P&G's Success Story in China |
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"China is a focus market on two grounds: it is a developing market, and it is big. Our aspiration is market share leadership in all P&G core categories in China, and this is a challenge because of the diversity and scale of the country. The diversity is in the consumers - affluent versus modest, as well as in geography - east versus west China and in the trade channels - global retailers, modern Chinese retailers, traditional trade such as mom-and-pop groceries and kiosks." 1 - Laurent Philippe, Former President, Procter & Gamble China, in 2004. "The potential is enormous for us in China. One out of five people in the world lives there, and we have the kinds of products people use day in and day out." 2 - John Pepper, President-Worldwide, Procter & Gamble, in 1996. IntroductionIn November 2005, the US-based fast moving consumer goods (FMCG) manufacturer - Procter & Gamble (P&G) outbid other major companies for prime-time advertising slots on the China Central Television3 (CCTV) investing 394 million yuan4 for 2006 advertisement space. P&G had been the biggest bidder for advertisement space for 2005 as well, spending about 385 million yuan. Earlier, in 2004, P&G had invested just 180 million yuan. The company manufactured and marketed nearly 300 brands to consumers in over 160 countries across the globe. It employed about 102,000 people. P&G had a high market share in several product categories: laundry and cleaning (Tide, Cascade, Dawn), paper goods (Bounty, Charmin, Pampers), beauty care (Pantene, Olay, Cover Girl), food and beverages (Folgers, Pringles, Duncan Hines) and health care (Crest, Scope, Metamucil).
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1] Jacques Penhirin, "Understanding the Chinese Consumer," Special Edition: What Global Executives Think, www.mckinseyquarterly.com, 2004. |
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