P&G OUTLOOK Three billion times a day‚ P&G brands touch the lives of people around the world. This happens because P&G provides branded products of superior quality and value to improve the lives of the world’s consumers. This results in leadership sales‚ profit and value creation‚ allowing employees‚ shareholders and the communities in which we operate to prosper. In 1837 William Procter and James Gamble formed a humble but bold new enterprise. What began as a small‚ family-operated soap and candle
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international oil and gas company that focuses on technology‚ product quality‚ and customer service‚ with petrochemical manufacturing and marketing operations in more than 150 countries. ExxonMobil Chemical employs more than 14‚000 people and in 2001 had $19.3 billion in revenue. The company is currently organized in 11 core business units‚ and six of them are in the polymers area. ExxonMobil Chemical sells its polymer resins to other organizations that then incorporate them into finished goods
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talents and innovation assets of individuals‚ institutes and companies around the world. Our Research & Development efforts cover 150 areas of science. Because the wealth of knowledge in these areas is not limited to our own Research & Development resources‚ Connect + Develop is our way to encourage more open innovation. It is a way of leveraging internally and externally developed innovation assets. We are developing mutually beneficial relationships with the talents and technologies of today’s most
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2012 2011 2010 2009 2008 200 Net Sales $ 83‚680 $81‚104 $77‚567 $ 75‚295 $ 77‚714 $ 71‚095 Gross Profit 41‚289 41‚245 40‚525 37‚644 39‚534 36‚607 Operating Income 13‚292 15‚495 15‚732 15‚188 15‚743 14‚236 Net Earnings from Continuing Operations 9‚317 11‚698 10‚851 10‚645 11‚224 9‚562 Net Earnings from Discontinued Operations 1‚587 229 1‚ 995 2 ‚877 9 30 847 Net Earnings attributable to Procter & Gamble 10‚756 11‚797 12‚736 13‚436 12‚075 10‚340 Operations 11.1% 14.4% 14.0% 14.1%
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TRUE-FALSE—Conceptual 1. Intangible assets derive their value from the right (claim) to receive cash in the future. 2. All research phase and development phase costs are expensed as incurred. 3. Research phase costs are capitalized as an intangible asset once economic viability. 4. Companies are required to assess the estimated useful life and salvage value of intangible assets at least annually. 5. Impairment testing is conducted annually for both limited–life and indefinite-life intangible assets.
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Strategy for 2 in India Brand Strategist The Dream Team Season 2 Case Study for Strategy Development S T R AT E G Y F O R T I D E I N I N D I A Case Background The Mint‚ 3rd December 2012: In a recent global investor meeting‚ Procter & Gamble affirmed that a strong momentum in developing markets continues to be a key part of its strategy. It said it will invest resources on the biggest opportunities‚ and aim for profitable expansion by focusing on growing markets‚ increasing market share‚ improving
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[pic] International Business Management Table of Contents: 1. P&G Introduction 1. Birth of P&G 2. Timeline 3. Operation 4. Brands & Operation Bases 5. Logo & conflicts 2. P&G in China 1. Culture & Background 2. Reasons 3. Porter’s Diamond 4. Internal Advantages 5. Entry mode & time 6. Advantages Vs. Disadvantages 3. Management & Strategies 1. China Vs. France 2
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CASE STUDY ANALYSIS OF P&G: SK-II GLOBALIZATION PROJECT FOR: Professor Howard Kupferman Written by: Andres Torres Procter and Gamble Case Study Analysis Actors: 1. Alan Lafley: Head of P&G Beauty Care GBU 2. Paolo de Cesare: President of Max Factor Japan 3. Durk Jager: P&G CEO 4. GLT: Global Leadership Team (made up of business GM’s of crucial MDO’s‚ people from R&D‚ consumer research‚ product supply‚ HR‚ and finance). Chaired by Lafley. INTRO: In this case
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too‚ because almost every information request came via email. The product we were selling cost well over $1000‚ and that press release got us into three Fortune 500 companies and many other smaller ones. The best part is‚ it cost absolutely nothing. Had it been an advertisement‚ the same amount of space in that particular magazine would have cost six thousand dollars and it wouldn’t have worked nearly as well because it would have been an ad. When I left my post as a corporate employee‚ one magazine
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Assume that P&Gs Hair care products marketing manager has the Unilever papers on his/her desk. The manager is considering doing nothing with the information‚ just keeping a lid on the situation and telling those involved to back off. Is this action ethical? The marketing manager at this point finds himself being in an ethical dilemma situation‚ which he is aware of. That is probably why he‚ for now‚ decided rather to “keep a lid” on the situation‚ than deciding whether to actually use the information
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