Description
I have attached Competency 1 and 2 Competency 1 is the PowerPoint (green and white) Competency 2 is PowerPoint as well (Porter’s Fiver Forces) Competency 3- I am struggling on – this is my last attempt,I think I’m good but can you go over it for me? I only added the other assignments just on case you needed them?
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Opportunity Evaluation and
Value Creation at P&G
Heather Myles
MGTCB/576
Dr. Louay Chebib
Introduction
P&G is one of the world’s most
renowned companies
Official website: pg.com
User-friendly website with an
excellent interface
Started as a soap maker
Expanded to candle manufacturing
Has added numerous brands to its
portfolio
Focused on value creation
Made significant strides in promoting
its brands globally
P&G’s Strengths
Strong brand portfolio
Consistent annual billion-dollar
sales
Significant global presence
Wide market reach for economies
of scale
High customer loyalty driven by
effective advertising
Effective sustainability strategies
in place
P&G’s Weaknesses
Ongoing regulatory and
compliance issues
Past scandals harming its
reputation
Vulnerability to technology
disruption and intense
competition
Discontinuation of over 100
brands to focus on core ones
Shifting consumer preferences
affecting market presence
P&G’s Threats
Dependence on maturing
markets
Vulnerability to supply chain
disruptions
Challenges in maintaining its
dominant position
Limited presence in crucial
niches
Failure to capitalize on
current industry trends
External Environment
Strong political support
Strategic partnership deals in diverse
markets
Global presence
Benefits from numerous suppliers and
favorable economic factors
Loyal customer base
Supporting diversity through
advertising
Emphasis on social factors
Rivalry
Intense competition from market
leaders (Kimberly-Clark, Unilever,
Colgate-Palmolive) and new
entrants
Historically declining sales and
profitability
Recent improved financial
performance through rebranding
and restructuring
Addressing competition by utilizing
strengths and global presence
Strategic Alliances and Acquisitions
Pursuing mergers and alliances to
ensure continued growth
Mitigating rivalry by partnering with
promising new entrants
Protecting market share and enhancing
brand portfolio
Forming alliances with key suppliers
and input manufacturers to maintain
cost-efficiency and economies of scale
Promoting economic value through
strategic partnerships
Areas of Concern for the Company
Repeated non-compliance leading
to product recalls, fines, and a
damaged reputation
Need to address questionable
business practices like price fixing
Focusing on genuine value
creation for improved economic
and financial performance
Protecting products from
counterfeiting to safeguard
reputation and sales
Opportunities to Add Economic Value
Utilizing differentiation strategy for
diverse market niches
Implementing varied pricing strategies
Forging strategic alliances
Differentiating existing brands to
capture more global market share
Strengthening remaining brands with
new products to boost revenues and
profitability
Ensuring continued dominance and toptier status among global companies
Opportunities to Add Social Value for
P&G
Engaging in strategic CSR activities
benefiting young and underprivileged
women
Focusing on ethical business practices,
avoiding price fixing and low-quality
products
Investing in eradicating child labor from the
supply chain
Implementing community-oriented policies
and strategies
Enhancing brand image and attracting more
socially conscious customers
Aligning social and economic value for
overall business improvement
Opportunities to Add Environmental
Value for P&G
Producing environmentally friendly
products using sustainable methods and
renewable inputs
Implementing effective waste control and
recycling programs
Providing financial and technical support
to environmental cleanup organizations
Focusing on eco-friendly product
development and reducing environmental
impact
Promoting programs for increased
vegetation and clean water sources
Leveraging digital transformation for ecofriendly product development and reduced
environmental harm
Most Significant Recommended
Opportunity for P&G
Creating economic value through
differentiation of existing and
successful brands like Oral B and Always
Enhanced differentiation to capture
multiple markets, increasing sales and
profitability
Guarding market share and
strengthening brand image against
strong rivals and new entrants
Vital action to protect economic value
and maintain a competitive edge in the
industry
Implementation of the Opportunity
Leverage existing marketing strategies
for brand differentiation
Create emotional benefits with new
products for efficient market entry
Maintain competitive pricing to capture
market share from rivals
Utilize strong distributor connections
to promote new product success
Offer group sales discounts for multiple
product purchases, including new
brands
This strategy will help P&G maximize
the impact of brand differentiation and
increase profitability and sales
Plausibility of the Opportunity for P&G
High success chances, estimated at 80%
or more.
Mature markets and global presence
facilitate easy acceptance of
differentiated products.
Strong marketing and advertising
strategies support the opportunity’s
success.
Actionable with minimal risk of failure.
Proven effectiveness in various firms,
aligning with P&G’s brand strengthening
focus.
The opportunity is highly plausible and
well-suited to P&G’s strengths and market
position.
Conclusion
P&G, with nearly two centuries of
existence, faces the pressing need for
value creation to address intense
competition and external challenges
Rebranding and restructuring are
essential to create more economic and
social value
Differentiation strategy is well-suited
for maintaining market dominance and
profitability
Emphasis on regulatory compliance
and reputation-building is crucial
Enhancing environmental value
through sustainable CSR initiatives is
recommended
References
Agafitei, I. G., & Avasilcai, S. (2015, October). A case study on open innovation on Procter & Gamble. Part II: Co-creation
and digital involvement. In IOP Conference Series: Materials Science and Engineering (Vol. 95, No. 1, p. 012150). IOP
Publishing.
Bernat Giménez, C. (2017). R&D strategies and innovation. A qualitative assessment of P&G.
Kamran, H., Khurshid, I., Ali, F., & Srivastava, N. R. (2012). Value Creation through Corporate Social Responsibility in
Developing Countries: A Case Study of Proctor & Gamble Pakistan. International Journal of Business Research and
Management, 3(6), 279-293.
Ozkan, N. N. (2015). An example of open innovation: P&G. Procedia-Social and Behavioral Sciences, 195, 1496–1502.
Pg.com. (2023). Policies and practices. Purpose, values, and principles. P&G purpose, values and principles (pg.com)
Sandholm, T., Levine, D., Concordia, M., Martyn, P., Hughes, R., Jacobs, J., & Begg, D. (2016). Changing the game in
strategic sourcing at Procter & Gamble: Expressive competition enabled by optimization. Interfaces, 36(1), 55–68.
The strategy story. (2022). Procter and Gamble (P&G) SWOT Analysis. Proctor & Gamble (P&G) SWOT Analysis – The
Strategy Story
Tien, N. H. (2019). Comparative Analysis of Multidomestic Strategy of P&G and Unilever Corporation. International Journal
of foreign trade and international business, 1(1), 5–8.
P&G Porter’s Five Forces
and Diamond of National
Advantage
HEATHER MYLES
DR LOUAY CHEBIB
Introduction
P&G has a strong global presence
Porter’s Five Forces analysis is vital for
market position and competition
assessment
Evaluation of forces is crucial for
competition and profitability
Porter’s Five Forces: Rivalry
Intense competition in industry
Dominance by major players
Rivalry for market share
Significant impact on strategy
Constraints in new brand launch
Bargaining Power of Buyers
Industry has many players with quality
products
Low switching costs for customers
Low bargaining power of clientele
Strong links and loyalty established
Acceptance of set prices without issues
Customers may shift to rivals
Return with minimal constraints after
availability
Bargaining Power of Suppliers
Many easily available suppliers for inputs
Relatively low bargaining power of
suppliers
Not a threat to strategic planning
Low impact on profitability
Market stability supports consistent
operations
Ability to shift between suppliers
Threat of Substitutes
Many substitutes, weak threat
Strong brand loyalty counters switching
Dominance and limited substitute
availability
Potency reduced by low acceptability
Example: Electronic toothbrushes vs.
Oral B
Market share vulnerability, strategic
focus
Threat of New Entrants
Industry has fast-moving developing companies
Low switching costs benefit new entrants
Moderate threat due to high start-up costs
Economies of scale favor established companies
Competitive industry challenges new entrants
Government regulations disadvantage new ventures
Moderate threat; barriers deter many
Part 2
Dubai: Promising global economic
hub
High plausibility and open
opportunities
Cultural diversity, demand for P&G
Economic power, regulations
support expansion
Ideal for MNCs like P&G
Diverse potential customer base
Dubai’s Diamond of National
Advantage: Industry Rivalry
Intense industry rivalry, welcoming for
newcomers
Local government supports international
investments
Some regulations protect local firms
Open-market economy thrives, attracts global
firms
Dubai ranks high as an investment market
Competitive advantage for companies like
P&G
Dubai’s Demographics
Diverse population with various cultural backgrounds
Majority of expatriates from different countries
Rapidly growing and youthful demographic profile
High-income earners and affluent consumer base
Increasing urbanization and modern lifestyle preferences
Multilingual society with English as a business language
Tech-savvy population embracing innovation and technology
Demand Conditions
Favorable demand conditions in Dubai
High population with purchasing power
Ability to shift to new products
Increasing population, positive for
international companies
Escalating demand provides
competitive advantage
Good region for new investments
Multinational companies should focus
on Dubai
Related and Supporting Industries
Dubai offers excellent supporting
ecosystem
Ample technology and support
International market has potent suppliers
Business hub with thriving industries
Similar to USA supporting expansion
Access to modern technology
Manufacturers of diverse inputs available
Factor Endowments
Dubai is rich in necessary resources
Strategic location, ample oil sources
Excellent availability of capital
Strong economy, high purchasing
power
Competitive advantage with diverse
population
Business from diverse international
markets
Tourism contributes to the economy
Factors That Will Help the Firm
Natural gas, oil reserves aid production
Strategic positioning facilitates resource
access
Favorable demand conditions for bulk
sales
Rapidly increasing population creates
more demand
Diverse customer base supports
expansion
Thriving ventures and markets expected
Factors That Will Hinder P&G Success
Rivalry linked to government
regulations
Competition shields protect local
businesses
Challenges in competing due to
taxes
Support for industries affiliated with
local government
Less effective partners for growth
Leadership Actions Necessary for
Adjustment
Adjust leadership style to fit region
Shift from participative to domineering style
Adopt consultative democracy for
effectiveness
Make organizational culture changes
Adopt locally responsive strategies in
marketing
Create a work environment favoring diversity
Adopt consultative approach in decisionmaking
Involve diverse stakeholders in decision-making
Avoid decentralization, involve top leadership
Intense involvement of strategic decisionmakers
Action #1: Develop a Global Mindset
Understand UAE’s diverse cultural details thoroughly
Adapt strategies to fit UAE’s cultural contexts
Embrace interconnectedness while appreciating the multiple cultural
backgrounds
Accept various perspectives within the UAE market
Align P&G’s global vision with local UAE demands
Capitalize on UAE’s diverse workforce for innovation
Action #2: Develop Sensitivity to
Cultural Differences
Perceive UAE’s cultural diversity as an advantage
Understand local business practices and customs
Adopt cultural literacy for competitive edge in UAE
Adapt to differences between global and UAE cultures
Utilize UAE’s cultural norms for effective business interactions
Integrate UAE’s cultural diversity into P&G’s strategies
Value and respect UAE’s cultural diversity for success
Action #3: Decentralize
Empower UAE-based executives for informed decision-making
Adapt management philosophy to empower UAE executives
Allow UAE-based insights to influence global strategies
Acknowledge UAE executives’ expertise in local market dynamics
Give autonomy to UAE managers for agile decisions
Shift organizational structure to empower UAE decision-making
Enable localized decision-making for UAE market adaptability
Action #4: Decide on the Level of
Involvement
Strategically plan P&G’s entry levels into UAE market
Deliberate on P&G’s desired extent of engagement
Align P&G’s strategic plans with chosen UAE involvement
Choose suitable market entry strategies for UAE
Evaluate P&G’s commitment levels to the UAE market
Anticipate P&G’s involvement before entering the UAE
Assess pros and cons of various UAE market entry approaches
Recommendations
Expand to Dubai for global ventures
Combine local and global strategies
Favorable business hub, growing
population
High-quality brands meet demand
conditions
Establish production and supply chain
Adopt and adjust operations, leadership
style
Push strong brands, make permanent
mark
Invest more through acquisitions, alliances
Conclusion
Dubai is a promising business hub
High economic potential for decades
Well-suited for fast-moving product firms
Favorable demand conditions, factor endowment
High success chances compared to other regions
Plausible investment based on analysis
References
Bakan, I., & Doğan, İ. F. (2012). Competitiveness of the industries based on the Porter’s diamond model:
An empirical study. International Journal of Research and Reviews in Applied Sciences, 11(3), 441-455.
Chung, T. W. (2016). The Logistics Business Analysis and Implications of UAE-With Porter’s Diamond Model.
Journal of Digital Convergence, 14(9), 133-138.
Davey, K. S., & Sanders, T. J. (2012). Serial strategic innovation and sustainable competitive advantage:
A longitudinal case study. Journal of Case Research in Business and Economics, 4, 1.
Grant, R. M. (2015). Five Forces of Competition. Wiley Encyclopedia of Management, 1-4.
Porter, M. E. (2011). The competitive advantage of nations: creating and sustaining superior
performance. simon and Schuster.
Shi, X. (2021). P & G Product Strategic Analysis. International Journal of Frontiers in Sociology, 3(17).
Vaferi, M., Ghaderi, H., & Jeevan, J. (2017). The impact of low-sulfur fuel requirements in shipping on
seaport competitiveness: a study on LNG bunkering in Dubai, UAE and Sohar, Oman. Ocean
yearbook/International Oceans Institute [Gzira]-Chicago, Ill., 1978, currens, 31(1), 502-524.
Zumbach, K. U. (2010). The Role of Cluster Theory for Economic Development: Does Porter’s Competitive
Diamond Fail to Explain Dubai’s Financial Cluster? (Doctoral dissertation, Bowling Green State University).
P&G Porter’s Five Forces
and Diamond of National
Advantage
HEATHER MYLES
DR LOUAY CHEBIB
Introduction
P&G has a strong global presence
Porter’s Five Forces analysis is vital for
market position and competition
assessment
Evaluation of forces is crucial for
competition and profitability
Porter’s Five Forces: Rivalry
Intense competition in industry
Dominance by major players
Rivalry for market share
Significant impact on strategy
Constraints in new brand launch
Bargaining Power of Buyers
Industry has many players with quality
products
Low switching costs for customers
Low bargaining power of clientele
Strong links and loyalty established
Acceptance of set prices without issues
Customers may shift to rivals
Return with minimal constraints after
availability
Bargaining Power of Suppliers
Many easily available suppliers for inputs
Relatively low bargaining power of
suppliers
Not a threat to strategic planning
Low impact on profitability
Market stability supports consistent
operations
Ability to shift between suppliers
Threat of Substitutes
Many substitutes, weak threat
Strong brand loyalty counters switching
Dominance and limited substitute
availability
Potency reduced by low acceptability
Example: Electronic toothbrushes vs.
Oral B
Market share vulnerability, strategic
focus
Threat of New Entrants
Industry has fast-moving developing companies
Low switching costs benefit new entrants
Moderate threat due to high start-up costs
Economies of scale favor established companies
Competitive industry challenges new entrants
Government regulations disadvantage new ventures
Moderate threat; barriers deter many
Part 2
Dubai: Promising global economic
hub
High plausibility and open
opportunities
Cultural diversity, demand for P&G
Economic power, regulations
support expansion
Ideal for MNCs like P&G
Diverse potential customer base
Dubai’s Diamond of National
Advantage: Industry Rivalry
Intense industry rivalry, welcoming for
newcomers
Local government supports international
investments
Some regulations protect local firms
Open-market economy thrives, attracts global
firms
Dubai ranks high as an investment market
Competitive advantage for companies like
P&G
Dubai’s Demographics
Diverse population with various cultural backgrounds
Majority of expatriates from different countries
Rapidly growing and youthful demographic profile
High-income earners and affluent consumer base
Increasing urbanization and modern lifestyle preferences
Multilingual society with English as a business language
Tech-savvy population embracing innovation and technology
Demand Conditions
Favorable demand conditions in Dubai
High population with purchasing power
Ability to shift to new products
Increasing population, positive for
international companies
Escalating demand provides
competitive advantage
Good region for new investments
Multinational companies should focus
on Dubai
Related and Supporting Industries
Dubai offers excellent supporting
ecosystem
Ample technology and support
International market has potent suppliers
Business hub with thriving industries
Similar to USA supporting expansion
Access to modern technology
Manufacturers of diverse inputs available
Factor Endowments
Dubai is rich in necessary resources
Strategic location, ample oil sources
Excellent availability of capital
Strong economy, high purchasing
power
Competitive advantage with diverse
population
Business from diverse international
markets
Tourism contributes to the economy
Factors That Will Help the Firm
Natural gas, oil reserves aid production
Strategic positioning facilitates resource
access
Favorable demand conditions for bulk
sales
Rapidly increasing population creates
more demand
Diverse customer base supports
expansion
Thriving ventures and markets expected
Factors That Will Hinder P&G Success
Rivalry linked to government
regulations
Competition shields protect local
businesses
Challenges in competing due to
taxes
Support for industries affiliated with
local government
Less effective partners for growth
Leadership Actions Necessary for
Adjustment
Adjust leadership style to fit region
Shift from participative to domineering style
Adopt consultative democracy for
effectiveness
Make organizational culture changes
Adopt locally responsive strategies in
marketing
Create a work environment favoring diversity
Adopt consultative approach in decisionmaking
Involve diverse stakeholders in decision-making
Avoid decentralization, involve top leadership
Intense involvement of strategic decisionmakers
Action #1: Develop a Global Mindset
Understand UAE’s diverse cultural details thoroughly
Adapt strategies to fit UAE’s cultural contexts
Embrace interconnectedness while appreciating the multiple cultural
backgrounds
Accept various perspectives within the UAE market
Align P&G’s global vision with local UAE demands
Capitalize on UAE’s diverse workforce for innovation
Action #2: Develop Sensitivity to
Cultural Differences
Perceive UAE’s cultural diversity as an advantage
Understand local business practices and customs
Adopt cultural literacy for competitive edge in UAE
Adapt to differences between global and UAE cultures
Utilize UAE’s cultural norms for effective business interactions
Integrate UAE’s cultural diversity into P&G’s strategies
Value and respect UAE’s cultural diversity for success
Action #3: Decentralize
Empower UAE-based executives for informed decision-making
Adapt management philosophy to empower UAE executives
Allow UAE-based insights to influence global strategies
Acknowledge UAE executives’ expertise in local market dynamics
Give autonomy to UAE managers for agile decisions
Shift organizational structure to empower UAE decision-making
Enable localized decision-making for UAE market adaptability
Action #4: Decide on the Level of
Involvement
Strategically plan P&G’s entry levels into UAE market
Deliberate on P&G’s desired extent of engagement
Align P&G’s strategic plans with chosen UAE involvement
Choose suitable market entry strategies for UAE
Evaluate P&G’s commitment levels to the UAE market
Anticipate P&G’s involvement before entering the UAE
Assess pros and cons of various UAE market entry approaches
Recommendations
Expand to Dubai for global ventures
Combine local and global strategies
Favorable business hub, growing
population
High-quality brands meet demand
conditions
Establish production and supply chain
Adopt and adjust operations, leadership
style
Push strong brands, make permanent
mark
Invest more through acquisitions, alliances
Conclusion
Dubai is a promising business hub
High economic potential for decades
Well-suited for fast-moving product firms
Favorable demand conditions, factor endowment
High success chances compared to other regions
Plausible investment based on analysis
References
Bakan, I., & Doğan, İ. F. (2012). Competitiveness of the industries based on the Porter’s diamond model:
An empirical study. International Journal of Research and Reviews in Applied Sciences, 11(3), 441-455.
Chung, T. W. (2016). The Logistics Business Analysis and Implications of UAE-With Porter’s Diamond Model.
Journal of Digital Convergence, 14(9), 133-138.
Davey, K. S., & Sanders, T. J. (2012). Serial strategic innovation and sustainable competitive advantage:
A longitudinal case study. Journal of Case Research in Business and Economics, 4, 1.
Grant, R. M. (2015). Five Forces of Competition. Wiley Encyclopedia of Management, 1-4.
Porter, M. E. (2011). The competitive advantage of nations: creating and sustaining superior
performance. simon and Schuster.
Shi, X. (2021). P & G Product Strategic Analysis. International Journal of Frontiers in Sociology, 3(17).
Vaferi, M., Ghaderi, H., & Jeevan, J. (2017). The impact of low-sulfur fuel requirements in shipping on
seaport competitiveness: a study on LNG bunkering in Dubai, UAE and Sohar, Oman. Ocean
yearbook/International Oceans Institute [Gzira]-Chicago, Ill., 1978, currens, 31(1), 502-524.
Zumbach, K. U. (2010). The Role of Cluster Theory for Economic Development: Does Porter’s Competitive
Diamond Fail to Explain Dubai’s Financial Cluster? (Doctoral dissertation, Bowling Green State University).
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