Procter & Gamble : Responsible For Producing A Good Percentage Essay

Procter & Gamble : Responsible For Producing A Good Percentage Essay

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Procter & Gamble are responsible for producing a good percentage of the world’s best-known brands of household needs, health care, personal care, and baby care. Consisting of 25 brands, each an annual revenue of $1 billion, and an additional 15 brands that pull in $500 million annually, Procter & Gamble overall makes $84 billion each year through both brick-and-mortar stores and online stores in 180 nations. As Procter & Gamble’s products are virtually all convenience-related, distribution market coverage is widely used by the firm. Their products are carried amongst supermarkets, drug stores, and other similar franchises. Because of limited space on store shelves, not all products can be available at the same time. As a result, Procter & Gamble’s products compete for space not just with other rival firm brands but also the store brands themselves. Ways that Procter & Gamble rectified this issue is (as an example) making a distribution agreement(s) with companies like Sam’s Club to make Duracell batteries the only national brand of batteries in those stores. With limited back-room storage space, Procter & Gamble prioritize those stores with more frequent deliveries to ensure stock is kept at an all-time high. Procter & Gamble is known to acquire other firms such as Gillette to increase the range of available products for wider distribution in emerging markets such as India and Brazil. Procter & Gamble is recently experimenting with online channels for some of its everyday products; teaming up with online retailers to create posters with quick response (QR) codes for customers to scan on their smartphones in busy downtown areas. Another tactic is using virtual stores on buses for customers to shop while waiting on the bus ride. Am...

... middle of paper ... drive down to the local store for convenience products for immediate gratification without having to wait a mere two days for the products to arrive. Additionally, not having directly control over the trucking companies could harm the firm’s reputation of trying to go green if the trucking companies are discovered to have violated the agreement of not switching to compressed natural gas to save their own costs.

My recommendations for P&G is to keep focusing on retail stores for its goods without becoming overly reliant on online sales. While they help, a convenience product is just that: Convenient and should be readily available in the local area to acquire for the home in less than a day or even a few hours. Lastly, P&G is already handling the trucking issue (Question 3) by switching over to railroad transport to minimize the use of long-distance truck routes.

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