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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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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Introduction

By the early 21st century, P&G looked a markedly changed enterprise from what it had been two decades ago. Faster growing businesses in beauty care and health care (including oral care) complemented the cash cows like fabric and home care and paper products (including feminine protection). P&G had acquired Max Factor (1991), Tambrands (1997), Iams (1999), Clairol (2001), and Wella (2003). At the same time, P&G had divested longtime brands as Crisco, Spic and Span, Biz, Duncan Hines, Jif, Citrus Hill and Fisher Nuts. When P&G announced that it was taking over Gillette in a $57 billion deal, it seemed to be on the verge of becoming the largest consumer goods company in the world. The merged entity would have 21 super brands each worth more than a billion dollars.

Would P&G be able to assimilate so many acquisitions, including Gillette? Would P&G be able to strengthen its competitive position or would it find itself an unwieldy enterprise consisting of disparate businesses?

Background Note

Since the early 1990s, much water had flowed under the bridge for P&G. The 1989 purchase of the Noxell Company had brought with the Noxzema brand of skin care products, the Cover Girl (the U.S. market leader) and Clarion lines of cosmetics and skin treatment products and Navy perfumes. The science and technology of the cosmetics and fragrances were familiar to P&G...

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