...Megan Morales Madeline Row Mgmt 450.003 Case Brief Managing with Analytics at Procter & Gamble Overview Procter & Gamble has always maintained their brand position as a widely renowned and successful international company. That success has been attributed to many things over the years, including the information decision solutions provided through their core analytics team. With the passionate leadership exhibited by the company’s CEO, Bob McDonald, and the ambitious and visionary efforts of CIO Passerini, P&G was able to secure a clear competitive advantage through the development of their analytics department. In this case discussion, a brief overview of the company’s efforts to transform their IT department as well as specific actions and results will be discussed, in order to identify where the company is positioned now, and where they should be headed. This case explains how the leading soap and candle company, Procter & Gamble, dominated the detergent market by implementing up-to-date analytics into the decision making process in it’s operations. The development team led by Group President and Chief Information Officer Filippo Passerini, helped create a system of tools designed to collect data and aid in statistical forecasts. The data collected gave up-to-date performance information on specific brands, retailers and individual stores. This information became available to all leading executives at the touch of button, compiled into graphs and charts making...
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...Innovation in Outsourcing: The Case of The Procter & Gamble Company Case Study by the Academic Team from The University of Tennessee, College of Business Administration GEO IAOP’s Global Excellence in Outsourcing Award www.IAOP.org P&G: Taking Innovation to New Levels of Value through Partnership INTRODUCTION Many people believe innovation springs serendipitously from some kind of “aha” moment – literally a bolt out of the blue. P&G knows differently. Innovation has been the corporate lifeblood since P&G’s humble beginning in 1837 when William Procter and James Gamble signed a partnership agreement formalizing The Procter & Gamble Company. Today, P&G’s products touch and improve the lives of over 4.8 billion consumers in 180 countries. Fifty “Leadership Brands” include some of the world’s most well-known household names with 25 of these 50 brands each generating more than $1 billion in annual sales. Simply put, this degree of corporate growth could not be achieved without significant innovation across all aspects of the business even extending to our relationships with suppliers and partners. In 2001, P&G radically changed its approach to Research & Development (R&D). Instead of relying solely on its own, highly capable R&D resources, P&G welcomed ideas from individual entrepreneurs and scientists from other companies, and universities, the concept came to be known as Connect & Develop; the goal was to gain half the ideas from inside and half from outside the...
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...world that “more is better” in terms of number of blades and other razor features. Why has that worked in the past? What’s next? 12 Question 2: Some of Gillette’s spokespeople such as Tiger Woods have run into controversy after becoming endorsers for the brand. Does this hurt Gillette’s brand equity or marketing message? Explain. 13 Question 3: Can Gillette ever become as successful at marketing to women? Why or why not? 14 Summary 16 References 18 Abstract This paper seeks to analyze the super-brand Gillette. It discusses its history, strategic growth techniques, and current global success metrics. The methods used to gain and maintain market share are scrutinized, along with the impact of its current alliance with the Procter & Gamble Company on its growth. The current product life cycle stage is identified, and suggestions are made regarding approaches to maintain and grow its global market share. The Gillette Company: An assessment of past performance and future outlook for the brand Organizational Overview Founded in 1903 by King C. Gillette and Will Nickerson as an innovative approach to improving men’s daily shaving experience, Gillette is now over 110 years old. Still best known today as a shaving razor brand, Gillette has evolved with time from offering a single product for men, into producing and marketing multiple diverse products in different markets to both men and women. Historically, Gillette expanded by acquisition into stationery/writing instruments...
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...Managing with analytics at Procter & Gamble Case analysis – Strategy in Action ------------------------------------------------- Camilo Ruano Case main issues: * Recently the company had introduced a more concentrated, also called compacted, powder laundry detergent in Target® stores at the end of February 2011 and results from the first two months were better than anyone had expected. * Over the previous 8 years, Filippo Passerini, Group President of P&G’s Global Business Services (GBS) organization and Chief Information Officer (CIO), had led the development of a series of systems and processes that enabled and emphasized the use of up-to-date data and advanced analytics to drive decision making throughout the company. * Data collected by P&G was seamlessly integrated so that Torres and Wright could simply click on higher level data to drill down and view performance by brand, initiative, retailer, and, in some cases, individual store * Compacted detergents were set to be introduced throughout the rest of North America in the coming months and Torres was cautiously optimistic about the impact they would have on the overall market and on P&G sales, Torres wondered whether he should override the statistical models and increase the forecasts. * The company marketed approximately 300 brands, 25 of which generated over $1 billion in annual sales, including Always®, Bounty®, Charmin®, Crest®, Duracell®, Gillette®, Head & Shoulders®, Olay®...
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...Competing on Analytics By Thomas H. Davenport This article originally appeared in Harvard Business Review Article Reprint No. R0601H brought to you by Harvard Business Review articles are brought to you by Zurich HelpPoint as part of the Managing Risk Series. Zurich neither endorses nor rejects the information presented in the article. We do not guarantee the accuracy of this information or any results and further assume no liability in connection with this publication including any information or methods contained herein. Competing on Analytics The Idea in Brief It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. And thanks to cheap offshore labor, you’re hard-pressed to beat overseas competitors on product cost. How to pull ahead of the pack? Become an analytics competitor: Use sophisticated data-collection technology and analysis to wring every last drop of value from all your business processes. With analytics, you discern not only what your customers want but also how much they’re willing to pay and what keeps them loyal. You look beyond compensation costs to calculate your workforce’s exact contribution to your bottom line. And you don’t just track existing inventories; you also predict and prevent future inventory problems. Analytics competitors seize the lead in their fields. Capital One’s analytics initiative, for example, has spurred at least 20% growth in earnings...
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...| Procter & Gamble | GEB 4890 | | Hessum Zangenehpour | Fall 2013 | | Table of Contents Executive Summary ……………………………………………………………………………………………………………… Page 2 The Company………………………………………………………………………………………………………………………… Page 2 History and Evolution……………………………………………………………………………………………….. Page 2 Mission and Major Goals…………………………………………………………………………………………. Page 2 Current Strategies……………………………………………………………………………………………………. Page 7 Competitive Environment…………………………………………………………………………………………………….. Page 14 Industry…………………………………………………………………………………………………………………… Page 15 Forces and Trends…………………………………………………………………………………………………… Page 18 Consolidating Retail Sector…………………………………………………………………………. Page 19 Private Labels…………………………………………………………………………………………….. Page 20 Competition……………………………………………………………………………………………… Page 20 Porter’s Five Forces………………………………………………………………………………………………. Page 21 Ethical Responsibilities and Challenges ……………………………………………………………….. Page 25 Environmental pollution…………………………………………………………………………… Page 26 Energy Consumption………………………………………………………………………………… Page 26 Possible challenges facing Procter and Gamble…………………………………………………….. Page 27 Internal Strengths and Weaknesses…………………………………………………………………………………. Page 28 Recommendations ………………………………………………………………………………………………………….. Page 37,45 Implementation……………………………………………………………………………………………………………….. Page 40,45 Evaluation…………………………………………………………………………………………………………………………...
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... Competing on Analytics by Thomas H. Davenport Reprint R0601H Some companies have built their very businesses on their ability to collect, analyze, and act on data. Every company can learn from what these firms do. Competing on Analytics COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Thomas H. Davenport We all know the power of the killer app. Over the years, groundbreaking systems from companies such as American Airlines (electronic reservations), Otis Elevator (predictive maintenance), and American Hospital Supply (online ordering) have dramatically boosted their creators’ revenues and reputations. These heralded—and coveted—applications amassed and applied data in ways that upended customer expectations and optimized operations to unprecedented degrees. They transformed technology from a supporting tool into a strategic weapon. Companies questing for killer apps generally focus all their firepower on the one area that promises to create the greatest competitive advantage. But a new breed of company is upping the stakes. Organizations such as Amazon, Harrah’s, Capital One, and the Boston Red Sox have dominated their fields by deploying industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies of killer apps and crunching their way to victory. harvard business review • decision making • january 2006 Organizations are competing on analytics not just because...
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...Re g Big toda ister yf Sa o vin r gs ! Business Enabling • Strategic Innovation • Capability Building FIVE WAYS TO REGISTER +971 4 335 2437 +971 4 335 2438 register@iirme.com IIR Holdings Ltd. P.O Box 21743, Dubai, UAE Business Enabling • Strategic Innovation • Capability Building www.hrsummitexpo.com AY2001 Tuesday 20 November 2012 Wednesday 21 November 2012 Thursday 22 November 2012 DAVE ULRICH NEW AND EXCLUSIVE FOR 2012 Full Day Masterclass C Full Day Masterclass D A Day With The World’s Most Influential Person in HR FOR THE FIRST TIME LEARNING SESSIONS FOR YOU AND YOUR COLLEAGUES TO ATTEND! Bring your entire HR Team to the show as this year’s event features two expertled operational Forums, and over 15 Open Seminars and HR Clinics – learning is guaranteed for everyone. Super Sunday 18 November 2012 Monday 19 November 2012 Dave Ulrich Guru Day HR Excellence Awards** HR Clinics (Open Seminars)* HR Summit (Main) Learning & Development Forum HR Clinics (Open Seminars)* HR Summit (Main) Recruitment & Talent Acquisition Forum* HR Clinics (Open Seminars)* Full Day Masterclass A Full Day Masterclass B GROUP DISCOUNTS AVAILABLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com An Interactive Day with Dave Ulrich – Hear directly from the world’s most influential person in HR. Not to be missed! A Reinvented Programme – The agenda is constructed around the 6 pillars that make HR successful and effective An Unrivalled...
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...Integrating Enterprise Resource Planning and Big Data to take Volkswagen to Gain More Profit and Become the Top Employer in Car Manufacturing Industry MIS 564-Enterprise Data Management and Administration Dr. Sunil Samatha Group”B” Ian Curry –Team Lead Ian Co Abdesslem El-Bech Shaquana Gates Sanguanchue Tanyawat February 22, 2015 Table of Contents Table of Content……………………………………………………………………….. 2 Executive Summary…………………………………………………………………… 3 Company Overview……………………………………………………………………. 4 Financial Data………………………………………………………………………… 6 Financial Data Table, Figure 1……………………………………………………. 6 Problem Definition…………………………………………………………………….. 7 Literature Review……………………………………………………………………… 9 Recommendations…..…………………………………………………………………. 10 Solution………………………………………………………………………………… 12 The three-tier client/server architecture of SAP, Figure 2………………………… 12 Cost…………………………………………………………………………………….. 13 Schedule-Project Planning……………………………………………………………. 13 Project Planning...
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...Spotlight on Making Your Company Data-Friendly Spotlight 64 Harvard Business Review December 2013 Artwork Chad Hagen Nonsensical Infographic No. 5 2009, digital hbr.org Analytics 3.0 In the new era, big data will power consumer products and services. by Thomas H. Davenport T hose of us who have spent years studying “data smart” companies believe we’ve already lived through two eras in the use of analytics. We might call them BBD and ABD—before big data and after big data. Or, to use a naming convention matched to the topic, we might say that Analytics 1.0 was followed by Analytics 2.0. Generally speaking, 2.0 releases don’t just add some bells and whistles or make minor performance tweaks. In contrast to, say, a 1.1 version, a 2.0 product is a more substantial overhaul based on new priorities and technical possibilities. When large numbers of companies began capitalizing on vast new sources of unstructured, fast-moving information—big data—that was surely the case. Some of us now perceive another shift, fundamental and farreaching enough that we can fairly call it Analytics 3.0. Briefly, it is a new resolve to apply powerful data-gathering and analysis December 2013 Harvard Business Review 65 Spotlight on Making Your Company Data-Friendly methods not just to a company’s operations but also to its offerings—to embed data smartness into the products and services customers buy. I’ll develop this argument in what follows, making...
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...Title: Wal-Mart’s Purchasing Process To: Dr. Franklin Mitchell From: Mark Bieker Class: Class: AC 550 Accounting Information Systems Date: October 10, 2011 Introduction Wal-Mart was founded by Sam Walton in 1962 with the first Wal-Mart discount store opening in Rogers, Arkansas. The company was officially incorporated as Wal-Mart Stores Inc. on October 31, 1969. Currently, Wal-Mart has stores in 50 states in America and 15 countries worldwide, including Argentina, Brazil, Canada, Chile, Costa Rica, El Salvador, Guatemala, Honduras, India, Japan, Mexico, Nicaragua, Puerto Rico, and the United Kingdom. The growth of Wal-Mart over a period of 49 years is remarkable and has lead Wal-Mart to become the biggest retailer in the world. Wal-Mart also has a strong community presence in the areas the stores are located. Wal-Mart’s purpose is to save people money and to help them live better. In 2007, Wal-Mart changed its slogan from “Always low prices” to “Save money. Live better.” This slogan is demonstrated in the products that Wal-Mart sells. Wal-Mart will not be undersold. Wal-Mart caters to the low income and middle income people by offering goods at low prices. These low prices are demonstrated in the products Wal-Mart sells. The products include: food, drink, clothing, jewelry, electronics, automobile supplies, sporting goods, toys, and furniture. Basically, Wal-Mart offers customers a one stop shopping experience. In order to provide this variety of...
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...warehouses, and data analytics software. But many of them don’t have much to show for their efforts. It’s possible they never will. What’s the problem? To begin with, big data ARTWORK: CHAD HAGEN, GRAPHIC COMPOSITION NO. 2, 2009, DIGITAL has been hyped so heavily that companies are expecting it to deliver more value than it actually can. In addition, analytics-generated insights can be easy to replicate: A financial services company we studied built a model based on an analysis of big data that identified the best place to locate an ATM, only to learn that consultants had already built similar models for several other banks. Moreover, turning insights from data analytics into competitive advantage requires changes that businesses may be incapable of making. One retailer, for example, learned that it could increase profits substantially by extending the time items were on the floor before and after discounting. But implementing that change would have required a complete redesign of the supply chain, which the retailer was reluctant to undertake. The biggest reason that investments in big data fail to pay off, though, is that most companies don’t do a good job with the information they already have. They don’t know how to manage it, analyze it in ways that enhance their understanding, and then make changes in response to new insights. Companies don’t magically develop those competencies just because they’ve invested in high-end analytics tools. They first...
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...innovation is defined as: the development of new products, changes in design of established products, or use of new materials or components in the manufacture of established products[1] Thus product innovation can be divided into two categories of innovation: development of new products, and improvement of existing products. Systemmatic Innovation of Products includes: * Technology strategy * Design thinking skills * Customer needs analysis * Systematic creativity methods * Market and pricing strategy * Design for environmental sustainability * Design of services * Capturing value from innovation * Development process design * Product and service leadership * R&D organization and teams * Managing complex technical projects * The future of design process and culture The development and market introduction of a new, redesigned or substantially improved good or service. might include a new product's invention; technical specification and quality improvements made to a product; or the inclusion of newcomponents, materials or desirable functions into an existing product. Meaning of New Product Development: Product development is a broad field of endeavor dealing with the design, creation, and marketing of new products. Sometimes referred to as new product development (NPD), the discipline is focused on developing systematic methods for guiding all the processes involved in getting a new product to market. New product development (NPD)...
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...thomas a . meyer How Great companies Get Started in terrible times Innovate! Innovate! How Great Companies Get Started in Terrible Times THOMAS A. MEYER John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose...
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... submitted to the MISQ Executive special issue on “Big Data” Acknowledgements: The authors are indebted to Cynthia Beath and the special issue editors and reviewers for their advice on how to substantially improve this article. An earlier version of the paper was presented at the Pre-ICIS 2012 SIM Academic Workshop on “When Data is Ubiquitous: How to Succeed in a World of Big Data”. We are thankful to Omar El Sawy and other participants at the workshop for their insightful comments. We would also like to offer our sincere gratitude to the anonymous retailer and big data analytics company that provided so much time and insight concerning their experiences with monetization of big data. 1 Corresponding Author 1 Data Monetization: A Retailer’s Journey The ability to monetize a company’s data has been an elusive goal. However, in the era of big data, business intelligence and analytics, and cloud computing, this goal is becoming more achievable. The retail industry, with its exacting merchandising strategies and tight supply chain relationships, has taken the lead in demonstrating that monetizing data can provide a significant revenue stream and be an IT cost sharing mechanism. Point of sale, consumer loyalty, and inventory data can be sold to suppliers and some of the cost of analyzing the retailers' data can be recovered from their suppliers. This case study outlines the path one retailer followed in monetizing its data,...
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