CHAPTER 4
Key To Winning
When Vice Chairman Ed Shirley took over Procter & Gamble’s (P&G) vast global grooming and beauty group, the umbrella statement he agreed on with his senior managers was very straightforward: Jumpstart the group’s stagnant performance by identifying ways to accelerate growth in rapidly expanding developing markets where results had been very inconsistent.
Even a quick look at the group’s sales showed a patchwork quilt of penetration: very little in Latin America and Central and Eastern Europe; very strong in China, but almost none in India and Southeast Asia. Ed could see that P&G was overlooking great opportunities in some of the fastest growing regions of the world. But Ed also learned that several past initiatives ...
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