A

MINOR PROJECT REPORT

On

Marketing Strategy of PROCTER AND GAMBLE (P&G)

Submitted in partial fulfillment of the requirement for

Bachelor of Commerce (2019-2022)

B.COM (H), 2nd SEMESTER

SUBMITTED TO: SUBMITTED BY:

MR. KAWALJEET VISHWAS MEHTA

Assistant Professor, FIMT 01851488819

FAIRFIELD INSTITUTE OF MANAGEMENT AND TECHNOLOGY

Affiliated to Guru Gobind Indraprastha University, Delhi FIMT Campus Kapashera,

New Delhi-110037

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 CERTIFICATE

This is to certify that the project title MARKETING STRATEGY OF PROCTER &

GAMBLE is the original work of Vishwas Mehta, Enrollment no. 01851488819,

student of B.COM(H), 2nd Semester, and has been duly completed the project u

nder my guidance and supervision up to my satisfactory level.

This work has been done in the partial fulfillment of the requirement for the award of

the degree of B. Com (H), from Fairfield Institute of Management and Technology,

New Delhi, and has not been submitted anywhere in any other university for the

award of any degree.

Mr. Kawaljeet

Assistant professor, FIMT

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 ACKNOWLEDGEMENT

It is pleasure to acknowledge many peoples who knowingly and unwittingly helped

me to complete my project. First of all, let me praise god for all blessings, which

carried me through all those years.

I am particularly indebted to Director Dr. R.K Garg, Fairfield Institute of Management

and Technology, which inculcated in me utmost respect for human values and

groomed me up in the field of software technology to take on the competitive world.

First and foremost, I would like to express me regards to Mr. Kawaljeet for her

constant encouragement and support. I would also like to express my immense

gratitude towards all the lectures of our college for providing the invaluable

knowledge, guidance, encouragement extended during the completion of this

project.

I extend my sincere gratitude to all my teachers and guide who made unforgettable

contribution. Due to their sincere efforts I was able to excel in the work entrusted

upon me.

Signature of Student

VISHWAS MEHTA

01851488819

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 EXECUTIVE SUMMARY

The marketing plan plays an integral role in realizing the company’s strategic goals.

This marketing plan focused on internal and external operational environment for

Procter & Gamble (P&G). P&G is a multinational company headquartered in

Cincinnati, Ohio, in the United States. The company enjoys market leadership in

consumer goods industry. However, P&G has witnessed its market dominance

steadily decrease over time as competitors stake their claim to the lucrative industry.

This marketing plan established the current operational environment of the company,

its internal strengths, opportunities for growth and threats. The goals of the

marketing plan are to grow the company’s market share by increasing sales and

revenues from the current 7% to 35% by exploiting the emerging markets. Another

goal is to Improve brand perception in targeted markets. The marketing plan is

expected to oversee the development of facilities in emerging markets in India,

Nigeria, and Saudi Arabia. Once implemented, the plan would lead to strengthening

of the company’s market leadership position and increased profitability.

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 TABLE OF CONTENTS

CHAPTER I: Introduction 8

Objectives Of Study 28

Review Of literature

Research Methodology 29

Limitations Of The Study 31

CHAPTER II: Profile Of The Organization ----------------------------------- 34

CHAPTER III: Analysis And Interpretation Of Data ------------------------ 52

CHAPTER IV: Conclusions And Recommendations ----------------------- 60

Bibliography 64

Annexures 65

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CHAPTER I

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7
 INTRODUCTION

The evaluation of the business model of the company and the organizational

structure would also be done in order support the analysis and estimate the

performance of the company as a whole. PROCTER & GAMBLE is one of the

largest packaged product companies in the world. This fact has always motivated the

company for their purpose inspired growth. The company's mission is to improve the

lives of the customers round the world. The company wants to design the products

for maximum customer delight and conserving the natural resource (P&G, 2012). It

wants to win the customers, and help its leading brands to grow and expand into

different countries. It wanted to focus mainly on the core business and build is strong

global market leaders. The company also has the objective maintaining growth and

sustainability in different parts of the world (Corporate Watch, n. d.).The PROCTER

& GAMBLE Company (P&G) is an American multinational consumer goods

corporation headquartered in Cincinnati, Ohio, founded in 1837 by William Procter

and James Gamble. It specializes in a wide range of personal health/consumer

health, and personal care and hygiene products; these products are organized into

several segments including Beauty; Grooming; Health Care; Fabric & Home Care;

and Baby, Feminine, & Family Care. Before the sale of Pringles to Kellogg's, its

product portfolio also included foods, snacks, and beverages. P&G is incorporated in

Ohio. In 2014, P&G recorded $83.1 billion in sales. On August 1, 2014, P&G

announced it was streamlining the company, dropping and selling off around 100

brands from its product portfolio in order to focus on the remaining 65 brands, which

produced 95% of the company's profits. A. G. Lafley—the company's chairman, and

CEO until October 31, 2015—said the future P&G would be "a much simpler, much

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less complex company of leading brands that's easier to manage and operate".

David S. Taylor is the current chairman and CEO of P&G.

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 INDUSTRY PROFILE

FAST MOVING CONSUMERS GOODS INDUSTRY

Fast Moving Consumer Goods (FMCG), are the products that are sold frequently

purchased at relatively low cost. Though the absolute profit made on FMCG products

is relatively small, they generally sell in large quantities, so the cumulative profit on

such products can be large. Examples of FMCG generally include a wide range of

frequently purchased consumer products such as toiletries, soap, cosmetics, oral

care products, shaving products and detergents, as well as other non-durables such

as glassware, light bulbs, batteries, paper products and plastic goods. FMCG may

also include pharmaceuticals, consumer electronics, packaged food products and

drinks, although these are often placed separately.

FMCG products are generally replaced or fully used up over a short period, usually a

few days or weeks, or months, but within one year.

CATEGORIES OF FMCG INDUSTRY

Segments Products Major players

Household Soaps and P&G, HUL, Nirma, ITC, Dabur, etc

care detergents,

household cleaners,

mosquito resellers

Personal care Oral care ,skin care, P&G, HUL, ITC, Femcare, Lakme,

hair care, soaps, Marico, Himalaya, Emami, Dabur,

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 toiletries and Colgate-Palmolive

cosmetics,

deodorants, female

hygiene products

,paper products

Food FOOD: ITC,parle-agro,nestle,Britannia,Cadbury

&Beverages staples/cereals, India, PepsiCo, Dabur

Snacks, bakery

products, ice cream,

chocolates, braded

sugar, branded flour

BEVERAGES: Coca-cola, PepsiCo, Dabur,

health beverages, Glaxosmithkline,Khaitan

soft drinks, tea, United breweries

coffee. Packaged

water, liquor, juice.

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 Salient features of the FMCG industry

• The FMCG industry is the key component of Indian economy, which is fourth

in therewith pays a great part of Indian GDP and is a direct and indirect

employer. It’s responsible for 5%of total factory employment in India and

creates employment for 3 million people.

• FMCG produces the items of every day needs of the people. Low priced

products account for the major part of the sales and low and a lower middle

income group produces the sector’s 60% sales.moreover, Indian rural market

creates 56% of total domestic FMCG demand.

• It has significant links with the agriculture sector and 71% of the sales come

from the agro-based products. it is 2nd to IT sector in creating market capital. it

also has accountable contribution in the total corporate tax, central excise

revenue and state tax revenues.

• the main challenges for the new players are huge investment, strong

distribution channels, for building and growing the brand

• The sector is characterized by low margins and high volumes., Indian

consumer is very price sensitive. The cost increment is partially passed on to

the consumers in the personal care sector due to effective branding

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 SWOT analysis of the FMCG industry

Strengths: Weaknesses:

i. Well-established distribution i. Low export levels.

network extending to rural and

ii. Small scale sector reservations
urban areas.
limit ability to invest in

ii. Powerful brands in the FMCG technology and achieve

sector.
iii. Economies of scale.

iii. Low price operations

iv. Several similar products

Opportunities: Threats:

i. Huge untapped domestic i. High Imports level

market.
ii. Taxation and regulatory

ii. Export potential. structure.

iii. Increasing disposable income iii. Slowdown in rural demand.

levels will result in faster

iv. Competition from unbranded
revenue growth.
players in dogmatic market

iv. Segmented approach to general

trade and modern trade

v. Removal of import restriction

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v. Penetration in rural markets resulting in replacement of

domestic products and brands

vi. Improving customer services:

vi. Bargaining power of consumer

rising material, advertisement

and distribution prices

vii. Mushrooming of local brands

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 COMPETITION IN THE MARKET

In past, domestic companies were not considered as competitive like the

multinational corporations (MNCs).but at present times, the scenario has changed to

a great extent and it is changing furthermore, with domestic companies like

Nirma,dabur,Marico,himalaya standing up to their MNC counterparts.

Also, competition among the MNCs has increased resulting in shrinkage of margins.

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 ORIGINS

Candlemaker William Procter, born in England, and soapmaker James Gamble, born

in Ireland, both emigrated from the United Kingdom. They settled in Cincinnati,

Ohio initially and met when they married sisters Olivia and Elizabeth Norris.

Alexander Norris, their father-in-law, persuaded them to become business partners,

and in 1837 PROCTER & GAMBLE was created. In 1858–1859, sales reached

$1 million. By that point, about 80 employees worked for PROCTER & GAMBLE.

During the American Civil War, the company won contracts to supply the Union

Army with soap and candles. In addition to the increased profits experienced during

the war, the military contracts introduced soldiers from all over the country to

PROCTER & GAMBLE's products. In the 1880s, PROCTER & GAMBLE began to

market a new product, an inexpensive soap that floated in water. The company

called the soap Ivory. William Arnett Procter, William Procter's grandson, began

a profit-sharing program for the company's workforce in 1887. By giving the workers

a stake in the company, he correctly assumed that they would be less likely to go on

strike.The company began to build factories in other locations in the United States

because the demand for products had outgrown the capacity of the Cincinnati

facilities. The company's leaders began to diversify its products, as well, and in 1911,

began producing Crisco, a shortening made of vegetable oils rather than animal fats.

As radio became more popular in the 1920s and 1930s, the company sponsored a

number of radio programs.

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 INTERNATIONAL EXPANSION

The company moved into other countries, both in terms of manufacturing and

product sales, becoming an international corporation with its 1930 acquisition of the

Thomas Hedley Co., based in Newcastle upon Tyne, England. After this acquisition,

PROCTER & GAMBLE had their UK Headquarters at 'Hedley House' in Newcastle

upon Tyne, until quite recently, when they moved to The Heights, Brooklands.

Numerous new products and brand names were introduced over time, and

PROCTER & GAMBLE began branching out into new areas. The company

introduced Tide laundry detergent in 1946 and Prell shampoo in 1947. In 1955,

PROCTER & GAMBLE began selling the first toothpaste to contain fluoride, known

as Crest. Branching out once again in 1957, the company purchased Charmin paper

mills and began manufacturing toilet paper and other tissue paper products. Once

again focusing on laundry, PROCTER & GAMBLE began making Downy fabric

softener in 1960 and Bounce fabric softener sheets in 1972. One of the most

revolutionary products to come out on the market was the company's disposable

Pampers diaper, first test-marketed in 1961, the same year PROCTER & GAMBLE

came out with Head & Shoulders. Prior to this point, disposable diapers were not

popular, although Johnson & Johnson had developed a product called Chux. Babies

always wore cloth diapers, which were leaky and labor-intensive to wash. Pampers

provided a convenient alternative, albeit at the environmental cost of more waste

requiring landfilling. Amid the recent concerns parents have voiced on the

ingredients in diapers, Pampers launched Pampers Pure collection in 2018, which is

a "natural" diaper alternative.

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 FURTHER DEVELOPMENTS

PROCTER & GAMBLE acquired a number of other companies that diversified its

product line and significantly increased profits. These acquisitions included Folgers

Coffee, Norwich Eaton Pharmaceuticals (the makers of Pepto-Bismol), Richardson-

Vicks, Noxell (Noxzema), Shulton's Old Spice, Max Factor, the Iams Company, and

Pantene, among others. In 1994, the company made headlines for big losses

resulting from levered positions in interest rate derivatives, and subsequently sued

Bankers Trust for fraud; this placed their management in the unusual position of

testifying in court that they had entered into transactions that they were not capable

of understanding. In 1996, P&G again made headlines when the Food and Drug

Administration approved a new product developed by the company, Olestra. Also

known by its brand name 'Olean', Olestra is a lower-calorie substitute for fat in

cooking potato chips and other snacks. In January 2005, P&G announced the

acquisition of Gillette, forming the largest consumer goods company and placing

Unilever into second place. This added brands such as Gillette razors, Duracell,

Braun, and Oral-B to their stable. The acquisition was approved by the European

Union and the Federal Trade Commission, with conditions to a spinoff of certain

overlapping brands. P&G agreed to sell its SpinBrush battery-operated electric

toothbrush business to Church & Dwight, and Gillette's Rembrandt toothpaste line to

Johnson & Johnson. The deodorant brands Right Guard, Soft and Dri, and Dry Idea

were sold to Dial Corporation. The companies officially merged on October 1, 2005.

Liquid Paper and Gillette's stationery division, Paper Mate, were sold to Newell

Rubbermaid. In 2008, P&G branched into the record business with its sponsorship of

Tag Records, as an endorsement for TAG Body Spray. P&G's dominance in many

categories of consumer products makes its brand management decisions worthy of

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study. For example, P&G's corporate strategists must account for the likelihood of

one of their products cannibalizing the sales of another. On August 25, 2009, the

Ireland-based pharmaceutical company Warner Chilcott announced they had bought

P&G's prescription-drug business for $3.1 billion. P&G exited the food business in

2012 when it sold its Pringles snack food business to Kellogg's for $2.75 billion after

the $2.35 billion deal with former suitor Diamond Foods fell short. The company had

previously sold Jif peanut butter, Crisco shortening and oils, and Folgers coffee in

separate transactions to Smucker's. In April 2014, the company sold its Iams pet

food business in all markets excluding Europe to Mars, Inc. for $2.9 billion. It sold the

European Iams business to Spectrum Brands in December 2014.

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 FINANCES

For the fiscal year 2018, PROCTER & GAMBLE reported earnings of US$9.750

billion, with an annual revenue of US$66.832 billion, an increase of 2.7% over the

previous fiscal cycle. PROCTER & GAMBLE's Shares traded at over $86 per share

in 2017, and its market capitalization was valued at over US$221.5 billion in October

2018. PROCTER & GAMBLE ranked No. 42 on the 2018 Fortune 500 list of the

largest United States corporations by total revenue.

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 CATEGORIES OF PRODUCTS

• Baby Care
• Fabric Care
• Family Care
• Feminine Care
• Grooming
• Hair Care
• Home Care
• Oral Care
• Personal Health Care
• Skin & Personal Care

SELLING AND MARKET ORGANISATIONS

• Asia Pacific
• Europe
• Greater China
• India, the Middle East, and Africa (IMEA)
• Latin America
• North America

MANAGEMENT AND STAFF

The board of directors of PROCTER & GAMBLE currently has 12 members.

• David S. Taylor
• Frank Blake
• Angela Braly
• Amy L. Chang
• Scott Cook
• Joseph Jimenez
• Terry J. Lundgren
• W. James McNerney, Jr.
• Nelson Peltz
• Christine McCarthy
• Meg Whitman
• Patricia A. Woertz

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 BRANDS

As of 2015, 21 of P&G's brands have more than a billion dollars in net annual sales.

Most of these brands—including Bounty, Crest, and Tide—are global products

available on several continents. P&G's products are available in North America, Latin

America, Europe, the Middle East, Africa, Asia, Australia, and New Zealand. In 2018,

P&G's fabric and home care division accounted for 32% of the company's total net

sales, the highest of all its divisions. The division includes Downy, Gain, Tide,

Febreze, and Dawn.

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LIST OF PROCTLE AND GAMBLE BRANDS (BY PRODUCT TYPES)

DISHWASHING

• Dawn dishwashing liquid

• Joy dishwashing liquid (outside the United States)
• Gain dishwashing liquid
• Ivory dishwashing liquid

MENSTRUAL HYGIENE

• Always menstrual hygiene products

• Tampax tampons
• Whisper menstrual hygiene products

HAIRCARE

• Ascend hair care products

• Aussie haircare (shampoos/conditioners/styling aids)
• Braun hair care and grooming products
• Frederic Fekkai hair care products sold
• Head & Shoulders shampoo
• Nicky Clarke hair products
• Pantene hair care products (purchased from Hoffmann-La Roche in 1985)
• Vidal Sassoon haircare products (purchased in 1984 from Vidal Sassoon)

HEALTHCARE PRODUCTS

• Align probiotics
• Crest toothpaste
• Femibion (acquired from Merck Group)
• Fixodent denture adhesive
• Iliac/Nasivin (acquired from Merck Group)
• Metamucil laxative/fiber supplement (acquired G. D. Searle & Company in 1985)
• Neurobion (acquired from Merck Group)
• New Chapter dietary supplements
• Oral-B toothbrushes and other oral hygiene products
• Pepto-Bismol over-the-counter drug for minor digestive system upset (acquired
as part of Norwich Eaton Pharmaceuticals in 1982)
• Prilosec OTC (licensed from AstraZeneca)
• Sangobion (acquired from Merck Group)
• Scope mouthwash
• Seven Seas (acquired from Merck Group)
• Swisse
• Vicks cough and cold products
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 HOUSEHOLD

• Ace stain remover liquid

• Bounce fabric-softener sheet for dryers
• Cascade dishwasher detergent
• Fairy (known as Dreft in the Netherlands) dishwashing liquid, toilet soap,
household soap, laundry detergent and dishwasher detergent
• Febreze odor control
• Flash cleaning product
• Jar dishwashing liquid and dishwasher detergent
• Joy dishwashing liquid (outside the United States)
• Mr. Clean household cleaners
• Puffs tissues
• Luvs disposable diapersSafeguard antibacterial soap brand[10] marketed by
PROCTER & GAMBLE, introduced circa 1965. Safeguard soap is marketed
under the brand name Escudo in Mexico.[11]
• Tide detergents
• Swiffer cleaning products.
• Microban cleaning products

LAUNDRY DETERGENTS

• Ariel laundry detergent

• Bold laundry detergent
• Bonux laundry detergent
• Cheer laundry detergent
• Daz laundry detergent
• Downy fabric softener
• Dreft laundry detergent
• Era laundry detergent
• Gain laundry detergent
• Ola laundry soap
• PMC laundry soap
• Tide laundry detergent
• Lenor fabric softener

SKIN CARE

• Fresco bar soap

• Ivory bar soap
• Olay skin care products (acquired in 1985 as part of Richardson-Vicks Inc.)
• Old Spice aftershave, skin care and hair care products
• Secret antiperspirants and deodorants

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 DIVERSATED BRANDS

• Actonel (pharmaceutical division was spun off into Warner Chilcott in 2009)
• Aleve, naproxen sodium (NSAID) drug, acquired by Bayer in 1997
• Asacol
• Attends line of incontinence and sanitary products. Sold to PaperPak in 1999.
• Biz originally an enzyme-based laundry pre-soak, later a detergent booster, then
an all-fabric bleach, sold to Redox Brands in 2000
• Camay lightly scented bath soap
• Chloraseptic throat medicine and lozenges sold to Prestige Brands.
• Cinch all-purpose glass and surface cleaner, was sold to Shansby Group, a San
Francisco investment firm, later acquired by Prestige Brands.
• Clairol, formerly a personal products division of PROCTER & GAMBLE that
makes hair coloring, hair spray, shampoo, hair conditioner, and styling products.
It was sold to Coty, Inc. on October 1, 2016
o Balsam coloring brand (part of Clairol)
o Herbal Essences hair care products (part of Clairol)
o Natural Instincts hair coloring (part of Clairol)
o Perfect Lights hair coloring (part of Clairol)
• Coast bar-soap brand sold to Dial Corporation in 2000. Dial now owned
by Henkel, Coast brand now owned by High Ridge Brands.
• Comet long-time P&G brand of cleanser owned now by Prestige Brands
• Crisco (vegetable oil and shortening) sold to The J.M. Smucker Company
• Crush/Hires/Sun Drop carbonated soft drinks (sold to Cadbury Schweppes in late
1980s)
• Dantrium sold to JHP Pharmaceuticals and SpePharm
• Duncan Hines packaged cake mixes, sold to Aurora Foods (now Pinnacle Foods)
in 1998
• Duracell batteries sold to Berkshire Hathaway in 2016.
• Fisher Nuts sold to John B. Sanfilippo and Son, Inc. in 1995
• Fit fruit and vegetable cleaning wash licensed to HealthPro Brands in January
2004
• Folgers coffee was acquired by The J.M. Smucker Company based in Orrville,
Ohio in June 2008.
• Gleem toothpaste
• Hawaiian Punch now owned by Dr Pepper/7up
• Iams cat and dog foods sold to Mars Corporation in 2014.
• Infusium 23 (shampoos/conditioners) sold to Helen of Troy Limited's Idelle
Labs unit in March 2009
• Jif (peanut butter) divested by PROCTER & GAMBLE in a spin-off to their
stockholders, followed by an immediate merger with The J.M. Smucker
Company in 2002
• Joy operations in the United States was sold to Prestige Value Brands in
September 2019.
• Lava sold to WD-40 in 1999
• Lilt Home Permanents, including "Push Button" Lilt, The First "Foam-In" Home
Permanent In A Can. Sold To Schwartzkopf/DEP in 1987, later discontinued

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• Mayon cooking oil
• Millstone coffee was acquired by The J.M. Smucker Company as part of its
Folger's coffee acquisition in Orrville, Ohio in June 2008.
• Noxzema skin cream and beauty products line sold to Alberto-Culver in 2008
• Oxydol sold to Redox Brands in 2000; Oxydol was P&G's first popular laundry
soap, then later became a laundry detergent after Tide was introduced in 1946.
• Perla bar soap sold to SCPG Asia-Pacific
• Pert Plus was sold to Innovative Brands, LLC in July 2006.
• PG Tips tea; now owned by Unilever.
• Prell shampoo sold to Prestige Brands International in 1999
• Primex shortening (sold to ACH in 2001)
• Pringles potato chips sold to Kellogg Company in June 2012[16]
• Pur (brand) brand of water filtration products. The brand as acquired from
Recovery Engineering, Inc. in 1999 for approximately US$213 million. P&G sold
Pur to Helen of Troy in January 2012 for an undisclosed amount.
• Royale (Canada) brand of toilet paper. The original product was merged into the
Charmin brand; Irving Tissue then acquired the trademark and re-introduced the
brand on its own products.
• Salvo brand of detergent tablets which was sold from around 1958 up to circa
February 8, 1974
• Spic and Span now owned by The Spic and Span Company, a division
of Prestige Brands
• Sunny Delight orange drink spun off in 2004.
• Sunshine margarine
• Sure anti-perspirant/deodorant line was sold in October 2006 to brand-
development firm Innovative Brands
• ThermaCare brand heat wraps sold to medical company Wyeth in 2008
• Thrill a peach-scented brand of dishwashing liquid, discontinued after 1973.
• Top Job all-purpose cleaner merged into the Mr. Clean brand in 1990
• Victor shortening
• Wash & Go haircare sold to Conter S.r.l. effective June 30, 2015
• Wella, Clairol, Covergirl Makeup sold to Coty Inc (2016)
• Whirl butter flavored oil (sold to ACH in 2001)
• Wondra brand of hand lotion sold from 1976 to 1989.
• Zest deodorant body bar and body washes sold to High Ridge Brands Co. on
January 4, 2011

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 DISCONTINUES BRANDS

Brands owned by PROCTER & GAMBLE in the past, but since phased out:

• Banner, Summit, and White Cloud toilet tissues were merged with the company's
best known bathroom tissue, Charmin. White Cloud was sold exclusively
in Walmart stores in the U.S. before Kruger Products took over the brand and,
with Walmart focusing on other brands, sold it in other stores
• Big Top, brand of peanut butter before Jif made its debut.
• Blossom, facial soap
• Bonus, brand of laundry detergent that had children's books or towels in every
box; sold from 1940s to 1977.
• Citrus Hill, orange juice drink sold from 1983 to 1992
• Drene (a.k.a. Special Drene, Royal Drene), liquid shampoo. First shampoo made
from synthetic detergent.
• Duz, powdered laundry soap and later, a powdered laundry detergent which had
glassware and plates in each box; sold from 1940s to 1980.
• Encaprin, coated aspirin
• Fling, disposable dishcloth brand.
• Fluffo, golden yellow shortening sold mid-1950s to early 1960s.
• Fresco bath soap
• Gleem, toothpaste last made in 2014. PROCTER & GAMBLE plans to sell the
Gleem formulation under the brand name Crest Fresh and White.
• High Point instant decaffeinated coffee, which had Lauren Bacall in its
commercials; produced from 1974 to 1986.
• Monchel, beauty soap
• Nutri Delight, an instant orange juice drink, sold in the Philippines from 1999 to
2000.
• OK, economy bar and packaged laundry soap.
• Rely, super-absorbent tampons in production from 1976 to 1980. It was pulled off
the market during the TSS crisis of the early 1980s.
• Salvo, first concentrated tablet laundry detergent, which was discontinued c.
February 8, 1974; later a dish detergent (sold in the U.S. 2004-2005; it is still sold
in Latin America)
• Shasta, cream shampoo sold late 1940s-mid-1950s.
• Solo, liquid laundry detergent with fabric softener that was later merged into the
Bold brand, and sold from 1979 to 1990.
• Star Soap and Star Naphtha Soap Chips
• Stardust, dry chlorine bleach (extensively test-marketed during the 1960s)
• Sunshine Margarine
• Teel, liquid dentifrice sold late 1930s to late 1940s.
• Tempo, brand of dry wipes, produced from 2000 to 2010.
• Tender Leaf, tea brand sold from 1940s to 1975.
• Thrill, dishwashing liquid last made in 1973
• Torengos, stackable, triangular-shaped, corn-based snack chip sold 2001-2003
• Wondra lotion for dry skin. There were many formulas. (The first major brand to
use "silicones") Sold from 1976 to 1989.
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 OBJECTIVES

1) Quality of service provided by company and satisfaction level.

2) What marketing strategy does PROCTER & GAMBLE is implementing to

defend and increase its marketing share.

3) To find who are the competitors of the PROCTER & GAMBLE and the market
share of the competitors and what strategies it is implementing to beat its
competitors.

4) To find out how the company react to the new technology change in this
sector.

5)To do the comparison in consumer goods industry with special reference to

PROCTER & GAMBLE.

6) To identify the market position of PROCTER & GAMBLE.

7) To explore the challenges and opportunities in consumer goods Industry.

8) To identify the consumer preference towards consumer goods companies.

9) This study aims at focusing on the strategic and financial analysis of P&G.

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 RESEARCH METHODOLOGY

1. Problem definition and recognition

A research generally begins with a question. That question is the synonym for
problem definition. It is the base of a research. Based on that problem a researcher
formulates the objectives and scope of the study. Clearly stated objectives keep a
research project focused. The research question can also be stated as hypothesis. It
is simply the researcher’s belief about a problem, which he develops during the
review of literature.

2. Creating research design

The researcher chooses the research design based on how he would like to come to
a conclusion and whether that research type would satisfy his thirst meet the
objectives and goals for the study undertaken. For this research exploratory
research design has been chosen.

3. Sampling
It involves defining the target population. Types of sampling are random, stratified,
systematic, convenience, judgment, and quota and snowball sampling, convenience
sampling would serve the purpose of this research.

4. Data collection
A research project uses a data collection technique appropriate to the particular
research methodology. Quantitative study employs deductive logic, where the
researcher starts with a hypothesis, and then collects data to confirm or refute the
hypothesis. Qualitative studies use inductive logic, where the researcher first designs
a study and then develops a hypothesis or theory to explain the results of the
analysis. For this research qualitative study would be adopted.

5. Data analysis
These days’ computer software has made the analysis of quantitative data a very
easy task. It is no longer incumbent on the researcher to know the formulas needed
29
to calculate the desired statistics. Data analysis then leads to findings and
conclusion of the research.

6. Reporting the result

The purpose of reporting is to communicate information, and therefore, the report
should be prepared specifically for the readers of the report.

7. Validity and reliability

It refers to the accuracy or truthfulness of a measurement. Reliability is synonymous
with repeatability. A measurement that yields consistent results over time is said to
be reliable.

30
 LIMITATIONS OF THE STUDY

As said a basic research was conducted at the company to understand the

marketing strategy of PROCTER & GAMBLE.

During the course of the study the following limitations were

observed:

● It is very difficult to check the accuracy of the project.

● The method lacks flexibility

● The method will be unsuitable if the number of person to be surveyed is less as it

will be difficult to draw logical conclusions.

● Time was limited.

● Material on internet is very limited.

● Some customers were in hurry so they were not given proper opinion.

● Foreign data is not available on the internet.

31
32
CHAPTER II

33
 COMPANY PROFILE

Neither William Procter nor James Gamble ever intended to settle in Cincinnati.

Although the city was a busy center of commerce and industry in the early

nineteenth century, William, emigrating from England, and James, arriving from

Ireland, were headed farther west. Despite their intentions, however, both men

ended their travels when they arrived at the Queen City of the West – William, to

care for his ailing wife Martha, who soon died, and James, to seek medical attention

for himself. William Procter quickly established himself as a candle maker. James

Gamble apprenticed himself to a soap maker. The two might never have met had

they not married sisters, Olivia and Elizabeth Norris, whose father convinced his new

sons-in-law to become business partners. In 1837, as a result of Alexander Norris‘

suggestion, a bold new enterprise was born: PROCTER & GAMBLE.

1837 — 1890

The Partnership Years.

1837 was a difficult time to start a business. Although Cincinnati was a bustling

marketplace, the U.S. was gripped by financial panic. Hundreds of banks were

closing across the country. There was widespread concern that the United States

was bankrupt. Yet, William and James launched their new enterprise, more

concerned about how to compete with the 14 other soap and candle makers in their

city than with the financial panic shaking their country. Their calm in the midst of that

economic storm reflected their forward-looking approach to the business – an

approach that became the hallmark of PROCTER & GAMBLE. In the 1850s, for

34
example, despite rumours of an impending civil war in the U.S., they built a new

plant to sustain their growing business. Later, they pioneered one of the nation‘s first

profit-sharing programs and were amo.ng the first in American industry to invest in a

research laboratory. By 1890, the fledgling partnership between PROCTER &

GAMBLE had grown into a multi-million dollar corporation. Nevertheless, P&G still

had its eyes on the future.

1837

On April 12, 1837, William Procter and James Gamble start making and selling their

soap and candles. On August 22, they formalize their business relationship by

pledging $3,596.47 apiece. The formal partnership agreement is signed on October

31, 1837.

1850

The Moon and Stars begins to appear in the 1850s as the unofficial trademark of

PROCTER & GAMBLE. Wharf hands used the symbol to distinguish boxes of Star

Candles. By the 1860s, the Moon and Stars appears on all Company products and

correspondence. Once a staple of the Company‘s product line, candles decline in

popularity with the invention of the electric light bulb. The Company discontinues

candle manufacturing in the 1920s.

35
1859-1862

Twenty-two years after the partnership is formed, P&G sales reach $1 million. The

Company now employs 80 people. During the Civil War, PROCTER & GAMBLE is

awarded several contracts to supply soap and candles to the Union armies. These

orders keep the factory busy day and night, building the Company‘s reputation as

soldiers return home with their P&G products.

1879

James Norris Gamble, son of the founder and a trained chemist, develops an

inexpensive white soap equal to high-quality, imported castiles. Inspiration for the

soap‘s name – Ivory – came to Harley Procter, the founder‘s son, as he read the

words out of ivory palaces in the Bible one Sunday in church. The name seems a

perfect match for the white soap‘s purity, mildness and long-lasting qualities.

1882

Harley Procter convinces the partners to allocate $11,000 to advertise Ivory

nationally for the first time. Ivory‘s purity and floating capability are first advertised

across the country in the Independent, a weekly newspaper.

1890 — 1945

A Company Built on Innovation.

By 1890, P&G was selling more than 30 different types of soap, including Ivory.

Fueled by full-color print ads in national magazines, consumer demand for P&G
36
soaps continued to grow. To meet this increasing demand, the Company expanded

its operations outside Cincinnati, with a plant in Kansas City, Kansas, followed by a

plant in Ontario, Canada. As each new plant opened, P&G would embark on plans

for another. The research labs were as busy as the plants. Innovative new products

rolled out one after another – Ivory Flakes, a soap in flake form for washing clothes

and dishes; Chipso, the first soap designed for washing machines; Dreft, the first

synthetic house-hold detergent; and Crisco, the first all-vegetable shortening that

changed the way consumers cooked. Each of these new products came from P&G‘s

in-depth understanding of consumer needs and pioneering approach to market

research. And they were marketed through equally innovative techniques, including

radio ―soap operas,‖ product sampling and promotional premium

37
1890-1896

After running the Company as a partnership for 53 years, the partners incorporate to raise additional

capital for expansion. William Alexander Procter, son of the founder, is named the first president. P&G

sets up an analytical lab at Ivorydale to study and improve the soap-making process. It is one of the

earliest product research labs in America. King Camp Gillette invents the first safety razor. P&G‘s first

color print advertisement – an ad for Ivory – appears in Cosmopolitan magazine picturing this ―Ivory

Lady.

1901-1917

American Safety Razor Company formed in Boston, Massachusetts, later becoming the Gillette Co.

William Cooper Procter becomes the head of the Company following the death of his father, William

Alexander Procter. P&G introduces Crisco, the first all-vegetable shortening. Crisco provides a healthier

alternative to cooking with animal fats and is more economical than butter. The Company builds its first

manufacturing facility outside the United States, in Canada. Employing 75 people, the plant produces

Ivory soap and Crisco. U.S. Government requests Gillette supply razors and blades for the entire U.S.

Armed Forces during WWI.

1923-1930

Crisco sponsors cooking shows on network radio, placing P&G among the medium‘s advertising

innovators. A market research department is created to study consumer preferences and buying habits –

one of the first such organizations in industry. In response to the growing popularity of perfumed beauty

soaps, P&G introduces Camay. William Cooper Procter turns the reins of the Company over to Richard

R. Deupree.
38
1931

P&G‘s brand management system begins to take shape in the late 1920s. In 1931, Neil McElroy, the

Company‘s promotion department manager, creates a marketing organization based on competing

brands managed by dedicated groups of people. The system provides more specialized marketing

strategies for each brand and PROCTER & GAMBLE‘s brand management system is born.

1933-1939

Dreft, the first synthetic detergent developed for household use, is introduced. The discovery of

detergent technology lays the groundwork for a revolution in cleaning technology. `William Cooper

Procter dies and a monument is erected at Ivorydale in his honor. He is the last member of the founding

families to run the Company. The Company expands its international presenc with the acquisition of the

Philippine Manufacturing Company – the Company‘s first operations in the Far East. P&G celebrates its

100th anniversary. Sales reach $230 million. Just five months after the introduction of television in the

U.S., P&G airs its first TV commercial (for Ivory Soap) during the first televised major league baseball

game.

1943-1946

The Company creates its first division – the Drug Products Division – to sell its growing line of toilet

goods. Tide, ―the washing miracle,‖ is introduced. Tide incorporates a new formula that cleans better

than anything currently on the market. Its superior performance at a reasonable price makes Tide the

country‘s leading laundry product by 1950.

39
1947 — 1952

P&G‘s detergent technology leads to the development of a wide range of products such as granulated

and liquid detergents, shampoos, toothpastes and household cleaning products that provide growth

opportunities in the 1950s and beyond. Neil H. McElroy assumes leadership of P&G. P&G establishes

an Overseas Division to manage the Company‘s growing international business

1950-1955

The first subsidiary on the South American continent is established in Venezuela. A new research

facility, Miami Valley Laboratories, opens in Cincinnati. MVL is the Company‘s first facility dedicated

solely to upstream research. The Company begins operations in continental Europe by leasing a small

plant in Marseilles, France, from the Fournier-Ferrier Company, a detergent manufacturer. Crest, the first

toothpaste with fluoride clinically proven to fight cavities, is introduced. P&G announces plans to form

individual operating divisions to better manage its growing lines of products. This divisionalization also

creates separate line and staff organizations.

1956

The new General Office building opens, signifying P&G‘s continuing commitment to downtown

Cincinnati. P&G announces plans to form individual operating divisions to better manage its growing

lines of products. This divisionalization also creates separate line and staff organizations. The new

General Office building opens, signifying P&G‘s continuing commitment to downtown Cincinnati.

40
1957

P&G enters the consumer paper products business with the acquisition of Charmin Paper Mills, a

regional manufacturer of toilet tissue, towels and napkins. Howard J. Morgens takes over Company

leadership when Neil McElroy leaves to serve as the U.S. Secretary of Defense.

1960

Crest sales skyrocket when The American Dental Association recognizes the toothpaste as ―an effective

decay-preventive dentifrice. P&G GmbH opens its first office in Frankfurt, Germany, with 15 employees.

Three years later, Germany‘s first plant in Worms begins production of Fairy cleaning powder and Dash

laundry detergent.

1961

Although Pampers‘ first test market in Peoria, Illinois, is unsuccessful, it leads to an improved Pampers

product at a lower cost that eventually replaces cloth diapers as the preferred way to diaper babies.

1963-1968

P&G enters the coffee business with the acquisition of Folger‘s Coffee. The first paper plant built by P&G

opens in Mehoopany, Pennsylvania. Pringle‘s, with its unique stackable shape and resealable can, is

introduced into test market.

41
1972-1973

Bounce combines softening agents with a nonwoven sheet to soften clothes in the dryer. It quickly

becomes the second largest selling fabric softener after Downy. The Company begins manufacturing

and selling P&G products in Japan through the acquisition of The Nippon Sunhome Company. The new

company is called PROCTER & GAMBLE Sunhome Co. Ltd.

1974-1981

Ed Harness is elected to head. Didronel is introduced. A treatment for Paget‘s disease, it is one of the

Company‘s first pharmaceutical products the Company. Sales reach $10 billion. John G. Smale

becomes head of PROCTER & GAMBLE.

1982-1984

P&G increases its prescription and over-the-counter health care business with the acquisition of Norwich

Eaton Pharmaceuticals. The Company introduces a superior feminine protection product,

Always/Whisper, which becomes the leading world brand in its category by 1985. Gillette acquires Oral

B, founded in 1950. Liquid Tide is introduced. This represents the results of global research with

surfactants developed in Japan, fragrance in Europe and packaging from the United States.

1985

The Company significantly expands its over-the-counter and personal health care business worldwide

with the acquisition of Richardson- Vicks, owners of Vicks respiratory care and Oil of Olay product lines.

42
P&G opens the General Offices Tower building, the expansion of PROCTER & GAMBLE‘s world

headquarters in Cincinnati, Ohio.

1986

Ultra Pampers and Luvs Super Baby Pants are introduced – with effective, new technology that makes

diapers thinner. P&G creates the industry‘s first multi-functional customer teams. The Company

develops a new technology that enables consumers to wash and condition their hair using only one

product. Pert Plus/Rejoice shampoo quickly becomes one of the leading worldwide shampoo brands.

1987

P&G celebrates its 150th anniversary. The Company increases its presence in the european personal

care category, with the acquisition of the Blendax line of products, including Blend-a-med and Blendax

toothpastes. P&G announces several major organization changes with the creation of category

management and a product supply system which integrates purchasing, manufacturing, engineering and

distribution.

1988-1989

The Company announces a joint venture to manufacture products in China. This is the Company‘s first

operation in the largest consumer market in the world. Refill packs are introduced in Germany for liquid

products like Lenor fabric softener. Germany‘s retail grocers name Lenor‘s refill pouch the invention of

the year. The Company enters the cosmetics and fragrances category with the acquisition of Noxell and

its Cover Girl and Noxzema products.

43
1990

Edwin L. Artzt is named to lead the Company. The Company expands its presence in the male personal

care market with the acquisition of Shulton‘s Old Spice product line. Most of the laundry detergent

brands are reformulated to incorporate P&G‘s compact technology. Introduced in Japan with the Cheer

and Ariel brands, the technology is expanded to 36 brands in 20 different countries during the year.

1991

The acquisitions of Max Factor and Betrix increase the Company‘s worldwide presence in the cosmetics

and fragrances category. P&G opens its first operation in Eastern Europe with the acquisition of Rakona

in Czechoslovakia. New businesses in other Eastern European countries – Hungary, Poland and Russia

– follow throughout the year.

1992

P&G receives the World Environment Center Gold Medal for International Corporate Environmental

Achievement. Pantene Pro-V is introduced. Originally a small part of the 1985 Richardson-Vicks

acquisition, Pantene becomes the fastest growing shampoo in the world.

1993

Company sales exceed $30 billion. For the first time in Company history, more than 50% of sales come

from outside the U.S. The Japan Headquarters and Technical Center opens on Rokko Island in Kobe

City, Japan. The complex consolidates headquarters and product development operations.

44
1994-1995

P&G enters the European tissue and towel market with the acquisition of the German- based company,

VP Schickedanz. John E. Pepper becomes P&G‘s ninth Chairman and Chief Executive, and Durk I.

Jager becomes President and Chief Operating Officer.

1996

The U.S. Food and Drug Administration grants approval of Olestra for use in salty snacks and crackers.

Olestra, marketed under the brand name Olean, is a calorie-free fat replacer that provides the full taste

of fat without the added fat calories. The Company continues to expand its global reach with acquisitions

of the U.S. baby wipes brand Baby Fresh – complementing the Company‘s global diaper business and

its strong European Pampers Baby Wipes business

1996-1998

Gillette acquires Duracell, originally founded in the early 1920s. The Company expands its feminine

protection expertise into a new global market with the acquisition of Tambrands. Tampax Tampon is the

market leader worldwide. P&G announces Organization 2005, a new global organizational design to

drive innovative ideas to world markets faster. Mach 3 razor is introduced. P&G provides a foundation for

future growth by investing in new breakthrough products. Febreze, Dryel and Swiffer are introduced and

sold around the world in less than 18 months.

45
1999-2002

Durk Jager becomes Chairman of the Board and Chief Executive. A.G. Lafley becomes President and

Chief Executive. Reflect.com, P&G‘s initial Internet brand, is launched. It is the first to offer truly

customized beauty care products online.Crest WhiteStrips launches in the U.S. P&G acquires the Clairol

business from Bristol-Myers Squibb Co. Clairol is a world leader in hair color and hair care products.

A.G. Lafley is elected Chairman of the Board. Bruce Byrnes and R. Kerry Clark are elected Vice-

Chairman of the Board.

2003-2004

FDA approves switching Prilosec, a treatment for frequent heartburn, from a prescription to an over-

thecounter (OTC) product. P&G‗s Children's Safe Drinking Water Program wins the World Business

Award from the United Nations Development Program & International Chamber of Commerce in support

of the UN’s Millenium Development goals. Actonel becomes a billion dollar brand, and P&G's first

pharmaceutical brand to reach this important milestone.

2005

P&G and Gillette merge into one company and add five more billion dollar brands to our product

portfolio, including Gillette and Braun’s shaving and grooming products, the Oral-B dental care line and

Duracell batteries.

46
 Marketing Strategy

Handling 10 product categories with more than 60 brands, PROCTER & GAMBLE

popularly known as P & G has emerged as a leading player in the developed

countries contributing 65% of its net sales. It is currently operating in 6 business

segments which are further categorised as retail and corporate.

Like any other FMCG company, PROCTER & GAMBLE uses a mix of demographic,

geographic and psychographic segmentation variables.

Differentiation targeting strategy is used by P & G to make the specified product

available to the particular customer.

Product based and value-based positioning is used by P & G to create the right set

of imagery stimulus in the mind of the consumer.

Tagline - “Touching lives, improving life”

47
 Competitive advantage in the Marketing strategy of P & G

Strong product line: PROCTER & GAMBLE have a strong presence with a large

number of brands within each product categories such as Healthcare products,

grooming products, fabric care & home care, Beauty products and baby & family

care products.

Market Presence: P & G as of now sells its products in more than 180 countries

through it fully owned business units or joint ventures. With such as large presence,

company’s distribution network has been successful in making its products available

to remotest areas of the regions.

• BCG Matrix in the Marketing strategy of P & G

Being present in 5 lines of businesses with large SKU’s (stock keeping unit) is

helping the company in being competitively ahead of its competitors.

It’s grooming products, fabric & home care and beauty products star in the BCG

matrix while the other two i.e. health care and baby & family business segments are

a question mark in the BCG matrix.

• Distribution strategy in the Marketing strategy of P & G

Handling end to end distribution channel through its own resources or through the

third party has helped the company to make its products available in the market. P &

G is investing in building more flexible, agile and faster distribution network so as to

48
align its inventory management system with those of channel partners. It makes its

products available in the market through distributors, resellers, retailers, e-commerce

sites etc.

• Brand equity in the Marketing strategy of P & G

Whether through CSR activities or advertisements or positive word of mouth, P & G

has been successful in creating high awareness among the customers worldwide.

Engaging with customers on the first moment of truth i.e. when customers look for a

product and the second moment of truth i.e. when the customer uses the product

has helped the company in co-creating the products as per the market.

• Competitive analysis in the Marketing strategy of P & G

P & G is facing competition across the globe from the companies with similar

offerings and various private label players affect its businesses. The main factors on

which companies in this industry compete are quality, distribution network reach,

product portfolio, SKU’s and many others.

• Market analysis in the Marketing strategy of P & G

Companies working in FMCG industry are facing tough competition from local,

national and international players. This industry in itself faces several risks like

government regulations, natural calamities, supply & demand side risk and risk

associated with the stakeholders of the business which can affect the way company

is functioning.

49
 • Customer analysis in the Marketing strategy of P & G

Customers of P & G is Pop & Moms store, drug store, departmental stores,

supermarket chains, distributors and e-commerce companies. P& G works

collaboratively with their customers to enhance and enrich their customer experience

50
CHAPTER III

51
 Data analysis and interpretation

The data interpretation which I have made after visiting the various
outlets and customers are as follow

1. Sales – Tabulating in percentage the sales of different FMCG Company

Company Sales Percentage %

Hindustan uniliver ltd 45
Procter & Gamble 40
Loreal 5
Colgate –Palmolive 10

Sales

Hindusta n unilever ltd

Procter & Gamble
Loreal
Colgate-Palmolive

52
2. Product Rating Tabulation

Product Rating Percentage%

Poor 5
Good 65
Very Good 20
Excellent 10

Rating of Product

70

60

50

40
Rating of Product
30

20

10

0
Poor Good Very good Excellent

53
3. Buying decision Factor Percentage tabulation

Factors Percentage%
Price 40
Referral 20
Quality 30
Availability 10

Buying desion factor

40

20

0 Buying desion factor

Buying desion factor

54
4. Tabulation of consumer income level in percentage.

Income level Percentage%

Lower income group 10
Middle income group 30
Middle income group+ 35
Higher income group 25

Consumer income level

40
35
30
25
20
15 Consumer income level
10
5
0
Lower income Middle income Middle income Higher income
group group group+ group

55
5. Methods of Promotion

Promotion Medium Percentage%

Newspaper 20
Flyer/coupon 5
Passing by 5
Television 70

Promotion medium

70

60

50

40

30 Promotion medium

20

10

0
Newspaper Flyer/Coupon Passing by Television

56
6. Frequency of product purchase tabulation

Frequency of purchase Percentage%

Daily 5
Once a week 80
Twice a week 10
Never 5

Frequency of Purchase

80
70
60
50
40
Frequency of Purchase
30
20
10
0
Daily Once a week Twice a week Never

57
7. Percentage tabulation of customer loyalty

Customer loyalty Percentage%

Less than one year 5
One to under three years 20
Three to under five years 25
Five to under ten years 40
Ten years or more 10

Customer loyalty

40

30

20
Customer loyality
10

0
Less than One to Three to Five to Ten Ten years
one year three year five year Year and more

58
CHAPTER IV

59
 CONCLUSIONS

I have found there are conclusions, which are as follow

• Every retailer wants that there must be transparency in the distribution

channel.

• Some customer wants that price of some product must be reduce.

• There is a cut throat competition between HUL and Procter & Gamble.

• It is also found that in some area Salesman don’t visit regularly.

• The margin on the product is very low.

• Some shopkeepers require signage and banner.

• All the retailers appraised that there must be regular supply of the
company’s products.

60
 RECOMMENDATIONS

After completing the project, there are few recommendations, which should be

implemented if possible. It will also help in increasing the market share of Procter

and gamble. The marketing strategies should be changed according to time and

proper policies should be implemented for the proper growth of the company. Apart

from these other things like general awareness programmes should be promoted.

According to the 4 p’s of marketing strategies are:

1. Product strategies

2. Price strategies

3. Place strategies

4. Promotional strategies

Product strategies

1. P&G should provide modified products so that increase sale of their products & all

the segments of people purchase those products.

2. Most of the retailers are complaining about the problem regarding the amount of

stock given to their providing the stock at right time.

Price strategy:

1. P&G provides less schemes to the retailer but other company provides a large no.

of schemes.

61
2. Profit margins of P&G to the retailer are less than the other companies. So, it

should provide equivalent profit margins as other company provide.

Place strategy:

1. In Ranchi, P&G is second FMCG Company after HUL, there is large competition

in this region. Hence the company has to grasp a lot of market share.

2. There are retailers &customers in RANCHI where people are not aware of P&G

products. so the company should take special focus on their area to increase the

market share of P&G should provide special campaign in these areas to know about

their products.

3. Many kinds of persons come to purchase the products of P&G from the nearby

area. Those people are mostly from the villages so the price should be low so that

the people can easily buy the products.

Promotional strategy:

1. The company should promote their products through the different media like

print media, mass media, electronic media and internet.

2. There should be more schemes for retailers after completing their sales target at a

given period.

62
3. In Ranchi, the company can improve its market share by regular performance of

promotional activities; they should adopt it by canopy, attraction hoardings, and

banner.

4. P&G should sponsor for the socio cultural activities organized in Ranchi.

5. P&G should change their packing of their products at regular interval of year; they

should not stick to only

63
 BIBLIOGRAPHY

Marketing Management – Philip Kotler

Special Studies in Marketing- Romeo S. Mascarenhas

www.titanwold.com

www.tata.com/titan

www.google.com

www.indianfoline.com

www.economictimes.com

64
 ANNEXURE

QUESTIONNAIRE

1. Name of outlet:

2. Address:

3. Contact person with phone number:

4. Type of outlet:

(A) Grocery (B) General store

(C) Eatery (D) other

5. Which has the maximum sale at Present from your outlet?

(A) Hindustan uniliver ltd (B) Procter & Gamble

(C) Loreal (D) Colgate –Palmolive

6. How do you rate the product of our company?

(A)Poor (B) Good

(C) Very good (D) Excellent

65
7. What are the factors in the order of importance to you when making a

buying decision?

(A) Price (B) Referral

(C)Quality (D) Availibility

8. Are there any other offer you would like to see?

(A) Yes (B) No

9. Do you believe that our competitor’s prices are too high?

(A) Yes (B) No

10. .Do you believe that prices of our product is high?

(A) Yes (B) No

11. Which shampoo has the maximum demand?

(A) Head & shoulders (B) Sunsilk

(C) Pantene (D) clinic allclear

12. Which type of customers prefers head & shoulder & Pantene?

(A) Lower income group (B)Middle income group

66
(C) Middle income group+ (D)Higher income group

13. Which is the most selling blade?

(A)Wilkinson (B) topaz

(C)Zorick (D) 7o’clock

14. Which is the most selling detergent?

(A) Tide (B) Ariel

(C) Surf excel (D) Rin

15. Which is the most selling toothbrush?

(A) Oral B (B) Colgate

(C) Pepsodent (D) Babul

16. How did you learn about our product?

(A) Newspaper (B) Flyer/coupon

(C) Passing by (D) Television

67
17. How frequently do you purchase our product?

(A) Daily (B) Once a week

(C) Twice a week (D) Never

18. How would you rate your level of satisfaction with Procter & gamble?

(1 represents "Extremely dissatisfied" and 4 represent "Extremely satisfied)

(A) 1 (B) 2

(C) 3 (D) 4

19. How likely are you to recommend Procter & Gamble to a friend or relative?

Would you say the chances are …?

(A) Excellent (B) Good

(C) Fair (D) Poor

20. Are you likely to repurchase products and services from Procter &

gamble?

(A) Yes (B)No

68
21. In total, how long have you been a customer of Procter & Gamble?

(A) Less than one year (B) One to under three years

(C) Three to under five years (D) Five to under ten years

(E) Ten years or more

69