Procter & Gamble Company

C-RATED STOCKS are those stocks our Big Data multi-factor models score as probable to have negligible return for the month. For the first time in 2018, a new Securities and Exchange Commission rule mandated under the 2010 Dodd-Frank financial reform requires publicly traded companies to disclose how their CEOs are compensated in comparison with their employees. In public filings, companies have to disclose their “Pay Ratios,” or the CEO’s compensation divided by the median employee’s. In 2021, the median employee of Procter & Gamble was compensated $66,326 in 2017, and ratio between CEO pay to median worker pay was 309-to-1, compared to median of 141-to-1 across the S&P500 and the Russell 1000. In 2013, PGP rebranded itself as Procter & Gamble Entertainment with a new logo and an emphasis on multiple-platform entertainment production. In 2018, P&G’s fabric and home care division accounted for 32% of the company’s total net sales, the highest of all its divisions.

For the fiscal year 2018, Procter & Gamble reported earnings of US$9.750 billion, with an annual revenue of US$66.832 billion, an increase of 2.7% over the previous fiscal cycle. Procter & Gamble’s Shares traded at over $86 per share in 2017, and its market capitalization was valued at over US$221.5 billion in October 2018. Procter & Gamble ranked No. 42 on the 2018 Fortune 500 list of the largest United States corporations by total revenue. Though P&G is the largest consumer products manufacturer in the U.S., Johnson & Johnson remains a larger company in the health and consumer goods space. In August 2014, after a record revenue year of $87 billion, P&G announced they were streamlining, dropping 100 brands to concentrate on only 65 which produced over 95% of the company’s profits. P&G sold off 43 cosmetics brands to Coty, Duracell batteries to Berkshire Halthaway, and its VapoSteam products. They acquired Merck Group’s consumer health division, renaming it as Procter & Gamble Health Limited which sells products mainly in India.

Then we’ll engage our external business development group to contact the product’s manufacturer and begin negotiating licensing, collaboration, or other deal structures. The connect-and-develop strategy requires that a senior executive have day-to-day accountability for its vision, operations, and performance. At P&G, the vice president for innovation and knowledge has this responsibility. Connect-and-develop leaders from each of the business units at P&G have dotted-line reporting relationships with the VP. The managers for our virtual R&D networks , the technology entrepreneur and hub network, our connect-and-develop legal resources, and our training resources report directly. Within the boundaries defined by our needs lists, adjacency maps, and technology game boards, no source of ideas is off-limits.


In 1955, Procter & Gamble began selling the first toothpaste to contain fluoride, known as Crest. Branching out once again in 1957, the company purchased Charmin paper mills and began manufacturing toilet paper and other tissue paper products. Once again focusing on laundry, Procter & Gamble began making Downy fabric softener in 1960 and Bounce fabric softener sheets in 1972. From 1957 to 1968, Procter & Gamble owned Clorox, the leading American manufacturer of liquid bleach; however, the Federal Trade Commission challenged the acquisition, and the U.S.

Later that same year in July, the company announced the sale of 43 of its beauty brands to Coty, a beauty-product manufacturer, in a US$13 billion deal. It cited sluggish growth of its beauty division as the reason for the divestiture.

Analyzing Procter & Gambles Dividend Growth Potential

If we’re trying to find ways to make detergent perfume last longer after clothes come out of the dryer, for instance, one of our chemical suppliers may well have the solution. (Suppliers can’t see others’ responses, of course.) Since creating our supplier network, we’ve seen a 30% increase in innovation projects jointly staffed with P&G’s and suppliers’ researchers. In some cases, suppliers’ researchers come to work in our labs, and in others, we work in theirs—an example of what we call “cocreation,” a type of collaboration that goes well beyond typical joint development. It was against this backdrop that we created our connect and develop innovation model. With a clear sense of consumers’ needs, we could identify promising ideas throughout the world and apply our own R&D, manufacturing, marketing, and purchasing capabilities to them to create better and cheaper products, faster. By 2000, it was clear to us that our invent-it-ourselves model was not capable of sustaining high levels of top-line growth.

BASF and P&G researchers collaborate in shared labs to improve Basotect’s cleaning properties, durability, and versatility. German chemical company BASF manufactures a melamine resin foam called Basotect for soundproofing and insulation in the construction and automotive industries. Most companies are still clinging to a bricks-and-mortar R&D infrastructure and the idea that their innovation must principally reside within their own four walls. Back in 2002, as we were brainstorming about ways to make snacks more novel and fun, someone suggested that we print pop culture images on Pringles. One of our researchers thought we should try ink-jetting pictures onto the potato dough, and she used the printer in her office for a test run. (You can imagine her call to our computer help desk.) We quickly realized that every crisp would have to be printed as it came out of frying, when it was still at a high humidity and temperature. And somehow, we’d have to produce sharp images, in multiple colors, even as we printed thousands upon thousands of crisps each minute.

P&G’s products are available in North America, Latin America, Europe, the Middle East, Africa, Asia, Australia, and New Zealand. Over the next decades, Procter & Gamble branched out through acquisitions and unique product developments to produce revolutionary products including Pampers disposable diapers which was first test marketed in 1961. The company acquired products form Folgers Coffee, Norwich Eaton Pharmace3uticals, Richardson-Vicks, Noxell , Old Spice, Iams, Pantene and Max Factor. Shaping the Future of Consumption Creating responsible models of consumption for the benefit of business and society.The Fourth Industrial Revolution is transforming the consumption landscape by creating opportunities for… Shaping the Future of Media, Entertainment and Sport Identifying new business models for content and distribution, transforming the way consumers are informed and entertained around the world.Media, entertainment and sport have been radical…

The Procter & Gamble Company Pg

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This SEC practice is designed to limit excessive automated searches on and is not intended or expected to impact individuals browsing the website. For best practices on efficiently downloading information from, including the latest EDGAR filings, visit You can also sign up for email updates on the SEC open data program, including best practices that make it more efficient to download data, and enhancements that may impact scripted Procter & Gamble Company downloading processes. P&G has teamed up with Microsoft to pilot innovations in cloud, AI, and digital transformation across its diaper and paper towel manufacturing units. P&G funded a six-episode series, Activate, on National Geographic in 2019 focusing on extreme poverty, inequality and sustainability in conjunction with not-for-profit Global Citizen and production company Radical Media. The company agreed to a longform series deal with Stone Village Television in January 2020.

Their system was slow to update, made the process of adding content difficult, and was rife with bugs that led to an elevated number of helpdesk requests. P&G believes the outlook of global economies, the stability of governments and institutions, and the health of societies and the planet are inextricably linked to its success as an employer and a corporate citizen.

While this global health crisis continues to evolve, it can be useful to look to past pandemics to better understand how to respond today. #WTFact Videos In #WTFact Britannica shares some of the most bizarre facts we can find. Company logos are from the logo database and belong to their respictive copyright holders.


Over five years in, we’ve identified three core requirements for a successful connect-and-develop strategy. Now operated independently, it connects about 800 high-performing retired scientists and engineers from 150 companies with client businesses. By using YourEncore, companies can bring people with deep experience and new ways of thinking from other organizations and industries into their own. We rely on several proprietary networks developed specifically to facilitate connect-and-develop activities.

In April 2011, P&G was fined €211.2 million by the European Commission for establishing a price-fixing cartel for washing powder in Europe along with Unilever, which was fined €104 million, and Henkel. Though the fine was set higher at first, it was discounted by 10% after P&G and Unilever admitted running the cartel. As the provider of the tip-off leading to investigations, Henkel was not fined. They attempted with Walmart the Family Movie Night on broadcast networks in 2010–2011 then the Walden Family Theater on the Hallmark Channel in 2013.

Procter & Gamble Company

By building a closer relationship with its consumer base, P&G has been able to develop a deeper understanding of their needs and has been able to respond accordingly. With the ability to adapt quickly to changing customer behavior and needs, P&G is now ready to tackle any future disruption that might come along. In short, the benefits of this transformation are both immediately visible and will continue to scale in the future. Meanwhile, the technology entrepreneur may actively promote the product to specific managers in relevant lines of business. If the item continues to look promising, it may be tested in consumer panels and, if the response is positive, moved into our product development portfolio.

An internal team would have hooked up with an ink-jet printer company that could devise the process, and then we would have entered into complex negotiations over the rights to use it. Cultivate both proprietary and open networks whose members may have promising ideas. Ask which new product categories, related to your current categories, can enhance your existing brand equity. If a user or application submits more than 10 requests per second, further requests from the IP address may be limited for a brief period. Once the rate of requests has dropped below the threshold for 10 minutes, the user may resume accessing content on

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Our global networks are the platform for the activities that, together, constitute the connect-and-develop strategy. But networks themselves don’t provide competitive advantage any more than the phone system does. To ensure our website performs well for all users, the SEC monitors the frequency of requests for content to ensure automated searches do not impact the ability of others to access content. We reserve the right to block IP addresses that submit excessive requests. Current guidelines limit users to a total of no more than 10 requests per second, regardless of the number of machines used to submit requests.

Procter & Gamble Company

They settled in Cincinnati, Ohio, initially and met when they married sisters Olivia and Elizabeth Norris. Alexander Norris, their father-in-law, persuaded them to become business partners, and in 1837 Procter & Gamble was created. After they became brothers-in-law, their father-in-law convinced them to go into business together. If you are at an office or shared network, you can ask the network administrator to run a scan across the network looking for misconfigured or infected devices. Data are provided ‘as is’ for informational purposes only and are not intended for trading purposes. PitchBook’s non-financial metrics help you gauge a company’s traction and growth using web presence and social reach.

Pg The Procter & Gamble Company

And we spend almost $2 billion a year on R&D across 150 science areas, including materials, biotechnology, imaging, nutrition, veterinary medicine, and even robotics. Among the most successful products we’ve brought to market through connect and develop are Olay Regenerist, Swiffer Dusters, and the Crest SpinBrush. As was the case for P&G in 2000, R&D productivity at most mature, innovation-based companies today is flat while innovation costs are climbing faster than top-line growth. (Not many CEOs are going to their CTOs and saying, “Here, have some more money for innovation.”) Meanwhile, these companies are facing a growth mandate that their existing innovation models can’t possibly support.

Procter & Gamble Company

In 2000, realizing that P&G couldn’t meet its growth objectives by spending more and more on R&D for less and less payoff, our newly appointed CEO, A.G. Lafley, challenged us to reinvent the company’s innovation business model. In January 2005, P&G announced the acquisition of Gillette, forming the largest consumer goods company and placing Unilever into second place. This added brands such as Gillette razors, Duracell, Braun, and Oral-B to their stable. The acquisition was approved by the European Union and the Federal Trade Commission, with conditions to a spinoff of certain overlapping brands. P&G agreed to sell its SpinBrush battery-operated electric toothbrush business to Church & Dwight, and Gillette’s Rembrandt toothpaste line to Johnson & Johnson. The deodorant brands Right Guard, Soft and Dri, and Dry Idea were sold to Dial Corporation. In 2001, Liquid Paper and Gillette’s stationery division, Paper Mate, were sold to Newell Rubbermaid.


P&G unit managers identified a need for laundry detergent that cleans effectively in cold water. They decided to search for relevant innovations in chemistry and biotechnology solutions that enable products to work well at low temperatures. Possibilities included labs studying enzymatic reactions in microbes that thrive under polar caps. But if you’re relying solely on internal innovation—new products and services developed by your own R&D team—your engine may be sputtering. For many firms, R&D productivity is flattening while innovation budgets are climbing faster than revenues.

Although the CPI growth numbers were similar to June, remaining near the highest levels seen… Gastrointestinal, rapid diagnostics, respiratory, and vitamins, minerals, and supplements. The Fabric and Home Care segment consist of fabric enhancers, laundry additives and detergents, and air, dish, and surface care. The Baby, Feminine and Family Care segment sells baby wipes, diapers, and pants, adult incontinence, feminine care, paper towels, tissues, and toilet paper. The company was founded by William Procter and James Gamble in 1837 and is headquartered in Cincinnati, OH. is the trade name of Quantalytics Holdings, LLC., LLC is a wholly owned subsidiary of Quantalytics Holdings, LLC (“Quantalytics”). Quantalytics is not a registered investment adviser, brokerage firm, or investment company.

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So we established from the start that we would seek ideas that had some degree of success already; we needed to see, at least, working products, prototypes, or technologies, and evidence of consumer interest. And we would focus on ideas and products that would benefit specifically from the application of P&G technology, marketing, distribution, or other capabilities.

One of the most revolutionary products to come out on the market was the company’s disposable Pampers diaper, first test-marketed in 1961, the same year Procter & Gamble came out with Head & Shoulders. Prior to this point, disposable diapers were not popular, although Johnson & Johnson had developed a product called Chux. Babies always wore cloth diapers, which were leaky and labor-intensive to wash. Pampers provided a convenient alternative, albeit at the environmental cost of more waste requiring landfilling. Amid the recent concerns parents have voiced on the ingredients in diapers, Pampers launched Pampers Pure collection in 2018, which is a «natural» diaper alternative.

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