Proctor and Gamble 1999 Annual Report Download - page 11

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7
The second measure of our business vitality is the vitality of our
organization – the degree to which people are breaking barriers, chal-
lenging conventional wisdom, stretching to achieve the unachievable,
redefining the marketplace. It is the degree to which people have
freedom to perform at their peak, all the time.
This is the kind of organization vitality we strive for. It is the vitality
that Organization 2005 will help us deliver – consistently.
CHALLENGING THE STATUS QUO
From the start, Febreze – the
fabric spray that permanently
removes odors from clothes
and household fabrics – was
a product with something to
prove. Consumers who tried
it said Febreze was a big idea.
But conventional wisdom
said it was a niche product.
Febreze had trouble meeting
early sales goals, but the
Febreze group refused to give
up. Driven by their passion,
they went back to consumers
and listened to their feedback
about the variety of uses they
were finding. As a result, the
Febreze advertising began to
reflect how consumers felt
about Febreze and how it fit
into their lives. Sales quad-
rupled. Today, Febreze is
sold in Japan, Korea,
Australia, New Zealand,
the U.S. and more than
15 European countries.
In the U.S. alone, over
35 million households
depend on Febreze.
www.febreze.com
ORGANIZATION VITALITY
IS OUR STRENGTH
We are simplifying our structure to make decisions faster, encouraging
impatience and a greater sense of urgency, and redefining expectations.
In short, we’re stripping out barriers that can hold people back. We are
making the most of what has always been P&G’s greatest strength, our
people: their expertise, integrity, drive and hunger to continually serve
the world’s consumers better.