Procter Gamble Co The in Beauty and Personal Care (World)

PROCTER & GAMBLE CO, THE IN BEAUTY AND
PERSONAL CARE (WORLD)

July 2014
SCOPE OF THE REPORT
Scope
Disclaimer
Baby and Child-Specific Products US$15,936

million
Bath and Shower US$39,152 million
Colour Cosmetics US$55,499 million
Deodorants US$22,147 million
Beauty and
Personal Care
US$454,132 million
Oral care US$43,110

Fragrances US$45,135 million
Hair Care US$77,075 million
Men's Grooming US$35,441million
Skin Care US$107,248 million
Much of the information in this

briefing is of a statistical nature and,
while every attempt has been made
to ensure accuracy and reliability,
Euromonitor International cannot be
held responsible for omissions or
errors.
Figures in tables and analyses are
calculated from unrounded data and
may not sum. Analyses found in the
briefings may not totally reflect the
companies opinions, reader
discretion is advised.
Procter & Gamble, despite

being the leading beauty and
personal care player, is losing
ground due to not adapting to
market shifts quickly enough.
Going forward, its success will
depend on creating new
segments as it has lost ground
to its key rivals.
Sun Care US$9,487 million

Depilatories US$4,739million
Euromonitor International
BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO
PASSPORT 2
STRATEGIC EVALUATION
COMPETITIVE POSITIONING
MARKET ASSESSMENT
GEOGRAPHIC AND CATEGORY
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
Key facts
Procter & Gamble Co, The
Headquarters:
Cincinnati, Ohio, USA
Regional involvement:
Global
Hair care, mens grooming,

Category involvement: oral care, skin care
World BPC value share
11.3%
(2013):
World BPC value

growth (2012-2013):
3.7%
60,000
12.0
50,000
11.8
40,000
11.6
30,000
11.4
20,000
11.2
10,000
11.0
2008
2009
Sales
2010
2011
2012
% Market Share
2013
% market share
Sales (US$ million)
P&G: Sales vs Market Share 2008-2013
Procter & Gamble is the worlds leading beauty

and personal care company, accounting for an
11% market share in 2013. Beauty is the
companys second leading portfolio after home
care and more particularly laundry care. Within
beauty, the company has wide coverage, but the
leading categories include hair care (30% of total
sales), mens grooming (22%), oral care (16%) and
skin care (9%).
It also has presence in home care, tissue and
hygiene and consumer health. The company is
currently undergoing rigorous restructuring with a
view to streamlining its focus. To this end, it has
made a number of divestments, including that of
snack brand Pringles.
Procter & Gamble also has a wide regional
presence in beauty and personal care with
operations in Asia Pacific, Western Europe,
Eastern Europe, Latin America, Middle East and
Africa and North America. Procter & Gambles
largest regional operation is in North America, as a
result of its presence in the US, which accounts for
over 20% of its global beauty sales.
PASSPORT 4
Financial analysis
Contribution to Revenue FY2013
Beauty
Grooming
Health Care
Fabric Care and Home
Care
Net sales (US$ million)
P&G: Net Sales vs Operating Income FY

Ending June 2009-2013
86,000
16,000
84,000
15,500
82,000
15,000
80,000
14,500
78,000
14,000
76,000
13,500
74,000
13,000
72,000
12,500
70,000
12,000
2009
2010
Net Sales
2011
2012
2013
Operating Income
Operating income (US$ million)
Baby Care and Family

Care
Procter & Gambles operating income for FY2013

improved over 2012, thanks to the wide-scale
restructuring the company has undertaken.
Traditionally, Procter & Gamble operated in the
more premium tier of the pricing spectrum across
all industries, which it justified through its
breakthrough innovations, but at the onset of the
recession when consumers downgraded to
cheaper alternatives, the company lost some of
its customers. This coincided with its competitors
offering increasing product sophistication at
competitive price points, while Procter &
Gambles own innovation pipeline slowed down.
Procter & Gamble acted fast, undertaking a
number of cost-cutting measures such as
reducing marketing and other administrative
expenses, resulting in improved margins.
In 2012 however, the company announced a
large- scale restructuring programme including
divestments, job cuts, and common
manufacturing and redesigning platforms. The
companys operating margin dropped in 2012 due
to restructuring costs, but picked up in 2013.
PASSPORT 5
Timeline for P&Gs restructuring programme
2016
2014
Projected savings US$10 bilion
Exits pet food and MDVIP (a personalised healthcare operator)

Announces complete redesign of end-to-end supply chains involving consolidation of
operations into multi-category sites
Converts to common manufacturing and technology platform, designs supply systems to
allow for more online product customisation
Consolidates customer shipping and product customisation operations into fewer distribution
centres
Merges India, the Middle East and Africa into one IMEA region
Integrates Greater China, ASEAN, Australia, New Zealand, Japan and Korea as Asia
Cuts 2,300 roles
2013
2012
2012
4,100 job cuts

CEO Bob Macdonald resigns
AG Lafley returns as CEO/AG
Lafley reorganises P&G operations into four units: Global Baby, Feminine and Family Care;
Global Beauty; Global Health and Grooming; and Global Fabric and Home Care
Reports to have saved US$1.2 billion, exits global bleach business
1,600 job cuts

Divests Pringles
Announces restructuring programme including job cuts to deliver US$800 million in savings,
US$6 billion in less expensive packaging materials and planned efficiency in supply chain
and US$1 billion cut to marketing spending
PASSPORT 6
P&G streamlines operations to enhance productivity
GBU - Global
Business Unit
Create, design, manufacture and

market products
Focus of brand building at global,
regional and local levels
Responsible for managing brand
franchise building resources
SMO - Sales and

Marketing
Operations
Responsible for
selling, distribution,
shelving, price and
execution and
merchandising.
Selling resources
concentrated in the
Sales and Marketing
Operations
PASSPORT 7
Financial comparisons for first nine months of fiscal years

P&G: Net Sales vs Operating Income for
First Nine Months FY2011-FY2014
70,000
The company has stated that it is on track with its

restructuring plans. Its plan was to save US$800
million via 5,700 job cuts, which it has also achieved.
It has gone beyond its initial plan and cut a further
2,300 roles in 2014. The company also stated that
through its restructuring it aims to save another US$1
billion by increasing the efficiency of its supply chains.
It has made good strides developing the efficiency of
its supply chains. It is in the process of redesigning its
supply chains to make them multi-category
operations, thus benefiting from greater synergy as
well as scale. Its greatest savings, however, is
expected to come from cutting back on expensive
packaging materials. It is not clear how far the
company has gone with this strategy.
60,000
50,000
US$ million
P&Gs restructuring programme appears to be

bearing fruit for the company with net sales and
operating income for the first nine months of fiscal
2014 even higher than the same period in 2013.
40,000
30,000
20,000
10,000
0
2011
Net Sales
2012
2013
Operating Income
2014
The next step is for Procter & Gamble is to increase

its investment in R&D since its innovation pipeline for
categories such as skin care is not very extensive.
PASSPORT 8
SWOT: Procter & Gamble Co, The

STRENGTHS
Leading brands
WEAKNESSES
Global exposure
Procter & Gamble has

Procter & Gamble has
strong brands to its
wide global exposure.
name. The company
Its products are sold in
boasts 24 billion dollar
180 countries through
brands. It also claims 50 wide-ranging distribution
leadership brands that
channels including mass
contribute 90% of its
merchandisers and
overall sales and profit.
grocery stores.
OPPORTUNITIES
Not changing business

Falling behind in
model
marketing trends
One of the key issues
Procter & Gamble still
for Procter & Gamble is employs soft marketing
that market dynamics
techniques, tapping into
have shifted, but its
emotive aspects,
model is yet to adapt to
compared to its rivals,
these changes.
which are using hard
scientific facts to
convince consumers of
product efficacy.
THREATS
Mens skin care
Electric toothbrushes
Category competition
Gillette has strong

potential in mens skin
care given it is a brand
men strongly associate
with. With men
increasingly purchasing
for themselves, P&G
can capitalise on this
brand.
Procter & Gamble is the

global leader in electric
toothbrushes. With
increasing oral health
awareness and rising
disposable incomes in
emerging markets, it
stands to benefit in the
long run.
Procter & Gamble is up While Procter & Gamble

against strong
faces strong competitive
competition from
threats from
Unilever, LOral and
multinationals, local
Colgate. In some
players are also
categories, Procter &
increasing competitive
Gamble is fast losing
pressure as they match
shares to these rivals.
innovations with
competitive price points.
Local competition
PASSPORT 9
Procter & Gamble focuses on core businesses

Focus on core operations
Focus on billion dollar brands
To accelerate growth Procter & Gamble is

implementing three key changes, which it refers to
as 40/20/10. The company aims to focus resources
on the 40 largest and most profitable businesses,
accounting for 50% of sales and 70% of net
earnings. The next change includes focusing on
the 20 most profitable innovations accounting for
most of the portfolio revenue, and the third change
involves investing in 10 emerging markets most
critical to the companys growth.
Procter & Gambles objective has been to focus on

billion dollar brands. The company has 24 billion
dollar brands spanning across a number of
categories including skin care and laundry care
with a strong global presence. The billion dollar
brands each generate between US$1 billion and
over US$12 billion in revenue. According to the
company, investing in the already well-established
billion dollar brands has a greater potential to
generate returns than brands with limited presence
and less familiarity.
Brand rationalisation
Instead of launching new brands or making
acquisitions, the company focuses on extending
existing brands into sub-ranges, eg Gillette Fusion
as part of its billion dollar brand strategy. It has
discontinued Max Factor in the US market. This
rationalisation may save on costs but may limit the
company from pursuing opportunities at both the
premium and economy ends as the company
crowds into the mid-range price segment.
Improving productivity
Procter & Gamble has announced a US$10 billion
productivity programme to enhance the companys
performance. The programme includes funding top
line growth, ensuring consumer value propositions
are superior, overcoming macro headwinds and
delivering better bottom line growth.
PASSPORT 10
MARKET ASSESSMENT
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
P&G trails behind global beauty

Procter & Gamble vs Beauty and Personal Care Market 2008-2013
% y-o-y growth
6
5
4
3
2
1
0
2008-2009
2009-2010
2010-2011
Beauty and Personal Care
Procter & Gambles global

beauty and personal care
growth declines in 2011 across
most of its key categories. In
mature markets, consumers
trade down, while increasing
competition in emerging
markets means the company
benefits less from growth here
than some of its competitors.
2011-2012
2012-2013
Procter & Gamble
Despite the success of its

restructuring programme in
2012, Procter & Gamble faces
key challenges from major
competitors such as LOral,
Unilever and Colgate. The
companys brands are
overstretched and not in line
with the industry trends where
brands are increasingly
segmented.
In 2013, growth continues to fall

as it lags behind the industry up
against competition in all its
major markets. The company
decided to shift focus from
emerging markets to North
America, its home market where
competition has been building,
from Unilever in hair care and
LOral in colour cosmetics and
skin care.
PASSPORT 12
Little movement at the top

Global Leading Beauty and Personal Care
Companies 2013
Rank Company
2013 % 2013 %
growth share
Procter & Gamble Co,

The
3.7
11.3
LOral Groupe
4.8
9.7
Unilever Group
7.8
8.1
Colgate-Palmolive Co
6.2
3.8
Beiersdorf AG
6.2
3.0
Este Lauder Cos Inc
7.6
2.9
Johnson & Johnson Inc
4.8
2.8
Avon Products Inc
-2.7
2.4
Shiseido Co Ltd
0.3
2.1
10
Henkel AG & Co KGaA
3.8
1.8
There was little movement among the worlds

leading beauty and personal care manufacturers
over the 2008-2013 period, with the top four
remaining entirely unchanged. However, in 20132014, there were some notable acquisitions, with
LOral the most active in the top 10 purchasing
Magic Holdings in China, Cheryls Cosmeceuticals
in India as well as professional skin care brands
Carita and Declor from Shiseido.
Market stability was also maintained by a uniformity
of strategy among the leading players, with the
major players focusing on expansion in emerging
markets, and, where possible, premiumisation.
Procter & Gamble has been finding itself in the face
of mounting competitive pressure. It has
traditionally operated at higher price points,
justifying it on the basis of ground breaking
innovations, but now its rivals are matching similar
product features at competitive price points but also
maintain a more segmented portfolio. Procter &
Gamble is now aiming to boost its innovation
pipeline, but following the economic downturn, its
margin has been narrowing, further adding to the
challenge.
PASSPORT 13
MARKET ASSESSMENT
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
MARKET ASSESSMENT
Dilemma in developed vs emerging market expansion

In terms of regional expansion, Procter & Gamble finds itself facing a dilemma. North America is the
companys key regional market, but like many of its rivals it decided to pursue emerging market growth
more strongly. However, it found its home ground coming under increasing competitive attacks. Unilever
expanded its hair care presence, LOral expanded in skin care and colour cosmetics and Colgate
threatened its oral care shares in North America. Subsequently, Procter & Gamble decided to shift focus
from emerging markets to North America.
While this happens, Procter & Gamble is losing ground in emerging markets, where competitive pressure is
not just coming from multinationals but also local players. For example, in China local skin care players are
gaining strong ground thanks to increasing product sophistication which they can offer at competitive price
points due to more relaxed government regulations. Procter & Gamble needs to adopt an appropriate
strategy that will allow it to address competition in both North America and other emerging markets.
Procter & Gamble Co, The: BPC Presence 2013 and Growth Prospects 2013-2018 by Region
% CAGR 2013-2018
6
Middle East & Africa
Latin America
Asia Pacific
4
3
2
Australasia
North America
Eastern Europe
Western Europe
1
0
-1
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Market size 2013 (US$ million rsp)

Note: Bubble size represents company share of category in 2013, range displayed: 8.9-16.4%
PASSPORT 15
MARKET ASSESSMENT
Diverse presence across beauty industry

Procter & Gamble has faced challenges in most of its key beauty categories. While its innovation pipeline
has been slow in recent years, impacting its market share globally, the company appears to be removed
from key market trends. Leading beauty players including LOral and Unilever have been operating highly
segmented portfolios across the pricing spectrum and age groups. For example, Unilever operates a
number of brands in regular and salon-inspired hair care in different pricing segments. TRESemm is in the
mass segment among the salon-inspired brands and Sunsilk is its counterpart in the regular segment. Dove
is the more premium range in the regular hair care category and Nexxus in salon-inspired hair care. Procter
& Gamble, on the other hand, only operates one key brand in each category, diluting them across the wider
pricing spectrum, ranging from mass to masstige. With a diluted brand image and less innovative features,
higher pricing proves detrimental for the company.
% CAGR 2013-2018
Procter & Gamble Co, The: BPC Presence 2013 and Growth Prospects 2013-2018 by Category
5.0
Sun Care
4.5
4.0
3.5
3.0
Depilatories
2.5
2.0
1.5
1.0
0.5
0.0
-20,000
0
Baby and ChildSpecific Products
Mens Grooming
Skin Care
Oral Care
Hair Care
Deodorants
Bath and
Shower
Colour
Cosmetics
Fragrances
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Market size 2013 (US$ million rsp)

Note: Bubble size represents company share of category in 2013, range displayed: 0.2-32.5%
PASSPORT 16
MARKET ASSESSMENT
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
GEOGRAPHIC AND CATEGORY OPPORTUNITIES
Hair care is largest beauty portfolio for P&G

Hair care is Procter & Gambles largest beauty and personal care category, and shampoos comprises more
than 50% of its total sales, with conditioners accounting for a further 20%.
Asia Pacific is Procter & Gambles largest regional market, accounting for approximately 30% of its global
hair care sales. Sales in Asia Pacific mostly stem from China, accounting for nearly 60% of its Asia Pacific
hair care sales. Procter & Gamble has deep penetration in shampoos in China, controlling over 40% of the
market. It is only in China where it has greater coverage across the pricing tiers through three key brands
Rejoice, Head & Shoulders and Pantene. Rejoice is a mass-market brand, while Head & Shoulders is
positioned as a more specialised brand targeting dandruff. Pantene has smaller shares than these two and
sits in the upper pricing tier. North America and Western Europe make up some 40% of P&Gs global hair
care sales, followed by Latin America at 20%. Unlike China, Procter & Gamble does not have as strong a
presence in the mass hair care segment in the other regional markets.
P&G Hair Care Value Sales Breakdown by
Category 2013
P&G Hair Care Value Sales Breakdown

by Region 2013
Shampoos
AP
NA
WE
LA
EE
ME&A
Conditioners
Colourants
Styling Agents
Salon Hair Care

Aus
Other
PASSPORT 18
P&G Hair Care Market Share Movements by

Category 2008/2013
35
30
25
20
15
10
5
0
2008
40
2013
P&G Shampoo Market Share by Region

2008/2013
35
% market value share
Globally, Procter & Gamble lost 70 basis points in

hair care market share over 2008-2013. However,
while it managed to gain 20 basis points in market
share for shampoos, it lost share in both
conditioners and colourants, its second and third
leading categories, respectively.
Conditioners and colourants have been suffering
from a slow innovation pipeline and subsequently
falling behind its competitors. Hair oil has become
very popular as a conditioning format, but Procter
& Gamble entered the category after its key
competitors. In hair colourants, rival LOrals
Garnier Olia has been a breakthrough in mass
retail channels given its ease of application and
usage of oil for pigment penetration.
Procter & Gamble has also lost market share in
shampoos across all regions with the exception of
Latin America and Asia Pacific, but even within
Asia Pacific it lost market share in its largest
market, China. On the other hand, Procter &
Gambles share growth in hair care emerged from
new growth frontiers including India and Indonesia.
In Latin America, the company is benefiting from
introducing its latest innovations such as Pantene
Age Defy.
P&G hair care share loss in key markets
30
25
2008
20
2013
15
10
5
0
AP
Aus
EE
LA
ME&A
NA
WE
PASSPORT 19
P&G shampoos less segmented than rivals
For example, from Unilevers hair care portfolio, a

consumer is able to select an affordable saloninspired brand, a product range that has proved to
be very successful with consumers as they are
perceived as good value for money. In addition, a
brand portfolio covering a wider expanse of pricing
tiers allows for greater flexibility in developing
presence across emerging markets. For example,
Unilever is able to offer Dove, TRESemm and
Sunsilk to cover consumers with wider variety of
needs and affordability as opposed to Procter &
Gamble which can mainly offer Pantene.
P&G vs Unilever Market Share in
Shampoos in Developing and Emerging
Markets 2008-2013
It is not just a slow innovation pipeline that is

impacting Procter & Gambles market share in hair
care, but also because its hair care portfolio is less
segmented in terms of pricing coverage in
comparison to its key hair care rival Unilever.
Shampoos can be broadly classified as regular,
anti-dandruff, salon-inspired and organic/natural.
Both Procter & Gamble and Unilever have
coverage in these hair segments, but Unilever has
wider pricing coverage in each of these segments
than Procter & Gamble. For example, under
regular retail brands, Unilever has Dove in the
upper pricing tier and Sunsilk in the lower tier, but
Procter & Gamble has Pantene in the upper tier
and no significant coverage in the mass segment
(with the exception of Rejoice, which is mostly
confined to China). Similarly, under salon-inspired
brands, Unilever has coverage ranging from mass
to premium, but Procter & Gamble is confined to
premium and mid-market.
With wider coverage across the pricing spectrum
across the broad shampoo classifications, Unilever
has been able to refine its offerings to suit
consumer needs more closely.
0.4
0.3
0.2
0.1
0.0
2008
2009
2010
Procter & Gamble
2011
2012
2013
Unilever
PASSPORT 20
Too late to fill the gaps in shampoos portfolio

There is limited scope for Procter & Gamble to fill the pricing gaps in its hair care portfolilo. The mid-price
tier of the regular retail shampoos market is not widely covered by any key players. Procter & Gamble,
through Pantene, is present in the upper tier, while Unilever is present through Dove. On the other hand,
Unilevers mass brand is Sunsilk. There could be a potential for Procter & Gamble to develop presence in
the mid-price market, but there are competitive challenges from affordable salon-inspired brands such as
TRESemm. Procter & Gamble was astute in introducing more sophisticated ranges such as Pantene Age
Defy to help add value to Pantene and further distinguish it as an upscale mainstream retail brand. With an
ageing population in its key regional markets North America and Western Europe, Procter & Gamble can
expect to benefit from its ranges targeting mature women, but this would not be as beneficial in emerging
markets with younger populations.
Procter & Gamble
Unilever
Price range
High
Mainstream
Pantene
AntiDandruff
Head &
Shoulders
SalonInspired
Natural/
Organic
Mainstream
Vidal
Sassoon
Aussie
AntiDandruff
Dove
SalonInspired
Natural/
Organic
Nexxus
Clairol
Herbal
Essences
TRESemm
Rejoice
(China)
Sunsilk
Clinic/
Clear
V05
Organics
Low
PASSPORT 21
Create a new segment in salon/organic hair care

Affordable salon-inspired brands have been performing well as seen with
TRESemm, whose value pack sizes combined with its salon heritage
have been received with considerable enthusiasm in the market.
Subsequent to its acquisition of Alberto-Culver, Unilever had introduced
TRESemm in various emerging markets including Brazil, Thailand, India
and Indonesia, where the brand has been doing very well.
Given TRESemms good performance, the question is, should Procter &
Gamble focus on mass-market salon-inspired ranges? Procter &
Gambles Aussie is a similar range to TRESemm, although Aussie is
more niche. Aussie is based on unique Australian ingredients which claim
to have effective properties for deep conditioning.
Given that TRESemm has already established a strong position in the
market, the competitive barriers are high, but Procter & Gamble can use
Aussie to further tap into the salon-inspired natural/organic hair care
segment and highlight the brands unique ingredients from Australia to
emphasise the brands efficacy.
Beauty manufacturers are increasingly relying on scientific terms such as
keratin shampoos/conditioners or active ingredients to draw consumer
attention as well as convince them of product efficacy. Aussie does
highlight its unique Australian ingredients, but could use the concept to
phrase something similar to keratin - shorter and sounding novel and
scientific.
PASSPORT 22
P&G taps into sensorial aspects of dry shampoos
Fragrance
+
Other Hair
Benefits
Procter & Gamble is tapping into opportunities in dry shampoos. It

launched a new range - Herbal Essences Naked Collection. The
products are infused with a mint scent that lasts long after showering,
capitalising on the sensorial trend in hair care.
The star product under Herbal Essences Naked Collection is its dry
shampoo. In line with all other products in the range, it focuses on the
scent experience, but also claims to be based on new tapioca puddingbased dry shampoo technology, which claims not to leave a
concentrated white circle on the head.
Dry shampoo under the Herbal Essences Naked Collection is an
interesting innovation since scent-infused products offer strong
potential in the dry shampoos category. Dry shampoos still comprises
a small fragment of the total hair care market, but the category has
good growth potential as the products are being positioned as for use
in conjunction with wet shampoos not only as a time saving option, but
also to protect hair from frequent exposure to surfactants in wet
shampoos.
Dry shampoos, however, still face the challenge of matching the same
fresh feel of wet shampoo. The Naked Collections dry shampoo has
an edge here since the mint-infused smell can add to. the fresh feel.
Most shampoo brands, including TRESemm, Dove and Garnier, now
have a dry shampoo range, but the olfactory claim is not as distinct as
the Herbal Essences Naked Collection dry shampoo.
PASSPORT 23
Within beauty and personal care, mens grooming

is a high priority category for Procter & Gamble, as
indicated by the company separating it from
beauty to form a stand-alone division in order to
be able to provide a more in-depth focus.
Globally the company is the leading player in
mens grooming with over 30% of value sales,
thanks to mens razors and blades, in which it has
an unrivalled position.
Despite its strong position in mens grooming, its
share has been steadily declining. There are two
key reasons for this. The first is that it does not
have sufficient price coverage in mens razors and
blades and the second is that it is not fully tapping
into the potential of mens toiletries.
The companys position in mens razors and
blades comes mainly from its positioning in the
mid-price tier, but consumers have been gradually
trading down. Procter & Gamble has responded to
this with a breakthrough innovation, the Fusion
ProGlide with FlexBall, but it is yet to be seen if
price-conscious consumers will upgrade,
particularly in the face of several cheaper
alternatives..
Mens grooming: High priority but men go from shaving to saving
34.0
P&G Mens Grooming Global Market

Share 2008-2013
33.5
33.0
32.5
32.0
31.5
31.0
2008
2009
2010
2011
2012
2013
P&G Mens Grooming Value Breakdown

by Subcategory 2013
Men's Razors and Blades

Men's Pre-Shave
Men's Post-Shave
Men's Toiletries
PASSPORT 24
Male consumers trade down to cheaper razors and blades

Within mens grooming, mens razors and blades
accounts for 75% of P&Gs total mens grooming
sales. Globally, it is by far the leading player in the
category, accounting for 66% of global market value.
Cheaper alternatives are also appearing. Bic, a much

cheaper brand, recorded growth of 6% in North
America and Western Europe combined, compared
to a 1% decline for Gillette in these regions, over
2008-2013. In addition, private label has seen greater
penetration, while subscription to sites such as Dollar
Shave Club and Automated Men also offer cheaper
alternatives.
80
70
Between 2008 and 2013, the companys share in

mens razors and blades has been sliding. This is not
so much due to competition as it is to market trends.
In Western Europe and North America, which
together make up nearly 50% of the global mens
razors and blades market, men appear increasingly
less interested in paying too much for razors and
blades, particularly in light of the economic downturn.
Related to their reduced willingness to pay is the
current vogue for the stubble look, leading to less
frequency in shaving.
Top Three Players in Global Mens

Razors and Blades 2008-2013
60
50
40
30
20
10
2008
2009
2010
2011
2012
2013

Energizer Holdings Inc
St Bic SA
PASSPORT 25
P&G continues to launch in premium shaving segment
Value sales (US$ million rsp)
Mens Grooming Breakdown by Shaving vs

Toiletries 2013 and % CAGR 2013-2018
20,000
18,000
4.5
16,000
14,000
3.5
12,000
Skin Care
Hair Care
Deodorants
Bath and Shower

10,000
2.5
8,000
Razors and
Blades
6,000
1.5
Pre-Shave
4,000
Post-Shave
2,000
0.5
% CAGR 20132018
Men's
Shaving
Men's
Toiletries
In 2014, the companys new launch Fusion ProGlide

with FlexBall, which it claims is based on groundbreaking technology, is still a launch in the upper
pricing tier. Its design claims to effectively shave the
hard-to-reach contours of the face with a
manoeuvrable handle that offers better grip and more
precise control.
The question is how successful is this product likely to
be? In light of consumers downgrading to cheaper
alternatives, the answer would appear not to be
launching more premium products, but instead offering
consumers products at lower price points.
An ongoing issue with Procter & Gamble has been its
lack of presence in the lower pricing tiers across all
categories. The company boasts of its groundbreaking innovations to justify premium pricing, but this
may not bear fruit in mens shaving due to target
consumers strong propensity to save.
Procter & Gamble could increase its focus on mens
toiletries, which has much higher growth prospects in
CAGR terms, but has also surpassed the market size
for mens shaving.
PASSPORT 26
Deodorants is the largest category, but skin care is

projected to be the fastest growing one with an 8%
CAGR over 2013-2018. In both mens skin care and
deodorants, P&G faces steep competition. In mens
deodorants, Unilever is the market leader controlling
nearly 40% of the market, followed by Procter &
Gamble, with 10% of the market. In mens skin care,
LOral controls 20% and Beiersdorf another 13%.
While it would be harder to penetrate deodorants due
to the strong dominance of Unilever due to both its
brand credibility and wider pricing coverage, Procter
& Gamble has stronger prospects in skin care due to
the perception of Gillette being a mens brand
compared to LOral Paris which is generally
associated as a female brand.
Mens Grooming Market Size Breakdown

by Region 2013
10,000
8,000
6,000
4,000
2,000
0
AP
WE
LA
Men's Toiletries
10
% CAGR 2013-2018
Procter & Gamble has the option of tapping more

vigorously into all categories under mens toiletries
including deodorants, skin care, hair care and bath
and shower. Mens toiletries sales now equal those of
mens shaving in most regions, but in Asia Pacific
mens toiletries is larger than mens shaving.
Furthermore, projected growth for mens toiletries is
also higher across all regions.
Market size (US$ million rsp)
Mens skin care a potential category for P&G
NA
EE
ME&A
Aus
Men's Shaving
Mens Grooming Forecast Growth by

Category by Region 2013-2018
8
6
4
2
0
-2
AP
Aus
EE
Men's Toiletries
LA
ME&A
NA
WE
Men's Shaving
PASSPORT 27
Gillette suitable for mens skin care
Mens Skin Care Market Size 2013 and

Forecast Growth by Region 2013-2018
2,500
12
10
8
1,500
6
% CAGR 2013-2018
2,000
Market size (US$ million rsp)
A drawback for Gillette could be that it speaks less to

female consumers than a brand such as LOral Paris
and this is considered an important factor given that
mens toiletries are often picked up by their female
partners.
However, this practice appears to be changing as men
take more interest in grooming and are now more
actively involved in the purchasing process.
Traditionally, this market was under-represented with
products that men could connect with, but niche brands
such Bulldog are gradually changing the scene. Bulldog
and King of Shaves specialise in mens toiletries with
dedicated and targeted formulations and branding
messages.
Gillette, as one of the leading brands in the mens
grooming category, could capitalise on this trend. It
could consider launching lines with targeted male
formulations more vigorously. It could further tap into
the digital media, particularly in terms of marketing such
products. Moreover, there are strong opportunities in
Asia Pacific, particularly in China, with the region
projected to lead absolute growth in mens skin care
globally. This could also provide a much-needed boost
to the companys overall skin care category sales.
1,000
4
500
2
0
AP
Aus
EE
Market Size 2013
LA
ME&A
NA
WE
% CAGR 2013-2018
PASSPORT 28
P&G slow to address shift in skin care dynamics

Skin care is Procter & Gambles fourth leading beauty and personal
care category, accounting for 9% of its total BPC sales in 2013.
Procter & Gamble has been losing share in skin care due to a number
of factors, although the overriding factor is the gradual shift in market
dynamics, which Procter & Gamble appears to have been slow to
adapt to.
4.9
4.8
P&Gs relatively slow innovation pipeline has been blamed for its loss
in market share, but this is not entirely true. Its most recent launch
Olay Regenerist Luminous claims to be based on groundbreaking
technology. Its skin-energising technology claims to boost mature
skins cellular bioenergy. The line comprises facial moisturiser and
eye cream. Prior to Olay Regenerist Luminous, Olay launched an
Olay BB cream and then a CC cream. It also has a sophisticated
range of targeted products including Olay Regenerist Advanced AgeDefying Eye Roller, which claims to instantly reduce eye puffiness,
and Regenerist Anti-Ageing Lip Treatment, which is said to moisturise
and visibly reduce the appearance of lip lines. It also has a skin care
device similar to LOrals Clarisonic, but sold at a much lower price
point and launched before LOral acquired Clarisonic. It has a kit
which combines the device and Olay skin perfecting cleanser. These
ranges should have been sufficient to help the company make greater
strides in skin care market share, but its portfolio seems
comparatively less segmented than its competitors.
Procter & Gamble Skin Care

Market Share 2008-2013
4.7
4.6
4.5
4.4
4.3
2008 2009 2010 2011 2012 2013
PASSPORT 29
Greater segmentation in skin care portfolio needed

The skin care market is becoming increasingly
segmented along age groups, consumer
affordability and price points, which are again
interrelated.
LOral maintains three distinct divisions across
the pricing tiers. Garnier is at the mass level,
LOral Paris is a mid-price brand and then it has
a range of premium brands. Higher concentration
of ingredients is found in the premium brands,
which are targeted at older and more mature age
groups, but lower proportions of the same
ingredients are also available in the mid-price
brand LOral Paris at more affordable pricing
points. Garnier, on the other hand, is targeted at
a younger age group and often combines multiple
functions.
Procter & Gamble mainly competes through one
brand, Olay, in skin care across the mass pricing
spectrum, which dilutes the brands image.
Consequently, even though Olay has a range of
products targeting a wide spectrum of age
groups, it is not as distinct as LOrals brands.
Overall, it appears LOral has a greater variety
on offer for more diverse groups.
Product Segmentation
Price
Age
Functionality
PASSPORT 30
Not enough hype around skin care offerings

Procter & Gambles loss of market share in skin care also
reflects its inability to create the same marketing hype as
enjoyed by some of its key competitors.
LOral was a pioneer in popularising the serum format and
the BB cream trend. In addition, short and scientific terms
such as active ingredients and/or active molecules help to
draw attention, while making their brands seem equally
convincing as the more descriptive explanation of the
science behind the technology. LOrals packaging around
consumer segmentation also helps to add to the hype. For
example, LOrals Skin Perfection Magic Touch Instant Blur
Cream, targeted at a younger age group, is packaged in a
pink box - the packaging clearly communicating to young
girls. On the other hand, Revitalift, designed for more mature
groups, is packaged in red - which carries more gravity and
weight attracting older age groups. In addition, a number of
world-renowned actors have been appointed to represent
the brand.
LOrals commercials are more hard hitting. While Revitalift
uses terms such as Triple Power, Olay employs Your Best
Beautiful. At a time when skin care is taking on a more
advanced scientific form, hard-hitting catchy phrases are
likely to strike a chord with consumers over softer terms.
PASSPORT 31
Shifting dynamics in Chinas competitive landscape
P&G vs LOral and Leading Local Players

in Skin Care in China 2008-2013
12
L'Oral
Groupe
10
Some 30% of P&Gs global skin care sales come

from the worlds leading skin care market, China,
but it is increasingly losing share to other
players.
China is a lucrative market for all skin care
manufacturers, leading to extreme competitive
pressure. While the growing competitive
pressure is not news, the changing competitive
landscape deserves some attention.
Previously, competition came mainly from
foreign multinationals, but now local players are
also gaining ground in terms of product
sophistication, albeit positioned at more
competitive price points due to more relaxed
government regulations for local companies.
Moreover, consumers in the lower pricing
segments also prefer local brands since they can
identify with them more closely. This shift in
Chinas competitive landscape is not only making
it necessary to have more clear segmentation
along pricing lines, but also to create stronger
marketing buzz and brand excitement to
communicate the brands distinct and niche
positioning in comparison to rival brands.
Procter &
Gamble Co,
The
Jala (Group)
Co Ltd
Shanghai
Jahwa United
Co Ltd
Shanghai
Inoherb
Cosmetics
Co Ltd
0
2008 2009 2010 2011 2012 2013
PASSPORT 32
Oral care more successful for P&G but falling behind rivals
P&G vs Colgate: Market Share in Oral

Care 2008-2013
30
20
10
0
2008
2009
2010
2011
Percentage point gain in

market share
Oral care is one of Procter & Gambles more

successful categories. In 2013, Procter & Gamble
recorded 5% growth in oral care, second highest for
the company after deodorants, which grew by 7.5% in
the same year.
Despite oral care performing well in comparison to the
companys other categories, it was lower in
comparison to other key oral care players, namely
Colgate and Unilever, recording growth rates of 8%
and 6%, respectively.
Procter & Gamble marginally lost share in global oral
care, while Colgate and Unilever both recorded
positive market share growth. While Colgate gained 60
bps in market share, Unilevers market share grew by
10 bps. This reflects how well the players performed
regionally. Colgates growth was predominantly driven
by emerging markets, while Procter & Gamble
appears to be focusing on developed markets.
While Colgate gained market share in Asia Pacific,
Australasia and Eastern Europe, Procter & Gamble
gained share in Latin America, North America and
Western Europe, with Latin America the only emerging
regional market in which the company recorded
positive share growth.
2012
2013
P&G vs Colgate: Market Share Gain in

Oral Care 2008-2013
200
150
100
50
0
-50
AP
Aus
EE
LA
ME&A
NA
WE
PASSPORT 33
Western market focus takes away P&G growth from oral care
Given market share shifts, it appears that both P&G and
Colgate are streamlining their regional focus in the face
of intense global competition. Regional priority for each
of the companies is linked to the regional balance of
their oral care portfolios. While North America and
Western Europe combined account for more than 50%
of P&Gs global oral care sales, for Colgate this is a
much lower proportion.
P&G Oral Care Value Sales Breakdown

by Region 2013
AP
Aus
EE
LA
ME&A
The more interesting story, however, is in Latin America,

which holds greater weight in terms of regional sales for
Colgate in comparison to Procter & Gamble, but Procter
& Gamble is aggressively pushing into this region.
Procter & Gamble is capitalising on rising disposable
incomes in Brazil, the largest oral care market in the
region. In 2012, it introduced a new range of oral care
product under its brand Oral B and appointed the
leading model Gisele Bndchen as the brand
ambassador. This has proved successful for the
company, contributing to its share gain in the market. On
the other hand, Colgates more economy brand Sorriso
has lost share, clearly indicating that Brazilian
consumers are looking for more sophisticated products
for their oral care regimen.
NA
WE
Colgate Oral Care Value Sales

Breakdown by Region 2013
LA
AP
WE
NA
EE
ME&A
Aus
PASSPORT 34
Focusing on targeted benefits to help P&G oral care

In order to beat its rivals in oral care globally, P&G
needs to develop a stronger presence in other
emerging markets. In Asia Pacific, Eastern Europe and
Latin America, Procter & Gamble forms a distant
second to Colgate and in the Middle East and Africa it
ranks number four. With the exception of Latin
America, Procter & Gamble lost share in all these
regional markets.
One common problem for Procter & Gamble is that it is
positioned as more premium and hence less
accessible to consumers with lower affordability.
Combined with this, in some markets, such as China,
local competitors are also coming up with oral care
products with more sophisticated functionality. In some
markets, Colgate has region-specific brands, such as
Darlie, accessible to consumers with lower affordability.
The question for Procter & Gamble is what would form
an appropriate strategy to expand in emerging
markets. It does not have the option of including a new
mass brand, given the cost implications. It can continue
with further segmentation offering more closely
targeted benefits to justify its premium positioning, but
also take advantage of higher pricing margin.
P&G vs Colgate in Oral Care: Share and

Ranking by Region 2013
Procter &
Gamble
Colgate
% share
Rank
%
share
Rank
AP
24.2
11.4
Aus
46.0
14.2
EE
27.0
19.0
LA
51.1
16.3
ME&A
25.8
14.2
NA
18.1
33.7
WE
19.1
18.9
Region
PASSPORT 35
Long-term potential for electric toothbrushes
3,000
6
4
2,000
2
1,000
-2
Toothpaste
Manual
Electric
Mouthwashes/
Battery
Toothbrushes Toothbrushes Dental Rinses Toothbrushes
2013
Dental
Floss
Denture
Care
Tooth
Whiteners
Mouth
Fresheners
% CAGR 2013-2018
Value sales
(US$ million)
Procter & Gamble also has the option of taking a long-term view on emerging market oral care. Procter &
Gamble is the global leader in electric toothbrushes, which it can capitalise on.
With ever-growing oral health awareness globally, there is a good opportunity for electric toothbrushes,
which are designed to cleanse bacteria more effectively, preventing tartar and plaque.
Penetration of electric toothbrushes is higher in Western markets due to higher affordability, but there are
opportunities for further growth with consumers upgrading from manual toothbrushes. In emerging markets,
higher cost is a deterrent, but with increasing disposable incomes more consumers could be expected to
upgrade in the long run.
P&G Oral Care Presence 2013 and Growth Prospects 2013-2018 by Category
% CAGR 2013-2018
2,000
10
1,000
0
WE
NA
AP
LA
EE
Aus
% CAGR
2013-2018
Market size
(US$ million rsp)
Electric Toothbrushes Market Size 2013 and Growth Prospects 2013-2018 by Region
Market Size 2013
% CAGR 2013-2018
ME&A
PASSPORT 36
Long-term potential for electric toothbrushes
% CAGR 2013-2018
Absolute Value Growth (US$ million) 2013/2018
Mouthwashes/dental rinses is a category that offers greater prospects in the near future. The global
forecast, at over 4% CAGR, for mouthwashes/dental rinses is the highest among the oral care categories.
Increasing oral care awareness is expected to drive growth as consumers adopt a multi-care routine
including brushing, followed by mouth rinsing. While they are well established in North America, sales are
expected to grow in Western Europe as well as other emerging markets. Unlike electric toothbrushes,
mouthwashes/dental rinses are affordable in addition to their claims of addressing oral care issues with
greater effectiveness than simply brushing.
Mouthwashes/Dental Rinses Growth Prospects by
Johnson & Johnson is the global leader
Region 2013-2018
with Listerine, but the brands market
450
14
share has fallen as its parent focuses on
400
12
other divisions. Procter & Gamble is the
second leading player, but its market
350
10
share remained static, while Colgate, the
300
third leading player gained share in 2013.
8
250
P&Gs presence in this category revolves
primarily around North America. It would
200
6
benefit from expanding its presence in
150
other emerging markets.
4
While there are competitive barriers in
100
emerging markets, the category is still in
2
50
its nascent stage. Good product
0
0
development and effective marketing
AP
Aus
EE
LA
ME&A
NA
WE
campaigns could help to overcome such
Absolute Value Growth (US$ million) 2013/2018
% CAGR 2013-2018
competitive barriers.
PASSPORT 37
Competitive barriers for colour cosmetics and bath and shower

P&G targets Middle East & Africa for colour
Potential for Olay in bath and shower
cosmetics
Colour cosmetics is one of Procter & Gambles
Bath and shower is another smaller category,
smaller BPC categories, accounting for 6% of its
accounting for 4% of P&Gs total BPC sales globally;
global BPC value sales. The companys presence with China accounting for more than 30% of its global
in colour cosmetics derives primarily from North
sales in the category, followed by the US, contributing
America, contributing over 40% of its global colour over 20%.
cosmetics sales. The companys leading brand is In terms of regional prospects, Procter & Gamble is
Cover Girl, a mass brand. It also owns Max Factor, well placed since absolute growth in the category will
another mass brand, which was withdrawn from
be driven by the US and China. Procter & Gamble has
the US in 2009, and SKII, a premium brand,
a well-segmented portfolio offering a wide range of
present mainly in Asia Pacific.
brands.
In 2013, Procter & Gamble lost 10 bps in global
It has extended Olay in bath and shower, although
colour cosmetics market share. This was mainly
penetration is still limited. As seen with Dove, Procter
due to loss of market share in North America,
& Gamble has the potential to further extend Olay in
where it faces strong competition from LOral
bath and shower as a brand specialising in skin care.
investing in both product development and
Procter & Gamble could use Olay bath and shower to
marketing. While Procter & Gamble faces intense
market in India, projected to be the third leading
competition in its key market, it is building share in
market to drive growth in this category. Unilever,
the Middle East, with strong growth prospects in
however, dominates India with nearly 50% market
percentage terms. It is using Max Factor to drive
share mainly through Lux. Procter & Gamble could
share; a good move given the brands heavy
break into this market with Olay, but needs to be quick
coverage, which sits well with regional tastes.
since Dove is growing rapidly.
PASSPORT 38
MARKET ASSESSMENT
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
BRAND STRATEGY
Gillette enjoys broad geographic reach

Gillette is Procter & Gambles leading beauty and
personal care brand and the worlds number two
BPC label. It is one of the companys billion dollar
brands, with sales of US$12 billion in 2013. Gillette
is among Procter & Gambles most diverse brands
in terms of geographic profile. It ranked number
one in every regional mens grooming market in
2013.
Gillette Regional Breakdown 2013
The US is P&Gs leading market for Gillette,

followed by Brazil. Given that the Brazilian market
is set to lead growth in mens grooming over 20132018 this puts the Gillette brand in a very
favourable position.
The Gillette brand is positioned as mass, however
Procter & Gamble has been branching out to
premium mens grooming with the Art of Shaving,
which it launched in the UK in 2011, but with
product sophistication increasingly found under
mass brands, premium brands face intense
competition. To this end, the focus is more on
Gillette, which has expanded into skin care, hair
care, deodorants and fragrances in addition to its
most recent launch Fusion ProGlide with FlexBall.
Asia Pacific
Australasia
Eastern Europe
Latin America
Middle East and Africa
North America
Western Europe
PASSPORT 40
BRAND STRATEGY
Procter & Gamble aims for more premium image for Pantene
Pantene Global Hair Care Market
Share 2011-2013
8
6
Pantene is Procter & Gambles leading hair care brand

and the worlds number two hair care label. It is one of
the companys billion dollar brands, with sales of US$5
billion in 2013.
Pantene has been something of a problematic brand
for Procter & Gamble in recent years, due in part to an
overweight portfolio and confusion over its positioning.
Moves to push the mass brand upmarket have been
undermined by significant price cuts in core markets.
In recent years, Procter & Gamble has been trying to
revive the brand. It relaunched the brand with improved
formulation and packaging in 2012. In 2011, Procter &
Gamble switched to plant-based PET for its Pantene
Nature Fusion bottles to maintain a consistent natural
image for the brand. The Nature Fusion range was
rolled out in 2011 and 2012 to new markets including
Thailand. In 2012, it launched Pantene Age Defy for
mature hair, which it also introduced in Brazil.
The brand relies heavily on celebrity brand
ambassadors including most recently US actress
Zooey Deschanel. In keeping with Procter & Gambles
global aspirations however, it has also enlisted Indian
personalities such as Padma Lakshmi.
0
2011
2012
2013
PASSPORT 41
BRAND STRATEGY
Procter & Gamble looks to cross-category branding for Olay
Olay Global Market Share in Skin Care

2011-2013
4
3
Olay is one of Procter & Gambles billion dollar beauty

and personal care brands, with sales of US$3.7 billion
in 2013. It generates over 85% of its revenue in skin
care, where it is the worlds number three brand
underpinned by its number two position in facial skin
care.
The brands strong exposure to skin care provides a
strong base for innovation, and has met with notable
success through anti-ageing extensions, such as
Regenerist, Definity and Pro-X Intensive previously. In
2014, it launched Olay Regenerist Luminous based on
skin-energising technology designed to boost mature
skins cellular bioenergy. The line comprises facial
moisturiser and eye cream. Olay, however, is coming
under strong competitive pressure in key markets such
as China, where its competitors are expanding their
distribution coverage through distinctive brands
including that of parapharmacies/drugstores.
Procter & Gamble has begun to leverage the strength
of the Olay brand in other key brands. It launched the
Venus & Olay razor in a high-profile marketing
campaign. It also continued to extend Cover Girl with
Olay as part of the Simply Ageless line, but these
remain limited.
0
2011
2012
2013
PASSPORT 42
MARKET ASSESSMENT
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
OPERATIONS
P&G emerging market manufacturing sites by country 2013
Western Europe:
Turkey
Eastern Europe:
Russia, Czech
Republic, Romania
Asia Pacific:
China, India,
Philippines, Vietnam
Middle East and Africa:
Egypt, Lebanon,
Morocco, Saudi Arabia
Latin America:
Argentina, Colombia,
Mexico, Brazil,
Guatemala, Peru,
Venezuela
PASSPORT 44
MARKET ASSESSMENT
OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
RECOMMENDATIONS
In need of greater alignment with market dynamics

Create new segments
Scientific overtones in its marketing messages
While Procter & Gamble is losing ground due to its

lack of coverage in the mass segment, slow
innovation pipeline and outdated marketing
messages, it has the opportunity to create new
segments by combining some of the existing
marketing segments. For example, while it would
be harder for Procter & Gamble to compete with
Unilever in salon-inspired hair care segment, it can
market Aussie as a salon-inspired natural/organic
brand.
The companys marketing messages are also not

in line with current trends. It continues to tap into
the emotive aspects of product experience using
phrases such as Your Best Beautiful for Olay or
Be Strong and Shine for Pantene, while its rivals
are turning to more hard-hitting scientific terms to
convince consumers of product efficacy. For
example, LOral refers to active ingredients and
Unilever makes use of keratin as part of product
claims.
Given the strong competitive pressure in most of

the categories in which it competes, a significant
part of its future growth trajectory will depend on
creating new segments.
This is in line with the sophistication that beauty

categories are increasingly assuming. Procter &
Gamble would benefit from using similar short and
catchy, but scientific terms as part of its marketing
strategy.
PASSPORT 46
FOR FURTHER INSIGHT PLEASE CONTACT

Oru Mohiuddin
Senior Analyst Beauty & Personal Care
Oru.Mohiuddin@euromonitor.com
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PASSPORT 48

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PROCTER & GAMBLE CO, THE IN BEAUTY AND

PERSONAL CARE (WORLD)

SCOPE OF THE REPORT

Baby and Child-Specific Products US$15,936

Oral care US$43,110

Much of the information in this

Procter & Gamble, despite

Sun Care US$9,487 million

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

Cincinnati, Ohio, USA

Hair care, mens grooming,

World BPC value

Sales (US$ million)

P&G: Sales vs Market Share 2008-2013

Procter & Gamble is the worlds leading beauty

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

Net sales (US$ million)

P&G: Net Sales vs Operating Income FY

Operating income (US$ million)

Baby Care and Family

Procter & Gambles operating income for FY2013

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

Timeline for P&Gs restructuring programme

Projected savings US$10 bilion

Exits pet food and MDVIP (a personalised healthcare operator)

4,100 job cuts

1,600 job cuts

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

P&G streamlines operations to enhance productivity

Create, design, manufacture and

SMO - Sales and

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

Financial comparisons for first nine months of fiscal years

The company has stated that it is on track with its

P&Gs restructuring programme appears to be

The next step is for Procter & Gamble is to increase

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

SWOT: Procter & Gamble Co, The

Procter & Gamble has

Not changing business

Mens skin care

Gillette has strong

Procter & Gamble is the

Procter & Gamble is up While Procter & Gamble

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

Procter & Gamble focuses on core businesses

Focus on billion dollar brands

To accelerate growth Procter & Gamble is

Procter & Gambles objective has been to focus on

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

P&G trails behind global beauty

Beauty and Personal Care

Procter & Gambles global

Procter & Gamble

Despite the success of its

In 2013, growth continues to fall

BEAUTY AND PERSONAL CARE: PROCTER & GAMBLE CO

Little movement at the top

Procter & Gamble Co,

Este Lauder Cos Inc

Johnson & Johnson Inc

Avon Products Inc

Henkel AG & Co KGaA