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The project was headed by a global leadership team working under the management of Beauty Care Global Business Unit. The intention of the unit was to ensure that the project would be a skincare line in Japan (Bartlett 1). The meeting to deliberate on whether there is need to start the line of skin care in Japan took place in November 1999.
The panel had to meet to deliberate on the budget presented, organization and the expansion of the project that would see the start of the project in Japan. The project needed to have convincing blueprints to make sure that it gives a high threshold competition to existing manufacturers. The project had faced challenges in the name of organizing and restricting the programs of the global project. The organizers of the project are meant to make sure the project meets global standards so that it does meet global standards.
To make sure that the project meets the intended standards to be at the helm of global competition; the management should be strategically positioned to make sure that the company adapts to the local businesses in the market (Bartlett 2).
For the company to hit global standards like other competing ones, the management should be in a position to ensure that it is suited with right strategies to help it in the production of products and services that meet global standards. Products produced should be made in standards that please all consumers globally in order for it to compete with other manufacturers.
However, in the effort to making sure that it makes competent goods, it is likely to face challenges such as the cost of running the company. Funding for development laboratories and plants made the company reduced its profit margin. After setting up such a huge company that needs to meet global standards, it should adopt technology changes and the most recent technology.
To make sure that the company attains the needed global impact; its management should strive to attain global management skills. P&G is meant to use seven divisions in order to reach the needed goal of being an international company. Despite the fact that the company has worked to ensure the management of the company remains competitive, it should hire competent managers to improve its profit margin.
The company, through its subsidiary companies and other attached investments, intends to start a new investment in China to make sure that the company is felt globally. The intention of investing in China was steered by population growth observed in the country (Bartlett 9). To achieve the intended standards in China, the company should be very conversant with the Chinese consumption trends. Since P&G is a multinational company, meeting the standards may not be much of a challenge.
The structure of the case has the CEO as the head of the project. Under the CEO, there are other departments such as; finance, human resources, supply, fabric and home care and feminine care. This indicates that the management has been divided into two parts that are meant to take care of the business management and the other part is meant to care of the products created.
The products produced are handled according to the specificity of each one of them. The department of production is then divided into subgroups including; cosmetics, skin care and the fragrances that depend on how the products are consumed by the users.
Management departments are then divided into either developing or developed markets depending on the development of its branches. To achieve maximum monitoring of global investments, they all have direct communication to the CEO of the company. The adopted structure facilitates keen management of the company; the structure ensures that all the departments are independent.
Works Cited
Bartlett, Christopher A. P&G Japan: The SK-II Globalization Project. Harvard: Harvard Business School, 2004. Print.
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