啊！讀個案我也會！

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如何讀個案：以 P&G Japan 為例
首先，各位要仔細讀完「開場」。從開場，我們可以看到主角姓名、主角的背景、主角關心的議題。

In November 1999, Paolo de Cesare was preparing for a meeting with the Global Leadership Team
(GLT) of P&G’s Beauty Care Global Business Unit (GBU) to present his analysis of whether SK-II, a
prestige skin care line from Japan, should become a global P&G brand. As president of Max Factor Japan,
the hub of P&G’s fast-growing cosmetics business in Asia, and previous head of its European skin care
business, de Cesare had considerable credibility with the GLT. Yet, as he readily acknowledged, there were
significant risks in his proposal to expand SK-II into China and Europe.

Chairing the GLT meeting was Alan (“A. G.”) Lafley, head of P&G’s Beauty Care GBU, to which de
Cesare reported. In the end, it was his organization—and his budget—that would support such a global
expansion. Although he had been an early champion of SK-II in Japan, Lafley would need strong evidence
to support P&G’s first-ever proposal to expand a Japanese brand worldwide. After all, SK-II’s success had
been achieved in a culture where the consumers, distribution channels, and competitors were vastly
different from those in most other countries.

Another constraint facing de Cesare was that P&G’s global organization was in the midst of the bold
but disruptive Organization 2005 restructuring program. As GBUs took over profit responsibility
historically held by P&G’s country-based organizations, management was still trying to negotiate their
new working relationships. In this context, de Cesare, Lafley, and other GLT members struggled to answer
some key questions: Did SK-II have the potential to develop into a major global brand? If so, which
markets were the most important to enter now? And how should this be implemented in P&G’s newly
reorganized global operations?

接下來，先把大標題、小標題整理出來，目的是要全覽個案的結構與猜測大概內容。

從P&G的個案，我們可以看到第一個大標題是「P&G的跨國經營是成長之鑰」，從兩個小標題，
我們可以看得出來，跨國經營的主要問題是「在地化與跨市場整合」，因而需要「全球管理」。第
二個大標題談日本P&G苦難童年與掙扎的青春期，小標題談的是轉機與故態復萌。光從標題，我們就
可以知道日本P&G過去的發展並不順利，起起落落。第三個大標題談「Organization 2005」，猛然一
看，不知道在說什麼內容。但是在個案最前頭的開場，我們知道這是P&G正在進行的組織再造，而且
會影響到主角推廣SK-II到全球市場的策略。小標題將Organization 2005的三大構面：文化、流程、組
織結構清楚點出來。接著，下一個大標題點出新的Organization 2005這個全球策略與日本P&G的經營
出現衝突。最後一個大標題，提到SK-II鎖定的三大市場與可能遇到的組織限制。

透過細讀個案開場與標題，很快的，你就能很快掌握個案的大致內容！很簡單吧！

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 啊！讀個案我也會！

以下是個案中的標題整理：
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P&G's Internationalization: Engine of Growth

Local Adaptiveness Meets Cross-Market Integration

Birth of Global Management

P&G Japan: Difficult Childhood, Struggling Adolescence

The Turnaround

The Relapse

Organization 2005: Blueprint for Global Growth

Changing the Culture

Changing the Processes

Changing the Structure

New Corporate Priorities Meet Old Japanese Problems

Building the Base: From Mass to Class

Responding to the Innovation Push

O2005 Rolls Out

A New Global Product Development Process

The SK-II Decision: A Global Brand?

The Japanese Opportunity

The Chinese Puzzle

The European Question

The Organizational Constraint

Framing the Proposal

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 啊！讀個案我也會！

接下來，要怎麼讀個案？我會建議各位，長段落，先抓首句與末句讀；短段落，只抓首句讀。 3

例如，The Turnaround這一大段，真的爆長的：

In 1985, as the first step in developing a program he called “Ichidai Hiyaku” (“The Great Flying
Leap”), Jager analyzed the causes of P&G’s spectacular failure in Japan. One of his key findings was that
the company had not recognized the distinctive needs and habits of the very demanding Japanese
consumer. (For instance, P&G Japan had built its laundry-detergent business around All Temperature
Cheer, a product that ignored the Japanese practice of doing the laundry in tap water, not a range of water
temperatures.) Furthermore, he found that the company had not respected the innovative capability of
Japanese companies such as Kao and Lion, which turned out to be among the world’s toughest competitors.
(After creating the market for disposable diapers in Japan, for example, P&G Japan watched Pampers’
market share drop from 100% in 1979 to 8% in 1985 as local competitors introduced similar products with
major improvements.) And Jager concluded that P&G Japan had not adapted to the complex Japanese
distribution system. (For instance, after realizing that its 3,000 wholesalers were providing little
promotional support for its products, the company resorted to aggressive discounting that triggered
several years of distributor disengagement and competitive price wars.)

但是，如果你只抓首句與末句，這段的內容變成：In 1985, as the first step in developing a program he

called “Ichidai Hiyaku” (“The Great Flying Leap”), Jager analyzed the causes of P&G’s spectacular failure
in Japan. And Jager concluded that P&G Japan had not adapted to the complex Japanese distribution
system.

新的段落告訴我們，Jager認真分析了日本P&G的敗因主要在於無法適應日本複雜的配銷系統。

很神吧！輕易的讀懂這一大段文字的內容。

藉由這個方法，各位可以很快掃讀個案，獲得比閱讀開場與標題更多的資訊。

最後
，從頭讀完這個個案。這時候，你讀個案已經不會迷航了。因為你腦袋中有了一個
開場、標題、各段重點句所建立的導航系統，你可以在巡航的過程中享受路邊的風
景。