Strategic Analysis Of The External Environment Currently Facing Gillette Marketing Essay

Strategic Analysis Of The External Environment Currently Facing Gillette Marketing try out1. AbstractPurpose The fair gameive of this cover is to conduct an extensive analytic thinking of the foreign milieu and evaluate the pick up drivers influencing the corporate strategic management of observe Gambles denounce, Gillette. It go out concentrate on identifying, categorising and prioritising the key issues facing this organisation both in the macro-environment and the micro-environment.Methodology The tools used in this report to provide an external analysis of the key environmental forces and competitive drivers include analytical frameworks such as the PESTEL framework, and Porters 5-forces analysis. In addition an analysis of strategic groups and sources of competition allow for be included.Findings The entrance of political, stinting, social, technological, environmental and legal drivers in the macro-environment, combined with the issues from the micro-environment , provide a series of implications for competitive action and strategic choice in the succeeding(a). In the current external environment, social-trends and technological aspects play a vital role in a come withs success in the shaving s abide manufacturing.Value The report utilises appropriate theory, judgmentual frameworks and academic literature on future strategies and scenarios for Gillette from an analytical perspective.2. IntroductionThis report will define Gillette as assembling and marting its products within in the graze s permit industriousness, a distinct category of the Beauty Personal C ar sector. Regardless of the period of growth the industry, valued at 523 million, has benefitted from in recent years, Mintel (2009) suggested that gross revenue of shaving and depilatory products had dropped by an estimated 3%. (Lee, 2010) proposes the industry faces cash-conscious consumers who may be seeking to reduce the cost of expensive razor blades or ensure they peris h for a longer period of time. However, (Bottomley, 2010) suggests a different reason for the decrease, even the most gadget- obsessed antheral is likely to question the value of on-board microchips and precision trimmers, when on that point ar simpler, high-quality products available for a fraction of the set. A nonher point of view from (Jefferson, 2010) who suggests perhaps it is the functional approach that companies within this industry present to clients, connecting with customers on a more emotional level will remedy the predictable perceptions of two blades are better than one, three blades are better than two and so on.The object of this report is to provide a structure focusing on future trends that give nonice help to analyse strategic choices available to companies in the Shaving shave industry. It will provide an extensive external environmental analysis of the current Shaving Razor environment with a future-trend perspective, using the PESTEL (political, econom ic, social, technological, environmental, legal) framework (see, for example, Brooks et al., 2005, p.7) as a suitable analytical tool for the macro-environment. The report will draw out and highlight the key drivers which are most likely to influence the future development of the industry. The report will then focus on Porters five forces framework, which (Porter, 1980) referred these forces as the micro-environment, which will then be used to establish the competitive colour and therefore the overall industry profitability. Finally the report will analyse strategic groups and sources of competition within the Shaving Razor industry.3. PESTEL Analysis of the Shaving Razor intentnessThe external environment consists of the external environment forces which may influence an aspect of organisational activity. These are defined within six broad-ranging sections with the acronym PESTEL, political, economic, social, technological, environmental and legal. A rise PESTEL analysis of the Shaving Razor environment is provided in Table 1, however the report has identified, categorised and prioritised the key issues facing the industry from the macro-environment below.Among the key demonstrations of the PESTEL analysis are the followingWith consumer purchases increasingly dependant on the often neglected topic of social responsibility, (Shayrn, 2009 Trainer, 2005) suggest that over the coming years, even in todays tough economic times, consumers demand an urgency about making their communities more environmentally friendly, fairer and sustainable. In the future, as environmental issues become increasingly reported in the media, (Kraus, 2005) implies the consumer will not only consider the impact their purchases have, but having a corporate social responsibility will be compulsory to remain competitive. In the Shaving Razor industry, this refers to using environmentally-friendly materials, long-lasting performance, environmentally-friendly packaging, CO2 emissions. Se e for example, Bics new environmentally friendly shaving razor (BicEcolutions, 2010).As the industry provides an essential product, that the majority of males require on an international basis. It is common for companies in this industry to operate and distribute globally. (Anwar et al, 2009) suggested that each country has individual rules on taxation and custom duties which may distort the companys determine policies, a contradiction in pricing may cause throng to purchase stock in bulk from countries with minimal price and black localizeet the companys products, which would have a negative effect on profitability and brand reputation.The Shaving Razor industry become advantage of around a 4750% mark up according to (Poulter, 2009) who suggests that insiders have revealed that replacement razors blades cost only 5p to make yet are sold for around 2.50 each. This extortionate mark-up on compatibility cost has caught the trouble of the Office of Fair Trading who are currently i nvestigating the issue. (The Office of Fair Trading, 2010) refers to this type of issue under the name compatibility be, these purchase decisions lock a consumer in with inexpensive original equipment (durables) in order to purchase follow-on products which a substantial profit is made on (consumables).The high value-to-size ratio passported by the Shaving Razor industry has triggered the products offered by Shaving companies to become the worlds most shoplifted product according to (The Telegraph, 2003 BBC News, 2010). Kopalchick and Monk (2005, p.70) proposed this caused several companies in the Shaving Razor industry to take action and incorporate Radio-Frequency Identity (RFID) tags, which automatically tracks the products location when it is removed from the shelf. However, with the technology available today, e.g. GPS systems it would be possible to track the product from leaving the shelf to its casingual(prenominal) disposal, which has led to ethical disputes regarding pe rsonal privacy according to (The whizz phoenix, 2006).There is an ongoing legal mesh within in the Shaving Razor industry, examples of this are evident in (New York Times, 2004, p4 Grand Rapid Press, 2003, p11 BBC news, 2006). The series of disputes refer to company slogans, ad campaigns, design patents regarding razor heads with more blades and trademarks according to (Solley, 2005). Each legal battle has costs both in gold, time and to some extent brand reputation.The UK government has ordered an increase in value added tax (VAT) from 17.5% to 20%, this will take place on the 4th January 2011 (HM Revenue Customs, 2011). The increase will trigger an increase in material costs, meaning a higher price needs to be charged to customers in order to maintain the same profit levels per unit. According to (The Guardian, 2010) several companies have already made plans to increase their prices and some(prenominal) companies are waiting to see what action competitors take, while some c ompanies have chosen to absorb the increase. (The Western Mail, 2011) reports that many companies believe that if they absorb the VAT increase, they will attract more customers and be able to compete more effectively in the marketplace. This suggests that Shaving Razor companies who absorb the VAT increase may find out more increased custom than those who choose to pass on the rise in costs to customers.PoliticalstintingSocialTechnologicalEnvironmental licitEach country has individual rules on taxation and custom duties which may distort the companys pricing policies. Contradiction in pricing may cause people black market the companies products.aThe VAT increase from 17.5% to 20% will raise material costs throughout the industry and the UK.bContinued growth trend in industry value (523 million), however estimated 3% decrease in 2009.cRecession had minimal effect on spending habits within this industry, few people have spend less on shaving products. However, value of sales has drop ped, due to heavy promotional discounting.cPrice increase due to high demand in agio disposable shaving systems. dBrand loyalty is high within the industry, however one in ten users experiment with new brands and formats. pure tone and performance are the key factors relating to whether the user switches to the new brand or format.cCultural and religious factors that prevent people from shaving. In addition, the media popularisation of Movember, a fund-raising event to raise money to fight prostate cancer.eDemographic changes e.g. the increasing aging of population, who statistically shave less often.fChanging social attitudes. Rise in male grooming sales suggests men are more conscious with the way they look.gIntroduction of high-end products last longer, meaning they have to be replaced less frequently, reducing sales.hHigh-quality premium product with additional USPs e.g. indicator that tells customers when blades need to be replaced means a higher price can be charged.iUse of JIT and ICT within industry can reduce wastage and ensure the manufacture is more efficient.hConsumer purchases increasingly dependant on the often neglected topic of social responsibility.jThe disposal of the dangerous razor blades is a key issue, previously Blade banks were provided as promotional material. It is a joint responsibility between manufacturer and customer to ensure the dangerous affect to the environment is minimised kDepilatories A Possible Threat to Shaving Systems.lThere is an ongoing legal battle within the Shaving Razor industry. The series of disputes refer to company slogans, advertising campaigns, design patents regarding razor heads with more blades and trademarks.mReplacement shaving razor heads have become the worlds most shoplifted product.nMany companies within the industry have incorporate RFID tags into packaging to automatically monitor products from shelf to disposal, however this has led to ethical disputes regarding personal privacy.oOffice of fa ir trading are investigating the high compatibility costs currently charged by companies in the industry., putting the present 4750% mark-up at jeopardy.pSources a(Ricciuto, 2001) b(The Guardian, 2010 HM Revenue Customs, 2010) c(Mintel, 2009) d(The Times 100, 2010) e(Mandal, 2003) f(Gale,2008) g(Verdon, 2007) h(Greb, 2009) i(Kruger,1998) j(Shayrn, 2009 Trainer, 2005) k (Kostigen, 2008) l(Global Industry Analysts, 2010) m (Solley, 2005 New York Times, 2004, p.4BBC news, 2006) n(The Telegraph, 2003) o(The Star Pheonix, 2006) p(Poulter, 2009 The Office of Fair Trading, 2010).4. 5-Forces Analysis of the Shaving Razor IndustryPorters five forces framework can enable companies to analyse key forces that will affect the industry from the micro-environment and determine competitive vividness and consequently the overall industry profitability. According to (Porter, 1980) the five main forces include three from horizontal competition affright of substitution, bane from established rivals and threat from new entrants. The two remaining forces are from vertical competition bargaining power of suppliers and bargaining power of customers. The diagram below identifies, categorises and prioritises the key issues facing Gillette in the micro-environment. A more detailed exposition of the competitive intensity and industry profitability follows in the next sections.Diagram 1 come upon Drivers facing Gillette in the micro-environment4.2 Threat Of SubstitutionThe level of threat from substitution depends on several factors, the key factors are relative quality and price, customers willingness to substitute and the costs involved with switch to a substitute. In Gillettes case the main substitutes would be in the form of electric razors, straight traditional razors, depilatories and the option of not shaving.The threat of substitution from electric razors is minimized as Gillette owners, Proctor Gamble, have an arm in this industry with their successful brand Braun. The (C hain Drug review, 2008) suggests that older men tilt to prefer electric razors however the younger generation would lean towards purchasing wet-shaving products which are offered by Gillette. This could be interpreted that there is a potential step-down of the threat of substitution with electric razors in the future.Another substitute is the traditional straight-edge razor. This type of product operates in a very niche market. According to (Smith, 2010) these types of shavers have been fading in popularity due to their dangerous nature, suggesting the threat from this substitute is minimal.Depilatories are chemical agents used to temporarily remove hair at the skins surface. According to (Tuckington Dover, 2007) depilatories offer a smoother skin surface than shaving, however only 1% of American women use such products. It is also suggested that this is due to the fact depilatories are expensive, decelerate and irritating to the skin.The alternative substitute of not shaving is often combated by the industrys clever marketing techniques, which often suggest it is not socially acceptable not to shave. (Cavallaro, 2008) suggested methods and techniques in which are most effective to market products to men these methods are used by many companies to advertise effectively. (Birchall, 2009, p.9) suggested Gillettes recent advertising campaigns were framed as an affirmation of body shaving as masculine. The messages portrayed through these advertising campaigns are manipulated to benefit the company, and draw customers away from purchasing substitutes.4.3 Threat From Established RivalsThe intensity of the rivalry from established competition is reliant on the structure of competition, industry costs, degree of differentiation, work shift costs, strategic objectives and exit barriers.The industry Gillette operates in is already unattractive it contains many powerful and aggressive competitors who have high stakes in staying in the segment, due to high exit bar riers. These conditions lead to frequent price wars, advertising disputes, and new, innovative product introductions, making it expensive for Gillette to maintain a high market share. The threat from established rivals is limited by the strong image and brand loyalty Gillette maintains. In addition, Gillettes innovative research and development department keeps the industry thriving by generating differentiation and technological advances. Their success has caused established rivals to borrow from their $1 billion research and development efforts (McCullough, 2003).4.4 Threat From New EntrantsThe level of threat from new entrants to the Shaving Razor industry is established by economies of scale, investment requirements, customer switching costs, access to industry distribution channels, access to technology, brand loyalty, chances of retaliation from existing industry members, government regulations.In the Shaving Razor industry, (Mintel, 2009) suggested there are high levels of br and loyalty present. This makes the industry very unattractive for new entrants, as they would be directlyly pitting against several major competitors in an oligopoly. Gillette minimises the threat from new entrants by efficient usage of economies of scale advantages, access to the industrys distribution channels and access to technology enhancements. Another key factor affecting the threat from new entrants is the risk of retaliation by Gillette, which could be substantial and could include mergers or acquisitions, an example of this is when Proctor Gamble acquired Gillette for 30.2bn (BBC News, 2005).Entry to the Shaving Razor industry also involves high set-up costs and exit barriers are also high, reducing the probability of successfully securing finance from external sources, increasing the difficultly for new entrants for this industry.4.5 Bargaining king of SuppliersThe negotiating power from supplies it determined by concentration of suppliers, supplier branding, profitab ility of suppliers, threat of suppliers away integrating into industry, buyers threat of backward integration into supply, buyers level of importance to suppliers profitability, switching supplier costs.As Gillette manufactures its own products, there is minimal effect from this source. Gillette maintains a win-win relationship with its suppliers of raw-materials as they can be obtained from anywhere and little supplier switching costs would be incurred. (Evans, 2008) suggested that Gillette identifies suppliers with a proven ability to meet its specifications. Once a supplier is selected to participate, Gillette expects them to produce a pre-production planning system to assess the suppliers energy to deliver Gillettes specifications. This high level of capability Gillette demands from its raw-materials supplier shows that he supplier has little power in the business relationship and there is minimal threat. In addition, as a large global brand it can establish a powerful supply- chain management model and global competitiveness enables suppliers prices to be driven low.4.6 Bargaining Power of CustomersThe level of bargaining power from customers relies on the concentration of competition, differentiation and unique selling points, profitability of companies, threat of backward or forward integration into the industry, cost of customers switching to competitor.Buyers in the Shaving Razor industry possess strong and growing bargaining power. With Wal-Mart as the main retailer for Gillettes products, the conclusion drawn could be that the potential profitability can become shortened as Gillette has a high reliance on Wal-Mart and resembling large retailers for a large proportion of revenue. (DePamphilis, 2010) outlined suppliers such as Gillette have been under considerable pressure from retailers, due to the on-going growth of Wal-Mart and industry mergers, for example Sears and Kmart. DePamphilis then goes on to suggest Wal-Mart is responsible for 13% of G illette income is 2005, suggesting a high-reliance on the retailer for profitability, increasing the threat of bargaining from customers. The buyers power increased due to the fact Shaving Razors represents a significant fraction of the retailers costs and the products are undifferentiated. In addition, the buyers in this industry are price sensitive. (Chopra et al, 2010) outline that Gillettes pricing power is being further eroded by channel migration and increasing consumer resistance to paying significantly higher prices for innovation.5. Strategic Groups in the Shaving Razor industryA key concept used in strategic management practice, (Hunt, 1972) definedstrategic groupsas grouping companies within an industry that have similar interests, business models or similar combinations of strategies. Gillette faces intense competition in most markets, its products compete with highly marketed, well-known, branded products. The Gillettes performance in this industry depends on the brands ability to adapt itself within this phase of competitive environment.Price-Quality SegmentName Of Parent Co.(Brand market share for gelatin 7 oz$/Unitsin parenthesis)PG (Gillette)1PG(other brands)S.C. JohnsonJohnson JohnsonBeiersdorfAGPerioSuper-premiumNeutrogena Razor Defense Gel2(2.5/1.5%)PremiumGillette Fusion serpent Gel(14.3/11.5%)Aveeno Gel3(10/6.7%)Mid-priceGillette Mach 3 Gel (4.5/4.4%)Gillette Series Gel(20/22.9%)Edge Gel(34/35.9%)Nivea Gel (6.5/6.2%)EconomyNoxzema4Gel(1.9/2.7%)Old Spice5Gel(0.5/0.7%)Barbasol Gel(0.4/0.6%)Gillette, Bic, Shick-Wilkinson Sword King of shavesConclusion Opportunities and ThreatsReferencesPorter, M. (1980) Competitive Strategy Techniques for Analyzing Industries and Competitors. New York Free Press.Greb, E. (2009) Is JIT Manufacturing the Right Prescription? Pharmaceutical Technology, 33 (3) pp. 72-78 ProQuest Online. Available at http//proquest.umi.com/pqdlink?did=1685062121Fmt=7clientId=29645RQT=309VName=PQD (Accessed 1 Decmeber 2010).Tur kington, C., Dover,J. (2007) The cyclopaedia of skin and skin disorders. 3rd Edn. New York Infobase Publishing.Kruger, R (1998) Razor sharp Discount Merchandiser, 38 (1) pp. 69-70 EBSCOhost Online Available at http//search.ebscohost.com/login.aspx?direct=truedb=buhAN=133744site=ehost-livescope=site (Accessed 1 declination 2010).Kopalchick, J., Monk, C. (2005) A study of RFID Risk Gillette Co. Internal Auditor. 62 (2) pp. 70 EBSCOhost Online Available at http//search.ebscohost.com/login.aspx?direct=truedb=buhAN=16640867site=ehost-livescope=site (Accessed 1 December 2010)The New York Times (2004) Schick sues Gillette over razor technology patents, 17 June, p.4Verdon,J. (2007) The new face of shaving Men paying more for good skin care, The Star Phoenix, 14 July, p.11.The Star Phoenix (2006) RFID technology threatens privacy, 5 June, p.6.Mandal, V (2003) Sikhs outraged by hair-cutting, CanWest News Service, 11 July, p.5.Alden, S. (2009) Social Responsibility Revisited Credit Union Mag azine, 75 (3) pp 30-31, EBSCOhost Online Available at http//search.ebscohost.com/login.aspx?direct=truedb=buhAN=37178959site=ehost-livescope=site (Accessed 1 December 2010).Ted Trainer, (2005) Social responsibility the most important, and neglected, problem of all?, International Journal of Social economic science, Vol. 32 Iss 8, pp.682 703Krause, M. (2005) Compulsory Social Responsibility, The uppercase Times, 26 September ONLINE. Available at http//www.washingtontimes.com/news/2005/sep/26/20050926-092005-9885r/ (Accessed 1 December 2010).Ali, S., Anwar, M., Munir, A. and Mustafa, G. (2009) Gillette Company. Available at http//download-reports.blogspot.com/2009/10/gillette-company.html (Accessed 1 December 2010).Poulter, S. (2009) large razor rip-off Gillettes 4,750% mark-up Daily Mail, 8 June ONLINE. Available at http//www.thisismoney.co.uk/bargains-and-rip-offs/article.html?in_article_id=487419in_page_id=5 (Accessed 1 December 2010).Chain Drug Review(2008) Fashion, demographi cs limit growth in shaving, 10 November ONLINE . Available at http//findarticles.com/p/articles/mi_hb3007/is_19_30/ai_n31026888/ (Accessed 1 December 2010).BBC News (2006) Razor rivals resolve blade battle. Available at http//news.bbc.co.uk/1/hi/business/4723542.stm (Accessed 5 December 2010).Evans, J (2008) Quality and Performance Excellence Management, Organisation and Strategy. 5th Edn. US Thomson South-Western.Prior, M. (2004) Fighting for the edge in shaving Blade wars shaving report DSN Retailing Today, 17 February ONLINE. Available at http//findarticles.com/p/articles/mi_m0FNP/is_5_43/ai_114404714/ (Accessed 3 December 2010).Gerhardt, P. (2002) Environmental Factors of a Marketing Strategy, Breadth Component Unit 7. Available at http//www.paulgerhardt.com/homework/GerhardtUnit7BREADTHComponet.pdf (Accessed 5 December 2010).BicEcolutions .(2010) BicEcolutions the shaver, An environmentally-friendly high-performance 3-blade shaver at an affordable price. Available at http//ww w.bicecolutions.com/en/index.php/shaver (Accessed 3 December 2010).National Economic Research Associates. (2003) Office of Fair Trading Switching Costs Online Available at http//www.oft.gov.uk/shared_oft/reports/comp_policy/oft655aannexea.pdf (Accessed 5 December 2010).Business Link (2011) Accounting for VAT when the measuring rod rate of VAT returned to 17.5 per cent. Available at http//www.businesslink.gov.uk/bdotg/action/detail?itemId=1083561023lang=entype=RESOURCES (Accessed 6 January 2011).King, M. and Smithers, R. (2011) What does the VAT rise mean for you?, The Guardian 4 January, ONLINE. Available at http//www.guardian.co.uk/money/2011/jan/04/vat-rise-increase-households (Accessed 5 January 2011).Cavallaro, M. (2008) Marketing to Men, Restaurant Business, 107 (6), pp 20-22 Ebsco ONLINE. Available at http//jr3tv3gd5w.search.serialssolutions.com/?ctx_ver=Z39.88-2004ctx_enc= data%3Aofi%2Fenc%3AUTF-8rfr_id=infosid/summon.serialssolutions.comrft_val_fmt=infoofi/fmtkevmtxjournalr ft.genre=articlerft.atitle=MARKETING+TO+MENrft.jtitle=Restaurant+Businessrft.au=Michaela+Cavallarorft.date=2008-06-01rft.issn=0097-8043rft.volume=107rft.issue=6rft.spage=20rft.externalDBID=RTBrft.externalDocID=1499258701 (Accessed 1 December 2010).Ricciuto, T. (2001) Cutting edge thefts keister Mach 3 razors Blades disappearing faster than speed of sound, Niagra Falls Review, Nexis UK ONLINE. Available at http//jr3tv3gd5w.search.serialssolutions.com/?ctx_ver=Z39.88-2004ctx_enc=info%3Aofi%2Fenc%3AUTF-8rfr_id=infosid/summon.serialssolutions.comrft_val_fmt=infoofi/fmtkevmtxjournalrft.genre=newsrft.atitle=Cutting+edge+thefts+target+Mach+3+razors%3A+Blades+disappearing+faster+than+speed+of+soundrft.jtitle=Niagara+Falls+Reviewrft.au=Tony+Ricciutorft.date=2001-11-09rft.issn=0839-1572rft.spage=A.1.FROrft.externalDBID=NGFRrft.externalDocID=314050551 (Accessed 1 December 2010).Lee, J. (2010) Gillette, Marketing Magazine, 20 January, pp.21 Ebsco ONLINE. Available at http//jr3tv3gd5w.search.se rialssolutions.com/?ctx_ver=Z39.88-2004ctx_enc=info%3Aofi%2Fenc%3AUTF-8rfr_id=infosid/summon.serialssolutions.comrft_val_fmt=infoofi/fmtkevmtxjournalrft.genre=articlerft.atitle=Gilletterft.jtitle=Marketingrft.au=Lee%2C+Jeremyrft.date=2010-01-20rft.pub=Haymarket+Business+Publications+Ltdrft.issn=0025-3650rft.spage=21rft.externalDBID=n%2Farft.externalDocID=216963778 (Accessed 1 December 2010).Birchall, J. (2009) Gillette online ads target increasingly lucrative male grooming market, Financial Times, 20 June, pp 9 NexisUK ONLINE. Available at http//jr3tv3gd5w.search.serialssolutions.com/?ctx_ver=Z39.88-2004ctx_enc=info%3Aofi%2Fenc%3AUTF-8rfr_id=infosid/summon.serialssolutions.comrft_val_fmt=infoofi/fmtkevmtxjournalrft.genre=newsrft.atitle=Gillette+online+ads+target+increasingly+lucrative+male+grooming+marketrft.jtitle=The+Financial+Timesrft.au=Birchall%2C+Jonathanrft.date=2009-06-20rft.pub=Financial+Times+Ltdrft.issn=0307-1766rft.spage=9rft.externalDBID=n%2Farft.externalDocID=202099065 (Accessed 1 December 2010).McCullough, M.(2003) Schick shaven off research, Gillette claims Poised to acquaint a razor with four blades, the company faces a lawsuit alleging patent infringement, The Vancouver Sun, 11 September ONLINE. Available at http//jr3tv3gd5w.search.serialssolutions.com/?ctx_ver=Z39.88-2004ctx_enc=info%3Aofi%2Fenc%3AUTF-8rfr_id=infosid/summon.serialssolutions.comrft_val_fmt=infoofi/fmtkevmtxjournalrft.genre=newsrft.atitle=Schick+shaved+off+research%2C+Gillette+claimsrft.jtitle=The+Vancouver+Sunrft.au=Michael+McCulloughrft.date=2003-09-11rft.issn=0832-1299rft.spage=F.1.Frorft.externalDBID=VSUNrft.externalDocID=406502981 (Accessed 1 December 2010).BBC News (2005) PG to acquire Gillette for $57bn. Available at http//news.bbc.co.uk/1/hi/business/4214485.stm (Accessed 1 December 2010).Global Industry Analysts (2010) Shaving Products A Global Strategic Business Report, 1August ONLINE Available at http//www.companiesandmarkets.com/Market-Report/shaving-products-a- global-strategic-business-report-349917.asp (Accessed 1 December 2010).Depamphilis, D. (2009) Mergers, Acquisitions, and Other Restructuring ActivitiesAn Integrated Approach to Process, Tools, Cases, and Solutions. 5th edn. CA schoolman Press.Hunt, E. and Schwartz, J. (1972) A critique of economic theory selected readings, CA Penguin.Datta, Y. (2009) The U.S. Mens Shaving Cream Market A Competitive Profile, 9th Global Conference on Business and Economics ONLINE. Available at www.gcbe.us/9th_GCBE/data/Y.%20Datta. medical student (Accessed 1 December 2010).Chopra, S., Kapoor, S., Munish, S., Mathur, A., Sharma, K. and Duggal, S. (no date) Advanced Sales Management on Sales Management Practices in Gillette, India. Available at http//www.scribd.com/doc/42913455/Gillette (Accessed 1 December 2010)Smart, A., Bunduchi, R. and Gerst, M (2010) The costs of adoption of RFID technologies in supply networks, International Journal of Operations Production Management, 30(4), pp.423 447. Availa ble at http//www.emeraldinsight.com/journals.htm?issn=0144-3577volume=30issue=4 (Accessed 1 December 2010.)