panasonic
Creating Demand for the Razor No One Knew They Needed, OR WANTED.
Summary: To launch Panasonic’s Palm Razor, we didn’t just sell a product—we sparked curiosity. By redefining grooming through award-winning ergonomic design, five precision blades, and the credibility of a well-known actor, we turned an unseen need into a must-have desire among men who thought they’d seen it all.
Services Provided For This Project:
Target Audience Assessment
Consumer Insights
Strategy
Direct-to-Consumer
Digital Media Planning & Buying
Creative
Social Content
E-commerce
Ad Operations
Reporting Dashboards
Celebrity Talent
Panasonic didn’t ask us to launch another electric shaver—they asked us to create desire for a device men didn’t even know existed.
The Palm Razor was unlike anything in men’s grooming: a $330, palm-sized, Japanese-engineered design object with five hypoallergenic blades, a 70,000 cross-cuts-per-minute motor, and a body crafted from sustainable NAGORI® mineral material. It wasn’t built to win the “best shaver” search. It was built to be discovered, coveted, and collected.
That meant rejecting traditional grooming playbooks. We couldn’t chase men already in-market for razors, nor risk cannibalizing Panasonic’s flagship ARC5 and ARC6 models. Instead, we architected a new category—positioning Palm Razor closer to premium tech, design accessories, and luxury travel essentials than bathroom hardware.
Our target wasn’t the everyday shaver. It was the man who appreciates objects with intention: the design aficionado, the frequent traveler, the collector who owns more than one device and enjoys being asked, “What is that?”
With that audience in mind, we designed a launch rooted in intrigue, not interruption. We built environments of discovery—premium digital platforms, editorial-style storytelling, and creative that introduced the Palm Razor as a secret worth finding. A touch of Hollywood through actor Jesse Metcalfe added allure without overpowering the mystery. We leaned into impulse, aspiration, and pride of ownership, not utilitarian need.
The result was more than a product introduction—it was market invention. By refusing to compete with mass grooming giants and instead cultivating curiosity among high-intent early adopters, we gave Panasonic a new kind of win: not just sales, but cultural attention. The Palm Razor didn’t enter a category. It created one.
Behind Every Category or Client Logo Are Advertising Moves Powering Growth
