There was considerable resistance to the change in pricing philosophy from some P&G
senior managers, in spite of the obvious advantages, since this was completely the 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
the period, but that this incremental revenue actually cost P&G more to generate than the income
created by the promotions. Thus, while sales were lower than would have been possible using
promotional pricing, profits were stronger, and the company was better positioned to build a future
based on value-priced products for brand-loyal consumers.