Successful Market-Driven Organisations. The Procter & Gamble Case

Abstract

An organisation looking for cost as a key competitive advantage becomes more focused on the bottom line than on the consumer. This might have an impact after a few years on the culture, the firm capabilities of market sensing and the firm configuration. It will be interesting to follow P&G’s future evolution in the three key areas identified by George Day (an externally oriented culture; the distinctive capabilities in market sensing; the firm configuration, based on brand management system).

Keywords

• market-driven organisations
• competitive advantage
• brand management system
• corporate culture
• market-driven management
• the procter&gamble case