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A case study on :
THE P&G FIASCO
Presented By:
Megha Chacko Peter
Jaison Jackson
Pooja Prakash
Antony Tom
MACFAST
THIRUVALLA
 The P&G – Godrej Alliance seemed to hold great promises but it failed miserably.
 P&G’s global strategy was that they would target all customers with a similar
product which was going to be huge failure as India’s customer base was
homogeneous and thus P&G neglected Godrej brands & their global strategy.
Therefore brands like Evita, Fresca, Trilo bar faced a decline in their market share to
an extreme low. Rising cost of production was putting a burden on the pricing of
the products.
A GIST OF THE CASE
The reason cited by the management for the breakdown of this alliance was that it
would enable both the companies to pursue the business opportunities thrown
open by liberalisation. P&GG was going to become a fully owned subsidiary of
P&G with Godrej selling it’s 49% share to P&G and it would retain most of the
sales force acquired from godrej soaps, while the soap brands which were licensed
to P&G would revert to Godrej soaps.
Ques 1 : What according to
you, are the factors that
favored the alliance between
P&G and Godrej?
The factors that favoured P&G and Godrej alliance were as follows :
Godrej was able to utilise its excess capacity which it had installed in
wake of higher demand for its good, while on the other hand P&G
was able to enter into Indian markets using the distribution channel
of Godrej.
 Godrej required financial and marketing restructuring which was
provided by this P&G - Godrej alliance. P&G also benefited by
keeping it’s financial commitments low.
Ques 2 : What went wrong
with the joint venture? Why
did it break up within four
years of it’s formation?
Reasons for breakdown of alliance :
( 1 ) Godrej brand were not properly promoted by P&G
( 2 ) Fall in the sales which lead to underutilisation of excess
capacity installed by godrej.
( 3 ) Godrej’s processing cost was very high as compared to
other brands.
Case:"The P & G fiasco" - Page 468 - "International
Business" by K Aswathappa, 6th Edition, Mc Graw
Hill - New Delhi
MACFAST THIRUVALLA

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Case study the p&g fiasco

  • 1. A case study on : THE P&G FIASCO Presented By: Megha Chacko Peter Jaison Jackson Pooja Prakash Antony Tom MACFAST THIRUVALLA
  • 2.  The P&G – Godrej Alliance seemed to hold great promises but it failed miserably.  P&G’s global strategy was that they would target all customers with a similar product which was going to be huge failure as India’s customer base was homogeneous and thus P&G neglected Godrej brands & their global strategy. Therefore brands like Evita, Fresca, Trilo bar faced a decline in their market share to an extreme low. Rising cost of production was putting a burden on the pricing of the products. A GIST OF THE CASE
  • 3. The reason cited by the management for the breakdown of this alliance was that it would enable both the companies to pursue the business opportunities thrown open by liberalisation. P&GG was going to become a fully owned subsidiary of P&G with Godrej selling it’s 49% share to P&G and it would retain most of the sales force acquired from godrej soaps, while the soap brands which were licensed to P&G would revert to Godrej soaps.
  • 4. Ques 1 : What according to you, are the factors that favored the alliance between P&G and Godrej?
  • 5. The factors that favoured P&G and Godrej alliance were as follows : Godrej was able to utilise its excess capacity which it had installed in wake of higher demand for its good, while on the other hand P&G was able to enter into Indian markets using the distribution channel of Godrej.  Godrej required financial and marketing restructuring which was provided by this P&G - Godrej alliance. P&G also benefited by keeping it’s financial commitments low.
  • 6. Ques 2 : What went wrong with the joint venture? Why did it break up within four years of it’s formation?
  • 7. Reasons for breakdown of alliance : ( 1 ) Godrej brand were not properly promoted by P&G ( 2 ) Fall in the sales which lead to underutilisation of excess capacity installed by godrej. ( 3 ) Godrej’s processing cost was very high as compared to other brands.
  • 8. Case:"The P & G fiasco" - Page 468 - "International Business" by K Aswathappa, 6th Edition, Mc Graw Hill - New Delhi
  • 9.