P&G is known as a dominant, aggressive developer and marketer of high-quality consumer goods. Their stock prices have returned almost 500% return in the last decade alone.2 They have been in business for over 150 years. Early on, the P&G growth strategy was isolated in three main areas – acquisitions, developing new product brands (as well as further developing existing brands), and globalization. Because of a law-suit in 1957 regarding acquisitions, P&G was forced to focus on new branding and international expansion over the next twenty years3.

Focusing on the international aspect of business, P&G aggressively expanded their domestic household products by merely duplicating the U.S. products and marketing them into global markets. From 1953 to 1985, P&G went from an International portfolio of zero to $4 billion. Ed Artzt, the president of P&G International, refined their products by actually tailoring

One subject not touched on in this article is the product itself. I believe P&G could really take advantage of Six Sigma in its approach to making the product itself. Now that they have tightened their belts by shutting down many manufacturing plants, I believe it to be more important than ever to eliminate defects in their products’ process design. Companies like GE and Motorola have documented savings of hundreds of millions of dollars by implementing Six Sigma32.

Focus on the product as well, perhaps with the Six Sigma approach to eliminate defects in the actual business product’s process

Some topics in this essay:
P&G10 P&G, Special Products, Remember CRP, EDI P&G, Analysis Pricing, Conclusions Management, Category Management, Gamble P&G, Artzt Jager, Key Issues, osb project, crp system, grocery channel, pricing promotions, p&g products, retail chains, top management, allowed p&g, retailer p&g, market share, increase market share, channel efficiency service, major culture change, top management support, global supply chain,