Procter & Gamble Brazil (A): 2 ½ Turnarounds

Matthew David Bird, Rosabeth Moss Kanter

Producción científica: Otra contribuciónrevisión exhaustiva


Juliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creation of lower-cost versions of two premium products which reached BOP (bottom of the pyramid) consumers--an approach not considered then as a company strategy. The case follows Azevedo and Farahat through their steps in helping to conceive the change, sell it to senior management, and implement it. The true test comes when the subsidiary wants to extend the model to its third and largest category, laundry care, which had also struggled. But Azevedo did not oversee that business in Brazil, and Farahat worked in another category in Caracas. Her country colleagues go to her to learn more about the success of the first two products. Now the question is whether this is a one-time wonder or an innovation that should be diffused to other products and geographies.
Idioma originalInglés
Número de páginas24
EstadoPublicada - 17 ene. 2008

Series de publicaciones

NombreHarvard Business School Case

Palabras clave

  • Content management
  • Facilities
  • Innovation
  • Inventory management
  • Materials management
  • Organizational change
  • Plant management
  • Turnarounds

Citar esto