final's question #2

1. Describe or define DSS. or decision support system
2. Distinguish DSS from MIS.
3. Illustrate (give examples) how DSS can improve company's competitive advantage and organizational performance.


1. Describe or Define DSS or Decision support system

Decision Support Systems (DSS) are a specific class of computerized information system that supports business and organizational decision-making activities. A properly-designed DSS is an interactive software-based system intended to help decision makers compile useful information from raw data, documents, personal knowledge, and/or business models to identify and solve problems and make decisions.

2.Distinguish DSS from MIS

Decision support system is a class of computer-based information systems which includes knowledge based systems that support decision making activities. And a Management Information Systems is the discipline covering the application of people, technologies, and procedures to solve business problems.

3. Illustrate (give examples) how DSS can improve company's competitive advantage and organizational performance.

Decision Support System can improve company's competitive advantage by having a good decision in the company so that there is a good result to the decision that you decide. For example in the customer you should decide of what is the like of the customer and what is the needs so that the customer will satisfy to the decision that you implement in that company so this is the company's competitive advantage of the company. In the organizational performance it could help the decision in the organizational performance because in that way you should know or could gain support to the MIS to make your decision in good result. Decision support systems can be used to help a company better focus on a specific customer segment and hence gain an advantage in meeting that segment’s needs. Management information systems and decision support systems can help track customers, and DSSs can make it easier to serve a specialized customer group with special services. Some customers won’t pay a premium for targeted service, and larger competitors also target specialized niches using their own DSSs.

Reference:

www.google.com

www.blurtit.com

www.wikepedia.com

www.yahoo.com

www.ask.com

Kettinger, W., Grover, V., Guha, S., and Segars, A., “Strategic Information Systems Revisited,” MIS Quarterly, 1994, pp. 31-55.

Porter, M. E. and V. E. Millar, “How Information Gives You Competitive Advantage,” Harvard Business Review, July-August, 1985.

Created By: Nikki Joy Castaño
Mgt 7 5:15 - 6:15

Final's Question 1

McDonald's Corporation

McDonald's is the global market leader in the fast food industry. Two brothers in San Bernardino, California started the first McDonald's fast food restaurant in 1948; they tailored their drive-in restaurant, as an example of convenience for other restaurants to soon follow. At the beginning, there were only a few items on the menu, which has now substantially evolved to many more options, catering to the appetite of each region's interest of food and health standards. With the modest beginnings of only a few items to choose from on their menu, the McDonald's brothers focused on customer service and hamburgers at a price anyone can afford. Their prices are still reasonably priced for any budget. In 1961, Ray Kroc bought McDonald's with a franchising vision for it to expand, in which he opened a restaurant in Illinois.

Mcdonalds strategy

= Adding 700- 900 restaurants annually
= Using new menu items, low price specials. Extra value meals to promote frequent customer visits
= Being highly selective in granting franchises
= Choosing sites convenient to customers
= Focusing on limited product line and consistent quality
= Careful attention to store efficiency
= Extensive advertising and use of mc prefix
= Hiring courteous personnel, paying an equitable wage, and providing good training

Strategic planning

A strategic planning process delivers a set of defined initiatives (projects) that achieve a desired set of business goals. The planning process involves a definition of these business goals, an assessment of the resources available for meeting these goals, and the definition of specific plans (initiatives) that are designed to achieve the goals. The process usually incorporates a ranking exercise that identifies the highest priority initiatives.

The other strategies that using mcdonalds is through advertising McDonald's has for decades maintained an extensive advertising campaign. In addition to the usual media (television, radio, and newspaper), the company makes significant use of billboards and signage, sponsors sporting events from ranging from Little League to the Olympic Games, and makes coolers of orange drink with their logo available for local events of all kinds. Nonetheless, television has always played a central role in the company's advertising strategy.

The impact of this strategic plan in mcdonald corporation is to protect the security of the customers and to make sure that the customers will satified the services.

References

www.google.com
www.yahoo.com

1. ^ McDonald's publication. "Corporate FAQ". McDonald's Corporation. Retrieved on 2007-11-24.
2. ^ ^{a b c d} Joe Bramhall. "McDonald's Corporation". Hoovers. Retrieved on 2007-11-24.
3. ^ McDonald's :: About Us :: FAQ
4. ^ MCD 10-K 2007, Item 1, pg. 1
5. ^ MCD 10-K 2007, Item 6, pg. 9
6. ^ "McDonald's history 1954-1955". www.mcdonalds.com. Retrieved on 2008-06-22.
7. ^ "McDonald's history 1965-1973". www.mcdonalds.com. Retrieved on 2008-06-22.
8. ^ http://www.mcdonalds.ca/en/aboutus/faq.aspx, retrieved May 08, 2008
9. ^ http://www.mcdonalds.ca/en/aboutus/faq.aspx, retrieved May 08, 2008

Created by: Nikki Joy Castaño
Mgt 7 5:15 - 6:15

midterm question #3

A Nonpunitive, Computerized System for Improved Reporting of Medical Occurrence

To improve the patient safety program at the Naval Hospital at Oak Harbor, the facility instituted a new computerized system of reporting errors, incorporating a nonpunitive approach. The new “Culture of Safety” led to a paradigm shift in assessing an individual's performance, event occurrences, and error reporting. Prior to the patient safety initiative, under the then-existing error reporting system, staff members at the Naval Hospital at Oak Harbor were held personally accountable and subject to discipline for errors they committed. Under the Culture of Safety program, most errors are considered preventable and attributable to systems issues. The new reporting system is used to assess systems failures, not individual performance. Staff may input errors and occurrences directly into the computerized database or submit paper reports. Although anonymous reporting is allowed, staff members are encouraged to identify themselves. Reviewers comment on the errors and occurrences reported to help identify trends and develop baselines for quality improvement activities. Ultimately, the appointed physician advisor for performance improvement summarizes what actions are needed to remediate the problem. The new system provides up-to-the-minute information for review, dissemination, and action, replacing the paper trails and time-consuming meetings that failed to resolve occurrences. Data collected provides feedback to department heads, allowing for monitoring, systems improvement, or environmental changes. Aggregate data are tracked, trended, and fully disseminated.

Introduction

The Naval Hospital at Oak Harbor sought to improve the quality of care provided to our patients by enhancing patient safety. ^{1, 2} Under our old reporting system, a paper-based Occurrence or Medication Error Report was submitted to the risk manager for action and assignment of reviewers. The paperwork was then sent to each individual reviewer for examination and comment. Only one reviewer at a time could look at and respond to the occurrence report. The system was ineffective, and occurrence reviews took days, weeks, and even months before a final decision could be made on what actions to take. This delay and the lack of timely feedback to hospital staff could lead to reoccurrence of an error.

We needed a new, improved system of reporting occurrences—actual adverse events or near misses that threatened the patients' well-being or put them at higher risk—to replace the old cumbersome and time-consuming reporting system. We needed a system that would focus on preventing errors. ³ The tool, which was locally developed, would serve as a mechanism to monitor, identify, and evaluate all medication errors and other occurrences that happened at our facility. Information gained from each occurrence would serve as an invaluable tool to prevent such events from recurring.

This new system of reporting combined computer technology and a new “Culture of Safety” program within the facility. It called for a nonpunitive approach when dealing with staff and handling errors that occurred. The hospital had to undertake a paradigm shift in the way it assessed individual performance and error reporting. Identified adverse events typically are the result of poorly designed systems that either permit errors or make errors difficult to detect and intercept. The staff was reassured that the new Culture of Safety program was assessing systems failures. A responsive method of catching and reporting errors would allow immediate changes to occur in these systems or the environment of care for our patients and staff. It has been the combination of database technology and the promotion of a culture of safety at our facility that continues to make this program a success. The new reporting system's computerized Occurrence Screen Database allows for up-to-the-minute interactive information for review, dissemination, and action.

System description

The Occurrence Screen Database is based upon the Microsoft^® Access database platform. This platform allows the program to easily adapt to any changes or needs of our facility and provides multiple layers of security. The program is password protected and complies with the Health Insurance Portability and Accountability Act (HIPAA) of 1996, ² requiring protection of private health information. The database also is linked to Microsoft Outlook, allowing for immediate notification of an occurrence that requires review, comment, or prompt action. The database mimics the information needed for the Department of Defense (DoD) Patient Safety Registry (PSR) ^{3 4} monthly reportsubmitted to the Armed Forces Institution of Pathology (AFIP) ^{4 5} and the MEDMARX^SM medication database ⁵ input. This aggregate data is useful in comparing our facility's patient safety record to that of other facilities of the same type and size.

System operation

The staff assigned to our facility is encouraged to immediately report any occurrences, errors, or potentially dangerous situations to the patient safety specialist. They are encouraged to identify themselves when submitting an occurrence, but are not required to do so; strict anonymity is kept for those who request it. They also are not required to identify any other staff members involved. Only the patient safety specialist, risk manager, and physician advisor have access to all of the stored information involving the occurrences.

The submitted information is tracked over time and reviewed to see if any trends are occurring that might need more attention. If a trend is discovered, a review of the system or systems in place is conducted to see if any improvements can be made. Staff retraining or reassignment might be necessary, if indicated by the trends. Proactive reviews of high-risk systems are conducted at least annually or when deemed necessary by recurrent events. A well-organized team conducts a Health Care Failure Mode Effects Analysis (HFMEA) on those processes within a system that present the most potential to harm our patients. All stakeholders in the system processes are included within the team. Remedial actions could include changes in policies and procedures, replacing equipment, and retraining staff.

If an adverse event does reach a patient, the occurrence or medication error may require a formal review of the process or system. A root-cause analysis (RCA) is performed to systematically identify processes or system problems that result in a variation in performance. If needed, changes in policy or procedure are made to improve patient safety. This form of review is a reactive method to occurrences that have already happened.

The collected data also are provided as feedback to department heads. The department heads are able to determine if personnel need monitoring, systems need improvement, or environmental changes are needed to make the area safer for our patients. The data are fully disseminated throughout the hospital and presented at meetings to the Board of Directors, Executive Committee of Medical Staff, Executive Committee of Nursing Staff, Medical Staff, Pharmacy and Therapeutics, Environment of Care, Executive Steering Committee, Infection Control, and the Patient Safety Committee. Formal reviews of the data collected on the occurrences and medication errors are performed at least monthly by the Patient Safety Committee.

Errors involving providers are reviewed at both Medical Staff Committee meetings and Executive Committee on Medical Staff meetings to determine whether a given occurrence warrants an entry into the Clinical Activity File (CAF) of the provider. The decision to make this type of entry is determined by the provider's peers. The CAF file entry is automatically generated from the database, when deemed appropriate.

Once an occurrence is closed, the risk manager archives the report. The archived report can be used later for tracking and trending data, or recalled for further review.

Barriers to overcome

Like any new system that is implemented, there are barriers at initiation. The Occurrence Screen Database has had numerous barriers to overcome to make it a success. Some of the barriers experienced were as follows:

• “Culture of Safety”: The staff had to be convinced of the nonpunitive approach to error reporting. The hospital directors had to promote the philosophy of prevention instead of punishment when dealing with discovered errors.
• Staff buy-in: The staff had to be active participants and involved in making the program work.
• Technology: As with any new system, the program did have some initial technical difficulties to overcome.
• Training: Training on the new system had to be provided throughout the hospital, requiring many man-hours.

System improvements and measures of success

The implementation of the new reporting system and the advent of the Culture of Safety program have seen a dramatic increase in the number of occurrences and errors reported over 2 years. For calendar year 2002, a total of 910 occurrences (786 nonmedication events and 124 medication errors) were reported. The number of reports filed for 2003 increased to 1,661 occurrences (1,434 nonmedication events and 227 medication errors). A much more visible measurement of success is the number of individuals who have self-reported errors. The staff feels confident in knowing that they will not be sanctioned for mistakes that are not malicious in nature. Recently, surveys were taken among the staff on their willingness to report occurrences without fear of retribution. The survey results found that 90 percent of the staff felt confident in their error reporting. A total of 8 percent felt that only a slight chance of adverse actions would be possible. Only 2 percent of our staff did not feel comfortable enough to report any and all occurrences.

An improvement in the timeliness and accuracy of the system was also achieved and facilitated measurement. The previous system could take weeks to months to complete and review an occurrence. Our new system has decreased the average time of occurrence review from months to a maximum of 2 weeks. The usual occurrence can be closed out in as little as 72 hours. The status of any occurrence report can be tracked up-to-the-minute. This automated system of data collection has also made reporting of occurrences to higher authorities ⁵ easier and more accurate.

Acknowledgments

The new system of error reporting at our facility is what has evolved into the Occurrence Screen Database. The program was originally developed by Mr. Terry M. Cook, CDR (ret), RN (risk manager); Captain James E. Kohl, RN, NC (senior nurse executive coordinator); and Mr. Daniel R. Wolniakowski (medical information department head and program designer). Through their unrelenting efforts, the system has been perfected. Lieutenant Scott J. Messmer, RN, NC (performance improvement coordinator) aided in staff compliance when utilizing the new system. It was the collaboration of these individuals and the support of the commanding officer at Naval Hospital, Oak Harbor, that made this project a success.

Captain Susan B. Herrold assumed the command at Naval Hospital, Oak Harbor, in May 2003. Her continued support of the occurrence and medication error reporting system has made it a continued success. Captain Herrold's emphasis on teamwork, patient-centered care, and continuous improvement has furthered the efforts of the system.

References

1. Kohn LT, Corrigan JM, Donaldson MS, editors. To err is human: building a safer health system. A report of the Committee on Quality of Health Care in America, Institute of Medicine. Washington, DC: National Academy Press; 2000.

2. Institute of Medicine. Patient safety: achieving a new standard for care. Washington, DC: National Academy Press; 2004.

3. O'Leary, D. Patient safety: instilling hospitals with a culture of continuous improvement. Testimony before the Senate Committee on Government Affairs; Jun 11, 2003. Available at: http://www.jcaho.org/news+room/on+capital+hill/061103_testimony.htm .

4. U.S. Department of Defense. DoD Directive 6025.17, Military Health System (MHS) Patient Safety Program (PSP) (MHSPSP). Washington, DC; 2001.

5. U.S. Department of Defense. DoD Directive 5154.24, Armed Forces Institute of Pathology (AFIP). Washington, DC; 2003.

Benefits of computerized database system

Starting in the late Twentieth Century, many companies started using computerized systems. Most of these companies started using these systems to save time and reduce costs. Even though these computerized systems are rather expensive, in the long run they saved companies money.

The companies saved money by making or purchasing a computerized system by reducing paper usage and employee overtime. Since employees did not have to spend there time doing paper work, they could do their jobs faster and more efficien

. . .
Many aspects of the computerized system might take away some duties from the human employee. This way, information is kept private or public, depending of the company needs.

Management also benefits from the computerized system.

One computerized system that saved employee’s time is automatic payroll. There is no searching for documents or other files. We see an even larger amount of companies having computerized systems now, in the Twenty-First Century. This can save the company a lot of money, but is very bad for employee morale. Some companies like this idea because it can possibly reduce the number of employees needed in the payroll section of their company.

Although many computerized systems were brought into companies in the late Twentieth century, some companies still do not take advantage of this. Instead of wasting time filling out paper time sheets, the employee could simply “clock” in at the beginning and end of each shift. Soon most, if not all, companies will have computerized systems. Management is able make decisions much faster because the information they needed to make these decisions with is right there and could easily be accessed. This gave the employees more time to do other projects around the office.

Created by: Nikki Joy Castaño

Mgt 7 class 5:15- 6:15

midterm question # 2

Research 1 company and describe how they protect their company from internet risks.

Also, research for possible risks or dangers and/or impacts of internet - related crimes to a company.

the company is Metrobank they protect their company by sending some instructions that be careful to the duplication when you tking some business of this company be careful to the false information and to the hackers it should avoid in the hackers to make the company have good records to make the customer have good views of that company

Possible risk

As the amount of personal information gathered on individuals grows larger every day, companies that compile and retain this information on paper face a greater risk that some of that information will be stolen.

Information protection has become an important issue for senior management. In a survey conducted by the Conference Board, executives from 300 companies ranked the security of company records as one of the top five critical issues facing businesses today. When asked which issues required their immediate attention and policy development, the executives ranked the security of company records second only to employee health screening.

The Metrobank handle their risk efficiently by recognize that they must safeguard sensitive documents and dispose of them in a safe manner. Handling the disposal internally is one way to ensure that sensitive documents do not become a find for a "dumpster diver" who's looking for treasure in a company's trash bin.

The possible risks or dangers and impacts of internet it should have false information about that company and the records of the company in bad views this is the danger that shoul be avoid of one company.The company maintains this website to provide you with information about our services. For the convenience of the customer, the company also provide links and good services to make the customer satisfied.

created by: Nikki Joy Castaño

Mgt7 class 5:15-6:15

midterm question # 1

Research 1 company that makes use of E-commerce. Describe the nature of this company in 1-2 paragraphs.



Identify then, how does this company use e-commerce to achieve strategic advantage. Describe the benefits derived from this strategy.

Globe Corporation

Globe Telecom is a leading telecommunications company in the Philippines. We continue to grow and engage our customers through our clear commitment of "Making Great Things Possible."As a pioneer, Globe Telecom continues to be a part of the revolution that’s connecting millions of people across the Philippines and around the world - a testament to our continuing commitment to nation-building. Beyond technology, we feel that our business is truly shaped by the bonds that tie Filipinos together. We believe that communications is ultimately about relationships, and this drives us to innovate and constantly find new ways to enhance our portfolio of services. Looking ahead, as multimedia becomes more pervasive, we fully intend to introduce compelling new products to further enrich the lives of Filipinos everywhere.

CORPORATE GOVERNANCE

Globe Telecom recognizes the importance of good governance in realizing its vision, carrying out its mission and living out its values to create and sustain increased value and returns for its customers and stakeholders.
As strong advocates of accountability, transparency and integrity in all aspects of the business, the Board of Directors (“Board”), management, officers, and employees of Globe Telecom commit themselves to the principles and best practices of governance in the attainment of its corporate goals.
The machinery for corporate governance is principally contained in the Company’s Articles of Incorporation and By-Laws which lay down the basic structure of governance, minimum qualifications of directors, Board membership of at least two independent directors, as well as the principal duties of the Board and officers of the Company.To further strengthen its governance framework and in compliance with the Securities and Exchange Commission’s Memorandum Circular No. 2 Series of 2002, the Company adheres to a Manual of Corporate Governance which clearly sets out the principles of appropriate supervision and good management, and which defines the specific responsibilities of the Board, the Board Committees, and management within the over-all governance framework.
The Company has likewise adopted a Code of Conduct for employees as a guide to matters involving work performance, dealings with employees and customers, handling of assets, records and information, and the avoidance of conflict of interest situations and corrupt practices.
Initiatives are regularly being pursued to develop and adopt corporate governance best practices, and to build the right corporate culture across the organization.

The company use e- commerce to satisfy the needs of the customer and that was their strategic advantage to the customer and the other strategic advantage is to convince their customer to make business to that corporation. The benefits that can get by the customers is good service. their core values are:

Customer First Our customers are our greatest passion. We are personally responsible for satisfying and even exceeding their expectations.
AccountabilityWe take ownership of and responsibility for our actions, decisions, and their results.
ExcellenceWe strive to be best in everything we do, in an environment that is nurturing and fulfilling. We learn and make ourselves better everyday.
InnovationWe relentlessly create and improve products, services and processes for our customers.
TeamworkWe respect each other as individuals. We work as a team and support each other’s goals.
IntegrityWe honor our commitments. We are fair, ethical and honest. Ultimately, these are what count to our Nation and God.

created by: nikki joy castaño
mgt7 class 5:15- 6:15

activity# 6= blog post #6

Research one multinational corporation like Procter and Gamble, Unilever, IBM, Microsoft, Honda and etc. Identify and describe how their subsidiaries are managed and how technology has assisted them in their corporate and/or local operations. Further, identify one Philippine company that has gone worldwide (eg. Jollibee and BENCH) and describe their strategies. Evaluate the strategies of foreign companies with that of Philippine corporations.


Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500, American global corporation based in Cincinnati, Ohio, that manufactures a wide range of consumer goods. As of 2008, P&G is the 23rd largest US company by revenue and 14th largest by profit. It is 10th in Fortune's Most Admired Companies list (as of 2007).[2][3] P&G is credited with many business innovations including brand management, the soap opera, and "Connect & Develop" innovation.
According to the Nielsen Company, in 2007 P&G spent more on U.S. advertising than any other company; the $2.62 billion it spent is almost twice as much as General Motors, the next company on the Nielsen list.[4] P&G was named 2008 Advertiser of the Year by Cannes International Advertising Festival.[5]
Contents[hide]
History

William Procter, a candlemaker, and James Gamble, a soapmaker, formed the company known as Procter & Gamble in 1837. The two men, immigrants from England and Ireland respectively who had settled earlier in Cincinnati, might never have met, had they not married sisters, Olivia and Elizabeth Norris.[6]
Since both their industries used similar resources, the Panic of 1837 caused intense competition between the two and as a result it led to discord with the family. Alexander Norris, their father-in law decided to call a meeting where he convinced his new sons-in-law to become business partners. On October 31, 1837, as a result of the suggestion, a new enterprise was born: Procter & Gamble.
The company prospered during the nineteenth century. In 1859, sales reached one million dollars. By this point, approximately eighty employees worked for Procter & Gamble. During the American Civil War, the company won contracts to supply the Union Army with soap and candles. In addition to the increased profits experienced during the war, the military contracts introduced soldiers from all over the country to Procter & Gamble's products. Once the war was over and the men returned home, they continued to purchase the company's products.
In the 1880s, Procter & Gamble began to market a new product, an inexpensive soap that floats in water. The company called the soap Ivory. In the decades that followed, Procter & Gamble continued to grow and change. The company became known for its progressive work environment in the late nineteenth century. William Arnett Procter, William Procter's grandson, established a profit-sharing program for the company's workforce in 1887. He hoped that by giving the workers a stake in the company, they would be less inclined to go on strike.
Over time, the company began to focus most of its attention on soap, producing more than thirty different types by the 1890s. As electricity became more and more common, there was less need for the candles that Procter & Gamble had made since its inception. Ultimately, the company chose to stop manufacturing candles in 1920.
In the early twentieth century, Procter & Gamble continued to grow. The company began to build factories in other locations in the United States, because the demand for products had outgrown the capacity of the Cincinnati facilities. The company's leaders began to diversify its products as well and, in 1911, began producing Crisco, a shortening made of vegetable oils rather than animal fats. In the early 1900s, Procter & Gamble also became known for its research laboratories, where scientists worked to create new products. Company leadership also pioneered in the area of market research, investigating consumer needs and product appeal. As radio became more popular in the 1920s and 1930s, the company sponsored a number of radio programs. As a result, these shows often became commonly known as "soap operas".

Procter & Gamble headquarters in Cincinnati, Ohio.
Throughout the twentieth century, Procter & Gamble continued to prosper. The company moved into other countries, both in terms of manufacturing and product sales, becoming an international corporation with its 1930 acquisition of the Newcastle upon Tyne-based Thomas Bluth Co. Procter & Gamble maintained a strong link to the North East of England after this acquisition. In addition, numerous new products and brand names were introduced over time, and Procter & Gamble began branching out into new areas. The company introduced "Tide" laundry detergent in 1946 and "Prell" shampoo in 1950. In 1955, Procter & Gamble began selling the first toothpaste to contain fluoride, known as "Crest". Branching out once again in 1957, the company purchased Charmin Paper Mills and began manufacturing toilet paper and other paper products. Once again focusing on laundry, Procter & Gamble began making "Downy" fabric softener in 1960 and "Bounce" fabric softener sheets in 1972. One of the most revolutionary products to come out on the market was the company's "Pampers", first test-marketed in 1961. Prior to this point disposable diapers were not popular, although Johnson & Johnson had developed a product called "Chux". Babies always wore cloth diapers, which were leaky and labor intensive to wash. Pampers simplified the diapering process.
Over the second half of the twentieth century, Procter & Gamble acquired a number of other companies that diversified its product line and increased profits significantly. These acquisitions included Folgers Coffee, Norwich Eaton Pharmaceuticals, Richardson-Vicks, Noxell, Shulton's Old Spice, Max Factor, and the Iams Company, among others. In 1994, the company made headlines for big losses resulting from leveraged positions in interest rate derivatives, and subsequently sued Bankers Trust for fraud; this placed their management in the unusual position of testifying in court that they had entered into transactions they were not capable of understanding. In 1996, Procter & Gamble again made headlines when the Food and Drug Administration approved a new product developed by the company, Olestra. Also known by its brand name Olean, Olestra is a substitute for fat in cooking potato chips and other snacks that during its development stages is known to have caused anal leakage and gastro-intestinal difficulties in humans. Procter & Gamble has expanded dramatically throughout its history, but its headquarters still remains in Cincinnati. {Source, Ohio History Central.}
In January 2005 P&G announced an acquisition of Gillette, forming the largest consumer goods company and placing the Anglo-Dutch Unilever into second place. This added brands such as Gillette razors, Duracell, Braun, and Oral-B to their stable. The acquisition was approved by the European Union and the Federal Trade Commission, with conditions to a spinoff of certain overlapping brands. P&G has agreed to sell its SpinBrush battery-operated electric toothbrush business to Church & Dwight. It also divested Gillette's oral-care toothpaste line, Rembrandt. The deodorant brands Right Guard, Soft & Dri, and Dry Idea were sold to Dial Corporation.[7] The companies officially merged October 1, 2005.
P&G's dominance in many categories of consumer products makes its brand management decisions worthy of study. For example, P&G's corporate strategists must account for the likelihood of one of their products cannibalizing the sales of another.[8]

[edit] Operations
Effective July 1, 2007, the company's operations are categorized into 3 "Global Business Units" with each Global Business Unit divided into "Business Segments," according to the company's June 2007 earnings release.
Beauty Care
Beauty segment
Grooming segment
Household Care
Baby Care and Family Care segment
Fabric Care and Home Care segment
Health & Well-Being
Health Care
Snacks, Coffee and Pet Care




created by nikki joy castaño.
mgt 7 5:15- 6:15

activity # 5= blogpost # 5

as a future manager, what is your ethics program. Justify each activity needed.



Answer: As a future manager, i would like to have a computer ethics program about E- commerce means that you can advertise your products through internet to make your work fast and its easy to do.When your customer purchase a product it easy to their part. Less travel times in the part of the employees and in the customers and more convinient to the customers and it will help a lot in some company.

Created by; Nikki Joy Castaño
Mgt 7 5:15- 6:15