1. What is Procter&Gamble’s corporate strategy? Do the company’s businesses seem to be related or unrelated? Are Gillette’s businesses closely related to P&G’s businesses? How will a merger with Gillette result in a 1 + 1 = 3 effect for P&G? 2. How attractive are the industries/product categories in which P&G competes? What is the competitive strength of each of its business segments? Does Gillette seem to compete in attractive consumer segments? Are its business units strong in their respective
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Strategic Challenges 1 3. PESTLE Analysis 3 4. Five Forces Analysis 4 5. SWOT Analysis 6 6. Generic Strategy 8 7. Recommendations 9 8. Conclusion 10 9. Bibliography 11 1.0 Introduction For the fiscal year of 2010‚ Procter & Gamble witnessed an increase on net sales by 3% to $78.9 billion and a 4% increase in unit volume (Deloitte‚ 2010). Under the unfavourable environment of global recession‚ P&G has successfully retained positive increases since the Financial Crisis and
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First Published: Thu‚ Jul 04 2013. 10 58 AM IST P&G is betting Madhuri Dixit-Nene will help the company replicate the toothbrush market success in the toothpaste market as well. Updated: Fri‚ Jul 05 2013. 01 00 AM IST Mumbai: Procter and Gamble Co. (P&G) is betting on one of Bollywood’s most popular actors to help it break the dominance ofColgate Palmolive Co. and Hindustan Unilever Ltd‚ which together control 73% of India’s toothpaste market. The world’s biggest maker of consumer
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challengers’ strategic objective is to gain market share (to achieve profits and economics of scale) and to become the leader eventually. I will choose this strategy because there are market leaders which are: 1-Kimberly-Clark (Huggies) 2- Procter&Gamble (Pampers) These two brands achieved more than 70% of dollar market share for disposable diapers and training pants in the period from 1994 to 1997 While the company is the world’ sixth largest producer of disposable baby diapers and the third
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Old Spice is a prominent American brand of male grooming products. It is manufactured by Procter & Gamble‚ which acquired the brand in 1990 from the Shulton Company. Consumer is buying the product old spice on the basis of - BRAND Consumer has always preferred to the branded product for Personal Care‚ Old Spice brand is a very good choice because it comes under the house of Procter & Gamble (P&G). P & G is very known brand for the FMCG & Personal Care. PRICE Men in
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modestly successful‚ its customer base was very loyal‚ so Max Factor expanded the range‚ renaming it Max Factor SK-II. [2] Max Factor would flip through five different owners‚ each of whom ignored the SK-II product‚ until 1995‚ when current owner Procter and Gamble executive and brand manager A.G. Lafley was sent to Japan to overhaul P&G’s declining business in Asia. Lafley made several changes to the company‚ including several at Max Factor: Lafley discovered Japanese women disliked the brand‚ so
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. How is the Gillette Series being positioned with respect to (a) competitors‚ (b) the target market‚ (c) the product class‚ (d) price and quality? What other positioning possibilities are there? a. Premium to competition b. The Best a Man can Get" - not the most appropriate or cheap at all‚ but the most value added products‚ building on the popularity of sensor. c. Differentiated on functional attributes through innovation d. Price premium at an index of 110 to 120. There are many other
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International Case : Reengineering the Business Process at Procter & Gamble Procter & Gamble (P&G)‚ a multinational corporation known for products such as diapers‚ shampoo‚ soap‚ and toothpaste‚ was committed to improving value to the customer. Its products were sold through various channels‚ such as grocery retailers‚ wholesalers‚ mass merchandisers‚ and club stores. The flow of goods in the retail grocery channel was from the factory’s warehouse to the distributors’ warehouses before
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PROCTER & GAMBLE Always/Whisper Problem Procter & Gamble is faced with the decision to change the name of their feminine pad/napkin products from “Always” to “Whisper”. The Singapore operation increasingly depended on P&G Japan‚ which used Whisper since P&G was blocked from using Always. The strategies for name change come in three alternatives: (1) the name change would be introduced swiftly; (2) the name change could be phased in for different items at different times; and (3)
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explained through example. (Porter’s work is nothing short of excellent‚ but it is a heavy read.) Let’s briefly examine the household consumer-products industry by considering rival firms Clorox CLX‚ Kimberly-Clark KMB‚ ColgatePalmolive CL‚ and Procter & Gamble PG in terms of Porter’s five forces: Buyer Power. Consumer-products companies face weak buyer power because customers are fragmented and have little influence on price or product. But if we consider the buyers of consumer products to be retailers
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