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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PURPOSE-FOCUSED EXECUTION:<br />
“HOW-TO-WIN” STRATEGIES<br />
We have made three strategic “how-to-win” choices to capture<br />
these growth opportunities.<br />
First, we will leverage our core strengths —consumer understanding,<br />
brand-building, innovation, go-to-market capability<br />
and scale — to execute the Company’s growth strategies.<br />
These strengths create significant <strong>com</strong>petitive advantage<br />
for P&G, particularly when we leverage them together as<br />
interdependent capabilities to win. We see opportunities<br />
to apply P&G’s strengths in several areas — from expanding<br />
category, country and channel portfolios globally to extending<br />
distribution and store coverage in developing markets. This will<br />
continue to be a primary how-to-win focus area for P&G.<br />
Second, we are elevating Simplification, Scale and Execution<br />
to how-to-win strategies. These are key improvement areas<br />
where we believe we can create the greatest value and<br />
<strong>com</strong>petitive advantage.<br />
Our simplification efforts have one goal: to make it easier for<br />
each P&G employee and business partner to improve more lives<br />
in more parts of the world more <strong>com</strong>pletely. As P&G has grown<br />
larger, we’ve naturally be<strong>com</strong>e more <strong>com</strong>plex. We are removing<br />
<strong>com</strong>plexity so our brands are more affordable and to make the<br />
Company more innovative and agile. We’re reducing senior<br />
management positions and layers, and improving decision<br />
making, by simplifying our organization structure. We’re also<br />
making other important interventions to simplify business<br />
processes such as business planning, product launch, and<br />
product formulation. We want to be<strong>com</strong>e a $100 billion<br />
<strong>com</strong>pany with the speed and agility of a $10 billion <strong>com</strong>pany.<br />
We consider scale to be a tremendous growth opportunity.<br />
We’re leveraging scale efficiencies to deliver best-in-class<br />
cost structures throughout our business. We’re using our<br />
R&D and supply chain scale to create alternative materials<br />
that minimize exposure to volatile <strong>com</strong>modity markets.<br />
We’re creating the technology infrastructure to rapidly transfer<br />
best-in-class knowledge across our global organization.<br />
And more. I’m confident this focus will yield dramatic benefits<br />
for the Company over time.<br />
Execution is, of course, the only strategy our customers and<br />
consumers ever see, so we must do it with excellence, always.<br />
We are placing even sharper emphasis on consistent, quality<br />
execution in every part of our business.<br />
Third, we are leading change to win with consumers and customers.<br />
We are be<strong>com</strong>ing an even more collaborative organization,<br />
inside and outside our Company. We’re getting flatter, faster<br />
and simpler. We’re changing how we <strong>com</strong>pensate people to<br />
reinforce and reward behaviors that allow us to meet our<br />
simplification, scale and disciplined execution objectives. We’re<br />
making the investments to be networked globally and digitized<br />
from end to end. And we’re building the capability to operate<br />
on a demand-driven, real-time, future-focused basis every day.<br />
In today’s economic environment, many <strong>com</strong>panies are cutting<br />
back on investments in their people. P&G is increasing its<br />
investment. We know without doubt that P&G people are our<br />
most important asset, and we will continue to invest in their<br />
growth, capability, and productivity.<br />
PURPOSE-INSPIRED CULTURE<br />
I believe to my core that by renewing our <strong>com</strong>mitment to P&G’s<br />
Purpose…by establishing a unifying growth strategy and a<br />
Company culture that are tightly linked to our Purpose…we<br />
can inspire and motivate P&G people around the world to new<br />
levels of innovation, productivity, executional excellence and<br />
business results.<br />
A.G. and I both believe the decade ahead has the potential to be<br />
one of the strongest decades of growth in the Company’s history.<br />
We’re serving about four billion people in the world today.<br />
That’s a billion and a half more people than we were reaching<br />
at the beginning of the decade, and at least a billion less than<br />
the number I’m <strong>com</strong>mitted to serving in the decade ahead.<br />
We know that P&G products touch and improve people’s lives<br />
in meaningful ways. People tell us and show us —when we visit<br />
them in their homes, when we shop with them in stores, when<br />
we listen to their calls and read their e-mails. When we spend<br />
time with the people who trust and use our brands, we <strong>com</strong>e<br />
away inspired. Every time.<br />
The opportunities are there. We have the right strategies,<br />
capabilities and plans. We have the best people —the strongest<br />
global organization that I believe you’ll find in any <strong>com</strong>pany.<br />
If we can inspire the performance that our people are capable<br />
of delivering —day in and day out —I have no doubt that we can<br />
fulfill our Purpose more thoroughly and deliver the superior<br />
shareholder value we all expect from P&G.<br />
Bob McDonald<br />
President and Chief Executive Officer<br />
August 7, <strong>2009</strong><br />
The <strong>Procter</strong> & <strong>Gamble</strong> Company 7