Company Strategy

Company Strategy

Company Strategy

"In fiscal year 2019, P&G met or exceeded each of our core financial goals—organic sales growth, core earnings per share growth and adjusted free cash flow productivity—all while improving market share and generating leadership levels of shareholder value creation.

We are focused on winning with consumers and shoppers through superiority, fueled by productivity, and delivered by an empowered, agile and accountable organization that is driving constructive disruption across the entire value chain in our industry.”

DAVID S. TAYLOR

Chairman of the Board, President and Chief Executive Officer

Focused

PORTFOLIO

in 10 categories—daily use products where performance drives brand choice.

Extending our margin of competitive

SUPERIORITY

Product, package, brand communication, retail execution, and value.

We’re driving

PRODUCTIVITY

improvements in cost and cash to fund these investments and improve profitability.

We’re leading the

CONSTRUCTIVE DISRUPTION

in our industry to meet challenges and further strengthen results.

More focused, agile, accountable

ORGANIZATION

operating at the speed of market; just put fully in place July 1, 2019.



P&G’s 10-Category Portfolio

We’ve focused and strengthened P&G’s portfolio in daily-use categories where product performance drives brand choice.

FABRIC AND HOME CARE

BABY AND FEMININE CARE

FAMILY CARE AND P&G VENTURES

 

Superiority to Win with Consumers

We have taken a deliberate step to invest in and advance the superiority of products and packages, brand communication, retail execution and value advantage?— growing the markets in which we compete.

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Products so good, consumers recognize the difference.

Packaging that attracts consumers, conveys brand equity, helps consumers select the best product for their needs, and delights consumers during use.

Product and packaging benefits communicated with exceptional advertising that makes you think, talk, laugh, cry, smile, act and buy — and that drives category and brand growth.

In-store: with the right store coverage, product forms, sizes, price points, shelving and merchandising. Online: with the right content, assortment, ratings, reviews, search and subscription offerings.

For consumers: all these elements presented in a clear and shoppable way at a compelling price. For customers: margin, penny profit, trip generation, basket size, and category growth.

Productivity to Fuel Investments

We’re now just past the midpoint of our second five-year productivity program and remain on track to deliver up to another $10 billion in savings.

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We’re generating savings with more cost-effective multi-category manufacturing sites in geographically strategic locations — like our state-of-the-art plant that opened in fiscal 2019 in West Virginia.

SUPPLY CHAIN TRANSFORMATION



We’re eliminating substantial waste in the media supply chain — savings we can take to the bottom line or reinvest to reach more people. Over the last five years, we delivered $1 billion of savings in agency fees and ad production costs.

MEDIA SAVINGS

Constructive Disruption

To win in today’s dynamic world, we must lead the constructive disruption of our industry across all areas of the value chain: innovation, brand building, supply, and digitization & data analytics.

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Organization & Culture

We are making organization structure and culture changes to better position us to win.

New structure operating through six industry-based SBUs

Provide greater clarity on responsibilities & reporting lines

Strengthen leadership accountability

Enable P&G people to accelerate growth & value creation