P&G and Wal-Mart Partnership

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Problem Definition Procter and Gamble (P&G) had been a leading brand in disposable diaper market during 1980s and 1990s. The company had formed a win-win partnership with its major retailer Wal-Mart to develop a just-in-time ordering and delivery system featuring electronic-data-interchange system. The well-established collaboration resulted in Wal-Mart’s stock-outs and inventory level reduction and P&G’s better shelf space and higher demand forecast accuracy. However, Wal-Mart was increasingly concentrating on marketing its private labels which competed with national brands at lower prices. Kimberly-Clark, which would be the suppliers of Wal-Mart’s private label diapers, appeared to a direct threat to the sales of P&G in the diaper market. P&G has to make a decision to save its market share without destroying the long-established relationship with Wal-Mart. Alternatives Continue reducing costs and the pricing policy of EDLP: One of the greatest competitive advantages of Wal-Mart’s private label brands would be low pricing. Due to its point-of-sale replenishment system and retail advantages, Wal-Mart was able to be one of the first global supermarket retailers to introduce its private label brand and sell the products at much lower prices than national brands. Consumers in 1993 could not well distinguish the differences with private label products and the “name” brands. Their main drive to choose between brands would be pricing, quality and brand equity. Kimberly-Clark manufactured private diapers would be priced 20 percent less than P&G’s. Additionally, the private label products were manufactured at high quality standards and clear positioning. Therefore, only P&G’s highly loyal customers would continue to purchase, which accounted for a relatively small portion of the entire market, if no further actions are taken. P&G could

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