Procter & Gamble: Organization 2005 & Beyond
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Please note:
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 |
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BSTA062 |
Electronic Format: Rs.
500;
Courier (within India):Rs. 25 Extra
Themes- |
| Case Length |
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15 Pages |
| Period |
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1998 - 2003 |
| Organization |
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Procter &
Gamble (P&G) |
| Pub Date |
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2003 |
| Teaching Note |
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Not Available |
| Countries
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Global |
| Industry |
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FMCG Fast Moving Consumer Goods |
Abstract:
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In 1998, Procter and Gamble's (P&G's) earnings per share fell
below what Wall Street had got used to. Revenue growth, which had varied between
1.4 percent and 5.5 percent between 1995 and 1999, was also well below P&G's
internal target of 7 percent. Revenue growth was slowing down particularly in
developed markets due to the maturity of established brands. In an effort to
reinvigorate growth, P&G announced a corporate restructuring programme, named 'Organisation
2005', in September 1998. The goal of the programme was to improve P&G's
competitive position and generate operating efficiencies through more ambitious
goals, nurturing greater innovation and reducing time to market. But as the
programme was launched, a series of problems cropped up.
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CEO Durk Jager resigned and the company lost almost one-third
of its market capitalisation in a single day. The case gives an in depth
analysis of what went wrong with the programme and how it was revived by the
incumbent CEO Alan Lafley.
Contents:
Keywords:
Procter & Gamble, Organisation 2005, Corporate restructuring, Global business environment, P&G, Consumer non durables, Durk Jager, Alan George Lafley, Fast moving consumer goods, Old Spice, Camay, HLL-Hindustan Lever Ltd, Cost cutting, P&G CEO quits, Marketing
Procter & Gamble: Organization 2005 & Beyond
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