nnati Enquirer, citing his own reluctance to switch from Gillette's Sensor to its Mach 3 when it was introduced in 1998. He noted, however, that his 33-year-old son made the move almost immediately after Gillette introduced the Mach 3(Shaving, 2005)."
             The industry analysts believe that the way to keep younger men trading up into the more expensive razors is going to be through advertising and marketing.
             In addition marketing campaigns will also be aimed at the women's razor market to get them to also begin trading up into the more expensive products.
             Recent figures for Gillette are promising. The razor cartridges alone are showing profits across the board.
             Dollar Sales Total * $735 mil. (+4.2%)
             Unit Sales Total * 73.1 mil. (-1.4%)
             Drug stores 23.9 mil. (+1.6%) (Shaving, 2005)"
             When looking at the future of Gillette it becomes evident that marketing and promotional campaigns are the answer for some of the industry's more recent concerns(Abelson, 2005).
             With the merger between Gillette and Proctor and Gamble 53 of Gillette's 135 high level managers have departed.
             The merger which was rubber stamped by federal authorities in October will mean a 6,000 job cut for Gillette as the two companies combine work forces. To combat the negative public opinion about job loss the company is planning an all out marketing and promotional campaign to raise awareness about the razor division and attract and retain new razor customers.
             Gillette currently employees close to 45,000 people and holds a net sale of 10.1 billion worldwide. The company operates in 23 nations across the globe.
             While Gillette produces products for men, women and children, its current primary target market is men and women between 20 and 45 who need razors and shaving products. The firm is attempting to build a loyal customer base by introducing bigger, better and more expensive razors and shaving products wi...