Gillette's Restructuring in India

Half of this came from salon usage. Eighty per cent of Indian consumers used double-edged blades. However, the growth in value share of twin blades from three per cent of the total value (Rs 60 million) in 1986 to 28 per cent (Rs 1.68 billion) in 2003 showed that twin blades had made considerable inroads into the Indian market. Systems and disposables accounted for three per cent of the Rs 6 billion market. The triple blade segment, a segment charting growth, occupied two per cent of the market. In value terms, in 2003, double-edged blades comprised 78%, systems 15% and disposables 7%. As per AC Nielsen/ORG's estimates, the domestic shaving preparations market in 2003 was pegged at Rs 1.5 billion...

The oral care business was showing faster growth and therefore the company began exploring ways to increase its presence in the urban and rural market. The Indian arm of Gillette also felt the need to align its operating practices with global practices. Globally, Gillette had a two-brand strategy in the oral care segment. In 1998, Gillette acquired the Prudent brand from Parle. Customers had certain perceptions about the Prudent brand, which Gillette had to change. Prudent was known as a paste/mouthwash brand rather than a toothbrush brand. Parle had repeatedly repositioned Prudent, creating confusion in consumers' minds. Gillette revamped the entire product range by totally changing the package to make it look more contemporary...