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Using a portfolio-based approach to managing the specific aspects of their sustainability strategies, P&G has created a portfolio modeling framework used for evaluating the time to value or advantage of a given initiative by the integrated long-term benefit. Figure 2, P&G Portfolio-based Sustainable Business Practice Analysis shows the framework used for this analysis.
Figure 2: P&G Portfolio-based Sustainable Business Practice Analysis
Based on an analysis on the following sources: (P&G Annual Reports; filings with the SEC; 2006 -- 2012) (Keyes, Sykes, et.al); (Damian, 54) (Cullen, Victor, Stephens, 50) (Riccaboni, Leone, et.al.) and from the Gartner Report Achieving Competitive Advantage Through the Pursuit of Sustainable Business. (December, 2012) Stephen Stokes, Simon Mingay. Stamford, CT.
Recommendations
P&G has successfully created the most iconic brands global customers trust to keep themselves and their families clean, happy and healthy. This strong foundation of trust coupled with the innate strengths the company ahs in innovation need to now be used to underscore the exceptional customer experiences the company is capable of delivering. The extensive investments in sustainability and the commendable long-range objective's of saving a life a minute by 2020 need to also be brought forward in stories of how P&G is energizing entire villages and cities in third world nations, bettering the lives of those who would otherwise be trapped in poverty with little hope of improvement. P&G needs to look to its marketing prowess to tell compelling, positive stories of how it is transforming lives across the globe. it's heartfelt tribute to Olympian's mothers shows just how strong P&G is at creating compelling marketing messages.
The ability of P&G to honor and strengthen the trust customers have in them, continually streamline its supply chain and manage its supplier network and production processes to sustainability standards, and make the 3BL framework part of the culture of the company will make their ambitious sustainability objective's achievable. If P&G can integrate these three diverse areas of their business, they will have attained Stage 5 of corporate citizenship, which is transformative performance. The transformation that needs to occur within P&G is the aligning of every process, system and task to their broader sustainability priorities and value as defined...
Using the P&G Strategic Framework for Value Delivery as a framework for managing the structure of the company is also essential.
In conclusion, the recommendations for P&G to attain a transformative level of performance include holding their global supply chain to a higher level of CSR compliance and performance using the 3BL framework (Riccaboni, Leone, 130). This will drive up product quality and reduce costs of inefficient production. Second, the company needs to challenge its internal marketing teams to create compelling stories showing how P&G's extensive investments in sustainability are changing lives for the better worldwide. There must be thousands of lives being changed by their investments in CSR and sustainability initiatives today. Having these stories with the nuance and emotion of the Olympic mothers' video will do much to further show how P&G is galvanized around the goal of making the world a better place. With all of these accomplishments, P&G will have also become a transformative enterprise.
Works Cited
Busco, Cristiano, et al. "Cleaning Up." Strategic Finance 92.1 (2010): 29-37.
Cornelius, Nelarine, et al. "Corporate Social Responsibility and the Social Enterprise." Journal of Business Ethics 81.2 (2008): 355-70.
Cullen, John B., Bart Victor, and Carroll Stephens. "An Ethical Weather Report: Assessing the Organization's Ethical Climate." Organizational dynamics 18.2 (1989): 50-.
Joseph, Damian. "Score Two for Sustainability." Fast Company 2010: 54-.
Keyes, Bruce a., and Ben Sykes. "Sustainability's Triple Bottom Line." Chief Executive. 243 (2009): 43,45,50.
Lydenberg, Steven D., et al. "Can Corporate Social Responsibility be Legislated?" Business and Society Review.96 (1996): 4-10.
Procter & Gamble, . "P&G Investor Relations ." Investor Relations . n. page. Web. 31 Dec. 2012. .
Riccaboni, Angelo, and Emilia Luisa Leone. "Implementing Strategies through Management Control Systems: The Case of Sustainability." International Journal of Productivity and Performance Management 59.2 (2010): 130-44.
Warner, Melanie. "P&G's Chemistry Test." Fast Company 2008: 71,71,74,20.
White, Peter. "Building a Sustainability Strategy into the Business." Corporate Governance 9.4 (2009): 386-94.
Works Cited
Busco, Cristiano, et al. "Cleaning Up." Strategic Finance 92.1 (2010): 29-37.
Cornelius, Nelarine, et al. "Corporate Social Responsibility and the Social Enterprise." Journal of Business Ethics 81.2 (2008): 355-70.
Cullen, John B., Bart Victor, and Carroll Stephens. "An Ethical Weather Report: Assessing the Organization's Ethical Climate." Organizational dynamics 18.2 (1989): 50-.
Joseph, Damian. "Score Two for Sustainability." Fast Company 2010: 54-.
Procter & Gamble, . "P&G Investor Relations ." Investor Relations . n. page. Web. 31 Dec. 2012. <http://www.pg.com/en_US/investors/index.shtml>.
This is an environmental disaster because many organisms like fish depend on it for survival. P&G has to handle these environmental problems quickly. Some of the measures mentioned above like the implementation of waste control measures can go a long way in making the rivers and oceans safer for humans as well as the other organisms that depend on it for survival. They are the market leaders and when they
P&G is looking to make the Supplier Environmental Sustainability Scorecard methodology a global standard (P&G, 2010). To support this effort to make the scorecard a global baseline of sustainability measurement, P&G freely distributes Microsoft Excel models of the methodology and baseline analysis tools from their website. The foundations of the methodology can be seen in Figure 2: Procter & Gamble's Supplier Environmental Sustainability Scorecard Methodology. The key metrics measured
The company also wishes to expand its business operations to new potential markets in the short run. However, it will first have to analyze its internal strengths and weaknesses in order to evaluate its own capabilities to penetrate in that market in an effective way (Perreault & McCarthy 2002). On the basis of this analysis, it can be recommended that P&G should first focus on improving its existing products
There is also an inability to distinguish the product lines from that of the competitors, although the company has succeeded effectively in creating brand recognition for their products. Customer loyalty and brand loyalty of the past cannot always be counted upon to create the necessary profitability for the company. This is obvious in the case of P & G. that the marketing strategy that the organization uses for different products
85). Newly independent countries joined in the shipping industry as a way of demonstrating their economic independence, leading to an increase in the number of open registers as owners in the traditional maritime countries could now register in countries with less demanding tax laws and lower costs for workers. Shipbuilding, which had long been dominated by Europe and North America, moved instead to East Asia. Other changes also took place
Proctor and Gamble Strategic Case Study Company Overview P&G is an American multinational consumer goods corporation founded in 1837, headquartered in Cincinnati, Ohio. It manufactures and distributes food and beverages, cleaning supplies and personal care products. In 2011, it showed almost $83 billion in sales, making it 5th in the "World's Most Admired Companies." P&G has about 130,000 employees globally (P&G Information, 2012). Bob McDonald is the current CEO, and worked for