Global Business Strategy Case Analysis

P&G is faced with the question of whether they will be able to introduce and market SK-II, a beauty product developed in Japan, on a global scale. P&G has, in the past, successfully introduced products developed in other global regions to international markets successfully, however, with the introduction of SK-II, it will be one of the first times that they will attempt to introduce a beauty product on a global scale and break into new markets.

In Japan, where SK-II was developed, the beauty and cosmetics industry was a $10 billion industry; however, more than 20% of the market share was taken by Shiseido while P&G's Max Factor held a 3% market share, making the company "a distant number-five competitor" to Shiseido. Additionally, P&G must contend with their desire to expand into emerging markets and develop a marketing and organizational strategy that will allow them to do so successfully.

In order to introduce SK-II beauty products on a global scale, P&G must first overcome a variety of issues. These issues include the introduction of a product into a culture with different consumers, distribution channels, and competitors. On top of this, P&G had to restructure its organization to make it more efficient and be able to collaborate among different regions worldwide.

P&G also had to overcome the fact that it could take more than a decade for new products to be introduced on a global scale, which was further impacted by limited profits and the autonomy of national subsidiaries. These issues and obstacles were gradually overcome by de Cesare actions and organizational vision, which caused P&G to fall into the alternate-generation phenomena.

This phenomena occurs when a first generation builds a successful business and the second generation maintains the business practices put into place by the first generation, however, the business stagnates. The third generation, in turn, revitalizes a business or organization and helps to push it forward.

De Cesare was able to embrace the third generation mentality and helped to consolidate P&G regionally, while increasing the organization's research and development strategies to rival competitors; this includes increasing resources at P&G Japan from 60 people to an appropriate size that could match the 2,000-person research and development team at Kao, one of their main rivals in Japan. To successfully introduce products on a global scale, P&G should develop products concurrently at a centralized R&D center.

Additionally, marketing plans should be specialized based on region and consumer types. These marketing strategies need to focus on the culture of the consumer, how these products are going to be distributed, and where these products will be distributed. Once these steps have been implemented, products should be released at the same time. This simultaneous market penetration will lower the amount of competition for the time being and allow P&G to profit from these products before substitutions are introduced.

If P&G is able to centralize its research and development, technology, and marketing strategies, they will be able to get a jump-start on introducing products to the consumer on a global scale at the same time. This will give P&G the opportunity to decrease the number of subsidiaries it relies on while increasing its profits.

As long as future CEOs and regional managers continue implementing and building upon de Cesare's vision, P&G is sure to be a leading corporation in the beauty industry, among others. Executive Summary of Kanter's "Transforming Giants" This article aims to provide an analysis of the factors that contribute to the global successes that have been achieved by smaller enterprises including IBM, CEMEX, Proctor & Gamble, Omron, and Banco Real through the development and implementation of guidance systems.

In order to determine the factors that enabled these enterprises to succeed, Kanter outlines the benefits of guidance systems, identifies the various mechanisms that have enabled these companies to establish and maintain high standards, and how these companies have helped to push other companies to do the same. The implementation of guidance systems by these small enterprises have made adaptation a competitive necessity in addition to being a benefit to society and the environment.

Kanter found that shared values, principles, and platforms; creating global networks that can be utilized across to collaborate across long distances as well as in close physical locations benefits enterprises; the empowerment of partner-enterprises promotes autonomy; promotes localized innovation; builds a stronger and broader foundation for partnership development; and encourages the exploration of opportunities. This article finds that implementing standardized values, practices, and principles encourages individuals to focus on the development of localized innovations that can then be implemented on a global scale.

Additionally, this article promotes the belief that small enterprises are successful due to the mutual respect that is developed between them and their employees and them and their partners, as well as inclusion to the values they live by. In this article, Kanter sets out to define and analyze the pillars of a new model of doing business as has been established by small enterprises such as IBM, CEMEX, Proctor & Gamble, Omron, and Banco Real.

Kanter found that these enterprises have become successful by creating guidance systems that can be adopted by other enterprises across the globe. Among the pillars that makes these enterprises successful are shared values, principles, and platforms. Through the standardization of business practices and procedures, enterprises eliminate time-wasting activities and shift focus to "higher-order concerns." Shared values that are established help to guide the choices and actions that are taken by employees and a strong.