P&G in 2005


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Case Details:

Case Code : BSTA011
Case Length : 17 Pages
Period : 1990 - 2005
Organization : Proctor and Gamble P&G
Pub Date : 2005
Teaching Note :Not Available
Countries : USA
Industry : Consumer Products

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts Contd...

Organization 2005

When he assumed charge as CEO in 1995, Pepper announced his goal to double sales to $70 billion by 2005. The company faced a new geopolitical environment, the continuing rise and globalization of retailers, the arrival of large-scale computer networks, the emergence of global brands and the increasing globalization of competition...

Crisis

In January 2000, rumors leaked that P&G was in serious talks with Warner-Lambert and American Home Products about a potential blockbuster merger. But investors became cynical and the value of P&G's stock plunged about 15 percent. Although P&G quickly broke off the talks, its stock price did not rebound, hovering in the high $80 range...

P&G under Lafley

Lafley set about the task of restoring investor and employee confidence in P&G. He assured the financial community that the company would meet its revised earnings forecast and take actions to prevent similar missteps in the future...

The Road Ahead

As 2005 got off to a start, P&G gave all the appearance of a revitalized organization that was prepared to become more aggressive. In a clear signal that he was willing to take bold calculated risks, Lafley decided to acquire Gillette for $57 billion on January 28th 2005...

Exhibits

Exhibit 1: Geographic Sales Split
Exhibit 2
Exhibit 3: Net Sales - Business Segment
Exhibit 4
Exhibit 5: Stock Price Chart
Exhibit 6: Business Units
Exhibit 7: Financial Highlights

 

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