P&G 2009 Annual Report – AnnualReports.com - Procter & Gamble
P&G 2009 Annual Report – AnnualReports.com - Procter & Gamble
P&G 2009 Annual Report – AnnualReports.com - Procter & Gamble
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Bob McDonald<br />
President and Chief Executive Officer<br />
THE POWER OF PURPOSE<br />
In fact, leading change on a foundation of continuity has been at<br />
the heart of P&G’s success throughout its history. P&G will be<br />
172 years old this October. We have grown through multiple economic<br />
cycles: boom years, recessions, the Great Depression. We’ve<br />
also grown in the face of unrelenting change: two world wars,<br />
economic crises, massive technological change, significant demographic<br />
shifts and continuously changing consumer expectations.<br />
Despite all this, P&G’s total shareholder return has outperformed<br />
the industry and broader markets over the long term. Why?<br />
I believe it <strong>com</strong>es down to one simple and remarkably constant<br />
factor: the clarity and constancy of P&G’s Purpose. Since the<br />
Company was founded, we’ve been in the business of providing<br />
daily essentials that improve the quality of people’s lives. We<br />
help people care for their babies, pets and homes. We make<br />
everyday chores easier to do. We help people look and feel<br />
better. We’ve stayed true to the inspiring Purpose of touching<br />
and improving people’s lives in meaningful ways.<br />
It’s at times like we’re living in today —when change is volatile<br />
and unsettling, when norms we’re accustomed to no longer<br />
seem certain —that clarity of Purpose matters more than ever.<br />
More than a year ago, A.G. and I, along with the vice chairs and<br />
other senior leaders, began the effort to renew P&G’s strategies.<br />
We began this work with P&G’s Purpose in mind. We have now<br />
updated the Company’s growth strategies and identified a few<br />
critical interventions needed to strengthen our businesses —fully<br />
acknowledging the economic crisis in front of us but equally<br />
focused on the longer-term growth of our Company. I want to<br />
use this, my first letter to shareholders as CEO, to explain our<br />
choices and decisions. This will help you to clearly see P&G’s<br />
vision for growth in the decade ahead.<br />
The <strong>Procter</strong> & <strong>Gamble</strong> Company 5<br />
P&G has a solid foundation for growth. Our strategies are working.<br />
Our billion-dollar and half-billion-dollar brands are among the strongest<br />
in the world. P&G’s core strengths are those that matter most to winning<br />
in our industry. Our relationships with retailers, suppliers and innovation<br />
partners are enormous sources of <strong>com</strong>petitive advantage. And the leadership<br />
team now in place has been carefully groomed through experience and<br />
coaching to lead P&G in the decade ahead. We are building on a rock-solid<br />
foundation of continuity. This is one of P&G’s greatest advantages.<br />
PURPOSE-INSPIRED GROWTH STRATEGY:<br />
“WHERE TO PLAY” CHOICES<br />
Our single, unifying growth strategy is tightly linked to our<br />
Purpose: “We will grow by touching and improving the lives of<br />
more consumers in more parts of the world…more <strong>com</strong>pletely.”<br />
Specifically, we will:<br />
��Grow our leading global brands and core categories —<br />
with an unrelenting focus on innovation<br />
��Build business with underserved and unserved consumers<br />
��Continue to grow and develop faster-growing, structurally<br />
attractive businesses with global leadership potential.<br />
We will create abundant growth opportunities in each of<br />
these areas.<br />
1) Growing our Core<br />
Our billion-dollar brands and aspiring billion-dollar brands —<br />
43 brands in total —represent 85% of P&G’s sales and more<br />
than 90% of profit.<br />
We will continue to focus sharply on our core businesses and<br />
brands because this is the primary way we touch and improve<br />
lives —and there is plenty of room to keep growing our core<br />
brands and categories.<br />
��Global Household Care is a $200 billion market —and P&G’s<br />
global share is about 20%.<br />
��Consumer Health Care is a $240 billion market; P&G is a<br />
market leader with just a 5% share.<br />
��Beauty & Grooming is a $300 billion market and P&G is<br />
leading, but with only a 13% share.