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  • Lagbo - PS 3

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    Riross Umayam
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    P&G is an innovation leader in its industry due to heavy investments in research and development spending as well as collaborations with external partners. More than half of P&G's product innovations include a major component from an external partner. P&G is also a brand-building leader with 23 billion-dollar brands and 20 half-billion-dollar brands that account for 85% of sales and over 90% of profits. P&G has also established industry-leading go-to-market capabilities and significant scale advantages as a total company and in individual categories, countries, and retail channels driven by knowledge sharing, common systems and processes, and best practices. By leveraging its core strengths in consumer understanding, brand-building

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    P&G is an innovation leader in its industry due to heavy investments in research and development spending as well as collaborations with external partners. More than half of P&G's product innovations include a major component from an external partner. P&G is also a brand-building leader with 23 billion-dollar brands and 20 half-billion-dollar brands that account for 85% of sales and over 90% of profits. P&G has also established industry-leading go-to-market capabilities and significant scale advantages as a total company and in individual categories, countries, and retail channels driven by knowledge sharing, common systems and processes, and best practices. By leveraging its core strengths in consumer understanding, brand-building

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    5 views3 pages

    Lagbo - PS 3

    Uploaded by

    Riross Umayam
    P&G is an innovation leader in its industry due to heavy investments in research and development spending as well as collaborations with external partners. More than half of P&G's product innovations include a major component from an external partner. P&G is also a brand-building leader with 23 billion-dollar brands and 20 half-billion-dollar brands that account for 85% of sales and over 90% of profits. P&G has also established industry-leading go-to-market capabilities and significant scale advantages as a total company and in individual categories, countries, and retail channels driven by knowledge sharing, common systems and processes, and best practices. By leveraging its core strengths in consumer understanding, brand-building

    Copyright:

    © All Rights Reserved
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    of 3

    LAGBO,I

    meeG. Dat
    eSubmitt
    ed:Apri
    l14,
    2022
    BSCE2DWRE DateDue:
    April
    15,2022
    N238ENGMGMT( Engi
    neer
    ingManagement
    )
    4:
    00–5:00pm MWF
    PS3a:FUNDAMENTALSOFMANAGEMENT
    Act
    ivi
    ty

    P&G ist hei nnovationl eaderint heindust ry.Virt


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    deli
    veredint hepasty earscomesf rom new br andsandnew ori mpr ovedpr oducti nnov ati
    on.
    P&G spendsal mostt wiceasmuchonr esearchanddev elopmentspendi ngasi tscl osest
    compet i
    tor.Inaddi t
    ion,theCompanymul tipli
    esi t
    sinternalinnov ationcapabi li
    tywithagl obal
    networkofi nnovationpar t
    nersoutsideP&G.Mor ethanhal fofal lproductinnov ati
    oncomi ng
    from P&Gi ncl udesatl eastonemaj orcomponentf rom anext ernalpartner.P&G i sal sot he
    brand-bui
    ldingl eaderofi tsindustry
    .TheCompanyhasbui l
    tthest rongestpor tfol
    ioofbr andsi n
    theindustrywi th23Bi ll
    ion-doll
    arbr andsand20hal f-
    bill
    i
    on- doll
    arbr ands.These43br ands
    accountfor85%ofsal esandmor ethan90%ofpr ofi
    t.Twelveoft hebill
    iondollarbrandsar ethe
    #1gl obalmar ketshar el eadersoft heircat egori
    es.Themaj or i
    tyoft hebal ancear e#2.Asa
    group,P&G’ sbi ll
    ion-doll
    arbr andshav egrownsal esatanav erager ateof11% pery ear( P&G
    2009Annual Report).P&Ghasal soest abl
    ishedi ndustry
    -leadinggo- to-
    mar ketcapabi l
    it
    ies.
    P&Gi sconsi stentl
    yrankedbyl eadingr etail
    ersini ndustrysurveysasapr eferr
    edsuppl i
    er
    andast heindustryleaderinawi der angeofcapabi liti
    esi ncl
    udingclearestcompanyst rategy,
    brandsmosti mportanttor etail
    ers,st rongbusi nessf undament al
    sandi nnov ativ
    emar keting
    programs.TheCompanyhasal soest ablishedsi gnifi
    cantscal eadv antagesasat otalcompany
    andi nindiv
    idualcat egori
    es,count ri
    esandr etailchannel s.P&G’sscal eadv antageisdr i
    venas
    muchbyknowl edgeshar i
    ng,commonsy stemsandpr ocesses,andbestpr actices,asitisbyi ts
    si
    zeandscope.Thesescal ebenef i
    tsenabl eP&Gt odel iverconsistent
    lysuperiorconsumerand
    shareholderv al
    ue( P&G2009AnnualRepor t).Byl ev eragingthesecor estrengt hs–consumer
    under st
    anding,brand-buil
    ding,innov ation,go- tomar ketcapabi li
    tyandscal e–P&Gcanex ecute
    i
    tsgr owthstrategies.Thesestrengt hscr eat esigni f
    icantcompet i
    ti
    v eadvantagef orP&G.

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