Procter & Gamble (P&G) is an American consumer goods company founded in 1837 and headquartered in Cincinnati, Ohio. P&G has a portfolio of iconic brands like Tide, Pampers, and Crest. It pioneered direct consumer advertising in the 1880s. Throughout its history, P&G has focused on innovation, research, and marketing to build strong brand equity and reach billions of consumers worldwide.

3. Procter & Gamble Co., also known as P&G, is an American
multinational consumer goods company headquartered in
downtown Cincinnati, Ohio, United States, founded by William
Procter and James Gamble
Procter & Gamble (P&G) was a global leader in branded
consumer goods, known for iconic category-defining products
such as Ivory soap, Crisco shortening, and Tide laundry
detergen
It was the first company to advertise directly to consumers, in
the 1880s, and it invented “soap operas” by sponsoring radio
and TV programming that targeted women.

6. P&Gs Billion- and Half-Billion-Dollar Brands
Actionell Ace Always Asacol Ariel Bold Bounty Boss Fragrance
Braun Cascade Charmin CoverGirl Blast Crest Dash Dawn Dolce
& Gabbana Fragrance Downy Eukanuba Duracell Gillette Venus
Febreze Herbal Essence Gain Mr. Clean Magic Eraser Gillette
Fusion Nyquil Gillette Mach 3 Pearl Gillette Odor Shield Prilosec
Head & Shoulders Rejoice Iams Safeguard Koleston SK-II Olay
Swiffer Dusters Oral-B Tampax Pampers Pantene Tide

9. P&G’s major
steps &
performence in
it’s field of
innovation and
marketing

10. Innovation & R&D

11. • , P&G took a scientific approach and connected R&D with the
company’s sales and marketing.
• Three new teams supported the GBUs: a business
development team focused on innovating in existing categories;
a venture team tasked with acquiring brands in new areas and
nurturing ideas created by the business development team
• Overall, the new structure and approach to innovation, called
connect-and-develop, identified proven technologies, packages,
and products that P&G could improve, scale up, and market on
its own or through partnerships

13. • Lafley took over in 2000, he set a goal to make P&G the
top product-design company in the world, a departure
from P&G’s past focus on function, performance, and price
• Kotchka sought to bring design to every step of product
development and introduce a culture of design to P&G
through a number of actions: she hosted a “design
tasting,” featuring design case studies for P&G’s top 200
executive
• The new emphasis shifted the company toward a more
consumer-centric marketing approach as well, P&G’s
brands faced two moments of truth: first, on the store
shelf; and second, when the consumer used the product
and decided whether it delivered on its promise

14. • CMO Stengel moved P&G’s marketing approach away from
its traditionally process-oriented and template-driven
culture toward a deeper understanding of who the product
was for, what was different about that consumer, and how
that consumer expected to use the product.
• Stengel, with urging from Lafley, also brought a sharper
focus to return on marketing investment (ROMI); across
the industry, this had meant a shift from TV and print to
digital and direct marketing
• Pritchard took on the role of brand manager for the
multibrand marketing efforts, which also included
companywide coupon circulars, websites, and retail
promotions

15. Commitment

16. • The firm was well known as especially process-oriented.
P&G invested more in market research than any company in
the world
• The firm conducted over 20,000 research studies each year,
and invested nearly $500 million into developing and
executing these studies
• P&G’s culture of performance-driven products, as the firm
leveraged new and innovative ways to learn directly from
consumers, while also building the opportunity to create more
direct, one-on-one relationships with the target audiences

18. • Ivory, the first product to be advertised directly to consumers,
subverted a traditional reliance on an established network of
wholesalers, distributors, and retailers and sold directly to consumers
instead
• While P&G constantly built on its experience with broadcast media, it
also relied heavily on developing long-standing partnerships with
advertising agencies to develop robust brand identities for its portfolio
of consumer goods.
• P&G encountered a more sophisticated and globalizing consumer
market in the new millennium, it faced challenges in winning new
customers in less familiar markets outside the Americas and Western
Europe

19. • Working with agencies, P&G began by first developing a “media
neutral” idea47 that could be translated across a range of media
• For many years, P&G’s staple TV ads focused on P&G’s product
superiority and the clear functional benefits of its products. P&G
marketing had been built around the idea that functionality would
sell over emotional connection
• the equity of great brands has to be something that a consumer finds
inspirational and an organization finds inspirational.”

21. • Throughout the 1990s, P&G’s digital activity had been limited
to its operation of brand websites, but the firm expanded its
digital content offering in 1999 with the launch of
pampers.com
• P&G slowed its digital push after the dot-com bubble burst, and
through the early 2000s focused its efforts primarily on
“proven media,” that is, television and print advertisements,
along with its product website
• P&G launched its first mobile marketing ad campaign in 2006
to promote Crest Whitening Plus Scope toothpaste

22. • P&G’s line of “My Black is Beautiful” products, targeting
African American women, introduced two web series in 2010 to
showcase its products: Buppies, a scripted drama that
integrated CoverGirl’s Queen collection
• P&G’s Old Spice television commercial and YouTube sensation,
“The Man Your Man Could Smell Like,” gave P&G its
greatest exposure in the online community in 2010, and bridged
the power of digital and social media
• These campaign was seen as a milestone in P&G’s transition
from a mass marketer to a one-on-one digitized marketer

24. • In 2010, P&G began using Facebook as a marketing tool and, by
2011, had 15 brands with “friends” in the six-figure range
• Facebook as a marketing supplement, not a replacement
• In 2011, when company research showed that men were going to
women’s sites for information on recipes, cleaning the house, or
getting a stain out of a shirt, P&G rounded out its earlier social
media efforts with Manofthehouse.com

26. • In 2005, Tide laundry detergent had its best sales in over a
decade after a highly successful post Katrina campaign,
“Loads of Hope.”
• Tide opened a Laundromat in New Orleans to wash
survivors’ clothes and sold T-shirts with various slogans
such as, “Be seen, not spotted,” worn by celebrities to
promote Tide with Febreze
• In 2006, P&G unveiled a major campaign in Times Square
targeting holiday shoppers. The ad was used to promote
Charmin toilet paper, and tourists loved it

28. Celebrity
endorsements

29. • P&G’s acquisitions of several beauty companies in the 1990s
had brought a number of celebrity endorsers into the P&G
stable, including CoverGirl spokespersons
• In 2010, Sebastian Vettel, the “youngest ever”61 Formula
One champion, secured a long-term sponsorship with P&G
to promote Head & Shoulders shampoo.
• P&G also pursued a host of promotion, sponsorship, and
endorsement relationships as well as other nontraditional
outlets, such as product placement in television and film.

30. Present Scenario

31. • P&G continued to push toward reaching 5 billion consumers served
worldwide, its evolving marketing capabilities took center stage.
• The firm had proven its ability to navigate the digital environment
with efforts like “The Man Your Man Could Smell Like” and
Manofthehouse.com
• Building on its strengths in R&D, consumer research, and product
performance, P&G continued to evolve and innovate as the world’s
largest marketer