宝洁公司一贯遵循聚合和适应的策略。该公司创建了全球业务单位（GBU），以享有和保留最终的利润责任。市场开发组织（MDO）进行了销售。 MDO也被汇总到区域一级。日本宝洁公司允许分歧的空间，以应对业务部门和市场部门之间越来越多的纠纷。紧张关系中心的单位是药品部门。这个部门有自己独特的分销渠道，因此它不是日本宝洁MDO结构的一部分。宝洁在全球新兴经济体面临着许多市场发展挑战。创造利润的责任在于发展中国家的国家管理人员。 GBUs和MDO决策策略和协议决定双方谁将作出决定。
As far as the case of SK-II Globalization project is concerned both pursued the policy of adaptation for a longer period of time. By establishing unique product line for each market in which it operates. It followed a different strategy and a unique set of business activities that are developed to adapt to the local differences. Later on it was observed by SK-II that the policy that it was following of country to country adaptation is contributing to limit the scope of opportunities to acquire economies of scale at international level. In SK-II Globalization project countries were aggregated into region and strategies were made keeping in view the requirements of each region.
Procter &Gamble consistently followed both the strategies of aggregation and adaptation. The firm created Global business units (GBUs) in order to enjoy and retain ultimate profit responsibilities. Selling was made by market development organizations (MDOs). MDOs were also aggregated up to regional level. The room for differences was then allowed by P&G Japan in order to tackle the growing disputes among business units and market units. The unit that was center of tensions was that of pharmaceuticals division. This division has its own distinct distribution channels and therefore, it is not a part of MDO structure of P&G Japan. P&G faced many market development challenges in emerging economies of the world. The responsibility to generate profit lies with country managers in developing countries. GBUs and MDOs make decisions about strategies and protocol determine who among the two parties will make decisions.