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Academic literature on the topic 'Razor industry'
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Journal articles on the topic "Razor industry"
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Datta, Y. "The U.S. Men’s Razor-Blade Market: A Competitive Profile." Journal of Economics and Public Finance 5, no. 3 (August 31, 2019): p354. http://dx.doi.org/10.22158/jepf.v5n3p354.
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This paper follows the footsteps of five studies: the U.S. Men’s Shaving Cream, the U.S. Beer, the U.S. Shampoo, the U.S. Shredded/Grated Cheese, and the U.S. Refrigerated Orange Juice markets.Porter links high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008—and 2007—the Gillette brand dominated the U.S. Men’s Razor-Blade market like a colossus, with a 90%, and 78% share, respectively, in Blades and Razors in 2008. In 2008 sales for the U.S. were $111 million for Men’s Razors, and $591 million for Men’s Blades.We tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that for both 2008 and 2007 the market leader in the Razor market was not a member of the mid-price segment, but the premium segment. Likewise, in the Blade market the leader was part of the premium segment, not the mid-price segment.Several arguments can be offered to explain this deviation: (1) Gillette had a virtual monopoly of the industry because it was pursuing “First to market” strategy of innovation and on-going improvement, (2) The technology of producing Razors and Blades has become more complex and consequently more expensive, (3) Producers are now offering many more new feature—and benefits--than ever before that further raise the cost of production, and (4) Many men regard shaving an important part of personal grooming which they regard an “affordable luxury”.Whereas Gillette had positioned itself as a premium brand in the past, it stepped up the ladder and placed Fusion Blades in the Super-premium segment in 2007 and 2008.We also found strong support for the idea, that relative price is a strategic variable.Finally, we discovered three strategic groups in the industry.
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Datta, Y. "The U.S. Women’s Razor-Blade Market: A Competitive Profile." Journal of Economics and Public Finance 5, no. 4 (November 27, 2019): p491. http://dx.doi.org/10.22158/jepf.v5n4p491.
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This paper follows the path of six studies: the U.S. Men’s Shaving Cream, the U.S. Beer, the U.S. Shampoo, the U.S. Shredded/Grated Cheese, the U.S. Refrigerated Orange Juice, and the U.S. Men’s Razor-Blade markets.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the foundation of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008 sales in the U.S. were $83 million for the Women’s Razors, and $192 million for the Women’s Blades. In both markets there were two major players. In the Women’s Razors market P&G’s Gillette had a 58% market share, followed by Schick, a distant second, with a 31% share. Likewise, in the Women’s Blade market, Gillette had a 61% share, and Schick a 35% share.We tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that for 2008 the market leader in the Women’s Razor market—Gillette Venus Embrace—was not a member of the mid-price segment, but the super-premium segment. Likewise, in the Women’s Blade market, the market leader—Gillette Venus Original (Note 1)—was part of the premium segment, not the mid-price segment.Several arguments can be offered to explain this deviation: (1) There is not much competition in this market with only two major players, (2) The technology of producing Razors and Blades has become more complex and consequently more expensive, (3) Producers are now offering many more new feature—and benefits—than ever before that further raise the cost of production, and (4) For many American women, having smooth armpits and legs is an important social norm they must observe for which they are willing to pay a premium price.Based on Gillette Fusion, the first men’s five-blade Razor, Gillette introduced Venus Embrace, a first five-blade Razor for women. Whereas Gillette had positioned itself as a premium brand in the past, it moved up the ladder and placed Venus Embrace in the super-premium segment in 2008.We also found strong support for the idea, that relative price is a strategic variable.Finally, we discovered three strategic groups in the industry.
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Sternitzke, Christian. "Interlocking Patent Rights and Value Appropriation: Insights From the Razor Industry." IEEE Transactions on Engineering Management 64, no. 2 (May 2017): 249–65. http://dx.doi.org/10.1109/tem.2017.2654862.
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Zhou, Debao, and Gary McMurray. "Slicing Cuts on Food Materials Using Robotic-Controlled Razor Blade." Modelling and Simulation in Engineering 2011 (2011): 1–17. http://dx.doi.org/10.1155/2011/469262.
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Cutting operations using blades can arise in a number of industries, for example, food processing industry, in which cheese, fruit and vegetable, even meat, are involved. Certain questions will rise during these works, such as “why pressing-and-slicing cuts use less force than pressing-only cuts” and “how is the influence of the blade cutting-edge on force”. To answer these questions, this research developed a mathematical expression of the cutting stress tensor. Based on the analysis of the stress tensor on the contact surface, the influence of the blade edge-shape and slicing angle on the resultant cutting force were formulated and discussed. These formulations were further verified using experimental results by robotic cutting of potatoes. Through studying the change of the cutting force, the optimal slicing angle can be obtained in terms of maximum feeding distance and minimum cutting force. Based on the blade sharpness properties and the specific materials, the required cutting force can be predicted. These formulation and experimental results explained the basic theory of blade cutting fracture and further provided the support to optimize the cutting mechanism design and to develop the force control algorithms for the automation of blade cutting operations.
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Tsarouhas, Panagiotis, and George Besseris. "Maintainability analysis in shaving blades industry: a case study." International Journal of Quality & Reliability Management 34, no. 4 (April 3, 2017): 581–94. http://dx.doi.org/10.1108/ijqrm-06-2014-0072.
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Purpose The purpose of this paper is to provide results for a complete maintainability analysis utilizing data sets from a production system in a shaving blades division of a large high-tech razor manufacturer. Through the illustrated case study, the authors demonstrate how to spot improvement points for enhancing availability by carrying out an equipment effectiveness analysis. Design/methodology/approach Descriptive statistics of the repair data and the best fitness index parameters were computed. Repair data were collected from departmental logs, and a preliminary screening analysis was conducted to validate their usefulness for the indicated period of 11 months. Next, the maintainability and repair rate modes for all the machines of the production system were calculated. Maintainability and availability estimations for different time periods that took in account the overall system were obtained by trying out and selecting an optimum statistical model after considering of several popular distributions. Findings Out of the five considered machines in the system, two particular units received about half of the repairs (M2 and M3). The time to repair follows a loglogistic distribution and subsequently the mean time to repair is estimated at 25 minutes at the machine level. Repair time performance is approximated at 55 minutes if the availability of the system is to attain a 90 percent maintainability. Originality/value This study is anticipated to serve as an illuminating effort in conducting a complete maintainability analysis in the much advertised field of shavers, for which on the contrary so little has been published on operational availability and equipment effectiveness. The case study augments the available pool of sources where executing maintainability studies is highlighted usually under the direction of combined total quality management and total productive maintenance programs.
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Bolon, Brad, and Elizabeth Galbreath. "Use of Genetically Engineered Mice in Drug Discovery and Development: Wielding Occam's Razor to Prune the Product Portfolio." International Journal of Toxicology 21, no. 1 (January 2002): 55–64. http://dx.doi.org/10.1080/10915810252826019.
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Genetically engineered mice (GEMs) that either overexpress (transgenic) or lack (gene-targeted, or “knock-out”) genes are used increasingly in industry to investigate molecular mechanisms of disease, to evaluate innovative therapeutic targets, and to screen agents for efficacy and/or toxicity. High throughput GEM construction in drug discovery and development (DDD) serves two main purposes: to test whether a given gene participates in a disease condition, or to determine the function(s) of a protein that is encoded by an expressed sequence tag (EST, an mRNA fragment for a previously uncharacterized protein). In some instances, pheno-types induced by such novel GEMs also may yield clues regarding potential target organs and toxic effects of potential therapeutic molecules. The battery of tests used in phenotypic analysis of GEMs varies between companies, but the goal is to define one or more easily measured endpoints that can be used to monitor the disease course—especially during in vivo treatment with novel drug candidates. In many DDD projects, overt phenotypes are subtle or absent even in GEMs in which high-level expression or total ablation of an engineered gene can be confirmed. This outcome presents a major quandary for biotechnology and pharmaceutical firms: given the significant expense and labor required to generate GEMs, what should be done with “negative” constructs? The 14th century philosophic al principle known as Occam's razor—that the simplest explanation for a phenomenon is likely the truth—provides a reasonable basis for pruning potential therapeutic molecules and targets. In the context of DDD, Occam's razor may be construed to mean that correctly engineered GEMs lacking obvious functional or structural phenotypes have none because the affected gene is not uniquely essential to normal homeostasis or disease progression. Thus, a “negative” GEM construct suggests that the gene under investigation encodes a ligand or target molecule without significant therapeutic potential. This interpretation indicates that, at least in a market-driven industrial setting, such “negative” projects should be pruned aggressively so that resources may be redirected to more promising DDD ventures.
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da Fonseca, Régis Pamponet, Janaíde Cavalcante Rocha, and Malik Cheriaf. "Mechanical Properties of Mortars Reinforced with Amazon Rainforest Natural Fibers." Materials 14, no. 1 (December 31, 2020): 155. http://dx.doi.org/10.3390/ma14010155.
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The addition of natural fibers used as reinforcement has great appeal in the construction materials industry since natural fibers are cheaper, biodegradable, and easily available. In this work, we analyzed the feasibility of using the fibers of piassava, tucum palm, razor grass, and jute from the Amazon rainforest as reinforcement in mortars, exploiting the mechanical properties of compressive and flexural strength of samples with 1.5%, 3.0%, and 4.5% mass addition of the composite binder (50% Portland cement + 40% metakaolin + 10% fly ash). The mortars were reinforced with untreated (natural) and treated (hot water treatment, hornification, 8% NaOH solution, and hybridization) fibers, submitted to two types of curing (submerged in water, and inflated with CO2 in a pressurized autoclave) for 28 days. Mortars without fibers were used as a reference. For the durability study, the samples were submitted to 20 drying/wetting cycles. The fibers improved the flexural strength of the mortars and prevented the abrupt rupture of the samples, in contrast to the fragile behavior of the reference samples. The autoclave cure increased the compressive strength of the piassava and tucum palm samples with 4.5% of fibers.
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ABDELKAFI, NIZAR, SERGIY MAKHOTIN, and THORSTEN POSSELT. "BUSINESS MODEL INNOVATIONS FOR ELECTRIC MOBILITY — WHAT CAN BE LEARNED FROM EXISTING BUSINESS MODEL PATTERNS?" International Journal of Innovation Management 17, no. 01 (February 2013): 1340003. http://dx.doi.org/10.1142/s1363919613400033.
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The paper aims to generate systematically business model innovations in the field of electric mobility. It introduces a new framework, in which a business model denotes a value-focused concept with five value dimensions: value proposition, value communication, value creation, value delivery and value capture. The framework enables the classification of business model patterns, identified in the literature, according to five categories. The combination of patterns from different dimensions can lead to the systematic generation of business model innovations. But the number of business models that can result from pattern combinations can be overwhelming. Subsequently, the paper only evaluates the extent to which business model patterns that are not necessarily observed in the automotive sector can be useful for the field of electric mobility, and how they can be adapted to fit into the new context. We find that the transferability strongly depends on the actor's role in the system, if it is a manufacturer, supplier or service provider. More importantly, our analysis shows that some models such as product-to-service (e.g., car sharing service), already implemented in the automotive industry, will continue to be successful in the future because of their potential of increasing customer acceptance and technology diffusion. Many other business models — so far used in other sectors, but not in the automotive industry — may integrate the field of electric mobility. Razor and blades, own the undesirable concept, and leverage new influencers are all promising business models, if they can be fitted adequately to the new context induced by the new technology.
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Buasri, Achanai, Pittayarat Chaibundit, Metawee Kuboonprasert, Arnan Silajan, and Vorrada Loryuenyong. "Preparation of KI-Impregnated Razor Clam Shell as a Catalyst and its Application in Biodiesel Production from Jatropha curcas Oil." Key Engineering Materials 744 (July 2017): 506–10. http://dx.doi.org/10.4028/www.scientific.net/kem.744.506.
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Nowadays, utilization of biomass is considered to have the potential to solve many environmental problems and provide a source of renewable and environmentally-friendly energy. Research on green and low cost catalysts is needed for economical production of biodiesel. The goal of this work was to test potassium iodide (KI)-impregnated calcined razor clam shell as a heterogeneous catalyst for transesterification of Jatropha curcas oil in a microwave reactor. The effects of different preparation conditions on biodiesel yield were investigated and the structure of the catalyst was characterized. The raw material and the resulting solid catalyst were characterized using X-ray diffraction (XRD), energy dispersive spectroscopy (EDS), scanning electron microscopy (SEM) and the Brunauer-Emmett-Teller (BET) method. The waste shell displays a typical layered architecture. The sample had the surface area 16.51 m2/g, pore diameter 22.18 nm and pore volume 0.14 cm3/g, and presented a uniform pore size. The highest fatty acid methyl ester (FAME) yield of 96.99% for potassium iodide-calcium oxide (KI-CaO) catalyst was obtained under the optimum condition (reaction time 5 min, microwave power 600 W, methanol/oil molar ratio 12:1, and catalyst dosage 3 wt%). It was showing potential applications of catalyst in biodiesel industry.
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Datta, Y. "The U.S. Alkaline AA Battery Market: A Competitive Profile." Journal of Economics and Public Finance 7, no. 2 (February 25, 2021): p35. http://dx.doi.org/10.22158/jepf.v7n2p35.
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This paper follows the footsteps of eleven studies that have tried to analyze the competitive profile of U.S. consumer markets: Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, Canned Soup, Coffee, and Potato Chips.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.For 2008 we chose the Alkaline AA Battery because its sales were $667 million vs. $283 million for AAA. By the same token, we have focused our analysis on AA 4-pack because it was the most popular size with 2008 sales of $190 million.In 2008 the AA 4-pack Alkaline Battery market was quite competitive with 30 brands with sales over $25,000.Using Hierarchical Cluster Analysis, we tested two hypotheses: (1) That the market leader is likely to compete in the mid-price segment, and that (2) Its unit price is likely to be higher than that of the nearest competition.For 2008 the results supported Hypothesis I and II. Both the market leader Energizer, and the runner-up Duracell, were members of the mid-price segment. Moreover, the unit price of Energizer was higher than that for Duracell, as we have hypothesized.For 2007 the results did not support Hypothesis I, because Energizer found it to be a member of the premium segment, even though Duracell maintained its association with the mid-price segment. We found that relative price was a strategic variable, as hypothesized.We also discovered four strategic groups in the industry.
Dissertations / Theses on the topic "Razor industry"
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Kaminskaite, Magdalena, and Simon Johansson. "Brand Knowledge : An exploratory study on whether demographic factors affect consumer brand knowledge of a company which practices a standardized targeting strategy." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44269.
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Globalization is here to stay, and with an increasing number of brands deciding to test their fortune abroad, the importance of branding increases alike. The choice of globalizing a brand comes with potential financial benefits but it is not done without considerable effort. According to Kotler and Keller, the choice regarding differentiation to competitors is one of the main factors a brand must consider when expanding abroad (2009). One key factor that determines the level of success of international companies is the amount of brand knowledge (Guedes & da Costa Soares, 2005). Consumer brand knowledge and its importance for financial success has been extensively studied by researchers (Fill & Turnbull, 2016) and it has been found that solid brands continuously outperform their markets (Pirrie, 2006). The purpose of this study was to evaluate whether demographic factors such as age, gender and nationality significantly affect consumer brand knowledge. The chosen brand for the study was Razer that practices a standardized global targeting strategy. Razer is a company that produces gaming equipment for gamers. Gamers constituted the desired sample of the study due to their belonging within the brands target segment. A survey based on and constructed using the “Dimensions of Brand Knowledge” by Keller (1993) was issued online in Sweden and Lithuania on social media within groups that share the common interest of gaming. 540 responses were collected, and 8 hypotheses were tested using SPSS linear regression tests. Findings showed that brand recognition differed in regard to demographic factors of the respondents, supporting H2. However, the remaining aspects of brand knowledge did not differ regarding the combined demographic factors, therefore, the remaining hypotheses were rejected. These results may aid marketers and scholars in the comprehension of factors that may affect their global marketing efforts within the gaming industry and contribute to the current research done within the field of gaming equipment, which is quite understudied given its economic potential.
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Hearne, Edmund P. "Effect of tour boat activity within an ecological reserve on the behaviour of three Atlantic alcids : common murres (Uria aalge), razorbills (Alca torda), and Atlantic puffins (Fratercula arctica) /." 1999.
Find full textBooks on the topic "Razor industry"
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Commission, Monopolies and Mergers. Razors and razor blades: A report on the supply in the United Kingdom of razors and razor blades for wet-shaving use. London: HMSO, 1991.
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McKibben, Gordon. Cutting edge: Gillette's journey to global leadership. Boston, Mass: Harvard Business School Press, 1998.
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Ricardo-Campbell, Rita. Resisting hostile takeovers: The case of Gillette. Westport, CT: Praeger, 1997.
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Commission, Monopolies and Mergers. Stora Kopparbergs Bergslags AB/Swedish Match NV, and Stora Kopparbergs Bergslags AB/the Gillette Company: A report on the merger situations. London: HMSO, 1991.
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Permukiman, Indonesia Kantor Menteri Negara Perumahan dan. Pokok-pokok materi untuk dilaporkan pada rakor ekonomi, keuangan, dan industri: Selasa, 3 Agustus 1999. Jakarta: Kantor Menteri Negara Perumahan dan Permukiman, 1999.
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(Firm), Packaged Facts, ed. The men's grooming market. New York, NY: Packaged Facts, 1995.
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McKibben, Gordon. Cutting Edge: Gillette's Journey to Global Leadership. Harvard Business School Press, 1997.
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