BU491 Lecture Notes - Lecture 4: Procter & Gamble, Integrated Business Planning, Operating Margin
Document Summary
These new roles were given significant responsibility for developing global strategy, managing the technology program, and qualifying expansion markets but not profit responsibility, which still rested with the country subsidiary gms. P&g replaced its international division with four regional entities for north america, europe, latin america, and. Asia each assuming primary responsibility for profitability: a significant boost in the company"s overseas growth followed, particularly in opening the untapped markets of. P&g japan had been a minor contributor to p&g"s international growth. But ceo ed artzt convinced the board that japan was strategically important, that the organization had learned from its mistakes. In the early 1990s, however, p&g japan"s strong performance began eroding. The relapse: the problems began when japan"s bubble economy burst in 1991, between 1992 and 1996 its yen sales fell 3% to 4% annually for a cumulative 20% total decline, while in the same.
