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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. -
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. -
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. -
What Big Consumer Brands Can Do to Compete in a Digital Economy
WHAT BIG CONSUMER BRANDS CAN DO TO COMPETE IN A DIGITAL ECONOMY HOWARD YU ON HOW CONSUMER BRANDS CAN ESCAPE THE RETAIL WASTELAND – FROM HARVARD BUSINESS REVIEW By IMD Professor Howard Yu This article was originally published on HBR.org IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618 07 07 [email protected] www.imd.org Copyright © 2006-2018 IMD - International Institute for Management Development. All rights, including copyright, pertaining to the content of this website/publication/document are owned or controlled for these purposes by IMD, except when expressly stated otherwise. None of the materials provided on/in this website/publication/document may be used, reproduced or transmitted, in whole or in part, in any form or by any means, electronic or mechanical, including photocopying, recording or the use of any information storage and retrieval system, without permission in writing from IMD. To request such permission and for further inquiries, please contact IMD at [email protected]. Where it is stated that copyright to any part of the IMD website/publication/document is held by a third party, requests for permission to copy, modify, translate, publish or otherwise make available such part must be addressed directly to the third party concerned. No industry is failing faster than retail. Recently, the 125-year-old Sears—once the world’s largest retailer—filed for bankruptcy. The public has more or less come to expect the shuttering of stores such as Macy’s, Sears, Toys ‘R’ Us, Kmart, Kohl’s, J.C. -
Pson Learning Thomp © PHOTODISC Chapter 2 Organizations and Managerial Challenges in the Twenty-First Century
Thomppson Learning ® © PHOTODISC Chapter 2 Organizations and Managerial Challenges in the Twenty-First Century Ⅲ Thinking Ahead: Hewlett-Packard Learning Objectives The Lexus, The Olive Tree, and HP After reading this chapter, The world is in a second great period of globalization, the first period having you should be able to do the following: occurred in the late 1800s up until World War I. What has happened since 1. Describe the® dimen- sions of cultural differ- the end of the Cold War in 1989 has been a major change in the international ences in societies that affect work-related system of doing business. Globalization is the integration of capital, technol- attitudes. 2. Explain the social and ogy, and information across national borders in a way that is creating a sin- demographic changes that are producing 1 gle global market, almost a global village. The Internet, the dramatic down- diversity in organiza- tions. sizing of military forces in the world’s leading nations, and the opening of 3. Describe actions man- international borders to free trade has created a sea change in how individu- agers can take to help their employees value diversity. als and organizations go about doing business. This major period of global- 4. Understand the alterna- ization challenges CEOs, executives, and managers in all industries to rethink tive work arrangements pson Learningproduced by technolog- how they conceive of their business and how to take advantage of these ical advances. 5. Explain the ways man- quickly opening and, in some cases, vast new markets. It is truly a whole new agers can help Thomp employees adjust to world of business. -
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. -
141Journal-1.Pdf
1 Table of Contents Clergy of the Diocese List of Lay Delegates 4 Minutes 17 Appendices 23 A: Rules of Order B: Bishop’s Address to Convention C: Reports 51 William Cooper Procter Fund 58 Statistics 63 79 Budget 86 Constitution and Canons 92 101 About this Journal: The Journal for the 141st Annual Convention of the Diocese of Southern Ohio includes minutes and reports from the November 13-14, 2015 gathering at the Dayton Convention Center in Dayton, Ohio, as well as the Constitutions and Canons of the Diocese of Southern Ohio. The complete Journal is available online at http://diosohio.org/who-we- are/conventions/convention-archives/. Printed copies of this Journal will be sent only to The Episcopal Church Center and others for archival purposes. Although the Journal is copyrighted, copies may be made for parishioners, church staff or those affiliated with diocesan ministries. For questions, feedback or more information, contact the communications office of the Diocese of Southern Ohio at 800.582.1712 or email [email protected]. © 2016 by the Diocese of Southern Ohio Communications Office, 412 Sycamore Street, Cincinnati, OH 45202. All Rights Reserved. 3 Clergy of the Diocese of Southern Ohio, in order of Canonical Residence as of November 6, 2015 Albert Raymond Betts, III June 15, 1955 William George Huber May 31, 1958 William Norton Bumiller June 10, 1958 John Leland Clark October 29, 1958 Charles Randolph Leary September 1, 1959 Edward Noyes Burdick, II July 1, 1960 David Knight Mills September 19, 1960 Lawrence Dean Rupp June 25, 1961 Christopher Fones Neely August 8, 1961 Jack Calvin Burton June 15, 1963 John Pierpont Cobb October 28, 1963 Frederick Gordon Krieger December 26, 1963 Jerome Maynard Baldwin March 1, 1964 David Ormsby McCoy June 13, 1964 Frank Beaumont Stevenson June 13, 1964 Albert Harold MacKenzie, Jr. -
P&G 2016 Annual Report
P&G 2016 Annual Report FINANCIAL HIGHLIGHTS (UNAUDITED) NET SALES ($ BILLIONS) Amounts in billions, except per share amounts 2016 $65.3 2015 $70.7 2016 2015 2014 2013 2012 2014 $74.4 Net sales $65.3 $70.7 $74.4 $73.9 $73.1 2013 $73.9 2012 $73.1 Operating income 11.0 13.9 13.1 12.5 13.4 OPERATING CASH FLOW ($ BILLIONS) 2016 $15.4 Net earnings attributable 7.0 11.6 11.3 10.8 to Procter & Gamble 10.5 2015 $14.6 2014 $14.0 Net earnings margin from 2013 $14.9 % 11.7% 14.3% 14.0% 12.1% continuing operations 15.4 2012 $13.3 Diluted net earnings per common share from $ $2.84 $3.63 $3.50 $2.97 DILUTED NET EARNINGS (PER COMMON SHARE) continuing operations(1) 3.49 2016 $3.69 Diluted net earnings per 2.44 4.01 3.86 3.66 2015 $2.44 common share(1) 3.69 2014 $4.01 2013 $3.86 Dividends per $ $2.59 $2.45 $2.29 $2.14 common share 2.66 2012 $3.66 2016 NET SALES BY BUSINESS SEGMENT(2) 2016 NET SALES BY MARKET MATURITY Grooming 11% Baby, Feminine 28% and Family Care Health Care 11% Developing 35% 65% Developed Markets Markets Fabric and 18% Beauty Home Care 32% 2016 NET SALES BY GEOGRAPHIC REGION Europe 23% North America Greater China 44% 8% Latin America Asia Pacific India, % Middle East % 8 & Africa (IMEA) 9 8% (1) Diluted net earnings per common share are calculated based on net earnings attributable to Procter & Gamble. -
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. -
Divergent Reports Made to House on Dr. Wirt's Charges
- r l , VOL. U I I .n o . 181. (ClMtlflcd AdvwIMaf oo F f M.), MANCHESTER, CONN., WEDNEdOAY, MAY 2, 198A (SIXTEEN PAGES) PRICE THREE CENTS. FIRE RUINS TURN FRENCH REPORT Radicals Parade Might On New York’s May Day STABILIZATION DIVERGENT REPORTS HALL, CENUR OF NEW SPY PLOT; FUND PUZZLES fl MADE TO HOUSE ON poLisHjnvnr A i m AGENT ■ 'M xJA x 'A -Xy WAU^STREET Kg Wooden Stroctare On Declare Organizadoo If At ' '.'A BeBeye It U New Move of DR. WIRT’S CHARGES North SL Is D estroy^ Large at Other ia Whidi Major Importance But Not TREASURY REPORTS Majority Condndes There Early Today — Fironon Two Americant Were Just Certain Wbat It Is. Was No Fonodation f « ^ ' 1 ON EXPEMOnURES Sare Adjacent Homes. Implicated. J -.y ' . Some Opinions. Educator’s Assertions —t Turn HaII, center of social sad Paris, May 2.—(AP)—Police an New York, May 2,—(AP) —For Spent Only Litde More Than Minority Claims Probe athletic activities among the Polish nounced today that a huge “ Ger : ....... mal setting up of the Treasury’s residents of Mimchester, was de man spy organization" had been un ty'- V : 'A'/A■.■Z't yf $2,000,000,000 stabilization fund this Half of What Had Been Was Not Thorongh stroyed by fire early this morning. covered with the arrest of an agent week hM Wall street wondering If The large wooden building, at 71 in Paris and that warrants bad some new monetary move of major North street, housed. In addition to ' " ^ .X Enough. been issued for Aber members of moment is In the making. -
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. -
Fabric Care Solutions
PROFESSIONAL + = RESULTS Fabric Care solutions Also available in Bold, Fairy & Daz New Ariel Professional combines 5 core actions in one wash to deliver outstanding professional laundry results. Regular Colour The right detergent assortment The right form Liquids Liquids dissolve particularly quickly. They are great for pre-treating directly onto stains, especially useful for [OVZLTVZ[KPMÄJ\S[[VYLTV]L.YLH[MVYNYLHZ`Z[HPUZ - for example, oils, makeup etc. Powders *HUILKVZLKÅL_PIS`(YPLSWV^KLYZOV\SKILKVZLK KPYLJ[S`PU[V[OL^HZOPUNTHJOPULKPZWLUZLYKYH^LY The right variant .LU[SLULZZVUJVSV\YZ[VH]VPKK`L[YHUZMLY LZWLJPHSS`H[^HYT[LTWLYH[\YL Colour For the best Regular ^OP[LULZZYLZ\S[Z Wrap your guests in... Extra FRESHNESS* Extra SOFTNESS* SENSITIVE CARE Lenor also combines 4 extra Professional actions. Excellent water absorption Use Lenor and give your guests an amazing Ariel Only Ariel + Lenor Waterproof Coating (Torture Test) HM[LYZOV^LYL_WLYPLUJL ;OLPY [V^LS ^PSS WYV]PKL L_JLSSLU[ ^H[LY Excellent Excellent Absorbency Low Absorbency Absorbency absorbency, on top of great freshness and softness. Extra fl uffi ness* Washed with Washed with Regular Regular Detergent Detergent + Lenor Enhance your guests’ comfort by bringing L_[YH Å\MM` [V^LSZ HUK JYLH[PUN H S\_\YPV\Z feeling in the bathroom. Thanks to its technology, Lenor coats your linen’s ÄIYLZ[VWYV]PKLL_[YHÅ\MÄULZZMVY`V\YN\LZ[Z Easier to iron* Lenor’s softening ingredients increase the S\IYPJH[PVUVM[OLPUKP]PK\HSÄIYLZ^OPJOYLZ\S[Z Detergent Detergent PU SLZZ ^YPURSLZ HUK THRLZ P[ LHZPLY [V PYVU + Lenor Only This can help your staff to iron and fold more quickly.