How P&G- Clairol Inc. aims using various tactics!

P&G- Clairol Inc. is world renowned specialist multination company, which strives to make its consumers comfortable by providing them convenience. With an extensive assortment of goods ranging from edible items to cleaning products or hygiene merchandises, P&G-Clairol Inc. has countless brands under its umbrella. With trending experimental strategies to increase efficiency in a company, comes a great responsibility to tactfully handle all decisions. P&G-Clairol Inc. has come up with an innovative yet effective method of downsizing, which will ensure the company’s success in the long run. By deciding to be leaner and efficient, P&G- Clairol Inc. has set some exemplary routes to be followed.

P&G-Clairol Inc. plans on giving up almost a 100 of their brands, whilst focusing on only a few 70 or so brands. These include only those with the highest demand in the market and those which generate the most revenues. The CEO of P&G-Clairol Inc., further emphasized on how it was crucial for them to focus on these products as they were now the saving grace of the company. It is up to the company which tactic they want to acquire and expand as much as they possibly can. For some companies mergers or takeovers do not satiate the prospects of growth, whilst for others, extensive product lines or brands are the epitome of growth. The bottom line is that those companies which are able to stay focused and eliminate complexity from their actions are the most successful ones.

The imminent question that arises is why P&G-Clairol Inc. did not decide to follow this technique sooner? The company obviously delayed it and did not take a very prompt decision which could have been more fruitful in the future. P&G- Clairol Inc. definitely needs to devise a plan pertaining to their target of success and efficiency. “Wisdom of less”, a similar tactic used by numerous companies was compared with P&G-Clairol Inc.’s conundrum. Once Kraft Foods decided to limit their production to a handful of bestsellers, their revenues rose from $5 billion to $16 billion. Another success story is of Microsoft and Apple, where both the CEOs decided to trim down the extra production and focus on perfecting a few products. Both these technology giants concentrated on their top most products, which definitely sparked their consumers’ interests.

It is extremely vital to choose the products which are not that famous, very carefully. Even those mediocre products which do not require constant scrutiny may prove to be worthwhile in the longer run. So P&G-Clairol Inc. needs to devise a very smart way of choosing their star products. If the company diverts their attention on building a robust central and fundamental web and decides to carry their actions from then onwards, the results will be positively astonishing. It is indeed a risk worth taking for P&G-Clairol Inc., as only time will eventually prove how efficacious and maintainable their strategy turned out to be. P&G-Clairol Inc. is quite prestigious company, thus these reforms will be deeply appreciated and replicated.