Strategic Planning and Implementation - Case Study Example

Today, Gillette is a business unit of global corporation, Proctor and Gambler. Its global expansion was rapid during the first twenty years of Gillette's existence, with offices and plants opened in a multitude of countries around the world. It was, however, the American entry into World War I that propelled even more rapid growth when the army issued Gillette razors and blades to all military personnel. Gillette was essentially a single-line product company until the 1940s when the Toni Company was acquired.

A third major line of products was added to the company in the early 1950s by the acquisition of the Papermate company. Its major product was a marketleading refillable ballpoint pen. Today, Gillette is the largest dollar value marketer of writing instruments in the world with Papermate, Waterman, Parker and Flair among its brand franchises (Gillette Company Home Page 2008) In Gillette, corporate strategy, regardless of how elegantly conceived, how comprehensive its scope, or how forward-looking its thrust, does not provide competitive advantage until it is communicated, understood, valued and acted upon by a variety of key corporate stakeholders.

The main criteria for stakeholder participation are that employees must understand, accept and internalize corporate strategy if the strategic blueprint is to be transformed into positive strategic results (Clegg et al 2005). Suppliers, strategic partners and customers must have a basic understanding and appreciation of the firm's strategic direction if these stakeholder relationships are to flourish and be productive. Only when the corporate strategy message is communicated in a clear, concise, timely and persuasive manner to key corporate stakeholders does the firm have an opportunity to achieve competitive advantage (Amit & Schoemaker 1993).

Key Criteria for Strategy ReviewingIn Gillette, the key criteria for strategy reviewing are current performance and new strategic objectives, competition in the industry and market changes (demographic and income) (Clegg et al 2005). Gillette management understands that the strategy must embody a strategic view of the future and a plan designed to achieve strategic goals and objectives. The strategic vision must be responsive to emerging opportunities and sensitive to the internal strengths of the company.

As the multinational