The Razor’s Edge: Takes on the Shaving Market

The Razor’s Edge: Takes on the Shaving Market

Clifton D. Petty, Kelley Still Nichols Business Case Journal
January 01, 2018
SKU: BUS-00642

Region of the world: North America
Topic: Strategy & General Management
Page length: 13
Keywords: Strategy, market disruption, pricing strategy, competitive positioning, process innovation
Price: $4.00 | €0.00
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For nearly a century, the men’s shaving products market was dominated by two brands-Gillette and Schick. and Dollar Shave Club (DSC) disrupted this quiet market in 2011. Using humorous marketing and a direct-to-consumer subscription model of distribution, DSC grew to a $200 million company in five years. was launched soon after and had over 100,000 subscribers within their first year. founders had experience building a direct-to-consumer eyewear brand and built on this experience to position in the men’s shaving market. Purchase of a German blade factory gave the company a solid foundation for defining the brand by quality. However, Unilever, a major global company with personal brands like Axe, acquired fellow “disruptor” DSC. The CEO faced several options such as competing as the remaining independent company or seeking a favorable acquisition.