l Internal Analysis 1. Resources (what we have)
● Innovation

P&G is widely recognized as the industry’s global innovation leader. We collaborate with a global network of research partners, and more than half of all product innovation coming from P&G today includes at least one major component from an external partner. Their contributions have consistently helped us earn honors from the IRI New Product Pacesetters Report—the annual list of the biggest innovations in our industry. Procter & Gamble was this year’s leader for the 2013 New Product Pacesetters list, launching seven of the top 10 most successful non­food products of the year. Since the first Pacesetters list, P&G has had 155 products make the top 25 Pacesetters list in non­food categories – more than our six largest competitors combined.

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Scale

As one of the world’s largest consumer packaged goods companies, P&G has scale advantages across our brands, businesses, operations and people. This allows us to share knowledge, transfer technologies, optimize our spending and flow resources to better serve consumers and continuously improve our efficiency and productivity.

● Our unique organizational structure offers the global scale benefits of an international company and the local focus to be relevant for consumers in more than 180 countries. Our corporate structure and strong governance practices ensure that we conduct our operations with consistently high standards and integrity. ● ● In 2013, we returned $12.5 billion in cash to shareholders— 110% of net earnings —through a combination of $6.5 billion in dividends and $6 billion in share repurchase. In April, we raised the dividend by 7% .
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(详见财务报表： http://www.pg.com/fr_FR/downloads/annual_reports/2013_AnnualReport_e n.pdf) ○ ● We have a strong brand portfolio: 25 billion­dollar brands and roughly 15 more between half­a­billion and a billion dollars in annual sales. ● We have a well­balanced geographic portfolio. We are the leading non­food consumer products business in the U.S.—the largest and fastest­growing developed market—and the leading household and personal care business in developing markets. ● In the U.S., we own and operate 32 manufacturing sites located in 21 different states or territories. In addition, we own and operate 102 manufacturing sites in 40 other countries.
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Global Business Service provides technology, processes and standard data tools to enable the GBUs and the Market Development Organization to better understand the business and better serve consumers and customers. The GBS organization is responsible for providing world­class solutions at a low cost and with minimal capital investment.

2. Core Competences(what we do well) ● Consumer Understanding； No company in the world has invested more in market research than P&G. We interact with millions of consumers each year in nearly 100 countries. We conduct thousands of research studies annually, and invest hundreds of millions annually in consumer understanding. The insights we gain help us identify opportunities for innovation and better serve and communicate with our consumers.

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Innovation

P&G is widely recognized as the industry’s global innovation leader. We collaborate with a global network of research partners, and more than half of all product innovation coming from P&G today includes at least one major component from an external partner. Their contributions have consistently helped us earn honors from the IRI New Product

Pacesetters Report—the annual list of the biggest innovations in our industry. Procter & Gamble was this year’s leader for the 2013 New Product Pacesetters list, launching seven of the top 10 most successful non­food products of the year. P&G innovations making the list were Tide Pods (#1), ZzzQuil (#3), Vidal Sassoon Pro Series (#4), Downy Infusions (#6), Always/Tampax Radiant (#8), Secret Outlast (#9) and Puffs Basic (#10). This year marks P&G’s best performance on the Pacesetters list in the 19 years it has been published. Since the first Pacesetters list, P&G has had 155 products make the top 25 Pacesetters list in non­food categories – more than our six largest competitors combined.

● Brand­Building
P&G is a company of leading brands. We have 23 brands with annual sales of $1 billion to more than $10 billion, and 14 with sales of $500 million to $1 billion — many of those with billion­dollar potential. Nearly all of our 23 billion­dollar brands and the vast majority of our $500 million to $1 billion brands hold the number one or two position in their category or segment, and they all have significant growth and value creation potential.

● 详见图片官网（http://www.pg.com/en_US/company/core_strengths.shtml） 3. Capabilities(marketing skill, cooperative relationships) Go­to Market
We’ve established industry­leading go­to­market capabilities. P&G is consistently ranked by leading retailers in industry surveys as a preferred supplier. We’re also frequently ranked as the industry leader in a wide range of capabilities, including clearest company strategy, brands most important to retailers, strong business fundamentals and innovative marketing programs.

We work collaboratively with our customers to improve the in­store presence of our products and win the "first moment of truth" ­ when a consumer is shopping in the store. We must also win the "second moment of truth" ­ when a consumer uses the product, evaluates how well it met his or her expectations and decides whether it was a good value. (官网)

l SWOT 1. Strength ● P&G has already entered French Market for 60 years . It has a great number of brands in the FMCG area in France (Ariel, Mr. Propre, Pampers, Duracell, Gillette, head & shoulders, Always, Tampax…). ● P&G France has about 2600 employees . They work in its Paris headquarter, sales service, manufactural sites in Amiens, Blois and Sarreguemines . In addition, P&G has two distribution sites in Amiens and St Quentin­Fallavier and an administration centre . ● P&G has a balance sheet that could accommodate increased debt levels in order to pursue acquisitions that stimulate the company's bottom line to a greater extent than current organic growth levels.
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P&G currently has over 55,000 active patent filings globally and, as a subset of the active patent filings, about 41,000 granted patents globally. We made about 700 first time patent filings in 2008.

● P&G has a strong ability and strong financial support and innovation to develop new and special products to fit the needs of individual regions and cities. ● P&G always pays much attention to advertisement and it is estimated that the annual expenses for advertising take over 1/8 of the whole sales.

2. Weakness ● Multi­brands strategy is a double­edged sword .Too many brands lead to the decentralize of cash flow in the company. ● 3. Opportunity

● Less investment on the french market in product innovation in 2013, leaving the market open to differentiation by innovation http://www.euromonitor.com/deodorants­in­france/report ● According to Passport report data, there has been a steady increase in internet retailing in France from 2008­2013 ex: smartphone ­ the rise of the Internet which is both a sales channel and a platform of product information and prices, has disturbed the buying process, in particular the smartphones . (according to http://www.mckinsey.com/global_locations/europe_and_middleeast/france/fr /our_work/consumer_packaged_goods ) ● Increasing consumption of organic and eco­friendly products in France (http://www.organic­europe.net/1057.html?&tx_ttnews%5Btt_news%5D=124 6&cHash=e2d10c46f95ae8df02983197bcd12f69) ● Television and press continued to be the most important media used for deodorants , but promotion through the internet and social networks such as Facebook gained also more weight. ● Deodorants is expected to increase by a constant value CAGR of 1% over the forecast period 4. Threat ● In France, the FMCG market has already been mature . In addition, becaues of the depressed economy, the french consumers are becoming more and more opportunistic and less loyal to brand . (according to http://www.mckinsey.com/global_locations/europe_and_middleeast/france/fr /our_work/consumer_packaged_goods ) ● Technology is the driving force in the household product industry. Consumers constantly demand enhancements through new product innovations that reduce environmental and human impact and deliver more

effective results. While chemical expertise is necessary, new experimental and operations technologies will drive growth. Therefore, if manufactures within this industry do not allocate a large share of capital to R&D then they will be doomed by more innovative products. TOWS TOWS MATRIX OPPORTUNITIES THREATS STRENGTH SO ST WEAKNESS WO WT

The Procter & Gamble Company: Strengths,Weaknesses, Opportunities, Threats, Ryan Guenette, November 1, 2012 it’s now possible to have a one-on-one relationship with every consumer in the world. The more intimate the relationship, the more indispensable it becomes. We want to be the company that creates those indispensable relationships with our brands, and digital technology enables this. http://www.mckinsey.com/insights/consumer_and_retail/inside_p_and_ampgs_digital_revolution “The danger for FMCG brands is that consumers originally saw private label brands as cheap, but now they are trusting retailers to bring them quality brands,” explains Myers. “Retailers are actually building trust better than FMCG brands can because they get higher visibility in store, more shelf space, knowledge of promotional programmes, which means they can be more competitive. This is a major threat to other FMCG brands.” http://aperio.co.za/index.php/home/blog/25­blog/93­private­label­brands­are­the­biggest­threat­to­fmcg­comp anies