DIVERSIDAD FAUNÍSTICA COMO BASE PARA EL DESARROLLO DEL TURISMO ALTERNATIVO

Consider the following description of a firm-wide strategy pur- sued by Procter & Gamble:*

Procter & Gamble (P&G), the world’s largest consumer products company, follows a fairly unique strat- egy: P&G appeals to the heart and cares about human needs. In other words, P&G attempts to touch and improve the lives of its consumers all over the world. As an example, take the razor-and-blade innovation pioneered by Gillette’s Himalaya team, which focuses on India but is a global group based partly in Boston, USA. The team received information about how men in India shave: about half of them use barbershops and barbers usually break double-sided blades in two and used them repeatedly, which crates unsanitary conditions. With the strategic goal of improving the lives of its customers, the team created a razor-and-blade innova- tion that simplified the essential features of the shaving done in barbershops. The products were a success in terms of improving both the human condition and profitability. As a second example, consider a situation in P&G Brazil, where P&G feared a shutdown due to decreased business volume. Low-income consumers were the fastest growing segment of the population, but P&G’s global premium products were too expensive for this market segment. Local P&G teams decided to live with families, scrutinized every

P&G process in an attempt to reduce costs, and ended up creating an innovative products line they dubbed “basico” (for “essential” in Portuguese). The team members felt that they were doing good for the world, not just making money for the corporation. Demand immediately outpaced supply when the first “basico” products were launched, which included women’s hygiene, diapers, and greener laundry detergent. The company quickly captured market share through small neighborhood shops and premium products were lifted. The business in Brazil became a profitable global growth model, and not just for emerging countries. As a consequence, “Tide Basic” was recently introduced in the United States.

In sum, P&G’s strategy inspires employees to add their hearts to their heads and aims at finding creative solutions when purpose-inspired opportunities and commercial consid- erations seem to collide.

Imagine you are an HR executive at P&G. Given the company’s strategic orientation toward purpose and values, what would you do to help align a new performance management system with the strategic plan? How would you explain this relationship? What would you say and do to garner company-wide support for your performance manage- ment system? !

*_{The description is adapted from the following source: Kanter, R. M. (2009, September 15) Inside Procter &}

Gamble’s New Values-Based Strategy. Bloomberg Businessweek. Retrieved March 3, 2011 from: http://www. businessweek.com/managing/content/sep2009/ca20090915_398234.htm

Chapter 3 • Performance Management and Strategic Planning 85

End Notes

1. Addams, H. L., & Embley, K. (1988). Performance management systems: From strategic planning to employee productiv- ity. Personnel, 65, 55–60.

2. Rao, A. S. (2007). Effectiveness of perform- ance management systems: An empirical study in Indian companies. International

Journal of Human Resource Management, 18, 1812–1840.

3. Collier, N., Fishwick, F., & Floyd, S. W. (2004). Managerial involvement and per- ceptions of strategy process. Long Range

Planning, 37, 67–83.

4. Tapinos, E., Dyson, R. G., & Meadows, M. (2005). The impact of performance measure- ment in strategic planning. International

Journal of Productivity and Performance Management, 54, 370–384.

5. Adapted from Addams and Embley (1988), op. cit.

6. Adapted from C. D. Fisher, L. F. Schoenfeldt, & J. B. Shaw. Human Resource

Management, 5th ed. (Boston: Houghton Mifflin, 2003).

7. The discussion regarding environmental analysis is adapted from W. Drohan, “Principles of Strategic Planning,”

Association Management 49(1997): 85–87. 8. Company profile. Available online at http://

www.frontierairlines.com/frontier/who- we-are/company-info/fact-sheet.do. Retrieval date: May 1, 2011.

9. Low-cost Ted may help United fly out of bankruptcy (2004, February 13). USA Today. Available online at http://www.usatoday. com/travel/news/2004-02-13-ted-wrap_x. htm. Retrieval date: May 1, 2011.

10. Kennedy, C. R., Jr. (1984). The external environment-strategic planning interface: U.S. multinational corporate practices in the 1980s. Journal of International Business

Studies, 15, 99–108.

11. Collins, J. C., & Porras, J. I. (1996, September–October). Building your

company’s vision. Harvard Business Review,

74, 65–77.

12. Mission statement. Available online at http://www.spectrumbrands.com/ AboutUs/Mission.aspx. Retrieval date: May 1, 2011.

13. Company profile. Available online at http:// www.greif.com/about-greif/vision-statement. asp. Retrieval date: May 1, 2011. Greif, Inc. 14. Bill Gates. Available online at http://www.

microsoft.com/billgates/speeches/industry &tech/iayf2005.asp. Retrieval date: May 1, 2011.

15. Harley-Davidson reports record fourth quar- ter and 18th consecutive record year. Available online at http://www.harley- davidson.com/CO/NEW/en/PressRelease_ Date.asp?locale=en_US&bmLocale=en_US &id_in=552&dspmm=1&dspyy=2004. Retrieval date: May 1, 2011.

16. Wilson, N. (2004). Rewarding values at Loop Customer Management. Strategic HR

Review, 3(January–February), 12–13. 17. Microsoft Corporation. Our mission.

Available online at http://www.microsoft. com/about/en/us/default.aspx. Retrieval date: July 29, 2011.

18. Mission statement of NSU. Available online at http://www.nsu.edu/about/. Retrieval date: May 1, 2011.

19. The School of Business mission statement. Available online at http://www.nsu.edu/ business/. Retrieval date: May 1, 2011. 20. González-Benito, J., Aguinis, H., Boyd, B.

K., and Suarez-González, I. (in press). Coming to consensus on strategic consensus: A mediated moderation model of consensus and performance. Journal of

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