In response to slow growth, Proctor & Gamble decided to change their business strategy in 2009 to be more focused on value. This paper is a case study on the effects of changing strategy at Proctor & Gamble with a focus on the perspective of the crafting and execution of the new strategy. It will examine what changes have been made and the reasoning behind those changes. The company’s strategy for growth, five core strengths, business model and their financial performance will be reviewed. The research will employ a fact-based principle that combines quantitative and qualitative methods. Data from online reports released by P&G, other secondary sources will be collected and examined at corporate level.
|Presenters:||Cloe Lechevallier (Alfred University) -- email@example.com
Charles Smith (Alfred University) --
Jing Zhu (Alfred University) --
|Topic:||Business & Management - Panel|
|Time:||2 pm (Session III)|