Ocean Strategy Institute

Page 41: Gillette

What  are  the  factors  that  kept  them  from  shaving?

© INSEAD Blue Ocean Strategy Institute

Page 42: Gillette

• Price

What  are  the  factors  that  kept  them  from  shaving?

© INSEAD Blue Ocean Strategy Institute

Page 43: Gillette

• Price

•Safety

What  are  the  factors  that  kept  them  from  shaving?

© INSEAD Blue Ocean Strategy Institute

Page 44: Gillette

• Price

•Safety

•Ease of use

What  are  the  factors  that  kept  them  from  shaving?

© INSEAD Blue Ocean Strategy Institute

Page 45: Gillette

• Price

•Safety

•Ease of use

•Maintenance‐free

What  are  the  factors  that  kept  them  from  shaving?

© INSEAD Blue Ocean Strategy Institute

Page 46: Gillette

• Price

•Safety

•Ease of use

•Maintenance‐free

• Fashion and image

What  are  the  factors  that  kept  them  from  shaving?

© INSEAD Blue Ocean Strategy Institute

Page 47: Gillette

Acting  on  our  understanding  of  noncustomers

Eliminate Raise

Reduce Create

ERRC Grid

© INSEAD Blue Ocean Strategy Institute

Page 48: Gillette

Acting  on  our  understanding  of  noncustomers

Eliminate Raise

Reduce Create

ERRC Grid

Life‐lasting razorsForged blade

© INSEAD Blue Ocean Strategy Institute

Page 49: Gillette

Acting  on  our  understanding  of  noncustomers

Eliminate Raise

Reduce Create

ERRC Grid

Life‐lasting razorsForged blade

Size of bladePrice

© INSEAD Blue Ocean Strategy Institute

Page 50: Gillette

Acting  on  our  understanding  of  noncustomers

Eliminate Raise

Reduce Create

ERRC Grid

Life‐lasting razorsForged blade

Size of bladePrice

Safety Ease of use

© INSEAD Blue Ocean Strategy Institute

Page 51: Gillette

Acting  on  our  understanding  of  noncustomers

Eliminate Raise

Reduce Create

ERRC Grid

Life‐lasting razorsForged blade

Size of bladePrice

Safety Ease of use

Maintenance‐free Fashion & image

© INSEAD Blue Ocean Strategy Institute

Page 52: Gillette

Gillette’s  Safety  Razor

© INSEAD Blue Ocean Strategy Institute

Page 53: Gillette

• In 1903 Gillette invented a safety razor with disposable blades

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 54: Gillette

• In 1903 Gillette invented a safety razor with disposable blades

•The razor required a small initial investment

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 55: Gillette

• In 1903 Gillette invented a safety razor with disposable blades

•The razor required a small initial investment

•Gillette changed the business model of the industry

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 56: Gillette

FROMFROM TO

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 57: Gillette

FROMFROM

High‐priced razor

TO

Low –priced razor

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 58: Gillette

FROMFROM

High‐priced razor

Forged blade

TO

Low –priced razor

Stamped steel blade

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 59: Gillette

FROMFROM

High‐priced razor

Forged blade

TO

Low –priced razor

Stamped steel blade

Gillette’s  strategic  move

Thick and wide blade Narrow and thin blade

© INSEAD Blue Ocean Strategy Institute

Page 60: Gillette

FROMFROM

High‐priced razor

Unsafe

Forged blade

TO

Low –priced razor

Safe

Stamped steel blade

Gillette’s  strategic  move

Thick and wide blade Narrow and thin blade

© INSEAD Blue Ocean Strategy Institute

Page 61: Gillette

FROMFROM TO

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 62: Gillette

FROMFROM

Difficult

TO

Easy

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 63: Gillette

FROMFROM

Difficult

Complex honing and stropping process

TO

Easy

Disposable blade

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 64: Gillette

FROMFROM

Difficult

Unfashionable

Complex honing and stropping process

TO

Easy

Fashionable

Disposable blade

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 65: Gillette

Strategy  canvas

High

Low

© INSEAD Blue Ocean Strategy Institute

Page 66: Gillette

Strategy  canvas

High

Low

Straight Razor

© INSEAD Blue Ocean Strategy Institute

Page 67: Gillette

Strategy  canvas

High

Low

Gillette’s Safety Razor

Straight Razor

© INSEAD Blue Ocean Strategy Institute

Page 68: Gillette

Strategy  canvas

High

Low

Gillette’s Safety Razor

Straight Razor

Eliminate

© INSEAD Blue Ocean Strategy Institute

Page 69: Gillette

Strategy  canvas

High

Low

Gillette’s Safety Razor

Straight Razor

ReduceEliminate

© INSEAD Blue Ocean Strategy Institute

Page 70: Gillette

Strategy  canvas

High

Low

Gillette’s Safety Razor

Straight Razor

Reduce RaiseEliminate

© INSEAD Blue Ocean Strategy Institute

Page 71: Gillette

Strategy  canvas

High

Low

Create

Gillette’s Safety Razor

Straight Razor

Reduce RaiseEliminate

© INSEAD Blue Ocean Strategy Institute

Page 72: Gillette

Breaking  the  value‐cost  trade‐off

© INSEAD Blue Ocean Strategy Institute

Page 73: Gillette

Breaking  the  value‐cost  trade‐off

Life‐lasting razors

Forged blade

Size of blade

Cost savings

Low cost

© INSEAD Blue Ocean Strategy Institute

Page 74: Gillette

Breaking  the  value‐cost  trade‐off

Life‐lasting razors

Forged blade

Size of blade

Cost savings

Low cost

Safety Ease of use

Maintenance‐free

Fashion & image

Differentiation

© INSEAD Blue Ocean Strategy Institute

Page 75: Gillette

Breaking  the  value‐cost  trade‐off

Life‐lasting razors

Forged blade

Size of blade

Cost savings

Low cost

Lowpricing

Safety Ease of use

Maintenance‐free

Fashion & image

Differentiation

© INSEAD Blue Ocean Strategy Institute

Page 76: Gillette

Breaking  the  value‐cost  trade‐off

Life‐lasting razors

Forged blade

Size of blade

Cost savings

Low cost

Lowpricing

Safety Ease of use

Maintenance‐free

Fashion& image

Differentiation

High volumeAttracting the mass

© INSEAD Blue Ocean Strategy Institute

Page 77: Gillette

Breaking  the  value‐cost  trade‐off

Life‐lasting razors

Forged blade

Size of blade

Cost savings

Low costCreate a 

blue ocean

Lowpricing

Safety Ease of Use

Maintenance‐free

Fashion& Image

High volumeAttracting the mass

Differentiation

© INSEAD Blue Ocean Strategy Institute

Page 78: Gillette

Breaking  the  value‐cost  trade‐off

Life‐lasting razors

Forged blade

Size of blade

Cost savings

Low costCreate a 

blue ocean

High profitable growth

Replacement of blades sales

Lowpricing

Safety Ease of use

Maintenance‐free

Fashion& image

Differentiation

High volumeAttracting the mass

© INSEAD Blue Ocean Strategy Institute

Page 79: Gillette

Annual  sales,Blades

1903              1905                    1907                 1909                1911           1913       1915 

millions

6

5

4

3

2

1

0

© INSEAD Blue Ocean Strategy Institute

Page 80: Gillette

Annual  sales,Blades

3m3.4m

6m

1.1m

847,400

14 98,909

1903              1905                    1907                 1909                1911           1913       1915 

millions

6

5

4

3

2

1

0

© INSEAD Blue Ocean Strategy Institute

Page 81: Gillette

Annual  sales,  Razors

450

400

350

300

250

200

150

100

50

0

1903             1905             1907                    1909             1911        1913            1915 

thousands

© INSEAD Blue Ocean Strategy Institute

Page 82: Gillette

Annual  sales,  Razors

450

400

350

300

250

200

150

100

50

0

1903             1905             1907                    1909             1911        1913            1915 

thousands

266,346

385,806

444,294

397,504

451,861

276,577

51

© INSEAD Blue Ocean Strategy Institute

Page 83: Gillette

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 84: Gillette

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 85: Gillette

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 86: Gillette

• In the 1910s, hair removal for women started to become fashionable

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 87: Gillette

• In the 1910s, hair removal for women started to become fashionable

• Lengths of skirts and dresses reduced

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 88: Gillette

• In the 1910s, hair removal for women started to become fashionable

• Lengths of skirts and dresses reduced

•This triggered Gillette to introduce the Milady Décolletée

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 89: Gillette

Gillette’s  strategic  move

© INSEAD Blue Ocean Strategy Institute

Page 90: Gillette

• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 91: Gillette

• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly

• It became imperative for them to shave

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 92: Gillette

• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly

• It became imperative for them to shave

•Gillette partnered with the US army, selling 3.5m razors and 32m blades

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 93: Gillette

• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly

• It became imperative for them to shave

•Gillette partnered with the US army, selling 3.5m razors and 32m blades

•When they returned home they were heroes. It became fashionable to be clean‐shaven.

Increasing  the  size  of  its  blue  ocean

© INSEAD Blue Ocean Strategy Institute

Page 94: Gillette

Annual  sales,  Blades

6m

847,4001.1m

3m3.4m

98,90914

17

6

5

4

3

2

1

01903             1905             1907            1909            1911            1913       1915 

million

© INSEAD Blue Ocean Strategy Institute

Page 95: Gillette

Annual  sales,  Blades

6m

847,4001.1m

3m3.4m

98,90914

17

6

5

4

3

2

1

01903             1905             1907            1909            1911            1913       1915 

million 17m

© INSEAD Blue Ocean Strategy Institute

Page 96: Gillette

Annual  sales,  Razors

266,346

385,806

444,294276,577

397,504

451,861

2000

1800

1600

1400

1200

1000

800

600

400

200

50

thousands

1903          1905             1907        1909       1911          1913          1915      1917     1919© INSEAD Blue Ocean Strategy Institute

Page 97: Gillette

Annual  sales,  Razors

266,346

385,806

444,294276,577

397,504

451,861

2.3m2000

1800

1600

1400

1200

1000

800

600

400

200

50

thousands

1903          1905             1907        1909       1911          1913          1915      1917     1919© INSEAD Blue Ocean Strategy Institute

Page 98: Gillette

• Before 1745, barbers also performed surgery

Shaving  Trivia:  Origins  of  the  barber  pole

© INSEAD Blue Ocean Strategy Institute

Page 99: Gillette

• Before 1745, barbers also performed surgery

•Bloodletting was a popular medical practice

Shaving  Trivia:  Origins  of  the  barber  pole

© INSEAD Blue Ocean Strategy Institute

Page 100: Gillette

• Before 1745, barbers also performed surgery

•Bloodletting was a popular medical practice

•The spiraling red and white stripes symbolized blood and bandages

Shaving  Trivia:  Origins  of  the  barber  pole

© INSEAD Blue Ocean Strategy Institute