Hoe P&G Het Leven Van De Belgische Consument Verbetert Sinds 1956

Total Page:16

File Type:pdf, Size:1020Kb

Hoe P&G Het Leven Van De Belgische Consument Verbetert Sinds 1956 Hoe P&G het leven van de Belgische consument verbetert sinds 1956 Productlanceringen in België en overnames door P&G 1959 1990 1965 1993 EEN 60-JARIG SUCCESVERHAAL We zijn verheugd en trots dat we samen met u 60 jaar innovatie van P&G in België mogen vieren. Sinds we lang geleden, in 1956, onze eerste werknemer in dienst namen, zijn onze dagelijkse levens en gewoonten onvoorstelbaar veranderd. P&G was er altijd, met baanbrekende, innovatieve, ondenkbare producten. Maar voor een bedrijf als P&G is eigenlijk niets ‘ondenkbaar’. Onze 1966 1995 bedrijfscultuur is er één die uitdagingen omarmt als nieuwe op- portuniteiten. De niet-aflatende passie en gedrevenheid van onze Belgische teams doorheen die 60 fascinerende jaren is waarom we nu terecht kunnen stellen dat P&G België één van de juwelen is op de kroon van onze internationale onderneming. Ons Brussels Innovation Center heeft echt een essentiële rol ge- speeld in die geschiedenis boordevol innovaties. Het is uitgegroeid 1967 1997 tot een wereldwijd Center of Excellence voor was- en reinigings- middelen. Onze onderzoekers en ingenieurs stoppen jaren en jaren van onderzoek en ontwikkeling in elk product dat we op de markt brengen, waarbij ze altijd uitgaan van diepe inzichten in de behoef- ten van de consument. België kan terugblikken op een rijke traditie van ‘premières’. In België werd de eerste P&G-fabriek op Europese bodem geopend. 1971 1999 In België zijn de enzymatische poeders, vloeibare wasmiddelen en pods uitgevonden en geïntroduceerd. Vandaag, zestig jaar later, zijn heel wat van onze producten uitge- ® groeid tot iconische merken die elke Belgische consument dagelijks tegenkomt. Wie kent niet de slogan ‘witter dan wit’ van Dash, de oude groene Dreft-fles, de lachende Pampers-baby’s of de kale Mr. Proper op wie we allemaal vertrouwen in het huishouden? 1975 2005 We nodigen u graag uit om in dit boekje door de rijke geschiede- nis van P&G te struinen en onze nieuwste innovaties te ontdekken. U vindt er ook verrassend veel wetenschap achter onze producten. ® * * Laat ons klinken op de volgende 60 jaar P&G België! 1985 * * 1988 2010 * * Overnames 2 3 P&G WERELDWIJD P&G IN BELGIË Actief in 2 locaties Brussels Innovation Center en kantoren van P&G ~70 LANDEN. in Strombeek-Bever. P&G-producten worden verkocht in Fabriek van P&G in landen. 180+ Mechelen – huishoud- producten. BIJNA 5 MILJARD In totaal ongeveer consumenten worden door onze merken bediend. 1.500 MEDEWERKERS onder wie meer dan 600 wetenschap- pers en ingenieurs in het Brussels Innovation Zo’n 65 MERKEN Center, waar meer dan 40 nationaliteiten in 10 kerncategorieën samenwerken. Hoe P&G het leven van merken op de Belgische markt, Investering in R&D: 2 MILJARD $ over alle categorieën heen. de Belgische consument per jaar, meer dan elk ander bedrijf 22 in de branche. Brussel geeft onderdak aan het Fabric & verbetert sinds 1956 Home Care R&D-center van P&G (Brussels Innovation Center, B.I.C.). Hier heeft P&G het 1956 1963 eerste waspoeder, de eerste vloeibare was- middelen en de 3in1 Pods van Ariel ontwik- P&G VESTIGT ZICH IN BELGIË BRUSSELS INNOVATION P&G werd bijna 180 jaar geleden opgericht met keld, die nu wereldwijd worden verkocht. CENTER Producten van P&G, die tot dan een eerste investering van ongeveer 7000 dol- toe via een tussenpersoon in P&G kiest België als ba- Ongeveer lar en een handdruk tussen twee mannen – een België werden verkocht, ken- sis voor zijn Onderzoek- en 2,5 MILJARD consumenten wereldwijd gebruiken wasmid- nen een groot succes. De tijd Ontwikkelingscenter voor onder- kaarsenmaker en een zeepzieder – die in twee delen en huishoudproducten die ontwikkeld is rijp voor een Belgische vesti- houdsproducten. Het European werden in het B.I.C. heel elementaire dingen geloofden: dat dage- ging. Technical Center, later omge- lijkse producten van de hoogste kwaliteit kon- doopt tot Brussels Innovation Elke seconde worden P&G-producten Center, opent de deuren op het gekocht in België. 6 den en moesten zijn, en dat je alleen met een oude terrein van Expo ‘58. Het eerlijke, integere aanpak op lange termijn kon B.I.C. ontwikkelt tot op vandaag belangrijke innovaties, zoals de zakendoen. Vandaag is P&G één van de groot- 3in1 Pods. WIST JE DAT… ste bedrijven voor consumentenproducten ter Het gerucht gaat dat de ontwerper van het Ariel-logo zich liet inspireren door wereld. het Brusselse Atomium. Het resultaat is een artistieke voorstelling van een atoom met drie schillen rond de kern, een verwijzing naar de wetenschappelijke Het eerste product van het bedrijf, de in 1879 doorbraak achter dit product. gelanceerde Ivory Soap, werd ontwikkeld door In het B.I.C. brengen wij uren door met consu- James Gamble, een van de stichters van P&G. Het menten om hun gewoonten en praktijken te was een doorbraak: de eerste natuurlijke zeep begrijpen, en producten in reële omstandighe- den te testen: die zacht genoeg was voor het lichaam, maar geïnterviewde consu- toch ook effectief om kleren te wassen. +10.000 menten per jaar. En dat was pas het begin van de rijke geschie- Wij draaien ongeveer 30.000 wassen per jaar. denis van P&G, gekenmerkt door baanbre- 1957 Het centrum heeft een klein ‘consumenten- kende innovaties die het leven van de consu- huis’, waar wij consumenten uitnodigen om FABRIEK IN MECHELEN ment transformeren. onze nieuwste innovaties te testen en van hen Premier Achiel Van Acker opent te leren. de nieuwe fabriek van P&G in Mechelen. De eerste produc- Ongeveer ten die er worden gemaakt, zijn 2,5 MILJARD consumenten gebruiken producten die hier Daz, Tide, Dreft en Spic&Span. werden ontwikkeld. In het eerste jaar produceren 100 werknemers 5.000 ton de- tergent voor de Belgische markt. 4 5 1961 1999 2004 2011 2016 GEBOORTE VAN PAMPERS BABYDOEKJES 1 PAK = 1 VACCIN URINE-INDICATOR BABY-DRY: 3 ABSORBERENDE KANALEN Victor Mills, een Amerikaanse Pampers ontwikkelt babydoek- Pampers introduceert de nieuwe Magical Pods-technologie, die wetenschapper van P&G, wil jes als antwoord op de groei- urine gelijkmatig in de kern van de luier verdeelt. Zo wordt de een betere oplossing vin- ende vraag naar een snelle, urine binnen in de luier vastgehouden en blijft de huid droog. den om zijn kleinkind droog handige en zachte oplossing Mama’s kunnen erop vertrouwen dat de nieuwe Baby-Dry-luiers Love, Sleep & Play en comfortabel te houden om babyhuidjes schoon te ma- ‘s nachts tot 12 uur lang droog blijven en bescherming bieden. Zo en vindt daarom de moderne ken zonder de natuurlijke pH- kunnen baby’s veel beter slapen, en dat bevordert dan weer hun UNICEF België en Pampers slaan wegwerpluiers van P&G uit… waarde te verstoren. ontwikkeling. de handen in elkaar om voor elk Pampers, hét topmerk van P&G, is ongetwijfeld Pampers was geboren! verkocht pak Pampers een vac- de meest iconische innovatie van het bedrijf. Al cin te schenken. Deze actie groeit Om gemakkelijker te werken, meer dan 50 jaar lang maakt Pampers baby’s blij 2001 al snel uit tot een wereldwijde vragen kinderartsen Pampers PRODUCTLIJN VOOR samenwerking in de strijd te- om een ingebouwde urine-indi- en bevordert het merk hun gezonde ontwikke- DE VERSCHILLENDE gen neonatale tetanus. Pampers cator te ontwikkelen. Zo hoeven ling. Als alternatief voor luiers van textiel heeft ONTWIKKELINGSSTADIA en UNICEF hebben sinds het be- ze de luier niet open te maken gin van dit initiatief in 19 landen om te kijken of de baby geplast Pampers lanceert zijn premium Pampers het leven van baby’s en hun ouders neonatale tetanus geëlimineerd heeft. Al snel vragen mama’s ZO ZACHT MAGIC PODS FLEX lijn in België. Deze producten en 100 miljoen mama’s en hun aan P&G om die innovatie ook ALS KATOEN drastisch veranderd. Het merk blijft leren van – New Baby, Active Fit en Easy Drie absorberende Stretchy Sides zor- baby’s beschermd tegen de dode- toe te passen op de Pampers die up Pants – zijn heel populair in Een bovenlaag die kanalen verdelen gen voor een com- baby’s en pakt regelmatig uit met belangrijke lijke ziekte. in de winkel worden verkocht. België, waar consumenten hou- de huid van baby’s de urine gelijkma- fortabele pasvorm En ze hebben hun zin gekre- innovaties die de zachtheid, het absorptiever- den van kwaliteit. New Baby zacht en droog tig in de luier en een betere be- gen! mogen, het comfort en de bescherming van zelfs werd ook de eerste keuze van houdt, voor een scherming tegen kraamafdelingen. 2010 goede nachtrust lekken het teerste babyhuidje verbeteren. Die innova- ACTIVE FIT ties hebben geholpen om luieruitslag bij baby’s De onderzoekers van Pampers met maar liefst 50 procent te verminderen en ontwikkelen een nieuwe ab- sorberende gel die papierpulp het gewicht van de luiers met een derde te verla- overbodig maakt. Dankzij deze gen, wat ook veel beter is voor het milieu. 1975 Dry Max-technologie worden de PAMPERS VERKRIJGBAAR luiers 20% dunner. De nieuwe IN BELGIË Active Fit Pampers geven baby’s FEITEN EN CIJFERS meer bewegingsvrijheid, zodat Pampers verschijnt op de ze al spelend kunnen leren en baby’s in meer Belgische markt. Het product groeien. 25 miljoen dan 100 landen kent meteen een groot suc- wereldwijd dragen Pampers. ces en het merk wordt al snel marktleider… Een positie die Marktleider in België sinds Pampers tot op de dag van van- de lancering in . MICRO PEARLS™ LUCHT- 1975 daag inneemt. DROGE DOORLATENDE van de baby’s geboren in Een binnenlaagje BUITENLAAG MATERIALEN Belgische ziekenhuizen draagt met Micro Pearls™ 98% Absorbeert het Pampers. absorbeert het Zorgen ervoor dat vocht en houdt het vocht en houdt het de lucht om de Sinds de introductie van weg van de huid diep in de luier vast huid blijft circu- Pampers is luieruitslag met 50% leren afgenomen en zijn de luiers een derde lichter geworden.
Recommended publications
  • S Upply C Hain M Anagement B Est P Ractices
    ffirs.qxp 9/18/06 8:52 AM Page i S UPPLY C HAIN M ANAGEMENT B EST P RACTICES | DAVID BLANCHARD JOHN WILEY & SONS, INC. ffirs.qxp 9/18/06 8:52 AM Page iv ffirs.qxp 9/18/06 8:52 AM Page i S UPPLY C HAIN M ANAGEMENT B EST P RACTICES | DAVID BLANCHARD JOHN WILEY & SONS, INC. ffirs.qxp 9/18/06 8:52 AM Page ii This book is printed on acid-free paper. ࠗ∞ Copyright © 2007 by David Blanchard. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978–750–8400, fax 978–646–8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201–748–6011, fax 201–748–6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose.
    [Show full text]
  • Ariel Egypt: from Market Penetration to Fierce Competition
    205 Chapter 13 Ariel Egypt: From Market Penetration to Fierce Competition Ahmed Tolba American University in Cairo (AUC), Egypt EXECUTIVE SUMMARY This case study examines the past and present challenges facing Ariel, a long-time market leader in the detergent sector in Egypt whose market share has started to slip. In particular, it examines the market- ing strategies and performance of Ariel High Suds, which is witnessing a declining market share as well as a decline in the overall high-suds market due to fierce competition and the growing low-suds market in Egypt. INTRODUCTION “Ariel will always be the brand of the people that provides superior cleaning no matter what “Ariel ranks number one top-of-mind brand in happens in the market, thanks to 13 years of road Egypt, ahead of even Coke and Pepsi! That’s shows and events that have brought Ariel so close an incredible success story,” said Hany Farouk, to the hearts and minds of Egyptian consumers.” Ariel Egypt Brand Manager, beaming at Waleed Smiling, Azmy added: “And don’t forget that Azmy, Account Manager of Saatchi & Saatchi, Ariel was the pioneer in introducing the reality the promotional company of Procter & Gamble concept in its campaigns, and competitors are (P&G), and at Hamed Ibrahim, its General Man- just trying to replicate our ideas.” Farouk took a ager. Ibrahim nodded in satisfaction, saying: deep breath and added: “But we need to save the position of Ariel Hand Wash in the market. We DOI: 10.4018/978-1-60960-583-4.ch013 Copyright © 2011, IGI Global.
    [Show full text]
  • Innovation Is P&G's Life Blood
    Innovation is P&G Innovations P&G’s Life Blood It is the company’s core growth strategy and growth engine. It is also one of the company’s five core strengths, outlined for focus and investment. Innovation translates consumer desires into new products. P&G’s aim is to set the pace for innovation and the benchmark for innovation success in the industry. In 2008, P&G had five of the top 10 new product launches in the US, and 10 of the top 25, according to IRI Pacesetters, a report released by Information Resources, Inc., capturing the most successful new CPG products, as measured by sales, over the past year. Over the past 14 years, P&G has had 114 top 25 Pacesetters—more than our six largest competitors combined. PRODUCT INNOVATION FIRSTS 1879 IVORY First white soap equal in quality to imported castiles 1901 GILLETTE RAZOR First disposable razor, with a double-edge blade, offers alternative to the straight edge; Gillette joins P&G in 2005 1911 CRISCO First all-vegetable shortening 1933 DREFT First synthetic household detergent 1934 DRENE First detergent shampoo 1946 TIDE First heavy-duty The “washday miracle” is introduced laundry detergent with a new, superior cleaning formula. Tide makes laundry easier and less time-consuming. Its popularity with consumers makes Tide the country’s leading laundry product by 1949. 1955 CREST First toothpaste proven A breakthrough-product, using effective in the prevention fluoride to protect against tooth of tooth decay; and the first decay, the second most prevalent to be recognized effective disease at the time.
    [Show full text]
  • 1 1 2 2 for Questions Regarding Prices on Large Quantity Orders, Please
    1 2 Dear Valued Customer, Over the past few months, we have seen considerable increases in the gas and toll prices. Over the past ten years we were fortunate enough to offer our loyal customers 2% off. While we do strive to manage cost wherever possible and to minimize any price increase to our customers. We find it necessary to remove this discount effective 05/01/2019. Our continuing goal is to deliver the best possible quality and service with the most favorable economics. This adjustment will allow us to maintain our current levels of standards. We understand price adjustments of any kind will affect your business, but we hope you appreciate the efforts we have made to minimize the impact. We are committed to maintaining the high quality of products as well as service you have come to expect. We thank you for your understanding. Should you have any questions or concerns, please do not hesitate to contact us. Sincerely, ReGo Trading For questions regarding prices on large quantity orders, please Terms and Conditions email or fax us a list of the items $1,000 minimum order for free delivery within the 5 boroughs of NY, NJ & PA. you are interested in along with Tailgate delivery only. quantities. We can order special- Freight charge of $75 for orders under minimum. ty items direct from all major Call for rates outside the NJ/NY area. manufacturers. Easy ordering: All sales are COD cash unless arranged in advanced. Phone, Fax, Online or We ship paper products or specials only equal amount of the other products.
    [Show full text]
  • Procter & Gamble Co (Pg)
    PROCTER & GAMBLE CO (PG) 10-K Annual report pursuant to section 13 and 15(d) Filed on 08/08/2012 Filed Period 06/30/2012 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K (Mark one) [x] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended June 30, 2012 OR [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File No. 1-434 THE PROCTER & GAMBLE COMPANY One Procter & Gamble Plaza, Cincinnati, Ohio 45202 Telephone (513) 983-1100 IRS Employer Identification No. 31-0411980 State of Incorporation: Ohio Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, without Par Value New York Stock Exchange, NYSE Euronext-Paris Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No o Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes o No þ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Investor Fact Sheet
    Investor Fact Sheet Our Vision The Gillette Company’s Vision is to build Total Brand Value by continuously innovating to deliver consumer and customer value faster, better and more completely than our competition. We Will Achieve Our Vision by Focusing on 4 Strategies 1. Drive growth in core and related core categories. 2. Accelerate growth in key emerging geographies. 3. Expand into selective new adjacencies. 4. Create and sustain a Functionally Excellent organization. Each Business Unit has a Governing Statement that Defines its Objective Blades & Razors Gillette will drive Blade and Razor market growth and grow our share of the category’s economic profit pool. Duracell Duracell will continue to build core business profit margin to a category-leading level and maintain market share and seize expansion opportunities into growing and profitable Portable Power segments and adjacencies. Oral Care Oral Care will grow our share of the overall profit pool and enter selected high growth Oral Care adjacencies. Braun Braun will focus on the dry shaving market and ensure that each product line returns greater than its cost of capital. Personal Care Personal Care will achieve modest share growth in core businesses and enter selective adjacencies to accelerate growth, while increasing profit margin. Gillette Investor Fact Sheet Company History The Early Days Important Brand Milestones 1895 King C. Gillette invents first safety razor. 1932 Gillette introduces the Blue Blade, the Company’s first new product since 1901 American Safety Razor Company founded King C. Gillette’s Safety Razor. on September 28th. 1936 Gillette Brushless shaving cream is introduced. 1902 Name changed to Gillette Safety Razor Company.
    [Show full text]
  • Designed to Innovate... Sustainably
    Designed to Innovate… Sustainably 2008 Sustainability Full Report Contents CEO Statement 3 Leadership Statement 4 Sustainability Strategies and Goals for 2012 5 Sustainability Overview — Innovation 6 Defi ning Innovation 7 Investing in Innovation 9 Managing Innovation 11 Delivering Innovation 13 Leading Innovation 15 Sustainable Development 17 Over 50 Years of Sustainability Progress 18 P&G Profi le 20 Introduction 21 Billion-Dollar Brands 22 Financial Information 24 Purpose, Values and Principles 26 Structure & Governance 28 Governance 34 Political Involvement 36 Strategies & Goals 37 Policies, Management Systems and Performance 38 Strategy 1 — Products 39 Strategy 2 — Operations 48 Strategy 3 — Social Responsibility 59 About this publication Strategy 4 — Employees 73 Strategy 5 — Stakeholders 86 At P&G, we view sustainability as a signifi cant GRI Index 98 responsibility — and a continual source of opportunity. So from our products to our operations, we embed sustainability into everything we do. Now in its tenth year, this publication describes how P&G innovates with a sustainability mindset, outlining the systems and processes we employ to help deliver sustainable outcomes. We provide an overview of our results from last year, along with progress against our 2012 strategies and goals. Our online report, prepared using the Global Reporting Initiative’s (GRI) G3 Guidelines, is available at www.pg.com/sustainability. www.pg.com/sustainability The Procter & Gamble Company 3 P&G REPORT CARD: 2012 SUSTAINABILITY GOALS This is the fi rst year we have reported results for these goals. Strategy 1: CEO Statement Products GOAL Develop and market at least $20 billion in cumulative sales Sustainable development is a very simple idea.
    [Show full text]
  • 2006 Annual Report Financial Highlights
    2006 Annual Report Financial Highlights FINANCIAL SUMMARY (UNAUDITED) Amounts in millions, except per share amounts; Years ended June 30 2006 2005 2004 2003 2002 Net Sales $68,222 $56,741 $51,407 $43,377 $40,238 Operating Income 13,249 10,469 9,382 7,312 6,073 Net Earnings 8,684 6,923 6,156 4,788 3,910 Net Earnings Margin 12.7% 12.2% 12.0% 11.0% 9.7% Basic Net Earnings Per Common Share $2.79 $ 2.70 $ 2.34 $ 1.80 $ 1.46 Diluted Net Earnings Per Common Share 2.64 2.53 2.20 1.70 1.39 Dividends Per Common Share 1.15 1.03 0.93 0.82 0.76 NET SALES OPERATING CASH FLOW DILUTED NET EARNINGS (in billions of dollars) (in billions of dollars) (per common share) 68.2 11.4 2.64 4 0 4 0 4 4 40 0 0 04 0 06 0 0 04 0 06 0 0 04 0 06 Contents Letter to Shareholders 2 Capability & Opportunity 7 P&G’s Billion-Dollar Brands 16 Financial Contents 21 Corporate Officers 64 Board of Directors 65 Shareholder Information 66 11-Year Financial Summary 67 P&GataGlance 68 P&G has built a strong foundation for consistent sustainable growth, with clear strategies and room to grow in each strategic focus area, core strengths in the competencies that matter most in our industry, and a unique organizational structure that leverages P&G strengths. We are focused on delivering a full decade of industry-leading top- and bottom-line growth.
    [Show full text]
  • Inspection Copy Inspection Copy
    INSEAD Harv ard Business School Procter and Gamble Europe: Ariel Ultra’s Euroband Strategy INSPECTIONNot For Reproduction COPY 05/2000-4816 This case was written by Professor Christopher A. Bartlett at Harvard Business School, Ph.D. candidate Alice de Koning at INSEAD, and Professor Paul Verdin Affiliate Professor at INSEAD and at Catholic University of Leuven as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 1999 INSEAD-HBS, France-USA. N.B. PLEASE NOTE THAT DETAILS OF ORDERING INSEAD CASES ARE FOUND ON THE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. INSPECTIONNot For Reproduction COPY Harvard Business School INSEAD 1 One Sunday night in July of 1989, Claude Meyer and his delivery team for Ariel Ultra were on a train speeding from Brussels to Paris. They had spent 18 months developing P&G’s first compact laundry detergent for the European market, and now, as they were finalizing the details of a meticulously planned pan-European launch, they learned that Unilever was about to launch a similar product in France—two months ahead of P&G. Meyer, European Regional Vice President for laundry products, and his team were brainstorming responses to their longtime rival’s pricing tactics, package sizes, and a premium-niche marketing strategy, all of which differed significantly from P&G’s European plan. As the train sped towards Paris, they debated whether to change their approach to the French market to meet Unilever’s challenge, or continue with their original intention to implement a consistent Europe-wide strategy.
    [Show full text]
  • Annual Report Cover Back Gillette Final
    Gillette India Limited Dear Shareholders, It gives me great pleasure to share your Company’s annual performance for the financial year 2008-09. The last twelve months have been challenging to say the least. An unprecedented sense of gloom seemed to have prevailed over the world economy which has severely impacted both business and consumer sentiment. In the ensuing depressing scenario the two largest economies of the world - India and China – are expected to assist global recovery by achieving strong growth rates. India has voted for stability in the recent elections and the national economy is expected to grow in excess of 6% going up to 9% by the end of the current 11th Five Year plan. It is in this context that I report to you with great pride that your Company continued its strong performance with sales growing to Rs.662 crores, an increase of 12%, from Rs.589 crores achieved during last year. The performance in the last quarter of the year viz. BOARD OF DIRECTORS April to June, 2009 was illustrative of the resilient nature of your Company attaining a high growth rate of 27% in net profit over the same quarter last year. Mr. S. K. Poddar This year, in sum, has been a landmark one for your Company. In the Blades & Razors category, Chairman we grew sales ahead of category growth and Mach3 registered its highest ever growth in the past 5 years, helping the Company achieve overall market leadership in the category. I believe our Mr. S. Khosla success was driven by a combination of factors, prime among which remained our deep consumer Managing Director understanding and our ability to engage with him via innovative and world class communication campaigns.
    [Show full text]
  • Facing the Health Crisis, Procter & Gamble and Its Brands Are
    Facing the health crisis, Procter & Gamble and its brands are mobilized over time. The Group provides support in France and Europe through financial donations and essential products, the manufacture of hydroalcoholic gel in its factories and the "Together with the Red Cross" relay supported by the 12 ambassadors of 8 flagship brands of the Group : Always Discreet, Ariel, Braun, Gillette, Head & Shoulders, Oral B, Unstoppables and Venus. 23 April 2020, Asnières-sur-Seine, France The Procter & Gamble Group is committed in Europe and France to the fight against the coronavirus through a support plan and the mobilization of its ambassadors, to accompany communities, relief organizations and individuals affected by this global crisis. Procter & Gamble has made an initial donation of $10 million in P&G health and personal hygiene products, household products and disinfectant products, as well as a financial contribution of $1 million to the International Federation of Red Cross Societies to support its actions in Europe; donations that cover medical supplies, vital healthcare services and hygiene training for vulnerable people. These donations will enable Red Cross and Red Crescent volunteers and staff across the continent to continue saving lives and to continue their vital work on the front lines of the fight against VIDOC-19. In France, the group is committed through several actions. The Procter & Gamble brands and their ambassadors alongside the French Red Cross Through its brands - Ariel, Always Discreet, Braun, Head & Shoulders, Herbal Essences, Gillette, Oral- B, Unstoppables, Venus - the Procter & Gamble Group is committed to the French Red Cross with donations to support its action and enable the volunteers and staff of the French Red Cross to continue saving lives and to continue their essential work on the front line of the fight against VIDOC- 19.
    [Show full text]
  • PG 10-K 6/30/2014 Section 1: 10-K (10-K)
    PG 10-K 6/30/2014 Section 1: 10-K (10-K) UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K (Mark one) [x] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended June 30, 2014 OR [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File No. 1-434 THE PROCTER & GAMBLE COMPANY One Procter & Gamble Plaza, Cincinnati, Ohio 45202 Telephone (513) 983-1100 IRS Employer Identification No. 31-0411980 State of Incorporation: Ohio Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, without Par Value New York Stock Exchange, NYSE Euronext-Paris Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No o Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes o No þ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No o Indicate by check mark whether the registrant has submitted electronically and posted on its corporate website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).
    [Show full text]