The category management approach provided more flexibility in restructuring the P&G
product line. Brand restructuring or consolidation would have been more difficult to achieve under
the prior structure. Brand managers maintained responsibility for advertising and limited
promotional programs, but category managers established overall pricing and product policies,
which enabled P&G to eliminate weaker brands. For example, the elimination of the White Cloud
brand by merging the product into the Charmin line would have been resisted by a White Cloud
brand manager but was strongly supported by the toilet-tissue category manager, who reported to
the paper products sector manager. Category management also avoided conflicts between similar
branded products in the same channel for advertising and distribution resources.