The Evolution of strategy Analysis at

Procter & Gamble

SUBMITTED TO
DR. AHSANUL ISLAM
 Welcome to Our Presentation
Presented by
Group- G

Tauhidur Mohammad Md. Rajaul Md. Jamil Sumi Akter

Rahman Mainul Hossain Karim Hossain Jui

ID- 211503016 ID- 211503032 ID- 211503029 ID- 211503036 ID- 211503033
 CONTENTS

04 RECOMMENDATIONS
01 INTRODUCTI
ON

02 DESCRIPTIO 05 CONCLUSION
N

03 REAL LIFE 06 REFERENCES

EXAPMLE
 INTRODUCTION
• Founded in 1837 by William
Procter and James Gamble in
Cincinnati, Ohio
• 65 brands in more than 160
countries
• Worldwide workforce of 99,000
• 140 plants and 25 R&D centers
globally
• Net sales in 2020 were $71.00
billion.
 DESCRIPTION
• 183 years old company
• Very first organization to set up R & D department in 1924
• Reorganized twice in 1990 & 1999
• In 2014 sold 100 brands from its product portfolio
• Brand value in 2020 was 52.75 billion Euro
• The company is headed by chair, president, and chief
executive officer (CEO) David S. Taylor, and vice-chair, chief
operating officer (COO), and chief financial officer (CFO) Jon.
R. Moeller.
Segments and Brand Names
65 individual brands are organized into 10 product categories:

BABY CARE HAIR CARE

FABRIC CARE HOME CARE

FAMILY CARE ORAL CARE

FEMININE CARE PERSONAL HEALTH CARE

GROOMING SKIN & PERSONAL CARE

 Global Markets
Procter & Gamble's market operations are divided
into six different geographical segments:
•Asia-Pacific
•Greater China
•India, the Middle East, and Africa
•Europe
•Latin America
•North America
Who Are P&G's Main Competitors?
CONT…
P&G provides largest and broadest portfolio of products in the household and personal
care industry with 52.75 billion euros brands. PG generates 18.39% more revenue than its
closest competitor, Unilever (UL), 76.80% more than Colgate – Palmolive, 88.93% more
than Church & Dwight Co. Inc.
COMPANY NAME REVENUE in USD BILLION DOLLAR BRAND(S)
BILLIONS
PROCTER & GAMBLE $71.00 PAMPERS, PANTENE, CREST,
TIDE, BOUNTY, DURACELL,
CHARMIN
COLGATE – PALMOLIVE $16.47 COLGATE, PALMOLIVE,
PROTEX, SANEX
CHURCH & DWIGHT CO. INC. $7.86 OXI CLEAN, XTRA, TROJAN,
REPHRESH
UNILEVER $57.94 DOVE, AXE, LIPTON,
VASELINE, SLIM‐FAST
 REVENUE ANALYSIS
Revenue in Billon
$90.00
$82.56 $83.68 $84.17 $83.06
$80.00 $76.28
$71.00
$70.00 $66.83 $67.68
$65.30 $65.06

$60.00

$50.00

$40.00

$30.00

$20.00

$10.00

$-
Revenue

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
ACHIVEMENTS
 Porter’s Five Forces Analysis

Threat of New Bargaining Bargaining Threat of Competitive

Entrants Power of Power of Substitute Rivalry
Buyers Suppliers Products

• Economics of • Number of • Number & • Substitute • Number of

scale Customer Size of performance competitors
• Cost • Size of each supplier • Buyer • Diversity of
advantage order • Uniqueness of propensity to competitors
• technology • Price each products substitute • Industry
protection sensitivity • Ability to • Relative price concentration
• Barriers to • Buyer’s substitute performance • Industry
entry ability to • Cost of • Switching Growth
• Specialist substitute changing costs • Brand loyalty
knowledge • Barriers to
exit
 SWOT ANALYSIS
STRENGTHS WEAKNESSES
• Diversified brand • Imitable products
portfolio • Limited online
• Global operation presence
• Strong distribution • Fake products
network • Loss due to closure of
• Won several awards brands

• Rural markets
• Increased purchasing p • Intense competition
ower • Trade barriers in some
• Product innovation countries
• Online presence • Counterfeiting of
development products
OPPORTUNITIES THREATS
14
MISSION & VISION
Distinguished quality Best consumer products

Improve lives Best Services Corporation

Improve communities Global reach

 REAL LIFE EXAMPLE

Avery Dennison Corporation

● 1Q21 Reported EPS of $2.50, up 56%

● 1Q21 Net sales increased 19.1% to $2.05 billion
● Raised FY 2021 EPS guidance ranges
○ Reported EPS range of $8.25 to $8.65 (previously $7.50 to $7.90)
○ Adjusted EPS range of $8.40 to $8.80 (previously $7.65 to $8.05)

GLENDALE, Calif., April 28, 2021 – Avery Dennison Corporation (NYSE:AVY) today announced preliminary, unaudited results for its first quarter
ended April 3, 2021 and provided an update related to the impact of the COVID-19 pandemic on the company.

“We are off to a strong start to the year, with earnings growth well above expectations, driven by higher volume and productivity gains
across the portfolio,” said Mitch Butier, Avery Dennison president and CEO.

“All three of our operating segments delivered strong sales growth and significant margin expansion. Our strong performance comes at a time
when the global health crisis is resurging in many parts of the world and supply chains are tightening. The current environment further
reinforces our determination to remain vigilant in ensuring the health and well-being of our employees, delivering for our customers,
supporting our communities, and creating value for our shareholders.
 REAL LIFE EXAMPLE
Avery Dennison Corporation
Strategy Planning in Bangladesh
1) Cost reduction:
• 20% Headcount reduction

• Transportation cost adjusted

• Overtime controlled

• Reduce production costs

2) Increase Sales
• Keep communication with the customer regularly

• As our Sales Team did WFH office so they able to do more frequent communication with customers

• Inform customers our possibilities and challenges

• Get alternative/nearest material approval

 REAL LIFE EXAMPLE
Avery Dennison Corporation
Strategy Planning in Bangladesh
3) Increased productivity
Take approval from BEPZA(EPZ authority) to do extended Overtime to manage this Pandemic
Take low price daily labor to extend the production
Take support from other Inter Company or Supporting Partner
Low order on hand department help to High order intact department

4) Challenges and overcome:

Material Management:
Reasons: Several supplier factories were closed. Transportation schedules fail multiple times, etc. Actions:
Take alternative material approval from Retailer, collect from local source or from IC sites. High Material
transportation cost. Actions: We had to bear it as no alternative on it.
Inadequate of suppliers physical support
High absenteeism for sickness(normal fever, cold cough, sore throat etc. Covid symptom). Actions:
Compensatory covid test from company funds
RECOMMENDATIONS

• Consumer Understanding

• Brand Building

• Develop competitive advantage through innovation and technology.

• Established Go‐To‐Market Capability

• Special surveillance on competitors

• Slower brands need to be advertised more like running brands so that slower brands can

reach the same level

• Expand e-commerce operations.

 CONCLUSION
International companies like P&G understand that success is not just creating
an appealing marketing campaign. To be successful companies need to have
better strategies and a good understanding of the global market. To market a
product internationally, companies need to test and plan for environmental,
financial, and demand factors to see how effectively they impact their global
marketing efforts. In doing so, the company will effectively reach its new
market of customers and create a unique position in the minds of its customer
which creates brand loyalty, generates sales, and increase profit potential.
 REFERENCES
 Coolidge, Alexander (July 10, 2015). 
"P&G brand sales, restructuring will cut jobs up to 19%". Cincinnati Enquirer.
Retrieved March 3, 2016.
 https://www.pgcareers.com/about-us
 https://us.pg.com/brands
 Barrett J. Brunsman, Cincinnati Business Courier (February 11, 2020). “P&G wins
several ‘Product of the Year’ honors.”
 https://us.pg.com/awards-and-recognition
 https://www.britannica.com/topic/Procter-and-Gamble-Company
 Annual Report 2020. https://us.pg.com/annualreport2020/financial-highlights
 https://www.statista.com/statistics/244037/total-number-of-employees-of-procter-un
d-gamble-worldwide/
 https://www.marketwatch.com/investing/stock/pg/financials
 Mugan, Alexander (December 2, 2015). 
"2015 Careers in Africa Employer of Choice Awards". CareersInAfrica.com. Archived
 from the original on March 24, 2016. Retrieved February 19, 2016