Proctor_&_Gamble_Case_Study

Proctor & Gamble Case Study Background Proctor & Gamble (P&G) is one of the world’s largest manufacturers of a wide array of products, including many household grocery items – antiperspirants, baby care, household cleaners, skin care, fabric care, food & beverages, laundry, etc. At the end of 2001, P&G had net sales of over $39.2 billion1. P&G is known as a dominant, aggressive developer and marketer of high-quality consumer goods. Their stock prices have returned almost 500% return in the last decade alone.2 They have been in business for over 150 years. Early on, the P&G growth strategy was isolated in three main areas – acquisitions, developing new product brands (as well as further developing existing brands), and globalization. Because of a law-suit in 1957 regarding acquisitions, P&G was forced to focus on new branding and international expansion over the next twenty years3. Focusing on the international aspect of business, P&G aggressively expanded their domestic household products by merely duplicating the U.S. products and marketing them into global markets. From 1953 to 1985, P&G went from an International portfolio of zero to $4 billion. Ed Artzt, the president of P&G International, refined their products by actually tailoring them pg, crp, pricing, channel, new, products, product, edi, system, cost, retail, management, grocery, promotions, change, strategy, sales, because, retailer, process, osb, needed, major, data, costs, business, thus, pg’s, order, consumer, chains, via, retailers, jager