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P&G in 2005 |
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ExcerptsGlobal ThrustRevamp of PortfolioEven as P&G decided to support core brands and fund new growth opportunities it made a realistic assessment of the long-term viability of underperforming brands and businesses. In 1992, P&G began to sell off its operations in cotton linters and wood pulp, including the P&G Cellulose (formerly Buckeye) subsidiary established in the early twentieth century... Streamlining OperationsIn 1992, P&G regrouped its sales force under a new organization called Customer Business Development (CBD). Structured around national (and eventually global) accounts, CBD forged close relationships with its customers to streamline the supply chain... Encouraging InnovationThe SGE initiative had an immediate impact on P&G's bottom line, but did not boost sales. P&G realized that incremental innovations, product line extensions, and flanker brands were not enough to generate faster growth. It needed to accelerate the development of major new brands and new lines of business...
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