Who owns gillette brand

Gillette TREO is the first of its kind, a unique razor we designed for caregivers and their loved ones. The razor shaves hair and protects the skin, thanks to its unique SkinGuard positioned between the blades. It works to minimize tug and pull and cut hair at skin level, helping to prevent irritation.

The Heated Razor by GilletteLabs activates and delivers instant warmth in less than one second at the push of a button and provides a noticeably more comfortable shave.

King Camp Gillette and his amazing razor were the first disruptors of the grooming category as well as the barbershop industry.

In Gillette's patent on the safety razor expired, but the company was ready for the change. Gillette also gave away razor handles as premiums with other products, developing customers for the more profitable blades.

Expansion and growth continued. The company also continued to expand abroad. More favorable publicity followed when the Paris office gave Charles Lindbergh a Gillette Gold Traveler set the day after he completed the first transatlantic flight.

By the end of the decade, Gillette faced its first major setback. Gaisman, filed suit for patent infringement after Gillette produced a new blade using a continuous-strip process similar to one originally presented to Gillette by Gaisman. Gillette resolved the suit by merging with Auto Strop, only to face another problem. Confidence in Gillette fell, as did its stock.

The crisis led to management reorganization. King Gillette resigned as nominal president, and died 14 months later at age Gaisman became the new chairman of Gillette and Gerard B. Lambert, son of the founder of the Lambert Pharmacal Company--makers of Listerine--and a former manager there, came out of retirement to become president of Gillette. Under Lambert, the Gillette Company made a bold advertising move: it admitted that the new blade it had brought out in was of poor quality. The company then announced what became its most recognizable product, the Gillette Blue Blade.

Made under Gaisman's strip-processing method, the Blue Blade promised uniformly high quality. The Blue Blade kept Gillette the leader in the field, but profits remained disappointing throughout the Great Depression, as men increasingly turned to bargain blades. Lambert resigned in without meeting his goal of improving earnings and without receiving compensation from the company. He was replaced by a former Auto Strop executive, Samuel C.

Stampleman, who had no more success. With profits at their lowest since , the board of directors appointed Joseph P. Spang Jr. Spang immediately restored the company's advertising budget, which had been cut to save money. Under this policy, Gillette's trademark sports advertising developed. Despite a short series, in which the Cincinnati Reds lost four straight games to the New York Yankees, sales of Gillette's World Series Special razor sets were more than four times company estimates.

This success encouraged more sports advertising. By the events Gillette sponsored were grouped together as the "Gillette Cavalcade of Sports. Spang attributed Gillette's continuing success to the sports advertising program, and sports programs remained an important vehicle for Gillette advertising.

During World War II foreign production and sales declined, but domestic production more than made up for those losses. Almost the entire production of razors and blades went to the military. In addition, Gillette manufactured fuel-control units for military-plane carburetors.

The backlog of civilian demand after the war led to consecutive record sales until During the profitable postwar period Spang began to broaden Gillette's product line.

The company had introduced Gillette Brushless shaving cream, its first, nonrazor, nonblade product, in In Spang began to diversify by acquiring other companies when he bought the Toni Company, a firm that made home permanents. In Spang purchased Paper Mate Company, a manufacturer of ballpoint pens. During the s Gillette faced a threat to its bread-and-butter product, the double-edged blade. Wilkinson had developed a polymer coating that made it possible to put an edge on stainless steel, which resists corrosion, increasing the number of shaves from a blade.

Two of Gillette's domestic competitors--Eversharp, which made Schick blades, and American Safety Razor--rushed versions of the stainless-steel blade onto the market. Gillette, the market leader, was left behind without a stainless-steel blade of its own to compete, and profits slumped in and Gillette recovered much of its market share through a simple strategy: developing a better blade and initiating an aggressive advertising campaign that emphasized quality.

After its own blade hit the market, Gillette's market share stabilized at percent, compared to percent before the challenge. Vincent C. Ziegler, head of the company's North American razor operation, had developed the razor-marketing strategy, and when Gillette reorganized on a product line basis in July , Ziegler was named president.

He took over as chairman of the board in The stainless-steel blade controversy taught Ziegler not to rely on one product. The consumer products giant gave two reasons for the write-down. First, the company said that currency devaluations since the carrying values were first established in played a significant role. Over the last decade, currency has hurt its global business. In countries like the United States, growing beards is more popular, leading fewer men to buy razors.

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