Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500 American multinational corporation headquartered in Downtown Cincinnati, Ohio[2] that manufactures a wide range of consumer goods. It is 5th in Fortune's Most Admired Companies 2011 list.[3] P&G is credited with many business innovations including brand management and the soap opera.
William Procter, a candlemaker, and James Gamble, a soapmaker, immigrants from England and Ireland, respectively, who had settled earlier in Cincinnati, who met as they married sisters, Olivia and Elizabeth Norris,[4] formed the company initially. Alexander Norris, their father-in law, called a meeting in which he persuaded his new sons-in-law to become business partners. On October 31, 1837, as a result of the suggestion, Procter & Gamble was born.
In 1858-1859, sales reached $1 million. By this point, approximately 80 employees worked for Procter & Gamble. During the American Civil War, the company won contracts to supply the Union Army with soap and candles. In addition to the increased profits experienced during the war, the military contracts introduced soldiers from all over the country to Procter & Gamble's products.
In the 1880s, Procter & Gamble began to market a new product, an inexpensive soap that floats in water. The company called the soap Ivory. William Arnett Procter, William Procter's grandson, began a profit-sharing program for the company's workforce in 1887. By giving the workers a stake in the company, he correctly assumed that they would be less likely to go on strike.
The company began to build factories in other locations in the United States because the demand for products had outgrown the capacity of the Cincinnati facilities. The company's leaders began to diversify its products as well and, in 1911, began producing Crisco, a shortening made of vegetable oils rather than animal fats. As radio became more popular in the 1920s and 1930s, the company sponsored a number of radio programs. As a result, these shows often became commonly known as "soap operas".
Procter & Gamble headquarters in Downtown Cincinnati, Ohio
The company moved into other countries, both in terms of manufacturing and product sales, becoming an international corporation with its 1930 acquisition of the Thomas Hedley Co., based in Newcastle upon Tyne, England. Procter & Gamble maintained a strong link to the North East of England after this acquisition. Numerous new products and brand names were introduced over time, and Procter & Gamble began branching out into new areas. The company introduced "Tide" laundry detergent in 1946 and "Prell" shampoo in 1947. In 1955, Procter & Gamble began selling the first toothpaste to contain fluoride, known as "Crest". Branching out once again in 1957, the company purchased Charmin Paper Mills and began manufacturing toilet paper and other paper products. Once again focusing on laundry, Procter & Gamble began making "Downy" fabric softener in 1960 and "Bounce" fabric softener sheets in 1972. One of the most revolutionary products to come out on the market was the company's "Pampers", first test-marketed in 1961. Prior to this point disposable diapers were not popular, although Johnson & Johnson had developed a product called "Chux". Babies always wore cloth diapers, which were leaky and labor intensive to wash. Pampers provided a convenient alternative, albeit at the environmental cost of more waste requiring landfilling.
The Challenge
Due to the competitive nature of the
global consumer products industry
that requires employees to constantly
grow their skill sets, P&G faced the
challenge of quickly sharing
knowledge and information about its
new products globally, and building
knowledge and skills in key
competency areas. Compounding this
problem was the fact that P&G had
multiple, disparate Learning
Management Systems (LMS). P&G
knew that its existing systems were
costly and inefficient and was looking
for a better way to provide learning
to its employees.
In order to meet these challenges
P&G was seeking a LMS that was
scalable and featured web
compatibility, financial management
tools, competency measuring tools
and reflected P&G’s core values
(Leadership, Integrity, Trust, Passion
for Winning, and Ownership). After
a thorough search for a LMS, P&G
chose Saba.
The Challenge
Due to the competitive nature of the
global consumer products industry
that requires employees to constantly
grow their skill sets, P&G faced the
challenge of quickly sharing
knowledge and information about its
new products globally, and building
knowledge and skills in key
competency areas. Compounding this
problem was the fact that P&G had
multiple, disparate Learning
Management Systems (LMS). P&G
knew that its existing systems were
costly and inefficient and was looking
for a better way to provide learning
to its employees.
In order to meet these challenges
P&G was seeking a LMS that was
scalable and featured web
compatibility, financial management
tools, competency measuring tools
and reflected P&G’s core values
(Leadership, Integrity, Trust, Passion
for Winning, and Ownership). After
a thorough search for a LMS, P&G
chose Saba.
Retention lets employees increase their vacation days by transferring their unused credits from the flexible health benefits plan
helps employees diversify their retirement portfolio through a defined benefit pension plan as well as through a defined contribution and flexible savings plan -- and offers one-on-one financial counselling for employees
provides health coverage for retired employees through a health plan that extends into retirement, with no age limit
is a leader in diversity awareness in the workplace with several longstanding diversity network groups for employees from various cultural and ethnic backgrounds
offers maternity leave top-up benefits (to 95% for 15 weeks) for new and adoptive mothers, as well as a variety of flexible work arrangements when returning to work
encourages ongoing education through generous tuition subsidies (to $5,000 each year) for courses taken at outside institutions
William Procter, a candlemaker, and James Gamble, a soapmaker, immigrants from England and Ireland, respectively, who had settled earlier in Cincinnati, who met as they married sisters, Olivia and Elizabeth Norris,[4] formed the company initially. Alexander Norris, their father-in law, called a meeting in which he persuaded his new sons-in-law to become business partners. On October 31, 1837, as a result of the suggestion, Procter & Gamble was born.
In 1858-1859, sales reached $1 million. By this point, approximately 80 employees worked for Procter & Gamble. During the American Civil War, the company won contracts to supply the Union Army with soap and candles. In addition to the increased profits experienced during the war, the military contracts introduced soldiers from all over the country to Procter & Gamble's products.
In the 1880s, Procter & Gamble began to market a new product, an inexpensive soap that floats in water. The company called the soap Ivory. William Arnett Procter, William Procter's grandson, began a profit-sharing program for the company's workforce in 1887. By giving the workers a stake in the company, he correctly assumed that they would be less likely to go on strike.
The company began to build factories in other locations in the United States because the demand for products had outgrown the capacity of the Cincinnati facilities. The company's leaders began to diversify its products as well and, in 1911, began producing Crisco, a shortening made of vegetable oils rather than animal fats. As radio became more popular in the 1920s and 1930s, the company sponsored a number of radio programs. As a result, these shows often became commonly known as "soap operas".
Procter & Gamble headquarters in Downtown Cincinnati, Ohio
The company moved into other countries, both in terms of manufacturing and product sales, becoming an international corporation with its 1930 acquisition of the Thomas Hedley Co., based in Newcastle upon Tyne, England. Procter & Gamble maintained a strong link to the North East of England after this acquisition. Numerous new products and brand names were introduced over time, and Procter & Gamble began branching out into new areas. The company introduced "Tide" laundry detergent in 1946 and "Prell" shampoo in 1947. In 1955, Procter & Gamble began selling the first toothpaste to contain fluoride, known as "Crest". Branching out once again in 1957, the company purchased Charmin Paper Mills and began manufacturing toilet paper and other paper products. Once again focusing on laundry, Procter & Gamble began making "Downy" fabric softener in 1960 and "Bounce" fabric softener sheets in 1972. One of the most revolutionary products to come out on the market was the company's "Pampers", first test-marketed in 1961. Prior to this point disposable diapers were not popular, although Johnson & Johnson had developed a product called "Chux". Babies always wore cloth diapers, which were leaky and labor intensive to wash. Pampers provided a convenient alternative, albeit at the environmental cost of more waste requiring landfilling.
The Challenge
Due to the competitive nature of the
global consumer products industry
that requires employees to constantly
grow their skill sets, P&G faced the
challenge of quickly sharing
knowledge and information about its
new products globally, and building
knowledge and skills in key
competency areas. Compounding this
problem was the fact that P&G had
multiple, disparate Learning
Management Systems (LMS). P&G
knew that its existing systems were
costly and inefficient and was looking
for a better way to provide learning
to its employees.
In order to meet these challenges
P&G was seeking a LMS that was
scalable and featured web
compatibility, financial management
tools, competency measuring tools
and reflected P&G’s core values
(Leadership, Integrity, Trust, Passion
for Winning, and Ownership). After
a thorough search for a LMS, P&G
chose Saba.
The Challenge
Due to the competitive nature of the
global consumer products industry
that requires employees to constantly
grow their skill sets, P&G faced the
challenge of quickly sharing
knowledge and information about its
new products globally, and building
knowledge and skills in key
competency areas. Compounding this
problem was the fact that P&G had
multiple, disparate Learning
Management Systems (LMS). P&G
knew that its existing systems were
costly and inefficient and was looking
for a better way to provide learning
to its employees.
In order to meet these challenges
P&G was seeking a LMS that was
scalable and featured web
compatibility, financial management
tools, competency measuring tools
and reflected P&G’s core values
(Leadership, Integrity, Trust, Passion
for Winning, and Ownership). After
a thorough search for a LMS, P&G
chose Saba.
Retention lets employees increase their vacation days by transferring their unused credits from the flexible health benefits plan
helps employees diversify their retirement portfolio through a defined benefit pension plan as well as through a defined contribution and flexible savings plan -- and offers one-on-one financial counselling for employees
provides health coverage for retired employees through a health plan that extends into retirement, with no age limit
is a leader in diversity awareness in the workplace with several longstanding diversity network groups for employees from various cultural and ethnic backgrounds
offers maternity leave top-up benefits (to 95% for 15 weeks) for new and adoptive mothers, as well as a variety of flexible work arrangements when returning to work
encourages ongoing education through generous tuition subsidies (to $5,000 each year) for courses taken at outside institutions