Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 20 November 2007
Length: 7 pages
Data source: Published sources
Share a link:
https://casecent.re/p/85924
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
SK-II was Procter & Gamble''s (P&G) only high-end skincare brand in China and sales accounted for an estimated 7 percent of SK-II global revenue in 2005. China was also P&G''s fastest-growing market for skincare products and among the top markets in value worldwide. For many years, P&G China enjoyed high revenue and margin growth from SK-II and it was clear that this product could be a star. However, two consecutive public relations (PR) debacles in China in 2005-2006 resulted in a dip in SK-II''s performance. As of 2007, P&G China was still trying to rebuild SK-II''s prestigious brand image and to regain consumers'' trust. This case examines the details of these two PR incidents and how P&G SK-II had handled these two events.
Location:
Industry:
About
Abstract
SK-II was Procter & Gamble''s (P&G) only high-end skincare brand in China and sales accounted for an estimated 7 percent of SK-II global revenue in 2005. China was also P&G''s fastest-growing market for skincare products and among the top markets in value worldwide. For many years, P&G China enjoyed high revenue and margin growth from SK-II and it was clear that this product could be a star. However, two consecutive public relations (PR) debacles in China in 2005-2006 resulted in a dip in SK-II''s performance. As of 2007, P&G China was still trying to rebuild SK-II''s prestigious brand image and to regain consumers'' trust. This case examines the details of these two PR incidents and how P&G SK-II had handled these two events.
Settings
Location:
Industry: