proctor & gamble powerpoint strategic overview
DESCRIPTION
A powerpoint designed to give a general overview of Proctor & Gamble and touch opon the main points of strategy analysisTRANSCRIPT
PROCTOR & GAMBLE
Presented byChris Collins & Ben Fournier
Company Overveiw
World’s largest maker and distributer of household items and consumer goods
Some of Proctor & Gamble’s “super brands”. Super brand means the product does more than $1 billions in sales in a year. P&G has 21 of these brands.
Product LineBillion Dollar Brands
Beauty Care – 23% of sales Always, Head & Shoulders Olay, Pantene, Wella
Fabric & Home Care – 28% Ariel, Dawn, Downey, Tide
Baby & Family Care – 16% Bounty, Charmin, Pampers
Health Care – 17% Actonel, Crest, Oral B
Pet Health & Snacks – 6% Iams, Pringles
Grooming – 10% Gillette, Mach 3
Batteries & Electrical Devices Braun, Duracell
Mission Statement
To provide branded products and services of superior quality and value that improve the lives of the world’s consumers. As a result, consumers will reward us with leadership sales, profit, and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper.
Sustainability Video
Industry Pioneers
Created the concept of "soap opera" by sponsoring radio and television dramas targeting women
First Fluoride-based toothpaste, Crest
Tide was a revolutionary synthetic detergent
First disposable diaper, Pampers
General Business Level Strategy
Product Differentiation – through the utilization of brand recognition and value, they maintain a competitive advantage.
The products are of higher cost but also of higher quality and value.
Corporate Level Strategy
Concentric Diversification Growth Strategy – continuous expansion into related but distinctively different areas. Constant focus on innovation and new product
development
Acquisitions
In 2005 Proctor & Gamble bought out Gillette for $57 billion, making it the biggest acquisition in company history.
This enabled P&G to go from having 16 to 21 “super brands”
They sold off their Folgers division in November 2008 for more than $3 billion in an effort to stay focused on the markets they are already in
External Environment
Economic Adapted to the recession by lowering earning
projections Shed 15% of the management staff to help
cope with the tough economy Focus their greatest resources on the 43 best-
selling brands Social Cultural
Have to keep up with changing trends in consumer demand
External Environment
Demographic Everybody will use most these products Middle to upper class consumers due to the
higher price of the brand name products Physical
Global – in more than 80 countries Legal / Regulatory
Must meet industry regulations and standards in many different countries
External Environment
Competition Three main competitors
Johnson & Johnson Kimberly-Clark Unilever
Medium threat, hard to challenge brand value but relatively easy to enter the market
Internal Environment
Human Resources Hire and retain some of the most talented
people in the industry. Rewarded and recognized for their
contributions through financial compensation, promotions and freedom to influence project selection
Global training programs on managing the innovation process
Training for high-potential junior staff
Internal EnvironmentP&G operates in more than 80 countries worldwide
Internal Environment
Location International operations are concentrated in
Europe with a lesser presence in Asia and Latin America.
An opportunity is available in India, where Unilever dominates and P&G has a small footprint
Internal Environment
Marketing Constant emphasis on building brand
recognition and brand value In the 1880’s it was one of the first companies
to advertise nationally. In the 1930’s, P&G was the first firm to
develop the idea of brand management. They would set up marketing teams for each brand and urge them to compete against each other.
In the 1930’s they used their own soap operas and radio programs to promote their products and appeal household women.
Internal Environment
Financial Analysis Liquidity
Current ratio: .792 Quick ratio: .52
Leverage Debt ratio: .52
Asset turnover Inventory turnover: 4.8 times Days’ sales in inventory: 76 days Total asset turnover: .58 times
Internal Environment
Financial Analysis Profitability
Profit margin: 14.5%
Internal Environment
Copyright © 2009 Yahoo! Inc. All rights reserved
Stock price growth from 1995 - 2009P&G vs. Kimberly-Clark
Internal Environment
Research World class R&D organization, with more than
7,500 scientists working in 12 countries around the world. This includes 1,250 Ph.D. scientists. For perspective, this is larger than the combined science faculties at Harvard, Stanford & MIT.
Invest 4% of sales back into research & development which is higher than most of their global competitors
Internal Enviroment
Recently elected a new CEO, Bob McDonald, is going to start his duty on July 1st, 2009.
Taking over for A.G. Lafley, who will now serve as Chairman of the Board of Directors. Lafley had an enormous impact on P&G, taking over in June 2000, in an attempt to turn a stalling company around.
Internal Environment
Leadership A.G. Lafley states that the fundamental role of the
CEO is to link the external world with the internal organization through four key tasks:
1. To define and interpret the meaningful outside (external environment).
2. To answer the two-part question, time and time again, “What business are we in and what business are we not in?”
3. To balance sufficient yield in the present with necessary investment in the future.
4. To shape the values and set the standards of the organization.
A.G. Lafley, CEO
Comparable to GE’s CEO Jack Welch in some of his organizational leadership qualities
Lafley wants to shift the focus back to the consumer. Let consumers needs dictate new products, rather than technology.
Lafley began by breaking down the walls between management and employees. Moved senior executives from the 11th floor to the
same floor as their staff Exchanged a rectangular meeting table for a
round one and allowed executives to sit where they want.
A.G. Lafley, CEO
Lafley began his term with P&G by stripping away the bureaucracy in order to speed up product development and build up well-known brands.
“The assets of P&G are our people and our brands.”
P&G’s Value Chain
Primary inputs A large majority of Proctor & Gamble’s
products, about 90%, are made “in house”. They manufacture most of their products with their own plants, do research and development with their own team, and store and distribute their own products.
However, A.G. Lafley feels that they can cut the amount of workforce they have by almost 75% by doing less in house and outsourcing much more. P&G currently employs about 110,000 people
Value Chain
Nearly one half of the company’s employees work in its plants. A.G. Lafley feels that cutting back on operations is necessary and will undoubtedly create some hardships on employees
Lafley feels outsourcing more activities may also create more flexibility for the firm in the long run
If there are no clear benefits from doing something within the firm, it should be contracted out
Value Chain
Wal-Mart provides about 15% of their total annual revenue. P&G is getting pinched by huge suppliers, Wal-Mart specifically, due to their buying power and ability to squeeze out lower prices. The power of these big-box buyers is only expected to increase.
Porter’s 5 Forces
Threat of New Entrants Medium – can be easy to enter the market but
hard to be successful, at least on a large scale It can be difficult to obtain shelf space in
stores
Bargaining power of buyers High and increasing due to large retailers such
as Wal-Mart Wal-Mart could account for up to one third of
global sales by the end of the decade
Porter’s 5 Forces
Bargaining of suppliers Low
Threat of substitute products Low
Intensity of rivalry High – many powerful competitors
Social Responsibility
P&G is doing extensive research on where their products go after use and what affects they may have on the environment
Looking to see what impact their products have on plants, animals, and bacteria
P&G embraces the UK government definition of sustainability, which says: "Sustainable Development is a very simple idea. It is about ensuring a better quality of life for everyone, now and for generations to come."
Social Responsibility
P&G focuses on two areas they can make a difference1. Water2. Hygiene and health
These focus areas support ongoing work to understand issues concerning water availability, quality and quantity, and health, hygiene and nutritional issues.
Social Responsibility
For 2007, P&G is ranked as the leading company in the consumer, non-cyclical market sector of the Dow Jones Sustainability Group Index. This is the seventh year in a row that P&G has been ranked first.