Strategic Implementation of P&G

This article discusses the strategic implementation of Procter and Gamble (P&G), including the leadership of Lafley and McDonald, the company's goals and mission, and its brand building strategies. It also highlights the importance of customer focus and employee development.

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Strategic Implementation of P&G
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1STRATEGIC IMPLEMENTATION OF P&G
The Procter and Gamble is an American multinational company which is being named
after its founder, William Procter and James Gamble in 1837. The organization has specialized
its production into grooming, health care, fabric and home care, beauty, care and baby and
feminine and family care. The aim of the business was the systematic concepts that converted
ideas into original offering in the company.
Assess of Lafley and Mc. Donald leadership for Procter and Gamble was that they had
an attitude of employing the right candidate (Ekwoaba, Ikeije & Ufoma, 2015) because an
outstanding candidate was essential for an organization to run. A business cannot achieve its
objective until it recruits suitable employees because a creative leader brings success in
developing and implementing the vision of the company. Bob McDonald and Lafley had planned
to remove all its expensive products which the cheaper alternatives, as it was responding well in
the market. The Strategy was getting rid of a variety of brands and narrowed its focus on a few of
the alternatives had doubled its sales in 2009.
The goal and mission of the organization are making sense of variable and interpreting
them into the language, which is understandable to both employee and consumer. The standard
principle was to focus on the passion, perform activity which is most profitable to them and
follow the area of expertise (Varshney et al., 2014). Lafley also mentioned that many leaders fail
because they want quick fixes, and he also mentioned that it takes time for the employee to track
its capabilities.
Procter and Gamble had built its brand through innovative selling technique, as it was
considered as one of the preeminent company of America. Few steps were taken by P&G that
assisted it to remain competitive in the corporate environment. In 2000, the board of P&G had

2STRATEGIC IMPLEMENTATION OF P&G
asked Lafley to take in charge of the disturbed firm. He began his contract by breaking down the
barrier between the management and the employees. He laid importance in developing the
managerial role in the organization (Akgün, 2018). The aim of recruiting line managers rather
than human resource operate had established a desire in the employee to have a career-long
progress method.
P&G had a different college to train its managers and individuals and helped them to
develop its university. The general manager had held a weeklong school, once a year for the
newly promoted managers.
However, Lafley focused its intention back to his customers, where he tried every
opportunity to drill his employees and managers of not losing sight of its customer. Emphasis
was laid carefully with the retail shops where customers first saw the product on the shelf.
Lastly, technology was kept aside, and the focus was on customer need and preference.

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Reference
Akgün, H. (2018). Mergers and Acquisitions and Open Innovation as a Business Growth
Strategy. The Mega Cases of Procter & Gamble and Unilever (Master's thesis, UHasselt).
Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection
Criteria on Organizational Performance.
Varshney, K. R., Chenthamarakshan, V., Fancher, S. W., Wang, J., Fang, D., & Mojsilović, A.
(2014, August). Predicting employee expertise for talent management in the enterprise.
In Proceedings of the 20th ACM SIGKDD international conference on Knowledge
discovery and data mining (pp. 1729-1738). ACM.