The objective of this paper is to conduct a strategic analysis of Procter & Gamble (P&G) who is a global leader in the manufacturing and marketing of consumer products. The main focus is on the domestic cleaning products industry in which P&G is a market leader. P&G’s business segment related to this industry is the Fabric and Household Care segment. A number of strategic analysis tools were used to conduct the analysis which will lead to suggestions and recommendations of alternative available strategies that will suit the company.
Overview of P&G:
P&G, headquartered in Cincinnati, Ohio is America’s largest multinational manufacturers and distributor of consumer goods to second place competitor Unilever. The Procter & Gamble Company (P&G), incorporated in May, 1905, is focused on providing consumer packaged goods. The company was founded back in 1837 by two brothers-in-law, William Procter and James Gamble. William a candle maker and James, a soap maker joined forces after they married the Norris sisters. They shared a common need for raw material and established their partnership based on this and financial difficulties which they had at the time. The company has grown astronomically over the years through diversification into different product lines and acquisitions of other companies. The company first branched into the area of household care in 1946 when it introduced the laundry detergent Tide.
The company made its first million in 1859. In 2013 it had sales of $84.2 billion showing the company has grown astronomically over the years. (1) Currently, its products are sold in more than 180 countries worldwide reaching 4.8 billion people. It conducts this primarily through mass merchandisers, grocery stores, pha...
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Clorox Company (Clorox) is a company with publicly-traded shares and it has operations in four different sectors; Household, Cleaning, International and Lifestyle. Clorox’s main products include Healthlink, Clorox Healthcare, Green Works and Pine-Sol products among others. In this research paper, a strategic assessment and organizational analysis of Clorox Company is carried out. The organizational analysis covers financial position, industry and competitors, organization situation and strategic recommendations from a managerial perspective.
William Wrigley is the founder of the Wrigley Company which is currently traded on the S&P 500. It is also considered one of the great American success stories about a man, a dream, with the ambition and perseverance to see a dream turn into reality. William born entrepreneur with a keen sense for identifying opportunities and maximizing where others only saw risk. Some of Wrigley’s competitors at the time were the Hershey Company, Cadbury Schweppes, and Tootsie Roll Industries Inc. William Wrigley Jr. directed all of his energies toward producing his own line of chewing gums. In the beginning he himself created “two of the company’s earliest products - Sweet Sixteen Orange and Lotta Gum —revolutionized chewing gum’s appeal, spreading interest to the youth market and then to the public at large” (Wrigley, 2014)
The Clorox Company purchased Kingsford in 1973. Kingsford became one of the largest product groups within Clorox’s portfolio by 2000. Charcoal also represented a large percentage of Clorox’s revenues and net income. Therefore, a change in growth of the charcoal market would have a significant direct impact on Clorox’s annual sales and net earnings. Since the 1980’s Kingsford enjoyed growth in revenues ranging from a 1-3% increase each year. The charcoal industry had also experienced a steady growth as a whole. However, during the summer of 2000 charcoal sales declined and Kingsford’s summer results were projected to be below target. Clorox must now rely on Kingsford’s improvements in sales and profits to re-establish the company’s growth objectives. The two brand managers Marcilie Smith Boyle and Allison Warren will be challenged with determining the causes of decline, the impact of altering Kingsford’s current pricing, advertising, promotion, and production methods, and developing recommendations to increase profits.
The Procter and Gamble Company. (2013, November 17). Company Strategy. Retrieved March 22, 2014, from http://www.pginvestor.com: http://www.pginvestor.com/GenPage.aspx?IID=4004124&GKP=208821
P&G was founded in 1837 by William Procter and James Gamble as a maker of soaps and candles. P&G was known in Corporate America as a company to be admired and imitated. In addition, it was envied for its profitability as well as strong brand name. P&G has a long standing reputation as having life long employees. This dedication and loyalty by P&G's employees created the notion that outside sources were unwelcome and all products and ideas must come from within, however, this is not the way of the future.
I think it is wise for the board of executives to take an active role in coming up with a system to evaluate their products. This evaluation system is considered a function strategy. In our text, it tells us that functional strategies consist of production procedures, advertising, product research, product development, personnel, economic, and support. (Coulter, K. 2013, p. 7) Due to the fact that Clorox has a wide range of products that are very diverse, it is important for them to evaluate them based on the current market. This strategy has allowed the company to evaluate the value of the products before resulting in a price increase or decrease. Clorox made a competitive strategy when they decided to go green. This was during the period when the company was going through leadership shift and the CEO thought
Proctor and Gamble was founded in Cincinnati, OH, by William Proctor and James Gamble in 1837. Initially the company was started to compete with the 14 other soap and candle makers already established in Cincinnati, but around the end of the century, Proctor and Gamble dropped candle manufacturing altogether to focus on soap production. By 1890, Proctor and Gamble had increased their production to over 30 different types of soap.
Procter and Gamble (P&G) and Colgate-Palmolive (C-P) are two of the largest consumer goods company in the world and have been in the industry since the 80s. The companies manufacture and market fast moving consumer goods (FMCG) such as household products, personal care and hygiene, targeting at various segments of consumers. Among the brands carried by P&G are Downy, Olay, Tide, Clairol and Bounty. Popular brands under C-P are Palmolive, Kleenex, and Colgate.
Relationships have been in place with two main groups in Singapore long before Proctor and Gamble ever decided to build a plant. The Economic Development Board and A*Star’s Institute for Materials Research and Engineering are the two main groups they have been involved with. Since Proctor and Gamble built these relationships before building a plant in Singapore they have thus established a strategic alliance with Singapore. The Economic Development Board and A*Star’s Institute for Materials Research and Engineering have come together with Proctor and Gamble to share resources and complete a project. Proctor and Gamble benefit from setting up a strategic alliance with A*Star by getting the privilege of looking at IMRE’s innovative research (Moneycontrol.com, 2008). In return for this preferential treatment, P&G shares its new innovations with A*Star’s IMRE (Moneycontrol.com, 2008).
Once America’s most innovative consumer products company, Procter and Gamble (P&G) started by selling soaps and candles in a small Cincinnati storefront in 1837 (Procter and Gamble, 2008). After a hundred and seventy-one years P&G has grown to over one hundred household brands in over eighty countries (Markels 2006). Their products range from air fresheners to prescription drugs. However, as P&G headed into the twenty-first century they announced that they would not be meeting their 1st quarter earnings forecast [Lafley, 2003]. Revenue margins were dropping and P&G was quickly losing market share to Kimberly Clark and Johnson & Johnson. After missed earnings P&G’s stock price fell from $59.18 to $26.50 between January 2000 and March 2000 (PG). Upset, the board of directors pressured then CEO Durk Jager to resign after a lack luster attempt at turning P&G around and replaced him A.G Lafley, an unproven CEO, whom analysts felt lacked the experience to give P&G a much needed clean up (Lafley, 2003).
The task of this assignment is to complete a competitive analysis of two of the largest competitors in the industry of chosen study. This researcher’s chosen field is the Car Wash industry. Unlike many industries, the Car Wash industry does not have dominant players or franchise names that rule across the country. Unlike other automobile related industries such as oil change (Rapid Oil Change), tires and batteries (Goodyear), and auto parts retailers (NAPA), where these types of name players may have thousands of locations throughout the country, there are no big name players in the Car Wash industry. Although there are companies that own and operate multiple car wash facilities, most of these multi-location owners operate multiple locations throughout a metropolitan or regional area and their overall location totals are nominal. Since there is a lack of dominant competitors to analyze, this researcher will focus on an analysis between the two main categories of car wash ownership: full service vs. unattended operations.
...d to learn from the chess game in terms of the ground rules and specific strategic management points of views. There are three common strategic principles and management expertises that the corporations need to be aware of and follow. First of all, it is highly advisable for them to conduct a macro environment evaluation through resorting to the PESTLE Analysis and the Porter’s Five Forces Model. Second, it is of significance to carry out self evaluation analysis with a view to better understanding the firms’ own advantages and capabilities through using SWOT Analysis. Last but not least, the corporation is advisable to conduct an all rounded competitor analysis in order to gain a detailed acknowledgement of the current circumstance possessed by the major competitors so as to assist them to generate a better corresponding strategies in the future business operation.
By using this structured analysis, firms can more easily evaluate the attractiveness of an industry and gain a complete overview of all relevant competitive factors that have to be considered in the process of establishment. It helps to better understand the present market structure and to evaluate as a consequence of that external threats and opportunities. Unfortunately, the analysis established by Porter is not a guarantee for success and above that, it is often accused for limitations, lack of considerations and inoperative outcomes. The non-observance of a collaborative economic behaviour and of governmental influence, the inflexibility of the model and furthermore lack of application to rapidly changing market conditions are major limitations that have to be considered.
Have a very long history over 140 years Operated factories in 77 countries in all six continents, a truly global company Considered the innovation leader in the global food and nutrition sector with 3500scientists in company R&D network Offering thousands of local products, research and development capabilities.
Procter & Gamble looks to capitalize on its core competencies to gain a competitive advantage over its rivals. So far, P&G has demonstrated its competencies in: Consumer Understanding, Innovation, Brand-Building, Go-to Market Capabilities and Scale.