Two years later, Braun is a revolutionary new system of shaving and struggling with how to tell her advantage in the market. His novel auto-clean the center, not quite being debugged, which adds to the problems of those who believe that the new razor, outstanding in itself, should be running solo, leaving the center clean, attractive accessory. Others believe that Brown should offer more than "just" a new razor while reducing the share of the market. As they launch a new product and sell around the world could determine the fate of the brand Braun in the 21st century. For a company whose new "brand promise," "is designed to make a difference," the critical task is to put a radical new product for a new convenience-oriented customers and retain loyal, conservative clients who want "only closer and more comfortable shaving. "" Hide
by Karen J. Freeze Source: Design Management Institute 17 pages. Publication Date: March 24, 2006. Prod. #: DMI018-PDF-ENG
Related Case Solutions & Analyses:
Activity Based Management at W.S. Industries (A)
Men in Blue
Ventro: Builder of B2B Businesses
Paradox in Project-Based Enterprise: The Case of Film Making
Moving Beyond Marketing: Generating Social Business Value Across the Enterprise
How Strategic Is Your Board?
Havas: Change Faster, Multimedia Case
Argo Interactive (B): Surviving in the Roller-Coasting Mobile Industry
Central America: Strategy for Economic Integration, Spanish Version
Building a Cluster: Electronics and Information Technology in Costa Rica, Spanish Version
