1.

Mckinsey’s 7S elements are:

 Strategy: P&G uses differentiation as its strategy for competitive advantage.

Differentiation involves developing the uniqueness of the business and its products to
attract target customers.
 Structure: Organizational structure is comprised of Global Business Units, Selling and
Market Operations, Global Business Services and Corporate Functions. It combines
global scale benefits with a local focus on consumers and retail customers in each
country where P&G products are sold.
 Systems: P&G has systems that allow people to use iPads to download data off the
production line in real time and communicate that to a place where we roll the data
up.
 Style: At P&G, the language and style is the same everywhere.
 Staff: The company believes that best ideas emerge from the creative connections
that happen between our talented employees. It encourages its multi-functional
teams to work together to come up with new ideas to address challenges we face.
 Skills: P&G puts clear strategies to hire people with skills. It needs people with
backgrounds in computer modeling and simulation. Analytical-thinking skills have
become even more important to this company.
 Shared values: Integrity, Leadership, Ownership, Passion for winning, Trust

2. P&G leadership has made it a priority to create a more responsive supply chain through
better design of its distribution network and improved transparency throughout its
supply chain. The goal is to be able to replenish 80% of its orders in less than 24 hours. To
achieve this goal, P&G built six mega-distribution centers in strategic locations within
North America which are digitally connected to retailers and receives real-time point of
sale data. In addition, P&G is pushing suppliers to build satellite manufacturing facilities
called “supplier villages”close to its plants. It employs a digital interface called Distributor
Connect to directly link with the suppliers to reduce inventory across the entire supply
chain.
3.

Customers: Scanning and categorizing of real-time customer comments about the P&G
products helps the company figure out the best way to "join in the discussion" through
their marketing efforts. Data modelling, simulation

Employees: Being digitally competent puts P&G at a competitive advantage. Design and
incorporation of digital systems that help save operating time as well as costs. Also,
digitization allows employees to share real-time operating data across the different
 levels using competent software and hardware, thereby allowing smooth operations.
Recruitment and training of a "digital workforce" to increase competency.

Retailers and distributors:

a. In transport and logistics, P&G created a digitally enhanced operational

program they call Control Tower that lets them see all the
transportation

they're doing: inbound, outbound, raw materials, finished product.

Through this technology they've been able to reduce costs and carbon
monoxide

b. Digitally connected with retailers to ensure automated control of warehouse

inventory and reducing ordering time and costs
c. P&G has helped bring state of the art technology to the small retails who
otherwise cannot afford them. By allowing retailers to make orders through
mobile phone applications thereby reducing ordering costs and increasing the
retailer base eventually.
d. Implementing VR technology to enable retailers to visualise products and
placement before ordering them, thereby facilitating ordering decisions.

Q4. How did it help in product design and delivery?

The digital revolution at P&G saw the advent of using modeling and simulation, which
allows for thousands of iterations in seconds and this helps in enhancing product design.
Apart from this the creation of molecules is also being digitized, which may alter the
design of liquid products, for e.g. the dishwashing liquid. Plans are in pipeline that with
the help of new technologies like scanning of the QR codes, it may be feasible to add the
relevant product information with its delivery.
Q5. Inputs on data driven market intelligence and analytics?
The organization has developed “consumer pulse”, which uses Bayesian analysis to scan
the universe of comments, categorize them by individual brand and then put them on
the screen of the relevant individual. This allows for real-time reaction to what’s going
on in the marketplace.
The technology also lets the organization improve things that are working. P&G has
analytic capabilities that many retailers don’t have, so often it can use the data to help
in deciding how to merchandise or market their business in a positive way.