Synapsis:Procter and Gamble has been available for hundred and seventy years with its shared beliefs in management norms; hiring only good people of high character, treating them as individuals with individual talents and life goals, and providing work environment that encourages and rewards individual achievements. Procter and Gamble’s broad and accumulated industry experience and business knowledge has been formalized and institutionalized as management principles and policies. Procter and Gamble accomplishes its basic policy of providing superior value and meeting basic consumer needs could be accomplished by strong commitment in research to create better products than competitors’ and provide continual product development, extensive product and market testing, and close tracking of consumer needs and preferences.
While P&G started to expand to Europe, the importance of tailoring products to meet consumer demands differing in each nation according to different consumer needs and preferences, and the critique of management of new foreign subsidiaries were realized as the issues which arose with the globalization. Therefore, strong national subsidiaries were set up with their own brand management structure, product development capability, advertising agencies, and manufacturing capability. The individual approach to management of each subsidiary with problems such as cost increases, profits decreases created the idea of the vitality of standardization of products Europe-wide by providing involvement and cooperation of the subsidiaries. Dealing with the structures and management of subsidiaries, the strategic questions about Vizir’s launching rose critical questions about the existing organization structure and internal decision making processes. The issues about standardization of products Europe-wide and effective team structure for this standardization process of the company’s new heavy-duty liquid (HDL) were waiting immediate and efficient decisions.
The Term Paper on New Product Management Anti Wrinkle
Introduction Consider it a fresh start. Introducing a new product to the market is not only described as selling and advertising. Indeed, launching a new product needs more than that, in orders to be highly demanded and successful. Other factors contribute to making a product successful: great strategy dedicated employees, good information systems, excellent implementation, especially when it ...
Case Notes:1. Procter and Gamble’s strategy to attract people who were willing to spend their entire careers with the company is a great way to retain the intellectual capital within the company.
2.Procter and Gamble’s promotion system choosing top management from career P&G people rather than from outside the company is a very effective way to motivate people and to get their commitment to goals.
3.P&G’s brand manager structure restricts lateral communication therefore blocks widely and effectively usage of knowledge management and best practices.
4.Although P&G’s formalized and institutionalized management principles and policies seems time consuming, that is the best way of minimizing the risk in the very risky and expensive consumer marketing business, and providing effective circulation system through the organization.
5.Different consumer needs and preferences limited customization of P&G’s products. Therefore, the need of continual research and development increased the costs for P&G.
6.Replication of management policies and practices is transplanting the Corporate DNA. P&G should transplant its DNA since they are very crucial for company’s success.
7.When market is mature, differentiation becomes more critical than before. While market growth slows, competitive pressures increase. P&G’s policy for continual product development and creating better products than competitors’ was a great way to get the competitive advantage. But also cost cutting in order to reduce prices is crucial at this stage. P&G needed to accomplish this by maximum standardization to reduce costs.
The Essay on The Vice President, The Product Manager And The Misunderstanding
Mr. Brewster as being the Misunderstanding in the case was promoted to a position as the Assistant Product Manager which he was relatively unfamiliar. He wasn’t given enough time to know more of his field. And shortly a meeting was called by the Vice President (Mr. Smith) to all product managers to discuss marketing strategies. Since his immediate superior, the Product Manager (Mr. Reynolds) can’t ...
8.New system to standardization in R&D encouraged the best practices.
9.New system to standardization in marketing was less successful. This created the need of local subsidiary level on day-to-day management.
10.Cognitive diversity was a crucial issue of subsidiaries since they were working with diverse culture, diverse subsidiaries, and diverse functional units. Ferguson should have created cognitive diversity among subsidiaries.
11.The decisions about standardization of products Europe-wide and effective team structure for this standardization process of the company’s new heavy-duty liquid (HDL) must be made quickly. Because first mover advantage is very important for this market. Although consumers were not ready for HDL products, they will embrace it very soon and who was the first mover with this product would get the most profits.
12.Ferguson gave each of the subsidiary managers Europe-wide responsibility for one or more lines of business. Ferguson gave responsibility for packaged soaps and detergents for Europe as a whole to the division manager responsible for the British, French, Belgian, and Dutch subsidiaries. But is it essential to provide training sessions of French language and culture for British manager.
13.Rotation and diffusion of team leadership was implemented in order to cultivate a culture of trust by Ferguson.
14.It is obvious that Ferguson could not set up an effective GBT among subsidiary managers because each manager had different views about the productivity and efficiency of the team. Although there was an agenda, the responsibilities and powers were unclear. He firstly should have set up effective charter which needed to be defined correctly, to be framed correctly, and to be understood clearly.
15.Exhibit 3 part B shows that brand awareness and advertisement awareness for Visir are lower than Mustang, Henkel’s low temperature powder, but the market share is higher than Mustang, 3.4% versus 2.5%.
The Essay on Renaissance In Europe As Product Of Individual Creative Geniuses
To what extent was the Renaissance in Europe the product of individual creative geniuses? Renaissance is the name of the great intellectual and cultural movement of the revival of interest in classical culture that occurred in the fourteenth, fifteenth and sixteenth centuries -- a period that saw the transition from the Middle Ages to modern times. The influence of Greek and Latin culture that ...
Case Questions1.Put yourself in the shoes of Charles Ferguson. Should Vizir be launched Europe-wide or should individual country managers retain the responsibility to decide when and how this new product would be introduced in their national markets?My response would depend on the degree of customization of this product. After determining the minimum level of customization possible, the advice of Europe-wide or individual country launching could be decided. If the need for local adaptation would be less, the Europe-wide launch is the most advisable. But if it is clear that the product will not succeed continent-wide without extensive revision not just in marketing but in the formula itself, it may not be advisable to try to launch it all at once under the same management. Therefore, local managers need to make all decisions about new product. I believe since detergent market is mature, and prices are very important for buying decisions, the cost cutting process is very important. Than, Europe-wide team could cut costs, getting mutual decisions and reducing research and development costs.
2.Let’s say that you are very keen to launch Vizir Europewide. You have two organizational choices: (i) Appoint a Product Manager for Vizir in Brussels and let him/her run the brand on a Europewide basis; or (ii) Create an intercountry Eurobrand team consisting of the relevant people from within the various subsidiaries and give this team responsibility for ensuring needed coordination. Which option will you choose? Why?I would choose Option II because of the variance in custom and local marketing knowledge. It is not a good idea getting one manager for responsible for the rest of the Europe. The diverse knowledge is needed at this point to have successful management. Therefore, intercountry Euroband team would be very effective with mutual decisions about Visir. Since lateral communication is very essential for the success of standardization, this team would be the most efficient way to create lateral communication.
3.Whichever of the two organizational approaches that you choose, how will you make the chosen approach work i.e., what are the corollary implications for leadership, reward systems, information systems, career management policies, decision-making systems and processes, corporate culture, etc.?First thing for the success of GBT is providing it a very clear charter that explains exactly what the team will decide on and what the subsidiaries will handle independently. This will provide to avoid any unnecessary battles between subsidiaries. Team members should be compensated based on the Europe-wide success of the Vizir brand. They need to be evaluated their contribution to the team. This kind of compensation system will cultivate the kind of lateral information-sharing and best practices that has previously been lacking in P & G. This may even have an effect on the company’s cost structure if there is less waste through duplication. Furthermore, the team needs a strong leader who is both capable of pulling together a diverse team and navigating efficiently through P & G.
The Essay on Process Of Decision Making Manager Problem Information
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