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Gillette, Market Research Report, Spring 2014: - Worked with a team of three to complete a market research report for Gillette - Utilized a focus group for qualitative research - Used a Qualtrics survey for quantitative research - Performed data analysis in order to create insight from research information
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Market Research
Authors: Brett Ball, Brad Rosser, Kyle Stanney, Brandon Thomson
ABSTRACT
Market Research Project for the Global Gillette Corporation of Proctor & Gamble.
Prepared by: Brett Ball, Brad Rosser, Kyle Stanney & Brandon Thomson
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Disclaimer
This project is not affiliated with Proctor & Gamble or the Global Gillette Corporation. This was
prepared by students of Mercyhurst University for educational purposes only.
[GILLETTE]
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Table of Contents
Table of Contents....................................................................................................................................................................3
List of Tables ............................................................................................................................................................................4
List of Graphs ...........................................................................................................................................................................5
List of Exhibits .........................................................................................................................................................................6
1. Executive Summary......................................................................................................................................................7 Major Findings ...................................................................................................................................................................7 Conclusions .........................................................................................................................................................................8 Recommendations ............................................................................................................................................................8
2. Introduction ...................................................................................................................................................................9 Company Overview...........................................................................................................................................................9 Product Overview .......................................................................................................................................................... 10
3. Problem Definition / Research Objectives........................................................................................................ 11 Problem Definition & Approach................................................................................................................................ 11 Market................................................................................................................................................................................................... 11
4. Approach to the Problem ........................................................................................................................................ 12 Research Questions ....................................................................................................................................................... 13 Hypothesis........................................................................................................................................................................ 13
5. Research Design ......................................................................................................................................................... 14 Type of Research ............................................................................................................................................................ 14 Information Needs ......................................................................................................................................................... 14 Data Collection from Secondary Sources ............................................................................................................... 14 Data Collection from Primary Sources.................................................................................................................... 14 Scaling Techniques ........................................................................................................................................................ 15 Questionnaire Development ...................................................................................................................................... 15 Sampling Techniques.................................................................................................................................................... 15 Fieldwork / Data Collection........................................................................................................................................ 15
6. Data Analysis ............................................................................................................................................................... 16 Methodology .................................................................................................................................................................... 16
8. Results ........................................................................................................................................................................... 18 Survey Results................................................................................................................................................................. 18 Focus Group Results...................................................................................................................................................... 27
9. Limitations and Caveats .......................................................................................................................................... 28
10. Conclusions and Recommendations ................................................................................................................ 29 Conclusions ...................................................................................................................................................................... 29 Recommendations ......................................................................................................................................................... 31
11. Project Personnel ................................................................................................................................................... 32
12. Exhibits (In Appendices) ...................................................................................................................................... 32 Questionnaire.................................................................................................................................................................. 32 Coding Schema ................................................................................................................................................................ 35
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List of Tables
Table 8-1 ....................................................................................................................................... 22
Table 8-2 ....................................................................................................................................... 24
Table 8-3 ....................................................................................................................................... 25
Table 8-4 ....................................................................................................................................... 25
Table 8-5 ....................................................................................................................................... 26
Table 8-6 ....................................................................................................................................... 26
Table 8-7 ....................................................................................................................................... 26
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List of Graphs
Figure 6-1...................................................................................................................................... 17
Figure 8-1...................................................................................................................................... 18
Figure 8-2...................................................................................................................................... 19
Figure 8-3...................................................................................................................................... 19
Figure 8-4...................................................................................................................................... 20
Figure 8-5...................................................................................................................................... 21
Figure 8-6...................................................................................................................................... 22
Figure 8-7...................................................................................................................................... 23
Figure 8-8...................................................................................................................................... 24
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List of Exhibits
Appendix .......................................................................................................................................33
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1. Executive Summary
Major Findings
Correlation between age and facial hair preference
After conducting a survey with 120 samples and a focus group of 10 we have found a few major
points that will help to provide insight for Gillette. One of the biggest correlations we found in
our research is that there is a strong and negative correlation between age and facial hair
preference among both men and women. We found that men and women over the age of 40
prefer to have/a man to have a clean-shaven face. On the contrary, we found that men ages 18-
40 prefer to grow facial hair, and women in that age range prefer men with facial hair as well.
Blade longevity and price are most important
Through our research we have also found that blade longevity and the price were the two most
important factors when purchasing a razor. This shows that consumers are seeking a high-
quality razor at an affordable price. Also, the least important traits were vibrating handles and
power trimmers. This shows that consumers are not actively pursuing razors with higher
technology, but rather are sticking with the simple effective manual razors.
Subscription services are not as popular as expected
In our hypothesis for this research we expected to see a lot of people using subscription shave
services. Through our focus group results, we found that only one of the members had even
heard of subscription services and none of them had ever used them. We originally saw
subscription services as a threat to Gillette, but we have concluded that they are not a current
threat but still possibly a future threat.
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Conclusions
Facial hair is a current trend
Currently growing facial hair is a trend among the younger male demographic. Through data
analysis we were able to determine that a strong negative correlation between age and facial hair
preference that younger men prefer to grow out their facial hair. This is also true that women of
similar demographics prefer men with facial hair. Because this data falls within a certain age
range, it can be concluded that this is a possible trend and doesn’t hold long-term implications.
In the above 40 age groups for both men and women, facial hair was not preferred for both sexes.
Quality and price are significant
The results of our data analysis showed that quality and price were the two most significant
factors to consider when purchasing a razor. We can conclude that consumers are seeking a
high-quality product at a reasonable price. We can also conclude that consumers aren’t seeking
higher-technology razors and gimmicky features, instead they are looking for a simplistic,
effective, reasonably priced razor.
Recommendations
Further advertise body razor
In order to combat the growing facial hair trend, Gillette should focus their marketing campaign
towards their body razor. In our focus group findings, all of the men but one admitted to shaving
their body. If Gillette can effectively market their body razor they will be able to preserve their
sales in a time of decreased facial shaving.
Offer a reasonably priced high-quality razor, to battle subscription services
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Though subscription services aren’t a current threat to Gillette, Gillette may still be able to take
advantage of the subscription service idea. Gillette should look into offering an affordable, high
quality razor for either in-store purchases, or on a monthly basis much like subscription services.
2. Introduction
Company Overview
Gillette is a brand of men's safety razors, among other personal care products such as shave gels,
aftershave, body wash, deodorant, and other razor products owned by Procter & Gamble.i Based
in Boston, Massachusetts, it was one of several brands originally owned by the Gillette
Company, a supplier of products under various brands, which was merged into P&G in 2005.
The Gillette Company was founded by King C. Gillette in 1901 as a safety razor manufacturer.
On October 1, 2005, Procter & Gamble finalized its acquisition of the Gillette Company. As a
result of this acquisition, the Gillette Company no longer exists. Its last day of market trading—
symbol G on the New York Stock had ceased to trade after the buyout was completed. Previous
to this merger, Gillette had avoided 3 merger attempts from 1975-1991 under the incumbent
CEO Coleman Mockler, the corporation was a focus by other corporations to merger with due to
Gillette’s’ market share and their amount of products.
The Gillette Company's assets were incorporated into a P&G unit known internally as "Global
Gillette". In July 2007, Global Gillette was dissolved and unified into Procter & Gamble's other
two main divisions, Procter & Gamble Beauty and Procter & Gamble Household Care. Gillette's
brands and products were divided between the two accordingly. Proctor and Gamble bought out
Gillette for a $57 billionii dollar price tag, which made P&G an even more dominant presence in
consumer products. During one large acquisition, P&G acquired Duracell batteries, Right Guard
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deodorant, and the Gillette shaving brand, which added to its more than 300 consumer brands,
including Ivory Soap, Head and Shoulders shampoo, Pringles, Crest toothpaste and Bounty paper
towels.
Razors are one of the most profitable businesses for P&G with operating margins of 31%.
Procter & Gamble controls 70% of the global blades and razors market led by Gillette. Gillette’s
annual revenue in personal care products is nearly $8 billion dollars, and the brand value is
estimated to be nearly $20 billion dollars as of November 2013iii. The company employees
exactly 28,700 employees all over the globe. iv
Gillette’s mission statement: “The Gillette Company is a globally focused consumer products
marketer that seeks competitive advantage in quality, value-added personal care and personal use
products. We are committed to building shareholder value through sustained profitable growth”.v
Gillette’s main focus is to create a product that will produce value, quality and reputation. With
this, Gillette’s managed to create a predominant stance in market share control with the variety
of products they create, produce and distribute internationally.
Product Overview
Gillette strives to always produce quality and high performance products for their consumers.
Gillette offers a wide variety of each of the different products they produce, in order to cater the
specific needs of their customers. Gillette is most prominently known for their razors. Currently,
Gillette is marketing and producing 2 different series of razors, the Fusion and MACH 3 series.
The fusion series includes 5 different types of shaving products, including an electric styling
razor and trimmer, a 4-blade silver stylistic razor with disposable blades, a regular 4-blade razor
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with disposable blades, and the common 2 disposable razors of the fusion series which vary in
certain characteristics.
The MACH 3 series are razors that have 3 blades instead of 4 on the razor. These 3 different
razors include a sensitive skin razor, and stylistic blade disposable blades razor, and a full 3-
blade disposable razor. These razors are less in price than the new fusion series because they
have one less razor blade than the fusion series does. Razors are the top products created and
produced by Gillette, but they are not the only products that Gillette produces. Gillette is also
producing products like shaving gels and creams, body wash, after shave balm, antiperspirants
and deodorants, razor blade refills, and just the general 2 blade disposable razors. Gillette
currently sells 23 different razors, 10 razor blades, 24 shaving creams, gels and foams, 10 after
shaves, 13 deodorants, and 8 body washes.
This wide variety of products is what gives Gillette their competitive advantage that they have
sustained for so long. The corporation is able to continuously provide high quality products of
varying characteristics and degree which aids in their appeal to all forms of customer demand.
3. Problem Definition / Research Objectives
Problem Definition & Approach
Market
Quantification: Quantifying the size of a new product or service has become a key business
driver in this risk-averse economy. There are a few key factors that need to be addressed when
discussing the quantification of a product or service. The razor market is fairly large, and the
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potential for a continual growth through Gillette razor products is very high as long as they
figure out how to successfully market to their consumers.
Market Share: Continuing from quantification, there is little to no argument when discussing
which company currently dominates the razor market. Gillette currently has an 81% market
share, with the next closest being Schick at 17%.vi The rest of the market share is made up from
the disposable razor sector of the market, which primarily comes from Dollar Share Club and
800Razors.com.
Profitability: Gillette has always been a profitable acquisition for Procter & Gamble, and it
accounts for more than 14% of P&G’s overall sales.vii Although recently, Gillette has had some
trouble keeping up with the latest trends the consumers are starting to take part in. The company
is finding it difficult to convince customers to move away from their traditional shaving devices
to disposable razors and cartridges.
Trends: Current trends in the razor market include “Manscaping” and disposable razors and
cartridges. Along with the “Movember movement”, which has spread to men around the world
who proudly grow facial hair during the month of November to draw attention to prostate cancer,
Gillette’s sales haven’t increased the way they’ve wanted them to.viii
4. Approach to the Problem
The biggest question to answer is why are people buying fewer razors today? Once that is
understood an approach can be made to combat decreasing razor sales. It is possible for this to
include finding ways to affect public opinion, recommending new technologies, adapting to
business model changes, and even creating new trends.
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Research Questions
Is there a trend to grow more facial hair?
• Are “No Shave November” and “Don’t Shave December” actually hurting razor sales?
• Does it take too long to shave for the speed of today’s world?
Are subscription services such as, Dollar Shave Club, hurting Gillette sales?
• Is Gillette’s business model ineffective for what their competitors are doing?
• Can Gillette lower its profit margin enough to compete?
Do women prefer their men to have facial hair?
• Do men tend to grow out facial hair as a sign of rebellion?
• Do men tend to grow out facial hair because women like it?
• Do women not care enough about a man’s facial hair for it to matter?
Are there different seasons for men to shave and grow facial hair?
• Do men grow out facial hair because it’s cold outside?
• Do men shave when it’s warm outside?
Hypothesis
A combination of factors is hurting Gillette’s sales. Most men that can grow out facial hair are
growing out facial hair, at least during the months of November and December for “No Shave
November” and “Don’t Shave December”. The women that are dating or married to the men
with facial hair do not care enough to speak out against it.
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Also, the men that are shaving are finding cheaper razors with quality comparable to Gillette
through subscription services.
5. Research Design
Type of Research
The kind of information that will be obtained for our marketing research proposal will be
Exploratory, Secondary, and Focus Group findings.
Information Needs
The method that our Gillette team will be using to administer the questionnaire will be an online
survey, in which 100+ individuals will be polled.
Data Collection from Secondary Sources
Data collected from secondary sources will be used to supplement our problem definition as well
as our approach to the problem. This information will be accessed via the internet from both
Gillette itself as well as other analysts/research projects. Secondary research will be exploratory
in nature in order to help us gain better understanding to how Gillette is performing as well as
their competitors. Secondary research will also help to provide insights into the market
landscape of the shaving industry.
Data Collection from Primary Sources
Primary data collection will be obtained through the use of both surveys as well as a focus group.
Primary data collection will be used to gain insight into how the general public uses Gillette
products, as well as what features are most desired. Primary data collection will be conclusive in
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nature in order to help us draw conclusions on the shaving industry as well as help Gillette
develop a plan to further improve their position in this industry.
Scaling Techniques
The scaling technique that our team will be using is a comparative scaling technique.
Questionnaire Development
The nature of the questionnaire will include questions about buyer awareness, buying trends,
buying habits, and buying preferences all specified to Gillette razors.
Sampling Techniques
The sampling plan and sample size will be an Internet based survey, which will be administered
by emailing the link to individuals within the target demographic that we are trying to reach. The
sample size is 100 individuals.
Fieldwork / Data Collection
For the purpose of creating valuable and relative data /analysis, our research team has prepared
an outline of areas we will conduct research from. This will be comprised of primary and
secondary data sources, which will also include qualitative and quantitative information. The
design is below:
• Online product reviews: Personal opinion on a product often leads to a better
understanding of the public’s general outlook on a product. With online Gillette
consumer reviews, our team will be able to analyze the products reviews, and gain insight
on how the reviews are affecting or supplementing Gillette’s product portfolio. The
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collection process can be controlled by analyzing positive and negative reviews in order
to restrain a biased data analysis.
• Secondary Source Analysis: Journal/magazine articles which interpret or represent our
previous findings or aid in creating new findings will provide us with research that can
provide valuable to decision making. Online information such as news reports or
previously conducted surveys is also valuable in data collection and research.
• Observations and Interviews: Product surveys will be conducted in order to have a
better understand of how consumers respond to usage of a Gillette product. This can be
conducted through personal interviews with consumers that we can arrange contact with.
This will offer insight as too how consumers who enjoy Gillette products respond, as well
as potential future interest. Also, information on negative responses will be evident as
well if our surveyed audience doesn’t enjoy the products.
6. Data Analysis
Methodology
Some of the various techniques that will be utilized to analyze the data are
• Descriptive statistics in tabulated form using percentages
• Graphical analysis of the data
• Correlation Analysis
• Cross-Tabulation Analysis
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Data analysis will be done using Microsoft Excel using several statistical methods. Graphical
analysis will be done in column chart form; an example of a column chart is below:
Figure 6-1
0 0.5 1
1.5 2
2.5 3
3.5 4
4.5 5
Category 1 Category 2 Category 3 Category 4
Example Column Chart
Series 1
Series 2
Series 3
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8. Results
Survey Results
Figure 8-1
The above question was used for men only and shows the top 3 Gillette razors in descending
order are the Gillette Fusion, the Gillette MACH 3, and the Gillette Fusion ProGlide. These three
stand out as the most frequently used razors. Below are the results of how well liked these three
razors are.
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Figure 8-2
Figure 8-3
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Figure 8-4
These three charts showing customer satisfaction place the three most popular razors in reverse
order in terms of satisfaction. Where the Gillette Fusion has the most users, more people are
satisfied with the Gillette Fusion ProGlide. The Gillette Fusion falls in third of the three in terms
of customer satisfaction.
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Figure 8-5
The above graph displays the two most important attributes as the Price and the Longevity of the
Blade in that order. The least important attribute is clearly displayed as the vibrating handle. The
Precision Edging Blade is looked at as slightly more important than unimportant. The Power
Trimmer is looked at as a little more unimportant instead of important. This places the Price and
Longevity of the Blade as the most important, the Precision Edging Blade as next important, and
the Power Trimmer and Vibrating Handle as Unimportant.
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Table 8-1
The above chart breaks down the six traits surveyed to identify if any of the traits change based
off of a person’s age. There is only one slightly noticeable trend, the importance of number of
blades increases slightly with age.
Figure 8-6
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An overwhelming majority of women do not prefer a woman to have facial hair. However, that is
split even further by the 41% that do not care either way and the 42% that prefer a man to not
have facial hair. It does appear that women lean much more towards a man not having facial
hair.
Figure 8-7
There is a fairly even distribution between men that prefer to grow out their facial hair and men
that don’t, 7% more men prefer to not grow out their facial hair than do. This does not seem to be
a significant enough percentage to point out men prefer to shave over not shaving.
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Figure 8-8
An overwhelming majority of those surveyed were willing to recommend Gillette, likely
representing strong reputations with the customers.
Table 8-2
There is a clear positive correlation between how important the Longevity of the blade is and
how important the Price is to them. That is by far the strongest correlation shown between traits.
After the longevity of the blade and the price, the precision edging blade is the next most
correlating, followed by the Number of Blades. These intersecting correlations mean that if
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someone believes the Longevity of a Blade is important, they are more likely to believe the Price
is important, which means they are more likely to find the Precision Edging Blade important,
which then means there is a more likely chance to find the Number of Blades important.
The Gillette MACH 3 Turbo has a negative correlation with the importance of the Power
Trimmer and the Number of Blades. This means the more consumers like the Gillette MACH 3
Turbo the less they care about the Power Trimmer or the Number of Blades in the razor.
Table 8-3
The above chart identifies that as men grow older they have less of a tendency to grow out their
facial hair.
Table 8-4
The above chart identifies that as Women grow older they have less of a preference for men with
facial hair. This correlates with men, meaning that older men and women have less preference
for facial hair, while younger men and women have a preference for facial hair.
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Table 8-5
The above chart identifies that younger men prefer the Gillette Fusion ProGlide while older men
prefer the Gillette MACH 3.
Table 8-6
Based on the data in the above chart no matter what the age, it appears most people heard about
Gillette through TV. With a slightly more distributed Over 40 range that heard about Gillette
from their friends, but most of every age range has heard about Gillette through the TV.
Table 8-7
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The two most important qualities that correlate are displayed above in a chart showing how
strongly they correlate. This confirms that when the Longevity of the blade is important, most of
the time, so is the price.
Focus Group Results
Focus Group Objectives
The Gillette Focus Group was done with the intentions of discovering brand awareness,
competing factors, and why there is a decreased market share in men’s razors.
Methods and Procedures
One focus group was conducted during Marketing Research class on February 12, 2014 around
8pm. There were nine participants (six male, three female) all entered with prior knowledge they
would be in a focus group that day, some did not know what product they would be answering
questions on. The sample is of college students in their early 20’s.
Summary of Findings
• All of the men used Gillette Pro Glide Razors-a manual razor
• Majority of men did not care how many blades were in the razor
• Everybody preferred a manual razor over electric
• Only one person ever used a subscription razor service
• Only half had heard of subscription razor services
• Only one person didn’t shave because of “Movember”
• Reasons for shaving vary from person to person
• Everybody shaves somewhere on their body manually not electric
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• 2 out of 3 women prefer men with facial hair
Implications
• Subscription services didn’t have a big effect on college kids
• People are uncomfortable talking about body shaving, even though most do it
• Manual razors are the favorite, technology is unimportant
• Number of Blades in a razor doesn’t matter
• ProGlide was the most popular Gillette brand
• Women prefer men with a little facial hair
• People grow out facial hair for season and budget reasons
• Everyone used Gillette razors, continues to use
• Don’t repurchase handles, some have had same handle for years (upwards of 6 years)
9. Limitations and Caveats
Secondary research may not be geared toward your needs and methods of how collected. There
could be bias and be difficult to match data. The availability of quality and quantity of
marketing related data available was limited to open sources. The reliability of secondary data
can also become a problem when using open sources. The manner in which data is collected and
reported such as data being reported in different categories or in categories too broad to be of
specific value create questions. The last problem with the survey pertained to the ability to
communicate opinions, which depends on respondent’s ability to recognize the usefulness and
value of such a product/concept.
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10. Conclusions and Recommendations
Conclusions
Men over 40 Prefer the MACH 3 and the Fusion
According to our survey results, men over the age of 40 preferred the Gillette MACH 3 razor as
well as the Gillette Fusion razor. The MACH 3 and the Fusion are considered some of Gillette’s
mot basic non-disposable razors. This shows that as men get older they tend to lean towards
simplicity over advanced technology.
Men under 40 Prefer the Fusion ProGlide and the Fusion
Men under the age of 40 tend to lean the other way. Younger men preferred most the Gillete
Fusion ProGlide and the Fusion. The Gillette Fusion ProGlide is seen as a more advanced
version of the Gillette Fusion razor. This shows that younger men are actively seeking more
technology in their razor. This is also seen through our correlation charts. In doing data
analysis, we found that 50 percent of men ages 18-25 prefer a higher number of blades, and 72
percent of men ages 26-40 prefer a higher number of blades. This further supports that men
under the age of 40 place an emphasis on increased technology in a razor.
Strong Correlation Between Age and Facial Hair
After conducting our survey, we found strong correlations between age and preferring a clean
shaven face. This is true for both men and women. For men, 68 percent over the age of 40
prefer a clean shaven face. Supporting this, 46 percent of women over the age of 40 prefer a
man with a clean shaven face.
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On the other hand, younger men and women are showing that they prefer facial hair. 50 percent
of men between the ages of 18-24 prefer facial hair, and 60 percent of women in this same age
range prefer men with facial hair.
This shows that in today’s society facial hair is becoming more common. This trend in
increasing facial hair is a threat to Gillette’s business. Whether or not this trend will become a
long term threat is yet undecided, but it is likely that this trend of increased facial hair will last
for the next 3-5 years.
Blade Longevity is the Most Preferred Feature
When asked which features were most important on a razor, blade longevity was the most sought
after feature. Following blade longevity was price and number of blades. These insights show
that consumers are seeking a high-quality product at a discounted price. It also shows that
features such as: vibrating handle, power trimmer, and precision edging blade aren’t very
important to consumers. In conclusion, consumers generally want a simplistic product that isn’t
gimmicky, and that offers high performance at a reasonable price.
Gillette is Still the most Preferred Razor Company
After conduction our survey and focus group it is clear that Gillette is still the most preferred
razor company in the industry. According to our survey, 80 percent of participants would
recommend Gillette products to a friend. According to our focus group, all men used a Gillette
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razor. This shows that Gillette still dominates the industry in terms of market share. It is crucial
for the success of Gillette to maintain this dominance and to keep their customer loyalty high.
Recommendations
Advertise Blade Longevity and Price
Consumers of all ages have shown that they place an emphasis on blade longevity as well as
price. In order for Gillette to exploit this insight, they should advertise the quality of their blades
in comparison to other companies. If Gillette can successfully market their high-quality blades
and show that by purchasing a higher-quality blade that they will actually be saving in the end,
then consumers will be more likely to spend the extra money on those blades.
Advertise the Body Razor
Since both men and women under the age of 40 are preferring men with facial hair, it would be
in Gillette’s best interest to more actively advertise their body razors. In conducting our focus
group we found out that all of the men but one shaved somewhere on their body. Gillette already
has a body razor on the market but not many people know that it exists. Gillette should actively
market their body razor in order to combat the growing trend of increasing facial hair and
decreasing body hair. This would allow Gillette to maintain their business model of making
profits on the actual blades more so than the razors.
Offer a More Simple, More Cost Reasonable Option
Because blade longevity (quality) and price were the most preferred features, Gillette should
think about implementing a simple, cost-effective razor into their lineup. A razor that is offered
at a higher quality than disposable razors, but cheaper than the higher-quality manual razors,
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would be more able to compete with the growing subscription service razors. It is important that
Gillette implement a razor with these features in a way that doesn’t cannibalize the other razors
in their product line. Gillette may be able to do this by offering a subscription service of their
own, but offering different quality razors giving the consumer options at the time of purchase.
11. Project Personnel
Brett Ball
Brad Rosser
Kyle Stanney
Brandon Thomson
12. Exhibits (In Appendices)
Questionnaire
Description: This questionnaire was developed in order to analyze Gillette products impact on
the customers that purchase their products. Follow the questions and answer accordingly.
1) What is your email
*This is for contact information
2) What is your age
• Under 18
• 18-25
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• 26-40
• Over 40
*This will help us better understand the target market, and who is utilizing
products at what age.
3) What is your gender
a. Male
b. Female
*To categorize what products are bought by which gender
4) How did you come to find Gillette products (i.e. friends, family, television, etc.) list all.
*Gain insight on how people are coming into contact with Gillette
5) In a brief description, describe how the Gillette brand caters to you, and your overall
outlook of their products. Also, include how often you shave during the week.
*To have a better understand of how Gillette is performing for their customers, and to get
a perspective of how often people are shaving
6) Which razors have you used? Select all that apply.
a. Gillette MACH 3
b. Gillette MACH 3 Sensitive
c. Gillette MACH 3 Turbo
d. Gillette Fusion
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e. Gillette Fusion Power
f. Gillette Body Razor
g. Gillette Fusion ProGlide
h. Gillette ProGlide Styler
i. Gillette Fusion ProGlide Power
*To show which products are being purchased
7) Of the razors you selected above, please choose the likelihood of repurchasing and using
the products for each you selected above.
a. Highly likely
b. Likely
c. Neutral
d. Unlikely
e. Highly Unlikely
*will show how likely people are to repurchase Gillette products
8) In your opinion, do you believe Gillette products to be more effective than competitors?
a. Yes
b. No
*Will help provide insight on how people enjoy Gillette products, and offer
insight into how Gillette can better itself.
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9) If you selected no in question 8, elaborate on why you feel that way in a brief paragraph
below.
*To show how Gillette could change strategies or product performance through
consumer opinion trends.
10) If you selected yes, in question 8, would you be willing to recommend these products,
from your own personal satisfaction and experience.
*To see if the Gillette brand is strong enough to influence its consumers to recommend
their products to other consumers.
Coding Schema
Column Name of Variable Question Number Coding Plan
a Email 1 Tbd
b Age 2 a. Under 18
b. 18-25
c. 26-40
d. Over 40
c Gender 3 a. Male
36
36
b. Female
d Contact w/ Gillette 4 Tbd
e Product outlook / times
shaving weekly
5 Tbd
f Products used 6 a. Gillette
MACH 3
b. Gillette
MACH 3
Sensitive
c. Gillette
MACH 3
Turbo
d. Gillette
Fusion
e. Gillette
Fusion
Power
f. Gillette
Body
Razor
g. Gillette
Fusion
ProGlide
[GILLETTE]
37
37
h. Gillette
ProGlide
Styler
i. Gillette
Fusion
ProGlide
Power
g Likelihood of repurchase 7 a. Highly
likely
b. Likely
c. Neutral
d. Unlikely
e. Highly
Unlikely
*Will look like (f.a) in
coloumn in the person is
Highly Likely to
repurchase the Gillette
Body Razor
h Gillette effectiveness 8 A. Yes
B. No
i Negatively affected
consumer opinion
9 Tbd by opinion
38
38
j Positive affected
consumer, future
recommendations.
10 Tbd by opinion
i http://www.gillette.com/en/us/home.aspx ii http://money.cnn.com/2005/01/28/news/fortune500/pg_gillette/ iii http://www.forbes.com/companies/gillette/ iv http://investing.businessweek.com/research/stocks/private/snapshot.asp?privcapId=29004 v http://manonamission.blogspot.com/2005/07/gillettes-‐g-‐mission-‐statement.html vi http://adage.com/article/news/800razors-‐takes-‐dollar-‐shave/290911/ vii http://www.trefis.com/stock/pg/articles/158618/emerging-‐markets-‐trim-‐gillettes-‐profit-‐margins/2013-‐01-‐02 viii http://money.cnn.com/2014/01/24/investing/procter-‐gamble-‐gillette-‐manscaping/
