Procter & Gamble: Organization 2005 & Beyond

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Case Details:

Case Code : BSTA062
Case Length : 15 Pages
Period : 1998 - 2003
Organization : Procter & Gamble (P&G)
Pub Date : 2003
Teaching Note :Not Available
Countries : Global
Industry : FMCG Fast Moving Consumer Goods

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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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Excerpts

Business Segments

P&G was one of the most well known consumer goods companies in the world. For the year ended 30 June 2002, P&G reported revenues of $ 40.2 bn. The company was in the Fortune Global 50 list. It owned several well-known brands that were sold in over 140 countries to nearly five billion consumers (See Exhibit 1)...

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Corporate History

William Procter and James Gamble founded P&G as a partnership in 1837 in Cincinnati, Ohio by merging Procter's candle making company with Gamble's soap business. The company grew to $ 1 mn in sales by 1859. P&G's initial foray into branding was The Moon and Stars, a trademark that appeared on all company products starting in the early 1860s...

Organization 2005

In 1998, P&G's earnings per share (EPS) fell below the 14 to 15 percent that 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 its established brands...

Jager's Resignation

Soon after it was introduced, Organization 2005 ran into various problems. After reaching $ 117 a share in January 2000, the P&G stock fell below $ 90 a share in February.

On March 7, 2000, P&G warned that its earnings would drop 10 percent to 11 percent, rather than rise 7 percent to 9 percent as previously expected. Among the reasons P&G cited were higher raw materials costs, lower realization and increasing competition from many generic brands that produced cheaper versions of many of its core products...

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