P&G in 2005

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P&G's globalization efforts had accelerated in the 1990s. The appointment of fifty-nine-year-old Ed Artzt (Artzt) as chief executive in 1990, appointment of two new executive vice presidents, Durk Jager and Jurgen Hintz, both foreign born with most of their careers spent outside the US, and John Pepper (Pepper), as president of P&G International reinforced the company's global outlook...

Even as P&G decided to support core brands and fund new growth opportunities it made a realistic assessment of the long-term viability of underperforming brands and businesses.

In 1992, P&G began to sell off its operations in cotton linters and wood pulp, including the P&G Cellulose (formerly Buckeye) subsidiary established in the early twentieth century...

In 1992, P&G regrouped its sales force under a new organization called Customer Business Development (CBD). Structured around national (and eventually global) accounts, CBD forged close relationships with its customers to streamline the supply chain...

The SGE initiative had an immediate impact on P&G's bottom line, but did not boost sales. P&G realized that incremental innovations, product line extensions, and flanker brands were not enough to generate faster growth. It needed to accelerate the development of major new brands and new lines of business...

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