"We are prioritizing employee health and safety, maximizing availability of P&G products, which play an essential role in meeting the daily health, hygiene and cleaning needs of consumers around the world, and helping society meet the challenges of the COVID crisis. We expect to grow through this crisis and come out even stronger on the other side. We delivered strong, balanced sales and profit results in fiscal 2020, both pre-COVID and through the balance of the year, meeting or exceeding each of our going-in targets, demonstrating the commitment and agility of P&G people and the robustness of our strategy.”
DAVID TAYLOR
Chairman, President and CEO
Focused
in 10 categories—daily
use products where
performance drives
brand choice.
Extending our
margin of competitive
Product, package,
brand communication,
retail execution,
and value.
We’re driving
improvements in cost
and cash to fund these
investments and
improve profitability.
We’re leading the
in our industry to meet
challenges and further
strengthen results.
More focused,
agile, accountable
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.
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 consumer & customer value. Together, these five elements drive category growth, prevent commoditization and provide the basis to build sustainable competitive advantage.
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Products so good,
consumers recognize
the difference.
Superior products raise expectations for performance in the category
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
We’re driving cost savings and efficiency improvement in all facets of our business — cost and cash productivity up and down the income statement and across the balance sheet.
Productivity is now as integral to our culture as innovation and helps to fuel our investments in superiority.
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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P&G is embracing lean innovation, acting with the speed and agility of a startup to create the future. We combine robust, consumer-based insights with breakthrough science that is inspired by how people live, work and
play — both in our core business and in new areas. One such innovation is OPTE, a handheld beauty device from our P&G Ventures startup studio, which digitally scans your skin, detects age spots, sunspots and hyperpigmentation
and precisely corrects them by immediately camouflaging them and fading their appearance over time.
We’re reinventing media using precision tools like propensity modeling that help us understand where a consumer is on their path to purchase, letting us reduce spend while increasing our reach. And we’re reinventing advertising
by bringing some advertising creation and media planning in-house — such as on our Secret brand — providing complete control and flexibility for as little as 1/10 the cost and less than 1/3 the time of traditional executions.
We’ve advanced our supply network capabilities in the face of the COVID-19 crisis, and we’ll build some of these changes into how we work in the future. This includes shipping directly to customers when needed, and accelerating
the use of data platforms and machine learning to better understand consumer consumption and raw material availability.
In the U.S., Europe, Latin America and Asia, we’re using data and analytics to better ensure we’re in precisely the right stores — down to the neighborhood level — with the right shelf sets, placement, sampling and
marketing — resulting in a better consumer experience and category growth.
Organization & Culture
A more empowered, agile and accountable organization, flowing to new demands, seamlessly supportting each other to deliver our priorities around the world.
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