How Procter and Gamble Should Capitalize in the Intense Competition Market
1.0 Define the Problem
According to John Dewey, “a problem well defined is half solved.” From the case, the main problem is how P&G should capitalize in the intense competition market (objective), especially with the launch of Plax to ensure the continued profitability of Scope and sustain to be the 1st place in the mouth wash industry (success measure), given the differing points of view from the various business team members (constrain). To achieve the goal, the company must be innovative to invent a new positioning strategy for Scope and focus more on "health-related benefits" products. Furthermore, from the case, we notice that Listerine, one of the major competitors of Scope had become popular and took over the leading brand name in the market. So currently Listerine has become the first choice of the consumers instead of Scope. Therefore P&G should identify the best alternative and develop a new plan in order to achieve their mission: provide branded products and services of superior quality and value that improve the lives of the world's consumers for now and next generation.
2.0 Enumerate the Decision Factors
Two sets of decision factors must be enumerated in the decision-making process: alternative courses of action and uncertainties in the competitive environment. Alternative courses of action are controllable decision factors because the decision maker has complete command of them. There are a few alternative courses of action that can be employed by P&G. The first alternative is choosing to continue to maintain the product, Scope. Since the target segment for the company is just “breath-only” users and it is very different from other company which provide “prebrushing” rinse or germ killing mouthwash. The company can focus more on the advertising part by emphasizing the advantage of the product which is great-tasting, mouth-refreshing and protection against bad breath.
The second alternative is P&G may add plaque-reduction substance inside the
According to John Dewey, “a problem well defined is half solved.” From the case, the main problem is how P&G should capitalize in the intense competition market (objective), especially with the launch of Plax to ensure the continued profitability of Scope and sustain to be the 1st place in the mouth wash industry (success measure), given the differing points of view from the various business team members (constrain). To achieve the goal, the company must be innovative to invent a new positioning strategy for Scope and focus more on "health-related benefits" products. Furthermore, from the case, we notice that Listerine, one of the major competitors of Scope had become popular and took over the leading brand name in the market. So currently Listerine has become the first choice of the consumers instead of Scope. Therefore P&G should identify the best alternative and develop a new plan in order to achieve their mission: provide branded products and services of superior quality and value that improve the lives of the world's consumers for now and next generation.
2.0 Enumerate the Decision Factors
Two sets of decision factors must be enumerated in the decision-making process: alternative courses of action and uncertainties in the competitive environment. Alternative courses of action are controllable decision factors because the decision maker has complete command of them. There are a few alternative courses of action that can be employed by P&G. The first alternative is choosing to continue to maintain the product, Scope. Since the target segment for the company is just “breath-only” users and it is very different from other company which provide “prebrushing” rinse or germ killing mouthwash. The company can focus more on the advertising part by emphasizing the advantage of the product which is great-tasting, mouth-refreshing and protection against bad breath.
The second alternative is P&G may add plaque-reduction substance inside the