Based on the provided IFE score of 3.31 and EFE score of 3.56 for P&G, the IE Matrix analysis would place P&G in Cell II of the matrix, which is the "Grow and Build" quadrant. This suggests that P&G has relatively strong internal factors based on the IFE score, and also faces favorable external opportunities based on the EFE score. The "Grow and Build" strategy recommended for Cell II would be to leverage P&G's strengths to capitalize on external opportunities through aggressive investment and expansion strategies.

2. By
Ranjit

3. Procter & Gamble (P&G) is a Fortune 500 American
multinational corporation headquartered in downtown
Cincinnati, Ohio and manufactures a wide range of
consumer goods.
 Founded 1837
 Headquarters Cincinnati, Ohio, U.S.
 Area served Worldwide
 Key people Bob McDonald (Chairman,
President and CEO)
 Revenue US$ 82.56 billion (FY 2011)
 Operating income US$ 15.818 billion (FY 2011)
 Net income US$ 11.797 billion (FY 2011)
 Employees 127,000 (2010)

4.  William Procter, a candlemaker, and James Gamble, a
soapmaker, immigrated from England and Ireland
respectively.
 Sold in 160 countries
 Manufacturing in 130 conutries
 About 300 products
 spends nearly $2 billion annually on R&D
 In January 2005 P&G announced an acquisition of Gillette,
forming the largest consumer goods company and
placing Unilever into second place.
 Competitors : JNJ, KMB, ITC, HUL
 Global Business Units
› Beauty segment
› Grooming segment
› Health Care segment
› Snacks & Pet Care segment
› Fabric Care & Home Care segment
› Baby Care & Family Home Care segment

7.  Value Chain Analysis is a process that
starts from the acquisition of raw
materials to actual physical products
sold by the company
 Increase Competitive Advantage
 Determines strategic benefits

8.  Inbound Logistics / SCM
› Moments of truth
 1. consumer comes to buy
 2. satisfaction after consuming
 Operations
› MDO – Market Dev Org & GBS – Global Bus Serv
 Outbound Logistics / Distribution
 Cross decking, efficient planning
 Marketing & Sales
› 23 brands more than $ 1 billion
› Signals and Responses
 Service
› More than $100 million in ADs
› 5000 key retailers & 30000 key suppliers

9.  Firm Infrastructure
› R&D
› 25000 patents, more 7500 Ph.Ds in 71
countries
› Approx 4% of sales
 Human Resource Management
› I.D.Systems - Vehicle Mgmt Systems
 Technology
 Procurement

11.  Life Cycle Assessment (LCA) is a tool used to
evaluate the potential environmental impact
of a product, process or activity throughout its
entire life cycle by quantifying the use of
resources ("inputs" such as energy, raw
materials, water) and environmental emissions
("outputs" to air, water and soil) associated with
the system that is being evaluated.
 Two types of systems of particular interest to
P&G are
› the life cycle of a product (such as a detergent) or
› an activity (such as washing clothes).

12.  Procter & Gamble complies with ISO 14040
 Procter & Gamble has used Life Cycle Assessment to
guide decision making since the late 1980s. In the last
decade, Procter & Gamble has adopted ISO 14040
standards for LCA.
 Managers at P&G routinely use LCA approaches to:
› Analyse products from a system-wide, functional unit point of
view in a consistent, transparent and reproducible manner in
order to: guide choices of raw materials, guide product
innovation and design packaging with lower impact,
› Analyse the energy and resource use in the detergent system,
› Analyse various emissions, wastes, and resources using
environmental themes,
› Identify what parameters are most likely to be significant to
monitor and control,
› Identify opportunities for improving overall system performance,
and
› Benchmark the product over time and report progress.

13.  By
Sachin

15.  Low because of:
 Enormous amount of product (14 Categories)
 Extensive Distribution Channel
 Huge capital Investment
 Economies of Scale
 Brand Power
 Low switching cost
Note: Niche marketing firm can be a threat.

16.  Moderate because of:
 High brand value
 Less threat of backward integration
 Less threat of forward integration
 Less switching cost

17.  Limited because of:
 Codependent relationship
 P & G as a Key customer
 Market share & growth rate ( more than 20
% overall growth for 2010)

18.  High because:
 Low involvement products
 Competitor’s offerings with almost same
price & quality
 Low switching cost
Eg. – Surf Excel & Ariel

19.  High because:
 Presence of strong competitors like HUL, ITC
& Colgate – Palmolive, J & J in different
markets
 Low switching cost

20.  By
Mitali

21. SWOT Analysis
Strength Threats
» Market share » Price competition in family care and
» Brand image coffee categories
» Diversified products » Rising commodity prices, media
» Unique organizational chart fragmentation
» Global business Services » Global economic
» Market Development » Political disruption
organization » Government regulation
» Product availability » Strong Competitors
» Unique and Innovative » New Entrant
products » Cultural Norms & Values
» Brand conscious
» High quality products
Weaknesses Opportunities
» Merger » Expand market to other countries
» High prices » Reconsider target market
» Massy infrastructure » Buy shares to increase assets
» Decreasing sales » Launch competitive products
» Less advertisement » Use latest technology
» No Campaign for introducing » Develop distribution center in others
the products countries

22. Strengths Weakness
1. Market share 1. No Campaign for
2. Market Development introducing the
organization products
3. Brand image 2. High prices
4. Unique and Innovative 3. Decreasing sales
products
Opportunities 1. To enhance the 1. Enhance campaign
1. Use latest technology products through technologies
2. Expand market to other 2. Expanding into new 2. Seek more business by
countries market as being the lower prizes
3. Develop distribution market development 3. By increasing
center in others organization distribution centre they
countries 3. Stepping into market can increase there sells
development by using
brand name as a tool
Threats 1. Using brand name to 1. Lower prices to
1. Price competition in overcome pricing overcome political
family care and coffee competition instability
categories 2. Use uniqueness as a
2. Global economic tool to protect the
3. Political disruption economic environment

23. ITC Dabur P&G
Weighted Weighted
CSF's Weight Rating score Rating score Rating Weighted score
Market share 0.15 3 0.45 2 0.3 4 0.6
Consumer loyalty 0.1 3 0.3 4 0.4 4 0.4
Sales Distribution 0.08 3 0.24 4 0.32 3 0.24
Financial Position 0.09 4 0.36 3 0.27 3 0.27
Advertising 0.08 4 0.32 3 0.24 3 0.24
Product Quality 0.15 3 0.45 2 0.3 4 0.6
Management 0.06 4 0.24 3 0.18 3 0.18
Price
Competitiveness 0.15 3 0.45 2 0.3 3 0.45
Global Expansion 0.06 3 0.18 3 0.18 4 0.24
Org. Structure 0.08 4 0.32 2 0.16 4 0.32
1 3.31 2.65 3.54
Total

24.  By
Neeta

25. Key External Factors Weight Rating Weighted Scores
Opportunities
• Expand market to other countries 0.06 4 0.24
• Reconsider target market 0.07 3 0.21
• Buy shares of others shareholders from
all over the world for gaining more market share 0.05 4 0.2
• Launch competitive products 0.08 4 0.32
• Use latest technology 0.05 3 0.15
• Develop distribution center in others countries 0.04 2 0.08
Threats
• Price competition in family care and coffee
categories 0.07 4 0.28
• Rising commodity prices, media fragmentation 0.08 4 0.32
• Global economic 0.08 3 0.24
• Political disruption 0.09 4 0.36
• Government regulation 0.08 3 0.24
• Strong Competitors 0.09 4 0.36
• New Entrant 0.08 3 0.24
• Cultural Norms & Values 0.08 4 0.32
Total 1 3.56

26. Key Internal Factors Weight Rating Weighted Scores
Strength
• Market share 0.07 3 0.21
• Brand image 0.05 3 0.15
•Diversified products 0.06 4 0.24
•Unique organizational chart 0.06 3 0.18
•Global business Services 0.08 3 0.24
•Market Development organization 0.06 4 0.24
•Product availability 0.07 4 0.28
•Unique and Innovative products 0.06 4 0.24
•Brand conscious 0.06 2 0.12
•High quality products 0.05 2 0.1
Weaknesses
•Merger 0.07 2 0.14
•High prices 0.09 4 0.36
•Massy infrastructure 0.07 3 0.21
•Decreasing sales 0.05 4 0.2
•Less advertisement 0.05 4 0.2
•No Campaign for introducing the
products 0.05 4 0.2
Total 1 3.31

27.  By
Alekhya

28. FS Rank CA Rank ES Rank IS Rank
ROI 1 Market -2 Tech. -4 Growth 5
Share Changes Potential
Leverage 4 Product -1 Rate of -3 Profit 4
Quality Inflation Potential
Liquidity 5 PLC -3 Demand -5 Financial 3
Variability Stability
WC 3 Custom -4 Barriers to -2 Technologi 1
er Entry cal Know-
Loyalty how
Cash 2 Control -5 Competiti -1 Ease of 2
Flow over ve entry into
suppliers Pressure market
and
distribut
ors
Average 3 -3 -3 3

29.  ROI = (11797-71166)/71166= -0.83
 Liquidity = CA/CL = 21970/27293 = 0.804
 Leverage = D/E = (9981+22033)/68001 = 0.47
 Cash Flows
Source: P&G Annual Report

30.  CA+IS = -3+3 =0
 FS+ES = 3-3 =0

31.  Positions an organization’s various divisions in a
nine-cell display.
 Similar to BCG Matrix except the IE Matrix:
› Requires more information about the divisions
› Strategic implications of each matrix are different
 Based on two key dimensions
› The IFE total weighted scores on the x-axis
› The EFE total weighted scores on the y-axis
 Divided into three major regions
› Grow and build – Cells I, II, or IV
› Hold and maintain – Cells III, V, or VII
› Harvest or divest – Cells VI, VIII, or IX

32. EFE : 3.56
IFE : 3.31
Therefore it will come under GROW AND BUILD cell.