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Where next for P&G SRM? What are the next challenges? P&G’s business is constantly evolving. The demands placed on us by our consumers, shoppers and retail partners continue to grow, and we must be positioned to deliver against their changing needs. Our relation- ships with our external business partners must evolve and adapt to these changing business conditions. SRM is simply about how we do the work and how we ensure we deliver value. We must constantly mine our external business partner relationships to enable innovation, create new business models, drive tech- nology advances, and ensure we are delivering value to the consumer and a demonstrable competitive advantage to P&G. What advice would you give to organisations just starting out on their SRM journey? › Focus – Not all relationships are created equal and you have to be strategic about where value is created. › Resource – Effective SRM work takes time and resources, and leaders must be involved and role model the effort. › Measure and reward – Find a clear, simple way to know that you are making a difference, and make sure your business partners feel valued for the contributions they make to your business.
What do you think is the most successful aspect of your SRM? What makes you proud? P&G is consistently the preferred customer or the partner of choice, and many of our external business partners will dedicate their best talent to managing our business, bringing innovations to P&G first, and investing in our mutual success. P&G’s SRM process is a well-recognised, well-prac- ticed and highly valuable asset for the company. The process starts with leadership involvement, and our focus on creating joint value for P&G and our busi- ness partners is effectively realised every day. When you talk about leadership involvement, what does this mean in a practical sense for P&G? For P&G, leadership involvement is far more than just about sponsorship. The example is set from the top, with our CEO and many senior business leaders per- sonally involved in regular dialogue with our most important partners. These relationships may have different goals and objectives, but the thing they have in common is the ‘hands on’ involvement and the enthusiasm with which our leadership remains involved. Discussions may be directly related to our business engagement, but also subjects of common interest such as regional growth or development challenges.
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