1.

Introduction
Taken together, our Purpose, Values and Principles are the
foundation for P&Gs unique culture. Throughout our history of
nearly 175 years, our business has grown and changed while
these elements have endured, and will continue to be passed
down to generations of P&G people to come. Our Purpose
unifies us in a common cause and growth strategy of improving
more consumers lives in small but meaningful ways each day.
It inspires P&G people to make a positive contribution every
day. Our Values reflect the behaviors that shape the tone of
how we work with each other and with our partners. And Our
Principles articulate P&Gs unique approach to conducting work
every day.
Diversity & Inclusion is deeply rooted in our companys
Purpose, Values & Principles. It is who we are, and aspire to be,
as a company. When P&Gers come together, we create a rich
tapestry. Each of us is truly unique. Beyond the visible
differences, we come from diverse traditions, with a wide array
of personal experiences and points of view. Through our
commitment, P&G brings together individuals from different
backgrounds, cultures, and thinking styles providing remarkably
different talents, perspectives, and life and career experiences.
Thats why, in our increasingly interconnected world, it is only
appropriate that we celebrate everyones uniqueness, every
day.
The mission of Diversity & Inclusion at P&G is:

Diversity & Inclusion at P&G is EVERYONE. It is living it every

day. It is experiencing it everywhere. It comes to life through
everyday experiences and interactions that inspire P&Gers to
unleash their potential and perform at their peak. This peak
performance is directly related to our ability to improve the
lives of the worlds consumers.

2. Objectives
We Share P&Gs Purpose and Values:
Our Purpose, Values and Principles are the foundation on which
we develop leaders at P&G. Our shared Purposeimproving the
lives of the worlds consumersin addition to our Valuestrust,
integrity, ownership, leadership and passion for winningunify
us as we collaborate as a team internally and compete to win
externally.

We Hire the Best:

Nearly a half-million people apply for P&G jobs every year. We
hire less than 1%. We attract top talent because of P&Gs
reputation as a great company for leaders, and we identify the
best applicants by using a proven recruiting process that
measures intelligence, assesses character and leadership, and
predicts success at P&G.

We Challenge P&G People from Day One.

We believe theres no substitute for hands-on experience when
it comes to leadership development. Thats why we create
early, meaningful responsibilities for every employee. Typical
assignments demand collaboration inside and outside the
Company, disciplined project management and the need to be
in touch with consumers, retail customers and other external
stakeholders.

Business and Functional Leaders Actively Recruit, Teach

and Coach:
Line business leaders are accountable and involved at every
step of the process. This starts at the top. Our Chief Executive
Officer, Vice Chairs, Presidents and Functional Officers recruit

on college campuses and teach in our executive education

programs. These senior executives also act as mentors and
coaches for younger managers, helping them develop the skills
necessary to lead large businesses and organizations.
We Plan Careers:
We create opportunities for careers at P&G, not just jobs. One
way we do this is by managing P&G talent globallystarting at
mid-levels of management and higherto enable career
development and growth across businesses and geographies.
We identify talent early and groom people through a series of
varied and enriching assignments that will prepare them for
future roles. The CEO and Vice Chairs meet monthly to plan
senior management assignments. Business presidents meet as
a talent-development team once per quarter. And the Board of
Directors reviews P&Gs talent pipeline once a year.
We Never Stop Learning.
In addition to on-the-job experience, we provide a wealth of
technical, functional and leadership skills training. Some
programs are offered at career milestones, such as when an
employee first takes on responsibility for managing others or
leading an organization. Other programs take managers out of
the classroom and into retail stores or even into consumers
homes. This process not only helps P&G people develop
business skills but also deepens their commitment to touching
and improving consumers livesP&Gs enduring Purpose.
Non-Discrimination Policy
P&G is committed to providing equal opportunities in
employment. This means we must treat our fellow P&Gers and
P&G applicants fairly and never engage in any form of unlawful
discrimination. We follow all related laws and in our
employment decisions (such as recruiting, hiring, training,
salary and promotion) we do not discriminate against
individuals on the basis of race, color, gender, age, national

origin, religion, sexual orientation, gender identity or

expression, marital status, citizenship, disability, veteran
status, HIV/AIDS status, or any other legally protected factor.
3. Literature Review
Prof Thomas H.Davenport and Prof Jeanne G.Harris are the
authors of Competing on Analytics: The New Science of Winning
(Harvard Business School Press 2007). In the articleWhat
people want (and how to predict it) they have tried to find
answers to the leading question which is how to find what the
consumers want and the methods to predict them According to
them, Companies now have unprecedented access to data and
sophisticated technology that can inform decisions as never
before. How successful are they at helping forecast what
customers want to watch, listen to and buy?
The authors noted that the year of 2007 was a terrible year for
many big movies stars. One major exception was the Hollywood
star, Will Smith , whose film I Am Legend set a box office
record for a movie opening in December , taking in $77 million .
In 2008, Smiths star vehicle Hancock grossed more than
$625 million worldwide despite poor critical reviews.

Smiths success was not all that surprising, however: with the
exception of the Harry Potter movies, those in which smith star
have higher opening weekends and average box office
receipts than movies with any other male lead. The authors
have noticed that, its easy to see why most people view the
prediction of taste as an art. Historically, neither the creators
nor the distributors of cultural product have used analytics
data, statistics, predictive modeling to determine the likely
success of their offerings. Instead, companies relied on the
brilliance of tastemakers to predict and shape what people
would buy. If Coco channel said hemlines were critical. Harry
Cohn, the founder of

Columbia Pictures, believed he could predict how successful a

movies would be based on whether his backful a movies would
be based on whether his backside squirmed as he watched (if it
did , the movies was no good ) .

The authors feel that Creative judgment and expertise will

always play a vital role in the creation, shaping and marketing
of cultural products. But the balance between art and science is
shifting. Today companies have unprecedented access to data
and sophisticated technology that allows even the best known
experts to weigh factors and consider evidence that was
unobtainable just a few years ago. As a result, the prediction of
consumer taste is quietly becoming a prominent feature the
entertainment and shopping landscape. Creators and
distributors of cultural products are attempting to predict how
successful a particular product will be before, or after its
creation. Consumers of cultural products can draw upon
recommendations- a form of prediction as well- about which
products or product attributes will appeal to them.

In this article they have described the results of a study of

prediction and recommendation efforts for a variety of cultural
products. They explain why prediction and recommendation
technologies are important, the different approaches used to
make predictions are applied and the barriers to more
extensive use.

4. Research Methodology
The study is based on proper methodology which comprises
wide discussion with the selected retailers, industrialists,
economists and academicians. The study is based on the
secondary data.
Research has indicated that trade, consumers and employees
wish to make a change to the education of marginalized
children and feel that they are too small to make that change.
Also, key influencers like Bollywood celebrities supporting
Shiksha make an impact on the Target Audience and help to
create awareness of the program.

Of the 190 respondents surveyed, approximately 70% were

females and 30% were males. The age groups varied from
below-20 to more-than-40 years. The majority of the
respondents were between 26 and 30 years of age. When
surveyed about the factors depending on CSR activity by P&G
in India, approximately 41% respondents reported that their
friends were the most influential factor in their decision. The
rest (22%) were influenced by their family, by social media
(15%) and very few by celebrities.

5. Role of MNCs

The multinational companies in India represent a diversified

portfolio of companies from different countries. Though the
American companies - the majority of the MNC inIndia, account
for about 37% of the turnover of the top 20 firms operating
in India, but the scenario has changed a lot off late. More
enterprises from European Union like Britain, France,
Netherlands, Italy, Germany, Belgium and Finland have come
to India or have outsourced their works to this country. Finnish
mobile giant Nokia has their second largest base in this country.
There are also MNCs like British Petroleum and Vodafone that
represent Britain. India has a huge market for automobiles and
hence a number of automobile giants have stepped in to this
country to reap the market. One can easily find the showrooms
of the multinational automobile companies like Fiat, Piaggio,
and Ford Motors in India. French Heavy Engineering major
Alstom and Pharma major Sanofi Aventis have also started their
operations in this country. The later one is in fact one of the
earliest entrants in the list of multinational companies inIndia,
which is currently growing at a very enviable rate. There are
also a number of oil companies and infrastructure builders
from Middle East. Electronics giants like Samsung and LG
Electronics from South Korea have already made a substantial
impact on the Indian electronics market. Hyundai Motors has
also done well in mid-segment car market in India.
Globalization has accelerated in recent years, a development
that has significant implications for the regulation and
governance of international business, trade and investment.
International business implies no fundamental shift in the
underlying principles of trading or business functions but simply
more cross-border transactions. In simpler terms it includes all
commercial transactions private and governmental between
two or more countries. Private companies undertake such
transaction for profit; governments may or may not do the

same in their transactions. The world has seen a tremendous

increase in the global transactions and foreign trade in recent
years. The main reason behind this is that now more and more
countries are getting engaged in trading with each other in
order to increase their profit or sales or protecting them from
being eroded by competition. The main objectives which are
influencing the companies to engage in international business
are expansion of sales, acquiring resources, minimizing
competitive risk and diversification of sources of sales and
supplies (Johnson & Turner, 2003). Besides these there are
other few factors like economic factors, cultural factors,
technological factors, and social factors which have influence to
a greater extent. The emergence and activities of transnational
and multinational enterprises had impacted to a huge extent on
the concept of globalization, and multinationals have played an
important role. Given their international reach and mobility,
prospective countries, and sometimes regions within countries,
must compete with each other to have MNCs locate their
facilities (and subsequent tax revenue, employment and
economic activity) within.