3. P&G Company Area served Worldwide Key people Bob McDonald(President) & (CEO) Revenue increase US$78.9 billion Operating income increase $16.13 billion Net income increase $12.74 billion Total assets increase $134.83 billion Total equity increase $63.099 billion employees 127,000 (2010) Website pg.com
4. Company’s Operations As of July 1, 2007, the company's operations are categorized into three "Global Business Units" with each Global Business Unit divided into "Business Segments" according to the company's March 2009 earnings release. beauty segment grooming segment baby care and family care segment fabric care and home care segment health care segment snacks and pet care segment Beauty & grooming Household care Health & well being
5. Products at a glance Beauty & Grooming- gucci fragrances,head&shoulders,olay,mach3,wella Health&Well Being- vicks, pringles, oral-b, crest, align ,fixodent, tampax Household Care - ariel, duracell,joy,tide,bounty,dawn,mr.clean, pampers.
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7. Pillars of success We market nearly 300 brands in more than 160 countries. We are global leaders in seven of the 12 different product categories in which we compete. Our closest competitor leads in only two. We have 23 billion-dollar global brands. We spend more than $5 million a day on research and development. Our sales total more than $75 billion worldwide.
8. Recipe of success
9. vision Accelerates its commitment to long-term environmental sustainability vision. : Powering its plants with 100% renewable energy Using 100% renewable or recycled materials for all products and packaging Having zero consumer and manufacturing waste go to landfills Designing products that delight consumers while maximizing the conservation of resources The new vision provides P&G with a long-term framework to guide all sustainability decisions and goal-setting within the organization.
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11. Mission
12. Financial growth Procter & Gamble Ticker:Market Cap:$156.4 billionP/E Ratio:15Earnings Growth:10%Dividend Yield:3.3% Growth of different segments in current financial year as follows:
13. Beauty & grooming Beauty (34.0% of 2010 sales, 38% of 2010 net income)Proctor & Gamble's global market share in blades and razors is 70%, primarily centered around its Mach3, Fusion, Venus, and Gillette brands. Acquisitions in 2009: expanded market share by acquiring “the art of shaving” and men’s skin care line ZIRH.
14. HEALTH & WELL-BEING Health and Well-Being (18.3% of 2010 sales, 20% of 2010 net income) In oral care, the company has the number two market share position at 20% globally. In potato chips, the company's Pringles brand holds a market share of approximately 10%.
15. HOUSEHOLD CARE Household Care (48.4% of 2010 sales, 50% of 2010 net income) The Household Care GBU manufactures a wide range of products from laundry detergent to diapers. The company's baby care market share in 2008 was 29%.
18. unilever Unilever is an Anglo-Dutchmultinational corporationthat owns many of the world's consumer productbrands in foods, beverages, cleaning agents and personal care products Turnover increased 6.7%to €10.1 billion (roughly $12 billion). Underlying sales growth grew 4.1%with the most growth in the Asia/Africa region (7.6%) and the ice cream & beverages and personal care segments, which had 7.4% and 7.9% growth respectively. Net income grew 31%to €1 billion (roughly $12 billion).
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20. brand portfolio Various segments of product category: Food ,homecare, personal care, water, nutrition, health & hygiene The best sellers include Hellmann's (mayonnaise), Knorr (soups), Lipton (tea), Dove and Lux (soaps), and Sure and Degree (antiperspirants). Sunsilk ,lux ,brook bond ,surf ,axe, ponds.
21. Marketing strategies
22. positioning-culture to win Consumer & customer focus Consistent winning organisation Bias for action Accountability & responsibility
23. Kimberly- clark Nobody knows noses and diapering babies better than Kimberly-Clark, the world's top maker of personal paper products. The company operates through four business segments: personal care, consumer tissue, K-C Professional, and health care. With $19.1 billion in sales for FY 2009 net income of $1.88 billion RevenueUS$19.1 Billion (FY 2009) Operating incomeUS$2.67 Billion (FY 2009) Net incomeUS$1.88 Billion (FY 2009) Total assetsUS$19.2 Billion (FY 2009) Total equityUS$5.41 Billion (FY 2009) Employees 56,000 (July 2010)
24. products Kimberly-Clark's largest unit, personal care, makes products such as diapers (Huggies, Pull-Ups), feminine care items (Kotex), and incontinence care products (Poise, Depend).other products are: Kleenex Depend Huggies Kim wipes Scott kleenguard
25. Financial growth Personal Care (43.7% of net sales, 61.6% of operating profit). The Consumer Tissue segment manufactures and markets facial and bathroom tissue, paper (33.5% of net sales, 26.1% of operating profit). Professional & Other (15.7% of net sales, 16.4% of operating profit). Health Care (8.7% of net sales, 8.6% of operating profit ).
35. positioning Johnson & Johnson is called a virtual health-care mutual fund for good reason; it has a passion and proficiency for all things healthcare. The consumer goods division is the smallest of three health-related segments-- the other two being pharmaceuticals (39% of profits) and medical devices (46% of profits).
36. Colgate-palmolive Colgate-Palmolive is one of the world's largest Consumer Products companies by market share with commercial presence on six continents. Known for its toothpaste and oral hygiene products with a $15.3 billion in net sales and $2.3 billion in net income for fiscal year 2009. As of the end of 2009, the company holds a staggering 44.4% global market share with its flagship toothpaste line. global presence: over 82% of the company's 2009 revenues came from outside the United States. 45% of sales came from rapidly growing emerging markets, with Latin America representing Colgate's single largest source of revenue in 2009.
37. brand portfolio Colgate Palmolive hurricane dynamo Handi wipes
38. Financial growth Earning results- In the third quarter ending September 2010, Colgate's net income rose 4.9% Net income increased to $619 million, or $1.21 per share, compared to analyst expectations of $1.19. CEO Ian Cook said he expects "mid-single digit earnings per share growth" for the next year as the company attempts to boost volume and market share.
43. strategies Segmentation- on demograhic ,geographic behavourial basis. Targeting—serving customer through differentiated marketing. Positioning-matching of companies strengths and market oppournities.
44. Competing products Love the skin you are in
45. Olay Olay (known until 1999 as Oil of Olay in South Africa and North America, Oil of Ulay in the United Kingdom and Oil of Olaz in some European countries) is the top skin care retail brands in the world, except for Japan. For the 2009 fiscal year ended June 30, Olay accounted for an estimated $2.8 billion of P&G's $79 billion in revenue. With a global audience in almost 70 countries.
46. strategy Olay has pushed aggressively into the upper end of the market with a series of premium-priced anti-aging and regenerating products. The segment from rivals Dove, Neutrogena and Nivea, each of which has rolled out a similar host of brands.
47. stp Segmentation – on demographic basis like age, income level, Social status. Targeting- on geographical basis like in Canada, China, Europe ,Uk, North America, South Africa. Positioning-on meaningful differences by applying strategies for the target market.
48. rivals Avon Revlon J&jneutrojena Nivea Dove ponds
49. ariel Laundry Detergent Owner Procter & Gamble Country United Kingdom Related Brands Joy Markets Europe, Mexico, Japan, Brazil, Peru, Turkey, Colombia, Venezuela, Pakistan, Philippines, India, Panama, Middle East
50. Product depth Ariel Biological, biological with bleach for whites Ariel Colour and Style, a biological bleach free product to protect colours Ariel Sensitive (formerly known as Ariel Non Bio, without enzymes supposedly protecting sensitive skin): Ariel Biological with Febreze: as Ariel biological but with the added freshness of Febreze Ariel Stain Pen: a stain pre-treatment product. Ariel Handwash: twin-tub powder; also refers to a high-suds version of liquid sold in smaller bottle.
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52. stp Segmentation- Demographic-family size Niche marketing Urban & semi urban area User status-regular, potential ,non users Targeting- General consumers Color sensitiveness of clothes women
53. positioning Premium brand against competitors Superior technology Environmental friendly Remove tough stains Fragrance oriented
54. Competitors Nirma Henkel Surf excel Ghari
55. Future strategies Adopting penetration strategy More aggressive promotion in rural areas Difference in launching i.e in rs.5 and rs.10 sachets Strengthening the marketing channels Thus creating desirability and availability of the product Ariel.
56. Future prospects -p&g Procter & Gamble, already the world’s largest consumer goods company, says it is making progress towards its ambitious goal of adding another one billion consumers to its global business by 2015, driven largely by growth in emerging markets. New lower cost version of its Tide detergent in India, called Tide Naturals, that is priced 30 per cent below the regular Tide product, aimed at lower-income households. It also launched a mid-priced version of its Mach3 men’s triple-blade razor aimed at increasingly affluent middle class customers in Asia and Latin America. A new men’s skin-care product in China.
57. Contd. Other efforts have included expanding its Latin American Ace brand detergent to Colombia Further expansion of distribution of its Oral-B tooth care brand in Brazil, where it was introduced earlier in the year in pharmacies. P&G said it has also stepped up efforts “to dramatically increase” its presence in East Africa. It also highlighted its “10,000 Villages” programme with the Chinese government, which is aimed at creating distribution networks for household products in rural areas. The project, McDonald said, allows P&G to “expand the distribution of our products into rural areas of china to reach more Chinese consumers and to create economies where economies never existed”.
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