商英3(9.17)知识.pptVIP

Para 9-14 problems Lafley has been confronted in his reform. Para 9: What has angered Pepper? A memo claiming to cut 25000 employees, circulating among PG’s top management angered Pepper because Pepper was terrified by its aggressive boldness Para 10: What does a more outwardly focused, flexible company mean to PG? It means PG needs to cooperate more with other companies by the means of outsourcing and acquisition. Para 11:Which department in PG has been mostly affected by the reform? Why? RD. Because they believe that everything must be invented within PG which is against the tenet of Lafley. Para 12: What are the other problems faced Lafley’s quest to remake PG? Para 13:What is PG’s culture? - PGers are resistant to new ideas. - They start their career and grow up together with the company. - They don’t have too much connection with the rest of the world. (lifetime recruitment) - Their life and work are all restricted to the company and they are proud of it. Para 15-17: the brief history of PG Para 15-16: the history of success Para 17: Paraphrase:at the same time…massive retailers…was in denial. At the same time, as big retailers became increasingly more powerful than manufacturers, the development patterns of the industry were also changing. Although all his was happening, many senior managers of the company refused to believe the existence of all the changes. Para 18-19 Jager’s fiasco Para 18-19: Use your own words to summarize the reasons responsible forJager’s fiasco. Jager was recklessly determined on implementing changes. He focused on expensive new products while paying little attention to the existing brands which sell well… When did the PGers begin to turn against Jager? Paraphrase “pitted against… insufferable.” Jager fought against the PG culture, claiming that the company culture was heavy and annoying. Para 20-26 Lafley’s triumph Para 20-22:How did Lafley grow into a CEO. Para 20: “if not the company, then a company”. What do