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P&G Ceo Challenge 2020: Key Dates & Faq
P&G Ceo Challenge 2020: Key Dates & Faq
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Case Study: Introduction
From: <sam@pg.com>
To: <intern@pg.com>
Hey!
Welcome to P&G! I'm so glad that more and more young and ambitious
people like you are joining our team!
My name is Sam, and I will be your mentor during your internship. I'm so
excited that you're joining our Hair Care team! You can ask me any questions
concerning working at P&G in general and the work we do in Hair Care, which
is one of the Beauty and Personal Care categories and one of the highest
revenue generating segments of the company.
The plan is that you'll join the Pantene team and will help your colleagues
work on a significant marketing challenge to reposition Pantene in order to
attract a younger audience (15-25 years old) and therefore increase the sales
value by 2020. I do hope that you'll enjoy it.
Unfortunately, I'm out of office today because I'm taking part in a major
International Brand Management conference. But please don't worry! I've got
some really exciting tasks planned for you, which will allow you to immerse
yourself into our world and get prepared for the big challenge we must handle
at Pantene. Meanwhile, you can dive into the topic and look through some
market insights.
You certainly know that Procter & Gamble is the world's second largest
Beauty and Personal Care company, accounting for 8% of the global market
value share. Beauty is the company's second leading business portfolio after
Fabric and Home Care. You may also know that P&G has the largest lineup of
leading brands in its industry, with 23 brands with over $1 billion in annual
sales (our so-called “billion-dollar brands”). There are 2 “billion-dollar brands”
that belong to the Hair Care portfolio. Those are Head & Shoulders and
Pantene.
P&G reshaped its global Beauty and Personal Care landscape when it
divested more than 40 brands to a rival group in 2016. Two years later, P&G
is rationalizing its portfolio by capitalizing on its major brands and acquiring
niche challengers, thus increasing the sales growth rate. But its market share
is still falling in some categories.
Expanding is a daunting task when one is already a major player. Procter &
Gamble is currently experiencing this challenge in its pursuit of a new growth
dynamic. Developed markets with slow growth are still the company's key
markets. P&G's BPC1 share in North America and Europe has reduced from
27.4% to 25.5%, mainly due to slowing sales in the US. P&G's share in
developed markets tends to rely on well-established brands with high unit
prices, giving few immediate opportunities for growth to the company.
With this in mind, what I'd like you to do is to review the data and find possible
solutions for the challenges the company, and the Pantene brand in particular,
are currently facing. On Monday, we will have a team meeting where we will
discuss findings, and I'm looking forward to hearing your ideas.
In order to immerse you in the subject, I'd like to share some information on
the key market trends and the Pantene brand's key strengths and current
challenges. Please e-mail me if you have any questions!
See you!
Sam Miles
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Acquiring niche brands is a winning strategy in terms of boosting sales
The company has chosen a strategy to shift from developed markets to
emerging markets because they have more potential
P&G's traditional hair care brands lack a personalized approach that
young consumers want
P&G has more billion-dollar brands than any FMCG company in the
industry
About P&G
The Procter & Gamble Company is focused on providing branded consumer
packaged goods of superior quality and value to improve the lives of the
world's consumers. The company was incorporated in Ohio in 1905, having
been built from a business founded in 1837 by William Procter and James
Gamble.
The company's purpose to improve the lives of its consumers today delivers
this for 5 billion consumers in 180 countries through its leading, billion-dollar
brands.
The business model relies on the continued growth and success of existing
brands and products, as well as the creation of new innovative products. The
markets and industry segments in which P&G offers products are highly
competitive. P&G products are sold in more than 180 countries and territories
primarily through mass merchandisers, e-commerce, grocery stores,
membership club stores, drug stores, department stores, distributors,
wholesalers, baby stores, specialty beauty stores, high-frequency stores and
pharmacies. P&G's top ten customers accounted for approximately 36% of
total sales in 2018 and 35% in both 2017 and 2016. Its growth strategy is to
deliver meaningful and noticeable superiority in all elements of P&G's value
proposition - product, packaging, brand communication, retail execution and
value equation.
P&G Today
The 2019 fiscal year met or exceeded each of the core financial goals —
organic sales growth, core earnings per share growth and adjusted free cash
flow productivity. Organic sales grew 5% which was above expectations.
In 2019 core earnings per share were $4.52, a 7% increase and toward the
high end of the target range.
P&G delivered strong free cash flow results, generating $15.2 billion of
operating cash flow. All six of P&G regions had organic sales growth. In the
US, sales grew 4%, including 7% in the last quarter, after averaging about 1%
over the past three fiscal years. In Greater China, the company grew 10% with
double-digit across Fabric Care, Feminine Care, and Skin & Personal Care
categories.
P&G is one of only 10 US companies to pay a dividend for more than 120
consecutive years. The company had 63 years of dividend increases.
P&G makes major investments to ensure its supply chain remains a
competitive advantage. A synchronized network based on real-time demand
signals is serving the evolving needs of consumers and customers.
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Sales in Asia Pacific were 2% lower than sales in IMEA (India, Middle
East & Africa)
Sales in North America were almost equal to sales in Europe, Asia Pacific
and Greater China together
Net Sales of Europe in 2019 were about $18 billion
Hair Care
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The company is planning to get rid of the intermediaries and gradually
shift to direct-to-consumer model in e-commerce
Customers such as mass merchandisers, grocery stores, drug stores
carry the shipping and handling costs when purchasing goods from P&G,
since P&G is their #1 manufacturer
Customers can get finished goods for sale directly from the manufacturing
site
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Multi-Category Manufacturing Sites are top notch technologies developed
by P&G and are scalable for other regions
Even though the number of planning sites has grown over the past two
years, digitized planning technology has helped the company optimize its
usability
Lower cost of goods has been achieved through the implementation of
digitized planning
Consumer purchases trigger updates to P&G manufacturing schedules in
plants and orders of materials to suppliers. Used at its Multi-Category
Manufacturing Sites it helps the company supply goods according to actual
demand
Pantene
Pantene is a global hair care brand, which includes a full line of protein-
enriched hair products. Pantene got its name from “panthenol” (pro-vitamin B-
5), which was developed in 1940 in Switzerland and was used to treat burns
during WWII. Pantene shampoo first launched in Europe in 1945.
Pantene provides one-stop service offerings for all issues related to hair.
Pantene recognizes that the hair shampoo market is crowded so it
differentiates by investing in consumer satisfaction by providing professional
care solutions.
Pantene is sold in around 100 countries all over the globe and wherever it's
sold, the brand features a different product depending on the needs of that
specific consumer base. Pantene also has a money-back guarantee, offering
refunds to those consumers who are not satisfied with the product.
Pantene targets people looking for affordable hair care and has product
offerings for the middle and upper-class groups. It also has come up with
products using behavioral segmentation with the benefits sought, for instance,
they have created a product range known as “oil replacement” for the
segment of people who find importance in oiling their hair and it is exclusively
targeted towards the Indian market.
Also, shampoo ranges like Deep Cleanse, Curl Perfection, and Repair &
Protect have been created through the understanding of different buyer types.
Pantene's current target audience is women from 20 to 49 years old who are
proactive in living a healthy lifestyle and also feel confident when their hair
looks good. It positions itself as a product that is an affordable alternative to
salon brands. In 2006, it repositioned itself as a brand that helps women
'shine'. Aproduct that helps bring out a woman's inner shine, with the help of
her outer shine that the shampoo provides. Over the years Pantene has
launched many specialized product series like Intense Rescue Shots, Pro-V
Blends, Waterless collection, etc.
Pantene aims at superior retail execution. With the store coverage, right
product forms, sizes, price points, shelving and merchandising Pantene wins
offline, and with the right content, assortment, ratings, reviews, search and
subscription offerings Pantene wins online. In 2019, Pantene was leveraging
shelf sets that have been successful in Latin America, featuring hair
treatments and conditioners in golden bottles to encourage a regimen. Where
executed, category growth has nearly doubled.
Head & Shoulders has been able to gain consumer trust due to the quality of
its products. The brand deals in products targeted at the anti-dandruff
segment keeping smooth and beautiful hair. It offers products for men, women
and products that can be used by everyone irrespective of gender. These are
for dry, itchy and sensitive scalps, for relief against dandruff and also for
severe scalp conditions.
Head & Shoulders has always been on the brink of a price war with rival
companies. It faces stiff competition with several competitors and hence has
kept its prices on par through adopting a competitive pricing strategy. It has
also kept a penetration policy so that it can reach towards new markets and
gain further consumers. Head & Shoulders relies on its reasonable pricing
strategy to attract and maintain the loyalty of its consumers as its products are
affordable. Moreover, they are available in different sizes so that a person can
easily make purchases according to their personal needs. The brand also
advocates a promotional pricing strategy during the summer season by
offering discounts and incentives. As sales during that time are higher, it
results in larger volumes and greater revenues.
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Increase the prices and reposition the brand as premium
Introduce a product for shiny hair
Optimize the shipping costs
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An active, looks-conscious 55-year old woman suffering from dandruff
A 25-year old man suffering from oily scalp
An active, looks-conscious 30-year old man who needs to have his hair
shiny and smooth
The hair care market is part of the Beauty and Personal Care market. It
contains such segments as shampoos, conditioners, oils, sprays, hair colors,
etc.
Since its products are always in high demand, Hair Care remains one of the
most competitive segments of the Beauty and Personal Care market.
Characterized by the significant role of minor players (companies with less
than 1% of total sales), it is very volatile. The considerable number of players
that enter and leave the market every year, combined with the dependence on
health issues and regional conditions, contribute a lot to heavy fluctuations –
especially regarding non-premium segments.
An example is the mass segment plunge that took place in 2015. Primarily
due to the unstable environment in Latin America (where sales in one year
have reduced by 20% over one year), this fall was also an aftermath of the
European consumers' changing attitudes towards hair care. These reasons
were widely different, but they both had a strong influence on the market,
triggering a $7.7 billion slump.
Source: Euromonitor International
In 2018, the value of sales reached $77.3 billion. The market is rapidly gaining
momentum, which converts into positive forecasts for the nearest five years.
Market analysts predict that during this period, global sales of hair care
products will rise by 5% every year (given the current situation), which roughly
matches the current rate of recovery.
Market Trends
Among the main trends observed in the hair care market over recent years,
three tendencies may be distinguished: a growing share of the premium
segment, the increasing popularity of indie brands, and the rising number of
products sold online.
The next two trends are highly interconnected. From the definition, indie
brands are small independently funded enterprises, which concentrate on one
specific segment of a particular market. Due to financial limitations, indie
brands often look for innovations – whether they are in manufacturing or any
other field of operation. As for marketing, such companies target the audience
via the internet, mostly using advertising on social networks. Hence, they have
a significant reason to sell their products online – as their prospective
consumers are online too.
It is easy to notice that between 2014 and 2016 indie brands' share of the
global market was reducing, so it may appear that there was no indication that
these smaller brands would gain popularity. However, the market decline in
2015 in fact had a much worse influence on indie brands than on major
market players – mainly because of their undiversified portfolio and the
impossibility of benefiting from the economy of scale. The number of
companies plummeted, and it took some time for the indie segment to
recover.
Source: Euromonitor International
As indie brands mostly work online, they have a competitive advantage when
compared to other market players. The fact is that online sales have become
the only distribution channel to show stable annual growth. Over six years,
they have risen from $2.2 billion in 2013 to $5.7 billion in 2018. Nevertheless,
for some products the online channel is not very convenient. For example, not
many people will purchase premium hair care products from internet retailers,
as they are not able to check the product before delivery.
$1.4 billion
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Question 10 (Logistics): Regarding the global hair care market for the period
2013-2018, which of the following facts are true? You can choose either one
or several answers.
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The online channel is possibly the best option for small brands
Sales through grocery channels increased by 4–7%
Traditional sales showed better results than e-commerce
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People have purchased fewer mass products
People began to take control of their health
People bought more from indie brands
Asia Pacific includes big Asian markets such as Japan, South Korea, etc.,
along with Australia and New Zealand. With $13.8 billion generated in sales
through the hair care market in 2018, it holds a leading position on the global
hair care market. As grocery retailers are still the dominating power on the
market, with lesser influence from other channels, Asia Pacific stands out as a
region where large companies prevail over small businesses due to well-
developed distribution networks.
Europe includes both Western and Eastern Europe, with the largest markets
being Germany, France, the United Kingdom, Russia, Italy and Spain. Once
the perfect place for the promotion of hair care products, the region is now
experiencing issues with shifts in consumer preferences. The trend for natural
ingredients has sparked arguments about the chemical components used in
hair care manufacturing and has made people refuse some mass products
such as low- and medium-priced shampoos. As a result, sales in the region
dropped from $22.3 billion in 2013 to $17.6 billion in 2016. In 2018, sales
amounted to $18.9 billion.
Greater China includes China and some neighboring territories. China is such
a large market that it is comparable to whole regions made up of several
countries. However, it is the smallest of all in terms of market sales with $8.8
billion in 2018, though it is projected to grow faster over the next 5 years. A
characteristic of this market is premiumization: along with growing income,
consumers are showing higher interest in premium products and salon
professional hair care. Chinese consumers are increasing their hair routine
and the product range for them is extending.
North America, with its sales volume of $14.4 billion, remains the most stable
market out of all six. It slightly grows almost every year, with rare declines not
exceeding 1-2% of total sales. This region is particularly interesting, as
consumers' preference for natural components goes hand in hand with their
craving for technological innovations. As not many small enterprises can meet
both needs, the market is mostly loyal to major players.
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Latin America
IMEA
North America
Europe
Question 13 (CMK): Choose all true statements from the list below, based on
the text.
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Asia Pacific and North America provide the best market conditions for
large companies
In the next 5 years, IMEA will be the fastest-growing market in the world
Consumers in Europe and North America have the same requirements for
hair care products
The markets in both Latin America and Europe suffered from drastic falls
and still cannot recover
Question 14 (Marketing): Select the market with the lowest growth rate for
2019–2023, based on the forecasts.
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Greater China
Europe
Latin America
North America
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IMEA
Latin America
North America
Europe
Open Questions
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Additional Information
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