Procter & Gamble

Always Marketing Strategy

Juanita K. Khumalo
 Table of Contents
1.1 Introduction
1.2 External Analysis
1.3 Internal Analysis
1.4 Conclusion
1.5 Bibliography
 Introduction

The FMCG industry is one of the largest sectors of the economy and P&G is an
industry leader in this highly competitive market. The objective of this research
assignment was to conduct an external analysis of the FMCG industry within
which P&G’s products function, second objective to conduct a product market
environment analysis of my chosen product, more particularly relating to the
feminine hygiene product, Always and recommend strategies on how the brand
can continue to build and increase its already established brand and market share
within the Femcare market.
1.2 External Analysis
Fast Moving Consumer Goods
According to Venter and Jansen van Rensburg (2009) an industry consists of companies that produce similar
products at a high level of generality- e.g. FMCG industry can be defined as companies that produce
everyday low price3d and low risk products that require very little thought when purchasing’ (Business
2000, 2008). FMCG, otherwise known as CPG, is one of the biggest industries in the world and there are a
lot of facts that stand the FMCG industry apart as a career choice:

FMCG companies are behind the biggest brands in the world. FMCG is all about names, the products which
everyone recognises from trips to the supermarket or from ads on television. The brands that make up this
sector are the high profile ones, the ones everybody knows and loves. Think Coca-Cola, Dettol and Dove.
This is an industry that puts you in living rooms, kitchens and bathrooms across the globe.

The FMCG industry changes fast and is constantly evolving. It's fair to say there is never a dull moment in
FMCG. From the pace at which goods leave the shelves to the rate of product innovation and career
progression, things move quickly. And it doesn't end there. The brands themselves are changing just as
quickly. 40% of brands on the top 100 list twenty years ago have already been replaced by new names
today.

In order to develop an understanding of the industry as a whole we will use the framework developed by
Michael Porter (1980; 2008) to develop a brief description of the factors that influence and shape the market
for FMCG. This five forces analysis will provide an overview of the industry and a starting point for further
analysis, which will focus on the individual emerging markets chosen for study in the research.
Porters Five Forces Analysis
 Threats of new entrants
Competition amongst rivalries is very fierce. There are many firms operating in the FMCG
industry on all markets such as Kimberley Clarke, Johnson & Johnson, Colgate-Palmolive,
Nampak and Lil-Lets due to the rather diversified number of products being produced and sold.
As a result of the characteristics of the FMCG industry, it is often associated with significant
risk to attempt to compete in the industry as it does not offer newcomers much in terms of
revenue initially. Thus the competition in the industry as a whole is very high in general an
even though this is more pronounced in mature markets, the less developed markets will
become more and more competitive as they develop their economies Sorgenfry and Munch


(2009).
Bargaining power of suppliers
Since so many and completely different goods and materials goes into producing most
FMCG products, it is generally hard for suppliers to obtain any significant bargaining power
over most companies in the industry. Often the scarce resources needed to produce some
FMCG are either directly controlled by the companies utilizing them, such as quality malt and
barley in the beer industry, or acquired and controlled by legal contracts and long term
association between companies, although this is not as prevalent in emergent markets. While
this can give suppliers some power over FMCG producing companies, there are relatively few
resources that are sufficiently rare for suppliers to obtain much power over their customers


(Sorgenfry and Munch, 2009).
Bargaining power of buyers
Given the nature of the goods produced by FMCG firms, the customer base represents most
households and persons giving relatively low bargaining power to the final consumer due to the
sheer amount of customers. Additionally the large part of total expenses used by households to
buy FMCG as well as the necessity of these goods lessens the customers‟ relative power with
regards to companies in the industry. The fact that customers overall have easy access to any
given FMCG, due to the many retail stores and other access points, gives the customers some
degree of power since it is easy
for them to choose where to buy, and to switch to another product or retailer if they so desire.
Overall the customers hold significant power as group, but little power as individuals, in the
industry, since the degree of competition in the industry are very high and as often as not the
margins are low and retention of customers are important for survival (Sorgenfry and Munch,


2009).
Rivalry among competitors
There are many firms operating in the FMCG industry on all markets, due to the rather
diversified number of products being produced and sold. The competition in the industry as a
whole is very high in general and even though this is more pronounced in mature markets, the
less developed markets will become more and more competitive as they develop their


economies (Sorgenfry and Munch, 2009). .
Threat of substitutes
Due to the nature of fast moving consumer goods there are inherently some threats of
substitution, not from outside goods but from the industry itself. To a large extend the goods
produced are interchangeable, which is one of the reasons branding and differentiation plays
such a large role in the industry. When many of the products are virtually indistinguishable
from competitors in a strictly physical aspect other methods exists to differentiate a product
(Sorgenfry and Munch, 2009).
1.3 Internal Analysis
History
Established in 1837, The Procter & Gamble Company began as a small, family operated soap and candle
company in Cincinnati, Ohio, USA. The organizations heritage is rooted in the principles of personal
integrity, respect for the individual and doing what’s right for the long- term.

Purpose, Values and Principles

Foundation
P&Gs Purpose, Values and Principles are the foundation for P&Gs unique culture. Throughout the
company’s history of more than 170 years, these values have endured and remained at the heart of what the
company does. It is furthermore foreseen that it will continue to be passed on to generations of P&G people
to come.

Purpose
Its Purpose unifies the organization in a common cause and growth strategy of improving more consumers’
lives in small but meaningful ways each day. It inspires P&G people to make a positive contribution every
day. Organization provides branded products and services of superior quality and value which improve the
lives of the world’s consumers, for now and for more generations to come. Consumers in turn, reward the
organization with profit and value creation, leadership sales and allowing P&G stakeholders and the
community from which it operates to prosper.

Values
The organizations Values shape the tone of how it works with the members and its partners. The company
is built on the following values:

 Integrity
 Leadership
 Ownership
 Passion for winning
 Trust

Principles
The organizations Principles articulate P&Gs unique approach to conducting work every day. Such as the
following:

 Showing a level of respect to all individuals

 The interests of the company and the individual are inseparable.
 Organization is strategically focused on its work
Today
Two billion times a day, P&G brands touch the lives of people around the world. P&G is a global leader in
retail goods focused on providing branded consumer packaged goods of superior quality and value to our
consumers around the world. Its products are sold in more than 180 countries and territories primarily
through mass merchandisers, grocery stores, membership club stores, drug stores, department stores, salons
and high frequency stores. P&G continues to expand its presence in other channels, including perfumeries,
pharmacies and ecommerce. The organization has on-the-ground operations in approximately 70 countries.
Its market environment is highly competitive with global, regional and local competitors. In many of the
markets and industry segments in which the organizations products are sold, P&G competes against other
branded products as well as retailers' private-label brands. Additionally, many of the product segments in
which the organization competes are differentiated by price tiers (referred to as super-premium, premium,
mid-tier and value-tier products). We are well positioned in the industry segments and markets in which we
operate, often holding a leadership or significant market share position. P&G is the world’s largest and most
profit table consumer packaged goods company, with nearly $84 billion in sales and more than $10 billion in
net earnings. We have built a portfolio of 25 billion-dollar brands — each of which generates from
$1 billion to more than $10 billion of sales per year (Procter & Gamble, 2013).

P&G Brands
 Beauty and  Fragrances  Health and  Household
Grooming Wellness and Baby Care
   
   
Braun Dolce & Gabanna Always Duracell

  
Gillette Hugo Boss Discreet Pampers

  
Olay Lacoste Fragrances Oral B

  
Pantene Dunhill Fragrances Vicks
Head and Escada Fragrances Tampax

 Nice n Easy 
Shoulders


Eukanuba
Iams
(Procter & Gamble, 2013)

Core Strengths of the organization

Porters Five Force Analysis for P&G
 Threat of New Entrants (Moderate)
The barrier to entry of an average incumbent firm for this industry is relatively low. This is because the capital
investment that is needed to enter this industry is relatively low. However, because of the extremely high
competition and also the existence of very established companies such as a P&G, it is very hard for a new
entry to be as big as current products. This is because these companies have been able to capture a large
market share over the years of their existence as well as able to create brand loyalty among their customers.
Therefore, for a new firm to be successful, they would have to invest a lot in research and development to be


able to produce a differentiated product.
Bargaining power of suppliers (Moderate)
Consumer product companies face approximately the same amount of supplier costs as a result because of the
costs they incur when switching suppliers. Suppliers that do a lot of business with these companies, supplying
Kimberley Clark with raw materials for its diapers are to a certain degree beholden to their customers,


Kimberley-Clark. Nevertheless, bargaining power for both Kimberley-Clark and P&G is limited
Bargaining power of buyers (Mixed-Strong Buyer Power from Retailers)
The power of buyers for this industry is moderate. Although, companies in this industry are able to sell their
products straight to the end buyer, which are the consumers, most of their sales go through retailers such as
Procter & Gamble. The buying powers of consumers are fragmented and have little influence on product or
price. Because they are able to sell more products through the customers who are their retailers, their


bargaining powers are relatively strong.
Rivalry amongst Competitors (High)
Rivalry amongst competitors is very high. While many consumers in this market prefer certain products,
switching costs in this industry are very low. It does not cost a consumer much to buy a product from one


company than the other.
Threat of substitutes (High)
P&G’s threat of substitution is extremely high as there are many companies producing household consumer
products, both national and international such as Johnson & Johnson, Lil-Lets, Kimberly-Clark and Colgate-
Palmolive CL. The consumer’s switching costs between products are low, the quality, price, brand loyalty and
differentiation of a product is very important in influencing consumer’s purchasing decision. One of Always
objectives

Internal Analysis
Always
History
Always began in test market in Minneapolis, Minnesota in January, 1983. At that time 3 pad types were
introduced: maxi pads, mini pads, and pantiliners. The ongoing market share objective was 25%; by
October/November Always had a 21.5% share; Year I was 18.9%. The target audience was women 12-49.
Test market results indicated Always could achieve a 22.5% going share nationally.

Competition at the time was intense. Johnson & Johnson was the market leader. Competitive response
included new products, line extensions, product improvements, and heavy competitive promotional
spending. Always also spent very heavily during that period. Consumer awareness of the product was low;
consumers who tried Always liked it, except for the size of the pad (Procter & gamble, 2013).
Today
Since its introduction in 1984, Always has made a woman’s period a more positive, happier experience.
Always, the world’s leader in feminine protection is dedicated to helping women embrace womanhood
positively—from the very beginning of puberty through their adult lives. Always is a brand of feminine
hygiene products, a brand which is behind some of the biggest innovations in feminine hygiene history,
including the introduction of winged pads in 1985 and Ultra-thin pads in 1990 (Procter & Gamble,2012).

Always offers many great varieties of pads and party-liners. Pads are worn in underwear during a woman’s
menstrual period to absorb the menstrual flow. Some flows are heavy, some are light, and some are in
between. That’s why Always Pads come in different shapes, lengths, and absorbencies (Being Girl, 2013).

Always Ultra Thin

Always Ultra is positioned as money for value products, relatively good quality at a competitive price. It is
cheaper than Always Maxi but not cheaper than the premium line, Always Platinum. Always Ultra pads are
thin pads that provide great protection and comfort without the bulk of a maxi pad. Always Ultra Thin has
the following features: A LeakGuard core that pulls fluid away quickly, soft cover helps keep clean; dry
absorbs in seconds and lasts for hours (Being Girl, 2013).

Always Maxi

Always Maxi pads cheaper than Always platinum and Always Ultra. It is positioned as an economy product,
comparatively low quality at a low price. Always Maxis are thicker pads than Always Infinity and Ultra
Thin pads. They have a close body fit and gentle, panty-hugging shape for further protection. LeakGuard
core that pulls fluid away quickly soft cover helps keep you clean and dry absorbs in seconds and lasts for
hours (Being Girl, 2013).
Always Platinum

Always launched a premium feminine protection range called Always Platinum which is positioned as a
high quality at a high price. The collection was designed with attention to beautiful, feminine detail and
superior comfort in mind. Always is currently targeting LSM 8-10 with the Always Platinum (Being Girl,
2013).

Always Market share

The following is an explanation of the research method which was conducted by the author of the research
assignment in order to calculate Always market share. The author of research assignment used shelf-share
space technique to calculate the size of the Always market share in the pads industry at one of South Africas
biggest supermarkets, Pick n Pay at Rosebank Mall. The research was conducted on the 23 August 2013.

The product category that was analysed was the Always feminine hygiene sanitary towels. In order to
calculate Always market share the amount of shelf space that Always occupied in relation to that of
competing brands was calculated and compared. The brand which is allocated and occupies the most shelf
space is recognised as having the most market share in its product category and is also recognised as the
market leader of its product category.

According to the market size of all the feminine products in the Industry, Always is the market and industry
leader with total share of 33% compared to other competitors.
Pick ‘n Pay has allocated 19 shelves to the sanitary pads that it sells in store. Always occupies 6 shelves out
of the 19 shelves allocated to pads in the store compared to its competing brands. Lil-lets occupy 4 shelves,
Kotex 3, Stayfree 3, shelves and Lifestyle 3 shelves in the pads section.

This shows that Always is the industry leader in the feminine hygiene care industry and if necessary, could
improve on its share of the market in this product category by marketing its products more aggressively and
by improving on its distribution channels in the market.

Always LSM
LSM is a rating system that classifies your standard of living into one of 10 groups. The SAARF LSM is a
unique means of segmenting the South African market. It cuts across race and other outmoded techniques of
categorising people, and instead groups people according to their living standards using criteria such as
degree of urbanisation and ownership of cars and major appliance. (SAARF, 2012). Always has an LSM
score of 8-10.

Always Market Potential

Always has the greatest market share in the pads industry but there is potential for growth as it dominates
only 33% of the sanitary pads market. There are 5 major forces which could be restricting Always from
reaching its full potential. Namely

 Awareness
Customers need to know about and be aware of a product and its benefits. If customers are not aware
of the product or do not fully understand its benefits, they will not be able to discern its potential
value to them.
  Availability
Market demand is influenced by availability, if products are not fully available to the market,
consumer demand for it may decline. Always had not anticipated the demand for its product in South
Africa and failed to fully reach all their consumers which potentially played a role in it not reaching
its full potential.
 Affordability
Affordability aspect plays a fundamental role in Always not reaching its full potential. Compared to
other products, Always is relatively expensive compared to its competitors. The author of this
research assignment conducted an in store analysis at one of South Africas biggest supermarkets,
PicknPay on the 23rd of August 2013 at Rosebank Mall. The following were the price list of Always
and its competitors:

Sanitary pads (Ultra Range) Price List (ZAR)

Always 39.00
Kotex 24.00
StayFree 19.00
Lifestyle 25.00
Lil-lets 34.00

Competitors
 Kimberley Clark - Kotex
Innovative brands improving lives every day, everywhere. Kimberly-Clark South Africa is a
subsidiary of the US-based Kimberly-Clark Corporation. It markets innovative health and hygiene
products that people come into contact with every day.
KC has three consumer products divisions – Adult & Feminine Care, Baby & Child Care, and
Family Care, a Professional Division, and a Health Care Division. Its manufacturing facilities are
located in Springs, Gauteng Province (tissue manufacturing and converting, and diaper
manufacturing), and Cape Town, Western Cape (Feminine Care product manufacturing and
Kimberly-Clark South Africa employs over 800 people (Kimberley Clark, 2013).


Kotex product range:
Kotex Ultra Thin
 Kotex Maxi

 Johnson & Johnson – Stayfree

Johnson & Johnson is an international company with headquarters in New Jersey. Approximately
110 000 people are employed worldwide by 200 operating companies in 57 countries, and our
products are sold in 175 countries. The fundamental objective of Johnson & Johnson is to provide
scientifically sound, high quality products and services to help heal, cure disease and improve the
quality of life. The core principles of our business are caring and trust. Johnson & Johnson (Pty)
Limited has been in South Africa since 1930, manufacturing and distributing a full range of
consumer and over-the-counter products from our factories in East London and Cape Town. The
organizations Head Office is now based in Cape Town (Johnson & Johnson, 2013).
 The following feminine care range of sanitary towels is produced by the organization:

StayFree product range:

 Stayfree Ultra Thin

 StayFree Maxi

 Nampak
Nampak is a South African company which offers comprehensive product range, across multiple
industries throughout Africa, manufacturing to the highest commercial and environmental
standards in metal, glass, paper and plastic. Nampak Tissue produces a feminine hygiene product
called Lifestyle which is a competitor with Always (Nampak, 2013).


Lifestyle product range:
Lifestyle Ultra Thin pads
 Lifestytle Maxi pads

Lil-lets Group Limited

Lil-lets Group Limited manufactures and markets feminine hygiene products the United Kingdom,
Ireland, and South Africa. Its products include tampons, sanitary pads, and pant liners. The company
was founded in 2006 and is based in Solihull, United Kingdom with an additional office in Durban,
South Africa (Lil-Lets Group Limited, 2013).

The company offers the following feminine hygiene products:

 Lil-lets Pads

Always 5 Ps of Strategy
Plan
P&G invests millions of dollars per annum on research and development in order to understand their
consumers and the environment in which they operate on a global and local level to consistently
develop new technologies and innovations to better improve the lives of its consumers. Example,
Always Platinum was launched in 2013 after the much analysis after analysis was conducted and
P&G found a potential niche market in the industry.

Ploy
Always outwitted its competitors by developing a premium feminine protection range of pads and
liners called Always Platinum and winning that potential market and once again establishing itself as
an innovative brand and industry leader.

Pattern
Strategy is only identified after it has been executed. P&G realized that a huge
following of its target audience are older women as opposed to teenagers which is
Always primary market and P&G subsequently developed a new premium product to tap into that
market called Always Platinum.

Position
It is a means of locating an organization in what organization theorists call an environment
(Mintzberg, 1987). Always has positioned itself in aligned with its technological resources and R&D
efforts.
Perspective
It looks inside the organization. Content consists of not just the chosen position but of an ingrained
way of perceiving the world (Mintzberg, 1987). P&G believes in changing ordinary people’s lives
every day through its products and positioning itself as a consumer company and not a profit
company. This aligns with the organizations principles, values and purpose.

Always STP
Market Segmentation
Always is a product for daily needs of consumers. It used demographic, psychographic segmentation
to break down its audience such as age, gender which is female, income and personality.

Market Target
Its target audience is every household, women between the ages of 11- 49 experiencing
menstruation. Always primary target audience are girls who are Stepping In, preteens 11-17 year
olds its POME (point of market entry) ages of 11 to establish a long term relationship with them and
ensure that Always is their preferred FemCare brand as of the moment they enter womanhood and
Secondary target: Stepping Out (Women 18-55).

Market Positioning
Always products used to improve the lives of consumers. They are available in different subsections
eg. Always Ultra, Maxi and Platinum. Always Platinum is its premium brand which is more
expensive than the others and has superior technology. Always Ultra is the value-for-money product
which is cheaper than the Platinum range and Always Maxi, the economy product which is the
cheapest line available for women.

Competitive Advantage
Procter & Gambles main competitive advantage is derived from its innovations. Always has
launched a premium range called Always Platinum premium range in South Africa which all the
other competitors do not have. They discovered a potential market and targeted a niche market which
makes Always the only player in the premium product market in South Africa. It was the first
company to develop pads with wings and has Top Sheet Innovation. Example, Always Ultra turns
liquid into gel which locks it for greater comfort. It is one of the oldest, trusted and
most stable consumer products company spread over 180 countries. It is one of the
most admired and dominating industries in the world. They strongly believe in the
importance of advertising and research and development. P&G currently spends
almost twice as much on R&D spending nearly $2.2 billion in 2008 as its closest
competitor. P&Gs R&D is enhanced by a global relationship with nearly 2 million researchers in
technology areas connected with P&G business (Procter & Gamble, 2013).

Product Life Cycle

According to Mazgaj,Yaramenka and Malovana (2006), the life cycle assessment is a powerful
analytical instrument which allows evaluation of all environmental impacts connected with products
whole life-cycle: starting from raw materials extraction and processing, following transportation of
raw materials, production stage, transportation of product, usage stage, and waste utilization.

Graphical illustration of Always in the PLC which is indicated by the red arrow.

Always is currently in its mature stage of the product cycle which is characterized with being in the
mature phase. The declining stage of the life cycle is characterized by lower sales figures and
reduced profits. One of the many ways in which Procter & Gamble has managed to stay an industry
leader during this cycle is by growing, by finding opportunities and revitalizing a segment of the
market that was not exploited which is the premium range of the product, Always. It developed the
Always Platinum as that segment was not exploited at all or received much attention.
Procter & Gamble SWOT Analysis
Internal Strengths
 

Strong focus on R&D
Its brand has a high recall,
high visibility due to excellent

marketing and advertising.
P&G brand has also
contributed as sponsors in
major sporting and
entertainment events eg.
Olympics global partnership
for the next five Olympic
Games from London 2012
through the 2020 Olympic

Games.
Procter & Gamble has strong
brands to its name. The
company boasts 24 billion
dollar brands. It also claims 50
leadership brands that
contribute 90% to its overall

sales and profit.
Procter & Gamble has wide
global exposure. Its products
are sold in 180 countries
through wide-ranging
distribution channels including
mass merchandisers and
grocery stores.
External Opportunities
 Global Player
P&G is a global player,
leverages learning from global

industry
Emerging Markets
Emerging markets are
expected to produce strong
growth in beauty and personal
care. Procter & Gamble can
benefit from the shift of
consumption to the emerging

markets.
Tap rural markets and increase

penetration in urban areas
High Growth Markets
Procter & Gamble is well
positioned to take advantage
of growth in hair care and skin
care where it has a strong
position and which will lead
Weaknesses
Mature Market Reliance
The company continues to
rely heavily on mature
markets. The emerging
markets will outperform
mature markets over the
forecast period putting
Procter & Gamble in a

vulnerable position.
Market Share Erosion
The company has seen its
market share eroded in a
number of key categories.
Unilever in particular has
been pulling ahead in bath
and shower and deodorants.
This trend will need to be
reversed.
Threats
 Global and Local
competition
Unilever remains a
significant threat in the
developing markets in some
categories such as bath and
shower. Local players will
also compete fiercely with

Procter & Gamble.
High Costs
P&G is a global company
with no manufacturing plants
apart from the brand
Pampers. Experiences high
transportation costs import

duties
Introduction of retailer
brands eg. Clicks have their
own pad brand and local
brands
growth in absolute value  Chinese Skincare
terms. L’Oréal threatens to
overthrow Olay as the
number one brand in Chinese
skin care. China is set to lead
globally in skin care growth
and this would be a major
setback for the company.

 Rising Commodity prices

Rising Commodity prices
could put a real squeeze on
P&G as it can only pass on
the added costs to the end
consumer for so long without
risking consumer attrition.
The highly competitive
nature of the business means
that P&G must constantly
price its products
competitively and continually
strive to develop innovative
products. The existence of
smaller corporations focused
on a market niche that
operate regionally or even
locally still poses a challenge
to P&G’s sales.
Positioning Map: Product quality versus Product Price

High Product Price

High Product Quality Low Product Quality

Low Product Price

The blue represents Always, which is the market leader in the FemCare industry in South Africa in relation
to product quality and value paid for the product. It is followed by Lil-lets in the market which is
represented by the green star and falls within the top left tangent which indicates that Lil-lets is a quality
brand and relatively expensive but cheaper than Always. The orange is represented by Kotex, which falls
within the low priced femcare products and is moderately cheaper and its quality is moderate. Lifestyle
which is indicated by the red falls with the 3rd quadrant which is the low product prices and inferior
products. Stayfree is right at the bottom of the positioning map. This map reveals that Always is the market
leader, and found a gap in the high product and high quality segment to position itself as a premium product.
Marketing models or concepts that stand Out
Always makes use of digital media to communicate with its 13-17 and 18-25 years of age target audience
through a Facebook page called Being Girl. Being Girl South Africa is a fun, safe online platform just for
South African girls where the Always girls can get their questions answered regarding boys, school, periods,
beauty, health education, fashion and many more. It is an opportunity of the girls to connect with other girls
who have the same types of questions as they do. The page has a huge engagement rate and following of
38 668 girls which continues to grow every day. Always in addition has a Being Girl website for the girls to
gain additional information about Always and its product offerings.

Being Girl Facebook page for SA Girls Being Girl global website

Strategic responses required which could have a major impact on

the business or marketing property
 P&G Is Driving Value Creation through productivity and Innovation. Second, we are significantly
strengthening productivity and cost savings efforts. Innovation and productivity are the two biggest
drivers of value creation. Innovation remains our primary driver of growth, and we have a strong
innovation pipeline, but we need to increase our focus on productivity. Productivity provides
financial resources to invest in growth, and productivity frees P&G people to fully utilize their
capabilities and make bigger contributions to the business (Procter & Gamble, 2013).
 Continue product diversification to offset increased chances of competitor entry into the market.
 Utilize managerial competencies for aggressive marketing strategies to attain competitive advantage
in the pad market.
 P&G Is Investing in Capabilities for growth our final focus area is to make strategic, focused
investments in innovation and go-to-market capabilities. These are two of our core strengths as a
Company and two important sources of competitive advantage and growth. They are critical to
winning the first and second moments of truth (Procter & Gamble, 2013).
 Conclusion
The Feminine Hygiene market is a fast growing segment of most FMCGs and is becoming one of the most
profitable sectors of the economy. Always has been consistently dominating the feminine hygiene market
since its inception and plays a fundamental role in the lives of women every day. With over $83 billion in
sales across the world in 2008 and 24 brands of $1 billion of sales each, P&G is a giant for household and
consumer/personal goods.
 Bibliography
Reckitt Benkiser. (2013) The fact about the FMCG Industry (n.d) Retrieved August 20, 2013 from
http://www.about-fmcg.com/What-is-FMCG/FMCG-industry-facts

Reuters. (2013) Procter & Gamble Co. (n.d) Retrieved August 23, 2013 from
http://www.reuters.com/finance/stocks/companyProfile?symbol=PG

Venter, P. & Jansen van Rensburg, M. (2009) Strategic Marketing: Theory and applications for
competitive advantage.

Sorgenfry, M. & Munch, L. (2009). STRATEGIES FOR MARKET ENTRY: Fast Moving Consumer
Goods Companies in Emerging Markets

Being Girl. (2013) About Always (n.d) Retieved August 23, 2013 from
www.beinggirl.com

Always. (2013) Our range of Always pads (n.d) Retrieved August 23, 2013 from
http://www.always.com/en-us/product/pads/sanitary-pads.aspx

Procter and Gamble. (2013) Our Princples, values and Principles (n.d) Retrieved August 25, 2013
from
http://www.pg.com/en_ZA/company/purpose-and-people.shtml

Cosmopolitan. (2013). Always Platinum (n.d) Retrieved August 24, 2013 from
http://www.cosmopolitan.co.za/bodysoul/always-platinum

Procter & Gamble. (2013) Brands trusted Everyday (n.d) Retrieved August 25th, 2013 from
http://www.pg.com/en_ZA/brands.shtml

Mintzberg, H. (1978). The strategy concept I: 5 Ps for Strategy, 30, 1-11

Procter & Gamble. (2013) Always Newsroom (n.d) Retrieved August 20, 2013 from
http://news.always.com/about/always_history

Mazga M.,Yaramenka, K., & Malovana, O. (2006) Comparative Life Cycle Assessment of Sanitary
Pads and Tampons

SAARF. (2012). Living Standards Measure Retrieved August 23th, 2013 from
http://saarf.co.za/LSM/lsms.asp

Bloomberg Businessweek. (2013) Company overview of Lil-lets Group Limited

(n.d) Retrieved August 23, 2013 from
http://investing.businessweek.com/research/stocks/private/snapshot.asp?privcapid=59569629

Johnson & Johnson. (2013) About us (n.d) Retrieved August 23, 2013 from
http://www.jnjsouthafrica.co.za/

Kimberley Clark. (2013) Our Company (n.d) Retrieved August 23, 2013 from
http://www.kimberly-clark.com/ourcompany.aspx

Nampak. (2013) About Us (n.d) Retrieved August 23, 2013 from

http://nampak.com/About-Us-History.aspx