...Procter & Gamble Talent Management P&G has won numerous awards for its talent, leadership development and retention programs. Most recently, it emerged as the second most attractive employer in Singapore at the Randstad Award 2016, behind Changi Airport Group; and was ranked first for the career progression opportunities and good work-life balance categories. It is well known for recruiting high-performing employees and putting rigorous processes in place to retain and develop those talents. Key Learning Points: • Start with the end in mind – Align talent strategy with business strategy Effective talent management requires that the business goals and strategies drive the quality and quantity of the talent needed. P&G views “business decisions and talent decisions as one.” • Build from within philosophy P&G elevates staff from within and only less than 5% of hires come from the outside at a later stage. Having such a culture means that P&G places great importance on developing their leaders. In leadership development, P&G believes in hands-on experiences through job rotations and diversity. To build its talent pipeline, P&G provides a wealth of technical, functional and leadership skills training. Some programs are offered at career milestones. Other programs take managers out of the classroom and into retail stores or even into consumers’ homes. It creates early, meaningful responsibilities for every employee matching business needs with personal strengths and...
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...Company (P&G) is focused on providing consumer packaged goods. The company’s products are sold in more than 180 countries primarily through mass merchandisers, grocery stores, membership club stores and drug stores to name a few. It has on-the-ground operations in approximately 80 countries. Currently P&G finances show that the cash for 2011 from operations alone was over $13 million, and revenue was well over $80 million. www.quote.morningstar.com/Stock/s.aspx?t=PGND P&G is comprised of three Global Business Units: Beauty Care, Health Care, and Household Care. www.topics.nytimes.com/top/news/business/companies/procter_and_gamble/indexND P&G focuses on five core strengths required to win in the consumer products industry: Consumer Understanding, Innovation, Brand-Building, Scale, and Go-to-Market Capabilities. www.pg.com/en_US/Company/Purpose_people/IndexND P&G invests more in market research than any other company in the world, interacting with more than five million consumers yearly in nearly 100 countries. P&G conducts over 20,000 research studies yearly and invest more than $400 million annually in consumer understanding. These insights help P&G identify opportunities for innovation and to better serve and communicate with their consumers. www.pg.com/en_US/Company/Purpose_people/IndexND P&G is widely recognized as the industry’s global innovation leader. Over the past decade, nearly all organic sales growth came from new brands or improved products. P&G collaborates...
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...Professor at The University of St. Thomas GEO IAOP’s Global Excellence in Outsourcing Award www.IAOP.org Best Practices in Outsourcing: The P&G Experience Introduction The Procter & Gamble Company (P&G) markets a wide range of branded consumer goods products, including beauty care and household products. The company’s products are sold in more than 180 countries, with net sales exceeding USD 82B. With on-the-ground operations spread across 80 countries, meeting the business service needs of the organization was challenging. P&G’s Global Business Services (GBS) organization has met this challenge successfully; they have implemented best-in-class processes to provide business capabilities that create value for the business units, while reducing the costs and efforts necessary to support these operations. GBS is one of four organization pillars that support the organization’s business and provides more than 170 services to the company. The services delivered through GBS include everything from employee services (e.g. people management, facilities, communication, meeting services, and travel services) to business services (e.g. financial services and solutions, product innovation, supply network solutions). Many of those services are provided today through a set of alliance partnerships. The scope of the alliance management effort at GBS encompasses the entire outsourcing lifecycle of these outsourcing engagements; the goal is to create value for the business by improving...
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...SRS ON ONLINE SCHOOL MANAGEMENT SYSTEM Software Project Lab-2 Title: Online School Management System Group Member: Nowrose Ashraf Supervisor: Emon Kumar Dey Lecturer Institute of Information Technology University of Dhaka Submission Date: 29th Mar, 2014 Contents Chapter 1 1 1.1 Introduction 1 1.2 Purpose 2 1.3 Goals 2 Chapter 2 3 2.1 Introduction 3 2.2 Identifying Stakeholders 3 2.3 Recognizing multiple viewpoints 5 2.4 Working towards collaboration 6 2.5 Common requirements 6 2.6 Conflicting Requirements 6 2.7 Final requirements 7 2.8 Conclusion 7 3.1 Introduction 8 3.2 Eliciting Requirements 8 3.3 Collaborative Requirements Gathering 9 3.3.1 Requirement elicitation through interview 9 3.3.2 Requirement elicitation through questioning 10 3.3.3 Record view 10 3.3.4 Observation 10 3.4 Quality Function Development 10 3.4.1 Normal Requirements 11 3.4.2 Expected Requirements 11 3.5. Case Scenario 12 3.5.1. Registering Online 12 3.5.2. Admission 12 3.5.3 Student database generation 13 3.5.4 Attendance sheet generation 13 3.5.5 Result sheet generation 13 3.5.6 Annual report generation 13 Chapter 4 14 4.1 What is usecase diagram? 14 4.2 Usecase Diagram 15 4.3 Activity Diagram and Swimlane Diagram 31 4.3.1 Activity Diagram 31 4.3.2 Swimlane Diagram 39 Chapter 5 47 5.1 Data Modeling Concept 47 ...
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...Managing Change in Organizations Assignment MANAGING CHANGE IN ORGANIZATIONS Case Study of Procter and Gamble (P&G) Introduction The world of business is facing different changes in the environment which create opportunities and threats. As a result, businesses make changes in different processes that are related to work place more abruptly and often compare before. This is because these changes can influence the speed and quality of the performance of companies including:acquisitions, merging, innovation, restructuring and downsizing which can result to the growth of climate of uncertainty (FEAP n.d.). Currently, the business world is facing different changes that are related to technology, regulation and competition and economic condition which affect theperceptions and behavior of the customers and other stakeholders of the company. Due to this, change is considered as inevitable in the world of business, because change constitute growth and development. According to Peter Drucker, any change in any organizational culture and management is considered as normal and healthy (cited in Dulebohn 2006, p. 37). It will be impossible for any business to grow and improve without improving any changes in order to cope with the changes happenings in the environment it’s operating. Any change to be done inside and outside the organization can help the entire organization to adjust to the current situation of the market and industry, by improving...
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...Fayol's administrative theory gives us an important link in the advancement of classical school of management’s thought. Henri Fayol (1841-1925) was a French management theorist whose concept regarding the scientific organisation of labor was vastly prominent in the beginning of twentieth century. He started off as a mining engineer and later director of mines. His concepts deal with the organisation of production in the ambience of a competitive price that has to control its cost of production. According to Fayol, the quality that a manager should possess is experience, knowledge, education, moral, physical. He strongly believed that the number of management principles that help to improve the organisations in potentially limitless. From his experiences, he developed his own concept of administration. He proposed the five functions of management that is plan, organise, command, coordinate and control. The 14 principles of management affirmed by him were explained in detail in his book “Administration industrielle et generale ". He was known as the FATHER OF GENERAL MANAGEMENT for his contribution to the contemporary management. Division of labour means specialisation of work. In Unilever the employees in the department are assigned to perform different functions and roles set by the top management. There are around 7 dept. in which a group of specialised people exist to perform the work best suited to them. For example in the human resource department the employees empowers...
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...MANAGING CHANGE IN ORGANIZATIONS Case Study of Procter and Gamble (P&G) Introduction The world of business is facing different changes in the environment which create opportunities and threats. As a result, businesses make changes in different processes that are related to work place more abruptly and often compare before. This is because these changes can influence thespeed and quality of the performance of companies including: acquisitions, merging, innovation, restructuring and downsizing which can result to the growth of climate of uncertainty (FEAP n.d.). Currently, the business world is facing different changes that are related to technology, regulation and competition and economic condition which affect the perceptions and behavior of the customers and other stakeholders of the company. Due to this, change is considered as inevitable in the world of business, because change constitute growth and development. According to Peter Drucker, any change in any organizational culture and management is considered as normal and healthy (cited in Dulebohn 2006, p. 37). It will be impossible for any business to grow and improve without improving any changes in order to cope with the changes happenings in the environment it’s operating. Any change to be done inside and outside the organization can help the entire organization to adjust to the current situation of the market and industry, by improving and adjusting the culture and other important internal...
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...CASE 9: PROCTER GAMBLE Procter & Gamble (P&G) is one of the most skilled marketers of consumer packaged goods. It markets the leading brand in 19 of the 39 categories in which it competes. Its average market share is close to 25 percent. Its market leadership rests on several principles: * Customer knowledge: P&G studies its customers—both final consumers and the trade—through continuous marketing research and intelligence gathering. It prints its toll-free 800 number on every product. * Long-term outlook: P&G takes the time to analyze each opportunity carefully and prepare the best product, then commits itself to making this product a success. It struggled with Pringles potato chips for almost a decade before achieving market success. * Product innovation: P&G is an active product innovator, devoting $1.7 billion (4 percent of sales) to research and development, an impressively high amount for a packaged-goods company. Part of its innovation process is developing brands that offer new consumer benefits. Recent examples include Febreze, an odor-eliminating fabric spray; Dryel, a product that allows consumers to clean and freshen "dry clean only" clothes at home; and Swifter, a new cleaning system that more effectively removes dust, dirt, and hair from floors and other hard surfaces. * Quality strategy: P&G designs products of above-average quality and continuously improves them. When P&G announces "new and improved," it means it. Recent...
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...Executive Summary 2. Work Culture at P&G 3. Human Resource Issues at Proctor and Gamble • o Downsizing Executive Summary Procter & Gamble is a biggest name in the market which deals with consumer goods. Its headquarters is in Cincinnati, Ohio, USA. According to Fortune 500 P&G is one of the top Performing Companies. P&G holds ranks 39 on the list. P&G was founded by William Procter, a candle maker & James Gamble, a soap maker in the year 1837. After 174 years of the company’s establishment it is now one of the world’s largest manufacturing companies of consumer products for some of the brands of P&G are Tide, Pringles, Fusion, Gillette, Dash, Dolce and Gahanna etc. (Mello, 2006, Pg 397) P&G has operations in nearly 80 countries around the world and markets its nearly 300 brands in more than 160 countries. P&G is the recognized leader in the manufacturing, marketing and distributing of superior fabric and home care, beauty care, baby care, snacks etc. products worldwide. Three billion times a day, P&G brands touch the lives of people around the world. The company also has slogan “Touching Lives, Improving Life”. The present Chairperson, President and CEO of the company is Bob McDonalds. P&G generated the revenue of US$ 82.56 billion and the net income of US$ 11.797 billion in the year 2011. P&G employs more than 1,27,000 employees across the globe. (www.corporatewatch.org) In 20 years, P&G has made remarkable achievements in...
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...Chapter Ch t 1 The Changing Role g of Managerial Accounting in a y Dynamic Business Environment McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objective 1 McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Define Managerial Accounting g g Managerial accounting is the process of Identifying Measuring Analyzing Interpreting Communicating information 1-3 Learning Objective 2 McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Managing Resources, Activities, and P d People l An organization . . . Directing Acquires Resources Organized set of activities Decision Making Controlling g Planning Hires People 1-5 Learning Objective 3 McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. How Managerial Accounting Adds Value to the Organization Add V l t th O i ti • Providing information for decision making and planning. • Assisting managers in directing and controlling g g g g activities. g g p y • Motivating managers and other employees towards organization’s goals. • Measuring performance of activities, managers, and other employees. • Assessing the organization’s competitive position. 1-7 Learning Objective 4 McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Managerial versus Financial Accounting...
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...every day. P&G is the largest manufacturer of consumer products in the world, and one of the top 10 largest companies in the world by market capitalization. The company is known for its successful brands, as well as its ability to develop new brands and maintain its brands’ popularity with unique business innovations. Popular P&G brands include Pampers, Tide, Bounty, Folgers, Pringles, Charmin, Swiffer, Crest, and many more. The company has approximately 140,000 employees in more than 80 countries, and its leading competitor is Britain-based Unilever. Founded in 1837 and headquartered in Cincinnati, Ohio, P&G has been a mainstay in the American business landscape for well over 150 years. In 2009, it had $79 billion in revenue and earned a $13.2 billion profit. P&G’s business operations are divided into three main units: Beauty Care, Household Care, and Health and Well-Being, each of which are further subdivided into more specific units. In each of these divisions, P&G has three main focuses as a business. It needs to maintain the popularity of its existing brands, via advertising and marketing; it must extend its brands to related products by developing new products under those brands; and it must innovate and create new brands entirely from scratch. Because so much of P&G’s business is built around brand creation and management, it’s critical that the company facilitate collaboration between researchers, marketers, and managers. And because P&G is such...
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...In which industry does P&G compete? Apply Porter’s Five Forces Model to the industry. Is this an attractive industry? P&G is one of the leading companies that are operating in the household consumer product industry. P&G’s threat of substitution is extremely high as there are many companies producing household consumer products, both national and international such as Clorox, Kimberly-Clark and Colgate-Palmolive CL. Also, P&G is also competing with retailers private label brands such as Walmart’s Great Value. Because the consumer’s switching costs between products are low, the quality, price, brand loyalty and differentiation of a product is very important in influencing consumer’s purchasing decision. The barrier to entry of an average incumbent firm for this industry is relatively low. This is because the capital investment that is needed to enter this industry is relatively low. However, because of the extremely high competition and also the existence of very established companies such as a P&G, it is very hard for a new entry to be as big as current products. This is because these companies have been able to capture a large market share over the years of their existence as well as able to create brand loyalty among their customers. Therefore, for a new firm to be successful, they would have to invest a lot in research and development to be able to produce a differentiated product. The threat of substitutes for this industry is low because most of the...
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...to Project ManagementCourse Name IIL-IPMIIL-XXX Organizational Diversity: The Project Management Products, Programs, and Projects Let’s define each term in more detail… Products Programs Projects Foundation ConceptsModule Name 1 Introduction to Project ManagementCourse Name IIL-IPMIIL-XXX Managing Products, Programs, and Projects Product Management Direction: Product capabilities, features, profitability, customers Data: Product capabilities, requirements, schedule, costs Program Management Direction: Program-level budget, priorities Data: Project resources, estimates, risks, schedule Project Management Standard Project Management Processes Monitoring & Controlling Processes Planning Processes Initiating Processes Closing Processes Executing Processes PMBOK® Guide – Fourth Edition, p. 40 Foundation ConceptsModule Name 2 Introduction to Project ManagementCourse Name IIL-IPMIIL-XXX Sample Project Life Cycle Define Design & Plan Develop Implement Closeout Across the Project Life Cycle Initiating Process Group G Level of Process Interaction Planning Process Group G Executing Process Group G Monitoring and Control Process Group P G Closing Process Group G Start Define Time Design & Plan Develop Adapted from Figure 3-2, Implement PMBOK® Finish Closeout Guide – Fourth Edition, p. 41 Foundation ConceptsModule Name 3 Introduction to Project ManagementCourse Name ...
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...clarity of ideas and presentation would attract extra marks as well as use of own initiative and real and imaginative scenarios to demonstrate understanding of the course. COURSE WORK- PROCTER & GAMBLE Zeroing in on the first moment of truth Procter & Gamble, a world leader in consumer packaged goods, sells nearly 300 brands in more than 160 countries. It has sales of $40 billion a year and 130 manufacturing sites around the world. P&G measures consumer satisfaction at two levels, which it calls the two “moments of truth.” The first moment of truth occurs when the consumer reaches the shelf and finds that the desired product is, or is not, available. This is a critical moment, because if the product is not immediately available, the consumer usually moves on to buy a rival product. The second moment of truth depends on the buyer’s satisfaction when consuming the product. This, too, has a crucial impact on consumer loyalty, but is beyond the scope of this case study. Detailed consumer surveys in July 2000 told P&G that in 55% of cases (75% for promotional items), consumers were not satisfied when they looked on the shelf for the products they wanted. The exact product variant, in the size and packaging the shopper sought, was available less than half the time. Something had to be done. Responsibility for having the product on the shelf every time a shopper wants it used to be seen as purely a matter for the retailer. If retailers got their forecasts wrong...
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...P&G's Logistics Revolution: Co-creating Value Confronting the challenges of rising supplier costs, growing retailer prowess, intensifying competition, fickle consumer tastes and preferences in the consumer packaged goods industry, P&G gained a distinctive competitive edge through a strengthened focus on supply network efficiencies. By making consumer the center of all its core operations, P&G initiated Customer Driven Supply Network (CDSN) that starts from customer choice at the store shelf and works backwards towards product manufacture; a paradigm shift from forecast-based supply chain to the one based on realtime demand. P&G's relationship with Wal-Mart exemplifies the success of CDSN but given the complexities of P&G's size and scale, analysts remain skeptical about the success of P&G–Wal-Mart's pilot study with other retailers.Analysts are also dubious of the scope for success in exporting the model to developing markets wherein the industry dynamics are extremely contradictory. Consumer Packaged Goods Industry – The Changing Dynamics | | During the early 20th century, consumer packaged goods evolved to be a highly competitive industry with a large number of players vying for a greater market share . Manufacturers, with their market prowess, focused extensively on reinforcing their strong brands and improving productivity. They established their dominance either by restructuring their brand portfolios throughmergers and acquisitions or focusing...
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