How P&G evolved to adapt to changing times and how much of it is owed to decisions taken by key players.

1. Procter & Gamble: Marketing Capabilities

2. What
exactly is
P&G?

4. What is
the case
all
about?

5. How P&G evolved to adapt
to changing times and
how much of it is owed to
decisions taken by key
players

6. Brief Background (1980 - 1999)
1. Proctor & Gamble (P&G) had become a global leader in branded consumer goods.
2. It was the first company to advertise directly to consumers in the 1880’s, and
invented ‘soap operas’ that targeted women.
3. Through its continued efforts, P&G remained a global leader and this case elucidates
the strategies followed by P&G to adapt to the changing times.

7. 1. In the 1980s, P&G ramped up its global expansion and developed its first global
brands, including Always/Whisper, Pringles, and Pantene.
2. P&G used the following approach to enter new market–
• Acquisition or joint venture on a small scale
• Through trial and error, learn the formula for success before making a major
commitment.

8. Who were the key players which guided P&G’s
expansion?
Durk Jager
(CEO)
1999 -
2000
Alan G. Lafley
(CEO)
2000 - 15
Jim Stengel
(CMO)
2001 - 08
Claudia
Kotchka
(VP)
Design
Innovation
2001 - 08

9. Key Decisions taken during Yager’s Term
1. P&G reorganised to boost growth after net sales had dropped to 2.6% growth.
2. P&G led a retrenchment of 15,000 staff.
3. 7 Global business units (GBUs) replaced company’s 4 Geographical business units,
4. To support GBUs following teams were commissioned:
• Business development team focusing on innovating in existing categories
• Venture Team tasked with acquiring brands in new areas
• Market development organisations tasked with performing intensive market
research

10. How successful
were the decisions?

11. Led to the successful product introductions:
• Swiffer Dusters
• Olay Regenerist
• Crest Whitestrips
• Crest Spinbrush
BUT……………………………….
Firm struggled to control costs, and its stock slid from $118 to $52 over 18 months.
Alan G. Lafley had to take over.

12. Key Decisions taken during Lafley’s Term
1. Lafley named Jim Stengel as the Chief Marketing Officer.
2. Lafley created a new design unit and named Claudia Kotchka as Vice President for
design innovations and strategy.
3. Emphasis shifted to consumer-centric marketing.
4. P&G’s brands faced two moments of truth:
• On the store shelf
• When the consumers used the product and decided if it delivered on its promise

14. Key Decisions taken by Jim Stengel
1. Stengel brought a sharper focus to return on digital marketing investment (ROMI)
• Implying – shift from TV and print to digital and direct marketing
2. Stengel and P&G developed metrics to measure brand loyalty and consumer
relationships.

15. Key Decisions taken during Kotchka’s Term
1. Sought to bring design to every step of product development
• Hosted ‘design tasting’
• Created P&G design board similar to Mattel and Nike
• Created clay street project
2. P&G used design not as an antidote but as a complement

16. Marketing

17. Sponsorships

21. Celebrity Endorsements
A range of sponsorship opportunities were
leveraged across P&G’s portfolio

22. Digital Marketing

23. P&G’s line “My Black is Beautiful” products targeted African American women with launch
of two web series – ‘Buppies’ and ‘My Black is Beautiful’.

24. Disclaimer
This presentation was created by Vaibhav Parakh (Amity U, Noida), as part of the marketing
internship by Prof. Sameer Mathur (IIM Lucknow)