This document provides a market analysis of Tide detergent in India. It discusses the social, technological, economic, ecological, political/legal environments and how Tide positions itself within these. A SWOT analysis finds Tide's strengths are its market leadership, quality and reputation, while weaknesses include strong competitors. The analysis also covers Tide's target demographics, product mix, and life cycle. It evaluates Tide using frameworks like the 4Ps, Maslow's hierarchy, and the Ansoff matrix to understand how Tide markets to consumers in India.

1. MARKET ANALYSIS

2. Subject
Market Analysis on Tide detergent

3. SITUATIONAL ANALYSIS
 Social and cultural environment:
 P&G has continued to maintain momentum in its socio-cultural
environment in line with its sustainability drive.
 The company is working relentlessly to bring improve hygiene
and better nutrition to people.
 Technological environment:
 Superior product propositions and technological innovations
have enabled P&G to achieve market leadership in a
majority of categories it is present in.
 P&G consistently improvises Tide detergent products with
innovations and new technologies and continues to diversify.

4.  Economic environment:
 P&G is one of the largest and amongst the fastest growing
consumer goods companies in India
 Currently invested in the country via its five plants and over
nine contract manufacturing sites, as well as through the
26,000 jobs it creates directly and indirectly
 Ecological environment
 P&G aims to continue to delight consumers with meaningful
sustainable innovations that reduce the environmental impact
of their products across the full product lifecycle.
 Their sustainability efforts focus on Environmental Protection as
well as Social responsibility to help develop the communities
they operate in.

5.  Political and Legal Segment:
 P&G uses its goodwill and experience to bargain with
the government in many countries to modify their
policies and regulations
 P&G also uses advertisement campaign to raise
awareness of national issues, gain public support and
sustain favourable political-legal environments
 Ethical issues:
 The comparison ads of Tide and Rin

6.  Legal Environment:
 Administration is with respect to the Legal conditions to
avoid government or political interference.
 Products are not environment friendly.

7.  Segmentation
 People who have fixed budget for household things like
detergents and look for economical options Tide serves
as a better option and helps the consumers , one of the
finest the products in convenient rates.
 Target group
 Women age group from 18 to 54 years old are the
target audience for the product as well as the middle
class category. Tide comes under the middle class
target group.

8.  Positioning:
 A product that has the all required qualities needed in
the detergent, and priced well in the market,
affordable to all.

9. DEMOGRAPHICS
 Tide targets women from across 18 years to 54 years .
 This is because women in this age category hold the
power to make laundry decisions , also housewives are
also considered an important part of the market
segment as they are the ones who do the monthly
shopping of home products.
 Tide is affordable for any middle class family .
 Tide hails from the big family of P&G , which even
happens to be the company for Ariel, another
detergent in competition with tide

10. GEOGRAPHIC

14. SWOT ANALYSIS
 Strength
 Benefit or attribute over other products in the same
category
 Leading market position
 Lower price and good quality
 Most popular and widely patronized detergent in the
world and a flagship brand of P&G
 Renowned by its reputation of complimenting the ever-
changing people’s temperaments for fashion

15.  Weakness
 Strong competitors
 Substitute products available at the same price
 Example- An in house brand i.e Ariel, also a P&G
substitute, where as other substitutes such as Rin, or Surf
excel. Another competition would be the price
difference in which its being sold. Also the possible
offers that is being offered along with the product. It
can be either an extra quantity or the rates might be
slashed down

16.  Opportunity
 High potential of rural market has a lot of
opportunities
 Changing lifestyle of people want cheap product with
good quality
 Introduction of better variants by technology
development and innovations
 Niche target market.

17.  Threats
 Price wars with competitors
 Aggressive promotion by competitors , harming the
reputation of the product and ambush marketing
 Counterfeit products in the rural market
 Example – similar products can compete with the brand
where as an substitute can also be a possible threat,
such as a bar instead the powder or a liquid soap
instead the

18. NEED/ WANT/ DEMAND:
 Need: It is state of deprivation of some basic
satisfaction. eg.- food, clothing, safety, shelter.
 Want: Desire for specific satisfier of need. eg.-
Indians needs food – wants paneer tikka/ tandoori
chicken. Americans needs food- wants hamburger/ French
fries.
 Demand: Want for a specific product backed up by ability
and willingness to buy. eg.- Need – transportation.
 Want – Car (say, Mercedes)……but able to buy only
Maruti. Therefore, demand is for Maruti.
 Marketers cannot create needs. Needs pre exists. Marketers
can influence wants. This is done in combination with societal
influencers.

19. VALUE/ COST/ SATISFACTION:
 Decision for purchase made based on value/ cost satisfaction
delivered by product/ offering.
 Product fulfills/ satisfies Need/ Want.
 Value is products capacity to satisfy needs/ wants as per consumer’s
perception or estimation.
 Each product would have a cost/ price elements attached to it.
Eg. – Travel from city A to city B.
 Need – to reach B ( from A)
 Method/ Products- Rail, air, road, plane and waterways.
 Satisfaction – Estimated in terms of time lead & travel comfort.
 VALUE– Products capacity to satisfy.
 COST– Price of each products.

20. PRODUCT MIX
 Line
Detergents/
household
Beauty and skin
care
Personal care Haircare
Tide
Airel
Abmi pure
Duracell
Olay Pampers
Whisper
Oral – B
Vicks
Gillette
Pantene
Head and
shoulders
Wella

21. WIDTH
 The width of the Product mix of P&G is:
 13 number of products

22. DEPTH
Ariel Tide Ambipure Duracell Olay Oral –B
Ariel Oxyblue
Ariel oxyblue
ultramtaic
Ariel front of Mat
Ariel 2in1
Tide Original
Tide Bar
Tide plus
Naturals
Tide plus jasmine
and rose
Tide Talcom
powder
Room
freshner
Car freshner
AAA, AA, C, D, and
9-volt while
Duracell Ultra
AA and AAA sizes.
Base Moisturizer
Anti Ageing and
Olay Whitening
ANTI AGEING
Olay Total
Effects, and Olay
Age Protect
Whitening
Olay White
Radiance Olay
Natural White.
Base
Moisturizer Olay
Moisturizing
Lotions and
Creams.
CrossAction Pro-
health 7
Benefits,
CrossAction Pro-
health Superior
Clean and
Advantage
Sensitive
toothbrush.
Oral-B’S floss
range includes
Ultra Floss &
Essential Floss.
DEPTH

23. Pampers Whipser Vicks Gillette Pantene Head and
shoulders
Pampers Active
Baby, Pampers
Active Baby
Pants,
Whisper Ultra
Regular
Wings,Whisper
Ultra XL Wings,
Whisper Ultra
Heavy Flow
Overnights
Wings, Whisper
Maxi Regular,
Whisper Maxi XL
Wings, Whisper
Choice Regular,
Whisper Choice
Wings and
Whisper Choice
Ultra Wings.
Vicks Cough
drops, Vicks
Vaporub, Vicks
Inhaler, Vicks
Vapocool, and
Vicks Action 500
Extra.
Gillette Vector,
Gillette Mach3,
Gillette Mach3
Turbo, Gillette
Guard and
Gillette Mach3
Turbo Sensitive
and Gillette
Fusion. The
Shave Care
range includes
Gillette Fusion
HydraGel,
Gillette Series
Sensitive Skin
Foam, Gillette
Series After
Shave & Gillette
Classic Shave
Foam Sensitive
Skin.
- Pantene
Nourished Shine,
Pantene Hair Fall
Control &
Pantene Smooth
& Silky
Men Hair Retain,
Complete Care
for Dry Scalp,
Anti Hair fall,
Smooth & Silky,
Cool Menthol,
Clean &
Balanced, Thick
& Long & Silky
Black.

24. CONSISTENCY
 Air Fresheners
 Laundry detergents
 Batteries
 Blade cartridge and razors
 Shampoos and Conditioners
 Personal and Beauty products for women
 Inter dental products (tooth pastes and brushes)
 Baby Diapers and moist towelettes
 Respiratory health and therapeutic products (cough and cold
products)
 Sanitary napkins
 Haircare

25. DEPTH
 Detergent Powder and Bar
 Tide Original
 Tide Bar
 Tide plus Naturals
 Tide plus jasmine and rose
 Tide Original
 Tide Bar
 Tide plus Naturals
 Tide plus jasmine and rose
 Tide Talcom powder

28. Product Life Cycle

29.  Above is the Product Life cycle graph. This is a constant graphical representation of a life cycle of
any Product.
 Introduction- During this phase when the product is actually introduced into the market, Product
branding and quality level is established. Pricing may be low to penetrate the market. Distribution
is selective until the consumers show interest/ acceptance towards the product. Promotion is aimed
at early adopters and potential customers of the product.
 Growth- As the name rightly suggests once the Product is introduced into the market, a gradual
increase in the growth of the sales of the product is observed. Product quality is maintained in this
stage, as well as the pricing is maintained because the company enjoys increasing demand with
little competition. Distribution channel is added as demand increases, and the promotion is catered
to larger demographics.
 Maturity – This is the point where the product has been properly established its worth, and this the
only time where the sales rise up. Product features are enhanced to differentiate with other
products. Pricing may also be the reason for good sales compared to the competing products,
hence the distribution becomes more intensive. promotion emphasises product differentiation,
 Decline – this would be the gradual decrease in the sales of the product . Due to many reasons, the
quality might degrade, or the price might shoot up or a new product might enter in the market or
the consumer might would shift to other existing product. The manufacturers not maintaining the
product quality or no new technique is added

30. PRODUCT MARKET MATRIX ANSOFF
 Existing product & Existing Market = Market
Penetration
 Existing Product & New Market = New Market
development
 New Product & Existing Market = New Product
Development.
 New Product & New Market = Diversification

31. 5 STEPS PROCESS OF CONSUMER BUYING
BEHAVIOUR
 Problem Recognition
 Dirty clothes need to be hand washed as only 28% of the households have washing
machine.
 The aim to use the detergent is to make the clothes smell good, therefore, it is used in small
quantities.
 Information Search
 so assumption from the case study is that, apart from television, word of mouth publicity is
predominant as women in India wash clothes approximately five times a week in a public
laundry which is more like a gathering place.
 Evaluation of Options
 Evaluation of detergent is based on the following attributes
 Ability to clean and whiten the clothes with small quantity of product.
 Smell of the detergent is directly proportional to softening power of the detergent and
gentelness to fabric and hands.
 Stain removing ability without the use of laundary soap and bleach.

32.  Ease with which the powder dissolves in water and absence of residue
on the fabric after rinsing.
 Packaging - Distinctive, simple and recognizable, easy to open and protection
against humidity.
 Impact of colours was the least attribute for these consumers.
 Product Choice
 Analyses of the exhibits in the case study reveals that Tide brand has all the
required attributes and is quite popular among the indianconsumers. However,
majority of them could not afford to buy Tide,
 Post-Purchase Evaluation
 Since, the product is not complex and is used in day today life, looking at the
constraints available in the Indian region, low income consumers do not have a
choice to purchase the best at low price. So, assumption is that they go by
whichever detergent powder is available in the market as per their budget.
Therefore, post purchase evaluation hardly plays a significant role

33. LEVELS IN A PRODUCT (TIDE)
 Core : Clean and white clothes
 Basic :Attractive orange packaging , and less expensive
 Expected : Brand name will live up to the expectations
of the clothes turning whiter and cleaner in a wash as
compared to other brand
 Augmentation: Customer care – toll free no . Feedback
on social media, offers
 Expected: More whiter and cleaner , more long lasting
fragrance
 Potential : Upgrading from powder to liquid detergents,
more offers, automatic washing machine detergents.

35. MASLOW’S HIERARCHY
 Biological and Physiological needs - air, food, drink,
shelter, warmth, sex, sleep, etc.
 Safety needs - protection from elements, security,
order, law, limits, stability, etc.
 Belongingness and Love needs - work group, family,
affection, relationships, etc.
 Esteem needs - self-esteem, achievement, mastery,
independence, status, dominance, prestige, managerial
responsibility, etc.
 Self-Actualization needs - realising personal
potential, self-fulfillment, seeking personal growth and
peak experiences.

36. Perception
 Selective attention: This category includes those
consumers who watch Tide detergent promotions
and are attentive towards the product.
 Selective retention: This category includes those
consumers who remember Tide Detergent and
considers it to use.
 Selective distortion: The consumers who are planning
to try or have tried or have been using Tide
detergent, get influenced by some other Brand and
stops using Tide fall under this category.

37. B2B
 Tide is a ‘B2B’ and ‘B2C’.
 Tide is a Business2Business as it deals with one
company to another . eg – PnG group is a company
which is included as Business , its outcome product is
Tide which also gets included in business
 Tide is a convenient good , hence it comes under
the ‘B2C’ category as it is easily available from
general stores, medicals and shopping malls .

38.  Marketing and Demand Generation
 Production
 Distribution

39.  Type of shoppers for tide –
 Housewives or mothers who do the monthly groceries for the
family
 Buyers are high value deal seekers
 Habitual shoppers and are involved in the high involvement
of their shopping
 If they launch the new Tide Liquid it will need some
serious promotions especially based on the AIDA .
 Cross selling – as of now tide has not made any new
products but the Tide softener may be a good
investment for PnG India .

40. TOWS
STRENGTH WEAKNESS
TOWS
-Leading manufacturer & marketer of
consumer product
-P&G does business in more than 16
countries
-P&G strongly committed to a brand
management approach
-Spends a lot in R&D
-Weak balance sheet, highly
leverage 73.3% and low liquidity
ratio
-Lack of product variety of green
products
Business ethics, lack of women
leadership in the executive board
OPPORTUNITIES SO WO
-80% of world population from
developing countries
-Increasing number of population
in developing countries
-Growing/stable economy in
developing countries
-Growing trend of consumer
product in larger consumption
-Growing trend of beauty product
& care usage
-Aggressive promotional mix of beauty
products to India & South east Asia
-Increase distribution channel to retail
store store/wholesalers/Supermarkets
-Introduce P&G latest product variety
-Enhance customer loyalty relationship
through its personal care/service
centre/call centre
-Develop a new beauty product
using natural ingredients to
create green product variety
-Prioritize recruitment on women,
for equal gender working
environment
THREATS ST WT
-Economic & political disruptions
-Rising commodity prices
-Price competition
-Media fragmentation
-Pricing to match competitor by
repackaging/package deal for house
hold/ family care product
-Reduce inefficient and ineffective
workforce
-Minimize cost on R&D in order to be
financially stable in recession
- Cost-effective control system to
increase efficiency & profit and to
generate more cash inflows.

41. POSITIONING
 Indian detergent industry is estimated to be around Rs5000 crore and is dominated by the
marketing giant HLL. P& G although was in the Indian market for a long time was not a serious
player in the detergent market. But when the Indian market opened up and the economy
began to prosper, P&G could not resist entering the Indian marketing a big way. As always
MNCs are too proud of their brands that they want a premium from the consumers. Here also
,Tide was launched as a premium brand and as usual got a luke warm response from the value
conscious Indian consumers. P&G had to settle with a miniscule 8 % of the detergent market.
 Then came 2003 and the price war started and now there is no premium brands in the
detergent market in India. The price war enabled P&G to popularize the brand and increase
the penetration. Although HLL and P&G did not increase their market share because of the
price cut, the overall market size increased because the regional players lost their share to
these giants.
 P&G had a serious problem after the price cut because there was a chance of cannibalizing
between Ariel and Tide because there was no significant differentiation between the two
brands.
 Now Tide has found its formula, the same global positioning as a Detergent that cleans
perfectly. So using whiteness ( safedi) as a base Tide has now unleashed the campaign
highlighting its whitening power against HLL's Rin which has the same positioning.

43. LINE PRICING
 Tide has many products under its name, its only in
India that tide has yet to launch many of its
products
 The products that Tide India offers are Tide
(detergent) , Tide (bar with whieons) and Tide
Naturals
 Tide in India is not launching anything new this year
or so

44. RETAIL GRAVITY MODEL
 Gravity model is a theory about the structure of
market areas
 The model states that the volume of purchases by
consumers and the frequency of trips to the outlets
are a function of the size of the store and the
distance between the store and the origin of the
shopping trip
 This depends on consumer consumption and the
mood of the buyers and their habits.

45. TYPE OF SHOPPERS FOR TIDE
 Tide is brought by housewives or mothers who do
the monthly groceries for the family .Such buyers
are high value deal seekers , habitual shoppers and
are involved in the high involvement of their
shopping .
 If they launch the new Tide Iiquid it will need some
serious promotions especially based on the AIDA.
 Cross selling – as of now tide has not made any
new products but the tide softner may be a good
investment for PnG India .

46. PRICING APPROACHES
 The Three Cs
 Cost-based
 Customer-based
 Competition-based
 Knowing your COSTS allows you to determine whether your pricing
will allow you to stay in business.
 Understanding your potential Customers lets you assess whether
anyone will buy this product at that price (and location etc..)
 Considering your Competitors indicates whether your business will
actually attract customers
 While you need take all three into account, generally ONE of them
should become your primary pricing guide

47.  How to Implement Need to identify and consider ALL Costs – Fixed
costs include … and will be there whether or not you produce –
Variable costs include… and will only be paid… – Depreciation –
often neglected because it is not a cash cost – Opportunity costs
reflect the cost of using something such as your own labor or land.
Even if you don’t pay cash you need to recognize what you are
giving up…
 Cost-based Pricing: How to Implement Set prices based on these
costs Relatively simple strategy once you have the data– you simply
mark up the cost
 Cost-based Approach Works Best: When you have a special
relationship with your customer. This means you know: – There is a
demand – You won’t be pushed aside for another supplier Often
price for the long run in these sorts of relationships. That is, you don’t
necessarily price for the maximum for this single sale

48. 7 O’S OF MARKETING
 Occupants: Who contribute the market
 Object: Cost efficient, good quality, easy and quick stain removal Detergent
powder, bar and Liquid.
 Objective:
 To establish a premium product at a premium price in the Indian detergents market.
 2. To play for the leadership position in the industry for Tide and make Tide the leading
detergent in India
 Organization: Retail outlets, Supermarkets, Online stores, stakeholders and
consumers
 Operations: Cash, Credit cards and Debit cards
 Occasion: Regular basis
 Outlet: Retail shops, authorized dealers, super markets, online stores

49. PRICING
 Pricing is one of the four elements of the marketing mix, along with product, place
and promotion. Pricing strategy is important for companies who wish to achieve
success by finding the price point where they can maximize sales and profits.
Companies may use a variety of pricing strategies, depending on their own unique
marketing goals and objectives.
 Premium Pricing
 Premium pricing strategy establishes a price higher than the competitors. It's a strategy
that can be effectively used when there is something unique about the product or when the
product is first to market and the business has a distinct competitive advantage. Premium
pricing can be a good strategy for companies entering the market with a new market and
hoping to maximize revenue during the early stages of the product life cycle.
 Penetration Pricing
 A penetration pricing strategy is designed to capture market share by entering the market
with a low price relative to the competition to attract buyers. The idea is that the business
will be able to raise awareness and get people to try the product. Even though
penetration pricing may initially create a loss for the company, the hope is that it will help
to generate word-of-mouth and create awareness amid a crowded market category.

50.  TARGET MARKETS Target market will be located within the lifestyle areas of
Cosmopolitan centers and Affluent Suburban Spreads. These areas have high index
numbers but still low compared to Tide’s tope target markets. Targeting these markets
will be greater for the masses and getting the word out to a wide variety of
consumers. This is a huge location of living for our target audiences.
 TARGET AUDIENCES
 Young singles
 Purchasers, decision-makers, and influencers.
 Between 18 and 25 years of age.
 This audience is another brand switcher and still in college or out of college just figuring out
who they are and what they want to do for the rest of their lives. Their social life is extremely
important and so is their image. They are fun, active, and enjoy socializing. This group was
picked based on the index numbers showing that they use their fair share of Tide To-Go but
there is room for improvement. Tide’s core competitors are all low in index numbers for
singles. This is an opportunity for Tide to swoop in and be ahead of the game with this target
audience. The opportunity to target transitional and senior singles is huge. After targeting the
young singles there has to be a movement upwards for Tide. All marketing plans start young.
This is a great way to implement what we have to offer and it will trickle into later years for
these consumers. The marketing tactics will target campaigns to young singles, however the
campaign can and will bring in the other singles interest as well as other demographics.

51. Brand Extension

52. RELATED READING: CONSUMER PRICING STRATEGY
 Economy Pricing
 Economy pricing is a familiar pricing strategy for organizations that include Wal-
Mart, whose brand is based on this strategy. Aldi, a food store, is another example
of economy pricing strategy. Companies take a very basic, low-cost approach to
marketing--nothing fancy, just the bare minimum to keep prices low and attract a
specific segment of the market that is very price sensitive.
 Price Skimming
 Businesses that have a significant competitive advantage can enter the market with
a price skimming strategy designed to gain maximum revenue advantage before
other competitors begin offering similar products or product alternatives.
 Psychological Pricing
 Psychological pricing strategy is commonly used by marketers in the prices they
establish for their products. For instance, 99rupee is psychologically "less" in the
minds of consumers than 100rupees. It's a minor distinction that can make a big
difference

53.  A reference price is a strategy where a particular good or service
being sold is made to look more attractive in terms of price by
placing it next to a more expensive alternative. Here, the price of
the expensive alternative serves as a reference price for the good
to be sold.
 Pricing objectives or goals give direction to the
whole pricing process. Determining what your objectives are is
the first step in pricing. When deciding on pricing objectives you
must consider:
 the overall financial, marketing, and strategic objectives of the
company;
 the objectives of your product or brand;
 consumer price elasticity and price points; and
 the resources you have available.

54. BUYER EXPECTATIONS
 Tide should fulfill the basic need of washing of the clothes easy and quick.
 It promises to retain its odour throughout the day
 Fair pricing; Should be cost efficient
 Safe for the clothes and helps in keeping hands soft
 It is branded
 Variety of products
 Easy availability
 Different from the competitor products

55. DUAL DISTRIBUTIONS
 Direct Distribution: Online stores of P&G
 Indirect Distribution: Retail shops, authorized dealers,
super markets, e commerce websites

56. BUYER CATEGORY
 Laundry needs with variety of products
 Clean white clothes without bleaching or removing
colour from a garment

57. Push and pull marketing strategies
 Promotional strategies to get your product or service to market can be roughly
divided into two separate camps.
 Push strategy
 A push promotional strategy involves taking the product directly to the customer via
whatever means, ensuring the customer is aware of your brand at the point of purchase.
 "Taking the product to the customer"
 Examples of push tactics
Trade show promotions to encourage retailer demand
Direct selling to customers in showrooms or face to face
Negotiation with retailers to stock your product
Efficient supply chain allowing retailers an efficient supply
Packaging design to encourage purchase
Point of sale displays
 Pull strategy
 A pull strategy involves motivating customers to seek out your brand in an active process.
 "Getting the customer to come to you"

58.  Examples of pull tactics:
 Advertising and mass media promotion
 Word of mouth referrals
 Customer relationship management
 Sales promotions and discounts

59. PUSH STRATEGY
 The term 'push strategy' describes the work a manufacturer of a
product needs to perform to get the product to the customer. This
may involve setting up distribution channels and persuading middle
men and retailers to stock your product. The push technique can
work particularly well for lower value items such as fast moving
consumer goods (FMCGs), when customers are standing at the shelf
ready to drop an item into their baskets and are ready to make
their decision on the spot. This term now broadly encompasses most
direct promotional techniques such as encouraging retailers to stock
your product, designing point of sale materials or even selling face
to face. New businesses often adopt a push strategy for their
products in order to generate exposure and a retail channel. Once
your brand has been established, this can be integrated with a pull
strategy.

60. PULL STRATEGY
 'Pull strategy' refers to the customer actively seeking
out your product and retailers placing orders for
stock due to direct consumer demand. A pull
strategy requires a highly visible brand which can
be developed through mass media advertising or
similar tactics. If customers want a product, the
retailers will stock it - supply and demand in its
purest form, and this is the basis of a pull strategy.
Create the demand, and the supply channels will
almost look after themselves.

61.  Upselling - Downy softener and Tide laundry detergent, products distributed by Procter & Gamble, are pictured on sale at a
Ralphs grocery store in Pasadena, California January 21, 2014.Downy softener and Tide laundry detergent, products
distributed by Procter & Gamble, are pictured on sale at a Ralphs grocery store in Pasadena, California January 21, 2014.
Procter & Gamble Co (PG.N), the world's largest household products maker, said it could sell about half of its brands in the next
two years and cut jobs to revive sales growth and save costs, sending its shares up as much as 4.3 percent. The maker of
Gillette razors and Tide detergent said it would consider selling about 90 to 100 brands whose sales have been declining for
the past three years.P&G said the 70 to 80 "core" brands it will focus on accounted for 90 percent of sales and more than 95
percent of profit over the past three years. Twenty-three of the brands have sales of between $1 billion and $10 billion. "Less
will be much more," Chief Executive A.G. Lafley said. P&G did not name the brands it planned to sell, keep or discontinue, but
Lafley told Reuters the company's family, feminine and baby care business would lose fewer brands than its other four
businesses. The business, which houses brands such as Pampers diapers and Always sanitary napkins, is P&G's fastest-growing
and was the company's second-biggest revenue contributor in the year ended June 30.P&G's top 80 brands had sales of about
$84.1 billion in 2013 while the other roughly 100 brands had sales of just $2.4 billion, according to Sanford Bernstein analyst
Ali Dibadj. The company might be more likely to sell laundry brands Fab and Trojan, Perma Sharp shaving blades and Fekkai
hair products among others, Dibadj wrote in a note. P&G could potentially keep its Gillette, Tide, Pantene, Oral B, Olay and
Old Spice brands, he wrote.P&G said it would have fewer but larger distribution centers in North America and would focus on
strengthening its presence in emerging markets, or what Lafley called the company's "engines of growth".Lafley told Reuters he
expects the moves to result in fewer job cuts than the near 10,000 the company cut in 2002. SLUGGISH SALES

62.  P&G's revenue growth has been sluggish, with sales missing Wall Street's
estimates in nine of the last 13 quarters.The company says it has been hurt
by "choppy" growth in developed markets, tough competition and a
strengthening U.S. dollar.P&G has sought to cut expenses by streamlining
management, reducing costs and cutting jobs under a five-year, $10 billion
restructuring plan announced in 2012. P&G's organic sales, which excludes
divestitures and acquisitions, rose 2 percent in the fourth quarter, but
currency losses wiped out the gains. Net sales fell 1 percent to $20.16
billion, missing the average analyst estimate.P&G said it expected fiscal
2015 organic sales to rise by a low- to mid-single digit percentage and
core earnings to rise by a mid-single digit. A 7 percent fall in operating
expenses in the quarter helped P&G post a core profit of 95 cents per
share, beating the average analyst estimate of 91 cents. "PG's earnings
quality is below its potential," BMO Capital Markets analysts wrote in a
note.P&G's shares were up 3.5 percent at $80.03 in early afternoon
trading on Friday.

63. Thank You!!!