Proctor and Gamble 2005 Annual Report Download - page 13
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Please find page 13 of the 2005 Proctor and Gamble annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.Wehavealsobegunplanningrevenuesynergies.Shortterm,
ourfocusisonexpandingthedistributionofGillettebrands
intochannelsandmarketswheretheyarenotfully
representedtoday,suchasChina.Atthesametime,wewant
toleverageGillette’sstrongin-storepresenceinchannelsand
withcustomerswhereP&Gbrandsarenotfullydeveloped,
suchashomeimprovementchannels.
Mid-term,ourfocuswillbeonbroadeningGillette’sbrand
equities.We’reconfidenttheGillettebrandcanstandfor
morethanblades,razors,andpre-andpost-shaveproducts
intheheartsandmindsofconsumers.Thisisagreatglobal
brandthatcanbecomeanevenbiggerandbroaderplatform
forinnovation.
Mismatchedculturesarefrequentlyareasonbigmergersor
acquisitionsdon’tworkout.AretheculturesofGilletteand
P&Gcompatible?Absolutely.Ourcompaniesaremorealike
thandifferent.We’rebothinthebusinessofimproving
consumers’liveseveryday.Webothoperateaccordingto
similarvalueshandeddownovergenerations.Webothhave
thesamebeliefinthepowerofbrandsandinnovation.We
bothareknownforoutstandingpeopleateverylevel,in
everypartofthebusiness.We’reagreatfit.
WedidaculturesurveywithinputfromGilletteandP&G
managementandemployees.Welookedatdecisionmaking,
recognitionandrewardsystems,andanumberofother
criticalculturalbehaviorsandnorms.Thetwocompanies
wereverysimilarinthemajorityofareas.Therewereafew
differences–forexample,inhoweachcompanydefines
accountabilityandhowwecommunicateinternally–which
weseeasopportunitiestogrowandtolearnfromeachother.
Thefitbetweenourculturesisevidentinthespiritof
collaborationwithwhichpeopleareworkingtogether.
ThepeopleonGilletteandP&Gbusinessesarefocusedon
deliveringtheircurrentbusinessgoals,whiletheintegration
teamsarecompletingtransitionandsynergyplans.
We’rebeingopenandtransparentabouteveryaspectof
theintegrationeffort.We’removingquicklyandmaking
decisionscollaborativelyandpromptly.And,we’re
communicatingeverystepofthewaytobuildcredibility
andtrust.Integratingtheculturesandorganizationsoftwo
companieswithhistoriesaslongandrichasP&G’sand
Gillette’sisacomplexundertaking–butit’sachallengeour
peoplehavetakenonwitharealcommitmenttoexcellence
andsuccess.
WhatareyoudoingtoattractandretainkeyGillettetalent?
Ourstrategyistofieldthebestteam,drawingfromboth
GilletteandP&G.We’refocusedonensuringleadership
continuityonGillettebusinessesandonassigningtheright
GilletteandP&Gpeopletocriticalroles.
We’vehadexcellentsuccessensuringleadershipcontinuity
ontheGillettebusinesses.GilletteCEOJimKiltswillrunthe
newBladesandRazors,Duracell,andBraunglobalbusiness
unit,andthevastmajorityofhisleadershipteamhas
committedtojoinP&G.
We’vefocusedinitiallyoncontinuityattheleadershiplevel,
butwearecommittedtoretainingtopGillettetalentat
everylevel.We’reapproachingthiswiththesamemindset
andcapabilitywebringtoourrecruitingeffortsattop
universitiesandbusinessschools:P&Gleadersarepersonally
involved;wehaveanextensiveon-boardingprogram
tailoredtotheneedsofeachindividual;andwe’retracking
resultstoensurewedeliverretentionandcontinuitygoals.
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We’recombining
Gillette’sandP&G’s
healthybrand
franchisesandcore
strengths.We’re
comingtogetherwhen
thereareabundant
opportunitiesfor
growth.