| Because of its leadership position, the | | | | the new product was better than the Trac II, |
| defender owns a strong point in the mind of | | | | the nonadjustable two-bladed razor.Nor did |
| the prospect. The best way to improve your | | | | Gillette hesitate to introduce Good News, an |
| position is by constantly attacking it. In | | | | inexpensive disposable razor (with two |
| other words, you strengthen your position by | | | | blades, no less). This was an obvious attack |
| introducing new products or services that | | | | against Bic, who was preparing to introduce |
| obsolete your existing ones.IBM is a master | | | | its own disposable razor.Good News was not |
| of the game. Every so often, IBM introduces a | | | | good news for Gillette stockholders. The |
| new line of mainframe computers with | | | | disposable cost more to make and sold for |
| significant price/performance advantages over | | | | less than Gillette's refillable cost more to |
| existing products.Competition continually | | | | make and sold for less than an Atra or Trac |
| struggles trying to catch up. A moving target | | | | II was costing Gillette money.But Good News |
| is harder to hit than a stationary | | | | was good marketing strategy. It blocked Bic |
| one.Gillette is another example. Gillette | | | | from running away with the disposable portion |
| owned the wet-shaving market with a product | | | | of the market. Furthermore, Bic paid dearly |
| called the Blue Blade and subsequently the | | | | for its modest share. Trade sources say Bic |
| Super Blue Blade.The company was stunned when | | | | lost $25 million in its first 3 years in the |
| rival Wilkinson Sword beat it to the market | | | | disposable razor business.Gillette continues |
| in the early sixties with the stainless | | | | its relentless strategy of attacking itself. |
| blade. Then in 1970 Wilkinson Sword followed | | | | Recently it introduced Pivot, the first |
| with the bonded blade, a metal blade fused to | | | | adjustable disposable. This time, its own |
| plastic at the "optimum shaving angle." At | | | | Good News product is the target.Gillette has |
| that point Gillette got its act together and | | | | gradually increased its share of the |
| started to play a brilliant game of defensive | | | | wet-shaving market. Today it has some 65 |
| warfare.Shortly thereafter Gillette | | | | percent of the business.Attacking yourself |
| counterattacked with Trac II, the world's | | | | may sacrifice short-term profits, but it has |
| first double-bladed razor. The success of | | | | one fundamental benefit. It protects market |
| Trac II set the pattern for future Gillette | | | | share, the ultimate weapon in any marketing |
| strategy. "Two blades are better than one," | | | | battle.The reverse is also true. Any company |
| said Gillette's advertising."Better than one | | | | that hesitates to attack itself usually loses |
| Super Blue Blade," said the company's | | | | market share and ultimately market |
| customer who promptly bought the new product | | | | leadership.This article may be re-printed as |
| instead of the old. (It's better to take | | | | long as following resource box is included as |
| business away from yourself than have someone | | | | it is with out any alteration.This Marketing |
| else do it for you.)Six years later, the | | | | Idea is published by Visit us to find more |
| company introduced Atra, the first adjustable | | | | of cheeky gorilla Ideas. |
| double-bladed razor. Again, by implication | | | | |