Секрет феноменальных продаж PROCTER & GAMBLE заключался в сериалах
Они обнаружили, что их продажи растут по мере роста качества сериалов, хотя, казалось бы, одно с другим совершенно не связано (в отличие от роста аудитории, что было вполне предсказуемо). Это означало, что им нужно было лишь нанять крутых продюсеров, чтобы их продажи взлетели до небес. Телевизионщики в шутку прозвали их сериалы «мыльные оперы». Название прижилось. Это привело к целой эре (охватывающей десятилетия) мыльных опер, что вывело прибыль Procter&Gamble на немыслимый уровень.
Лучшие шоу завоёвывали больше рьяных поклонников, которые больше покупали. Как только шоу стали захватывающими — с историями любви, предательства и темных семейных секретов — зрители были загипнотизированы и находились в состоянии повышенного внимания, поэтому они лучше запоминали рекламу и больше покупали. Конечно, лучшие шоу также приумножали количество зрителей, что привлекало больше внимания к бренду, но это не было единственной причиной.
Procter&Gamble понимала, что создание уникального бренда и привлечение внимания к нему является ключевым фактором успеха на рынке. Они использовали маркетинг и брендинг вместе, чтобы создать уникальный образ компании и продуктов, который привлекал потенциальных клиентов и удерживал уже существующих.
Создание сериалов и спонсирование эфира было нестандартным решением, которое принесло огромный успех компании
Они понимали, что внимание аудитории является ключевым фактором при продвижении продуктов на рынке. Создание качественных сериалов позволило им привлечь внимание аудитории и увеличить продажи
Таким образом, Procter&Gamble использовала маркетинг и брендинг вместе, чтобы достичь успеха на рынке
Они понимали ценность внимания аудитории и использовали нестандартные решения, чтобы привлечь ее внимание к своим продуктам. Это привело к тому, что компания стала одним из лидеров мирового рынка потребительских товаров
Companies Procter & Gamble owns: FAQ
What companies are owned by P&G?
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P&G owns almost 80 brands, including those in the grooming, beauty, home care, baby care, and healthcare markets. Some of its largest brands are Head & Shoulders, Tide, Bounty, Gillette, Venus, Crest, and Oral-B.
Who is P&G’s biggest competitor?
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Based on market capitalization, some of P&G’s biggest competitors are Unilever (NYSE:UL), Colgate-Palmolive (NYSE:CL), and Kimberly Clark (NYSE:KMB).
Is Vicks a P&G product?
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Yes. P&G acquired Vicks in 1985. In addition to Vicks, P&G added the NyQuil, Olay, and Pantene brands in the deal.
P&G’s social responsibility efforts
In addition to its environmental initiatives, P&G places a strong emphasis on social responsibility. The company is committed to , both within its workforce and in the communities it operates in. P&G has set a goal to achieve gender equality in its management positions and to ensure that women hold at least 50% of all entry-level positions. The company also supports various initiatives to empower women and girls, including education programs and economic empowerment projects.
Furthermore, P&G is dedicated to making a positive impact on the communities it serves. The company has a long history of philanthropy and has contributed significant resources to address societal issues. P&G has launched numerous initiatives to improve access to clean drinking water, provide disaster relief, and support education and healthcare programs in underserved communities. By actively engaging in social responsibility efforts, P&G is not only making a difference in the lives of individuals but also strengthening its brand and reputation.
Baby, Feminine, and Family Care
From baby wipes to paper towels, this is P&G’s second-largest segment in terms of revenue and earnings, representing 25% and 23% of net sales and net earnings, respectively, for 2023.
1. Pampers (1961): 100% ownership
Developed in 1961, Pampers was one of the earliest disposable diaper options available to parents. Today, it’s one of the world’s most popular disposable diaper brands. According to business intelligence firm Zippia, Pampers are worn by more than 25 million babies in 100 countries daily.
2. Luvs (1976): 100% ownership
Launched in 1976, Luvs is another diaper option that bears the P&G logo. While initially marketed as a premium disposable diaper option, today, it’s offered as a more economical option than the company’s premium Pampers brand.
3. Always (1984): 100% ownership
Since the mid-1980s, when it launched the Always brand, P&G has added to the feminine hygiene offerings that bear the brand name. Always Discreet, for example, is designed to address adult incontinence.
4. Charmin (1957): 100% ownership
Introduced in 1928, Charmin was acquired by Procter & Gamble in 1957. In 2023, P&G reported that the toilet paper brand had more than 25% of the market share in North America. P&G sold Charmin’s European operations and product line to SKA in 2007 when it was rebranded as Cushelle.
Что такое прокторинг и почему с ним лучше
Личный контакт с преподавателем (особенно на экзамене) многих пугает, как и ожидание перед дверью, тишина и зоркое внимание экзаменатора за каждым движением. Стоило преподавателю просто заподозрить обман
Он мог выставить студента для пересдачи. Это вносило оттенок субъективности.
С онлайн-прокторингом все стало объективнее и проще.
Онлайн-прокторинг позволяет подтвердить личность учащегося, исключить использование шпаргалок и помочь преподавателю объективно оценить знания.
Система появилась в Америке еще в 2008 году
Сегодня технологии прокторинга сильно развиты. Есть 3 вида отслеживания онлайн-тестирования:
- Проктор-человек: администратор следит за процессом по камере, фиксируя нарушения.
- Автопрокторинг: программа автоматически распознает личность учащегося, мониторит его поведение, следит за направлением взгляда, анализирует появление посторонних предметов и звуков в помещении, ищет нарушения на видео и делает на основании полученных данных отчеты.
- Комбинированный способ: программа и человек. Могут быть вариации. Например, весь процесс может контролировать программное обеспечение, подавая проктору сигналы о нарушениях. Есть другой вариант, когда администратор в онлайн-режиме сам отслеживает деятельность одновременно нескольких учащихся в программе. Второй способ считается более надежным.
Проктор – это не экзаменатор, а независимое лицо, которое никаким образом не заинтересовано и не участвует в учебном процессе. Он следит за соблюдением правил экзамена. Им может быть преподаватель из других учебных заведений или специально обученный человек.
Вуз может использовать синхронный прокторинг с помощью программы «Экзамус» (или другой, синхронный с участием проктора) и асинхронный прокторинг (система ведет запись всего процесса с фиксацией нарушений без прерывания экзамена, а запись потом проверяют специальные люди).
Procter & Gamble ESG score and recognition
P&G’s commitment to sustainability and ESG practices has been widely recognized and acknowledged. The company has consistently received high rankings in various sustainability and ESG assessments. For instance, P&G has been included in the Dow Jones Sustainability Index for many years, which recognizes the top sustainability performers globally. P&G has also received recognition for its efforts in climate change mitigation, water stewardship, and responsible sourcing. These rankings and accolades validate P&G’s dedication to sustainable business practices and serve as a testament to its leadership in the industry.
4. Henkel
Year founded: 1876 Headquarter: Dusseldorf, Germany
Entrepreneur Friedrich Karl Henkel founded the company in Aachen, Germany, in 1876. In later years Henkel moved their corporate office to their current location of Düsseldorf, Germany.
Since its founding, Henkel has proven to be a great alternative to Procter & Gamble. Initially, Henkel started selling a universal detergent; however, they later branched out into selling other products such as beef extract, cleaning agents, and hair pomade.
As the company grew, it added more products to its inventory through various corporate acquisitions. One of the most significant acquisitions happened in 2004 when they purchased Dial Soap. Henkel has also shown a commitment to being a sustainable company since 1992.
Henkel is known for Dial soap, Got2Be Hair Gel, and Persil laundry detergent, among others. With such a diverse line of products, it’s easy to see why it is a top alternative to Procter & Gamble. []
Proctor & Gamble ESG score: final thoughts
In conclusion, Proctor & Gamble’s commitment to sustainability and ESG initiatives sets a positive example for the business world. Through its environmental initiatives, social responsibility efforts, and governance practices, P&G is driving positive change and making a significant impact on the planet and society. By integrating sustainability into its business model, P&G not only reduces its environmental footprint but also strengthens its brand, improves operational efficiency, and enhances its reputation. As P&G continues to set ambitious goals and pursue innovative solutions, it paves the way for a more sustainable future and inspires other companies to follow suit. Embracing ESG principles is not only the responsible thing to do but also a strategic advantage in today’s rapidly changing world.
Кто основные конкуренты P&G?
В целом, Procter & Gamble, несомненно, является одним из крупнейших производителей потребительских товаров. Но есть ряд различных компаний, которые стремятся урезать свои сегменты по отдельности. Примечательно, что наряду с известными именами, указанными ниже, Procter & Gamble также конкурирует с бесчисленным множеством более мелких компаний в международных сегментах, в которых она сообщает о доходах.
Ткань и уход за домом
Это самый продаваемый бизнес-сегмент компании, на который в 2019 году пришлось 33% чистых продаж с такими названиями, как Tide, Bounce, Downy и Febreeze. Основными конкурентами Procter & Gamble в этом сегменте являются такие торговые марки, как Palmolive, Ajax и Fleecy от Colgate-Palmolive, Surf и Persil от Unilever, а также Oxi Clean и линейка продуктов Arm & Hammer от Church and Dwight Co.
Семейная забота
В сегменте детских, женских и семейных товаров основными конкурентами являются Colgate-Palmolive с такими торговыми марками, как Tender Care — Zwitsal от Unilever, а также Viviscal и Rephresh от Church and Dwight Co.На этот сегмент приходилось 27% чистых продаж Procter & Gamble в 2019 году с такими брендами, как Luvs, Bounty и Charmin.
Красота
На косметический сегмент P&G пришлось 19% чистых продаж компании в 2019 финансовом году. Avon является основным конкурентом Procter & Gamble и известна как одна из крупнейших в мире компаний, занимающихся прямыми продажами товаров для красоты, товаров для дома и личной гигиены. Для рекламы и продажи своей продукции компания использует брошюр и рассылок продавцов, которых часто называют «леди Эйвон».
Другие имена в индустрии красоты, которые соперничают с P&G, включают Colgate-Palmolive, Estee Lauder, Revlon и Unilever.
Здравоохранение
На этот сегмент приходилось 12% чистых продаж в 2019 году. Вы, вероятно, узнаете такие популярные имена, как Vicks, Pepto Bismol и Prilosec. Но есть много других компаний, которые помогают P&G потратить свои деньги. Основные конкуренты, такие как Colgate-Palmolive, Church and Dwight Co., Ecolab, Stepan Company и United-Guardian.
Уход
Gillette является доминирующим на рынке игрок в сегменте груминга.На этот сегмент приходилось 9% чистых продаж Procter & Gamble в 2019 году. Но Bic является одним из ее основных конкурентов с большим международным присутствием.В этом сегменте также наблюдается рост числа стартапов, особенно в сфере бритья с такими названиями, как Dollar Shave Club (сейчас принадлежит Unilever). P&G приобрела компанию по уходу за телом Billie по подписке — одну из первых для женщин — в январе 2020 года, сумма сделки не разглашается.
6. Reckitt Benckiser
Year founded: 1823 Headquarter: Slough, United Kingdom
It may surprise you that Reckitt has been around for over 200 years! This consumer products company was founded in 1823 in Pforzheim, Germany. As the result of several mergers, including one with UK-based Reckitt and Sons, the company’s head office came to be located in Slough, United Kingdom.
Like Procter & Gamble, Reckitt has a very diverse product portfolio that includes cleaning and healthcare products.
Some of their more recognizable brands include Lysol, Durex, and Airwick. Like many companies founded in Europe, Reckitt has made great strides to become a sustainable business. []
Marketing channels
Marketing channels are “the set of interdependent organizations involved in the process of making a product or service available to customers.” (Marketing channels, n.d., para.1). The products manufactured by any firm are not often marketed and distributed by the producers themselves. These works are accomplished by different companies to whom the manufacturers pay for it. In case P&G takes an action in the field of retail as well, a reduction in the expenditure contributing to increase in profit can be attained. The amount given to such marketing channels can be saved and used for further benefits of the firm.
Organizational Structure Overview
Global Business Units (GBUs): P&G’s portfolio is organized into several distinct business units, each focused on specific product categories:
- Beauty
- Grooming
- Health Care
- Fabric & Home Care
- Baby, Feminine & Family Care
These GBUs are responsible for product innovation, brand strategy, new product development, and overall business results. They operate globally, ensuring that P&G’s brands and products can compete effectively across different markets.
Market Development Organizations (MDOs): These are geographic divisions responsible for local market adaptation, sales, and distribution in over 180 countries where P&G products are sold. MDOs work closely with GBUs to tailor marketing strategies and operations to local consumer needs and preferences.
Global Shared Services (GSS): This includes centralized functions that support both GBUs and MDOs, such as:
- Corporate Functions: Finance, Human Resources, Legal, and Information Technology
- Supply Network Operations (SNO): Handles manufacturing, logistics, and supply chain management
- Global Business Services (GBS): Provides standardized services across functions, including customer service, employee services, and business process optimization.
Comparison with Other Multinational Companies
When compared to other multinational companies like Unilever and Johnson & Johnson, P&G’s structure shares similarities but also has distinct differences:
- Unilever: Also operates with a similar structure, dividing operations between product-based global divisions and geographic units. However, Unilever places a stronger emphasis on sustainability and corporate social responsibility integrated directly into its business units and regional strategies.
- Johnson & Johnson: Organizes its operations into three broad segments: Consumer Health, Pharmaceutical, and Medical Devices, each with more autonomy than P&G’s GBUs. This allows for more focused strategic decisions within each segment but might lead to less integration compared to P&G’s model.
Key Advantages and Challenges
Advantages:
- Specialization and Focus: Each GBU can focus intensively on its category, driving innovation and maintaining P&G’s leadership in various consumer goods markets.
- Local Adaptation: MDOs enable P&G to adapt its global strategies to fit local markets effectively, which is crucial for consumer goods that vary widely in preference across regions.
- Efficiency and Cost Savings: GSS maximizes efficiency and cost savings through centralized services that eliminate redundancy and streamline operations across the globe.
Challenges:
- Complexity in Coordination: Managing the interplay between GBUs, MDOs, and GSS can be complex and may lead to coordination challenges.
- Balancing Global and Local Needs: While MDOs help localize strategies, aligning these with global brand strategies without diluting brand integrity or efficiency can be challenging.
- Innovation vs. Standardization: Balancing the need for rapid innovation in GBUs with the standardization provided by GSS is a continuous challenge, as too much standardization might stifle creative processes and market responsiveness.
Strategic Implications
P&G’s organizational structure supports its strategy of combining strong global brands with local execution to maintain market leadership in the highly competitive consumer goods industry. To stay ahead, P&G may need to continually adapt its structure to respond to global market trends, such as increasing digitalization, the rise of e-commerce, and changing consumer preferences towards sustainability. This might involve further integrating digital capabilities across GBUs and MDOs or enhancing cross-functional teams to foster innovation while maintaining efficiency.
Challenges and obstacles faced by P&G in implementing ESG initiatives
While P&G has made significant progress in its sustainability journey, it has also encountered challenges and obstacles along the way. One of the main challenges is the complexity of global supply chains. P&G sources materials and components from numerous suppliers worldwide, making it challenging to ensure sustainable practices throughout the entire value chain. Collaborating with suppliers, setting clear expectations, and providing support and resources are essential to overcome this challenge.
Another obstacle is the need for continuous innovation and research. Developing sustainable products and materials requires ongoing investment in research and development. P&G must stay at the forefront of technological advancements and collaborate with experts and partners to find innovative solutions. This can be resource-intensive and time-consuming, but it is crucial for P&G to maintain its competitive edge and deliver on its sustainability commitments.
Furthermore, P&G faces the challenge of balancing sustainability with cost-effectiveness. While sustainable practices often lead to long-term cost savings, there may be upfront investments required for infrastructure upgrades, technology adoption, and employee training. P&G must carefully evaluate the financial implications of its sustainability initiatives and ensure that they align with its long-term business strategy.
Grooming
P&G’s smallest reportable segment in 2023, the grooming segment, includes P&G’s shaving products, blades and razors, and appliances. In its 2023 annual report, P&G characterized itself as the “global market leader in the blades and razors market.”
22. Gillette (2005): 100% ownership
In a deal valued at roughly $57 billion — the company’s largest acquisition in its history — P&G acquired The Gillette Company in 1985. According to P&G, the Gillette brand is one of the primary forces behind the company’s commanding global share of the blades and razors market.
23. Braun (2005): 100% ownership
Another of the P&G brands gained in the acquisition of Gillette, the Braun brand includes electric shavers and epilators sold worldwide. P&G claims it holds almost 25% of the global male electric shavers market and more than 50% of the global female epilators market.
Fabric and home care
As P&G’s largest reportable segment in 2023, fabric and home care accounted for 35% of the company’s net sales and 32% of net earnings.
6. Tide (1946): 100% ownership
Launched in 1946, Tide, one of the best-selling laundry detergents worldwide, was the result of years of R&D trying to improve on the company’s 1933 foray into laundry detergent with Dreft, the first synthetic household detergent. In 2012, P&G launched Tide Pods, a single package that offers detergent, clothes-brightening, and stain-removing capabilities.
7. Downy (1960): 100% ownership
Helping customers keep their clothes soft since its debut in 1960, Downy is one of P&G’s most popular fabric care brands. Today, a variety of options carry the Downy brand, including liquid conditioners, scent beads, dryer sheets, conditioning beads, and wrinkle spray.
8. Dawn (1973): 100% ownership
For more than 50 years, Dawn has helped households keep their dishes clean. But its value transcends washing plates and silverware. It’s also used to protect wildlife, proven effective at safely removing oil from animal fur. Since 1978, P&G has donated more than 50,000 bottles of Dawn to help more than 75,000 animals.
9. Mr. Clean (1958): 100% ownership
Helping keep homes clean since 1958, Mr. Clean products are one of the most recognized P&G brands. For more than 20 years, Mr. Clean Magic Erasers’ iconic white sponge has provided people with a convenient way to erase stains.
10. Febreze (1998): 100% ownership
Giving people a way to keep things clean that aren’t washing machine-safe, P&G launched Febreze in 1998. The company has expanded its brand offerings beyond the Febreze home air freshener originally designed to include car air fresheners, candles, and wax melts.
What companies could Procter & Gamble buy in the future?
Given its history of growth through acquisition, it’s reasonable to expect P&G to go shopping for additions to its broad portfolio of brands. For example, to grow its beauty segment, P&G could acquire e.l.f Beauty (ELF -1.45%), whose current market cap is under $10 billion. Though P&G doesn’t have cosmetics brands, e.l.f. would give them a cosmetics-oriented company experiencing strong growth right now.
Church and Dwight (CHD 1.32%) could be another potential acquisition. While its Arm & Hammer products could benefit P&G’s fabric and home care segment, Church & Dwight’s Orajel and WaterPik brands could also complement P&G’s healthcare segment.
How these issues effects P&G performance?
As discussed on the case study under the CEO Durk Jager’s management style introduced the Organization 2005 program in order to foster the growth and innovation in the P&G. Programme 2005 was also directed towards revamping the work culture of the company so as to focus on its new Stretch, Innovation and Speed (SIS) philosophy (case study, pg 5). The employees were not willing to change as fast as they were in disagreement with the new aggressive management style (case study p. 8). The new CEO (Lafley) who took over in year 2000 attempted to change the organizational culture through a soft approach (Case study pg. 9). As the employees of P&G were practising a traditional and conservative management style since a long time, which was bureaucratic and slow moving culture (case study pg. 5). The organization 2005 was introduced by Jager as he was expecting a fast moving dramatic change in structure and work processes of P&G.
The company followed individual appraisal system since long time and under programme 2005 changed it rapidly from conservative goal setting plan to a more extended stretch goal setting plan by Jager during his CEO period (case study p. 5).
Under the 2005 programme a new IT system was introduced in P&G and the product development efforts were more focused on IT rather than understanding the employee and consumer requirements (case study p. 8). The process of cultural change forced some staff or employee to integrate IT tools in the new corporate structure to create more cross shearing of information. This was done without considering the previous deep routed conservative culture of P&G. This was difficult for the employee to follow or adapt so fast. As a very strict code of conduct followed in P&G, this restricted interaction between departments and employees and the limited information flow. This lead to all account for the decrease in innovation in the company. The resistance to take on risks is another contributor. Originally, P&G treated employees like family members, focused on the development of its people and encouraging lifetime employment. However, a conservative management style was introduced by Jager to foster the growth and innovation in the company but it was too drastic change in a very short time (case study, pg 2) and an increase in employee turnover suggest that employees are not motivated and that there was a lack of employee retention techniques in the execution of 2005 programme (case study, pg 2). hence the slowdown in revenue growth and for the first time in eight years P&G faced 18% decline in the net profit this might partly be connected to the lack of innovation. While competitors launched new products, while P&G following its Risk-averse culture keeps on revising old products. The drastic change might also be resisted because employees do not see the need for change in the company (Hussey 2000: 13). This requires a high amount of communication from top management to make staff understand why and where change is needed and what intended outcomes must be of the change. P&G lacked the communication between the top management and the employees or staff. Therefore the employees were not aware of the objectives or the reasons for such drastic change hence were not ready or prepared to accept it. Under the 2005 programme, using IT as a catalyst for change P&G made a huge investment in IT technology about $1 billion annually–and increasing which was faster than sales growth of the company.
Procter & Gamble Misconduct
In April 2011, Procter & Gamble was fined by the European Commission for participating in a price-fixing cartel in Europe. A cartel is an agreement among competing firms. During this price-fixing cartel, Procter & Gamble formed an agreement with Unilever and Henkel to fix the price of competing products in order to reduce competition and increase profits.
Procter & Gamble was ordered to pay the Commission more than 211 million euros. Unilever was also fined 104 million euros. However, Henkel was not fined as they provided the tip-off that led to the cartel investigations and cooperated in the investigations.
The company has been involved in multiple controversies and subject to consumer criticism, but has also been prominent in addressing global concerns including environmental conservation and diversity in the workplace and marketing programs.
The benefits of sustainable business practices for P&G
Implementing sustainable business practices brings numerous benefits to P&G. Firstly, it helps the company reduce its environmental impact and conserve natural resources, which contributes to a healthier planet. By using renewable energy and reducing waste, P&G can lower its carbon emissions and minimize its ecological footprint. These efforts not only align with consumer expectations but also position P&G as an industry leader committed to environmental stewardship.
Secondly, sustainable practices can drive innovation and improve operational efficiency. P&G’s focus on renewable materials and packaging innovation has led to the development of more sustainable products, which resonate with environmentally conscious consumers. Additionally, waste reduction initiatives and energy-saving measures can result in cost savings and improved resource allocation. By integrating sustainability into its business model, P&G can create value for both the company and its stakeholders.
Lastly, sustainable business practices enhance P&G’s reputation and brand image. In today’s socially conscious world, consumers are increasingly drawn towards companies that demonstrate a genuine commitment to sustainability and ethical practices. By showcasing its ESG initiatives and transparently communicating its progress, P&G can build trust and loyalty with its customers. This ultimately translates into increased market share, customer satisfaction, and long-term business success.
Effects of Target Market
The target of the marketed product affects the business of retailing to a very great extent. If the goods are targeted at smaller groups of customers, it would be better to make the products reach the consumers through retail outlets. Also in the case of areas where the customers are very high in number, the retail outlets will do well far better than any other methods. For the goods with customer spread throughout the world, retailing requires the establishment of more shops at various places. P&G can seek out the benefits and flaws regarding the target markets by surveying on the demand and distribution of goods and customers around.
Why go Global?-Mitigating Challenges to Global HR
Mendenhall et al (2007) provide a framework through which organizations can transcend HR challenges in the global environment. The presence of mission integration is central to having a truly global organization. Specifically, P&G’s global HR issues must be at the forefront of all issues, P&G managers contend with in their strategic business operations. The mission of the P&G must reflect this reality for it to be an organic part of the corporate culture. Furthermore, a “…indicator of pure integration between global HR and global mission is the diminished distinction between domestic and international HR”. This is particularly important if the P&G is focused on a “ one-firm” approach to its business regardless of the geographic location. For example, the standardized approach McDonald’s uses in its operations globally, making it one of the most distinct international brands regardless of the customizations made to accommodate specific local culture.
Additionally, Mendenhall (2007) adds that (P&G) senior management must be agents of change as far as global HR practices are concerned. A true integration of global HR into the “…strategic and policy crafting processes” is essentially to making this an “ organic” part of the HR planning process. It must permeate the P&G organizational culture for it to become a living process and an integral part of all HR business plans. Also as part of workforce planning and leadership development, P&G can create rotational global assignment programs as part of a competency based leadership development program. Such an initiative will encourage more international mobility and generate cross-cultural perspectives necessary for doing business in the global environment for P&G.
What is ESG and why is it important?
ESG stands for Environmental, Social, and Governance, and it refers to the three main factors used to measure the sustainability and ethical impact of a company’s operations. Environmental factors include a company’s impact on the environment, such as carbon emissions and waste management. Social factors encompass a company’s relationship with its employees, customers, and communities. Governance factors focus on a company’s internal policies and practices, including diversity and transparency. ESG has gained significant importance in recent years as consumers and investors increasingly prioritize sustainability and ethical practices.
9. Church and Dwight
Year founded: 1846 Headquarter: Ewing, New Jersey
Church and Dwight is primarily known for brands that include Arm & Hammer Baking Soda, Oxyclean, Oragel Waterpik, and Trojan Condoms.
Since its founding in 1846 in Ewing, New Jersey, Church and Dwight has become an international company. Even though its name has yet to be well known, its products can be found in countries such as France, Mexico, Australia, China, and others.
Despite their growth, the company headquarters remain in Ewing, New Jersey. Church and Dwight have proven to be a great alternative to Procter & Gamble.
Also, like P & G, Church and Dwight was founded by a pair of brothers-in-law, those two men being John Dwight & Austin Church. []
