DOCSLIB.ORG

Enter Title Here

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Enter Title Here 2014 EMEA EXPATRIATE MANAGEMENT CONFERENCE CONSUMER GOODS, FOOD AND RETAIL BREAKOUT 3-4 APRIL, BUDAPEST, HUNGARY Kate Fitzpatrick, Principal London, UK Agenda What We Will Cover Today • Proctor & Gamble Case Study: Managing International Mobility in a VUCA World • Consumer Goods Industry Future Trends: Impact on Mobility • Q&A MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE April 4, 2014 1 1 Section 1 PROCTOR & GAMBLE CASE STUDY MANAGING INTERNATIONAL MOBILITY IN A VUCA WORLD Leonid Davydov Senior HR Manager Expatriate Compensation & Policy EMEA MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE April 4, 2014 2 Agenda The case study will cover: • P&G (Procter & Gamble) global business and global talent • International Mobility Programme and its evolution • Facing the challenges of 2008-2013 • Key learnings and Q&As MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 3 3 Our Heritage - More than 175 Years of Growth The Company was founded in Cincinnati in 1837 by William Procter and James Gamble, a candle maker and a soap maker who started a small business that has grown into one of the world’s most admired companies and includes brands that have become household names, used and trusted by consumers every day in nearly every part of the world. MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE P&G at a Glance Countries of Operations ~70 Countries Where Our Brands Are Sold 180+ Consumers Served by Our Brands 4.8 billion (Approximate) Financial Highlights NET SALES ($ billions) 13 $84.2 12 $83.7 11 $81.1 10 $77.6 09 $75.3 Fiscal years ended June 30 2013 Net Sales BY BUSINESS SEGMENT 20% 24% 9% 32% 15% Beauty Grooming Health Care Fabric Care and Home Care Baby Care and Family Care *Results exclude net sales in Corporate, fiscal year ended June 30, 2013 2013 Net Sales BY GEOGRAPHIC REGION 15% 10% 39% 18% 18% North America Western Europe CEEMEA Latin America Asia 2013 Net Sales BY MARKET MATURITY 39% 61% Developed Developing Leadership Brands Global Beauty 2013 NET SALES GLOBAL BUSINESS UNITS CATEGORIES LEADERSHIP BRANDS Beauty Care Antiperspirant and Deodorant, Cover Girl, Max Factor, Olay, $ Cosmetics, Personal Cleansing, Old Spice, Safeguard, Secret 20 billion* Skin Care Hair Care and Colour Hair Care, Hair Colour Head & Shoulders, Herbal Essences, Nice ‘n Easy, * This reflects an estimate. Our historical Pantene, Rejoice financial data will be restated to reflect the new structure in fiscal year 2014. Prestige Fragrances, Prestige Skin Care Gucci, Hugo Boss, SK-II Salon Professional Salon Professional Wella Global Baby, Feminine and Family Care 2013 NET SALES GLOBAL BUSINESS UNITS CATEGORIES LEADERSHIP BRANDS $ Baby Care Baby Wipes, Diapers, Pants Luvs, Pampers * Family Care Paper Towels, Tissues, Bounty, Charmin, Puffs 22 billion Toilet Paper * This reflects an estimate. Our historical Feminine Care Feminine Care, Incontinence Always, Naturella, Tampax financial data will be restated to reflect the new structure in fiscal year 2014. Global Fabric and Home Care 2013 NET SALES GLOBAL BUSINESS UNITS CATEGORIES LEADERSHIP BRANDS Fabric Care Bleach and Laundry Additives, Ace, Ariel, Bold, Bounce, Dash, $ Fabric Enhancers, Laundry Downy, Gain, Tide 26 billion* Detergents Home Care Air Care, Dish Care, Cascade, Dawn, Febreze, Surface Care Mr. Clean, Swiffer * This reflects an estimate. Our historical financial data will be restated to reflect the P&G Professional P&G Professional — new structure in fiscal year 2014. Personal Power Batteries Duracell Global Health and Grooming 2013 NET SALES GLOBAL BUSINESS UNITS CATEGORIES LEADERSHIP BRANDS $ Braun and Appliances Beauty Electronics Braun * Oral Care Toothbrush, Toothpaste, Other Oral Crest, Fixodent, Oral-B 17 billion Care * This reflects an estimate. Our historical Personal Health Care Gastrointestinal, Other Personal Care, Prilosec, Vicks financial data will be restated to reflect the Rapid Diagnostics, Respiratory, new structure in fiscal year 2014. Vitamins/Minerals/Supplements Pet Care Pet Care Eukanuba, Iams Shave Care Blades and Razors, Pre- and Post- Fusion, Gillette, Mach3, Shave Products Prestobarba, Venus Worldwide Operations Developed Markets Western Europe Japan North America SALES % OF TOTAL P&G VOLUME % OF TOTAL P&G MARKET DEVELOPMENT ORGANISATION (MDO) North America % % Western Europe 61 55 Japan Worldwide Operations Developing Markets Central & Eastern Europe Middle East Africa Asia Latin America SALES % OF TOTAL P&G VOLUME % OF TOTAL P&G MARKET DEVELOPMENT ORGANISATION (MDO) Asia (excluding Japan) % % Central & Eastern Europe, Middle East & Africa 39 45 Latin America Procter & Gamble Case Study Managing International Mobility in VUCA world INTERNATIONAL MOBILITY PROGRAMME AND ITS EVOLUTION P&G International Mobility Programme Journey from1990s to 2010+ Differentiation of transfer packages • RIM/IM 14 types of transfers Evolution and fine tuning of Policy • Basic Comprehensive Compensation Data • Multiple sources One vendor Technology • Basic processes Integrated solutions Relo & Expat Services Operations • In-house BP Outsourcing Relo Vendor MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE April 4, 2014 18 International Mobility Programme and its Evolution Talent Mobility Drivers • Grow/promote From Within – Recruit from Universities – 95% of Management from within P&G (or acquisitions) • Top Talent / High Potential – Strategic Expat assignments, 3-5 y., Director/GM/VP career path, across sectors/business units/regions • Early Career Development – HQ assignments, 2-3 y., return to home country to bigger jobs • Developing/Emerging Markets Expansion – China, India, Africa, Russia, Latin America – project assignments (short term expats, extended business trips), startups, critical skills and knowledge transfer MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE April 4, 2014 19 International Mobility Programme and its Evolution Talent Mobility Drivers • Co-location with key global customers – e.g. METRO, CARREFOUR – rotational assignments focused on capability building • Evolving Geographic Footprint – New regional/global centers (e.g., Geneva, Singapore) and hubs – temporary assignments to foster collaboration/organisation – Shifting manufacturing and R&D capabilities – permanent moves with localisation • Talent Retention (career/life planning & flexibility) – Personal request temporary transfers (dual careers) – Personally initiated localisations MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE April 4, 2014 20 P&G Globally Mobile Talent 3,000+ Temporary Transfers/Assignments Like-Location Package Dual Career 1% 7% Net Salary Package 5% Temp Training 1% Personal Request 1% Early Career EXPAT 27% 58% MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 21 21 P&G Globally Mobile Talent 600+ Permanent Transfers/Localisations Personal Request 23% Local to Local 50% Expat to Local 27% MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 22 22 Procter & Gamble Case Study Managing International Mobility in VUCA world FACING THE CHALLENGES OF 2008-2013 MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE Facing the challenges of 2008-2013 P&G business in VUCA world • VOLATILE – Commodities prices – Currency ex rates – Political/social instability • UNCERTAIN – Economic recession (US, Western Europe) – Hard-to-predict emerging markets • COMPLEX – Local/regional laws and regulations – Product customisation requirements – Increasing organisation complexity • AMBIGUOUS – New trends – consumers, customers & distributor channels, online vs offline – Competition, traditional and new (private labels) MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 24 24 Facing the challenges of 2008-2013 P&G business in UCA world • Challenge for HR – Innovation – Productivity – Workforce flexibility – Engagement • Challenge for Talent and Global Mobility Management – Right people, assigned to a right job, at a right time, at a right cost – Balance of short/mid term needs for Talent with long term career development – Drive out unnecessary costs of expatriation/relocation, reinvest in key areas with maximum ROI – Deliver Expatriate/Relocation programme with excellence, maximise employees engagement MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 25 25 Facing the challenges of 2008-2013 Cost Saving Opportunities • One-time Relocation Support – Top 10 COSTS TO BE REDUCED/OPTIMISED % of total Cost Saving Opportunity 1 HOUSEHOLD GOODS MOVE 26% limited 2 TEMPORARY LIVING (TEMP ACCOMODATION, RENTAL CAR) 17% yes 3 DESTINATION SERVICES 7% limited 4 IMMIGRATION SERVICES/COSTS 7% no 5 MISCELLANEOUS RELO ALLOWANCE 6% yes 6 CAR AND TRANSPORTATION SUPPORT 6% limited 7 LANGUAGE TRAINING 5% yes 8 EN-ROUTE TRIP 5% no 9 HOME FINDING 4% no 10 FAMILY RELO RESOURCE PROGRAMME (SPOUSAL ASSISTANCE) 2% yes MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 26 26 Facing the challenges of 2008-2013 Cost Saving Opportunities • Ongoing Compensation & Support -Top 10 COSTS TO BE REDUCED/OPTIMISED % of total Cost Saving Opportunity 1 HOUSING ALLOWANCE 38% limited 2 COLA 19% limited 3 SUPPLEMENTAL ALLOWANCE 7% limited 4 INTERNATIONAL HEALTHCARE INSURANCE 7% no 5 UTILITY COST 6% no 6 LOCATION (HARDSHIP) PREMIUM ALLOWANCE 5% limited 7 DUPLICATE HOUSING 4% limited 8 HOME LEAVE 3% no 9 BELOW HOUSING MAXIMUM INCENTIVE 3% limited 10 HOST DIFFERENTIAL ALLOWANCE 2% limited MERCER 2014 EXPATRIATE MANAGEMENT CONFERENCE 27 27 Facing the challenges of 2008-2013 Key Interventions • Expatriate Compensation – Tight control of host housing maximums (esp. in regional centers e.g. Dubai, Singapore, Geneva) – Host Housing Norms adjusted/increased (more realistic) – Caps on certain expatriate allowances, e.g. hardship
Load more

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]
  • 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]
  • 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.
    [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]
  • 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]
  • P&G 2008 Annual Report
    Designed to Innovate 2008 Annual Report Contents Letter to Shareholders 2 Defining Innovation 10 Investing in Innovation 14 Managing Innovation 18 Delivering Innovation 22 Leading Innovation 26 Financial Contents 35 Corporate Officers 77 Board of Directors 78 Shareholder Information 79 11-Year Financial Summary 80 P&G at a Glance 82 Financial Highlights FInAnCIAl SummARy (unAuDIteD) Amounts in millions, except per share amounts 2008 2007 2006 2005 2004 NetSales $83,503 $76,476 $68,222 $56,741 $51,407 OperatingIncome 17,083 15,450 13,249 10,469 9,382 NetEarnings 12,075 10,340 8,684 6,923 6,156 NetEarningsMargin 14.5% 13.5% 12.7% 12.2% 12.0% BasicNetEarningsPerCommonShare $ 3.86 $ 3.22 $ 2.79 $ 2.70 $ 2.34 DilutedNetEarningsPerCommonShare 3.64 3.04 2.64 2.53 2.20 DividendsPerCommonShare 1.45 1.28 1.15 1.03 0.93 C:IH6A:H 9>AJI:9C:I:6GC>C<H ^cW^aa^dchd[YdaaVgh eZgXdbbdch]VgZ %) *&#) %) '#'% %* *+#, %* '#*( %+ +-#' %+ '#+) %, ,+#* %, (#%) %- -(#* %- (#+) DE:G6I>C<86H=;ADL ^cW^aa^dchd[YdaaVgh %) .#) %* -#, %+ &&#) %, &(#) %- &*#- P&G is designed to innovate consistently and successfully in every part of our business. We define innovation broadly, in terms of what it is, where it comes from, and who’s responsible for it. We invest in innovation at industry-leading levels with ongoing productivity savings. We manage innovation with discipline. We deliver innovation that builds consumer trust and loyalty over time. We lead innovation on leading global brands and with an outstanding team of innovation leaders. P&G is Designed to Innovate… and to grow. 2 The Procter & Gamble Company A.G.
    [Show full text]
  • PRESS CUTTINGS: April 2012 Five Fake Alcohol Rings Are Smashed Scotland’S Hotspots Have Been Revealed As Edinburgh and Falkirk
    The International Press-Cutting Bureau prepares and supplies these reports to ACG via e-mail on subscription. ACG has received and provided this information in good faith, and is not responsible for any inaccuracies or errors www.ipcb.co.uk PRESS CUTTINGS: April 2012 Five fake alcohol rings are smashed Scotland’s hotspots have been revealed as Edinburgh and Falkirk. Five illegal operations were shut down by trading standards officers in Scotland last year, two in the capital and two in Falkirk. They also made a seizure in Argyll and Bute. The number of successful counterfeit alcohol raids has increased by 500% in the last the three years. SCOTTISH SUNDAY MAIL 01/04/2012 UK STAT OF THE MONTH TOBACCO SMUGGLING The illegal tobacco trade is giving the Government a headache. Cigarette smuggling costs the Exchequer £2.2bn a year in lost revenue. There has been some success in clamping down-more than 20 billion smuggled cigarettes and 2,700 tonnes of rolling tobacco have been seized in the past decade, HMRC claims. MANAGEMENT TODAY 01/04/2012 UK Fake cigs, alcohol are seized A HUGE haul of illegal tobacco has been seized and a loan shark ring smashed following raids by trading standards officers. In a raid carried out on three linked premises in Burnley and Bacup, officers discovered more than 1,300 packs of counterfeit cigarettes and tobacco along with bottles of fake Arctic Vodka. Documents relating to a large-scale loan shark operation in the Rosendale area were also found at one of the locations. BURNLEY EXPRESS (TUESDAY) 03/04/2012 UK Fake goods donated to charity A £120,000 haul of fake designer clothing, footwear and handbags is donated to charity.
    [Show full text]
  • Sizzling Cookout Favorites!
    & ® Town Country 1180 Hwy. 24 East Newport, NC 28570 Big Savings all this Week! Phone: (252) 726-3781 Sizzling CookoCookoutut FavFavorites!orites! /$ /$ 6-Ct.,2 Big Bear Or5 Selected 59-Oz.,2 Apple Juice3 Or Selected Donald Duck Klondike Orange Juice Ice Cream Bars Lb. .98Fresh Jumbo Pack Chicken Thighs Or Drumsticks /$ /$ 25 To 8-Oz., Selected4 248-Oz., Selected6 Lb. Sargento Breyers 1.28USDA Inspected, Bone-In Shredded Cheese Ice Cream Assorted Pork Chops USDA Inspected Bone-In Center Cut Pork Chops.....................1.98Lb. Lb. /$ /$ 2.4875% Lean Lb. Family Pack Ground Beef 4.98USDA Select Beef 28.8 To 13.7-Oz., Selected4 9.85 To 10.9-Oz., Selected5 3-Lb., 85% Lean Ritz Totino’s Butterball Boneless Top Crackers Party Pizza Ground Turkey.................6.98 Sirloin Steaks .7812-Oz., Classic Armour /$ /$ Hot Dogs 512 To 16-Oz., Selected5 216 To 24-Oz., Selected3 Lb. Ragú Mueller’s 2.48USDA Inspected Pasta Sauce Pasta St. Louis Style Pork Ribs /$ 212-Oz., Selected5 Gwaltney Sliced Bacon Lb. 2.98USDA Select Beef /$ Boneless 216-Oz., Selected4 1.7813 To 16.3-Oz., Selected Sirloin Tip Roast Ken’s Salad Peter Pan Dressing Peanut Butter Fresh Taste of Summer! Lb. 1.98Eastern Grown .98Hot House Grown .8815 To 16-Oz., Selected 14.5.88 To 15-Oz., Selected Hunt’s Chef Boyardee Athena Tomatoes On Manwich Pasta Cantaloupes The Vine Stock Up with our Mega Pack Sale! BUY ONE GET ONE Big Savings! Big Savings! Big Savings! FREE 6.9824.2 To 30.5-Oz., Selected 9.5 To 10-Oz., Selected Lay’s Folgers Chips Coffee 9.98 9.98 7.98 6-Double, 8-Giant 6-Super, 9-Mega Ultra Or 24 To 44-Ct., Or 12-Large Rolls, Selected 24-Giant Rolls, Soft Or Strong Size 3 Or 4 Only Bounty Paper Towels Charmin Essentials Bath Tissue Pampers Jumbo Diapers Big Savings! Big Savings! Big Savings! /$ /$ 2Selected3 28-Pack 20-Oz.
    [Show full text]
  • The US Men's Shaving Cream Market: a Competitive Profile
    Chinese Business Review, ISSN 1537-1506 January 2012, Vol. 11, No. 1, 44-64 D DAVID PUBLISHING The U.S. Men’s Shaving Cream Market: A Competitive Profile Y. Datta Northern KY University, Highland Heights, KY 41099, USA Porter identifies high market share with cost leadership strategy which is based on the idea of competing on a price lower than that of the competition. However, in most consumer markets a business should serve the middle class by competing in the mid-price segment, offering quality better than that of the competition at a somewhat higher price. It is this path that can lead to market share leadership: a strategy that can be both profitable and sustainable. The U.S. men’s shaving cream market consists of two major product-market segments: gel and foam. We test the hypothesis that the best-selling brand is very likely to be a member of the mid-price segment with a price tag that is higher than that of the nearest competition. This study is based on annual U.S. sales data for 2008 and 2007 from discount retail stores, food stores, and drug stores. We performed two separate analyses for 2008 and 2007, using cluster analysis as the main analytic tool. The results were remarkably consistent between the two years. In the gel segment—by far the most important—the price-quality segmentation analysis supported our hypothesis. An interesting finding is that, for both the gel and foam segments, we found the rank order correlation of brand unit price between 2007 and 2008 as highly significant.
    [Show full text]