Summary
Gillette wanted to promote its new Professional Power deodorant to men who suffered from extreme body odor. A campaign that used humor introduced the product on April 1st. An email was sent to 500,000 men, who ended up on a site for an odor-eating miracle shirt, no matter where they clicked on the email. 30,000 women received an email suggesting they prank the man in their life with the perfect April Fool from Gillette, by passing along an email with a link to MiracleShirt.com. Newspaper ads featured the miraculous shirt and the URL as well. Traffic rose 1,236% on the Gillette website as a result.

Summary
The Gillette Company enjoyed a position of dominance in men's toiletries, a broad category that included not only deodorants and antiperspirants but also such items as pre- and aftershave products. Deodorants and antiperspirants, however, remained the largest product categories in toiletries, with Gillette's Right Guard brand among the leaders. Gillette had attained its leadership in the market through a combination of new product development, technological innovation, and an expanding global presence.By the mid-1990s marketers of deodorants and antiperspirants were no longer emphasizing protection against odor but rather various aesthetic factors. New developments included products that were clear and that left no residue on clothing as well as protectants that were formulated to glide on easily. This new approach in product development and marketing came at a time when sales of antiperspirants and deodorants had begun to stagnate, a sign that the market was saturated.With the advent of clear gels and sticks, however, the market began growing again. Not unexpectedly, industry leader Gillette was in the forefront of the growth. Seeking continuity in its marketing, it rolled out its clear stick and clear gel products under the banner of its long-running "Anything Else Would Be Uncivilized" campaign, using famous athletes in unlikely situations to promote the new items. Although response to the campaign was mixed, Gillette was able to maintain and even improve upon its market share.

Summary
Gary Grossman, president of Innovation and Development Inc., discusses product and packaging innovation in the context of the U.S. deodorant market and the development of Gillette Clear Gel. He describes the vital role of consumer research in determining their needs, and using consumer creativity to generate new ideas for formulation and pack engineering.

Summary
This paper details a practical example of Capitalizing (TM), a research tool with an innovative method that estimates the brand's contribution to the market share and to the price of a product (or service). This application has been implemented for Gillette on the occasion of M3 Power's product launch (a razor with a battery-powered shaving system). The conceptual environment of Capitalizing will be reviewed, and the objectives of the Gillette case study presented with the questioning method and final results. The paper concludes with the method's strengths and its contribution to brand equity management.

Summary
This paper deals with the media multiplier effect. The effects of four campaigns were studied for the first time in Finland with a methology that uses the possibility of ad exposure as a starting point. The comparisons of ad effectiveness were made between two groups: those who were exposed to only TV advertising and those who were exposed to both magazine and TV advertising. The results of all the four cases studied logically support the findings of international research: magazines enhance the success of a campaign. The effect of magazines is very clearly demonstrated in brand awareness, brand/product attributes and willingness to buy.

Summary
Case study illustrating the use of point-of-purchase (POP) advertising in a new global product launch: Gillette's Mach 3 razor. Development of the product and marketing plan briefly described. POP strategy and selection process described. Releasing limited information pre-launch as `strictly confidential' helped retailer anticipation to grow (this was a new tactic in launching consumer products). Launch across distribution channels and role of the sales force described. Global co-ordination was mandatory. The brand remains a category leader after highly successful launch, showing the value of careful control and co-ordination.

Summary
The paper examines the campaign Landowne Marketing devised for shaver manufacturers Braun in 1979/80 to develop brand awareness among dry and wet shavers and to improve Braun's image, by focusing on the quality, reliability and value of the product - particularly to gain market share from main rivals, Philips. In that year, Braun's unit sales rose by 33%, market share by 7 percentage points to 30%, and attitudes improved. The role of advertising is not easy to quantify but the results of the campaign seem to indicate that the objectives were achieved, at a much lower media expenditure than expected.