There was considerable resistance to the change in pricing philosophy from some opposite of the high-low pricing strategies many executives had used to create new brands and strengthen P&G product market throughout their careers. Jager noted that the new pricing did cost P&G sales over period, but that this incremental revenue actually cost P&G more to generate than the income created by the promotion. Thus, while sales were lower than would have been possible using promotional pricing, prove it’s were stronger, and the company was better positioned to build a future based on value-priced product brand-loyal consumers.