Introduction Proctor & Gamble is a multinational company with headquarters located in Cincinnati, United States. The company’s products range from cleaning agents, including detergents and washing powder, to personal care products. The company has been carrying out successful business strategies that allow it to sustain a competitive advantage on the international market. Despite its consumer-oriented approach, the chairman of the P&G’s John Pepper faces problems in meeting the needs and requirements of the company’s customers (Hooley et al., 2008). Using the World Wide Web and organizing camera crews all over the world correspond to the public-oriented policy. Nevertheless, the anthropologic rigor does not contribute to the pricing policy in the company. Specific attention should also be given to technologic innovation, because some of the products are in low demand among consumers due to its old-fashioned design. In order to solve the problem, the company managerial staff should reconsider the problem and provide a new marketing plan that would fill in the gaps and provide a new approach to treating the consumer behavior. In particular, the P & G should first of all consider the information exchange systems and advance the information technologies to receive useful data about consumer demands (Hooley et al., 2008). In addition, the company should also integrate innovation into the existing brands that are less popular among buyers to increase profits and receive a competitive advantage over other related products. Pertinent use of incoming data is a priority for rethinking the company’s ideology (Hooley et al., 2008). Finally, the company should also work out efficient coping mechanisms that will allow the producers to stand the criticism and react to the consumer needs efficiently. Success Metrics and Implementation Strategies In order to ensure the implementation of efficient pricing policy, the company should develop activities that will contribute to the successful program implementation. The success metrics, therefore, should be confined to the following activities:  1. Development and submission of ideas;  2. Analysis of feedback from customers and employees;  3. Conducting surveys within the employed environment;  4. Estimating time scheduling by means of step-by-step procedures;  5. Defining the number of employees necessary for a specific stage of accomplishment;  6. Creating contingency plan Because the primary purpose of the new marketing plan lies in redirecting the customer-centric approach to integrating innovation and enhancing brand loyalty, the implemented ideas should be related to additional metrics that focus on effectiveness of the plan. For instance, measuring the benefits of introduced concept could be measured by means of opinion-based (surveys) and statistical data (qualitative) (Hooley et al., 2008). The potential benefits of the above-presented evaluations are associated with financial saving, enhanced ability to achieve the mission (increased safety and public health policies), and enriched organizational culture. Additionally, the consumers will likely to receive high quality services due to an efficiently organized work. The company should realize that the success of the business strategy depends on the degree to which customer satisfies his/her needs and purposes while using proposed products and services. In this respect, the evaluation of the contextual envi