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Laporan Keuangan LAMPIRAN A A FINANCIALLAPORAN STATEMENTS KEUANGAN LampiranAppendix A containsberisi bagian selections dan andadaptasi adaptations dari Formfrom the10-K Form (laporan 10-K tahunan)filings (annual untuk reports) dua perusahaan: for two companies: Colgate Palmolive Colgate Palmolivedan Campbell and Soup.Campbell Materi Soup. tugas Numerous dan ilustrasi chapter yangillustrations banyak and terdapat assignment dalam mate- bab merujukrials refer pada to this informasi information. di dalam lampiran ini. Coltage Palmolive Co. A1–A35 Campbell Soup A36–A56 • • FormForm 10-K (Laporan(Annual Report) Tahunan) • • SelectedPos-pos itemsyang dipilihare number merupakan coded fromnomor 1kodethrough dari 187[1]for sampai ease in referencing.[187] untuk mempermudah dalam pereferensian. 2 AALK-CD-ok.inddLK-CD-ok.indd 2 11/18/2010/18/2010 11:40:36:40:36 PMPM KATA PENGANTAR Financial Statement C OLGATE P Colgate Palmolive Co. ALMOLIVE C O . AALK-CD-ok.inddLK-CD-ok.indd L1L1 11/18/2010/18/2010 11:40:45:40:45 PMPM . O Indeks C Dollars in Millions Except Per Share Amounts Management’s Discussion and Analysis of Financial Condition ALMOLIVE P and Results of Operations OLGATE C Executive Overview Colgate-Palmolive Company seeks to deliver strong, consistent core categories, in particular by deploying valuable consumer business results and superior shareholder returns by providing and shopper insights in the development of successful new consumers, on a global basis, with products that make their lives products regionally which are then rolled out on a global basis. healthier and more enjoyable. Growth opportunities are enhanced in those areas of the To this end, the Company is tightly focused on two product world in which economic development and rising consumer segments: Oral, Personal and Home Care; and Pet Nutrition. incomes expand the size and number of markets for the Within these segments, the Company follows a closely defined Company’s products. business strategy to develop and increase market leadership posi- The investments needed to fund this growth are developed tions in key product categories. These product categories are pri- through continuous, corporate-wide initiatives to lower costs and oritized based on their capacity to maximize the use of the increase effective asset utilization. The Company also continues organization’s core competencies and strong global equities and to prioritize its investments toward its higher-margin businesses, to deliver sustainable long-term growth. specifically Oral Care, Personal Care and Pet Nutrition. The Operationally, the Company is organized along geographic Company purchased Tom’s of Maine, Inc. in the second quarter lines with specific regional management teams having responsi- of 2006. This acquisition allowed the Company to enter the fast bility for the financial results in each region. The Company growing health and specialty trade channel where Tom’s of competes in more than 200 countries and territories worldwide, Maine toothpaste and deodorant are market leaders. In 2004, the with established businesses in all regions contributing to the Company completed its acquisition of GABA Holding AG (GABA), Company’s sales and profitability. This geographic diversity and a privately owned European oral care company headquartered balance helps to reduce the Company’s exposure to business in Switzerland. and other risks in any one country or part of the world. Consistent with the Company’s strategy to prioritize higher- The Oral, Personal and Home Care segment is operated margin businesses, in the fourth quarter of 2006 the Company through four reportable operating segments, North America, announced its agreement to sell its Latin American and Canadian Latin America, Europe/South Pacific and Greater Asia/Africa, bleach brands. The transaction closed in Canada during the which sell to a variety of retail and wholesale customers and fourth quarter of 2006. The Latin American transaction is distributors. In the Pet Nutrition segment, Hill’s also competes expected to close during the first half of 2007. Also, consistent on a worldwide basis selling its products principally through the with this strategy the Company divested its North American veterinary profession and specialty pet retailers. and Southeast Asian heavy-duty laundry detergent brands On an ongoing basis, management focuses on a variety of during 2005. key indicators to monitor business health and performance. In December 2004, the Company commenced a four-year These indicators include market share, sales (including volume, restructuring and business-building program (the 2004 Restruc- pricing and foreign exchange components), gross profit margin, turing Program) to enhance the Company’s global leadership operating profit, net income and earnings per share; and meas- position in its core businesses. As part of this program the ures to optimize the management of working capital, capital Company anticipates the rationalization of approximately one- expenditures, cash flow and return on capital. The monitoring of third of the Company’s manufacturing facilities, closure of certain these indicators, as well as the Company’s corporate governance warehousing facilities and an estimated 12% workforce reduction. practices (including the Company’s Code of Conduct), are used The cost of implementing the 2004 Restructuring Program is esti- to ensure that business health and strong internal controls mated to result in cumulative pretax charges, once all the phases are maintained. are approved and implemented, totaling between $750 and To achieve its financial objectives, the Company focuses the $900 ($550 and $650 aftertax). Savings are projected to be in organization on initiatives to drive growth and to fund growth. the range of $325 and $400 ($250 and $300 aftertax) annually The Company seeks to capture significant opportunities for by 2008. growth by identifying and meeting consumer needs within its 19 L2 AALK-CD-ok.inddLK-CD-ok.indd L2L2 11/18/2010/18/2010 11:40:45:40:45 PMPM Indeks C OLGATE Dollars in Millions Except Per Share Amounts Looking forward into 2007, while the Company expects and cost-savings programs more than offset the impact of higher market conditions to remain highly competitive, the Company raw and packaging material costs. P believes it is well positioned for continued growth. As further For additional information regarding the Company’s 2004 ALMOLIVE explained in the Outlook section on page 29 of this report, over Restructuring Program, refer to “Restructuring Activities” below the long-term, the Company’s continued focus on its consumer and Note 4 to the Consolidated Financial Statements. products business and the strength of its global brand names, its broad international presence in both developed and developing Selling, General and Administrative Expenses markets, and its strong capital base all position it to take advan- Selling, general and administrative expenses as a percentage of tage of growth opportunities and to increase profitability and sales were 35.6% in 2006, 34.4% in 2005, and 34.2% in 2004. shareholder value. The 120 bps increase in 2006 was driven by higher levels of C advertising (30 bps), charges related to the Company’s 2004 O Restructuring Program (40 bps) and incremental stock-based . Results of Operations compensation expense recognized as a result of adopting State- ment of Financial Accounting Standards (SFAS) No. 123 (Revised Net Sales 2004), “Share-Based Payment” (SFAS 123R) (60 bps). During 2006, Worldwide sales were $12,237.7 in 2006, up 7.5% from 2005 the increase in gross profit margin and other savings programs driven by unit volume gains of 5.5%, net selling price increases of funded an increase in advertising of 11% to $1,320.3, on top of a 1.5% and a positive foreign exchange impact of 0.5%. Excluding 12% increase in 2005, to $1,193.6, supporting new product the impact of the 2005 divestment of the Company’s heavy-duty launches and helping increase market shares throughout the laundry detergent business in North America and Southeast Asia, world. Selling, general and administrative expenses as a percent- sales increased 9.0% in 2006 on volume growth of 7.0%. age of sales in 2005 only increased by a net 20 bps despite a Sales in the Oral, Personal and Home Care segment were 40 bps increase in advertising as ongoing cost-savings programs $10,568.6 in 2006, up 7.0% from 2005 driven by volume growth more than offset increases in shipping and handling costs of 5.0%, net selling price increases of 1.0% and a positive foreign (30 bps) and selling and marketing costs (10 bps). exchange impact of 1.0%. Excluding the impact of the 2005 divestments of the Company’s heavy-duty laundry detergent Other (Income) Expense, Net business in North America and Southeast Asia, sales increased Other (income) expense, net was $185.9, $69.2, and $90.3 in 9.0% on volume growth of 7.0%. The May 2006 acquisition of 2006, 2005 and 2004, respectively. The components of Other Tom’s of Maine, Inc. did not have a material impact on reported (income) expense, net are presented below: sales, net income and earnings per share for the year ended 2006 2005 2004 December 31, 2006. Sales in Pet Nutrition were $1,669.1 in 2006, up 10.0% Minority interest $ 57.5 $ 55.3 $ 47.9 Amortization of intangible assets 16.3 15.6 14.3 from 2005 driven by volume growth of 6.0% and net selling Equity (income) (3.4) (2.0) (8.5) price increases of 4.5%, offset by a 0.5% negative impact of Gains on sales of non-core product foreign exchange. lines, net (46.5) (147.9) (26.7) In 2005, worldwide sales were $11,396.9. Sales increased 2004 Restructuring Program 153.1 80.8 65.3 7.5% from 2004 driven by volume gains of 5.5%, an increase in 2003 restructuring activities ——2.8 Pension and other retiree benefits — 34.0 — net selling prices of 0.5% and a positive foreign exchange impact Investment losses (income) (5.7) 19.7 (8.7) of 1.5%.
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