In recent years Paolo de Cesare was very successful at the head of the European and Japanese Max Factor divisions, but the idea of taking the SK-II that was so successful in the Japanese market global is very risky. Up until the 1980's, P&G Japan was only a minor contributor to the P&G international growth. In 1985, Durk Jager found that the key reasons for the failure lied in the fact that they had not recognized the distinctive needs of the Japanese consumer. Over the next four years under his management changes were made to research, advertising and distribution that provided a 270% increase in sales, and Jager assumed the position of group vice president for Asia. However, in the 1990s the business could not keep up with the competitors in the Japanese market. Just as indicated in the article "Philips versus Matsushita," the organization began to be more focused on the structure of the company than the strategy of the company and where it was going. Jager then developed Organization 2005, his strategy in the rapid development and roll out of new products globally, which also involved several management changes. Just as indicated in the article "Philips versus Matsushita," the organization began to be more focused on the structure of the company than the strategy of the company and where it was going. One of the changes in O2005 was the promotion of Paolo de Cesare to head Max Factor Japan and was faced with the dilemma of whether or not the SK-II could break into the global skincare market.