Henkel Annual Report 2011 - Henkel AG & Co. KGaA Annual Report ...

More documents

Recommendations

Info

Diversity – an asset for a global company Mixed teams are simply more successful. One example is the crossborder cooperation put in place for the development and international marketing of Gliss Kur Ultimate Repair, a product range specifically created for damaged and dry hair, successfully launched around the world in 2011. SHANGHAI CHINA Aida Rizvo Head of Cosmetics/ Toiletries Marketing for the Asia-Pacific region.
Henkel Annual Report 2011 Excellence is our Passion 17 After just six months on the market, the Ultimate Repair line for damaged and dry hair had become the most successful launch in the brand history of Gliss Kur, leading to substantial market share gains worldwide. In order to be able to develop and market such globally successful innovations, the international marketing experts from the Cosmetics/ Toiletries business sector regularly and extensively share knowledge with their counterparts in the different regions. Internationality as an innovation driver “The key to our success lies in the international mix of our teams,” says Aida Rizvo, Head of Cosmetics/Toiletries Marketing for the AsiaPacific region, who is located in Shanghai. A Bosnian by birth, Rizvo has been in Shanghai since June 2011. She speaks five languages and now she is learning Mandarin. “For me, interacting with international colleagues in closeknit teams is an integral part of my work at Henkel,” she adds. Gliss Kur Ultimate Repair, which is marketed under the name Extra Care Ultimate Repair in China, was developed in the strategic business unit in Düsseldorf – with the involvement of Jasmin Goller, Head of International Marketing for the Gliss Kur brand. She also kept in close contact with Rizvo and other regional marketing experts such as Enis Toksoez representing Africa/Middle East, and Juan Pablo Molina, responsible for Peru and Ecuador. “Our colleagues in other countries know their local market, its consumers and their preferences, better than anyone,” explains Jasmin Goller. “Consequently, interaction with them is vital for the successful development and smooth international launch of any innovation.” DÜSSELDORF GERMAnY SHANGHAI CHInA ROCKY HILL COnnECTICUT, USA Pursuing the international exchange of ideas for the successful development of innovations (from the left): Enis Toksoez, Regional Marketing Manager for Africa/ Middle East, Jasmin Goller, Head of International Marketing for the Gliss Kur brand, Aida Rizvo, Head of Cosmetics/Toiletries Marketing for the Asia-Pacific region, and Juan Pablo Molina, Country Manager for Peru and Ecuador. They all agree that international cooperation in diverse teams is what makes the difference: the variety of knowledge of consumer needs and marketing concepts provides such teams with insights and perspectives which are critical for the successful launch of new and innovative products in competitive markets. Not just contact with international colleagues but also working in other countries provides invaluable experience. For instance, Jasmin Goller, who has Pakistani and German roots, has already worked for Henkel in India. Enis Toksoez is currently working in Dubai, but has also gained experience in Russia. And Colombian Juan Pablo Molina has been working in Peru since the beginning of 2011. “By working abroad, you learn how to adjust to the mentalities, needs and demands of other people,” comments Rizvo. “This is a highly valuable skill to acquire – both for the individual personally and for the success of our global brands.” MANILA PHILIPPInES MOSCOw RUSSIA Successful in European and Asian markets: Gliss Kur Ultimate Repair and Extra Care Ultimate Repair are the result of internationally coordinated insights into consumer needs and preferences. www.schwarzkopf-retail.com.cn www.glisskur.schwarzkopf.de “ Interacting with international colleagues is an integral part of my work at Henkel.” Aida Rizvo Head of Cosmetics/Toiletries Marketing for the Asia-Pacific region.
Page 1 and 2: Annual Report 2011
Page 3 and 4: Laundry & Home Care Leading market
Page 5 and 6: Henkel Annual Report 2011 1 Our com
Page 7 and 8: Henkel Annual Report 2011 Foreword
Page 9 and 10: Henkel Annual Report 2011 Foreword
Page 11 and 12: Henkel Annual Report 2011 Report of
Page 17 and 18: Henkel Annual Report 2011 Managemen
Page 19: Henkel Annual Report 2011 Excellenc
Page 23 and 24: Henkel Annual Report 2011 Excellenc
Page 29 and 30: Henkel Annual Report 2011 Shares an
Page 31 and 32: Henkel Annual Report 2011 Shares an
Page 33 and 34: Henkel Annual Report 2011 Group man
Page 69 and 70: Henkel Annual Report 2011 program h
Page 71 and 72:
Henkel Annual Report 2011 Procureme
Page 73 and 74:
Henkel Annual Report 2011 manufactu
Page 75 and 76:
Henkel Annual Report 2011 Major Hen
Page 77 and 78:
Henkel Annual Report 2011 Fritz Hen
Page 79 and 80:
Henkel Annual Report 2011 For our i
Page 81 and 82:
Henkel Annual Report 2011 Economic
Page 83 and 84:
Henkel Annual Report 2011 Due to it
Page 85 and 86:
Page 87 and 88:
Henkel Annual Report 2011 brands Pe
Page 89 and 90:
Page 91 and 92:
Henkel Annual Report 2011 Business
Page 93 and 94:
Henkel Annual Report 2011 ing respo
Page 95 and 96:
Henkel Annual Report 2011 cover the
Page 97 and 98:
Henkel Annual Report 2011 Overall r
Page 99 and 100:
Henkel Annual Report 2011 We also e
Page 101 and 102:
Henkel Annual Report 2011 Notes to
Page 103 and 104:
Henkel Annual Report 2011 Equity an
Page 105 and 106:
Henkel Annual Report 2011 Consolida
Page 107 and 108:
Henkel Annual Report 2011 Group seg
Page 109 and 110:
Henkel Annual Report 2011 Accountin
Page 111 and 112:
Henkel Annual Report 2011 disclosed
Page 113 and 114:
Henkel Annual Report 2011 previous
Page 115 and 116:
Henkel Annual Report 2011 Consolida
Page 117 and 118:
Henkel Annual Report 2011 Book valu
Page 119 and 120:
Henkel Annual Report 2011 Accumulat
Page 121 and 122:
Henkel Annual Report 2011 Disclosed
Page 123 and 124:
Henkel Annual Report 2011 cash, pro
Page 125 and 126:
Henkel Annual Report 2011 Fair valu
Page 127 and 128:
Henkel Annual Report 2011 Reconcili
Page 129 and 130:
Henkel Annual Report 2011 (16) Inco
Page 131 and 132:
Henkel Annual Report 2011 (18) Othe
Page 133 and 134:
Henkel Annual Report 2011 revaluati
Page 135 and 136:
Henkel Annual Report 2011 The net r
Page 137 and 138:
Henkel Annual Report 2011 Cash flow
Page 139 and 140:
Henkel Annual Report 2011 Credit ri
Page 141 and 142:
Henkel Annual Report 2011 Because w
Page 143 and 144:
Henkel Annual Report 2011 Notes to
Page 145 and 146:
Henkel Annual Report 2011 Allocatio
Page 147 and 148:
Henkel Annual Report 2011 Other dis
Page 149 and 150:
Henkel Annual Report 2011 The numbe
Page 151 and 152:
Henkel Annual Report 2011 For regio
Page 153 and 154:
Henkel Annual Report 2011 Cash flow
Page 155 and 156:
Henkel Annual Report 2011 Recommend
Page 157 and 158:
Henkel Annual Report 2011 Independe
Page 159 and 160:
Henkel Annual Report 2011 Responsib
Page 161 and 162:
Henkel Annual Report 2011 Subcommit
Page 163 and 164:
Henkel Annual Report 2011 Managemen
Page 165 and 166:
Henkel Annual Report 2011 Quarterly
Page 167 and 168:
Henkel Annual Report 2011 Glossary
Page 169 and 170:
Credits Published by: Henkel AG & C
show all

Henkel Annual Report 2011 - Henkel AG & Co. KGaA Annual Report ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?