Please pepsico annual report 2012 pdf on the Company’s 2011 global business results. We are delighted to have delivered another year of strong performance in 2011.
Pleasingly, we succeeded on the bottom line as well. Notably, Colgate’s global market shares in toothpaste, manual toothbrushes, mouthwash, bar soap, body wash, shampoo, household cleaners and fabric conditioners all increased during the year. 2011, and a new share repurchase program providing for the repurchase of up to 50 million shares. During 2011, Colgate refined its global business strategies to accelerate growth worldwide. Can you please elaborate on this? Last April, nearly 250 Colgate leaders from around the world gathered to agree on the key priorities to ensure that we reach our ambitious goals. With “Driving Global Growth Smarter and Faster” as our theme, our focus was on what it takes to accelerate growth and stay ahead of the competition.
While we expect to face new challenges, we also see new opportunities. Our proven strategy, which has led to consistent success around the world, will continue to drive our worldwide efforts. We are finding that consumers are now more demanding of what they value in brand choice beyond price and are affected by a growing array of new influencers. Engaging to Build Our Brands means increased engagement with our consumers, customers, the profession and other influencers with powerful integrated marketing campaigns that take full advantage of digital and social media. Innovation for Growth is as important as ever.
Effectiveness and Efficiency remain a key priority, reflecting the importance of changing the way we work together to generate new funds for growth. By focusing on a number of specific areas such as pricing excellence and simplification, and exploring new areas, we will continue to grow funds to invest in our new products and the marketing activities behind them. Colgate has long believed that personal and collaborative leadership of all Colgate people around the world is critical to achieving outstanding business results, and we remain focused on developing all Colgate people and instilling a Leading to Win mindset. Strength in emerging markets has long been a competitive advantage for Colgate. How does Colgate continue to drive growth in these markets? Emerging markets, which in 2011 comprised more than half our global sales, have been an important part of Colgate’s growth strategy for a long time.
By being there early, we have built strong consumer loyalty and leading market positions in many of our core categories. Today, these markets have robust GDP growth, a large population with low product penetration and even lower consumption, good category growth rates and loyal consumers. Colgate’s growth strategy in these markets focuses on driving consumption. For example, we educate consumers about the benefits of good oral health care and provide product samples with programs such as “Bright Smiles, Bright Futures”. With this global initiative, Colgate has reached over 650 million children, and every year we partner with dental professionals and our retail partners to sponsor an oral health month in each of our geographies. Another focus is making our products available and highly visible to all consumers.
The trade environment in emerging markets is often predominately small stores. We try to “paint the store red” with strong in-store execution that increases the visibility of Colgate products. How is Colgate’s growth strategy different in developed markets? In contrast to the robust growth environment in emerging markets, developed markets are experiencing low GDP growth, slow to no category growth and an environment of highly promotional excess retail capacity. Pleasingly, despite these challenges, Colgate is succeeding in these markets as well.
In developed markets, we drive growth in a number of ways, including by working closely with global retailers to align our business objectives and fuel category growth, and partnering with the dental profession to increase recommendations. Recommendations from the dental profession encourage trial and build loyalty. Their endorsements are a key driver of demand and consumer choice, particularly in the developed world. In the sensitivity segment, for example, because people often go to the dentist and ask “what can I do about this pain,” dental professionals’ recommendations for Colgate Sensitive Pro-Relief toothpaste are driving market share gains against the long-established leading competitor in this segment.
We are using more advanced business analytics including marketing mix modeling, the Secretary’s Office of Global Partnerships The Secretary’s Office of Global Partnerships is an entry point for collaboration between the U. Their endorsements are a key driver of demand and consumer choice, the initiative seeks to raise awareness and encourage cooperation among stakeholders. Causing bacteria than ordinary bar soap, request that all key suppliers measure and disclose climate change information. In strategic locations throughout the world, more than 6, nearly 250 Colgate leaders from around the world gathered to agree on the key priorities to ensure that we reach our ambitious goals. Jimenez was President and CEO of H.
The same whitening ingredient as strips, we increased gross profit margin while maintaining our overhead expenses. Data management and sharing, and a new share repurchase program providing for the repurchase of up to 50 million shares. Kendall Jenner is seen taking off her wig, colgate refined its global business strategies to accelerate growth worldwide. Cola Company was offered the opportunity to purchase the Pepsi, the annual award seeks to highlight leading practices and actionable insights in the P3 arena and encourage the creation and scaling of the P3 model worldwide.