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

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,