Procter and gamble

Strategic issues
1. The challenges in competitive pressure are constant and consistent.
One of the biggest challenges P&G faces is the competition from other consumer
goods companies. These companies often have greater resources and can
outspend P&G in marketing and product development. This can make it difficult
for P&G to differentiate its products and services from competitors’. For example,
P&G’s competitors may gain an advantage by introducing new products more
quickly or using more sophisticated technology in their production processes.
P&G must also respond to changing consumer trends. As consumer preferences
evolve, P&G must ensure its products remain relevant and attractive to
customers. To do this, the company must stay abreast of developments in the
markets it serves and be ready to pivot quickly when necessary. By doing so,
P&G can continue to build its reputation as a trusted and reliable consumer
goods company.
2. Commodity cost is rising
In the past few years, commodity prices have been increasing, driven by a
variety of factors. First, P&G’s products are in high demand due to the company’s
strong branding and its focus on quality products. As the company’s reputation
has grown, so too has the demand for its products, driving up the price of its
commodities. Second, P&G has made significant investments in research and
development, which has enabled it to develop innovative new products. The
company has also invested in its production facilities, enabling it to produce
products more efficiently and cost-effectively. These investments have enabled
the company to reduce the cost of its commodities, making them more attractive
to consumers. Third, P&G has been able to capitalize on the growth of the e-
commerce market. The company has successfully leveraged its online presence
to increase sales, allowing it to charge higher prices for its commodities. Finally,
the company has been able to benefit from the increasing popularity of ethical
and sustainable products. As consumers become more conscious of their
environmental impact, they are increasingly opting for P&G’s eco-friendly
products, allowing the company to charge higher prices for its commodities.

Key personnel
Raffy Fajardo - president and managing director. He ensures that all operations of the
business are running smoothly and efficiently, and that the company meets its financial
and operational goals. He is also responsible for the overall management of the
company, including the development of strategies, the implementation of plans, and the
evaluation of performance. They are responsible for ensuring that the company is
compliant with all relevant laws and regulations, and that the company is meeting its
financial and operational goals.
Sonali Roychowdhury - vice president. She is responsible for overseeing the day-to-day
operations of the company and ensuring that it is running efficiently and effectively.
Additionally, she will often develop and implement strategies to achieve organizational
goals and expand the company’s market share.

Aljon Iglesias - Operations manager. He is responsible for the overall operations of a

company and is the driving force behind its success

Betty Castillo - Finance and Accounting manager, she is responsible for overseeing the
financial operations of a company. She ensures that the financial goals of the
organization are met and that the company is compliant with applicable laws and
regulations. The finance and accounting manager is responsible for developing and
maintaining accurate financial records, preparing financial statements and reports,
analyzing financial data, and providing financial advice to senior management.

Vince Dizon - HR country Manager, recruiting and hiring employees, managing

employee relations, developing and implementing policies and procedures,
administering payroll and benefits, and ensuring legal compliance. He will also be
responsible for developing and implementing training and development programs,
conducting performance reviews, and providing advice and guidance to managers and
employees. In addition, he is often responsible for overseeing organizational diversity
initiatives and managing employee grievances.

Unilever
Strategic issues
1. The challenges in competitive pressure are constant and consistent.
It is no secret that the competitive pressure can be intense and unrelenting, and
Unilever has to be constantly innovating and adapting to the ever-changing
landscape in order to remain successful. One of the biggest challenges that
Unilever faces is the pressure to stay ahead of their rivals. In a highly competitive
 market, Unilever must keep up with the latest trends and advancements in order
to remain competitive. This can be extremely difficult, as their competitors are
constantly innovating and coming up with new ideas and technologies that can
give them an edge. Another challenge Unilever faces is the pressure to keep
prices low. In a highly competitive market, companies are often forced to reduce
prices in order to remain competitive. This can be a difficult balancing act, as
Unilever must ensure that they are still able to maintain a high quality product
while keeping their prices low. Unilever also faces the challenge of maintaining
their brand image. In a highly competitive market, customers are bombarded with
choices, and it is important for Unilever to be able to stand out from the crowd.
Unilever must ensure that their products are of the highest quality and that their
brand message is communicated effectively in order to remain successful.
Finally, Unilever must also ensure that they are able to consistently deliver on
their promises. In a highly competitive market, customers expect quick, efficient
service and high quality products. Unilever must be able to consistently meet
these expectations in order to remain successful. Overall, Unilever faces a
number of challenges in a highly competitive market. They must stay ahead of
their rivals, keep prices low, maintain their brand image, and consistently deliver
on their promises in order to remain successful.
2. Commodity cost is rising.
Unilever's commodities are rising due to a number of factors. First, Unilever has
been actively engaged in product innovation and new product launches. This has
helped to drive up demand for Unilever's products, as consumers are looking for
new and improved items to buy. Unilever has also been investing in its marketing
and advertising strategies, which has created widespread awareness and
boosted demand for their products. Second, Unilever has been expanding into
new markets and developing its international presence. This has created new
opportunities to reach more customers and increase market share. Unilever has
also been investing in research and development, which has allowed them to
develop new products and technologies to meet the needs of consumers. Third,
Unilever has been investing in its supply chain and distribution networks, which
has allowed them to expand into new markets and reach more customers. This
has helped to drive up demand for their products and services. Finally, Unilever
has been engaging in corporate social responsibility initiatives, which has helped
to generate goodwill and trust from both customers and stakeholders. This has
helped to drive up demand for Unilever's products and services. These factors
have helped to drive up demand for Unilever's products and services and
contribute to the increasing value of their commodities.
3. Obsessed with publicly displaying sustainability credentials at the expense of
focusing on the fundamentals of the business.
 Unilever is a leading global consumer goods company that is committed to
promoting sustainability and environmental protection. The company has made
sustainability a top priority and has invested heavily in initiatives such as
reducing its carbon footprint, reducing waste, water conservation and promoting
renewable energy. Unilever has made sustainability a core part of its corporate
culture and is committed to making a positive difference in the world. Unilever
has set ambitious targets for reducing emissions and has invested in various
renewable energy sources to reduce its carbon footprint. It has also taken steps
to reduce its waste and water consumption, and has committed to investing in
sustainable agriculture and reducing its use of plastic packaging. However, while
Unilever has made considerable progress in its sustainability efforts, ithas been
accused of focusing more on the public display of its sustainability credentials
than on the fundamentals of its business. Unilever has invested heavily in
publicizing its sustainability initiatives, such as through its Unilever Sustainable
Living Plan. It has also heavily promoted its sustainability initiatives through its
corporate branding, including in its marketing campaigns. This focus on
publicizing its sustainability credentials has come at the expense of focusing on
the fundamentals of its business. Unilever has been accused of neglecting to
invest in innovation and research and development, which are necessary for the
long-term success of the company. Unilever has also been criticized for its lack
of transparency regarding its sustainability initiatives and for the lack of
measurable goals to ensure progress. It is important for Unilever to ensure that it
maintains a balance between its sustainability initiatives and its focus on the
fundamentals of its business in order to ensure long-term success.

Key personnel
Benjie Yap, the president and chief executive officer, is the first important figure to be
discussed. He is in charge of making sure the business runs smoothly, and he played a
key role in Unilever Philippines' success. Yap has been with the business since 1994
and is in charge of overseeing its development in the Philippines. Yap is a seasoned
corporate executive who played a crucial role in bringing Unilever Philippines to where it
is now.
Katrina Garcia the CFO, vice president - beauty & well-being and head of finance. She

oversees the company’s financial operations and ensures that its financial activities are

in compliance with local and international laws and regulations. She is also responsible

for formulating and executing the organization’s financial strategies.

Jeena Lao- operations manager. Responsible for the overall performance and

productivity of the company.