Procter & Gamble: Organization 2005 & Beyond

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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.

Case Details:


Case Code : BSTA062 For delivery in electronic format: Rs. 500;
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Case Length : 15 Pages
Period : 1998 - 2003
Organization : Procter & Gamble (P&G)
Pub Date : 2003
Teaching Note : Not Available
Countries : Global
Industry : FMCG Fast Moving Consumer Goods


In 1998, Procter and Gamble's (P&G's) earnings per share fell below what Wall Street had got used to. Revenue growth, which had varied between 1.4 percent and 5.5 percent between 1995 and 1999, was also well below P&G's internal target of 7 percent. Revenue growth was slowing down particularly in developed markets due to the maturity of established brands. In an effort to reinvigorate growth, P&G announced a corporate restructuring programme, named 'Organisation 2005', in September 1998. The goal of the programme was to improve P&G's competitive position and generate operating efficiencies through more ambitious goals, nurturing greater innovation and reducing time to market. But as the programme was launched, a series of problems cropped up.

CEO Durk Jager resigned and the company lost almost one-third of its market capitalisation in a single day. The case gives an in depth analysis of what went wrong with the programme and how it was revived by the incumbent CEO Alan Lafley.


  Page No.
Introduction 1
Business Segments 3
Corporate History 5
Organization 2005 9
Jagers Resignation 9
Organization 2005 under Lafley 11
Conclusion 14
Exhibits -


Procter & Gamble, Organisation 2005, Corporate restructuring, Global business environment, P&G, Consumer non durables, Durk Jager, Alan George Lafley, Fast moving consumer goods, Old Spice, Camay, HLL-Hindustan Lever Ltd, Cost cutting, P&G CEO quits, Marketing

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