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Copy of Procter & Gamble in the 21st Century (B):

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Ếch Mộng Mơ

on 7 November 2013

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Transcript of Copy of Procter & Gamble in the 21st Century (B):

Procter & Gamble in the 21st Century (B):
Welcoming Gillette

topic guideline
1. Introduction about P&G and Gillette
2. Background of the case:
2.1. Introduction the deal to employees
2.2. Steering the Integration of people
- Integration teams
- Senior Managers
- Fielding the best team
2.3. Best of both: Identifying best practices
2.4. Do the same values create the same culture
2.5. From Principles to execution
3. Conclusion
4. Answer the questions

2. Background of the case
2.1. Introduction the deal to employees
2.2. Steering the Integration of people
- Integration teams
- Senior Managers
- Fielding the best team
2.3. Best of both: Identifying best practices
2.4. Do the same values create the same culture
2.5. From Principles to execution

Procter & Gamble
Founded in 1837
Founder: William Procter james Gamble
Headquarters: Cincinnati,Ohio, USA
Ranked 74th on Fortune 500 list of the world's largest corporations.
P&G has operations in more than 80 countries, with more than 300 brands on market in 160 countries
Main competitor : unilever

product range
GILLETTE
Lafley considered the acquisition a “no-brainer.”
• 2004, November – First approach from Procter & Gamble to adquire Gillette;
• P&G – more collaborative, open and competitive
• Both companies would obtain the scale needed to drive the global expansion of its products.
• P&G’s developing market size was five times Gillette's Gillette’s brands further migrated P&G’s product portfolio toward higher-margin beauty, health and personal care categories.
• The merger would fortify retail customer relationships, especially through the combined knowledge of male consumers, from Gillette, and female buyers, from P&G. And they could leverage respective business strengths,
• 2005, January – Official announcement for $54billion. Making it the largest acquisition in P&G history.

Lafley emphasized similarities between the two company cultures.
On one side, he compared P&G’s purpose statement to Gillette’s vision.
On another, he placed P&G’s values side-by-side with Gillette’s

P&G and Gillette leadership used the time between the merger announcement and the official change of control to clarify organizational design, business processes, and human resource issues.

Best of Both: Identifying Best Practices:
• Required the leveraging and hybridization of capabilities

• A second decision was to set up a new team to benchmark best practices.
Introducing the Deal to Employees:
Steering the Integration of People
P&G’s leadership signaled commitment to collaboration by creating a joint Global Integration Steering Committee, which paired P&G and Gillette senior managers by function to give them shared responsibility for merger planning.
In February, Daley tapped Gordon Wright to lead the Global Integration Steering Committee’s planning activities.
In March 2005, Wright worked with key leaders to identify merger principles prior to the first steering committee meeting on April
On April 1, the steering committee approved the merger principles and made some key decisions.
Clean Teams Companies:
- To take advantage of the downtime dedicated to due diligence prior to regulatory approval
- Legal resatrictions prevented firms from sharing proprietary information before the official merger

P&G and Gillette immediately set up various clean teams with McKinsey acting as an intermediary.
Transition Planning Teams:
- were created for each major business function represented by the steering committee
- P&G divided its worldwide MDO operations into seven regions
- Moheet Nagrath was appointed the MDO integration leader
- Beneath Nagrath, each region designated co-leaders, one each from P&G and Gillette
- 84 subsidiary-level teams
Full transcript