This year, P&G will be 178 years old. A company does not last for that long if its management is not willing to change anything and everything, except for its purpose and core values, to serve consumers and create value for shareowners.
Operating Total Shareholder Return
Value Creation is top priority. We are putting strategies and capabilities into place to transform P&G into a faster-growing, more profitable and far simpler company. What's different, and how are we building a better P&G?
Portfolio Transformation – Leading Brands
P&G is focusing on 10 product categories with about 65 brands. P&G is the leader in seven of these categories and is #2 the remaining three, with significant growth potential in all of them.
Innovation has always been - and continues to be - P&G's lifeblood. Each P&G product category provides a portfolio of innovation, including a mix of commercial programs, product improvements and game-changing innovations.
Cost of Goods Sold
Productivity is a core strength for P&G, which creates flexibility to fund our growth efforts, offset cost challenges and/or improve operating margins. We have taken significant steps to accelerate productivity and savings across all elements of costs, which are yielding significant benefits to our operating margin.