Value Pricing at Procter & Gamble (B)
1996 | Case No. M284B
The transition to value pricing required changes in product development as well as in the roles of brand managers and the sales force, and coincided with a significant drop in both shipments and sales. In championing such a radical change, Durk Jager had put not only his own job on the line, but also the fate of the entire company. May be used with Value Pricing at Procter & Gamble (A).
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