product portfolios diverse day by day and using different marketing and promotional strategies to increase their market share. In the market many substitutes are available for products at cheaper prices. This is specially affecting the strategy of P & G Due to recession‚ the consumer spending has decreased globally. Also‚ the prices for raw materials are increasing so cost to the company is increasing. Government interventions in developing markets WEAKNESSES The large scale operations of the
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1. Nature of product/service P&G is an American multinational consumer goods company‚ founded in 1837‚ it headquartered in downtown Cincinnati‚ Ohio‚ USA. Its products include household care‚ beauty‚ grooming‚ and personal health care —and are household names around the world‚ including Pampers‚ Gillette‚ Tide‚ Ariel‚ Downy‚ Pantene‚ Head & Shoulders‚ Olay‚ Oral-B‚ Crest‚ Dawn. P&G is the world’s largest and most profitable consumer packaged goods company‚ with nearly $84 billion in sales and more
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fabric and home care and also snacks and coffee products. The business of P&G is done globally ever since the nineteenth century. Although the nature of business has some similarly by its competitors‚ it has a strong brand name and had created brand awareness among people around the world. Thus‚ the business had sustained its competitive advantage among its competitors. Four of P&G ’s latest product developments have used P&G ’s research expertise to satisfy new consumer needs in the fabric care‚ cleaning
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The World Leader in Enterprise Marketing Management How P&G Leverages Its Scale In Ways Competitors Don’t Fully Appreciate www.emmgroup.net How P&G Leverages Its Scale In Ways That Competitors Don’t Fully Appreciate Contents Executive Summary Leveraging Scale With the Retail Trade Use Corporate-funded Projects to Leverage Scale Leverage Scale With Specific Consumer Cohorts Systemic Strategies That Use Scale to Overcome Inertia Conclusion – Scale With Fewer People; Scale at Every Juncture
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reasons for the initial failure of P&G in Japan. In the year of 1973 Procter and Gamble (P&G) entered the Japanese market‚ until the 1987 P&G was losing a lot of money. Why? Mostly because they didn’t thought about cultural differences. A company just can’t apply everywhere in the world the same products‚ managers‚ sales methods and strategies. Companies have to adjust their ‘working culture’ to the country where they are cooperating. In the case of P&G the following things went wrong:
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Japan SWOT Analysis Strengths: Economy- Economy has a long term positive impact on Japan‚ which will add to its value. The qualitative factor of economy will lead to a decrease in costs for Japan Japanese Biotechology- Hard working People- Sophisticated consumers with high purchasing power- They help Japan set trends and utilize latest technology. These customers tend to appreciate fashionable‚ name brand items that allow luxury goods makers to use their profits and knowledge of the
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Moneycontrol.com Wed‚ Dec 02‚ 2009 at 17:42 FMCG battle: P&G turns up the heat‚ launches 2 products Global giant Procter and Gamble (P&G) has stirred the FMCG (Fast Moving Consumer Goods) market in India by launching two products in the mass and mid segment. What could be the impact of this move and can we expect another round of price war between Hindustan Unilever (HUL) and P&G‚ CNBC-TV18’s Tanvi Shukla answers. Detergents Stabilize Membrane Proteins Zitterionic‚ Non/Anionic
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1. (a) Give examples of how political-legal forces and technological forces have presented an opportunity or a threat to a particular industry or business organization. Political –legal forces are the most important factor in both opportunity and threat on an industry. Hence‚ both political legal forced and technological forces are a key factor in determining the mechanics of an industry. First of all‚ political legal factors determine the entry and exit barriers. Thus‚ if they were favorable;
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points to end the Joint Venture are as follows. 1. P&GG would become a fully owned subsidiary of P&G with Godrej selling it’s 49% stake to P&G. 2. P&G would retain most of the sales force and the distribution network which most of the sales force and distribution network which P&GG acquired from Godrej soaps. 3. The soap brands of Godrej which had been licensed to P&G would revert to Godrej soaps. 4. P&G would retain the detergent and scourer brands it had
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Strategic Locations Proctor & Gamble took time in deciding where to locate both their regional headquarters and the perfume plant in Singapore. P&G decided to place the perfume plant along the coastal part of the country in Tuas‚ Singapore (Moneycontrol.com‚ 2008). The plant operates on a just in time process. The plant receives raw materials only as they need it and send out supplies to the main manufacturing plants to be used in the products only as they need it. By being along the coast it is
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