商品敘述：

In early 2022, new CEO Jon Moeller had to decide how P&G should navigate the Chinese market, a market that had completely transformed since P&G entered in the 1980s. Rising affluence, changing consumer behavior, changing market segmentation, increasing competition, and the rise of digital channels and marketing had created a dynamic and challenging environment. As a result, P&G''s traditional leadership position in many of its product areas in China was under increasing threat. In addition, the US market, which had always been P&G''s main focus, was in many respects no longer the touchstone that it once was, particularly in e-commerce, digital marketing, and serving evolving customer tastes in China. P&G had been initially slow to recognise the changes in China, but was now responding to the new challenges and opportunities. The question was whether it would or could move far and fast enough. This case can be used on a standalone basis, but is best used following the "Procter and Gamble in China" case, ACRC reference 12/524C, which focuses on the 1980s through 2010.

涵蓋領域：

International business;Strategy;Market analysis;Competitive advantage;Developing countries

相關資料：

, (HK1350), p, by Michael J. Enright

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