8. What is the percentage
sales division of P&G
products in different
continents?
9.  North America – 48%
 Western Europe – 21%
 Asia – 15%
ď‚— Central and Eastern Europe and the Middle East
and Africa – 13%
 Latin America – 9%
17.  CEO (1999) – Durk Jager
 CEO (2000) – Lafley
 CMO (2000) – Jim Stengel
ď‚— Vice president for Design innovation and Strategy
– Claudia Kotchka
27. • P&G connected R&D with company’s sales and marketing
• Formation of seven global business units (GBUs) based on
product categories that would help with global product
development and quick-to-market strategies.
• Three new teams supported 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 that did not relate to an existing
brand; and market development organizations that would
perform intensive market research to ensure global
products’ success in local markets.
29. • Selected potential partnership products
• Located in six connect-and-develop hubs (in China,
India, Japan, Western Europe, Latin America, and the
U.S.), the technology entrepreneurs focused on
products and technologies specific to the specialties
of the hub’s region.
• Rather than eliminate R&D jobs internally, connect-
and-develop forced P&G to adapt and develop new
skills.
• By 2006, more than 35% of P&G’s new products had
elements that originated from outside the firm, and
45% of P&G’s initiatives had key elements discovered
31. • Kotchka sought to bring design to every step of
product development.
• She hosted a “design tasting,” featuring design case
studies for P&G’s top 200 executives , created a P&G
design board and created the Clay Street Project,
bringing cross-functional teams from their jobs
elsewhere across the firm’s global footprint to
Cincinnati for 10 weeks to create new brands based on
design.
• P&G did not use design as an antidote to its function-
driven process but rather as a complement, helping
consumers recognize, understand, and in some cases
even imagine the functions of a given product.
33. • 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.
• 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.
37. • At the time of recession, though the firm’s marketing budget
was not directly cut, P&G shifted to coupons and in-store
promotional activities to maintain the same media presence,
while shifting ad costs.
• In 2010, P&G increased ad spending by $1 billion, with a 20%
increase in media impressions; higher revenues led to an
increase in dollars spent.
39. • Launch of different websites like pampers.com and
BeingGirl.com to provide information to mothers and
girls respectively and served as an interactive forum.
• Launched its first mobile marketing ad campaign in
2006.
• In 2010, P&G started using facebook as a marketing
tool.