Winsor&Newton. N.p., 2011. Web. 30 Apr. 2014.
P & G is also a member of the US Global Leadership Coalition, a Washington, DC based coalition for over 400 majors companies & NGO's that advocates for a... ... middle of paper ... ...re chances of growth and development for the company which is clearly understood through the research done on the Ansoff’s matrix. P&G is much ahead of its competitors and has also won many honors in terms of offering quality and innovative products. The company’s products are also sold by wide variety of retailers around the world and also through many e stores that sells the product online. Finally the company has also got more expansion opportunities which is clearly understood through the Yips model of Internationalization. As the company continues to acquire international brands over the years and succeeds in offering quality and innovative based products to the people all over the world it tend to give a much better completion to its competitors and of course get a wider market share making its competitors give a tough time in the industry.
Last accessed 1st January 2014. Ryanair. (2012). Annual Report 2011. Available: http://www.ryanair.com/doc/investor/2011/Annual_Report_2011_Final.pdf.
"This merger is going to create the greatest consumer-products company in the world … It's a dream deal." Warren Buffett "This was two companies with great products, strong management and terrific business models coming together to create arguably the best consumer product company in the world" Michael Barbaro, Washington Post Introduction: The merger between Gillette and Procter and Gamble is indeed a strategic move on the part of both parties. It is a corporate marriage creating a union between male and female product lines; a contract valued at more than $55 billion dollars.  Commanding virtually the entire market, Gillette has been the world leader in the production of razors and other shaving products. In 2004, their global share of the razor market was 71.5%, nearly five times that of their nearest competitor.