...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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...CASE Procter & Gamble, Inc. Scope As Gwen Hearst looked at the year-end report, she was pleased to see that Scope held a 32 percent share of the Canadian mouthwash market for 1990. She had been concerned about the inroads that Plax, a prebrushing rinse, had made in the market. Since its introduction in 1988, Plax had gained a 10 percent share of the product category and posed a threat to Scope. As brand manager, Hearst planned, developed, and directed the total marketing effort for Scope, Procter & Gamble's (P&G) brand in the mouthwash market. She was responsible for maximizing the market share, volume, and profitability of the brand. Until the entry of Plax, brands in the mouthwash market were positioned around two major benefits: fresh breath and killing germs. Plax was positioned around a new benefit-as a "plaque fighter"-and indications were that other brands, such as Listerine, were going to promote this benefit. The challenge for Hearst was to develop a strategy that would ensure the continued profitability of Scope in the face of these competitive threats. Her specific task was to prepare a marketing plan for P&G's mouthwash business for the next three years. It was early February 1991, and she would be presenting the plan to senior management in March. ■ COMPANY BACKGROUND Based on a philosophy of providing products of superior quality and value...
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...CASE Procter & Gamble, Inc. Scope As Gwen Hearst looked at the year-end report, she was pleased to see that Scope held a 32 percent share of the Canadian mouthwash market for 1990. She had been concerned about the inroads that Plax, a prebrushing rinse, had made in the market. Since its introduction in 1988, Plax had gained a 10 percent share of the product category and posed a threat to Scope. As Brand Manager, Hearst planned, developed, and directed the total marketing effort for Scope, Procter & Gamble’s (P&G) brand in the mouthwash market. She was responsible for maximizing the market share, volume, and profitability of the brand. Until the entry of Plax, brands in the mouthwash market were positioned around two major benefits: fresh breath and killing germs. Plax was positioned around a new benefit—as a “plaque fighter”—and indications were that other brands, such as Listerine, were going to promote this benefit. The challenge for Hearst was to develop a strategy that would ensure the continued profitability of Scope in the face of these competitive threats. Her specific task was to prepare a marketing plan for P&G’s mouthwash business for the next three years. It was early February 1991, and she would be presenting the plan to senior management in March. ■ COMPANY BACKGROUND Based on a philosophy of providing products of superior quality and value that best fill the needs of consumers, Procter & Gamble is one of the most successful consumer goods companies in the world...
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...CASE STUDY December 2002 Procter & Gamble: Building A Smarter Supply Chain Issue/Solution To remain profitable, consumer products manufacturers must find ways to optimize the performance of their supply chains. They need to support marketing promotions better and avoid frustrating consumers with out-of-stock situations in the store. Situation • Procter & Gamble realized it needed a “consumer-driven supply network” to stay ahead in the consumer packaged goods industry. Retailing’s “first moment of truth” is a key focus area for P&G. When the shopper reaches the shelf, is the product there? • Discoveries • • Links between supply chain and CRM processes are critical. Business leads, technology follows. But the technology must be proven, practical and scalable. Even with immature solutions, it is possible to get rapid payback on streamlined demand and fulfillment processes for critical products. A harmonized ERP applications backbone is a basic requirement. • • Recommendations • Secure management support before you start redesigning your supply network. Don’t let politics condemn the initiative to failure. Leverage the value IT can bring in connecting demand and supply side business processes. Simplify your applications architecture to allow collaborative business processes and cope with changes in network alliances. • • Dig Deeper • • • Related Research from GartnerG2 Gartner Core Research Methodology Maria Jimenez with Derek Prior ...
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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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...Abstract Brands play a critical role in a firm's international marketing strategy. A coherent international brand architecture is a key component of the firm's overall international marketing strategy as it provides a framework to leverage strong brands into other markets, assimilate acquired brands, and rationalize the firm's international branding strategy. This paper looks at the various components of international brand architecture and the different types of architecture found among a sample of large international consumer goods companies. Based on these initial insights, some key issues that need further research are identified. Introduction Branding is a key element of a firm’s marketing strategy. Strong brands help establish the firm's identity in the market place, and develop a solid customer franchise (Aaker, 1996; Kapferer, 1997; Keller, 1998). Owning the number one or two brand in the product category provides manufacturers withas well as providing a weapon to counter growing retailer power (Barwise and Robertson, 1992). A strong brand name Theycan also provide the basis for brand extensions, which further strengthen the firm's position in the marketplace as well as potentially enhancing the brand’s value (Aaker and Keller, 1990). As firms move into international markets, branding plays an important role in its marketing strategy. In particular, a cautious branding strategy provides a means to enhance the firm’s visibility and integrate strategy across...
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...ideas and presentation would attract extra marks as well as use of own initiative and real and imaginative scenarios to demonstrate understanding of the course. COURSE WORK- PROCTER & GAMBLE Zeroing in on the first moment of truth Procter & Gamble, a world leader in consumer packaged goods, sells nearly 300 brands in more than 160 countries. It has sales of $40 billion a year and 130 manufacturing sites around the world. P&G measures consumer satisfaction at two levels, which it calls the two “moments of truth.” The first moment of truth occurs when the consumer reaches the shelf and finds that the desired product is, or is not, available. This is a critical moment, because if the product is not immediately available, the consumer usually moves on to buy a rival product. The second moment of truth depends on the buyer’s satisfaction when consuming the product. This, too, has a crucial impact on consumer loyalty, but is beyond the scope of this case study. Detailed consumer surveys in July 2000 told P&G that in 55% of cases (75% for promotional items), consumers were not satisfied when they looked on the shelf for the products they wanted. The exact product variant, in the size and packaging the shopper sought, was available less than half the time. Something had to be done. Responsibility for having the product on the shelf every time a shopper wants it used to be seen as purely a matter for the retailer. If retailers got their forecasts wrong and ordered...
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...resources, ensure that all aspects of the project scope statement (PSS) are covered and effectively communicate with her team members. “Scope, time and cost make the heart of the project.” These three parameters comprise a triangle, so called triple constraint, and none of these elements can be changed without having an impact at least one of the other two sides (Sanghera, 2010. p. 346). Organizing and managing people and resources are a very challenging job, and according to Kor and Wijnen (2007, p. 157) there are five management criteria that can assist the project manager to determine the priority of the project goals and by this way to better organize people and resources. These five management constraints are the following: tempo, feasibility, efficiency, flexibility and goal orientation. From my latest election experience in late 2009 when I worked in Kosovo as an international consultant/advisor in the counting and result centre (the place where all election materials arrive and where votes are recounted – if needed – and results are tabulated) we faced several difficulties regarding efficiency, flexibility and tempo. Now, looking back to those long months I can clearly see how these five management perspectives could have helped us to prioritize, and as a result to manage our staff (up to 500 people) and resources better for example when the central election commission requested recount in a number of polling centres (in our case keeping the schedule was the priority). The...
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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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...[pic] 4-Year B.A. (Hons) in Hotel Management Business Ethics HM 04/28 Module Handbook 2011-2012 Module Leader: Rakesh Katyayani Email: rakesh.katyayani@tajhotels.com rakesh.katyayani @ihma.ac.in HM 04 / 28 Business Ethics Introduction: This module examines the values and value conflicts inherent in the modern practices of the business world, investigates the major philosophical issues that challenge the conduct of ethics as a rational enterprise, exposes students to major traditions in philosophical normative ethics and applies those traditions to specific value conflicts in the business world. A critical thinking component is included in the course. Specific problems relating to topics such as corporate responsibility, employee rights, and the nature of the free enterprise system, environmental concern and ethical business practices. In deciding how to act, managers reveal their inner values, test their commitment to those values, and ultimately shape their characters. In general, Ethics is both an academic “subject” and a thoughtful way of doing things. Theoretical Ethics is that branch of Philosophy concerned with determining what is right (with regard to principles and actions) and what is good (what ends or ideals are worth pursuing and what values are worth holding). Practical Ethics is the art or techne (know-how) of figuring out how to make things better rather than worse with regard to concrete or actual situations. Business Ethics is a type...
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...(PORTER 2008, p. 80) They also indicate the attractiveness of a given industry. (PORTER 2008, p. 80) The first part of these five forces consists of the rivalry of existing competitors. Which competitors are taken into consideration depends on the scope of competition the firm is defining. Many firms struggle because they do not define the industry broadly enough they are doing business in. (LEVITT 1960, p. 45) In the case of Tata competitors consist of manufacturers of motorcycles and scooters. According to the case study, there were 7 million sold in 2007. Another competitor is BAJAJ Auto that is also developing a low-price car. At the moment, the rivalry is not very strong for this price-class but success of the Tata could change that. As this market segment will grow, there might be new market entrants, e. g. European, American or other Asian car manufacturers that find it attractive to produce for the Indian market. Nevertheless, there are a few entry barriers like financial resources or capacity of the factories, e. g. to realize economies of scale. The third force is the bargaining power of suppliers. Like all car manufacturers, Tata is dependent from suppliers of various parts. On the one hand, the suppliers’ bargaining power is high because their parts determine the price of a car but on the other hand they are also dependent from car manufacturers. Usually, the cooperation is quite strong since switching costs for the car manufacturers can be high, e. g. if a supplier...
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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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...A CASE STUDY OF PARTNERING IN LEAN CONSTRUCTION Per Erik Eriksson Management and Business Administration, Luleå University of Technology ABSTRACT Lean construction is a relatively immature literature field in need of unbiased theoretical reasoning and case studies in order to investigate how lean thinking can be applied in a construction project context. The purpose of this paper is to increase the understanding of how various measures of lean thinking can be implemented in a construction project and how these measures work. In order to enhance unbiased theoretical reasoning a frame of reference is first developed through a literature review of peer-reviewed journal articles. The empirical part of the research utilises a lean construction pilot project as a case study. Empirical data was mainly collected through a series of three questionnaire surveys, responded by project participants that were involved in the lean implementation effort (approximately 30 responses) and three follow-up workshops in which the key individuals from all partner companies participated (15-20 individuals). The author of this paper functioned as a facilitator and action researcher, responsible for the design and analysis of the surveys and for planning and facilitating the workshops. Document studies and interviews of twelve project participants were also conducted in order to increase the richness of the case study data. The empirical results show that many of the lean related measures identified...
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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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