Gillette Case questions: The traditional path of a new innovation is development in wealthy Western countries, where plenty of capital is available for investment into research and development, followed by the innovation being sold to customers in low income countries. Reverse innovation flips the process around, beginning with the development of an innovation in a low-income country. For the Guard, Gillette began with a price that customers would be willing to pay, and then it built the features around the price. The ultimate question of the case is whether Gillette should complete the reverse innovation process. 1) Describe the razor-and-blades business model. Does Gillette compete on price, quality, best value? Does Gillette engage in a diversification or a single-product strategy? 2) What is Gillettes competitive advantage? 3) How and why do razor consumers in the US differ from those in India? a. How are demographics different? What is the potential market for male shavers in India? Provide the math behind your calculation. 4) How did Gillettes product development process differ for the Gillette Guard as compared to its previous product development process? 5) Should Gillette release the Gillette Guard in the US? If it does, who will lose market share in the U.S.? Perform a competitive strength assessment to support your analysis. 6) Should it launch the product in other low income countries? Which ones seem like the best fit?