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TOUCHING LIFE, IMPROVING LIFE

SUMAN DAS.
UID-2019-1406-0001-0011
SECTION-PGDM5
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ACKNOWLEDGEMENT

I have taken efforts in this project. However, it would not have been possible
without the kind support and help of many individuals. I would like to extend my
sincere thanks to all of them.
I am highly indebted to my mentor/sir, Dr. Abhishek Srivastava for his guidance
and constant supervision as well as for providing necessary information regarding
the project and also for his support in completing the project.
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Contents
A. SECTOR INFORMATION......................................................................................... 5
1.INTRODUCTION.................................................................................................... 5
2.INDUSTRY SIZE..................................................................................................... 5
3.MARKET OVERVIEW.............................................................................................. 6
4.SECTOR WISE CONTRIBUTION OF GDP OF INDIA..................................................6
HISTORICAL GROWTH AND DEGROWTH PATTERN...................................................7
4.GROWTH PATTERN................................................................................................ 8
B. COMPANY INFORMATION........................................................................................ 9
PORTER’S FIVE FORCE MODEL...............................................................................10
BCG MATRIX OF P&G............................................................................................. 12
WHAT IS ARIEL....................................................................................................... 12
PRODUCT PORTFOLIO............................................................................................ 13
COMPETETOR ANALYSIS........................................................................................ 14
MARKETING STRATIGIES........................................................................................ 15
SEGMENTATION, TARGETING & POSITIONING........................................................16
PRODUCT LIFE CYCLE............................................................................................ 17
SALES OF THE COMPANY OF PAST 5 YEARS...........................................................18
MARKETING AND PROMOTIONAL STRATEGIES.......................................................18
C.HUMAN RESOURCES MANAGEMENT......................................................................20
ORGANISATIONAL STRUCTURE.............................................................................. 20
ANALYSIS OF JOB DESCRIPTION AND JOB SPECIFICATION......................................21
TRANNING NEEDS OF THE COMPANY.....................................................................22
ORGANITATIONAL CULTURE...................................................................................22
SOCIAL RESPONSIBILITY........................................................................................ 23
D.BUSINESS FINANCE............................................................................................... 24
COMPARISON OF FIVE YEARS SALES OF P&G........................................................24
GROSS PROFIT....................................................................................................... 24
PRODUCT CATEGORY WISE %SALES & %EARNING................................................24
WORKING CAPITAL................................................................................................. 25
Debt-equity ratio of the company.........................................................................25
FIXED ASSETS........................................................................................................ 25
FABRIC & HOME CARE ($ millions) 2019 2018 Change vs. 2018.........................................25
E. CONCLUSION........................................................................................................ 26
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F. BIBLIOGRAPHY....................................................................................................... 26

A.SECTOR INFORMATION

1.INTRODUCTION
FMCG sector split into four segments-

2.INDUSTRY SIZE
 Fast moving consumer goods (FMCG) are the 4th largest sector in the Indian
economy. There are three main segments in the sector – food and beverages
which accounts for 19 per cent of the sector, healthcare which accounts for 31
per cent and household and personal care which accounts for the remaining 50
per cent.
 The FMCG sector has grown from Rs 2,20,852.4 crore (US$ 31.6 billion) in 2011
to Rs 3,68,669.75 crore (US$ 52.75 billion) in 2017-18. The sector is further
expected to grow at a Compound Annual Growth Rate (CAGR) of 27.86 per cent
to reach Rs 7,24,759.3 crore (US$ 103.7 billion) by 2020. The sector is projected
to grow 11-12 per cent in 2019. It witnessed growth of 16.5 per cent in value
terms between June–September 2018; supported by moderate inflation, increase
in private consumption and rural income. FMCG’s urban segment is expected to
have a steady revenue growth at 8 per cent in FY19 and the rural segment is
forecasted to contribute 11-12 per cent of total income in FY19.
 Accounting for a revenue share of around 45 per cent, rural segment is a large
contributor to the overall revenue generated by the FMCG sector in India.
Demand for quality goods and services have been going up in rural areas of
India, on the back of improved distribution channels of manufacturing and FMCG
companies. Urban segment accounted for a revenue share of 55 per cent in the
overall revenues recorded by FMCG sector in India.
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 Growing awareness, easier access, and changing lifestyles are the key growth
drivers for the consumer market. The focus on agriculture, MSMEs, education,
healthcare, infrastructure and tax rebate under the Union Budget 2019-20 is
expected to directly impact the FMCG sector. These initiatives are expected to
increase the disposable income in the hands of the common people, especially in
the rural area, which will be beneficial for the sector.

3.MARKET OVERVIEW

-Fast Moving Consumer Goods (FMCG) goods, popularly named

as consumer packaged goods, play a vital role as a necessity and
as an inelastic product. Rural India accounts for 70% of India’s
population, 56% of National Income, 64% of total expenditure
and one third of the total savings. The Indian FMCG sector is the
fourth largest sector the economy with a total market size of Rs.
167,100crs.

-The market is estimated to grow to US$ 100 billion by 2025,

according to market research firm Nielsen. In the last decade the
FMCG sector has grown at an average of 11% a year; in the last
five years, annual growth accelerated to 17%. The FMCG
Industry is characterized by a well-established distribution
network, low penetration levels, low operating cost, lower per
capita consumption and intense competition between the organized and unorganized segments.

-FMCGs are slowly and gradually positioning and deeply penetrating in the fast growing rural market. The
FMCG sector in India continues on a strong growth path with both Urban and Rural India contributing to
its growth. Rural India contributes one third of FMCG sales in India.

-Growth driven by increasing consumption led by rise in incomes, changing lifestyles and favorable
demographics.

With the presence of 12.2% of the world population in the villages of India, the Indian rural FMCG market
is something no one can overlook.
-Increased focus on farm sector will boost rural incomes, hence providing better growth prospects to the
FMCG companies. Better infrastructure facilities will improve their supply chain.

4.SECTOR WISE CONTRIBUTION OF GDP OF INDIA

Services sector is the largest sector of India. Gross Value Added (GVA) at current prices for
Services sector is estimated at 92.26 lakh crore INR in 2018-19. Services sector accounts for
54.40% of total India's GVA of 169.61 lakh crore Indian rupees. With GVA of Rs. 50.43 lakh
crore, Industry sector contributes 29.73%. While, Agriculture and allied sector shares 15.87%.

At 2011-12 prices, composition of Agriculture & allied, Industry, and Services sector are
14.39%, 31.46%, and 54.15%, respectively.
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Share of primary (comprising agriculture, forestry, fishing

and mining & quarrying), secondary (comprising
manufacturing, electricity, gas, water supply & other utility
services, and construction) and tertiary (services) sectors
have been estimated as 18.57 per cent, 27.03 per cent and
54.40 per cent.

According to CIA sector wise Indian GDP composition in

2017 are as follows: Agriculture (15.4%), Industry (23%)
and Services (61.5%). With production of agriculture
activity of $375.61 billion, India is 2nd larger producer of
agriculture product. India accounts for 7.39 percent of total global agricultural output. India is
way behind china which has $991 bn GDP in agriculture sector. GDP of Industry sector is
$560.97 billion and world rank is 6. In Services sector, India world rank is 8 and GDP is $1500
billion.

Contribution of Agriculture sector in Indian economy is much higher than world's average
(6.4%). Contribution of Industry and Services sector is lower than world's average 30% for
Industry sector and 63% for Services sector.

At previous methodology, composition of Agriculture & allied, Industry, and Services sector was
51.81%, 14.16%, and 33.25%, respectively at current prices in 1950-51. Share of Agriculture &
allied sector has declined at 18.20% in 2013-14. Share of Services sector has improved to
57.03%. Share of Industry sector has also increased to 24.77%

HISTORICAL GROWTH AND DEGROWTH PATTERN

• The FMCG sector has grown at an annual average of growth of about 11%over the last
decade. The overall FMCG market is expected to increase at (CAGR) of 14.7% to touch
US$ 110.4 billion during 2012-2020, with the rural FMCG market anticipated to increase
at a CAGR of 17.7% to reach US$ 100 billion during 2012-2025. Food products is the
leading segment, accounting for 43% of the overall market. Personal care (22%) and
fabric care(12%) come next in terms of market share.

• Growing awareness, easier access, and changing lifestyles have been the key growth
drivers for the consumer market. The government of India's policy and regulatory
frameworks such as relaxation of licenses rules and approval of 51% forign direct
investment(FDI) in multi-brand and 100% in single-brand retail are some of the major
growth drivers for the consumer market.
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4.GROWTH PATTERN

 The growth in market demand for washing machines has recently expanded at
an impressive rate in India. The growing
penetration of washing machines is directly
increasing the demand for machine-wash laundry
detergents. Moreover, the purchasing power of
Indians has increased, which is encouraging many
players in the detergent market to expand their
network and upturn product penetration, especially
in the rural market.

 Based on product pricing, laundry detergent manufacturers in India often face

stiff competition. In addition, there is not much scope of product differentiation in
the sector. Thereby, product differentiation, and high competition act as
deterrents to the growth for the market players.

 Based on type, hand wash detergents constitute ~82% of the market share, while
machine wash detergents hold the remaining of it. The demand for hand wash
detergents is high, since only ~33% of the population use washing machines and
require machine-wash detergents, and the rest of the population use hand-wash
detergents for washing clothes.

 Among the major laundry detergent companies like Hindustan Unilever Ltd.
(HUL), Rohit Surfactants Pvt. Ltd. (RSPL), and Proctor and Gamble Home
Products Ltd. (P&G) dominate the market, owing to high customer satisfaction
both at national and regional levels. Apart from these players, Nirma, Jyothy
Laboratories, Fena, and Reckitt Benckiser also operate in the market.

 Among the major laundry detergent brands, Ghari had the largest market share
during the period of 2014-2017, followed by Surf, and Wheel. Owing to its
affordable price, Ghari detergent is the most preferred among the masses, and
secures a high market share. On the other hand, brands like Surf and Wheel
suffice demands of the middle-market and premium consumers
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B. COMPANY INFORMATION
The Procter and Gamble Company (P&G)

The Procter and Gamble Company (P&G) is an American worldwide customer products
partnership headquartered in downtown Cincinnati, Ohio, established in 1837 by English
American William Procter and Irish American James Gamble. It spends significant time
in a wide scope of individual wellbeing/shopper wellbeing, and individual consideration
and cleanliness items; these items are sorted out into a few portions including Beauty;
Grooming; Health Care; Fabric and Home Care; and Baby, Feminine, and Family Care.
Before the clearance of Pringles to Kellogg's, its item portfolio additionally included
nourishments, tidbits, and refreshments. P&G is joined in Ohio.

Procter and Gamble procured various different organizations that enhanced its product
offering and altogether expanded benefits. These acquisitions included Folgers Coffee,
Norwich Eaton Pharmaceuticals (the producers of Pepto-Bismol), Richardson-Vicks,
Noxell (Noxzema), Shulton's Old Spice, Max Factor, the Iams Company, and Pantene,
among others. In 1994, the organization stood out as truly newsworthy for huge
misfortunes coming about because of turned situations in loan cost subsidiaries, and
consequently sued Bankers Trust for misrepresentation; this put their administration in
the unordinary position of affirming in court that they had gone into exchanges that they
were not equipped for comprehension. In 1996, P&G again stood out as truly
newsworthy when the Food and Drug Administration affirmed another item created by
the organization, Olestra. Additionally known by its image name 'Olean', Olestra is a
lower-calorie substitute for fat in cooking potato chips and different tidbits.

In January 2005, P&G declared the securing of Gillette, shaping the biggest shopper
products organization and setting Unilever into second place. This additional brands, for
example, Gillette razors, Duracell, Braun, and Oral-B to their stable. The obtaining was
affirmed by the European Union and the Federal Trade Commission, with conditions to a
side project of certain covering brands. P&G consented to sell its Spin Brush battery-
worked rotating brush business to Church and Dwight, and Gillette's Rembrandt
toothpaste line to Johnson and Johnson. The antiperspirant brands Right Guard, Soft and
Dri, and Dry Idea were offered to Dial Corporation. The organizations formally
converged on October 1, 2005. Fluid Paper and Gillette's stationery division, Paper Mate,
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were offered to Newell Rubbermaid. In 2008, P&G stretched into the record business
with its sponsorship of Tag Records, as an underwriting for TAG Body Spray.

P&G's strength in numerous classes of shopper items settles on its image the executives
choices deserving of study. For instance, P&G's corporate strategists must record for the
probability of one of their items tearing apart the offers of another.

On August 25, 2009, the Ireland-based pharmaceutical organization Warner Chilcott

declared they had purchased P&G's professionally prescribed medication business for
$3.1 billion.

P&G left the nourishment business in 2012 when it sold its Pringles nibble nourishment
business to Kellogg's for $2.75 billion after the $2.35 billion arrangement with previous
suitor Diamond Foods missed the mark. The organization had recently sold Jif nutty
spread, Crisco shortening and oils, and Folgers espresso in independent exchanges to
Smucker's.

In April 2014, the organization sold its Iams pet nourishment business in all business
sectors barring Europe to Mars, Inc. for $2.9 billion. It sold the European Iams business
to Spectrum Brands in December 2014.
PORTER’S FIVE FORCE MODEL

BARGENNIN
G POWER OF
SUPPLIERS
ARE LOW TO
MODEST

THREATS OF BARRIER TO
INDUTRY HIGH
SUBSTITUTE ENTRY -
COMPITITIVENE
S-HIGH MODEST
SS

BARGENNING
POWER OF
COUSTOMER-
MEDIUM
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David S. Taylor

Executive, President and CEO

David Taylor was conceived in Charlotte, North Carolina, United States, and moved on from
Duke University in 1980 with a B.S. in electrical designer.

Upon graduation, he joined Procter and Gamble as a generation administrator. Taylor went
through the main decade of his vocation in P&G's Product Supply association, where he
oversaw generation and tasks at various plants, in the long run dealing with P&G's
assembling plant in Mehoopany, Pennsylvania. This experience gave him hands-on
comprehension of assembling, coordination, designing, and inventory network operations.

Taylor additionally filled in as Group President of P&G's Beauty Sector and P&G's Grooming
and Health Care Sector which incorporated the brands of Crest, Oral-B, Pantene, Head and
Shoulders, Olay, SK-II, Gillette, Fusion, Mach 3, and Vicks.

As per The Economist, as CEO, Taylor is "believed to move P&G the correct way (but too
gradually for financial specialists' taste).

In January 2019, Taylor said in Switzerland: "The world would be a superior spot if my
directorate on down is spoken to by half of the ladies. We offer our items to over half of the
ladies." The Wall Street Journal noticed the organization's governing body has more than
twice the same number of men as it does ladies.
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BCG MATRIX OF P&G

STARS QUESTION MARK

• GILLETTE • OLAY
• PANTENE
• HEAD & SHOLDER
• PAMPER
• WHISPER

CASH COWS
DOGS
• AMBI PURE
• ARIEL
• VICKS
• TIDE
• ORAL-B
WHAT IS ARIEL
• Ariel is a showcasing line of clothing cleansers made by Procter and
Gamble. It is the leader brand in Procter and Gamble's European, Algerian,
Burmese, Turkish, Chinese, Indian, Pakistani, Japanese, Filipino, Mexican,
Brazilian, Chilean, Argentinian, Peruvian, Ecuadorian, Colombian and
Venezuelan portfolios. In some U.S. stores, Mexican Ariel is accessible.
Moreover, Ariel is otherwise called Dynamo in Malaysia and Singapore.

• The reduced powder was initially known as "Ariel Ultra"; and was along
these lines reformulated into the nineties as "Ariel Future". This was perhaps in
light of Unilever's dispatch of the eventually bound "Persil Power", which
supposedly damaged garments. Minimized powders never demonstrated well
known in the UK, so when the tablet variation showed up in July 1999, the
conservative rendition vanished. In 2003, Ariel drew out its snappy wash activity
to its cleansers, to enable customers to have the option to do their clothing on a
fast wash cycle.

• Back in 2005, Ariel propelled a promoting effort in the UK with tennis star
Tim Henman and tennis new kid on the block Daniel Stuart Stanton. The advert
was communicated for 2 months all through the UK.
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PRODUCT PORTFOLIO

Ariel Washing Gel Ariel Gel gives you splendid cleaning even in a virus
wash. Ariel Washing Gel actuates in cool water and disintegrates quickly even
in a fast wash. This too focused gel takes off stains leaving garments spotless
and dynamic. Utilize together with Lenor texture conditioner for an increase in
freshness! Ariel is likewise accessible in washing cases, fluid and powder.

Ariel washing Liquid, New Ariel Matic Liquid Detergent has been uniquely
created to bring you intense stain expulsion in 1 wash for your completely
programmed clothes washers. Particularly defined for completely programmed
clothes washers (front and top burden). Ariel Matic Liquid

Detergent washes as much as 1Kg powder. Ariel's front line innovation gives
splendid stain evacuation to all your garments. Ariel Matic Liquid Detergent
arrives in a container that offers you something beyond bundling. Exceptional
top configuration guarantees 0% spillage, as the fluid resigns once again into
the jug.Ariel washing powder Ariel Washing Powder furnishes your garments
with incredible cleaning power, evacuating even the hardest stains by getting
where it counts into the filaments and keeping them from setting in. Ariel
Matic powder cleansers work extraordinary in both front burden and top burden clothes washers,
while Ariel Complete, Ariel Color and Ariel Perfect Wash are intended to give you a remarkable
clean in self-loader clothes washers and in any event, when hand washing.
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COMPETETOR ANALYSIS
The size of the Indian cleanser market is generally evaluated to
be ' 12,000 Cr. Portrayed by enormous rivalry and high
infiltration levels

the Indian cleanser section is governed by players like Hindustan

Unilever Limited, Henkel and Proctor and Gamble. Because of
fast urbanization the interest for better quality family unit items
is continually on an ascent.

To take into account this expanding request of value washing powders the vast majority of the
top cleanser marks in India are ceaselessly presenting better bundled cleansers that are offering a
large group of advantages in a solitary wash. In India HUL holds a 38 percent piece of the pie in
the washing powder section unmistakably remaining as the victor. The other significant players
in the cleanser business incorporate Surf Excel, Nirma and Sunlight.

WHEEL
Propelled in 1987 by Hindustan Unilever Limited, Wheel is India's top cleanser brand. Propelled
with the thought process of taking into account the majority this cleanser brand in India was a
moment hit particularly with the India's low salary gathering. Known for its powerful cleaning
with least exertion, this item today is the nation's most generally utilized cleanser brands both in
urban just as country India. The presentation of wheel came as an invite answer for the end of
earth particularly from overwhelming clothing like bed sheets, drapes covers and so on.

SURF EXCEL
Acquainted by HUL with take into account the 'Rich' or exclusive class of India, Surf Excel has
developed to become synonymous with the word cleanser in India. Rumored similar to the
pioneer of cleansers in the nation Surf Excel throughout the years, has developed to get one of
the most adaptable cleansers that is utilized to take into account the always changing washing
needs of the Indian masses. Extending from brightening to expulsion of difficult stains this top
cleanser brand in India takes into account a wide range of washing prerequisites.

Daylight
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Daylight is India's most seasoned cleanser brand. Daylight among the top cleansers marks in
India was propelled in 1888. It was first presented in the market in the state of a clothing cake.
Since the shape didn't support the brand a lot of it was later relaunched as a cleanser which sold
like hot cakes and gave intense challenge to the next cleanser marks in the Indian market

RIN
Presented in 1969 Rin was propelled remembering the 'Trying' or mid strata of the Indian culture.
Known for giving countless advantages at totally moderate costs this brand before long shot up
to the best three cleanser marks in India

MARKETING STRATIGIES

SWOT ANALYSIS
 STRENGTH
o World leader in detergent segment
o 1st to introduce fragrances in the market.
o Can remove the toughest stain

 WEAKNESS
o High price.
o Strong competitors.
o Poor promotional strategy.

 OPPORTUNITIES
o Big untapped rural market.
o 5700cr detergent market.

 THREATS

o Existing players.
o Various lower price products available in the market.
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SEGMENTATION, TARGETING & POSITIONING

Occupation : Skill employees, semi skill worker.
Behavioral:
• Benefits: Quality, speed.
• User status: regular user, potential user, non-user.

Demographic
• Gender: Female
• Age: 25 above
• Upper class, Upper middle class

TARGETING
# Upper middle class- Rich class of the society want superior quality
# Washing machine user also targeted by its product Ariel Matic.
# Customer wanting Fragrances and Color Preservation.

POSITIONING
#Positioned as superior stain remover, offering fragrance and preserving color, for a premium
price.

TIME
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PRODUCT LIFE CYCLE

•Introduction Phase: The period where the item enters the market.
An immense measure of cash is put
TIME resources into the item and
benefits are not created in this period. Tide was propelled in India in the mid-2000's and situated
itself as a cleanser that gave supreme whiteness in garments. It entered in the mid-run class with
Rin as its fundamental rival. It publicized itself forcefully with countless commercials advancing
its case of whiteness.

•Growth Phase: The period where the item has increased a lot of acknowledgment and
acknowledgment. Benefits are picked up during this stage. The nature of the item is improved
and variations are presented. Tide increased quick acknowledgment in the market as it had a
solid global nearness and set itself at a sensible cost. It immediately picked up fame as a solid,
hearty cleanser. It included variations like the Lemon Chandan and Rose Jasmine in the year
2009. Tide additionally presented the Liquid Detergent in this stage.

•Maturity Phase: This is where the business steadily delayed down and increase a consistent pace
of development or decay. Most items end up in this stage. As of now Tide is in the Maturity time
frame. At this moment the primary point of the brand is to contend with the strength of HUL in
the market. Rin is its greatest rival and that is the reason it will continue publicizing and
advancing itself.

•Decline Phase: This is period where the business totally decrease and the benefits stop to exist.
Tide has a decent piece of the overall industry and has a solid hold in the market consequently it
has not arrived at this stage.
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In the event that we discussing the BCG framework of the organization, at that point their diverse
sub-brand of Ariel like Ariel Matic, Ariel 3 of every 1 are mainstream over the globe, have
showcase pioneer position comprehensively and hence it is star in BCG network.

SALES OF THE COMPANY OF PAST 5 YEARS

The Procter & Gamble Company (NYSE:PG) reported fourth quarter fiscal
year 2018 net sales of $16.5 billion, an increase of three percent versus the prior year period.
 Fiscal year 2017 net sales were $65.1 billion, unchanged versus the prior year, including
a negative two percentage point impact from foreign exchange. Organic sales grew two
percent on a two percent increase in organic shipment volume.
 Fiscal year 2016 net sales were $65.3 billion, a decrease of eight percent versus the prior
year, including a negative six percentage point impact from foreign exchange and a
negative two percent from the combined impacts of Venezuela and minor brand
divestitures

MARKETING AND PROMOTIONAL STRATEGIES

• Ariel is directing the chemical grandstand. High Engagement of the association
through customer's first basic point in time and second choice time is helping the
association in making high deceivability in the market.

• Home Care and chemical bit is uncommonly centered, completely with each and
every and tremendous association eating up others bit of the pie with equivalent
commitments. The improvement in its thing and predictable advancing, customer
responsibility through different mediums and arranging has helped the association in
making positive casual trade in the market.
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• The surface and chemical area is outstandingly forceful and besides faces a
segment of the essential perils which impact the presentation of any association.
Associations working in this industry faces danger from the supplier side, customer side
due to changing customer needs, government game plans, natural issues, etc.

• Customers of Ariel are the Supermarket chains, Pops and Moms stores,
departmental stores, E-business goals, fundamental nourishment thing shops and various
others. These are the markdown customer part bundle which make the particular SKU's
of the brand available to the end retail customers..
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C.HUMAN RESOURCES MANAGEMENT

ORGANISATIONAL STRUCTURE

The Procter and Gamble Company's authoritative structure is principally founded on the
organization's item portfolio. This corporate structure additionally addresses P&G's
business needs dependent on authoritative capacity and buyer merchandise advertise
geology. The hierarchical structure or corporate structure is the arrangement of courses
of action or plan that characterizes the arrangement of connections among units in
Procter and Gamble's matter of fact. These units incorporate people and gatherings. For
this situation, Procter and Gamble's authoritative structure decides how business needs
and issues are tended to. Auxiliary qualities characterize alternatives in how the
business reacts to its outer condition. For instance, Procter and Gamble's corporate
structure builds up the lines of power and order in executing choices and answers for
take care of issues. As probably the greatest player in the worldwide purchaser products
industry, the organization must guarantee that its authoritative structure stays pertinent
to current business conditions. In like manner, Procter and Gamble keeps on developing
and alters its authoritative structure after some time.

A high level of focused contention forces pressure on Procter and Gamble to utilize its
authoritative structure to adequately deal with the qualities of the business. Justifiably,
there are an assortment of interior and outer variables that impact the organization's
exhibition and abilities. In any case, this corporate structure is one of the determinants
of Procter and Gamble's capacity to take care of issues and viably react to difficulties
that the business experiences in the buyer merchandise industry condition.
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ANALYSIS OF JOB DESCRIPTION AND JOB SPECIFICATION

DESIGNATION
TERRITORY MANAGER
JOB DESCRIPTION
Responsible for parlour sales for east zone handling and leading team of front
line sales promotion officers and sales promoters. Analyzing and forecasting of
sales data, sales and distribution management.
DESERIED PROFILE
• Minimum of 6-8 years of work experiences plus team handling exposure is
must for this role.
• Candidate from the cosmetics channel/industry or candidate with fair
amount of FMCG cosmetics products experiences are encouraged to apply.
• Candidates presently leading in managerial roles are encouraged to apply for
this post.
• Minimum of 6-10 years of work experience plus team handling exposure is
mandatory for this post.
• Candidates from the Cosmetics channel/industry or candidate with fair
amount of FMCG cosmetics products experiences are encouraged to apply.
• Candidates presently leading in managerial roles are only encouraged to
apply for the post.
• 75% tour is available for this position.

EXPERIENCES
6 to 10 years.

INDUSTRY TYPE
FMCG

ROLES
Area/Territory manager

FUNCITIONAL AREA
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Sales, Retail, Business Development.

EDUCATION
• UG- Any Graduate-Any Specialization
• PG- Any Postgraduate.
• Doctorate-Doctorate Not Required

COMPENSATION
• 7lakhs-12lakhs P.A. Salary not constraint for right talent

LOCATION
Kolkata

KEY WORDS
Regional Territory manager-Parlour.

CONTACT
HR Manager (Procter and Gamble)

TRANNING NEEDS OF THE COMPANY

• Sales training.
• Training for the new product.
• Analytical thinking for launching a new product to the market.

ORGANITATIONAL CULTURE
Procter and Gamble is 4 in The 2018 Diversity Inc. Top 50 organizations for decent variety,
which it accomplished joining corporate assorted variety with an energy to change
lives(Visconti).Organization culture comprises of shared esteems and convictions that enable
representatives to comprehend their jobs and the estimation of the organization
(Luthans,158).Bob Macdonald,CEO of P&G said that the trouble of moving into another culture
and extending all inclusive is carrying your qualities with you.Diversity,then,is methodology for
P&G."If I am attempting to improve somebody's life, would I be in an ideal situation having
someone in the association who is of what portrayals they can enable the organization to be
compassionate to the buyer?". By having an assorted workforce, P&G sets itself up for progress
these representatives get various foundations and information about various societies, enabling
them to associate with buyers all over the globe.Other advantages to diversity include enhanced
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creativity, better decision making and more effective and productive performance. McDonald
strives to capitalize on using university to stem innovation. The generation of better ideas is more
likely when individuals come from a verity of different cultures. This allows for the opportunity
of more unique solution and recommendations.

SOCIAL RESPONSIBILITY

Sachet SAFE DRINKING WATER

More than 2000 children die every day from diseases caused by unsafe drinking water. To help
address this, P&G develop P&G purifier of water in collaboration with the US central, for
diseases preventation, P&G purifier water is a small sachet of powder ingredients that make
contaminated water portable through coagulation and disinfection.
WORKING TOGETHER FOR HEALTHY BABIES
Every year 59000 people die from tetanus.160 babies and children are dying needlessly every
single day from a completely preventable disease. So for the sixth year running. P&G is teaming
up with that vulnerable woman and their children need.
COMFORTS OF HOME:
P&G is providing everyday essential that help create the experience of homing for families who
can’t afford them or who have been displaced.
HEALTH AND HYGINE
P&G is supporting hygiene education and everyday healthy behavior changes that prevent illness
and improve confidence.
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D.BUSINESS FINANCE
2015 2016 2017 2018 2019

SALES 70.7 65.3 65.1 66.8 67.7

OPERATING 11.1 13.3 13.8 13.4 5.5

INCOME

CASH FLOW 14.6 15.4 12.8 14.9 15.2

NET EARNING 3.76 3.67 3.92 4.22 4.52

PER SHARE

COMPARISON OF FIVE YEARS SALES OF P&G

MEDIA SAVING
We’re eliminating substantial waste in the media supply chain — savings we can take to the
bottom line or reinvest to reach more people. Over the last five years, we delivered $1 billion of
savings in agency fees and ad production costs — and we see more savings potential in these
areas.

GROSS PROFIT
2014 2015 2016 2017 2018 2019
TOTAL 35356 33649 32275 32420 32400 32916

PRODUCT CATEGORY WISE %SALES & %EARNING

%NET SALES %NET EARNING
BEAUTY 19% 22%
GROOMING 9% 13%
HEALTH CARE 12% 13%
FABRIC 33% 29%
FAMILY CARE 27% 23%
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WORKING CAPITAL
Working capital for the year = Current Assets – Current Liabilities
• For 2018=23320 – 28237 = (4917)
• For 2019=22473 – 30011 = (7538)
• Negative working capital is when a company's current liabilities exceed its current
assets. This means that the liabilities that need to be paid within one year exceed
the current assets that are monetizable over the same period

Debt-equity ratio of the company

• For 2017=67516/43579 = 1.54
• For 2018=65427/52883 = 1.23

FIXED ASSETS
 2019- 21271
 2018- 20600
 Then we can calculate the percentage change of fixed assets in 2018-2019= 3.14.

FABRIC & HOME CARE ($ millions) 2019 2018 Change vs. 2018

2019 2018 %CHANGES

VOLUME N/A N/A 4%
NET SALE $22080 $21441 3%
NET EARNING $3518 $2708 30%
%OF NET SALE 15.9% 12.6% 330bps
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E. CONCLUSION
As we probably am aware this market is known as FMCG advertise so there are numerous rivals
in this market so P&G organization were engaged in this area and focused on the white collar
class portion for expanding the deals just as piece of the overall industry.

In India HUL is greatest contender of FMCG advertise.

The Ariel Ambition is to re-design a superior clean to devour half less assets in key effect zones,
for example, vitality and water by driving item, administration and bundling development. The
Ariel Fundamentals incorporate its most recent bundling responsibilities, as declared today, for
example, endeavoring to make all its bundling recyclable by 2022 and to decrease 30% plastic
bundling by 2025. Also, Ariel is utilizing its voice to help shape a fate of equivalents through
battles like "Partage des taches" in France and "Offer the Load" in India, which bolster the
possibility of people similarly sharing housekeeping assignments

F. BIBLIOGRAPHY
 http://statisticstimes.com/
 https://www.statista.com
 https://www.naukri.com
 https://www.glassdoor.com
 https://www.moneycontrol.com
 https://www.reuters.com
 https://www.pg.com
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