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Managing with Analytics at Procter

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Managing with analytics at Procter & Gamble
Case analysis – Strategy in Action
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Camilo Ruano

Case main issues: * Recently the company had introduced a more concentrated, also called compacted, powder laundry detergent in Target® stores at the end of February 2011 and results from the first two months were better than anyone had expected. * Over the previous 8 years, Filippo Passerini, Group President of P&G’s Global Business Services (GBS) organization and Chief Information Officer (CIO), had led the development of a series of systems and processes that enabled and emphasized the use of up-to-date data and advanced analytics to drive decision making throughout the company. * Data collected by P&G was seamlessly integrated so that Torres and Wright could simply click on higher level data to drill down and view performance by brand, initiative, retailer, and, in some cases, individual store * Compacted detergents were set to be introduced throughout the rest of North America in the coming months and Torres was cautiously optimistic about the impact they would have on the overall market and on P&G sales, Torres wondered whether he should override the statistical models and increase the forecasts. * The company marketed approximately 300 brands, 25 of which generated over $1 billion in annual sales, including Always®, Bounty®, Charmin®, Crest®, Duracell®, Gillette®, Head & Shoulders®, Olay®, Pampers® and Pantene®. * Initially, P&G’s management felt that IT could support data analysis throughout the company by acting as a central repository for data and by providing software tools to aid analysts. Passerini, however, envisioned a much larger role. IDS, he proposed, would support business leaders by performing much of the analytics and by making data as accessible as

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