Procter & Gamble has reorganized its operations and a global business units from the market development organization (MDO) to strengthen the work of brand strategy. This reorganization supports the changes in culture, including reasonable risk taking. Marketing Director, Procter & Gamble Canada to assess the potential success of a new product launch, Febreze, using an analysis of the resources available to it. The results showed that Febreze would be a relatively small business opportunities, but the model can not take into account a variety of new marketing tools that MDO has not been available. To justify the cost to run the product, revenue would have to be much larger than the volume of the model to predict. Trying to adapt to a new culture, marketing director, was to assess the risks associated with the launch of the product, not knowing if the new tool will generate additional volumes required and the risk of loss of competitive advantage, if it is to delay the launch. "Hide
by Roderick E. White, Ken Mark Source: Richard Ivey School of Business Foundation 6 pages. Publication Date: July 18, 2000. Prod. #: 900M05-PDF-ENG
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