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Renewed Emphasis on R&DIn the first decade of the twenty-first century, one of the fastest-growing major corporations in revenue and profit was Procter & Gamble. Fueling its growth were successful new products such as Swiffer mop, a battery-powered Crest SpinBrush toothbrush, Mr. Clean Magic Eraser, and Actonel (a prescription medication for osteoporosis). Many of these new products reflected innovation in what then CEO Lafley called “the core”—core markets, categories, brands, technologies, and capabilities.To reinforce its innovation, P&G also placed a renewed emphasis on design by appointing its first-ever chief design officer in 2001 and installing a top design officer in each of its global business units. Lafley emphasized the importance of design in combination with innovation, saying, “When we consciously involved design at the front end—such as with Crest Whitestrips . . . and our whole line of Swiffer quick-clean products—we generated more trial, more repurchase, and more sales.”To more effectively grow its core, P&G also adopted a “connect and develop” model that emphasized the pursuit of outside innovation. The firm collaborates with organizations and individuals around the world, searching for proven technologies, packages, and products it can improve, scale up, and market on its own or in partnership with other companies. It has strong relationships with external designers, distributing product development around the world to increase what it calls
“consumer sensing.” P&G has made it a goal for 50 percent
of new products to come from outside its labs—from inventors, scientists, and suppliers whose new-product ideas can be
developed in-house.
New Communication Approaches
P&G has been shifting its ad budget away from TV advertising and toward “media-neutral” advertising, which determines
media spending without bias toward any particular medium
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