P&G brand customer analysis?

Procter & Gamble, which is well versed in market operation, will naturally not be satisfied with the status quo. On the one hand, through the upgrading of industrial structure, P&G gradually shifted its market focus to the field of skin care cosmetics with rich profits and high entry threshold, thus gaining new profit growth points. On the other hand, P&G leads "going to the countryside" and enters the third-and fourth-tier cities and rural markets on a large scale in order to win more consumers.

However, whether it is the adjustment of industrial structure or the sinking of channels, P&G is facing severe challenges. It takes a long time to introduce and cultivate high-end cosmetics brands in China market. In cities, counties and rural markets, local brands that have been entrenched for a long time will not give up their territory easily. Therefore, these measures will not achieve obvious results in the short term. P&G must consolidate its leading position in the field of public health care.

In fact, P&G has an absolute competitive advantage in the field of mass nursing. According to industry data, in 2007, P&G's five brands, Head & Shoulders and Rejoice, had a market share of 4 1.6% in China. The market share of oral care products such as Crest under Procter & Gamble ranks first in China.

For mass care products, stores are the most important channel. After more than 20 years' efforts, P&G's daily care products are very mature in the market and are in a period of steady development. There is not much room to increase sales simply by expanding the number of channels and products, and the obvious effect is also slow. If P&G changes its sales model, it will collect products scattered at various points on the shelves and sell them in parallel. Will there be an aggregation effect through one-stop shopping service, so as to double the sales of products under the guidance of corporate brands?