P&G in 2005

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Case Details:			Price:
Case Code	:	BSTA011	Electronic Format: Rs. 500; courier (within India):Rs. 25 Extra Themes -
Case Length	:	17 Pages
Period	:	1990 - 2005
Organization	:	Proctor and Gamble P&G
Pub Date	:	2005
Teaching Note	:	Not Available
Countries	:	USA
Industry	:	Consumer Products

Abstract:

By the early 21st century, Proctor and Gamble (P&G) looked like a very different enterprise from the one it had been ten years earlier. P&G has withdrawn from pulp and chemicals. Faster growing businesses in beauty care and health care (including oral care) complement the cash cows like fabric and home care and paper products (including feminine protection). P&G has acquired Max Factor (1991), Tambrands (1997), Iams (1999), Clairol (2001), and Wella (2003). At the same time, P&G has divested longtime brands such as Crisco, Spic and Span, Biz, Duncan Hines, Jif, Citrus Hill and Fisher Nuts. When P&G announces that it is taking over Gillette in a $57 billion deal, it is on the verge of becoming the largest consumer goods company in the world.

The case discusses the challenges P&G has faced in recent times. It discusses P&G's globalisation initiatives, various acquisitions, the revamping of its product portfolio, and its efforts to streamline its operations. Will P&G be able to strengthen its competitive position or will it become an unwieldy enterprise consisting of disparate businesses?

Keywords:

Proctor and Gamble (P&G), Gillette, Noxell Company, Global thrust, Revamp of portfolio, Operations, Innovation, Organisation 2005 (O-2005), Crisis, AG Lafley, John Pepper, Durk Jager, Ed Artzt, Global household care, Health care products for babies

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