Proctor And Gamble Case Analysis

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Introduction to P&G: Procter & Gamble started as a small family business in US selling candles and soaps in 1837. Now, it markets its product in over 140 countries netting $1.6 billion in 1990. Procter & Gamble’s focus was to make life easier for the consumers and promote healthier lifestyle. Procter & Gamble Canada operates on 5 divisions; paper products, food and beverage, beauty care, health care and laundry and cleaning. Canada’s Procter & Gamble division statement of purpose and strategy was to “provide products of superior quality and value that best fill the need of consumer”. By collaborating ideas together globally and knowing what Canada markets needs, Procter & Gamble are able to market unique products to Canada and be profitable at the same time. Scope, a mouthwash brand from Procter & Gamble saw a potential in mouthwash market as it was growing on average of 3% per year since 1975. Scope was introduced to Canada market in 1967 competing against Listerine by Warner Lambert pioneer of mouthwash that offered germ killing mouthwash with bad breath protection. After introduction of Scope mouthwash, Scope became the market leader in Canada as a great tasting, green mint flavored mouthwash that eliminated bad breath. Scope was considered a cosmetic product because it only improved bad breath and had no relevance to any health improvement. Problem statement: Scope has been able to hold a 32% market share in Canada without changing any of its current attributes to its product. Scope faces a dilemma if they should improve their current mouthwash product to compete with other competitors. Scope fears that if they don’t improve their product, they will lose their market share to its competitors. Plax, pre-brushing rinse distributed by Pfizer has been able to take 10% of the market share in one year whereby Scope has

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