Gillette is seeing huge success with its shavers in its Indian market, but only after missing the mark its first time around. (Great read on market research re: Gillette product development for India.
|Scooped by Natsima Phurkwattanakul|
This article details how Gillette uses ethnography to access consumer insight to develop a new razor for India people, who have different culture and lifestyle from its current customers.
Gillette first launched its Vector razor in 2002 but was not successful. By testing the product on Indian students at Massachusetts Institute of Technology in Boston, where the company is located, instead of making a trip to India, Gillette failed to gain consumer insight.
Later in 2008, the company carried on ethnography by bringing people from the US headquarter to India for three weeks. They visited Indian residents, talked, observed and spent time with them. After careful study, the company gained the insight and learned how they shave. Indian people shave without electricity, running water and mirror. They also prefer not to cut themselves rather than having close shave as in the U.S. With this knowledge, the firm developed a new razor making it easier to use under these condition. Additionally, most components of the razor must be cut so that Gillette can sell at low price.
This highlights that fact that gaining consumer insight is necessary for the firm to sell certain product to the right customer under specific circumstances.