Questions For Proctor And Gamble

Established in 1837, Proctor and Gamble (P&G) had developed a holy grail of principles and practices. Its philosophy is focused on individual talents, abilities and how best to make use of them. P&G source this talent from within the organization attracting people willing to spend their entire career with the company. Proctor & Gamble has developed a reputation of caution in the industry of household 's sundries and personal care products. It 's marketing strategies and judgements towards different markets stand out to the competition. Extensive marketing research and testing are "trademarks" that distinguish P&G in the industry. "Internal operations at P&G are described as thorough, creative, and aggressive by some, and slow, risk

Diversification: The P&G Company has branching out through the involvement of more stakeholders to get together on a local or international company to increase the company's assets as well as the global size. The acquisition of the P&G Company really mean to increase the categories of products to be hosted by the

Team building and team training is quite an effective way of keeping the morale, of team members, up and their individual capabilities, in parallel to the objectives of a whole team. Being a part of the business that values the team building the same as it does in the case of gathering new customers, is really something which only the luckier ones get. Believe us!

Strategically, Company G seemed to rely solely on volume sales with a low price point in all markets: Internet, wholesale, and private label. Their “basis for competitive advantage is lower overall costs than competitors…finding ways to drive costs out of their businesses and still provide a product…that buyers find acceptable.” (Thompson, Peteraf, Gamble, & Strickland, 2012) With an SQ rating of 5, quality was not a distinguishing factor; low costs were.

With the addition of added services to DCI’s portfolio, it is imperative to add a sales department to assist the service and support department to maximize profits. Training and development implementation for the new sales division for every employee, regardless of the employees department must take place (Mayhew, 2012). This will ensure that every employee can assist customers who wish to purchase DCI’s products. Furthermore, it is necessary for current employees to complete monthly online scenario training and comprehensive training classes. Additionally, each of the new sales department teams will have a sales mentor available to provide guidance and feedback on an ongoing basis.

Customer Operations Group, C. Greystone expressed frustration with his divisions’ performance—he has also stated, “We’ve been forced”; VP Northeast Region, B. Walker stated, “some branch managers seem to spend most of their time worrying about the new performance measurement system—the skills and attitudes on many levels are mismatched with our current needs”; Branch Manager M. Pauley asks, “Exactly who handles all the pieces of a sale like this”, Sales Team Member 3 stated the situation is getting depressing. The organizational behavior put forth by the CEO and the Research and Advanced Development Group manufactured an internal discontent with divisions and individuals. As a result, the needs of the Manufacturing and Marketing were not considered and retain the support needed to function. The lower level individuals in the these divisions were unfairly treated and disengaged from the goal of the company which lead to ambiguity of company clear and direct goals (accountability and responsibility); flawed construction of Business Units and Sub Units; mass confusion of consolidating; geographic displacement; lack of division communication; lack of training; and most importantly the lack of sharing product

4. How the organization’s selling/customer service strategies impact positively on the performance of the organization

Doyle (1998), explains as follows “Customers can choose from whom they buy, and unless the firm satisfies them at least as well as competitors, sales and profit will quickly erode. More companies are putting at the top of their agenda winning and retaining customers via increasing customer satisfaction.” In the statement of Whitbread it is additionally mentioned that they listen to their customers. Murray and O’Driscoll (1996) outline that it is a challenge to the producer to respond to customers’ needs, and competition between producers is based on their success in understanding and fulfilling those customers’ needs.

In addition, it owns and operates 93 manufacturing facilities in 45 other countries” (2). With such a huge, world-wide customer base, P & G has the challenge of meeting the needs of millions of people. To do so, the company has to constantly update its product line and expand is operations, increase it to answer new consumer demands. The question is then, is P & G capable of doing so?

There are misconceptions about the role sales and marketing teams play as it relates to consumers. Quora.com provides validity of differences by outlining the difference. For example, “marketing tries to understand the customer as a generic group/ segment or persona in order to create generic value propositions and 'mass' awareness” (citation 1). Marketing is known to have long-term goals and their workflow follows that timeline. Marketers lean toward the creative and detailed oriented traits where collaboration among colleagues is encouraged.

In response to a loss of clientele to competitor firms, Ken Winston (C&B’s Boston Sales Office Director) assembled the five most successful salespeople into a Key Accounts Team (KAT). Having previously enjoyed the autonomy of selling a diverse array of products to their own clients, these five ‘Generalists’ would now ‘Specialize’ only in one specific

The Procter & Gamble business strategy is to focus on creating new brands and categories so the company can focus on being the best in branding, innovation and scale. This is what sets this company apart from many of its competitors. The Proctor and Gamble are the global leader in all of their core businesses within the company which consists of laundry, baby care, hair care and feminine protection. This report is designed to understand the company’s business model and strategies, and analysis how the P&G has formulated its business-level strategies to pursue its business model.

P&G need to work hard and do more research and development in order to produce higher quality, more innovative, and more unique in products in order to answer consumer’s need and compete with those major world brand competitors.

Product Strategy Product classification – service consumer good Product differentiation- form , features , performance , reliability Superior technology CSR initiatives Attractive packaging Catchy taglines Established as a brand itself Pricing Strategy

This market is a well established market and P&G would have competition from existing companies and businesses since they include similar resources and advertising techniques. The competing companies and firms produce similar products and as such new ideas and innovation is necessary for the survival of P&G.