Strategic management for P&G Company
P&G Company is a multinational company dealing in a variety of products. The company gained international recognition the other day and has strategic plans to keep everything moving and well organized. The main strategic plan at hand is expansion of international market outreach while maintaining high quality of products at an affordable cost to the intended consumers.
So as to achieve this, the company has allocated resources to this plan. The first resource to be allocated is capital base to enable mass production at minimal defectiveness. This has cost the company about 4 billion U.S dollars and this part of the plan aims at bringing services closer to all consumers even in the international market.
In a bid to support this plan, this company has enacted some policies. The main policies are consumer policy, production policy and sales policy. In the consumer policy, the company outlines some regulations governing consumer protection. This aims at making the consumers protected while using products of the company. The production policy outlines some information to the production departments on quality so as to reduce cases of good being recalled back to the company. Sales policy is closely related to the consumer policy but aims at maximizing the profits of the company.
So as to ensure continuous improvement, the company has set in motion rules regulating the whole implementation. The rules act as guidelines and points of reference in case the implementation gets stuck somewhere. The company strategic planners have also preferred internal funding and consultation so as to reduce expenditure and promote the spirit of working as teams.
The plan is long and complex but the company has also come up with supportive methods to ensure that the plan is implemented as scheduled. To support the implementation, the company has liaised with other international companies willing to partner with it. This will call for exchange of ideas and advice on international investment since P&G is still at its early stages of international investment. The company has also decided to seek support from international monetary organizations which it hopes will provide both monetary and advisory support.
As a way of recognizing the achievements of the key players, the company has also rewarding criteria which will call for competition. The sector or business unit which will register the highest improvement over a period of one year will have its entire staff rewarded. This aims at boosting the morale of the staff so as to increase the pace at which the company grows.
In most cases, corporate leadership acts as a barrier to effective internationalization. This has seen many companies crumble as they try to reach internationally recognized standards. So as to counter this problem, the company has decided to model corporate governance to suit its operations. This will involve decentralization of powers where all units will have their own corporate leaderships which will in turn appoint representatives in the overall leadership of the company.
Closely connected to this issue is leadership. This company will act as a blanket of other smaller units with individual leaderships. So as to effectively manage the company, the smaller companies will elect representatives who will in turn work with the board of directors of the company. This will increase teamwork and ease recognition of each unit through its representative. This will also help build a capable business organization.
Turning to the implementers of the plan, all the management members are involved. This is because they are the main units in this company and thus they have to take an active role. The main tasks fall on the board of directors who will monitor each and every move and regularly meet to discuss the progress of the plan. The board of directors will also be in charge of the whole project while the regional managers will be in charge of the units they are representing. In this mode of operation, the company will be at a point to achieve its goals in the strategic plan.
www.oup.com/uk/orc/bin/9780199216468/haberberg_ch02.pdf.
