Marketing for low income people (Gillette Vs Nivea) Research Paper

Marketing for low income people (Gillette Vs Nivea) - Research Paper Example Nivea brand is one of the famous skin and beauty brands in the globe due to its intense and cultivating marketing strategies. The advancement of the brand is attributed to its extensive ranges of products worldwide like the moisturizers, deodorants, and shower products. These brands have magnificent appeals to both segments, especially the high income segment of customers, yet Nivea products sell across all segments. On the other hand, Gillette has evolved its marketing strategies approaches over the past few years to establish a more consumer-focused approach. The company has successfully installed brand confidence among the increasingly skeptical male consumer base in the world. Acquisition of new customers often results from the implementation of a product strategy. Products attract new customers by offering new features, eliminating old problems, and solving different needs. Products will be matched with viable market segments. Product development is a marketing strategy in which new goods and services are developed and then added to current lines (Bergh & Behrer, 2013). These are marketed to existing customers. Product diversification occurs when new goods and services are created for new market segments not currently served by the company. Unmet needs, cultural trends, and other developments lead to development and diversification strategies. Recent cultural trends associated with diet have led to new food products, while the desire for connectivity has been associated with the creation of new electronic devices. One key to developing products is following through with a well-designed plan of implementation that brings the whole company into the process. Product improvements solve specific problems. Many products have been made smaller, faster, more efficient, and more user-friendly over the years. Product improvements may help firm capture new customers and acquire competitors’ customers