# The U. S. Men’s Shaving Gel Market: A Competitive Profile$$^1$$

Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, Canned Soup, Coffee, Potato Chips, and Alkaline AA Battery are among the twelve studies that have attempted to analyse the competitive profile of US consumer markets.

Porter associates a large market share with a cost leadership strategy, which is based on competing on a lower price than the competitors. Customer perception of quality, rather than low cost, should be the foundation of competitive strategy, since it is considerably more important to long-term competitive position and profitability than any other element. As a result, a superior alternative is to provide greater quality in comparison to the competition.

In most consumer markets, a company seeking market share leadership should target the middle class by competing in the mid-price segment and providing quality that is superior to that of the competition: at a slightly higher price to convey a sense of quality and to ensure that the strategy is profitable and long-term sustainable.

Quality, on the other hand, is a tough term for most people to grasp. As a result, people frequently utilise relative price and a brand’s reputation as indicators of quality.

In 2008, the overall sales of men’s gel in the United States were $131 million. We discovered that the 7-oz Gel was the most popular size, with$116 million in sales in 2008. As a result, we’ve concentrated our investigation on this bundle.

We evaluated two hypotheses using Hierarchical Cluster Analysis: (1) that the market leader is likely to compete in the mid-price group, and (2) that its unit price is likely to be greater than the nearest competitor.

For 2008 and 2007, the results supported both Hypothesis I and II. The mid-price segment included both the market leader Edge and the runner-up Gillette Series. Furthermore, the unit price of Edge was higher than that of Gillette Series, as we have hypothesised.

We found that relative price was a strategic variable, as hypothesised.

We also discovered five strategic groups in the industry.

Author (S) Details

Y. Datta
College of Business, Northern KY University, Highland Heights, KY 41099, USA.