Procter & Gamble (P&G) is an American consumer goods company with two subsidiaries in India. P&G operates in various product categories including beauty, grooming, healthcare, fabric care, home care, and baby care. P&G has many well-known brands in India such as Vicks, Whisper, Ariel, Tide, Head & Shoulders, Pantene, and Rejoice. P&G focuses its growth strategy on the largest and most profitable product categories and markets, with a goal of winning with its top 20 innovations.
This edition includes a number of case studies and interviews with leading Consumer brands including Berghaus, Hovis, Timothy Taylor, Mayborn Group and The Good Whey Co..
The update also highlights Nigel Wright’s impressive customer service results across our Consumer division as well as our continued expansion across the Nordic countries and Africa. You can also find a list of upcoming events for 2016 that will be hosted by Nigel Wright's UK Consumer division.
This is the transcript of the investor call presentation given by Roddy Child-Villiers, head of Nestlé IR, followed by the Q+A session with analysts, on October 20 2011, and broadcast live via ir.nestle.com
2011 ANNUAL REPORTInnovating for Everyday Life$82..docxeugeniadean34240
2011 ANNUAL REPORT
Innovating for Everyday Life
$82.6
$78.9
$76.7
$79.3
$72.4
11
09
08
07
10
Net Sales ($ billions)
30%
4%
19%
9%
14%
24%
By business segment
Beauty
Grooming
Health Care
Snacks & Pet Care
Fabric Care & Home Care
Baby Care & Family Care
2011 Net Sales
9%
14%
16%
41%
20%
By geographic region
North America
Western Europe
Central & Eastern Europe,
Middle East & Africa
Latin America
Asia
35% 65%
By market maturity
Developed
Developing
$13.2
$16.1
$14.9
$15.0
$13.4
11
09
08
07
10
Operating Cash Flow ($ billions)
$3.93
$4.11
$4.26
$3.64
$3.04
11
09
08
07
10
Diluted Net Earnings (per common share)
Contents
Letter to Shareholders................................. 1
Leadership Brands.......................................9
Innovating for Everyday Life...................... 14
Gillette Guard ........................................ 16
Brazil...................................................... 18
Crest 3D White ......................................20
Gain Dishwashing Liquid ........................22
Head & Shoulders ..................................24
Old Spice ...............................................26
Disaster Relief ...........................................28
Financial Contents ....................................29
Global Leadership Council......................... 75
Board of Directors..................................... 75
Financial Summary.................................... 76
Company and Shareholder Information..... 78
Financial Highlights (unaudited)
Amounts in millions, except per share amounts 2011 2010 2009 2008 2007
Net Sales $82,559 $78,938 $76,694 $79,257 $72,441
Operating Income 15,818 16,021 15,374 15,979 14,485
Net Earnings 11,797 12,736 13,436 12,075 10,340
Net Earnings Margin from Continuing Operations 14.3% 13.9% 13.9% 14.2% 13.3%
Diluted Net Earnings per Common Share from Continuing Operations $3.93 $3.53 $3.39 $3.40 $2.84
Diluted Net Earnings Per Common Share 3.93 4.11 4.26 3.64 3.04
Dividends Per Common Share 1.97 1.80 1.64 1.45 1.28
Dear Shareholders,
Last year, I described P&G’s Purpose-inspired Growth Strategy, which is to
touch and improve more consumers’ lives in more parts of the world more
completely. I told you that we intend to deliver total shareholder return
that consistently ranks P&G among the top third of our peers — the best-
performing consumer products companies in the world. To do this, we
must deliver the Company’s long-term annual growth goals, which are to:
Grow organic sales 1% to 2% faster than
market growth in the categories and countries
where we compete
Deliver core earnings per share (core EPS) growth
of high single to low double digits
Generate free cash flow productivity of
90% or greater
Robert A. McDonald
Chairman of the Board, President and
Chief Executive Officer
We made meaningful progress toward these long-term goals
for fiscal 2011, despite significant external chal.
This edition includes a number of case studies and interviews with leading Consumer brands including Berghaus, Hovis, Timothy Taylor, Mayborn Group and The Good Whey Co..
The update also highlights Nigel Wright’s impressive customer service results across our Consumer division as well as our continued expansion across the Nordic countries and Africa. You can also find a list of upcoming events for 2016 that will be hosted by Nigel Wright's UK Consumer division.
This is the transcript of the investor call presentation given by Roddy Child-Villiers, head of Nestlé IR, followed by the Q+A session with analysts, on October 20 2011, and broadcast live via ir.nestle.com
2011 ANNUAL REPORTInnovating for Everyday Life$82..docxeugeniadean34240
2011 ANNUAL REPORT
Innovating for Everyday Life
$82.6
$78.9
$76.7
$79.3
$72.4
11
09
08
07
10
Net Sales ($ billions)
30%
4%
19%
9%
14%
24%
By business segment
Beauty
Grooming
Health Care
Snacks & Pet Care
Fabric Care & Home Care
Baby Care & Family Care
2011 Net Sales
9%
14%
16%
41%
20%
By geographic region
North America
Western Europe
Central & Eastern Europe,
Middle East & Africa
Latin America
Asia
35% 65%
By market maturity
Developed
Developing
$13.2
$16.1
$14.9
$15.0
$13.4
11
09
08
07
10
Operating Cash Flow ($ billions)
$3.93
$4.11
$4.26
$3.64
$3.04
11
09
08
07
10
Diluted Net Earnings (per common share)
Contents
Letter to Shareholders................................. 1
Leadership Brands.......................................9
Innovating for Everyday Life...................... 14
Gillette Guard ........................................ 16
Brazil...................................................... 18
Crest 3D White ......................................20
Gain Dishwashing Liquid ........................22
Head & Shoulders ..................................24
Old Spice ...............................................26
Disaster Relief ...........................................28
Financial Contents ....................................29
Global Leadership Council......................... 75
Board of Directors..................................... 75
Financial Summary.................................... 76
Company and Shareholder Information..... 78
Financial Highlights (unaudited)
Amounts in millions, except per share amounts 2011 2010 2009 2008 2007
Net Sales $82,559 $78,938 $76,694 $79,257 $72,441
Operating Income 15,818 16,021 15,374 15,979 14,485
Net Earnings 11,797 12,736 13,436 12,075 10,340
Net Earnings Margin from Continuing Operations 14.3% 13.9% 13.9% 14.2% 13.3%
Diluted Net Earnings per Common Share from Continuing Operations $3.93 $3.53 $3.39 $3.40 $2.84
Diluted Net Earnings Per Common Share 3.93 4.11 4.26 3.64 3.04
Dividends Per Common Share 1.97 1.80 1.64 1.45 1.28
Dear Shareholders,
Last year, I described P&G’s Purpose-inspired Growth Strategy, which is to
touch and improve more consumers’ lives in more parts of the world more
completely. I told you that we intend to deliver total shareholder return
that consistently ranks P&G among the top third of our peers — the best-
performing consumer products companies in the world. To do this, we
must deliver the Company’s long-term annual growth goals, which are to:
Grow organic sales 1% to 2% faster than
market growth in the categories and countries
where we compete
Deliver core earnings per share (core EPS) growth
of high single to low double digits
Generate free cash flow productivity of
90% or greater
Robert A. McDonald
Chairman of the Board, President and
Chief Executive Officer
We made meaningful progress toward these long-term goals
for fiscal 2011, despite significant external chal.
A complete analysis of P&G - one of the top FMCG companies in the world, how it is doing against competition, the reasons behind its success, SWOT Analysis, etc.
Business Policy & Strategic Management (VV2)
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P&G is one of the largest and amongst the fastest growing consumer goods companies in India. Established in 1964, P&G India now serves over 650 million consumers across India. Its presence pans across the Beauty & Grooming segment, the Household Care segment as well as the Health & Well Being segment, with trusted brands that are household names across India.
Unlock the comprehensive report, "Beauty Unveiled: Decoding the Success of Pure-Play Beauty Companies," co-authored by Peak XV and Redseer Strategy Consultants, to gain deeper insights into the success drivers of leading BPC players on both global and Indian fronts.
iSalesStrategy.com - International Trading, Marketing, Sales & DistributionThe CME Agency
iSales Strategy is a knowledge-based company composed of FMCG (Fast Moving Consumer Goods) experts in the field of sales and marketing from different markets around the world. We distribute products for Fortune 500's and global brands in the ASEAN, Asian, Middle East, North & South American regions.
Up 7% BrandZ™ Top 100 Rises 7 percent With growth across categories Year of recovery, refinement and relevance There was a new tone. It fit the new normal. Both brands and consumers adjusted to constant uncertainty and sober expectations about economic growth.
They fit into the calculus of consumption the impact on the natural environment, personal health, and human well being along the supply chain. Shaped by these considerations, brand value appreciated. The value of the BrandZ™ Top 100 Most Valuable Global Brands rose 7 percent to $2.6 trillion last year, compared with a flat performance a year ago. All but two of the 13 categories analyzed in this report improved in brand value.
Technology and oil and gas declined modestly. These results indicate that strong brands continue to regain value lost during the recession and now, in some cases, surpass their pre-recession levels. The total brand value of the BrandZ™ Top 100 Strong Brands Portfolio has improved 77 percent since 2006. In addition, the BrandZ™ Top 100 Strong Brands Port-folio, comprised of diverse public companies, appreciated 58 percent during that eight-year period, compared with a market value gain of only 23 percent by the S&P 500. Despite a sharp decline in the growth of its brand value last year, Apple remained number one in the BrandZ™ Top 100 ranking, on the strength of the meaningful difference of its brand. Google moved to the number two position, marginally surpassing IBM, which continues to be the world’s most valuable B2B brand. These brands demonstrate both the capacity to grow brand strength quickly (Apple was founded in 1976, Google in 1998) and sustain it over time (IBM celebrated its centennial in 2011).
Three key themes emerge from the BrandZ™ Top 100 Most Valuable Global Brands 2013: Recovery The economy continued to improve— not everywhere, but in the US. All categories experienced healthy sales. Refinement With confidence still fragile, brands resisted introducing break-through innovations and instead encouraged consumer spending with incremental product and service improvements.
Relevance Reaching these more reflective consumers required offering products and services that not only projected mass appeal, but also promised personal relevance for the individual. BrandZ™ Portfolio outperforms S&P 500 Over the past seven years, the S&P 500 increased 23 percent in market value. In contrast, the BrandZ™ Portfolio of the strongest brands appreciated 58 percent.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
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Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
2. Procter & Gamble Co. (P&G) is an American company based in
Cincinnati, Ohio that manufactures a wide range of consumer goods.
In India Proctor & Gamble has two subsidiaries: P&G Hygiene and
Health Care Ltd. and P&G Home Products Ltd.
P&G Hygiene and Health Care Limited is one of India's fastest
growing Fast Moving Consumer Goods Companies with a turnover
of more than Rs. 500 crores.
It has in its portfolio famous brands like Vicks & Whisper. P&G
Home Products Limited deals in Fabric Care segment and Hair Care
segment.
It has in its kitty global brands such as Ariel and Tide in the Fabric
Care segment, and Head & Shoulders, Pantene, and Rejoice in the
Hair Care segment.
Today, Proctor & Gamble is the second largest FMCG company in
India after Hindustan Lever Limited.
4. product categorization into different sectors :
Beauty Segment: Head & Shoulder, Olay, Pantene, Wella
Grooming Segment: Gillette
Health Care Segment: Oral-B, Whisper, Vicks
Fabric Care & Home Care Segment: Ariel, Tide and
Duracell, AmbiPur
Baby Care & Family Home Care Segment: Pampers
5. Focusing Our Growth Strategy
Our long track record of success is based on a time-tested
business model — we discover meaningful insights into what
consumers need and want; we translate those insights into
noticeably superior products focused on those needs; we
communicate that superiority through advertising that includes
compelling claims, performance demonstrations, and superior
benefit visuals; and we price our products at a point where
consumers experience superior overall value.
All of this drives leadership market share, higher sales and
lower costs, which enable us to reinvest in our business and
win on a sustained basis. This model is simple and clear — and
when we execute it consistently, we win.
6. We have used this model to build a company with nearly $84
billion in sales and more than $10 billion in net earnings.
We are focusing P&G’S growth strategy on our biggest
opportunities:
We are focusing on our 40 largest and most profitable
product categories in the most important geographic markets.
These 40 businesses represent about 50% of sales and nearly
70% of operating profit .
We are focusing resources on winning with our 20 largest
innovations.
We are maintaining strong momentum in developing
markets, targeting the 10 developing markets with the highest
potential for growth.
7. Growth of P&G products
This model has also enabled P&G to deliver reliable and
meaningful growth over long periods of time, outperforming
the market and performing among the very best in our industry.
Measuring from the end of each quarter starting in
1980, rolling 10-year returns have exceeded both the S&P 500
and the Dow Jones Industrial Average in 82 out of 88
periods, or 93% of the time. And rolling 20-year returns have
exceeded both the S&P 500 and the Dow Jones Industrial
Average in 46 out of 48 periods, or 96% of the time.
Within this longer-term track record, there have been shorter
periods of underperformance, as we’ve experienced the past
couple of years. These have typically been followed by periods
of strong out performance
8. Within this longer-term track record, there have been shorter
periods of underperformance, as we’ve experienced the past
couple of years. These have typically been followed by periods
of strong out performance.
This past track record does not in any way guarantee future
success. It does reflect, however, the strength of our time tested
business model.
The model works. Funding it with productivity savings and
executing it broadly and consistently with discipline is the
proven way for P&G to deliver the business and financial
results to which we've committed. This is what we are doing
In fiscal 2012, we delivered 3% organic sales growth overall.
P&G has averaged 4% organic sales growth over the past
three years, achieving 3% to 5% organic sales growth for 11
consecutive quarters
10. In just three years, we’ve added organic sales of $8.5
billion, the equivalent of adding a Fortune 300 company to
our portfolio.
Growth continues to be very strong in developing
markets, which now generate 38% of P&G’s sales and 44% of
our unit volume.
It’s a $32 billion business for P&G, the largest developing-
market business of any consumer products company.
We see significant remaining growth opportunities as our
business in developing markets is still smaller as a percent of
sales than the developing market businesses of some of our
competitors, and we will continue to focus on growing our
business in the largest and most important of these markets.
11. Strong Growth in Developing Markets
OUR DEVELOPING-MARKET SALES growth has been very
strong over the past ten years.
Three years ago, we made an intervention to expand further in
these markets, and we’re growing at nearly double the rate of
the underlying markets.
Developing markets are now a $32 billion business for
P&G, generating 38% of sales and 44% of our unit volume.
We’re focused on our top 10 developing markets where growth
prospects are highest, including the important “BRIC” markets
of Brazil, Russia, India and China, where sales have grown an
average of 20% over the past decade.
12.
13. CONCLUSION
P&G is the world’s largest and most profitable consumer
packaged goods company, with nearly $84 billion in sales
and more than $10 billion in net earnings.
We have built a portfolio of 25 billion-dollar brands — each of
which generates from $1 billion to more than $10 billion of
sales per year.
They span a broad range of product categories — including
household care, beauty, grooming, and personal healthcare —
and are household names around the world, including
Pampers, Gillette, Tide, Ariel, Downy, Pantene, Head &
Shoulders, Olay, Oral-B, Crest, Dawn, Fairy and Always.
We have three times more billion-dollar brands in our
categories than our next-largest competitor and more than most
of our remaining competitors combined.