P&G outsourced several business services functions in the early 2000s. It partnered with Jones Lang LaSalle for facilities management in 2003, IBM for human resources services in 2003, and HP for IT infrastructure services in 2003. The partnerships aimed to reduce costs, improve efficiency, and allow P&G to focus on its core competencies. Benefits included standardized processes, improved service levels, cost reductions, and access to partners' expertise in non-core functions. P&G's outsourcing evolved from shared services centers to strategic alliance management with large partners.
This document provides an overview of Procter & Gamble (P&G) India. It discusses that P&G India is a subsidiary of the world's largest consumer goods company and was established in India in 1964. It serves over 650 million consumers in India with popular brands like Vicks, Ariel, Tide, Whisper, Olay, Gillette, Pampers, Oral-B, Head & Shoulders and Duracell. The document also summarizes P&G's supply chain management approaches, including Collaborative Planning Forecasting and Replenishment and Consumer Driven Supply Network, and how it has collaborated with retailers like Walmart.
Procter & Gamble uses an intensive distribution system in India to widely distribute its fast-moving consumer goods. It has manufacturing facilities in five areas of India and uses a network of state-wise marketing agents and redistribution stockists to supply retailers and stores. Products are first transported by ship and then truck fleets to distribution centers, and the company is investing in a more agile distribution network to optimize inventory levels.
P&G is the world's largest consumer goods company and operates in India through subsidiaries. To strengthen its presence in India and increase sales 20-fold by 2015, P&G India launched "Project 2-3-4" aiming to double users, triple spending per user, and quadruple net sales. P&G distributes products through a limited number of large distributors to extend reach across India in an efficient and high-volume manner.
The document discusses the evolving digital payments industry in India. It notes that digital payments are expected to reach $500 billion by 2020, accounting for 15% of GDP. Customer demand is driving companies to offer instant, one-touch payment solutions. The government's JAM Trinity initiative of Jan Dhan, Aadhaar, and mobile phones holds the key to transforming financial inclusion in India. Technology is projected to make payments simpler with merchant networks growing 10x by 2020 and driving consumption. Digital identity will help accelerate customer acquisition.
This document discusses requirements for designing the process for Pizza USA, a sit-down and take-out pizza restaurant. It provides background on the fast food industry and attributes important to customers and employees. These include accurate and timely delivery, modern packaging and tracking systems. The document outlines inputs, processes, storage and computer systems needed. Challenges of take-out services and considerations for delivery are presented. Process flow charts, Ishikawa diagrams and methods to ensure effective and mistake-proof delivery are discussed.
PepsiCo is an American multinational food and beverage corporation headquartered in New York. It was formed in 1965 through the merger of Pepsi-Cola and Frito-Lay. PepsiCo has 22 product lines that each generate over $1 billion in annual revenue. In 2012, PepsiCo reported annual net revenue of $43.3 billion. The company manages its inventory using techniques like FIFO and LIFO to reduce costs and downtime at production plants. PepsiCo also utilizes various transportation and logistics methods like private fleets and direct store delivery to distribute its products.
P&G transformed its supply chain from a linear chain to a responsive network through innovations like agent-based modeling, RFID technology, and strategic customer relationships. By simulating complex supply network interactions, P&G identified opportunities to reduce inventory 50% and save $300M annually with only a 1% investment. RFID implementation improved dock loading throughput by 40% and vendor-managed inventory with big customers like Walmart increased profits for both companies. Overall, P&G shifted from product to supply chain innovation to achieve strategic fit, responsiveness, and efficiency across 160 countries.
This document provides an overview of Procter & Gamble (P&G) India. It discusses that P&G India is a subsidiary of the world's largest consumer goods company and was established in India in 1964. It serves over 650 million consumers in India with popular brands like Vicks, Ariel, Tide, Whisper, Olay, Gillette, Pampers, Oral-B, Head & Shoulders and Duracell. The document also summarizes P&G's supply chain management approaches, including Collaborative Planning Forecasting and Replenishment and Consumer Driven Supply Network, and how it has collaborated with retailers like Walmart.
Procter & Gamble uses an intensive distribution system in India to widely distribute its fast-moving consumer goods. It has manufacturing facilities in five areas of India and uses a network of state-wise marketing agents and redistribution stockists to supply retailers and stores. Products are first transported by ship and then truck fleets to distribution centers, and the company is investing in a more agile distribution network to optimize inventory levels.
P&G is the world's largest consumer goods company and operates in India through subsidiaries. To strengthen its presence in India and increase sales 20-fold by 2015, P&G India launched "Project 2-3-4" aiming to double users, triple spending per user, and quadruple net sales. P&G distributes products through a limited number of large distributors to extend reach across India in an efficient and high-volume manner.
The document discusses the evolving digital payments industry in India. It notes that digital payments are expected to reach $500 billion by 2020, accounting for 15% of GDP. Customer demand is driving companies to offer instant, one-touch payment solutions. The government's JAM Trinity initiative of Jan Dhan, Aadhaar, and mobile phones holds the key to transforming financial inclusion in India. Technology is projected to make payments simpler with merchant networks growing 10x by 2020 and driving consumption. Digital identity will help accelerate customer acquisition.
This document discusses requirements for designing the process for Pizza USA, a sit-down and take-out pizza restaurant. It provides background on the fast food industry and attributes important to customers and employees. These include accurate and timely delivery, modern packaging and tracking systems. The document outlines inputs, processes, storage and computer systems needed. Challenges of take-out services and considerations for delivery are presented. Process flow charts, Ishikawa diagrams and methods to ensure effective and mistake-proof delivery are discussed.
PepsiCo is an American multinational food and beverage corporation headquartered in New York. It was formed in 1965 through the merger of Pepsi-Cola and Frito-Lay. PepsiCo has 22 product lines that each generate over $1 billion in annual revenue. In 2012, PepsiCo reported annual net revenue of $43.3 billion. The company manages its inventory using techniques like FIFO and LIFO to reduce costs and downtime at production plants. PepsiCo also utilizes various transportation and logistics methods like private fleets and direct store delivery to distribute its products.
P&G transformed its supply chain from a linear chain to a responsive network through innovations like agent-based modeling, RFID technology, and strategic customer relationships. By simulating complex supply network interactions, P&G identified opportunities to reduce inventory 50% and save $300M annually with only a 1% investment. RFID implementation improved dock loading throughput by 40% and vendor-managed inventory with big customers like Walmart increased profits for both companies. Overall, P&G shifted from product to supply chain innovation to achieve strategic fit, responsiveness, and efficiency across 160 countries.
Li & Fung is a supply chain management company headquartered in Hong Kong. It manages supply chains for global retailers and brands. The company has over 12,000 suppliers in more than 40 countries and employs over 14,000 staff worldwide. Li & Fung provides value-added services across entire supply chains, including sourcing, manufacturing, logistics and quality control. It has strategically shifted from a buying agent to a supply chain manager and virtual manufacturer through acquisitions and IT investments.
Unilever restructured its supply chain management practices to become more efficient. It reduced its brand portfolio from 1600 to 400 brands to focus on top brands. It also consolidated its 380 manufacturing plants down to 150 key factories. The restructuring involved changes to sourcing, distribution networks, and increased use of e-procurement and IT systems. The restructuring helped improve Unilever's operating margins and financial performance.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
In April 2013, Procter & Gamble (P&G), the world’s largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving suppliers the ability to receive discounted payments for their P&G receivables. Fibria Celulose, a Brazilian supplier of kraft pulp, joined the program in 2013 but was re-evaluating the costs and benefits of participating in the SCF program in the summer of 2015. The firm’s treasury group and its US country manager must decide whether to keep using the program and, if so, whether to keep their existing SCF banking relationship or start a new relationship with another global SCF bank.
The document outlines Procter & Gamble's vision, mission, values, and strategic analysis including a SWOT analysis, financial analysis, competitor analysis, and quantitative strategic planning matrix comparing joint ventures in Europe and Asia. It provides an overview of P&G's history and operations, identifies opportunities and threats, and evaluates strategic options for expanding internationally through joint ventures.
Cipla is an Indian pharmaceutical company with a global presence in 170 countries. It aims to ensure access to affordable medicines. The summary discusses Cipla's supply chain management and logistics processes, including:
1) Procuring raw materials from suppliers and conducting manufacturing at its 34 plants in India.
2) Storing finished goods in warehouses using inventory control systems before distribution.
3) Transporting drugs to retailers, medical stores, laboratories and customers through distribution centers.
Information System Implementation of Procter and GambleANNI GUPTA
This document provides an analysis of Procter & Gamble's (P&G) implementation of information systems and culture of innovation. It discusses how P&G has capitalized on innovation to lead the consumer goods industry. P&G started implementing information systems to make information readily available and speed up decision making. The document then explores P&G's strategic focus on innovation, productivity improvements, and strengthening its portfolio of brands. It describes characteristics of innovative organizations like understanding customer needs and how P&G innovated products like Pampers to meet unmet customer needs.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
This document analyzes problems at the retail company Nordstrom identified in a case study submitted by a group. It identifies issues with Nordstrom's use of a "sales per hour" metric to evaluate employee performance, which led employees to work off the clock to avoid lowering their sales per hour ratios. Other problems discussed include a lack of clear distinction between selling and non-selling work hours, decentralized management leading to unequal treatment of employees, and lawsuits from shareholders over unpaid labor issues. The document provides recommendations to address these problems, such as clearly defining selling vs. non-selling time, using additional performance metrics besides sales per hour, and providing better employee training on the evaluation system.
Nestlé the infant formular controversyEric Nhan Le
Most of the charges against infant formulas focus on the issue of discouraged breast feeding among Third World mothers and have led to misuse of the products, thus contributing to infant malnutrition and death....
S.G. Cowen is an investment banking firm focused on healthcare and technology with over $430 billion in assets. It has a medium size and less bureaucracy than larger banks, allowing it to move faster. Hiring is central to the firm's success as compensation costs make up 50% of revenue. The hiring process involves informational interviews, on-campus interviews conducted by associates and senior bankers, and "Super Saturday" with multiple interviews to identify the best talent from top business schools with a 66% yield. Interviews are assessed to be an imperfect process for evaluating candidates. The firm looks for cultural fit in addition to grades, skills, and other criteria.
This presentation has some basic and some unknown facts about Walmart which are very informative. This will help you to know about the internal & external factors. Some important points related to the opportunities of Walmart.
Please Like and Comment.
Your suggestions are welcome.
If require Presentation on any topic can contact me at Email ID- aryahanshul@gmail.com
This document provides an overview of Walmart's challenges in managing relationships with various stakeholders. It discusses how Walmart prioritizes low prices for consumers over other stakeholders like employees, suppliers, and communities. For example, Walmart drives down wages in the areas it operates in. It also places pressure on suppliers to continuously lower prices. Walmart has faced numerous lawsuits over the years regarding its treatment of employees, suppliers, and the environment. Developing a strong ethical culture and prioritizing all stakeholders could help Walmart improve its reputation.
This document provides a case study analysis of three diamond retailers: Blue Nile, Zales, and Tiffany & Co. It summarizes each company's business model, product offerings, target customers, and strategies. It also analyzes their approaches to online vs. brick-and-mortar retail and how well each is structured to deal with economic downturns. Key discussion points include Blue Nile's exclusively online model with lower price points, Zales' failed attempt to target an upscale market, and Tiffany's focus on maintaining its luxury brand through high-end store experiences.
Zenith (HDTV) Case Study by Dhiraj AgarwalDhiraj Agarwal
1) Zenith is considering conducting marketing research to forecast demand for its new HDTV product with a wider 16:9 aspect ratio screen.
2) The group evaluated several research alternatives and recommended qualitative research with early adopters to understand factors influencing early adoption.
3) The plan of action involves designing the research, developing questions, sampling participants, and identifying factors that will determine pricing preferences and inform future marketing strategies.
Motorola Solutions is a global company with a strong history of quality and innovation. It has primary R&D centers in 6 countries, manufacturing facilities in 3 countries, and employees, sales, and partners located in over 65, 100, and 20,000 countries respectively. The company has a longstanding commitment to quality management through initiatives like Six Sigma which has saved the company $17 billion since 1986. Motorola was an early adopter of quality management systems and continues its dedication to quality through processes that ensure commitments are met and continual improvement.
A complete analysis of P&G - one of the top FMCG companies in the world, how it is doing against competition, the reasons behind its success, SWOT Analysis, etc.
Google is an American technology company founded in 1996 specializing in internet services. It has over 57,000 employees. Google aims to have a fun work culture with minimal management, open communication, and employee autonomy. Perks include free meals, health services, flexible work arrangements, and focus on work-life balance and innovation. While this culture motivates employees, it is difficult for other companies to emulate due to the significant investment and trust in employees that Google's model requires.
P&G's Winning Transformation oct 2017 - websiteChristy Gray
P&G has undergone a transformation to become a more focused company through portfolio strengthening and productivity improvements. It has streamlined its portfolio down to 10 core categories and 170 brands. Through innovation and new product forms, P&G's leading brands are driving category growth. P&G invests heavily in R&D, spending 1.6 times more than its largest competitor, and its innovations frequently top industry rankings. Productivity initiatives have increased operating margins and profit per employee by over 45% since 2012.
Procter & Gamble implemented several supply chain initiatives to reduce variability and improve responsiveness. Their Collaborative Planning, Forecasting and Replenishment (CPFR) initiative involved collaborating with retailers to create a single shared forecast and order plan. Their Consumer Driven Supply Network (CDSN) used point-of-sale data and intelligent daily forecasting to produce products based on actual consumer demand. These initiatives helped P&G reduce out-of-stocks, cut response time, improve forecast accuracy, and increase sales and profits.
Li & Fung is a supply chain management company headquartered in Hong Kong. It manages supply chains for global retailers and brands. The company has over 12,000 suppliers in more than 40 countries and employs over 14,000 staff worldwide. Li & Fung provides value-added services across entire supply chains, including sourcing, manufacturing, logistics and quality control. It has strategically shifted from a buying agent to a supply chain manager and virtual manufacturer through acquisitions and IT investments.
Unilever restructured its supply chain management practices to become more efficient. It reduced its brand portfolio from 1600 to 400 brands to focus on top brands. It also consolidated its 380 manufacturing plants down to 150 key factories. The restructuring involved changes to sourcing, distribution networks, and increased use of e-procurement and IT systems. The restructuring helped improve Unilever's operating margins and financial performance.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
In April 2013, Procter & Gamble (P&G), the world’s largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving suppliers the ability to receive discounted payments for their P&G receivables. Fibria Celulose, a Brazilian supplier of kraft pulp, joined the program in 2013 but was re-evaluating the costs and benefits of participating in the SCF program in the summer of 2015. The firm’s treasury group and its US country manager must decide whether to keep using the program and, if so, whether to keep their existing SCF banking relationship or start a new relationship with another global SCF bank.
The document outlines Procter & Gamble's vision, mission, values, and strategic analysis including a SWOT analysis, financial analysis, competitor analysis, and quantitative strategic planning matrix comparing joint ventures in Europe and Asia. It provides an overview of P&G's history and operations, identifies opportunities and threats, and evaluates strategic options for expanding internationally through joint ventures.
Cipla is an Indian pharmaceutical company with a global presence in 170 countries. It aims to ensure access to affordable medicines. The summary discusses Cipla's supply chain management and logistics processes, including:
1) Procuring raw materials from suppliers and conducting manufacturing at its 34 plants in India.
2) Storing finished goods in warehouses using inventory control systems before distribution.
3) Transporting drugs to retailers, medical stores, laboratories and customers through distribution centers.
Information System Implementation of Procter and GambleANNI GUPTA
This document provides an analysis of Procter & Gamble's (P&G) implementation of information systems and culture of innovation. It discusses how P&G has capitalized on innovation to lead the consumer goods industry. P&G started implementing information systems to make information readily available and speed up decision making. The document then explores P&G's strategic focus on innovation, productivity improvements, and strengthening its portfolio of brands. It describes characteristics of innovative organizations like understanding customer needs and how P&G innovated products like Pampers to meet unmet customer needs.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
This document analyzes problems at the retail company Nordstrom identified in a case study submitted by a group. It identifies issues with Nordstrom's use of a "sales per hour" metric to evaluate employee performance, which led employees to work off the clock to avoid lowering their sales per hour ratios. Other problems discussed include a lack of clear distinction between selling and non-selling work hours, decentralized management leading to unequal treatment of employees, and lawsuits from shareholders over unpaid labor issues. The document provides recommendations to address these problems, such as clearly defining selling vs. non-selling time, using additional performance metrics besides sales per hour, and providing better employee training on the evaluation system.
Nestlé the infant formular controversyEric Nhan Le
Most of the charges against infant formulas focus on the issue of discouraged breast feeding among Third World mothers and have led to misuse of the products, thus contributing to infant malnutrition and death....
S.G. Cowen is an investment banking firm focused on healthcare and technology with over $430 billion in assets. It has a medium size and less bureaucracy than larger banks, allowing it to move faster. Hiring is central to the firm's success as compensation costs make up 50% of revenue. The hiring process involves informational interviews, on-campus interviews conducted by associates and senior bankers, and "Super Saturday" with multiple interviews to identify the best talent from top business schools with a 66% yield. Interviews are assessed to be an imperfect process for evaluating candidates. The firm looks for cultural fit in addition to grades, skills, and other criteria.
This presentation has some basic and some unknown facts about Walmart which are very informative. This will help you to know about the internal & external factors. Some important points related to the opportunities of Walmart.
Please Like and Comment.
Your suggestions are welcome.
If require Presentation on any topic can contact me at Email ID- aryahanshul@gmail.com
This document provides an overview of Walmart's challenges in managing relationships with various stakeholders. It discusses how Walmart prioritizes low prices for consumers over other stakeholders like employees, suppliers, and communities. For example, Walmart drives down wages in the areas it operates in. It also places pressure on suppliers to continuously lower prices. Walmart has faced numerous lawsuits over the years regarding its treatment of employees, suppliers, and the environment. Developing a strong ethical culture and prioritizing all stakeholders could help Walmart improve its reputation.
This document provides a case study analysis of three diamond retailers: Blue Nile, Zales, and Tiffany & Co. It summarizes each company's business model, product offerings, target customers, and strategies. It also analyzes their approaches to online vs. brick-and-mortar retail and how well each is structured to deal with economic downturns. Key discussion points include Blue Nile's exclusively online model with lower price points, Zales' failed attempt to target an upscale market, and Tiffany's focus on maintaining its luxury brand through high-end store experiences.
Zenith (HDTV) Case Study by Dhiraj AgarwalDhiraj Agarwal
1) Zenith is considering conducting marketing research to forecast demand for its new HDTV product with a wider 16:9 aspect ratio screen.
2) The group evaluated several research alternatives and recommended qualitative research with early adopters to understand factors influencing early adoption.
3) The plan of action involves designing the research, developing questions, sampling participants, and identifying factors that will determine pricing preferences and inform future marketing strategies.
Motorola Solutions is a global company with a strong history of quality and innovation. It has primary R&D centers in 6 countries, manufacturing facilities in 3 countries, and employees, sales, and partners located in over 65, 100, and 20,000 countries respectively. The company has a longstanding commitment to quality management through initiatives like Six Sigma which has saved the company $17 billion since 1986. Motorola was an early adopter of quality management systems and continues its dedication to quality through processes that ensure commitments are met and continual improvement.
A complete analysis of P&G - one of the top FMCG companies in the world, how it is doing against competition, the reasons behind its success, SWOT Analysis, etc.
Google is an American technology company founded in 1996 specializing in internet services. It has over 57,000 employees. Google aims to have a fun work culture with minimal management, open communication, and employee autonomy. Perks include free meals, health services, flexible work arrangements, and focus on work-life balance and innovation. While this culture motivates employees, it is difficult for other companies to emulate due to the significant investment and trust in employees that Google's model requires.
P&G's Winning Transformation oct 2017 - websiteChristy Gray
P&G has undergone a transformation to become a more focused company through portfolio strengthening and productivity improvements. It has streamlined its portfolio down to 10 core categories and 170 brands. Through innovation and new product forms, P&G's leading brands are driving category growth. P&G invests heavily in R&D, spending 1.6 times more than its largest competitor, and its innovations frequently top industry rankings. Productivity initiatives have increased operating margins and profit per employee by over 45% since 2012.
Procter & Gamble implemented several supply chain initiatives to reduce variability and improve responsiveness. Their Collaborative Planning, Forecasting and Replenishment (CPFR) initiative involved collaborating with retailers to create a single shared forecast and order plan. Their Consumer Driven Supply Network (CDSN) used point-of-sale data and intelligent daily forecasting to produce products based on actual consumer demand. These initiatives helped P&G reduce out-of-stocks, cut response time, improve forecast accuracy, and increase sales and profits.
Tide is a laundry detergent manufactured by Procter & Gamble that was first introduced in 1946. It has maintained a high market share and growth in the United States for over 60 years through changes to its formula, packaging, and advertising. When analyzed using the BCG matrix, Tide detergent is classified as a star product due to its high market share and growth. Tide Boost is classified as a cash cow due to its large market share in a mature market. When analyzed using the GE matrix, Tide is considered highly attractive due to its substantial market share and annual growth rate, and it has strong business units producing different products, so it should be invested in for further growth.
Based on the information provided, some strategic recommendations for Procter & Gamble would be:
1. Pursue related diversification into new product categories that leverage P&G's existing strengths and capabilities in consumer goods. This allows them to grow while mitigating risk.
2. Consider strategic acquisitions of smaller, fast-growing companies in related fields to expand their portfolio.
3. Continue investing in R&D to drive product innovation and keep their brands and products relevant as consumer needs change over time. Innovation will help maintain their competitive position.
4. Focus marketing efforts on emerging markets with high growth potential like India and Brazil to capitalize on opportunities for geographic expansion.
5. Consider cost-cutting
The document discusses the positioning of various brands within the BCG Matrix for different categories. Surf Excel is the market leader in the growing Indian detergent market. Tide is in the Question Mark category as the industry is growing but Tide needs significant investment to become the market leader. Head & Shoulders is in the Question Mark category as well since it is growing year over year but not yet the leader in the double digit growing hair care sector dominated by HUL. Oral B is categorized as a Star as it leads the market in toothbrushes within the steadily growing dental care industry.
The document discusses brand performance, brand equity, and integrated marketing communication as they relate to the shampoo brands Pantene, Sunsilk, and Dove. It begins with an introduction that establishes the research objectives and questions. It then provides profiles of the parent companies P&G and Unilever, as well as profiles of the individual Pantene, Sunsilk, and Dove brands. The literature review discusses components of market performance, brand equity, and integrated marketing communication. The bulk of the document consists of an analysis of the brands' market performance, brand equity, and marketing communications strategies. It concludes with a discussion of opportunities to improve brand performance.
This document provides background information on Procter & Gamble (P&G), including its founding in 1837, operations in over 180 countries, and organization into three global business units. It also presents P&G's mission to provide superior quality products that improve lives and allow prosperity. Strengths, weaknesses, opportunities, and threats are analyzed in a SWOT matrix. A BCG matrix charts P&G products along axes of relative market share and market growth, categorizing products as stars, cash cows, question marks, or dogs.
The document discusses the BCG matrix of Unilever Pvt Ltd's products. The BCG matrix analyzes products based on their relative market share and market growth rate. It shows that Brooke bond supreme and Knorr noodles have high market share and growth, making them stars. Surf Excel and Lux have high share but low growth, making them cash cows. Lifebuoy shampoo has low share but high growth, placing it in the question mark category. Rexona deodorant has low share and growth, making it a dog. The conclusions examine where each product lies in the BCG matrix.
Here are the key points about decisions to innovate rather than replace:
- Incumbent firms often face decisions about whether to replace existing products/services or innovate them. Replacing risks losing existing customers and capabilities, while innovating risks missing opportunities from new technologies.
- Factors that influence the decision include the firm's strategic goals, capabilities, resources, and the nature of the existing product/market. Incremental innovation of existing offerings may better leverage existing capabilities and customer relationships.
- However, disruptive technologies sometimes require replacing existing offerings to fully capture new opportunities. Firms must consider the size of the existing business, its growth potential, and how disruptive the new technology is.
- Successful innovation
This document summarizes findings from Ephor Group's analysis of the front office BPO market landscape for contact center CRM services. Some key points include:
- The overall BPO market is growing in the single digits, with some niche segments growing double digits. Demand is being driven by factors beyond just labor costs such as expertise, compliance, and customer experience solutions.
- Leading BPO vendors can provide full customer lifecycle solutions using advanced technologies. Business process as a service is also extending the scope of services.
- M&A activity in the sector will depend on economic conditions but is expected to remain strong as companies look to consolidate and bolster capabilities. Valuations for large enterprises range from
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27 September 2019
Procter & Gamble Corporation
The corporation I have chosen for this discussion is Procter & Gamble. P&G is an international consumer goods company. It was established by William Procter and James Gamble in the year 1837. The corporation’s headquarters is based in downtown Cincinnati. P&G specializes in a variety of personal health products, personal care products and hygiene products. The company organizes the products into many segments including grooming, beauty, health care, fabric care, hair care, oral care, personal care, feminine care, and baby care. The current CEO of the company is David Taylor.
A Brief background of the Company
William Procter and Gamble emigrated from the U.K and settled in Cincinnati. They became business partners and founded Procter and Gamble. During the American Civil War, the company got deals to supply candles and soaps to the Union Army. The contracts contributed allot to the company’s profit. The military also introduced P&G products to other solders.
During the 1880s, the company started to market a new product; an economical soap known as Ivory. In 1887, the company introduced a profit-sharing approach that gave workers ownership of a stake in the corporation (Pepper, 1999). This program helped workers to connect their significant role with the success of the company.
P&G became the first cooperation to carry out a deliberate market research with the consumers in 1924. That move enabled the company to enhance consumer understanding, expect the changing needs of the consumers, and respond with appropriate products that enhanced their daily lives. The company was among the first cooperation to respond to consumer correspondence by introducing the Consumer Relations Department in 1994.
P&G began to move into other countries in terms of product sale and manufacturing. Moreover, it gained several other firms. The acquisition included Noxell, Folgers Coffee, Max Factor, Richardson-Vicks, Iams Company, Pantene, and many more. Since its establishment, the company has been doing well. In 2016 and 2017, Forbes recognized P&G as the most reputable company in the universe.
Consumer Goods Industry
Procter and Gamble Cooperation is among the companies within the consumer goods sector. The consumer goods industry concentrates on products that are purchased by individuals. The industry includes corporations involved in electronics, packaged goods, food production, automobiles, beverages, and personal products, to name a few. The industry depends more on the behaviour of the consumers. Companies within the industry compete for prices because of high competition.
Company Analysis
It is always important to determine the health, feasibility and profitability of a company. I will use financial analysis to determine the health, feasibility, and profitability of P&G Company. Financial analysis, therefore, entails the use of financial information to assess the performance of .
Dairy Farm is a large Asian retailer with over 3,000 outlets across Asia. In the late 1990s, competition increased and Dairy Farm sought to reduce costs through outsourcing. In 1999, Dairy Farm partnered with Capgemini to deliver finance and accounting services from centers in China and Australia. This resulted in over 55% savings in finance costs. Pleased with the success, in 2003 Dairy Farm extended the partnership with Capgemini for a full scope of business process outsourcing services across finance, HR, and procurement. This allows Dairy Farm to access world-class capabilities without incurring capital costs and has facilitated continued growth.
Changing Landscape of Information TechnologyAbhinav Mishra
We are starting to witness signs of recovery from the recession
over the past few months. As the world looks at growth
opportunities, as with all cataclysmic events, there is a
realization that the past twenty four months have irrevocably
changed business operations.
Changes that started with the spurt in oil prices have been
aggravated by the recession. Businesses globally have
witnessed discretionary spends disappear, projects put on
indefinite hold and order-to-cash cycles stretched. In an effort to
improve their financial situation, many businesses have closely
reviewed operations and industry best practices. Our research
shows that companies are looking towards technology and
outsourcing to reduce costs, increase operating efficiencies and
improve customer satisfaction.
Sprint's corporate responsibility program, called Sprint Good Works, focuses on three themes: People, Product, and Planet. For People, Sprint supports employees, customers, and communities through diversity initiatives, wellness programs, and philanthropic activities. For Product, Sprint focuses on innovation, accessibility, and product safety. For Planet, Sprint works to reduce its environmental impact through efforts like decreasing greenhouse gas emissions and resource use. Sprint tracks its progress annually and strives to meet ambitious 10-year sustainability goals.
This document summarizes Tata Consultancy Services' (TCS) commitment to corporate social responsibility (CSR) according to their company report. TCS structures its CSR around two tiers - directly impacting communities through its business expertise and preserving the environment. The company also utilizes employee association Maitree for CSR initiatives to help underprivileged communities globally. TCS aligns with the Tata Council of Community Initiatives for social causes across Tata companies and supports relief/charity efforts. The company engages academia through faculty programs and research sponsorship to further CSR.
Global sourcing offers companies flexibility to change their business and operating models. It allows them to rapidly integrate acquisitions, transfer assets between locations, and incorporate innovations. Research by PricewaterhouseCoopers found that companies sourcing core activities externally value business model flexibility more and have achieved higher shareholder returns compared to those only sourcing back-office or front-office functions. Successful companies plan their goals before considering implementation and view sourcing as a strategic program. Orchestrating a portfolio of sourcing arrangements between internal shared services and external providers provides maximum flexibility.
Professional Services Industry Report 2014Grahall LLC
Welcome to the second Survey and Research Study of Consulting Human Capital and Compensation Practices. Grahall Data Services, and Grahall Consulting Partners, LLC has developed this research report in an effort to provide insights into the key human capital issues facing the consulting industry today.
The digital cpg value opportunity: seen but unrealizedFoodInnovation
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Companies that have set up ‘Global Business Services’
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Proctor & Gamble Strategic Analysis
1
Outline
Introduction
History of P&G
SWOT Analysis
Balanced Scorecard
Communication
Marketing
PEST Analysis
Ethics
Conclusion
Outline of Power Point Presentation
2
Introduction
Looking at internal and external strategies
Developing Markets
Competitive advantage
This report provides a thorough internal as well as external analysis of P&G, identifies its mandate, along with certain strategies that would help it increase its profitability, profit growth and sustain its competitive advantage in both developed and developing markets. Although, P&G has world renowned brands, P&G needs to adopt strategies that enable it to maintain its competitive advantage over its rival.
3
History of P&G
William Procter & James Gamble were founders in 1837.
Total assets at that time:$7,192.24
William A. Procter became first president in 1890.
Ivory soap was first branded product launched in 1879.
(Procter & Gamble, 2012)
Procter & Gamble is a US Global company that provides consumer products in the areas of pharmaceuticals goods founded in 1837.P&G processes operations in more than 80 countries thanks to 300 brands on market
Procter & Gamble is a multinational corporation with more than 300 successful brands worldwide. The company is earning trust of its clients in every part of the world and famous for its steady innovations in all areas of the company. More than 4 billion people use the products of Procter & Gamble daily.
The company has offices in Johannesburg and Cape Town. P& G has its Headquarters in Ohio, US.
4
SWOT Analysis
Strengths:
Diversified brand portfolio
Research and Development
Global Operation
Strong Distribution Network
Weakness:
Online media & Leadership
Dependency
Missing Opportunity
Weakness in beauty care division
Opportunity:
Diversification
Capitalizing on online media
Environment concern
Threats:
Competition
No new innovation
Government regulation
SWOT analysis serves to summarize all of the key findings from the entire situation analysis process including important information about the company’s
internal strengths and weaknesses and important information about external opportunities and threats in the form of consumer trends, competition, and macro
environmental trends.
Strengths: include diverse portfolios, global operations, and strong distribution in which P&G uses to distribute their products and stay ahead of the competition.
Weakness: include a poor online presence, missing opportunity from lack of internet resources, and improvement needed in beauty products.
Opportunity: include P&G’s ability to reach out to ...
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Globant Sustainability Council
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https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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P&G outsourcing
1. Diwakar Yadav
SIBM-B Batch 12-14
Protect & Gamble (P&G) Global outsourcing
Introduction:
The Procter & Gamble Company (P&G) markets a wide range of branded consumer goods
products, including beauty care and household products. It’s a American multinational
company head quartered in Cincinnati, USA. The company’s products are sold in more than
180 Countries, with net sales exceeding USD 84 billion in 2013. P&G owns 145
manufacturing facility & Company today markets more than 400 products and has touched
life of 5 billion people across the globe.
Key Customers
P&G customers include mass merchandisers, grocery stores, membership club stores, drug
stores, high-frequency stores, distributors and e-commerce retailers. Sales to Wal-Mart
Stores, Inc. and its affiliates represent approximately 14% of P&G total revenue in 2013 and
2012, and 15% in 2011. No other customer represents more than 10% of company net sales.
P&G top ten customers account for approximately 30%, 31% and 32% of our total unit
volume in 2013, 2012 and 2011, respectively. The nature of business results in no material
backlog orders or contracts with the government. They believe their practices related to
working capital items for customers and suppliers are consistent with the industry segments
in which they compete. USA is major market which contributes 36% of total net sales.
Sources and Availability of Materials
Almost all of the raw and packaging materials used by the Company are purchased from
others, some of which are single-source suppliers. P&G produces certain raw materials,
primarily chemicals, for further use in the manufacturing process. In addition, fuel, natural
gas and derivative products are important commodities consumed in our manufacturing
process and in the distribution of input materials and finished product to customers.
P&G grouped its Global Business Units into four industry-based sectors
1. Global Beauty Contributed to $ 20 Bn Net sales (Data from 2013 Annual report)
Global Business Units Categories Leadership Brands
Beauty Care Antiperspirant and
Deodorant, Cosmetics,
Personal Cleansing,
Skin Care
Cover Girl, Max Factor, Olay,
Old Spice, Safeguard, Secret
Hair care & colour Hair Care, Hair Colour Head & Shoulders, Herbal
Essences, Nice ’n Easy,
Pantene, Rejoice
Prestige Fragrances,
Prestige Skin Care
Gucci, Hugo Boss, SK-II
Salon Professional Salon Professional Wella
2. Global baby, feminine and family care contributed to $22 bn Net sales
2. Global Business Units Categories Leadership Brands
Baby care Baby Wipes,
Diapers, Pants
Luvs, Pampers
Family Care Paper Towels, Tissues,
Toilet Paper
Bounty, Charmin, Puffs
Feminine Care Feminine Care,
Incontinence
Always, Naturella, Tampax
3. Global fabric and home care contributed to $26 bn Net sales
Global Business Units Categories Leadership Brands
Laundry care Bleach and Laundry
Additives, Fabric
Enhancers, Laundry
Detergents
Ace, Ariel, Bold, Bounce,
Dash, Downy, Gain, Tide
Home Care Air Care, Dish Care,
Surface Care
Cascade, Dawn, Febreze,
Mr. Clean, Swiffer
Personal Power Battery Duracell
4. Global health & grooming contributed to $ 17 bn Net sales
Global Business Units Categories Leadership Brands
Braun and Appliances Beauty Electronics Braun
Oral care Toothbrush, Toothpaste,
Other Oral Care
Crest, Fixodent, Oral-B
Personal Healthcare Gastrointestinal,
Other Personal Health
Care, Rapid Diagnostics,
Respiratory, Vitamins /
Minerals / Supplements
Prilosec, Vicks
Pet Care Pet care Eukanuba, Iams
Shave Care Blades and Razors, Preand
Post-Shave Products
Fusion, Gillette, Mach3,
Prestobarba, Venus
Operations
With operations spread across 180 countries, meeting the business service needs of the
organization was challenging. P&G’s Global Business Services (GBS) organization has met
this challenge successfully; they have implemented best-in-class processes to provide
business capabilities that create value for the business units, while reducing the costs and
efforts necessary to support these operations. GBS is one of four organization pillars that
support the organization’s business and provides more than 170 services to the company.
The services delivered through GBS include everything from employee services (e.g. people
management, facilities, communication, meeting services, and travel services) to business
services (e.g. financial services and solutions, product innovation, supply network solutions).
3. Many of those services are provided today through a set of alliance partnerships
(outsourcing). The scope of the alliance management effort at GBS encompasses the entire
outsourcing lifecycle of these outsourcing engagements; the goal is to create value for the
business by improving the efficiency and effectiveness of these partner relationships, while
reducing the risk associated with the use of third party organizations to deliver services.
Managing the end-to-end relationship successfully creates a win-win situation for the
organization and its partner, and benefits all stakeholders vested in the alliance
partnerships.
Evolution of Outsourcing & Partnership in P&G
P&G has taken a systematic approach to the development of the organizational structure of
the support unit that provides the business services for the entire organization. The
examination of the evolution of the business services organization at P&G identifies three
stages: establishment of Shared Service Centers, engaging in outsourcing arrangements,
and strategic alliance management.
With the global expansion in the ‘90s and the ensuing need to manage the services
necessary for the internal corporate clients, P&G set up a Shared Services organization and
began to change the way certain type of services were delivered to its business units.
Service centres were set up in Costa Rica, Manila, and Newcastle, and work was spread
across these centres. Shared Service Canters offer Organizations the opportunity to
eliminate redundant activities and realize efficiencies in service delivery. Most of the savings
with the Shared Services model come from standardizing processes, making it easier to
provide support for multiple business units, while improving the speed and quality of service.
The three Shared Service centres marked the first stage of a journey for P&G in the
development of a best-in-class service management organization.
In the 2002-2003, P&G’s GBS (Global Business services) started an initiative to examine
the possibility of transferring some of the work that was being done by the organization to
third party. While the organization was achieving advantages from scale on its own, it
could derive additional value in a well-managed third party relationship with a service
provider who had made the particular service its core competency.
P&G initially mulled over outsourcing to a single provider all its noncore functions, including
HR, IT, finance and accounting, and facilities management. But, after significant due
diligence that included prolonged discussions with two service providers interested in
servicing the 3 broad segments, P&G opted instead to divide and conquer. P&G decided to
enter into three initial partnerships in 2003.
1. Jones Lang LaSalle for facilities management
2. IBM for Employee service &
3. HP for IT infrastructure, applications, and transactional accounts payable.
With these relationships, these service provider organizations took on some of P&G’s
employees and portions of the Shared Service centres. P&G often called their out-sourcers
as partners.
Reasons for Outsourcing
4. To compete more effectively in the dynamically changing consumer goods market, P&G
embarked on a major business transformation a few years back, a key element of which
was outsourcing important but non-core business processes. Outsourcing would offer a way
to improve flexibility and sharpen the company’s focus on critical core competencies, not to
mention reduce overall costs imbedded in the various back office and administrative
functions.
1. Partnership: Jones Lang LaSalle for facility management
Jones Lang LaSalle is a financial and professional services firm specializing in real estate.
The firm offers integrated services delivered by expert teams worldwide to clients seeking
increased value by owning, occupying or investing in real estate. Jones Lang LaSalle serves
clients in 60 countries from 750 locations worldwide, including 180 corporate offices. The
firm is an industry leader in property and corporate facility management services, with a
portfolio of approximately 1.2 billion square feet worldwide. LaSalle Investment
Management, the company's investment management business, is one of the world's largest
and most diverse real estate with approximately $50 billion of assets under management.
In June 2003 Jones Lang LaSalle received contract from P&G to oversee 14 million square
feet of real estate at 165 sites in 60 countries. Fifty of those sites are in North America. Sites
include the company’s corporate headquarters in Cincinnati, plus sales offices and research
facilities around the world. Limited services are supplied to manufacturing facilities.
The agreement between the two companies covers three distinct areas: facility
management, project management and strategic occupancy services. Facility management
services include such things as building operation, security, mail delivery, car fleet
operations & dining.
The new three-year agreement encompasses portfolio management, transaction
management, real estate brokerage, lease administration and strategic portfolio planning
services for a portfolio in excess of 150 million square feet of real estate, including plants,
warehouses, offices, technical centers and other properties in more than 80 countries
throughout North America; South America; Asia-Pacific; and Europe, the Middle East and
Africa. In addition, Jones Lang LaSalle continues to provide facility management and project
management services to P&G's office and technical center buildings worldwide, a portfolio
which entails approximately 16 million square feet.
Benefits for P&G
Managing a wider range of real estate strategies through one alliance partner enables us to
increase efficiency and consistency, leverage scale and enhance service levels. P&G and
JLL established a business agreement where both parties have a Vested interest in each
other success. They are most successful when they are both successful. Their secret sauce
per se involved constructing a business agreement that rigorously adheres to five key rules.
o Focus on Outcomes, Not Transactions
o Focus on the WHAT, not the HOW
o Clearly Defined and Measurable Desired Outcomes
o Pricing Model with Incentives
o Insight versus Oversight Governance Structure
5. 2. Partnership: IBM for Employee service
P&G announced another contract of employee service to IBM consulting group in August
2003. This contract will be for 10-year, with deal of $400 million global agreement with IBM
Business Consulting Services for Human Resources Business Transformation Outsourcing
(BTO) services. The pact calls for IBM to support nearly 98,000 P&G employees in about
80 countries, providing services such as payroll processing, benefits administration,
compensation planning, expatriate and relocation services, and human resources data
management. As per contract IBM also provided application development and management
of P&G's HR systems with P&G's existed SAP software. IBM called the contract an example
of "business transformation outsourcing," or BTO.
Benefits for P&G
The agreement enabled P&G to improve services and reduce HR costs through process
transformation, technology integration, and best practices; further improved decision
making by providing executives real-time access to employee reporting information that is
consistent, accurate, and standardized; and deliver employee services in a more real-time,
flexible, on demand manner.
IBM served strong business process knowledge, deep technical expertise and a flexible,
responsive business model to employee services at P&G. "IBM's vision for combining P&G
capability with their own to lead the BTO marketplace is a win for P&G and IBM, with this
many employees benefited from strong future career potential.
3. Partnership: HP for IT Infrastructure
P&G was growing exponentially with increase in volume of transaction. To improve
transaction volumes, customer satisfaction and cost efficiency, P&G developed one of the
industry’s largest shared services projects. This bold initiative consolidated accounting and
finance operations that were once spread across the enterprise, into a single, global
organization. P&G announced its 3rd partnership with HP.
In 2003 P&G signed a $3 billion, 10-year outsourcing contract that called for HP.
HP Services managed P&G's IT infrastructure, data centre operations, desktop and end-
user support, network management and applications development and maintenance for
P&G's global operations in 160 countries. Approximately 2,000 P&G employees from 48
countries planned to transit to HP Services, mostly from P&G's Global Business Services
unit.
Current Scenario
P&G’s infrastructure and applications environments, as well as many business processes,
have been supported by HP for more than nine years now. Under the terms of the new
agreement, HP will be accountable for most of the critical business applications used
throughout P&G’s financial and supply chain systems, including research and development,
inventory management, SAP enterprise resource planning, and business intelligence.
6. HP will integrate P&G systems - including those provided by other vendors - by supporting
applications, databases, servers and networks to create a more standard, reliable and
transparent technology environment.
Benefits for P&G
P&G’s quality and efficiency of its product supply chain, as well as its ability to be innovative
enhanced in addition to reducing overall operating costs. HP’s transactional accounts
payable (TAP) migration helped P&G improve service levels, reduce operating expenses,
ensure business continuity and mitigate risks. Below mentioned are the few business
benefits which P&G gain with this outsourcing.
Improved service levels, functionality, flexibility and capabilities
Boosted employee and supplier satisfaction
Improved turnaround time in Asia Pacific and Europe, Middle East and Africa
(EMEA) regions to nearly 99%
Retained 75% of in-scope TAP personnel
Reduced operational costs while increasing performance and productivity
IT Benefits & Improvement
P&G benefited from some of HP's industry-leading technology solutions, including the
adaptive infrastructure capabilities provided by the HP Utility Data Center (UDC) and
Adaptive Network Architecture. With UDC, P&G was capable to rapidly deploy and manage
servers in its IT environment, providing greater flexibility to quickly respond to changes in its
business and IT environments. The HP Adaptive Network Architecture services provided a
policy-based architecture to allow P&G to easily and rapidly add and reconfigure networks
from its corporate backbone.
Reference
P&G Annual report 2013
Partner’s websites
Economics Times article 2003
P&G Case Study by Dr. Beena George, Ph.D, Associate Professor