...and 1990, worldwide sales for P&G had increased by $8 billion and net earnings by $1.3 billion. This success was due to variety of factors, including the ability to develop truly innovative products to meet consumers’ needs. Of the many products introduced throughout the 3 years, Scope, mouthwash, held 34% of the Canadian mouthwash market. Although there was success, there had been concerns with competition and the major changes happening in the mouthwash market. Up until 1988, most mouthwash was marketed primarily on a “bad-breath” strategy. However, Listerine introduced a plaque and inflamed gums preventing mouthwash. New flavors were introduced by a number of brands and it greatly expanded the market in 1987. In 1988 Colgate launched a mouthwash that included fluoride to fight cavities with a mild taste that encouraged children to rinse longer and more often. Finally, Pfizer launched a “prebrushing” rinse called Plax. Although P&G’s Scope held over 30% of the market share in 1990, they recognized that the industry was changing. The market was indefinitely moving towards healthier alternative. 2. Scope’s performance during the past three years can be considered extremely successful. Although it is marginal, in 1988, Scope’s market share was 33% but by 1990 the percentage fell to 32.3%. During the slim decline, Plax’s market share jumped from 1% to 10% in two years. Therefore, the sudden growth in Plax’s sales should be a concern for P&G’s Scope. 3. There are currently two...
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...Gamble, Inc. Scope The problem for Procter & Gamble`s (P&G) “Scope” brand is that their share at mouthwash market is slightly going down while a new brand called “Plax” launched by Pfizer Inc. has gained a %10 market share in a very short time period which created a situation that left “P&G”s management team in dilemma for how to respond. P&G has some constraints to solve the problem (in fact, the situation is so complex that for some, no problem and threat exist). First of all, if they introduce a new product in the mouthwash market as a competitor against Plax; they are not sure if it will be really innovative or it will focus on unmet consumer needs. Another limitation is that introducing a new product to the market will cost a lot (even the test production costs $20,000. Capital costs, marketing costs, delivery costs, inventory costs, ingredients costs, packaging costs are other important costs which create concerns) and also will require an effective strategic management. After that, the new product is very similar to Plax and has no significant advantage except a better taste; on the other hand, sales department thinks that for success, the product must be seen as unique. So, P&G can not be sure about the future success of this product. Next, for the new product to gain reassurance, patience is needed. This can only be achieved in the long period. Following this, the new product will also reduce the sales of Scope. Additionally, P&G is not sure about the name...
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...and Management Procter & Gamble, Scope Case Study In: Business and Management Procter & Gamble, Scope Case Study Case Study: Procter & Gamble, Inc. Scope Introduction Procter & Gamble (P&G), first introduced a great tasting mouthwash that was minty green and sure to fight off bad breath, called Scope in 1967. In 1990, Scope led the Canadian market share with 32%. However, since 1988 when Pfizer Inc. launched a new mouthwash called Plax, it became Scopes’ major competitor. Plax offered something different from the typical mouthwashes. Plax had the advantage over other brands because not only did it offer fresh breath and killing germs, but it was also a plaque fighter. Gwen Hearst, brand manager, is in charge of increasing market share, volume, and profits for Scope. Marketing Issues First, does Scope intend on introducing a new line extension by developing a product that strictly focuses on fighting plaque. This must be done in a way not to mistake the customer into thinking that there are additional claims to the original product. Second, add new claims to the already existing product. This would state something like “Scope not only gives fresh breath and kills germs, but it also fights plaque.” Or third, take no action but would need to focus on increasing advertising and promotion on what Scope already does, freshens breath and kills germs. Situation Analysis SWOT Analysis: Strengths *Since 1967, Scope has been in the health care, oral...
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...Case Study: Procter & Gamble, Inc. Scope Introduction Procter & Gamble (P&G), first introduced a great tasting mouthwash that was minty green and sure to fight off bad breath, called Scope in 1967. In 1990, Scope led the Canadian market share with 32%. However, since 1988 when Pfizer Inc. launched a new mouthwash called Plax, it became Scopes’ major competitor. Plax offered something different from the typical mouthwashes. Plax had the advantage over other brands because not only did it offer fresh breath and killing germs, but it was also a plaque fighter. Gwen Hearst, brand manager, is in charge of increasing market share, volume, and profits for Scope. Marketing Issues First, does Scope intend on introducing a new line extension by developing a product that strictly focuses on fighting plaque. This must be done in a way not to mistake the customer into thinking that there are additional claims to the original product. Second, add new claims to the already existing product. This would state something like “Scope not only gives fresh breath and kills germs, but it also fights plaque.” Or third, take no action but would need to focus on increasing advertising and promotion on what Scope already does, freshens breath and kills germs. Situation Analysis SWOT Analysis: Strengths *Since 1967, Scope has been in the health care, oral hygiene industry *Has a better taste than other mouthwashes *Excellent procedures and development with a high-quality...
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...Proctor and Gamble, Inc. Scope Case Synopsis Gwen Hearst, Scope Mouthwash Brand Manager for Procter & Gamble, Inc is preparing a three year strategic plan for Scope in the Canadian market. Her responsibilities focus on three central areas: maximize the market share, volume and profitability of the brand. She needs to develop a strategy to compete with a new market entry, Plax. Plax has targeted fighting plaque as a new benefit for mouthwash. In two years, Plax has gained 10% of the market and during a time when the market growth rate has been declining. The Scope brand has maintained a constant market share level with slight decline and still retains largest percentage of the market. The strategic options include maintaining the status quo, introducing a new product already developed as either a line extension or flanker product, or develop new marketing plan for existing product. She has formed a team across company functions to address these issues and formulate a strategic plan. Decisions to be Made 1) Should Scope maintain the status quo or seek new opportunities? 2) Should Scope reposition its current product or develop a new product? 3) Should Scope launch a flanker brand or introduce a line extension? These decisions must be made in this order. Scope must first decide if it actually needs or wants to move forward with seeking new opportunities. If Scope wants to maintain the status quo, then no effort needs...
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...Scientific Research and Essays Vol. 6(3), pp. 580-591, 4 February, 2011 Available online at http://www.academicjournals.org/SRE ISSN 1992-2248 ©2011 Academic Journals Full Length Research Paper Applying six sigma to manufacturing processes in the food industry to reduce quality cost Hsiang-Chin Hung* and Ming-Hsien Sung Department of Industrial Engineering and Management, I-Shou University, Taiwan. Accepted 13 January, 2011 In recent years, an increasing number of companies have used different types of quality programs in order to increase internal and external customer satisfaction as well as to reduce quality cost. Among all of these programs, Six Sigma is perhaps the most widely-accepted initiative by all a broad range of organizations. The DMAIC (define-measure-analyze-improve-control) approach has been followed here to solve an underlying problem of reducing process variation and the associated high defect rate. This paper explores how a food company in Taiwan can use a systematic and disciplined approach to move towards the goal of Six Sigma quality level. The DMAIC phases are utilized to decrease the defect rate of small custard buns by 70% from the baseline to its entitlement. At the beginning of this project, the defect rate was 0.45% (Baseline), and after the improvement actions were implemented during a six-month period this fell to below 0.141% (goal). The critical successful factors for Six Sigma projects, especially those in the food industry, are discussed...
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...strategy changed Procter & Gamble in Singapore over the last ten years. The main position in this essay is that diversification can be considered as one of the main strategies used to assist Procter & Gamble build up business competitive advantage. This essay will use theoretical evidence from literature review to analysis the impact of diversification on Procter & Gamble in different time period. The analyses of Procter & Gamble will be carried out in 3 perspectives: the operation of business, the performance of business and the brand of business. Literature Review & analyses of organization Diversification can be defined as a strategy used to increase the range of products or markets of organization. (Johnson, Scholes & Whittington, 2008) There is a range of reasons result the diversification of organization such as spreading the business risk and increasing the business expectation of stakeholder. (Johnson, Scholes & Whittington, 2008) But the result of research from Aisjah and Subroto (2011) indicated that there are two main reasons boost the diversification of business: firstly, diversification expands the economics of scope of the organization; secondly, diversified business helps organization develop the market power. Similarly, Kotler & Armstrong (2008) also claimed that the diversification enable organization acquire business not only from current products and markets but also from outside. Moreover,...
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...“Reverse engineering is the process of extracting the knowledge or design blueprints from anything man-made. Reverse engineering is usually conducted to obtain missing knowledge, ideas, and design philosophy when such information is unavailable. In some cases, the information is owned by someone who isn't willing to share them. In other cases, the information has been lost or destroyed” (Eilam, 2005). The advantages and disadvantages of reverse engineering are as follows; Advantages * It helps in the evolving of existing computing systems. * “You can change a program's structure and thus directly affect its logical flow. Technically this activity is called patching, because it involves placing new code patches (in a seamless manner) over the original code” (Hoglund & McGraw, 2004). * As a learning tool * As a way to make new compatible products that are cheaper than what's currently on the market. (Schwartz, 2001) * For making software interoperate more effectively or to bridge different operating systems or databases. * To uncover the uncoordinated features of commercial products. Disadvantages * “Manually translated source code often retains the style and flavour of the original implementation”. (Byrne, 1991) * “The most commonly recognized problem with literal translation is summed up as: garbage in, garbage out. If the existing system is not well-structured, both in terms of its architecture and control-flow, then the resulting system will be of the same...
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...Lecture Notes in Computer Science Commenced Publication in 1973 Founding and Former Series Editors: Gerhard Goos, Juris Hartmanis, and Jan van Leeuwen 6336 Editorial Board David Hutchison Lancaster University, UK Takeo Kanade Carnegie Mellon University, Pittsburgh, PA, USA Josef Kittler University of Surrey, Guildford, UK Jon M. Kleinberg Cornell University, Ithaca, NY, USA Alfred Kobsa University of California, Irvine, CA, USA Friedemann Mattern ETH Zurich, Switzerland John C. Mitchell Stanford University, CA, USA Moni Naor Weizmann Institute of Science, Rehovot, Israel Oscar Nierstrasz University of Bern, Switzerland C. Pandu Rangan Indian Institute of Technology, Madras, India Bernhard Steffen TU Dortmund University, Germany Madhu Sudan Microsoft Research, Cambridge, MA, USA Demetri Terzopoulos University of California, Los Angeles, CA, USA Doug Tygar University of California, Berkeley, CA, USA Gerhard Weikum Max Planck Institute for Informatics, Saarbruecken, Germany Richard Hull Jan Mendling Stefan Tai (Eds.) Business Process Management 8th International Conference, BPM 2010 Hoboken, NJ, USA, September 13-16, 2010 Proceedings 13 Volume Editors Richard Hull IBM Research, Thomas J. Watson Research Center 19 Skyline Drive, Hawthorne, NY 10532, USA E-mail: hull@us.ibm.com Jan Mendling Humboldt-Universität zu Berlin, Institut für Wirtschaftsinformatik Unter den Linden 6, 10099 Berlin, Germany E-mail: contact@mendling.com Stefan Tai Karlsruhe Institute of...
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...In which industry does P&G compete? Apply Porter’s Five Forces Model to the industry. Is this an attractive industry? P&G is one of the leading companies that are operating in the household consumer product industry. P&G’s threat of substitution is extremely high as there are many companies producing household consumer products, both national and international such as Clorox, Kimberly-Clark and Colgate-Palmolive CL. Also, P&G is also competing with retailers private label brands such as Walmart’s Great Value. Because the consumer’s switching costs between products are low, the quality, price, brand loyalty and differentiation of a product is very important in influencing consumer’s purchasing decision. The barrier to entry of an average incumbent firm for this industry is relatively low. This is because the capital investment that is needed to enter this industry is relatively low. However, because of the extremely high competition and also the existence of very established companies such as a P&G, it is very hard for a new entry to be as big as current products. This is because these companies have been able to capture a large market share over the years of their existence as well as able to create brand loyalty among their customers. Therefore, for a new firm to be successful, they would have to invest a lot in research and development to be able to produce a differentiated product. The threat of substitutes for this industry is low because most of the...
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...Email: jonathan.yuen@unsw.edu.au Telephone: 9385 6283 Office: Quad 3089 Mon 4pm ‐6pm Yichelle Zhang Email: yichelle.zhang@unsw.edu.au Telephone: 9385 6283 Office: Quad 3089 12Noon – 1pm 3 ACCT3583 Management Accounting 2 4 ACCT3583 Management Accounting 2 ACCT3583 Seminar overview ACCT3583 Course assessment Seminar overview Seminars comprise lecture content and in-class discussions You must view the podcast, read the assigned readings and complete the assigned questions di d l h i d i BEFORE coming to class Please note the 80% attendance requirement for this course Please refer to ACCT3583 Course Outline for course assessment components Please refer to In Class Quizzes 10% Handouts on Syndicate Case Project 25% Blackboard in coming weeks Syndicate Presentation 10% Individual Reflection 5% Statement Final Exam 50%...
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...Rev. Integr. Bus. Econ. Res. Vol 4(1) 469 Scope Change, Flexibility and the Management of Projects Daniel Adler University of Technology Sydney, Australia Daniel.adler@student.uts.edu.au ABSTRACT Managing scope on projects is universally recognized as a challenge for business. This paper will argue that the activity theory concept of contradiction is a useful method with which to re-frame debates around the origins of scope change that moves away from an either or approach to based on trade-offs between for example efficiency and flexibility. Scope change will be demonstrated to be a natural part of projects, and that managers who embrace it can benefit from the opportunities that arise. Using one live manufacturing project as a case example, the paper will conclude that both hard and soft paradigm stances in terms of project management can be accommodated under the activity theory banner of contradiction, giving rise to the potential transferability of this classification across all types of projects. Keywords: Project Management; Manufacturing; Cultural Historical Activity Theory (CHAT); SME’s; Scope. 1. Introduction Scope change on projects can be very challenging for managers as it can be an admission that the original plans were inadequate, thus calling into question the expertise of the people who planned the project. Consequently when scope change results in time delays, budget increases, and disagreements about quality, this can often lead...
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...Segment 2. The Gospel According to PMBOK® Guide (Includes PMBOK® Guide Chapter 3) ........................................................................................................... 27 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.1 PMBOK® Guide Organization Initiation processes Planning processes Execution processes Monitoring & controlling processes Closing processes Course Guide Exercise: Memorize the process matrix ............................................... 46 Project Assessment 3.1.1 Benefit Measurement Methods 3.1.1.1 Life Cycle Costing & Net Present Value 3.1.1.2 Internal Rate of Return Develop Project Charter (PMBOK® Guide 4.1) 3.2.1 The project Statement of Work and Business Case 3.2.2 The Project Charter Identify Stakeholders (PMBOK® Guide 10.1) 3.3.1 Stakeholder analysis 3.3.2 Stakeholder Analysis Matrix 3.3.3 Segment 3 questions......................................................................... 72 Segment 3. Project...
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...requirements 7 2.8 Conclusion 7 3.1 Introduction 8 3.2 Eliciting Requirements 8 3.3 Collaborative Requirements Gathering 9 3.3.1 Requirement elicitation through interview 9 3.3.2 Requirement elicitation through questioning 10 3.3.3 Record view 10 3.3.4 Observation 10 3.4 Quality Function Development 10 3.4.1 Normal Requirements 11 3.4.2 Expected Requirements 11 3.5. Case Scenario 12 3.5.1. Registering Online 12 3.5.2. Admission 12 3.5.3 Student database generation 13 3.5.4 Attendance sheet generation 13 3.5.5 Result sheet generation 13 3.5.6 Annual report generation 13 Chapter 4 14 4.1 What is usecase diagram? 14 4.2 Usecase Diagram 15 4.3 Activity Diagram and Swimlane Diagram 31 4.3.1 Activity Diagram 31 4.3.2 Swimlane Diagram 39 Chapter 5 47 5.1 Data Modeling Concept 47 5.3 Data Relationship Diagram 51 5.4Entity Relationship(ER) Diagram 52 5.4 Table Schema Diagram 54 Chapter 6 56 6.1 Class Based Modeling Concept 56 6.2 Identifying Analysis Classes 56 6.3 Class Schema Diagram 58 6.4 Class Responsibility Collaboration (CRC) 59 6.5 Class Card 60 Chapter 7 62 7.1 Introduction 62 7.2 Data Flow Design (DFD) 62...
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...Qualitative Research Defining and Designing 1 8 T he qualitative research methods introduced in this book are often employed to answer the whys and hows of human behavior, opinion, and experience— information that is difficult to obtain through more quantitatively-oriented methods of data collection. Researchers and practitioners in fields as diverse as anthropology, education, nursing, psychology, sociology, and marketing regularly use qualitative methods to address questions about people’s ways of organizing, relating to, and interacting with the world. Despite the interdisciplinary recognition of the value of “qualitative research” (or perhaps because of it), qualitative research is not a unified field of theory and practice. On the contrary, a plethora of viewpoints, sometimes diametrically opposed to one another, exist on the subject. Scholars regularly debate about what qualitative research is, how and why it should be conducted, how it should be analyzed, and in what form it should be presented. In fact, fundamental and often heated disagreements about philosophical assumptions and the nature of data exist among qualitative researchers. We don’t pretend to be able to solve any of these controversies. Nor do we suggest one approach or viewpoint is superior to another in the grand scheme of things. How one approaches qualitative research, and research in general, depends on a variety of personal, professional, political, and contextual factors. Ultimately, there...
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