Advanced Marketing
Unit 5 Case Study
P&G
Introduction
P&G is a major U.S.-based multinational consumer goods company that produces personal, household care and family care products. This essay will discuss P&G’s target markets using segmentation strategies, P&G’s brand management strategies, P&G’s competitors, challenges in being the market leader, P&G’s brand strategy in the age of social media, and P&G’s future XXXXX.
P&XXX;G’s XXXXXX markets
XXXXX XX XXXXXXXXXXXX by age, XXXXXX, gender and geography, it is XXXXX XXXX X&XXX;X’s target markets are global and XX all ages, but primarily are in the lower XX middle income XXXXXXX, XXX XXXXX XX different XXXXXXX XXX ages XXXXXXXXXXX. For example, a study XX XXXXXX (2014) showed XXXX P&G XXXXXXXX XXXXXXX its XXXX-XXXXXX XXXXXXXX XX XXX XXXXXX-XX-the-pyramid consumer XXXXX. (Payaud, XXXX) X&XXX;G XXXX has a premium range XX appeal to the XXXXXX XXXXXX bracket. In terms of gender, X&XXX;X XXX feminine XXXX XXX men’s XXXX product XXXXXX XXX XXXX of XXX XXXXXXXX care XXXXXXXX, such as XXXXXXXX, soaps, razors XXX XXXXXX XXXXXX. Finally, in XXXXX of XXXXXXXXX, P&X XXXXXXXX its consumer XXXXXXX XX XXXXXXXXX and XXXXX to XXXXXXXXX XXXXXXX XXXXXXXXX XXXX are XXXXXXXXXX and XXXXXXXXXXXXXX appropriate for XXX XXXXXX XXXXXXXXX.
P&XXX;G’s XXXXX management strategies
P&G is able XX successfully XXXXXX XXX brands because it manages XXX brands XX XXXX a XXXXXXXX XXX XXXXX XXXXX. Initially, X&XXX;X had made XXX XXXXXXXXX XXXXXXXXXXX for each brand in order XX drive XXXXXXXX XXXXXXXXX ownership, and XXXX broadened out XXX XXXXXXXX to have a category manager XXXXXXX each XXXXX category in order XX increase XXXXXXXXX focus XX key XXXXXXXX XXXXXXX and competition in each XXXXX XXXXXXXX. (Kotler and Keller, XXXX) XX a XXXXXX XX X&X’s two-XXXX XXXXX XXXXXXXXXX XXXXXXXX, where XXXX XXXXXX at both brand and XXXXXXXX needs, P&XXX;G could thus XXXX XX the XXXXX XX XXXX the individual brand’s XXXXXXXXX and the XXXXXX strategic needs XX the XXXXXXX category. (XXXXXXXXX, 2018)
XXXXXXXXXXX, X&G succeeds in XXX XXXXX strategy XXXXXXX a XXXXXXXXXX strategy, XXXXX it offers XXXX brands in the XXXX XXXXXXX XXXXXXXX in order XX meet XXXXXXXXX consumer needs in the same category, such XX Oral-X and XXXXX XXXXXXXXXXXX. (Kotler XXX XXXXXX, XXXX) X&XXX;X also has a XXXXXXXXXXX XXXXXXX XXXXXXXX driven XX its manufacturing XXXXXXXXXX, a XXXXXX quality strategy driven by X&XXX;X, XXX keen XXXXXXXXX XX XXXXXXXX insights from XXX XXXXXXXXX research and market XXXXXXXXXXXX XXXXXXXXXX. (XXXXXX XXX Keller, 2014)
X&XXX;X’s XXXXXXXXXXX
X&XXX;G’s main competitors XXX XXXXXXXX, XXXXXXX-Palmolive . XXXXXXXX, Unilever’s XXX advantages XXXX X&X XXX its XXXXXX focus XX XXXXXXXXXXXXXX XXX its XXXXXX initiatives, as well XX XXX XXXXXXXXX XX XXXXX, XXXXXXX brands such as Dollar Shave XXXX. (Mirvis, XXXX) XXXXXXX, this company XX not able to innovate XX XXXXXXXXXXX and XXXXXX XX X&XXX;G. (Han et al, XXXX) XXXXXXXX, XXXXXXX-Palmolive XX a strong XXXXXXXXXX XXX XX XXX advantages in automation, XXXXXXXX relationship management and XXXXXXXX XXXXXX niches XXXX XX India. XXXXXXX, XXXXXXX-Palmolive is XXXXXXXXXXXXX as it does not have XX XXXXXX an end-to-XXX integrated supply chain as X&X. (XXXXXXX, XXXX) XXXXXXX, Kimberly XXXXX’s advantages over XXXXXXXX are in its XXXXXX distributor XXX dealer partnerships, which XXXXXX it XX retain control over XXX distribution and brand XXXXXXXXXX, XXX it XX not XX XXXXXX in XXX areas of XXXXXXX innovation and XXXXXX XXXXX XXXXXXXX.
P&XXX;X’s challenges in being the market leader
X&XXX;X’s key XXXXXXXXXX in being XXX market leader are in XXXXXXXXXX, premiumisation, niche XXXXXXXX. XXXXXXXX, P&G, XXXXXXX XXX XXXXXX product XXXXXXXXXX XXXXX, may eventually XXX out XX XXXXXXX XXXXXXXXXX XX innovate XX, XXX XXX not be able to expect XXX same pace of XXXXXXXXXX XXXX marked XXXXXX XXXXXXXXXXX such XX XXXXXXX, XXXXX and XXXXXXX. Conversely, newer, niche XXXXXXXXXX may XX able to XXXXXXXX more effectively. Secondly, X&XXX;X XXX XXX be able XX XXXX XX XXXX XXX XXXXX of premiumisation that local XXXXXX XXX XXXXXX XXXXXX offer, such XX X’Occitane XXX XXXXXXXX and Boch. (Dollet XX XX, 2017) XXXX, P&X is XXXXXX XXXXXXXXXXX, XXX XXX XXX be able XX XXXXXXX XXXXXXXXXX XXX quality value XXX XXXXX one XX its XXXXX categories in XXX long term.
P&XXX;X’s brand strategy in the age of XXXXXX media
P&XXX;X XXXXX to XXXXXXXXX XXX XXXXXXXXX XXX and channels XXXXXX more XXX of social XXXXX in the XXXXXX. XXXXXXXX, X&X needs XX XXXXXX a XXXXXXX XXX strong brand presence XX XXXXX XXXXXX media XXXXXXXX XXXX XX Facebook, Twitter XXX XXXXXXXXX. X&XXX;G can XX so through XXX use of brand XXXXXXXXXX, XXXXX XXXXXXXX XXX XXXXXXXXXXX XXXXXX which XXXX increase brand awareness XXX recall. XXXXXXXX, X&XXX;G should localise their XXXXXX media XXXXXXXX XX investing in XXXXXXXXXXXX XXXX local XXXXXXXXXXX XXX XXXXX social media channels, such as TikTok, XXXXXX XXX VKontakt, in order to exert XXXXXXXXXXX XXXXX marketing XXXXXX in XXX diversified geographical XXXXXXX. Finally, X&G needs XX XXXXXX its consumers, stakeholders XXX XXXXXXXXX in XXXXXXXX an authentic brand strategy for each XX its XXXXXX, XX be implemented XX XXXXXX XXXXX. This can XX conducted through the XXX XX employee and XXXXXXXX satisfaction XXXXXXX to XXXXXXX XXXX XXXXXXXXX XX social media.
P&X’s future XXXXX
X&XXX;X’s key future risks XXX linked to XXXXXXXXX issues and XXXXXXXXXXXXXX. Foremost, P&G is a XXXXXXXXXXX XXXXXXXXXXXXX XXXXXXXX XXXXX XXXXXXX, and XXXXXX on the smooth functioning of XXX global XXXXXXX and its supply XXXXXX to operate XXXXXXXXX. XXXXXX such XX the U.S.- China trade XXX XXX Brexit XXXX XXXX a XXXXXXXX XXXXXX XX X&X’s XXXXXX XXXXXXXXXXXXX XXX XXXXXXXXXXXX operations, which XXXXXXXXX a XXX future XXXX. Secondly, XXXXXXXXX are becoming more conscious of sustainability and XX XXX XXXXXXXX XXX carbon XXXXXXXXX XX their purchases, it XXXXXXX to be seen whether P&XXX;G XXX adequately leverage XXXXXXXXXXX XXXX as the circular economy XX drive XXXX XXXXXXXXXXX XXXXXXXX XXXXX offerings. (XXXXXXX XX XX, XXXX)
XXXXXXXXXX
P&G XX a XXXXXX company, given XXX XXX-tier brand management XXXXXXXX XXX clear focus XX XXX XXXXXXX XXXXXX XXXXXXX. XXXXXXX, XXX company XXXXX XX improve its XXXXXX XXXXX XXXXXXXXX and keep abreast XX XXXXXXX risks and XXXXXXXXXXX in order XX continue XXX stellar growth performance.
XXXXXXXXXX
XXXXXXXXX, R. (2018). The XXXXXXXXXX of XXXX Product Categories. XXMarketing Food XXXXXX (pp. 15-48). XXXXXXXX Macmillan, Cham.
Dollet, J. N., XXXX, X., Fernández-Moya, M. E., &XXX; Solís, L. (2017). Adapting XXXXXXX FMCG XXXXXXXXXX to XXXXXX brands.International Journal XX XXXXXXXX XXXXXXXXXX,XX(1), XX-65.
Han, C., Thomas, S., XXXX, X., &XXX; XXX, X. (2019). XXX ups and downs of open innovation XXXXXXXXXX: the case XX XXXXXXX &XXX; XXXXXX.European XXXXXXX XX XXXXXXXXXX Management.
Kotler, X., Keller, X. L., XXXXXXXX, F., &XXX; Costabile, X. (2014).XXXXXXXXX management 14/e. XXXXXXX.
XXXXXXX, K., XXXXXXXXXXX, S., Walker, D., & Charnley, F. (2019). XXXXXX scenarios for fast-XXXXXX consumer XXXXX in a circular economy.Futures,107, XX-XX.
XXXXXX, X. (2011). XXXXXXXX's Drive XXX XXXXXXXXXXXXXX XXX CSR–Changing XXX Game. XXOrganizing XXX XXXXXXXXXXXXXX (XX. 41-XX). XXXXXXX Group Publishing Limited.
Payaud, M. X. (XXXX). Marketing strategies XX XXX bottom XX the pyramid: Examples XXXX Nestle, Danone, XXX Procter &XXX; Gamble.XXXXXX XXXXXXXX XXX XXXXXXXXXXXXXX Excellence,33(X), 51-XX.
Santori, C. (XXXX). End-to-end synchronization XX competitive advantage in the FMCG market: the XXXX XX XXXXXXX &XXX; XXXXXX.
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