Proctor and Gamble 2015 Annual Report Download - page 26

The Procter & Gamble Company 24
Companys atteries business, during the quarter ended
December 31, 2014. The Company expects to complete the
Duracell transaction in the beginning of calendar year 2016,
pending necessary regulatory approvals. The atteries
business had historically been part of the Companys Fabric
Care and Home Care reportable segment. The results of the
atteries business are now presented as discontinued
operations and, as such, are excluded from both continuing
operations and segment results for all periods presented.
Additionally, the atteries balance sheet positions as of June
30, 2015 are presented as held for sale in the Consolidated
alance Sheets.
During fiscal 2015, the Company completed the divestiture of
its Pet Care business. The gain on the transaction was not
material. The results of the Pet Care business are now presented
as discontinued operations and, as such, are excluded from both
continuing operations and segment results for all periods
presented. Additionally, the Pet Care balance sheet positions
as of June 30, 2014 are presented as held for sale in the
Consolidated alance Sheets.
ith these transactions and other recently completed and
announced minor brand divestitures, the Company will have
substantially completed the strategic portfolio reshaping
program with 93 out of approximately 100 brands having been
sold, discontinued or consolidated.
et  n esonl e: e are a global market
leader in the beauty category. Most of the beauty markets in
which we compete are highly fragmented with a large number
of global and local competitors. e compete in beauty care,
hair care and color and prestige. In beauty care, we offer a
wide variety of products, ranging from deodorants to cosmetics
to skin care, such as our Olay brand, which is the top facial
skin care brand in the world with over 8 global market share.
In hair care and color, we compete in both the retail and salon
professional channels. e are the global market leader in the
retail hair care and color market with over 20 global market
share primarily behind our Pantene and Head & Shoulders
brands. In the prestige channel, we compete primarily with
our prestige fragrances behind Dolce & Gabbana, Gucci and
Hugo oss fragrance brands and the SK-II brand.
oomn: e are the global market leader in the blades and
razors market. Our global blades and razors market share is
over 65, primarily behind the Gillette franchise including
Fusion, Mach3, Prestobarba and enus. Our electronic hair
removal devices, such as electric razors and epilators, are sold
under the raun brand in a number of markets around the world
where we compete against both global and regional
competitors. e hold over 20 of the male shavers market
and nearly 50 of the female epilators market.
elt e: e compete in oral care and personal health
care. In oral care, there are several global competitors in the
market and we have the number two market share position with
approximately 20 global market share. In personal health
care, we are a top ten competitor in a large, highly fragmented
industry behind respiratory treatments (icks brand) and
nonprescription heartburn medications (Prilosec OTC brand).
Nearly all of our sales outside the U.S. in personal health care
are generated through the PGT Healthcare partnership with
Teva Pharmaceuticals Ltd.
c e n ome e: This segment is comprised of
a variety of fabric care products including laundry detergents,
additives and fabric enhancers and home care products
including dishwashing liquids and detergents, surface cleaners
and air fresheners. In fabric care, we generally have the number
one or number two share position in the markets in which we
compete and are the global market leader with approximately
30 global market share, primarily behind our Tide, Ariel and
Downy brands. Our global home care market share is
approximately 20 across the categories in which we compete.
 emnne n ml e: In baby care, we compete
mainly in diapers, pants and baby wipes with over 30 global
market share. e are the number one or number two baby care
competitor in most of the key markets in which we compete,
primarily behind Pampers, the Company's largest brand, with
annual net sales of approximately $10 billion. e are the global
market leader in the feminine care category with approximately
30 global market share, primarily behind Always. e have
recently entered the adult incontinence category in certain
markets, achieving nearly a 10 market share in those markets
where we have entered. Our family care business is
predominantly a North American business comprised largely
of the ounty paper towel and Charmin toilet paper brands.
U.S. market shares are nearly 45 for ounty and over 25
for Charmin.
Selling and Market Oerations
Our SMOs are responsible for developing and executing go-
to-market plans at the local level. The SMOs include dedicated
retail customer, trade channel and country-specific teams. Our
SMOs are organized under six regions comprised of North
America, Europe, Latin America, Asia Pacific, Greater China
and India, Middle East and Africa (IMEA). Throughout the
MD&A, we reference business results in developed markets,
which are comprised of North America, estern Europe and
Japan, and developing markets which are all other markets not
included in developed.
Gloal Business Serices
GS provides technology, processes and standard data tools
to enable the GUs and the SMOs to better understand the
business and better serve consumers and customers. The GS
organization is responsible for providing world-class solutions
at a low cost and with minimal capital investment.
Cororate Functions
CF provides Company-level strategy and portfolio analysis,
corporate accounting, treasury, tax, external relations,
governance, human resources and legal, as well as other
centralized functional support.
STRATEGIC FOCUS
e are focused on strategies that we believe are right for the
long-term health of the Company with the objective of
delivering total shareholder return in the top one-third of our
peer group.
Our value creation progress is measured internally with the
operating total shareholder return (O-TSR) model. Over time,