SLIDE 1

- International Marketing
- Group 6
Dong Khanh Linh
Phung Thi Ha Thuong
Nguyen Manh Duc
- P&G
SLIDE 2
Table of content
I. INTRODUCTION
1. ABOUT P&G
2. INTERNATIONAL ACTIVITIES
3. VALUE CHAIN
II. SUPPY CHAIN
III. CHANNEL DESIGN
IV.
V.
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I. INTRODUCTION
1. ABOUT P&G
SLIDE 4
https://www.youtube.com/watch?v=z251wmzHpoA
SLIDE 5
I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES
des theo ảnh 1 trên nền của b
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I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES

To deliver local agility, P&G’s global operations are divided into five regions:

ASIA

CENTRAL & EASTERN EUROPE, MIDDLE EAST AND AFRICA (CEEMEA)

LATIN AMERICA

NORTH AMERICA

WESTERN EUROPE

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I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES

ASIA
Innovation is a key focus for P&G Asia, employing about 800 scientists in four
technical centers in Bangalore, India; Beijing, China; Kobe, Japan and Singapore.

Asia Regional Headquarters

Singapore

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I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES

CEEMEA

P&G CEEMEA includes: The Balkans, Central Europe North, Central Europe South,
Eastern Europe, Middle East, Sub Sahara, Turkey/ Caucasia & the Central Asian
Republics.

CEEMEA Regional Headquarters

Geneva, Switzerland

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I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES

LATIN AMERICA

Largest markets: Mexico, Brazil, Venezuela and Argentina.

Latin America Regional Headquarters

Panama City

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I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES

NORTH AMERICA

North America region: Canada, Puerto Rico and the United States.

North America Regional Headquarters

Cincinnati, Ohio, USA

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I. INTRODUCTION
2. INTERNATIONAL ACTIVITIES
WESTERN EUROPE

P&G Western Europe employs about 3,000 scientists working in nine Innovation
Centers in the UK (London, Newcastle, Reading), Belgium (Brussels), Germany
(Kronberg, Schwalbach, Darmstadt), and a combined innovation center in Italy
(Pescara and Pomezia).

Western Europe Regional Headquarters

Geneva, Switzerland

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I. INTRODUCTION
3. VALUE CHAIN

PRIMARY ACTIVITIES

- Inbound logistics: P&G’s raw materials are sourced and/or procured from all
over the world, wherever it would be cost-effective.
- Operations: P&G’s operations had four business units: health and beauty,
babies, snacks and beverages, and fabric and home care. The company is
planning to expand its use of agent-based modelling to actually run important
aspects of its operations so that end-to-end replenishment cycle for products
could be shortened drastically.

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I. INTRODUCTION
3. VALUE CHAIN

PRIMARY ACTIVITIES

- Outbound logistics: P&G’s largest customer was Wal-Mart that had a

reputation for requiring suppliers to coordinate their supply chain processes
with its powerful just-in-time continuous inventory replenishment system.
- Sales and customer service: Wal-Mart was P&G’s largest customer,
accounting for nearly 20 percent of its sales and could be responsible for one-
third of P&G global sales by 2010.

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I. INTRODUCTION
3. VALUE CHAIN

SUPPORT ACTIVITIES

- Human resources (HR) management: P&G began to use information systems

to support how learning occurred within the company. For example, marketing
personnel were given a platform where they could access data, marketing
principles and tools in order to make sound judgement about a situation.
- Marketing and Advertising: The company employed the use of knowledge
systems to manage marketing.
 - Research and Development: P&G came to be seen as unimaginative, even
stodgy.

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I. INTRODUCTION

3. VALUE CHAIN

SUPPORT ACTIVITIES

- Facilities and Management: It can be clearly seen that the introduction of

several information technology services and systems for the various
departments of the company.
1. MatrixOne; used to manage and integrate other IT systems and work
processes.
2. InnovationNet, and intranet which is used to provide access to published
information such as documents, reports, charts and videos.
3. zTelligence; to conduct market research and online surveys.
4. Marketing resource management software to enable marketers “focus on
creative results-oriented marketing”.

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II. SUPPLY CHAIN

ẢNH 2

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II. SUPPLY CHAIN

RECOMMENDATION

● Unlocking insights through Advanced Analytics

● Direct to Consumer

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III. CHANNEL DESIGN

 1. CUSTOMER
2. PRODUCT
3. MIDDLEMEN
4. COMPANY
5. COMPETITION

CHÈN ẢNH SẢN PHẨM BỘT GIẶT TIDE

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III. CHANNEL DESIGN

1. CUSTOMER
- Individual customers:
+ People with fixed budget for household things and look for economical choice
+ Women at the age of 18-54, escepecially housewives.
+ Middle class family
- Group customers: Supermarkets, shops, retailers, wholesalers,...

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III. CHANNEL DESIGN
1. CUSTOMER
Customers can buy the products:
+ Direct Distribution: Online stores of P&G, Subsidiaries
+ Indirect Distribution: Retail shops, supermarkets, online shopping
websites, …
 SLIDE 21

III. CHANNEL DESIGN

2. PRODUCT: TIDE

- Strong marketing push through public media

- Usually sold through retailers, supermarkets, convenience stores, …
- Present in almost distribution medium -> Gain considerable market share
across the world
- Has peomience in the self of the shops. -> Better visibility
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III. CHANNEL DESIGN
3. MIDDLEMEN
- Customers can easily assess by the intensive distribution
- Sold in many kinds of stores (supermarkets, convenience stores, …) ->
Extensive distribution.
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III. CHANNEL DESIGN
4. COMPANY
- 80 major brand and hundreds small brands in 180 countries
- 101 000 employees in 2021
- Revenue: 46.88 US dollars in 2020 -> Strong financial resource
- Brand has a high recall, high visibility due to great marketing campaigns
- Excellent distribution through supermarkets, groceries, online store, …
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III. CHANNEL DESIGN
5. COMPETITION
- Simple Green is the top competitor of Tide.
- Others in the top of Tide competitors:
1. Rin
2. Persil
3. Uniliver’s Purex
 chèn ảnh sản phẩm bột giặt của simple green, rin, persil, purex
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IV. COMPLEXITIES IN DESIGNING MARKETING CHANNELS IN GLOBAL
CONTEXT

1. In the 1970s and 1980s, P&G developed products in the Japanese

market in the same way that they did and are doing business in the US
market. They don't care about local market and cultural characteristics.
P&G's marketing strategy is carried out according to the method of
marketing from the parent company in the US to subsidiaries in other
countries around the world such as Japan.

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IV. COMPLEXITIES IN DESIGNING MARKETING CHANNELS IN GLOBAL
CONTEXT

In the 1990s, in the Polish market, P&G advertised regularly and aggressively
for Wash&Go products, but it was not successful because Poles were used to
thinking that advertising goods were caused by poor goods. Quality is not for
sale. Or when launching a new washing powder product in Mexico, many of
P&G's customers in Mexico are manual workers and are very sensitive to the
smell of sweat when they ride the bus home from work. What makes them
believe that their clothes are washed is the sight of soap bubbles – something
this new product does not have.

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IV. COMPLEXITIES IN DESIGNING MARKETING CHANNELS IN GLOBAL

CONTEXT
=> The stereotype in developing marketing in the international market
according to the method of the domestic market can be costly and backfire
due to differences in consumption cultures between countries.

Different countries lead to the use of many foreign currencies in payment and
conversion. Any change in the exchange rate, even the smallest, will more or
less affect the company's cost, revenue and profit.

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IV. COMPLEXITIES IN DESIGNING MARKETING CHANNELS IN GLOBAL

CONTEXT

In early 1990, P&G acquired Max Factor, Alen Betrix cosmetics and perfume
production line from Revlon. But the result they achieved was the level low
growth of 2 to 3%/year, at that time, aromatherapy has become a business
activity.

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IV. COMPLEXITIES IN DESIGNING MARKETING CHANNELS IN GLOBAL

CONTEXT
=> P&G's activities to promote marketing, promotion, introduction, and
research on new products have achieved positive feedbacks from consumers,
but the revenue cannot offset the huge costs from these activities.

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V. CHANNEL CONFLICTS

Channel conflict can be defined as competing options in the channel for customer
fulfillment, whether that be individual or business customers of the company. This
channel conflict can occur due to the presence of multiple options in a channel and can
cause conflict between the different channel sources. The main issue that could arise
from Procter & Gamble's special arrangements with Amazon is the impact from Procter
and Gamble attempting to sell products on their own internet site in contrast to only using
Amazon as the online source for their products. This could cause channel conflict
because Procter and Gamble can make more money by selling their own products
directly to customers on their website, but this would take business away from Amazon,
thus causing conflict between the two companies, irregardless of their special
arrangement.

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ẢNH 3

VI. ADD VALUE TO CUSTOMERS VIA MAJOR LOGISTICS FUNCTIONS

 - By marrying the tools of inventory optimization with the people in
P&G’s horizontal planning networks, P&G has defined an inventory
management pro-cess that has significantly reduced its total inventory
investment.

=> THEY CAN DELIVERY TO CUSTOMER AS FAST AS POSSIBLE

WITH LOWER COST.

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VI. ADD VALUE TO CUSTOMERS VIA MAJOR LOGISTICS FUNCTIONS

- P&G use “Digital Supply Chain Transformation”:

+ P&G annually consolidates billions of consumer data points
related to thousands of SKUs across hundreds of retail
customers.
+ As companies seek to modernize IT infrastructure and drive
digital transformation, P&G’s supply chain resilience
demonstrates that technology must be well-funded — long
before market turmoil requires it. Otherwise, investment
procrastination’s hefty price may be too steep to pay.

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THANK YOU