Procter & Gamble Co

In the six months ending December 31, 2014, P&G’s net sales stood at $40.3 billion. Of this, 9.6% came from the Grooming segment.

In 2001, P&G established an innovation strategy program called “Connect and Develop.” The program has allowed the company to better understand consumer behaviour.

Last August, P&G announced it was working on exit options for ~100 brands to improve sales and profitability. All of the brands contributing little to growth will be disposed of.

In an effort to partially digitize its supply chain, P&G has introduced an automated re-ordering system. It maintains a count of inventory in stores and relays the information to its suppliers.

The emerging markets of Asia, Eastern Europe, and Latin America offer ample growth opportunities for the consumer staples sector.

P&G is one of the world’s biggest advertisers. The company has defined many of the marketing strategies used globally.

The Health Care segment is P&G’s smallest segment. The segment’s net revenue for the year ending June 30, 2014, was $7.8 billion, or 9.5% of the company’s total net revenue.

The company’s Baby, Feminine and Family Care segment is the second-largest grossing segment at Procter & Gamble.

P&G’s Fabric Care and Home Care segment’s annual revenue was reported to be $26.1 billion in fiscal 2014. It contributed 31.7% of the company’s total net sales.

Of its five business segments, the majority of P&G’s sales and earnings are derived from its Fabric Care and Home Care business.

In examining Porter’s five forces at work at P&G, we find that three competitive forces are horizontal in nature and two are vertical.

According to Kantar World Panel’s Brand Footprint 2015 report, Procter & Gamble’s (PG) fabric softener Downy was the fastest-growing brand in 2014.

The business cycle, which reflects fluctuations of activity in an economy, can be a critical determinant of equity sector performance over the intermediate term.