On a conceptual strategic level O supports a worldwide rollout. In Addition Paolo may suggest re-evaluating this strategy in one year, and perhaps conducting through this year markets analysis in territories and countries were SK-II may succeed.
Consequently there is a driving force to promote such projects as SK-II. There is a dilemma here. This can be accomplished by introducing: Another supporting argument is that here is also the issue of risk taking.
Thus, even though everyone may have a good intention, the worldwide rollout may fail just for reasons of the putting in practice the O plan, such as — organizational change, changes in management structures and the various implications from operations via marketing to the sales.
Nevertheless It takes time for a restructure to become Effective, yet it needed better implementation. Grow Sales with Existing Product — With this approach he will actively increase the overall sales with current product in new and existing markets.
Which country should be a priority? Current markets — Getting existing customers to buy more. For a company to succeed, its strategy must either fit the industry environment in which it operates, or the company must be able to reshape the industry environment in which it operates to its advantage through its choice of strategy.
Yet since this rollout seems to still take place and cause more havoc than expected many executives are confused and therefore the potential for failure is enhanced. The first option leads to an increase in primary demand for the product category.
Many Senior executives have left the company. Similarly, if a market penetration is sought by converting non-customers into the customers of SK-II, consequently it may lead to an increase in the primary demand. The Organization program faced several problems soon after its launch.
As indicated in the paper responsibilities and Relationships were not optimised. This can be accomplished by: Baring in mind all of the above there are a few issues that Paolo should consider: To achieve a good fit, Paolo and his managers must understand the forces that shape competition in their external environment.
Updated versions or refinements to existing products Products that are extensions of current products New products not previously marketed.
Roll Out to Other Asian Countries 4.P&G Japan: The SK-II Globalization Project Case Solution,P&G Japan: The SK-II Globalization Project Case Analysis, P&G Japan: The SK-II Globalization Project Case Study Solution, P&G Japan: The SK-II Globalization Project Introduction: Paolo de Cesare, President of Max Factor Japan has to decide about the global expansion of a p.
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1. Should Paolo recommend to the beauty-care GBU that SK-II become a global brand? Priced at over $ a bottle, the SK-II is not a typical P&G product, but its successful introduction in Taiwan and Hong Kong has Paolo thinking the brand has global potential.
Read:P&G Japan: The SKII Globalization Project case and answer the following question. 1. Does SK-II have the potential to become a global brand within Procter.
P&G Japan: The SK-II Globalization Project Case Solution, Tracks changes in the international strategy and structure of P & G, which lead to the organization ina strategic reorganization that emphasizes pro.
This case examines P&G and whether or not they have the ability and means to make their SK –II product a global brand. In this case we examine P&G need for a new global strategy and their ability to develop SK-II into a worldwide beauty product. Ultimately we will see the P&G needs to expand their 5/5(2).Download