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Cincinnati, Ohio-based Procter & Gamble Co. (P&G) has one of the world’s strongest portfolios of consumer products, including such well-known brands as Pampers, Tide, Crest, Duracell, Olay and Gillette. P&G employs approximately 127,000 people in about 80 countries. For fiscal 2010, the company reported net sales of nearly $79 billion.
P&G’s GBS organization was established to help P&G fulfill its goal of touching and improving more consumers’ lives, in more parts of the world, more completely. It accomplishes this by transforming the way business is done. GBS provides more than 170 distinct services and solutions including:
One example of GBS’s commitment to helping P&G maintain its relevance in the highly competitive, fast-moving consumer goods industry can be found in the delivery of virtual solutions. Specifically, GBS has helped the company transform the way it does business with retailers—and ultimately serves consumers—by leveraging virtual reality centers around the world to create, test and optimize packaging, shelving and store designs.
Despite the clear value that virtual solutions brought to P&G’s product development and merchandising efforts, GBS felt it could do an even better job of delivering these services. Under the existing virtual solutions program, delivery responsibilities were dispersed among many providers. P&G resources, for example, served as delivery managers, in charge of planning and orchestrating the virtualized consumer research initiatives. Other providers and contractors were brought on board to create the virtual experiences; manage the virtual studios; and design, build and maintain the applications that underpinned the virtual experience. This fragmented approach to virtual service delivery, while successful, was making it increasingly difficult for GBS to control costs, build capacity and quickly introduce new innovations that resonate with the users.
Under a multi-year arrangement with P&G, approximately 60 resources from Accenture Business Process Outsourcing worked closely with GBS to transition—and now manage—P&G’s virtual solutions’ content delivery and facilities services. Accenture’s scope of services has included:
To carry out these activities, Accenture has applied a hybrid on/offshore delivery model. While most team members are located onsite in Cincinnati, Ohio, and in the Accenture Delivery Centers in Mumbai, India, other Accenture professionals—including regional service management and studio operations resources—are providing support from key locations around the world, including Geneva, Buenos Aires, Warsaw, London and Frankfurt.
Working closely with GBS professionals, the Accenture team kicked off the transition in June 2009 with a small pilot project that documented process flows and role descriptions, tested major integration points and hand-offs, confirmed assumptions and service level agreements, assessed the feasibility of moving virtual reality work offshore, and identified productivity and technology improvement opportunities. The transition of services from legacy providers began in August 2009 and was carried out in phases, by geography, over a period of six months. Accenture began offering full service delivery in February 2010. At that time, the team also began initiating continuous improvement activities and learning processes for all virtual reality roles.
By teaming with Accenture, GBS is able to take advantage of the synergy that comes from working closely with a leader in virtual solutions delivery. This collaborative GBS and Accenture relationship has produced a number of benefits and enabled P&G to:
By having Accenture assume responsibility for the management and delivery of its virtual solutions, GBS has optimized P&G’s virtualization capabilities and enabled the consumer goods giant to enhance product design and placement, drive more revenue and improve shoppers’ in-store experiences.
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