Please refer to the case study and identification of organizational strengths an

Question

Please refer to the case study and identification of organizational strengths and ecosystem conditions please kindly fill in the answer shown below100-150wordsits require to do some research

1) identification of organizational strengths(4 Strength of the organzational)

2)Ecosystem condition: strategic alignment(marketing goal/objectives)

3)Ecosystem conditions Acess to data: type of information sought. ( sources of information, CRM, ERP software marketing dashboard)

4)Ecosystem conditions Operational flexibility (integration of marketing department: tools/ platform marketing used to make a decision( CRM, analytics, Software ,Artificial intelligence, marketing automation software)

Explanation / Answer

Proctor & Gamble (PG) is a multinational consumer goods company that was founded in 1837. The company has five revenue segments: beauty, hair and personal care; grooming; health care; fabric care and home care; and baby, feminine and family care.

In the beauty, hair and personal care segment, Avon is a major competitor to Proctor and Gamble as are Colgate-Palmolive (CL), Estee Lauder, Revlon (REV), Coty (COTY), Elizabeth Arden (RDEN), Inter Parfums Inc (IPAR). and Unilever. This segment accounts for 23% of Proctor & Gamble's net earnings.

In the grooming segment, Proctor & Gamble's Gillette brand is the dominant market player. Bic is a major competitor with a large international presence. This segment accounts for 17% of Proctor & Gamble's net earnings.

In the healthcare segment, major competitors include CCA Industries, Colgate-Palmolive, Church and Dwight Co. (CHD), Ecolab (ECL), Stepan Company (SCL) and United-Guardian (UG). This segment accounts for 9% of Proctor & Gamble's net earnings.

In the fabric care and home care segment, major competitors include Colgate-Palmolive, Unilever (UL), and Church and Dwight Co. This segment accounts for 26% of Proctor & Gamble's net earnings.

In the baby, feminine and family care segment, major competitors include Colgate-Palmolive, Unilever, and Church and Dwight Co. This segment accounts for 25% of Proctor & Gamble's net earnings.

Proctor & Gamble also competes with countless smaller companies in all the segments in which it reports revenue. The company has a market capitalization of $239.34 billion with total revenue of $83 billion for its fiscal year 2104. The company is headquartered in Cincinnati, Ohio.

Driving forces of Proctor & Gamble:

As P & G markets its products as FMCG sector. The main driving forces include:

1) Rivalry among Competing Firm: In the FMCG Industry, rivalry among competitors is very fierce. There are scarce customers because the industry is highly saturated and the competitors try to snatch their share of the market.

2) Potential Entry of New Competitors: FMCG Industry does not have any measures which can control the entry of new firms. The resistance is very low and the structure of the industry is so complex that new firms can easily enter and also offer tough competition due to cost-effectiveness. Hence potential entry of new firms is highly viable.

3) Potential Development of Substitute Products: There are complex and never-ending consumer needs and no firm can satisfy all sorts of needs alone. There are plenty of substitute goods available in the market that can be replaced if consumers are not satisfied with one.

4) Bargaining Power of Suppliers: The bargaining power of suppliers of raw materials and intermediate goods is not very high. There is an ample number of substitute suppliers available and the raw materials are also readily available and most of the raw materials are homogeneous. There is no monopoly situation in the supplier side because the suppliers are also competing among themselves.

5) Bargaining Power of Consumers: Bargaining power of consumers is also very high. This is because in FMCG industry the switching costs of most of the goods are very low and there is no threat of buying one product over other. Customers are never reluctant to buy or try new things off the shelf.

Actions were done and to be done to relieve competitive Pressure

Form a group of new-growth-business guides: To help teams working on disruptive projects. These experts might, for instance, advise teams to remain small until their project’s key commercial questions, such as whether consumers would habitually use the new product, have been answered. The guides include several entrepreneurs who have succeeded—and, even more important, failed—in starting businesses.

Develop organizational structures: To drive new growth. For example, in a handful of business units, the company created small groups focused primarily on new-growth initiatives. The groups (which, like the training, have evolved significantly) augmented an existing entity, Future Works, whose charter is to create new brands and business models. Dedicated teams within the groups conducted market research, developed technology, created business plans, and tested assumptions for specific projects.

Produce a process manually: A step-by-step guide to creating new-growth businesses. The manual includes overarching principles as well as detailed procedures and templates to help teams describe opportunities, identify requirements for success, monitor progress, make go/no-go decisions, and more.

Run demonstration projects: To showcase the emerging factory’s work. One of these was a line of pocket-sized products called Swash, which quickly refresh clothes: For example, someone who’s in a hurry can give a not-quite-clean shirt a spray rather than putting it through the wash.

Sharpening the Focus: By 2008 P&G had a working prototype of the factory, but the company’s innovation portfolio was weighed down by a proliferation of small projects. A.G. Lafley charged Bob McDonald (then the COO) and CTO Bruce Brown (a coauthor of this article) to dramatically increase innovation output by focusing the factory on fewer but bigger initiatives. McDonald and Brown’s team drove three critical improvements.

First, rather than strictly separating innovations designed to bolster existing product lines from efforts to create new product lines or business models, P&G increased its emphasis on an intermediate category: transformational-sustaining innovations, which deliver major new benefits in existing product categories.

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