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Xavier University 176Th Commencement, May 17, 2014 Xavier University, Cincinnati, OH
Xavier University Exhibit Xavier University Commencement Ceremonies University Archives and Special Collections Digital Collection 5-17-2014 Xavier University 176th Commencement, May 17, 2014 Xavier University, Cincinnati, OH Follow this and additional works at: https://www.exhibit.xavier.edu/commencement THE STUDENT COMMITMENT We are Xavier Musketeers. We are unique individuals who come together in the spirit of St. Ignatius, to learn together, to serve together and we will succeed in changing the world together. We act with integrity, justice and generosity. 176th All for one and one for all. COMMENCEMENT may 17, 2014 Xavier Alma Mater “This composition of our time and place embraces six billion people with their faces young and old, some being born and others dying, some white and many brown and yellow and black. Each one is a unique individual, they all aspire to live life, to use their talents, to support their families and care for their children and elders, to enjoy peace and security and to make tomorrow better. Thanks to science and technology, human society is able to solve problems such as feed- ing the hungry, sheltering the homeless or developing more just conditions of life, but stubbornly fails to accomplish this. How can a booming economy, the most prosperous The Seal of Xavier University and global ever, still leave over half of humanity in poverty? The seal of Xavier University combines three principal ideas: St. Francis Xavier, patron Injustice is rooted in a spiritual problem, and its solution requires a spiritual conversion of the university; the Jesuit order of which he was a distinguished member; and the uni- of each one’s heart and a cultural conversion of our global society so that humankind, versity. -
P&G 2010 Annual Report
Touching & Improving Lives 2010 ANNUAL REPORT Net Sales Contents ($ billions) Letter to Shareholders 1 10 $78.9 Leadership Brands 7 Touching & Improving Lives 11 09 $76.7 More Consumers 12 08 $79.3 More Parts of the World 16 07 $72.4 More Completely 20 06 $64.4 P&G Innovations 24 Making a Difference 26 Financial Contents 27 Global Leadership Council 75 Operating Cash Flow Board of Directors 75 ($ billions) Financial Summary 76 Company and Shareholder Information 78 10 $16.1 09 $14.9 08 $15.0 07 $13.4 06 $11.4 Diluted Net Earnings (per common share) 10 $4.11 09 $4.26 08 $3.64 07 $3.04 06 $2.64 2010 Net Sales By business segment By geographic region By market maturity (% of total business segments) 15% 34% Beauty & Grooming 9% North America 34% Developed Health and Well-Being 42% Western Europe 48% Developing Household Care 13% Central & Eastern Europe, 66% Middle East & Africa 18% These results exclude net sales in Corporate. 21% Latin America Asia Financial Highlights (unaudited) Amounts in millions, except per share amounts 2010 2009 2008 2007 2006 Net Sales $78,938 $76,694 $79,257 $72,441 $64,416 Operating Income 16,021 15,374 15,979 14,485 12,551 Net Earnings 12,736 13,436 12,075 10,340 8,684 Net Earnings Margin from Continuing Operations 13.9% 13.9% 14.2% 13.3% 12.7% Diluted Net Earnings per Common Share from Continuing Operations $ 3.53 $ 3.39 $ 3.40 $ 2.84 $ 2.49 Diluted Net Earnings Per Common Share 4.11 4.26 3.64 3.04 2.64 Dividends Per Common Share 1.80 1.64 1.45 1.28 1.15 Dear Shareholders, P&G’s Purpose–to touch and improve lives, now and for generations to come–is inspiring and pervasive. -
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. -
Market-Leader-Winter-2007.Pdf
Looking for clear-sighted analysis of the fundamental issues driving change in marketing? Then subscribe to Market Leader, a genuinely thoughtful magazine which informs and challenges ideas about marketing and branding. Learn more Market Leader Winter 2007, Issue 39 www.warc.com Somewhere West of Laramie Jeremy Bullmore I've never forgotten the trailer for Alfred Hitchcock's Psycho. If you've never seen it, go to www.youtube.com/watch?v=EzAnE4zuYuA. Why don't they make trailers like that any more? All modern trailers seem to come out of a computerised trailer-maker that's been programmed not by a human being but by the last 1000 trailers to emerge from that very same trailer-maker. They use sound to indicate not the distinctive characteristic of any film but to bludgeon the senses as if in a disco. They use special effects indiscriminately. The pace of the editing is frenetic, irrespective of the pace of the film itself. Lines of dialogue are selected not to hint at the storyline – the film's premise, its narrative hook – but for their ability to shock. Sometimes the nature of that shock is totally out of sympathy with the mood of the movie. These trailers could be for any one of 50 quite different feature films. The Psycho trailer could be for no film other than Psycho. Hitchcock himself takes us on a guided tour of the scene of the crimes. At one point he opens a cupboard, the door swinging towards the camera so that we can't see inside. He looks in: then closes it again with just a flick of an expression in our direction. -
Bloomsburg Investment Group
Bloomsburg Investment Group Equity Analysis The Procter & Gamble Company (PG) Analyst: Gerrick Hardy, Class of 2021 Trevor Luzi, Mackenzie Gross, Class of 2022 Bloomsburg Investment Group Opinion: After our group's thorough analysis, we believe it is in the best interest of the group if our holding in Procter & Gamble (PG) is partially liquidated. Although our group remains bullish about the company, we think taking some profits from PG's recent run-up and allocating funds elsewhere in the sector would be most beneficial. While the company has provided strong organic growth in each of the two previous quarters, a number of headwinds remain in the way which will likely restrict future growth. A stronger U.S. Dollar has essentially offset the organic revenue growth, and the rise in transportation costs and commodity prices has and will likely continue to squeeze the margins of PG. With consumer tastes trending towards less expensive generic brands, customers may not respond favorably to recent price increases of some of Procter & Gamble’s largest brands. Our sector believes PG is currently trading at a premium that will not be satisfied with future growth. Despite all of this, we are still bullish because of the high dividend yield that the company has increased for 62 consecutive years, wide array of brand offerings, and brand loyalty and recognition, among other factors. Considering cross-current risks that exist in the macroeconomic environment and the potential of an upcoming recession or economic downturn, Procter & Gamble will continue to provide stable growth and hedge our portfolio. Corporate Summary: Corporate Details: Name Procter & Gamble Co The Procter & Gamble Company, founded in 1837, is Ticker PG a global manufacturer and distributor of household Domicile United States goods. -
Scalable Bundling Via Dense Product Embeddings
Scalable bundling via dense product embeddings Madhav Kumar,* Dean Eckles, Sinan Aral Massachusetts Institute of Technology September 26, 2021 Abstract Bundling, the practice of jointly selling two or more products at a discount, is a widely used strategy in industry and a well-examined concept in academia. Scholars have largely focused on theoretical studies in the context of monopolistic firms and assumed product relationships (e.g., complementarity in usage). There is, however, little empirical guidance on how to actually create bundles, especially at the scale of thousands of products. We use a machine-learning-driven ap- proach for designing bundles in a large-scale, cross-category retail setting. We leverage historical purchases and consideration sets determined from clickstream data to generate dense represen- tations (embeddings) of products. We put minimal structure on these embeddings and develop heuristics for complementarity and substitutability among products. Subsequently, we use the heuristics to create multiple bundles for each of 4,500 focal products and test their performance using a field experiment with a large retailer. We use the experimental data to optimize the bun- dle design policy with offline policy learning. Our optimized policy is robust across product categories, generalizes well to the retailer’s entire assortment, and provides expected improve- ment of 35% (∼$5 per 100 visits) in revenue from bundles over a baseline policy using product co-purchase rates. *Corresponding author: [email protected] 1 1 Introduction Bundling is a widespread product and promotion strategy used in a variety of industries such as fast food (meal + drinks), telecommunications (voice + data plan), cable (TV + broadband), and insurance (car + home insurance). -
Sustainability Report Contents Introduction 2020 Goals Progress P&G Profile Environmental Sustainability Social Responsibility GRI Index 2 of 75
Contents Introduction 2020 Goals Progress P&G Profile Environmental Sustainability Social Responsibility GRI Index 1 of 75 2015 Sustainability Report Contents Introduction 2020 Goals Progress P&G Profile Environmental Sustainability Social Responsibility GRI Index 2 of 75 Environmental and social responsibility are part of everyone’s job at P&G. They are integrated into our daily work and business operations. DAVID S. TAYLOR President and Chief Executive Officer NOTE TO PDF USER This PDF utilizes interactive elements. Click on contents and hyperlinks for easy navigation. ABOUT OUR 17TH ANNUAL SUSTAINABILITY REPORT This is the 17th Sustainability Report for Procter & Gamble’s worldwide operations. Data in this report cover the period from July 1, 2014, through June 30, 2015. Financial information is given in U.S. dollars. This report was prepared using the Global Reporting Initiative’s (GRI’s) G3 Reporting Guidelines. The mission of the GRI is to promote international harmonization in the reporting of relevant and credible corporate economic, environmental and social performance information to enhance responsible decision making. The GRI has not verified the contents of this report, nor does it take a position on the reliability of information reported herein. For further information about the GRI, For the latest P&G news, in-depth information on P&G’s brands, and please visit: www.globalreporting.org shareholder and career information, please visit: www.pg.com Contents Contents Introduction 2020 Goals Progress P&G Profile Environmental -
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. -
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. -
Proquest Dissertations
INFORMATION TO USERS This manuscript has been reproduced from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, som e thesis and dissertation copies are in typewriter face, while others may be from any type of com puter printer. The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are reproduced by sectioning the original, beginning at the upper left-hand comer and continuing from left to right in equal sections with small overlaps. Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6" x 9” black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order. Bell & Howell Information and Learning 300 North Zeeb Road, Ann Arbor, Ml 48106-1346 USA 800-521-0600 UMI EDWTN BOOTH .\ND THE THEATRE OF REDEMPTION: AN EXPLORATION OF THE EFFECTS OF JOHN WTLKES BOOTH'S ASSASSINATION OF ABRAHANI LINCOLN ON EDWIN BOOTH'S ACTING STYLE DISSERTATION Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Michael L. -
The Procter & Gamble Company
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 8-K CURRENT REPORT Pursuant to Section 13 OR 15(d) of The Securities Exchange Act Of 1934 November 15, 2017 Date of Report (Date of Earliest Event Reported) THE PROCTER & GAMBLE COMPANY (Exact name of registrant as specified in its charter) Ohio 1-434 31-0411980 (State or other jurisdiction (Commission (IRS Employer of incorporation) File Number) Identification Number) One Procter & Gamble Plaza, Cincinnati, Ohio 45202 (Address of principal executive offices) Zip Code (513) 983-1100 45202 (Registrant’s telephone number, including area code) Zip Code ☐ Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) ☐ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) ☐ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) ☐ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter). Emerging growth company ☐ If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐ ITEM 7.01 REGULATION FD DISCLOSURE On November 15, 2017, The Procter & Gamble Company (the “Company”) issued a press release announcing the preliminary voting results received from IVS Associates, Inc., the independent inspector of elections, for the Company’s 2017 Annual Meeting of Stockholders held on October 10, 2017. -
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.