Case Study Of Procter & Gamble

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Procter & Gamble (P&G), Head quartered in Cincinnati, USA, is one of the major manufacturers of fast growing consumer goods (FMCG) in the world. P&G preserves significant market share in numerous product categories--paper goods (Bounty, Charmin, Pampers), laundry and cleaning (Tide, Cascade, Dawn), food and beverages (Folgers, Pringles, Duncan Hines), beauty care (Pantene, Olay, Cover Girl), and health care (Crest, Scope, Metamucil). P&G had attained 5 of these brands during the development of its $61 billion acquirement of Gilette (which was applauded as the largest merger of the year 2005). An article in the Fortune Europe edition (April 17th, 2006) wrote that Procter & Gamble (number 24 in their Fortune 500 list) owned as many as 22 brands with each exceeding 1$ billion in sales. P& G finalized the acquisition of The Gillette Company for almost $53.43 billion on October 1, 2005. Gillette is an important consumer products company that had $10.48 billion of sales in its most recent pre-acquisition year ended December 31, 2004. (Annual Report 2006).The popularity and acceptance of P&G was well specialized by ACNielsen, which judged and found that 99% of U.S. households use one or the other P&G product. Several new-business-creation groups, bigger in size and scope than any previous growth-factory team, whose resources and management are kept carefully discrete from the core business as P&G strengthened organizational backings for the formation of transformational sustaining
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