PG Strategic Management
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Transcript of PG Strategic Management
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Touching Lives, Improving Life
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INTRODUCTION
• Founded in 1837 by William Procter and James Gamble• Is an American multinational consumer goods company• Has a revenue of US$ 84.17 billion and net income
of US$ 11.31 billion• Total number of brands – 300• Operating in 180 countries• Headquartered in Downtown, Cincinnati, Ohio, United States
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HISTORY
• Procter’s candle making company merged with Gamble’s soap making business in 1837
• First company in US to offer a profit sharing program for its employees
• First to create a Market Research department• The invention of electric bulbs, ceased the production
of candles • P&G started supplying soaps to the soldiers in mass
quantities• Gave an opportunity to return to
the market again
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VISION & MISSION “Be, and be recognised as, the best consumer
products and services company in the world.”
“ We will provide branded products and services of superior quality and value that improve the lives of the world’s customers, now and generation to come.”
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Company Product Portfolio
• Products sold in > 180 Countries• On the ground operations in 80 countries• Organized into 2 Global Business Units (GBU’s)
Health Care
Grooming
Beauty
Beauty & Grooming
Fabric and Home Care
Baby and Family Care
Snacks and Pet Care
Household Care&
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SWOT ANALYSISStrengths • Powerful collection of well-known brands
• Massive world-wide distribution network
• Impressive and historically successful R&D efforts
Weaknesses• Focus on high-end of the market
• Growth hard to achieve for such a large and diversified
portfolio, particularly in mature product categories
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Opportunities • Growth of the middle class in developing markets
Threats
• Fierce competitive landscape, with well-heeled participants like DABUR and HUL
• Often unstable economies and political structures in emerging markets
• Consumer price sensitivity, particularly in emerging markets.
• Raw material cost increases
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PORTER’S FIVE FORCES MODEL
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Intensity of Rivals
• The intensity of rivalry is very high in this industry.
• P&G has several strong competitors like Amway corporation, Colgate-Palmolive, Unilever, Kimberly-Clark, Johnson & Johnson
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Threat of new entrants
• The enormous amount of products that are distributed under Procter & Gamble’s name creates a challenge for new entrants.
• Since the P&G possess a significant amount of market shares around the world, a potential competitor that lacks large sums of capital for heavy marketing, R&D, would hardly be able to effectively compete
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Bargaining Power of Buyers
• P&G is heavily dependent on Wal-Mart and its affiliates for generating a major part of its revenue.
• Sales to Wal-Mart and its affiliates have represented approximately 15% of its total revenue since 2006 thus creating the “ Wal-Mart Effect”.
• High dependence upon Wal-Mart reduces the bargaining power of P&G. Wal-Mart could use its bargaining power to impose unfavorable terms of the company
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Bargaining Power of Suppliers
• P&G has a codependent relationship with most of its suppliers. Suppliers of materials also need key customers like P&G for profitable revenue generation and will vary likely have little bargaining power because of its small size
• P&G can use its tremendous size and large amounts of available cash to its advantage during this current credit crisis
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Threat of Substitutes
• This is substantial number of substitutes for all of P&G’s product offerings, creating an intense competitive environment
• In order to differentiate itself, the P&G must continue to provide new, cutting-edge and innovative products and branding to the customer
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CORPORATE STRATEGY
• Strengthening Core Business– Top 20 in Household Care and 20 in beauty &
grooming• Improving Productivity and Creating cost-Saving
Culture– Reduction of 5700 non-manufacturing overhead
positions in 2013• Strengthening Innovation Program– Dedicating R&D resources and funding to develop
new innovations
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STRATEGIC FOCUS
• Focus on company’s core markets such as the US, to strengthen and grow these businesses
• Focus on company’s developing market investments on the categories and countries with the largest size of price and highest likelihood of winning
• Focus on portfolio, allocating resources to businesses where company can create disproportionate value
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INITIAL STRATEGIES BY P&G
• 1998,P&G faced losses and EPS fell below 14% to 15 %
• Revenue growth rate which varied from 1.4% to 5% during 1995 to 1999,was also below P&G’s internal target of 7%.
• To deal with this situation DURK JAGER was appointed as CEO.
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Durk Jager introduced the foll. Strategies- • Corporate restructuring program ––Global Business Units:-• Earlier there was 4 business units based on
geographical regions to seven GBUs based on global product line
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• Market Development Organisations:-– P&G established eight MDOs
• Global Business Services:-– overhead functions such as HR, Operations, etc.
were centralised• Corporate Functions:-– most of the corporate function were transferred to
one of the new business units.• Company culture:-– P&G redesigned reward systems and training
programs to improve result orientation among employees.
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• Secondly, focus was on cost reduction– P&G reduced the work force approx 10000 by
2004• Thirdly, for employee retainment– P&G adopted strategies like pension policy,
career development programs etc.• Fourthly, P&G focused taking new initiatives in
underdeveloped markets.
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• In 2000 ,Alan George Lafley became the CEO.
• Under Lafley, strategies were changed according to upcoming competitive environment.
• During 2000-2005, company strategies changed from taking initiatives in underdeveloped market to focusing on big countries and big products.
• Priority was given to best selling brands
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• More cost reduction was done around 9600 workforce was reduced
• Company focused on acquisitions to have big brands under P&G umbrella
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CURRENT STRATEGIES
• Expanding by Acquisition• Heavy ads- Marketing Strategy• Supply Chain Strategy• Heavy R&D and Innovation Strategy
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SUPPLY CHAIN STRATEGY
• The major supply chain initiatives were:– Collaborative Planning Forecasting and
Replenishment (CPFR)– Consumer Driven Supply Network
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CSDN• P&G decided to have a connection between actual
sales and supply chain process• Paradigm shift in viewing supply chain management
from forecast driven to actual demand driven • Supply Network instead of supply chain because of
information flow in all directions• This operating strategy is called as Consumer Driven
Supply Network• P&G used CSDN to create a responsive supply chain
that would produce and supply products as per demand at the customer level
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EXPANDING BY ACQUISITION
• Between 1905-2010, P&G invested in 34 acquisitions
• In 2005, P&G acquired Gillette, making it the biggest acquisition in company history
• This enabled P&G to go from having 16 to 21 “superbrands”
• Acquired Natura and Nioxin, which were leaders in pet products and hair care
• Some of the biggest acquisitions are • Charmin, Clorox, Crush, Revlon, and Gillette
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MARKETING STRATEGY
• P&G spends 15% of their sales on advertising beating all of their competitors
• P&G was named “2008 Advertiser of the Year” by Cannes International Advertising Festival
• In 2014, P&G has decided to invest almost one-third of its media spending in Digital, Social and Mobile platforms
• Focus is to improve marketing efficiency through clearer messages and better
targeting
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Distribution Strategy
• Intensive Distribution strategy
• Introduced “Project Golden Eye”– Reducing the number of
distributors– Providing better ROI to the
distributors– Better Infrastructure– Cost Saving– Large Investment in
Advertising
Customers
Retailers/Wholesalers/Distributors
Marketing Agents – State wise
Manufacturers (P&G India)
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Promotion Strategy
• P&G insists on Pull Strategy• Heavy advertising and media pioneer• Advertising Creativity• P&G-A click mortar company• Coupons
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Pricing Strategy
• P&G adjusts their pricing according to different types of customers and situations
• P&G adopted different pricing strategies like: – Optional Features strategy– Product-line pricing – Cost-plus pricing– Competitive pricing – Distribution pricing
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INNOVATION STRATEGY
• P&G spends about US$ 2 billion a year in R&D with 8000 employees in 26 labs around the world
• P&G conducts most of its new product development in R&D labs
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Connect & Develop
• P&G’s version of Open Innovation
• P&G’s internal global team is dedicated to empower the concept of C+D
• Connects innovators with the P&G’s needs, allowing anyone to submit their ideas to the company
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Growth Factory
• The problem of Growth-– Only 15% of innovation projects were meeting the success targets
• Innovation Assembly Lines-– Sustaining Innovation– Disruptive Innovation– Transformative Innovation– Commercial Innovation
• Small Bets Labs- – tapping into university research for potentially transformative
innovation. Eg-Tide Dry Cleaners• Innovation Transformation
– This resulted in 15% to 50% improvement in its innovation success rate
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Presented By:Arkaprava SadhuK GauravKushagra ShuklaPrateek BhargavaPrateek SorteSourabh VerdiaVibhor Shukla