Proctor & Gamble Case Study
Background
Proctor & Gamble (P&G) is one of the world?s largest manufacturers of a wide array of products, including many household grocery items ? antiperspirants, baby care, household cleaners, skin care, fabric care, food & beverages, laundry, etc. At the end of 2001, P&G had net sales of over $39.2 billion1.
P&G is known as a dominant, aggressive developer and marketer of high-quality consumer goods. Their stock prices have returned almost 500% return in the last decade alone.2 They have been in business for over 150 years. Early on, the P&G growth strategy was isolated in three main areas ? acquisitions, developing new product brands (as well as further developing existing brands), and globalization. Because of a law-suit in 1957 regarding acquisitions, P&G was forced to focus on new branding and international expansion over the next twenty years3.
Focusing on the international aspect of business, P&G aggressively expanded their domestic household products by merely duplicating the U.S. products and marketing them into global markets. From 1953 to 1985, P&G went from an International portfolio of zero to $4 billion. Ed Artzt, the president of P&G International, refined their products by actually tailoring them
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