Case study on procter and gamble in eastern europe

Tuesday, 05 May 2015.

Procter and Gamble (P&G) was founded in 1837 in Cincinnati, Ohio, in partnership between the British candle maker and Irish maker William Procter and James Gamble (Conklin 2006, p. 189). This partnership led to the birth of the company proctor and gamble, which received a quick and famous reputation thanks to the honesty that enabled them to earn the respect and trust of both suppliers and customers. The company delivered its products at prices that were competitive and the quality of the products was always higher. After the merger, the company’s sales reached $1 million by 1859, and by that time the company had already had more than eighty employees. In 1880, the company began the market for new products, which included a costly proposition that could float in the water

The company, in 1887, allowed employees to implement a stock option plan (ESOP) where they were allowed to buy shares in the company. The company continued the introduction of new products and products, as well as product diversification (189). The company, by 1980, was the leading market leader and leader in advertising, as well as in basic development and research. By that time, it had sold up to 300 brands in thirty-nine categories, which included personal care, laundry, cleaning of food and beverages, chemical and cellulose products. In 1980, the company was able to reach 95% of market penetration. The company, which manufactured the company (192) and continued to grow so that by 1990 sales of the company in terms of sales reached a high level of sales

The success of P&G can be attributed to the desire of the company to work with the business as it would be in conjunction with the values of integrity, doing what is right, best and respecting individual work with the company (192). The environment in which the company worked was one of the religious organizations, and they could inculate honesty in every way. A set of management policies that have been created to improve employee productivity. The company also believes that the company is inseparable from employees, so it is of great value to employees. The principle of focusing on workers has been dictated by HRM policy, which includes the promotion and recruitment of staff from the organization on the basis of merit, personal development through learning and learning, the promotion and encouragement of individuals, leadership and innovation, and teamwork in the various divisions, disciplines and geographical regions (194-7). The company also works for more than 89,000 people worldwide by 1990

The environment in which the organization operates consists of strong internal competition and teamwork, which are characterized by a well-structured management process. The company was hungry for the brand management system, ensuring that each brand has a drive and a focus. In this regard, management has given people the opportunity to anticipate the performance of the drive on the market. Each brand was assigned to a specific brand manager and several assistants responsible for loss and profit from the full range of products, for example, cleaning products (197). Changes in business environments have contributed to the failure of internal conflicts to lead to conflict, lack of focus and ineffectiveness (197). When authority was transferred to category managers, the decision was also improved and the company was able to bring its customers closer together (198)

In the 1970s and 1980s, competition and globalization in the industry led to many problems, as P&G is unable to respond quickly to the new environment. This contributes to the erosion of profits, the leading brand and margins. New actors in the industry included retailers such as Wall Market and major supermarkets. New participants, like others, can get new technology for selling point technologies, balancing the balance of power in the industry from producers to consumers (199). As a result, retailers took advantage of this and could use competition in accordance with the terms of trade

As competition intensified, competitors quickly responded and benefited from the change

Because of its deteriorating results, the company was forced to implement internal changes in the areas of marketing, sales, production and distribution (199). The governance structure and the creation of new category managers have started to use the business. As a result, the company became more client-oriented, as it was in a position to work with a large client pool. To make this possible, the company uses the strategy of globalization and research, as well as the development of marketing, distribution and production of its products. The international strategy worked until 1970, when low prices and increased competition weakened it. By 1990, however, the company had increased its international marketing, which had been achieved through overseas acquisitions, acquisitions and mergers (201). The company can also use a global strategy that is expanding in Asia, Latin America and Europe among other places (201-203). After the management of the &GG conducted research and development, talked with European managers and was able to understand the economic, social and political situation throughout Europe, allowing them to start their businesses again in these regions, using different models, such as capturing all pulp and detergents in the countries of the Soviet Union

The merger between gaming and proctors promotes the development of a global company. The company has won the market as a result of its ability to invest in employees and cultivate a culture of integrity in its business relationship. The company should be assured that employees of the company have the right to work with more than 100 brand new products. Technological innovation has also led to the collapse of the company. The management should have looked at the issue immediately, as it would have made it possible to know about the introduction of technological age into the market. Development and research have not been properly carried out because the company has no idea how to react faster to market conditions. While the company appreciates the internal recruitment, external experts can be integrated into the company to introduce new ideas such as technology, new products, and ideas. Regardless of this fact, the company has continued to successfully complete its action by limiting it, and it has helped it to restore the lost glow by initiating various types of models to be adopted in Eastern Europe

Conklin, Dee. W. 2006.

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