Advertising Research Foundation's 75th anniversary - Colgate
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The document discusses the evolution of Colgate's research strategies and their critical role in the company's success, emphasizing the need for continuous improvement and agility in product development. It highlights key financial metrics defining success, including operating profit, return on capital, and shareholder growth, showcasing Colgate's performance relative to its peers. Additionally, it addresses the importance of organizational values and the obligation of research to ensure business integrity and responsiveness to consumer needs.
Advertising Research Foundation's 75th anniversary - Colgate
- 1. ADVERTISING RESEARCH FOUNDATION 75th Anniversary
- 4. CHANGE
- 12. THEN 2 cellphones per 1,000 people
- 13. NOW 2,000 cellphones per 1,000 people
- 14. THEN: PUBLIC VIEW OF BUSINESS
- 15. THEN: PUBLIC VIEW OF BUSINESS
- 16. NOW: PUBLIC VIEW OF BUSINESS
- 17. NOW: PUBLIC VIEW OF BUSINESS
- 18. TODAY The role of research in Colgate’s success How this role will continue to grow
- 19. INSIGHTS AS THE NAVIGATOR
- 20. INSIGHTS AS THE NAVIGATOR
- 21. LOOKING BACK
- 23. MEASURER AND INTERPRETER
- 24. INTERPRETER AND NAVIGATOR
- 25. NAVIGATOR AND REPUTATION GUARDIAN
- 26. YOU HAVE TO PUSH TO GET THERE
- 27. RESEARCH
- 28. COLGATE RESEARCH Truthfulness Constant push to increase influence Always demand a seat at the decision table
- 29. THE ROLE OF RESEARCH IN COLGATE’S SUCCESS
- 30. DEFINING “SUCCESS” Operating Profit Return On Capital Growth in Shareholder Value
- 31. DEFINING “SUCCESS” Operating Profit Return On Capital Growth in Shareholder Value
- 32. OPERATING PROFIT ($MM) $379 $296 $231 $206 '85 '86 '87 '88
- 33. OPERATING PROFIT ($MM) 379 296 206 231 '85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10
- 34. OPERATING PROFIT ($MM) 3,796 3,615 3,265 2,959 2,567 2,339 2,211 2,239 2,054 1,875 1,773 1,597 1,451 1,315 1,185 1,011 1,067 910 780 626 558 462 379 296 206 231 '85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10
- 35. DEFINING “SUCCESS” Operating Profit Return On Capital Growth in Shareholder Value
- 36. RETURN ON CAPITAL Goal 15.0%
- 37. RETURN ON CAPITAL Goal 15.0% 12.7% 11.6% 10.0% 1985 1986 1987
- 38. 37.0% RETURN ON CAPITAL Goal 15.0% 12.7% 11.6% 10.0% 1985 1986 1987 2010
- 39. DEFINING “SUCCESS” Operating Profit Return On Capital Growth in Shareholder Value
- 40. TOTAL SHAREHOLDER RETURN Five Years 12/31/83 – 12/31/88
- 41. TOTAL SHAREHOLDER RETURN Five Years 12/31/83 – 12/31/88 +102% S&P
- 42. TOTAL SHAREHOLDER RETURN Five Years 12/31/83 – 12/31/88 +152% +102% S&P Peer Group
- 43. TOTAL SHAREHOLDER RETURN Five Years 12/31/83 – 12/31/88 +164% +152% +102% S&P Peer Group Colgate
- 44. TOTAL SHAREHOLDER RETURN 27 Years 12/31/83 – 12/31/10
- 45. TOTAL SHAREHOLDER RETURN 27 Years 12/31/83 – 12/31/10 +1,349% S&P
- 46. TOTAL SHAREHOLDER RETURN 27 Years 12/31/83 – 12/31/10 +3,556% +1,349% S&P Peer Group
- 47. TOTAL SHAREHOLDER +5,342% RETURN 27 Years 12/31/83 – 12/31/10 +3,556% +1,349% S&P Peer Group Colgate
- 48. RESEARCH
- 49. C-P STRATEGIC C-P INITIATIVES
- 50. C-P STRATEGIC INITIATIVES What businesses to emphasize, which to exit
- 53. WORLDWIDE TOOTHPASTE SHARES 31.0 16.2 17.0 Comp. 1 Comp. 2 Colgate
- 54. WORLDWIDE TOOTHPASTE SHARES 31.0 16.2 17.0 14.6 Comp. 1 Comp. 2 Colgate
- 55. WORLDWIDE TOOTHPASTE SHARES 31.0 16.2 17.0 14.6 9.0 Comp. 1 Comp. 2 Colgate
- 56. WORLDWIDE TOOTHPASTE SHARES 44.3 31.0 16.2 17.0 14.6 9.0 Comp. 1 Comp. 2 Colgate
- 58. WORLDWIDE DETERGENT SHARES 46.4 2001 19.8 7.9 Comp. 1 Comp. 2 Colgate
- 59. C-P STRATEGIC INITIATIVES What businesses to emphasize, which to exit Accelerate new product process
- 61. BEFORE LOCAL NEW PRODUCT INDEPENDENCE
- 62. RESEARCH GLOBAL CONSUMER INSIGHT AND INNOVATION CENTERS
- 63. CONSUMER INSIGHT AND INNOVATION CENTERS
- 64. RESEARCH NEW PRODUCT ROLL-OUT SPEED
- 65. BEFORE LENGTHY COUNTRY-BY-COUNTRY PROCESS
- 67. 20 languages, single execution
- 68. C-P STRATEGIC INITIATIVES What businesses to emphasize, which to exit Accelerate new product process Improve global creative excellence
- 69. RESEARCH IMPROVE GLOBAL CREATIVE EXCELLENCE
- 71. IMPORTANCE OF THE BIG CREATIVE IDEA
- 72. LEADERSHIP STEPS TO CREATIVE EXCELLENCE Be the best client they have Really care Mutual trust Ask for excellence Clear direction Look for the big idea Ensure agency profitability
- 73. MEDIA SELECTION
- 74. SPENDING TESTS
- 75. SHOPPER MARKETING EXPLORATION
- 77. RESEARCH DEFINING AND BUILDING GLOBAL VALUES AND CULTURE
- 79. RESEARCH VALUES
- 80. COLGATE’S VALUES Continuous Improvement Global Teamwork Caring
- 81. COLGATE’S VALUES Continuous Improvement Global Teamwork Caring
- 82. NORMAL CURVE
- 83. GLOBAL CURRICULUM 270+ Courses
- 86. COLGATE’S VALUES Continuous Improvement Global Teamwork Caring
- 87. GLOBAL PLAN FOR PROFESSIONAL RECOMMENDATION
- 90. COLGATE’S VALUES Continuous Improvement Global Teamwork Caring
- 91. CARING AND RESPECTING: Consumers The world we live in Each other Integrity of the organization
- 92. CODE OF CONDUCT
- 93. DIVERSITY
- 94. SUSTAINABILITY
- 95. FUTURE CONSUMERS
- 96. OVER 500 MILLION CHILDREN REACHED WORLDWIDE
- 97. BUT…
- 98. CURRENT BUSINESS CLIMATE BRINGS NEW OBLIGATIONS
- 99. NOW: PUBLIC VIEW OF BUSINESS
- 100. BUSINESS DISHONESTY
- 101. PERCEPTION EXCEEDS REALITY
- 102. RESEARCH HAS A BIG OBLIGATION
- 103. MUST CONSTANTLY OBSERVE THE WHOLE ORGANIZATION AND ALL ITS PARTS
- 104. OBSERVE GOOD PRACTICES AND DETECT PROBLEMS
- 105. PROBLEMS/GOOD PRACTICES Products Environmental Human Regulatory
- 106. THEN WHAT?
- 107. THE ROLES OF NAVIGATOR AND GUARDIAN ARE VITAL
- 108. YOU ARE A MAJOR FACTOR IN CURRENT AND FUTURE BUSINESS SUCCESS
- 109. ONLY YOU CAN DO IT