P&G Japan: the Sk-Ii Globalization Project

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To: Professor Amy Nguyen-Chyung Date: 3/18/2015 Subject: P&G SKII Globalization Case SKII As A Global Brand SKII should not be a global brand within P&G’s worldwide operations. Firstly, with high cultural implication of the cosmetics industry, P&G’s global strategy is local adaptation as the first Vice President Lingle mentioned “We must tailor our products to meet consumer demands in each nation”. SKII is a product developed and tailored specifically for sophisticated Japanese customers. This 4 to 8 step ritual may not be applicable to customers of other countries. Secondly, SKII as a higher-end brand is a unique addition to P&G’s product portfolio, where there are more lower-tier products (such as Olay). This higher-end brand requires more sophisticated franchising process such as beauty counselors and BIS system, which does not comply with the existing marketing and distribution methods in other countries. Internationalize SKII will impose a significant initial investment on P&G group. Market Entry Option The most attractive option is to expand domestic market in Japan. As mentioned above, SKII is not a global product. Based on the ADDING value frame work, expanding domestic market can decrease costs, increase volume, and willingness to pay. Decrease costs: With high fixed cost and high profit margin, domestic expansion provides P&G the benefit of economy of scale, decreasing production costs and improving profit margin. Increase Volume: With the proposal of extending SKII line beyond traditional product offering, P&G can further capture existing royal customers and increase the sales volume of the SKII brand. Increase Willingness To Pay: With focus on the domestic market, P&G can roll out the Beauty Imaging System (BIS) domestically. With the sophisticated Japanese customers and their focus on service, P&G will be able

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