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Hindi

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Hindi

'किसी भी cost.. I पर ..

Inglés

'..then at any cost..

Última actualización: 2017-10-12
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Hindi

स्तर जोड़ेंBudgeted Cost of Work Scheduled

Inglés

Level

Última actualización: 2018-12-24
Frecuencia de uso: 2
Calidad:

Hindi

% पूर्णBudgeted Cost of Work Scheduled

Inglés

Task reported %1% completed

Última actualización: 2018-12-24
Frecuencia de uso: 2
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Hindi

स्तर जोड़ेंBudgeted Cost of Work Scheduled

Inglés

LevelBudgeted Cost of Work Scheduled

Última actualización: 2018-12-24
Frecuencia de uso: 1
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Hindi

% पूर्णBudgeted Cost of Work Scheduled

Inglés

Task reported %1% completedBudgeted Cost of Work Scheduled

Última actualización: 2018-12-24
Frecuencia de uso: 1
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Hindi

i don't want to miss u at any cost

Inglés

i don't want to miss u at any cost

Última actualización: 2020-11-23
Frecuencia de uso: 1
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Referencia: Anónimo

Hindi

Mere life me apki jagah koi nahi lega aur me apke sath dungi with out any cost

Inglés

Mere life me apki jagah koi nahi lega aur me apke sath dungi with out any cost

Última actualización: 2021-03-16
Frecuencia de uso: 2
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Referencia: Anónimo

Hindi

No Extra Cost APPLE Mobile 6 Months at No Extra Cost BLUE STAR Electronics Upto 9

Inglés

No Extra Cost APPLE Mobile 6 Months at No Extra Cost BLUE STAR Electronics Upto 9

Última actualización: 2021-02-12
Frecuencia de uso: 1
Calidad:

Referencia: Anónimo

Hindi

sir iski last bhi 11.06.2018 h to kya iski bhi tender cost kara de

Inglés

what is the payment process

Última actualización: 2018-06-08
Frecuencia de uso: 1
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Referencia: Anónimo

Hindi

-Suleiman name your price. i want Raghu. Ant any cost.-

Inglés

One life for another!

Última actualización: 2019-07-06
Frecuencia de uso: 4
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Referencia: Anónimo

Hindi

She has a hole over here ... in the heart. -it will cost 100-000.

Inglés

- Tell me. - The doctor says my daughter... - has to undergo surgery.

Última actualización: 2019-07-06
Frecuencia de uso: 4
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Referencia: Anónimo

Hindi

Surah Al Baqarah (The Cow) . 252 - 260. The theme of 153 . [8-16] Then there are some who say, "We believe in Allah and the Last Day", .. Search Results of 16 syed ki kahani : .. . Ramadhan 12,15,16,17 1431 Topic: Qanaat Ikhlaq-e-Islami Ki Roshni . Azadar e Syed us Shohda ki . Aur Ali Ki Azan / Bardasht Ki Kahani / Perwerdighar ko .. 16 Syed Sayed Story. 16 Syed Ki Kahani In Hindi Pdf Get cost-free MP4 down load.. Comprehensive coverage of Pakistan news ,breaking news stories and analysis reporting on current affairs, business, sports, entertainment and around-the-world stories.. Syed Kawsar Jamal (born 1950), Indian poet and essayist Mallika Sengupta ( ) (born 1960), poet and writer Anjali Das (born 1957), poet Ishita Bhaduri .. Read Online the English Translation of Sahih Bukhari, one of the most authentic collections of the Islamic Sunnah. Thousands of Hadiths with a search engine.. Jama Angrezi Urdu Lughat O-Q (Part-4) 260. . 8.75 12.00 13.00 16.00 55.00 37.00 37.00 25.00 886. Hind Ki Maya-e . Sifar Ki Kahani Sir Syed Ahmed Khan .. . Abdullah, Syed IR, II, (1962) 4 1962 Tarikh Ki Ahmiyat . Ishaat ki Kahani Alam, Mohammad Jahangir IR . 16 February 1904) Chand, Master Shugan IR, .. DOC PPT TXT PDF XLS -09-14-TOC 00 .. DOC PPT TXT PDF XLS -09-14-TOC 00 .. 16 sayed ki kahani Assalamualaikum Friends, Today I am going to explain you what is call 16 sayed ki kahani and for what its call for. 16 sayed mince.. Maut Ki Machine Inspector Jamshed Series by Ishtiaq Ahmed . 260: Ashfaq Ahmed (14) 261: Ashfaq Ahmed Khan (1) 262: . Kankar PDF Urdu Novels PDF. 2 Jun 18 . 12,093 .. read fiction stock 2010 . vida-e-jung nangay paaon dhandoora matti ki kahani aik hi . razia 256 but, razia 257 but, razia 258 but, razia 259 but, razia 260 .. aik ansu mein karabaal 2nd book.pdf. 3 MB Al Seerat-ul-Savi Al-Siraat-ul-Savi part 1.pdf. 29 MB Al-Siraat-ul-Savi part 2.pdf.. VKS University, Ara named after the well known national hero and legendary freedom fighter Veer Kunwar Singh, is a public university in the city of Arrah in the state of Bihar, India.. Hindi Books from Hindi Book Centre, Exporters and Distributors of Indian Publishers. Jama Angrezi Urdu Lughat O-Q (Part-4) 260. . 8.75 12.00 13.00 16.00 55.00 37.00 37.00 25.00 886. Hind Ki Maya-e . Sifar Ki Kahani Sir Syed Ahmed Khan .. Kahani Mazhar Al Islam Hai: . Farsi Aruz Ki Tanqeedi Tehqeek Auzane Gazal kay Irtqa ka Jaiza: .. Husayn ibn Ali became the Imam of Shia Islam after the death of his older brother, Hasan ibn Ali, . According to historian Syed Akbar Hyder, .. . Ramadhan 12,15,16,17 1431 Topic: Qanaat Ikhlaq-e-Islami Ki Roshni . Azadar e Syed us Shohda ki . Aur Ali Ki Azan / Bardasht Ki Kahani / Perwerdighar ko .. Syed Ahmad bin Muttaqi Khan KCSI ( Urdu : ; 17 October 1817 27 March 1898), commonly known as Sir Syed , was an Indian Muslim pragmatist , Islamic reformist and philosopher. jab bhi hum doordarshan ki baat karten hain hume amara bachapan yaad aa jata hai . . Naya rang laaegi kahani ye pyaar ki, .. Contextual translation of "16 sayad ki kahani" into Hindi. Human translations with examples: , , , . Get .. Rastay aur manzilen novel by Hira Batool. . complete in pdf and online reading. . Dard ki zanjeeren novel by Tayyba Chaudhary is a famous, .. Bibi Syeda Ki Kahani By Anees Ahmad Noori. . Topics Bibi Syeda Ki Kahani By Anees Ahmad Noori, Syed Fatima, . Scanner Internet Archive HTML5 Uploader 1.6.3.. REFERENCE BOOKS : KASHMIR COLLECTION . . 39 52 Urdu Sahitya ka Ithas Syed, Ihtisham Hussain .. Islamic Books, Islamic Movies, Islamic Audio-All Free. Read, Watch and Listen to Islamic Multimedia.. Childitem Filter Directories Online - . 16 Syed Ki Kahani Pdf Free, pk movie tamil audio track download .. Islam ki kahani Shibli Nomani ki zabani Author : Syed Ata-e-Mehdi - Translator : Language : .. 760 Gawanta-Na-Moube-Ki-Kahani-Mullah-Zaief-Ki-Zubani. . .pdf (English version) 1497 Peghambar-e-Aman. 1498 People of Sunnah, be kind with one . 1747 Sir Syed Ki .. Current Awareness Bulletin . Syed Ishfaq Ahmad and Khan, . Iss balika vadhu ka sanghars

Inglés

Última actualización: 2020-09-05
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Hindi

विवाद का एक और मुद्दा है की उभरती हुई अर्थव्यवस्थाओं जैसे भारत और चीन से कैसी उम्मीद की जानी चाहिए की वेह अपने उत्सर्जन को कितना कम करें . हाल की रिपोर्ट के अनुसार चीन के सकल राष्ट्रीय CO 2 / उप उत्सर्जन अमरीका से जिअदा हो सकते हैं पर चीन ने कहा है की प्रति व्यक्ति उत्सर्जन अमरीका से पाँच गुना कम है इसलिए उस पर यह बंदिश नही होनी चाहिए भारत ने भी इसी बात को दोहराया है जिसे क्योटो प्रतिबंधों से छूट प्राप्त है और जो औद्योगिक उत्सर्जन का सबसे बड़ा स्रोत है . However the . . contends that if they must bear the cost of reducing emissions then China should do the same .

Inglés

Another topic of debate is how can emerging economies like China and India can be expected to reduce emission levels . According to recent reports , the gross national carbon dioxide emission levels of China may be higher than those of the United States , but China states that the per capita emissions are five times lesser than those of the United States , and hence it should not be forced to take any actions . India too is free from Kyoto Protocal since it is a source of great industrial production . However , the U . S . contends that if they must bear the cost of reducing emissions , then China should do the same .

Última actualización: 2020-05-24
Frecuencia de uso: 1
Calidad:

Referencia: Anónimo

Hindi

विवाद का एक और मुद्दा है की उभरती हुई अर्थव्यवस्थाओं जैसे भारत और चीन से कैसी उम्मीद की जानी चाहिए की वेह अपने उत्सर्जन को कितना कम करें . हाल की रिपोर्ट के अनुसार # 44 ; चीन के सकल राष्ट्रीय CO 2 lt ; / उप gt ; उत्सर्जन अमरीका से जिअदा हो सकते हैं # 44 ; पर चीन ने कहा है की प्रति व्यक्ति उत्सर्जन अमरीका से पाँच गुना कम है इसलिए उस पर यह बंदिश नही होनी चाहिए भारत ने भी इसी बात को दोहराया है जिसे क्योटो प्रतिबंधों से छूट प्राप्त है और जो औद्योगिक उत्सर्जन का सबसे बड़ा स्रोत है . However # 44 ; the . . contends that if they must bear the cost of reducing emissions # 44 ; then China should do the same .

Inglés

Another point of controversy is how to anticipate how much the emerging economies like India and China to lessen their emissions . According to the report of Hall , the gross national Co2 emissions of China may be greater that America , but china has said that per capita emissions are less than America by 5 times and because of that these restrictions should not be imposed on it . India has also repeated this fact , which had been exempted from Kyoto restriction , and which is the largest source of industrial emissions . However the U . S contends that if they must bear the cost of reducing emissions , then China should do the same .

Última actualización: 2020-05-24
Frecuencia de uso: 1
Calidad:

Referencia: Anónimo

Hindi

विवाद का एक और मुद्दा है की उभरती हुई अर्थव्यवस्थाओं जैसे भारत और चीन से कैसी उम्मीद की जानी चाहिए की वेह अपने उत्सर्जन को कितना कम करें . हाल की रिपोर्ट के अनुसार चीन के सकल राष्ट्रीय CO 2 / उप उत्सर्जन अमरीका से जिअदा हो सकते हैं पर चीन ने कहा है की प्रति व्यक्ति उत्सर्जन अमरीका से पाँच गुना कम है इसलिए उस पर यह बंदिश नही होनी चाहिए भारत ने भी इसी बात को दोहराया है जिसे क्योटो प्रतिबंधों से छूट प्राप्त है और जो औद्योगिक उत्सर्जन का सबसे बड़ा स्रोत है . However the . . contends that if they must bear the cost of reducing emissions then China should do the same .

Inglés

Another point of controversy is how to anticipate how much the emerging economies like India and China to lessen their emissions . According to the report of Hall , the gross national Co2 emissions of China may be greater that America , but china has said that per capita emissions are less than America by 5 times and because of that these restrictions should not be imposed on it . India has also repeated this fact , which had been exempted from Kyoto restriction , and which is the largest source of industrial emissions . However the U . S contends that if they must bear the cost of reducing emissions , then China should do the same .

Última actualización: 2020-05-24
Frecuencia de uso: 1
Calidad:

Referencia: Anónimo

Hindi

विवाद का एक और मुद्दा है की उभरती हुई अर्थव्यवस्थाओं जैसे भारत और चीन से कैसी उम्मीद की जानी चाहिए की वेह अपने उत्सर्जन को कितना कम करें . हाल की रिपोर्ट के अनुसार चीन के सकल राष्ट्रीय CO 2 / उप उत्सर्जन अमरीका से जिअदा हो सकते हैं पर चीन ने कहा है की प्रति व्यक्ति उत्सर्जन अमरीका से पाँच गुना कम है इसलिए उस पर यह बंदिश नही होनी चाहिए भारत ने भी इसी बात को दोहराया है जिसे क्योटो प्रतिबंधों से छूट प्राप्त है और जो औद्योगिक उत्सर्जन का सबसे बड़ा स्रोत है . However the . . contends that if they must bear the cost of reducing emissions then China should do the same .

Inglés

. Amother issue of the debate is what can be expected from emerging economies like India and China regarding the levels to which they will reduce their emissions . According to the status report , China ' s gross national CO2 emissions can be higher than America ' s , but China said that the per capita emissions is five times less than America ' s , so these restrictions should not apply to them . India also has echoed this argument , and it is exempted from implementing the Kyoto regulations and it is big source of industrial emissions . However , the U . S . contends that if they must bear the cost of reducing emissions , then China should do the same .

Última actualización: 2020-05-24
Frecuencia de uso: 1
Calidad:

Referencia: Anónimo

Hindi

विवाद का एक और मुद्दा है की उभरती हुई अर्थव्यवस्थाओं जैसे भारत और चीन से कैसी उम्मीद की जानी चाहिए की वेह अपने उत्सर्जन को कितना कम करें . हाल की रिपोर्ट के अनुसार चीन के सकल राष्ट्रीय CO 2 / उप उत्सर्जन अमरीका से जिअदा हो सकते हैं पर चीन ने कहा है की प्रति व्यक्ति उत्सर्जन अमरीका से पाँच गुना कम है इसलिए उस पर यह बंदिश नही होनी चाहिए भारत ने भी इसी बात को दोहराया है जिसे क्योटो प्रतिबंधों से छूट प्राप्त है और जो औद्योगिक उत्सर्जन का सबसे बड़ा स्रोत है . However the . . contends that if they must bear the cost of reducing emissions then China should do the same .

Inglés

one for marriage and emerging in economies like India and china its emission are lessen . according to the report gross national emission are more in the USA

Última actualización: 2020-05-24
Frecuencia de uso: 1
Calidad:

Referencia: Anónimo

Hindi

मान लेते हैं हम कुछ दिनो के लिए परिस्थिति E मे ही बने रहे ..... औसतन हम 1 खरगोश पकड़ते रहे लेकिन 280 बेर इक्कठा करते रहे ..... हम बेर लेने की मनःस्थिती मे थे , अतः ये परिस्थिति E है यहाँ पर ..... लेकिन अब अचानक से हमारा मन प्रोटीन लेने का है ..... अतः मई लिखता हूँ : हम परिस्थिति E मे हैं और हमारा मन जादा प्रोटीन लेने का है। और अतः हम ये सोचना चाहते हैं की हमारे पास लेन देन के लिए क्या है। अगर हम जादा खरगोश पकड़ने की कोशिस करते हैं ... अतः मै क्या करना चाहता हूँ, मै ये कहना चाहता हूँ, अगर मै एक और खरगोश पकड़ना चाहता हूँ, तो मुझे क्या छोड़ना पड़ेगा .... अतः अगर मै एक और खरगोश पकड़ता हूँ, अतः मै एक कहरगोश औसत प्रतिदिन से, 2 खरगोश प्रतिदिन पे अजाता हूँ, अतः मई परिस्थिति E से परिस्थिति D पे जा रहा हूँ ..... मै क्या छोड़ने वाला हूँ ? अतः ये यहाँ पर प्लस 1। अतः, मै 40 बेर छोड़ने जा रहा हूँ , और आप ठीक यहाँ देख सकते हैं। अगर मै कोसिस करता हूँ एक और खरगोश पकड़ने की, मै इस असंभव मे नहीं जा सकता, ये भाग जिसे पाया नहीं जा सकता ठीक यहाँ पर। मुझे production possibilities frontier पे रहना पड़ेगा ... अकसर जिसे PPF कहते हैं .... या मुझे लगता है जो इसका छोटा नाम है, मुझे कहना चाहिए PPF लेकिन अगर मुझे एक और खरगोश चाहिए , प्रॉडक्शन Possibilities frontier छूट जाता है .. और मुझे 40 फल छोड़ने पड़ेंगे ......... अतः एक और खरगोश का मतलब है की मुझे एक कीमत देनी पड़ेगी। अतः मुझे औसतन 40 बेर छोड़ने पड़ेंगे ... और जो मैंने अभी निश्चये किया है उसके लिए जो तकनीकी शब्द है एक खरगोश के पीछे जाने के लिए opportunity cost 40 बेरों को छोड़ना है। अतः ये मुझे लिखने दीजिये। एक और खरगोश का opportunity cost और ये परिस्थिति E के लिए ही है, जैसा की हम देखेगे, हम जिस परिस्त्थिती मे उसके अनुसार जो बदलने जा रहा है कम से कम इस उदाहरड़ के लिए अतः एक और खरगोश की opportunity cost 40 बेर हैं यह मानते हुए की हम परिस्थिति E मे हैं एक और खरगोश, मुझे छोड़ना पड़ेगा 40 बेर और एक दूसरा शब्द , जब हम opportunity cost की बात करते हैं के पीछे जाने के लिए, उत्तपादन के लिए, मै सोचता हूँ हम कह सकते हैं यहाँ एक और खरगोश के उत्पादन का opportunity cost जब हम एक और इकाई के उत्पादन के opportunity cost की बात करते हैं तो उसे कभी कभी Marginal Cost भी कहते हैं। अतः ठीक यहाँ पर आप इसे marginal cost की तरह भी देख सकते हैं इस video के संदर्भ मे हमारा cost जो है वो उन चीजों के लिए है जिनहे मई छोड़ रहा हूँ, वो मौके जो मई छोड़ रहा हूँ दूसरे परिस्थितियों मे, हम कई बार ये देखेंगे की marginal cost असल मौद्रिक इकाई मे दिये गए हैं जैसे dollars या कुछ और वो जो एक अतिरिक्त इकाई का उत्पादन हुआ उसका opportunity cost क्या तथा , वो ठीक वहाँ पर एक अतिरिक्त इकाई चलिये ये सुनिश्चित करते अहीन की हम opportunity cost को ठीक से समझते हैं या नहीं अतः जब हम परिस्थिति E मे हैं तब क्या होगा opportunity cost एक और खरगोश का .... लेकिन क्या होगा opportunity cost, चलिये मान ली हैं की हम मांस खा खा कर थक गए हैं ........ हम परिस्थिति E मे हैं और सब एक साथ शाकाहारी बनाना चाहते है अतः हम परिस्थिति F मे जाना चाहते हैं और पक्के तौर पे अब एक भी खरगोश नहीं खाएँगे और जितना जादा हो सके उतना फल खाएँगे अतः एक दूसरी चीज जो आप परिस्थिति E मे मांग सकते हैं वो opportunity cost है ...... सिर्फ अंकों को आसान करने के लिए ..... मई ये कहने जा रहा हूँ , वो opportunity cost है 20 और बेरों का ..... अतः मै एक खरगोश छोड़ने जा रहा हूँ ....... अतः ठीक यहाँ पर जो हम करने जा रहे हैं वो है, हम ये कह रहे हैं ॥ की मै अपने बेरों को 20 की सख्या मे बढ़ाने जा रहा हूँ, लेकिन ऐसा करने के लिए मुझे खरगोशों की संख्या घटनी पड़ेगी ...

Inglés

Let's say we we've been hanging out in scenario E for a bunch of days. On average we've been catching one rabbit, but gathering 280 berries. We were, I guess, in a berry mood, so this is scenario E right over here.

Última actualización: 2019-07-06
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Marketing Strategy of Colgate-Palmolive Company - December 15th, 2010 Marketing Strategy of Colgate-Palmolive Company : Colgate-Palmolive Company (NYSE: CL) is an American diversified multinational corporation focused on the production, distribution and provision of household, health care and personal products, such as soaps, detergents, and oral hygiene products (including toothpaste and toothbrushes). Under its "Hill's" brand, it is also a manufacturer of veterinary products. The company's corporate offices are on Park Avenue in Midtown Manhattan, New York City.[3] Statistics: Public Company Incorporated: 1806 as The Colgate Company Employees: 36,000 Sales: $10.58 billion (2004) Stock Exchanges: New York Euronext Frankfurt London Zurich Ticker Symbol: CL NAIC: 311111 Dog and Cat Food Manufacturing; 325611 Soap and Other Detergent Manufacturing; 325612 Polish and Other Sanitation Good Manufacturing; 325620 Toilet Preparation Manufacturing; 325998 All Other Miscellaneous Chemical Product and Preparation Manufacturing; 335211 Electric Housewares and Household Fan Manufacturing; 339994 Broom, Brush, and Mop Manufacturing Company Perspectives: Our long history of strong performance comes from absolute focus on our core global businesses, combined with a successful worldwide financial strategy. This financial strategy is designed to increase gross profit margin and reduce costs in order to fund growth initiatives and generate greater profitability. Key Dates: 1806: Company is founded by William Colgate in New York to make starch, soap, and candles. 1857: After founder's death, company becomes known as Colgate & Company. 1873: Toothpaste is first marketed. 1896: Collapsible tubes for toothpaste are introduced. 1898: B.J. Johnson Soap Company (later renamed Palmolive Company) introduces Palmolive soap. 1910: Colgate moves from original location to Jersey City, New Jersey. 1926: Palmolive merges with Peet Brothers, creating Palmolive-Peet Company. 1928: Colgate and Palmolive-Peet merge, forming Colgate-Palmolive-Peet Company. 1947: Fab detergent and Ajax cleanser are introduced. 1953: Company changes its name to Colgate-Palmolive Company. 1956: Corporate headquarters shifts back to New York. 1966: Palmolive dishwashing liquid is introduced. 1967: Sales top $1 billion. 1968: Colgate toothpaste is reformulated with fluoride; Ultra Brite is introduced. 1976: Hill's Pet Products is purchased. 1987: The Softsoap brand of liquid soap is acquired. 1992: The Mennen Company is acquired; Total toothpaste is introduced overseas. 1995: Latin American firm Kolynos Oral Care is acquired; Colgate-Palmolive undergoes major restructuring. 1997: Total toothpaste is launched in the United States; Colgate takes lead in domestic toothpaste market. 2004: Company acquires European oral care firm GABA Holding AG; major restructuring is launched. Company History: Colgate-Palmolive Company's growth from a small candle and soap manufacturer to one of the most powerful consumer products giants in the world is the result of aggressive acquisition of other companies, persistent attempts to overtake its major U.S. competition, and an early emphasis on building a global presence overseas where little competition existed. The company is organized around four core segments--oral care, personal care, home care, and pet nutrition--that market such well-known brands as Colgate toothpaste, Irish Spring soap, Softsoap liquid soap, Mennen deodorant, Palmolive and Ajax dishwashing liquid, Ajax cleanser, Murphy's oil soap, Fab laundry detergent, Soupline and Suavitel fabric softeners, and Hill's Science Diet and Hill's Prescription Diet pet foods. Colgate-Palmolive has operations in more than 200 countries and generates about 70 percent of its revenue outside the United States. Beginnings In 1806, when the company was founded by 23-year-old William Colgate, it concentrated exclusively on selling starch, soap, and candles from its New York City-based factory and shop. Upon entering his second year of business, Colgate became partners with Francis Smith, and the company became Smith and Colgate, a name it kept until 1812 when Colgate purchased Smith's share of the company and offered a partnership to his brother, Bowles Colgate. Now called William Colgate and Company, the firm expanded its manufacturing operations to a Jersey City, New Jersey, factory in 1820; this factory produced Colgate's two major products, Windsor toilet soaps and Pearl starch. Upon its founder's death in 1857, the firm changed its name to Colgate & Company and was run by President Samuel Colgate until his death 40 years later. During his tenure several new products were developed, including perfumes, essences, and perfumed soap. The manufacture of starch was discontinued in 1866 after a fire destroyed the factory. In 1873 Colgate began selling toothpaste in a jar, followed 23 years later by the introduction of Colgate Ribbon Dental Cream, in the now familiar collapsible tube. By 1906 the company was also producing several varieties of laundry soap, toilet paper, and perfumes. Colgate & Company shifted its headquarters to Jersey City in 1910. While the Colgate family managed its manufacturing operations on the East Coast, soap factories were also opened in 1864 by B.J. Johnson in Milwaukee, Wisconsin (under the name B.J. Johnson Soap Company), and in 1872 by the three Peet brothers in Kansas City, Kansas. In 1898 Johnson's company introduced Palmolive soap, which soon became the best-selling soap in the world and led the firm to change its name to the Palmolive Company in 1916. The Peets, who sold laundry soap mainly in the Midwest and western states, merged their company (Peet Brothers) with Palmolive in 1926, forming Palmolive-Peet Company. Two years later that firm joined with Colgate & Company to form Colgate-Palmolive-Peet Company, with headquarters in Jersey City. Palmolive-Peet's management initially assumed control of the combined organization. On October 25, 1929, management signed an agreement to merge the company with Kraft Phenix Cheese Corporation (forerunner of Kraft Foods) and Hershey Chocolate Company. The three companies would continue to operate independently, but they would become subsidiaries of a holding company slated to be called International Quality Products Corporation. Just four days after the deal was signed, however, the stock market crashed, forcing the huge amalgamation to be scuttled. In the wake of the crash, the Colgate family regained control of Colgate-Palmolive-Peet and installed Bayard Colgate as president in 1933. International Expansion Colgate & Company had been a pioneer in establishing international operations, creating a Canadian subsidiary in 1913 and one in France in 1920. In the early 1920s the firm expanded into Australia, the United Kingdom, Germany, and Mexico. Colgate or its successor firm next created subsidiaries in the Philippines, Brazil, Argentina, and South Africa in the late 1920s. In 1937 the company moved into India and by the end of the 1940s had operations in most of South America. By 1939 Colgate-Palmolive-Peet's sales hit $100 million. In the 1940s and 1950s the company also built upon its strategy of growth by acquisition, buying up a number of smaller consumer product companies. Organic growth remained on the agenda as well, and in 1947 the company introduced two of its best-known products, Fab detergent and Ajax cleanser. These acquisitions and new products, however, did little to close the gap between Colgate and its arch-rival, the Procter & Gamble Company, a firm that had been formed in the 1830s and had by now assumed a commanding lead over Colgate in selling detergent products in the United States. Meanwhile, the firm adopted its present name in 1953 and moved its offices for domestic and international operations to New York City in 1956. In 1960 George H. Lesch was appointed Colgate's president in the hopes that his international experience would produce similar success in the domestic market. Under his leadership, the company embarked upon an extensive new product development program that created such brands as Cold Power laundry detergent, Palmolive dishwashing liquid, and Ultra Brite toothpaste. In an attempt to expand beyond these traditional, highly competitive businesses into new growth areas, Colgate also successfully introduced a new food wrap called Baggies in 1963. As a result of these product launches, the company's sales grew between 8 and 9 percent every year throughout the 1960s. Sales topped the $1 billion mark in 1967. Lesch assumed the chairmanship of Colgate, and David Foster became president in 1970 and CEO in 1971. Foster was the son of the founder of Colgate-Palmolive's U.K. operations. He joined the company in 1946 as a management trainee and rose through the sales and marketing ranks both in the United States and overseas. New Strategies for the 1970s During the 1970s, as environmental concerns about phosphate and enzyme detergent products grew, the company faced additional pressure to diversify beyond the detergent business. In response to this pressure, Foster instituted a strategy that emphasized internal development via a specialized new venture group; joint ventures for marketing other companies' products; and outright acquisitions of businesses in which Colgate could gain a marketing advantage over Procter & Gamble. In 1971, for example, the company began selling British Wilkinson Sword Company razors and blades in the United States and other countries. In 1972 Colgate-Palmolive acquired Kendall & Company, a manufacturer of hospital and industrial supplies. It was originally hoped that the Kendall acquisition would bolster the pharmaceutical sales of Colgate's Lakeside Laboratories subsidiary, which had been acquired in 1960. The partnership never materialized, however, and Lakeside was sold in 1974. The Kendall business proved to be one of Foster's most successful acquisitions. Within two years, the subsidiary was producing sales and earnings results well above the company's targeted goals. On the product development side, meanwhile, Irish Spring deodorant soap was introduced in 1972. In 1971 the U.S. Federal Trade Commission enacted restrictions on in-store product promotions, such as couponing. In response to these restrictions, Foster began to employ other tactics designed to enhance Colgate's visibility in the marketplace. Two such programs awarded money to schools and local civic groups whose young people collected the most labels and boxtops from selected Colgate products. Under Foster, Colgate-Palmolive also began to sponsor a number of women's sporting events, including the Colgate-Dinah Shore Winner's Circle, a women's professional golf tournament. Foster chose women's sports in an effort to appeal to Colgate-Palmolive's primarily female customer base. He even went so far as to have Colgate buy the tournament's home course, the Mission Hills Country Club in Palm Springs, California, so that he could supervise the maintenance of the greens. In 1973 Colgate acquired Helena Rubinstein, a major cosmetics manufacturer with strong foreign sales but a weak U.S. presence. Believing that its marketing expertise could solve Rubinstein's problems, Colgate reduced both the number of products in the company's line and the number of employees in its workforce, increased advertising expenditures, and moved the products out of drugstores and into department stores. The following year the company acquired Ram Golf Corporation and Bancroft Racket Company, and in 1976 it bought Charles A. Eaton Company, a golf and tennis shoe manufacturer. Although total U.S. sales of consumer products appeared to be slowing by the end of 1974, particularly in soaps and detergents, Colgate's international sales continued to carry the company forward. It maintained its leadership position abroad through new product development geared specifically to local tastes throughout Europe as well as through its involvement in the growing markets of less-developed countries in Latin America, Africa, and Asia. Setbacks Beginning in the Late 1970s Foster's diversification strategy initially improved earnings, but Colgate's domestic sales, market share, and profit margins were beginning to soften. This was due, in large part, to an economic recession and an advertising cutback the company had made in an attempt to boost earnings. Colgate was consistently losing the marketing battle in personal care products to Procter & Gamble. It had no leading brands and few successful new product introductions because of reduced spending for research and development. In an effort to remedy this problem and broaden its product mix, Colgate moved into food marketing in 1976 with the acquisition of Riviana Foods, a major producer of Texas long-grain rice with its own subsidiaries in pet food (Hill's Pet Products), kosher hot dogs (Hebrew National Kosher Foods), and candy. The Riviana acquisition, however, did not live up to the company's expectations. Along with purchasing a successful rice-milling business, Colgate found that it had also saddled itself with two unprofitable restaurant chains and a low-quality candy company. In 1977 declines in the price of rice seriously eroded Riviana's cash flow. Helena Rubinstein created additional headaches. Whereas other cosmetic manufacturers had moved their products from department store distribution to higher-volume drugstores, Colgate's management elected to keep Rubinstein products in department stores even though stores' demands for marketing support eroded the company's margins so severely that it lost money on every cosmetic item sold. Colgate finally sold the business in 1980 to Albi Enterprises. Foster had become chairman in 1975. In 1979, embattled by a series of marketing failures and the pressures of an acquisition strategy that yielded more losers than winners, Foster suddenly resigned, citing ill health. The company's president and chief operating officer, Keith Crane, was appointed as Foster's successor. A 42-year Colgate employee, Crane quickly instituted a new management structure consisting of several group vice-presidents, reunited all domestic operations under one group, and realigned division managers in an attempt to promote a more cohesive organization. Consumer advertising and product research were given renewed emphasis to support the company's basic detergent and toothpaste lines. Over the next two years, Crane sold a number of Foster's acquisitions that no longer fit with the company's long-term strategic plan, including Hebrew National Kosher Foods, which had been part of the Riviana purchase; Ram Golf; and the Bancroft Racket Company. Crane also put the Mission Hills Country Club up for sale and withdrew Colgate's sponsorship of the sporting events his predecessor had nurtured. Also during the late 1970s and the 1980s, Colgate found itself named as a defendant in two lawsuits. In 1981 the company lost a suit brought by United Roasters, who successfully argued that Colgate had violated the terms of a contract between the two firms for Colgate to market Bambeanos, a soybean snack produced by United Roasters, and was awarded $950,000. The following year the company was sued by the federal government for alleged job discrimination. According to a complaint filed with the U.S. Equal Employment Opportunity Commission, Colgate had failed or refused to hire people between the ages of 40 and 70 since 1978 and had also deprived employees in that age group of opportunities for promotion. By the end of 1982 Crane also experienced problems at Colgate. Several attempts at new product development never made it out of the test-market stage. Increased advertising expenditures for a limited number of major brands produced only temporary gains in market share while slowly killing off other products receiving little or no media support. Even Fresh Start detergent, one of the most successful new products to come out of the Foster era, was having problems retaining market share. Thus while Procter & Gamble's sales and margins were increasing, Colgate's were on the decline. To make matters worse, the strong dollar overseas hurt Colgate's international sales, and changes in Medicare policy weakened Kendall's business. Turnaround Under Reuben Mark, Mid- to Late 1980s In 1983 Crane relinquished the title of president to Reuben Mark, one of the company's three executive vice-presidents and a member of Crane's management advisory team. Mark also assumed the position of chief operating officer at that time; one year later he succeeded Crane as CEO. Mark built upon his predecessor's restructuring efforts in an attempt to increase profits and shareholder value. Between 1984 and 1986 several inefficient plants were closed, hundreds of employees laid off, and noncore businesses sold, including the remnants of the Riviana Foods acquisition, except for the Hill's Pet Products subsidiary. In an attempt to refocus the company's marketing and profitability, Mark developed a set of corporate initiatives intended to address business areas ranging from production-cost reduction to new product development, with a heavy emphasis on motivating employees and involving them in company decision-making. In response to the implementation of these ideas, the company's U.S. toothpaste business enjoyed a boost with first-to-the-market introductions of a gel toothpaste and a pump-type dispenser bearing the Colgate brand name. Similar U.S. market share gains were earned by new and improved versions of its Palmolive and Dynamo detergents and Ajax cleaner. Palmolive automatic dishwashing liquid debuted in 1986. With the company's turnaround firmly underway, business units managed by key executives were formed to develop plans for the company's major product categories. The purpose of each plan was to identify how products under development could be best introduced in domestic and international markets. Two years into this strategic reorganization, coinciding with Mark's appointment as chairman in 1986, Colgate confronted an embarrassing controversy. Since the early 1920s Hawley & Hazel Chemical Company had marketed a product called Darkie Black and White Toothpaste in the Far East. Colgate had acquired a 50 percent interest in this company in 1985. The following year, the Interfaith Center on Corporate Responsibility, a coalition of Protestant and Roman Catholic groups, demanded that Colgate change what it deemed to be the product's racially offensive name and packaging, which depicted a likeness of Al Jolson in blackface. The company acknowledged the criticism and agreed to make the necessary changes. Colgate also continued to seek out growth areas in its personal care product and detergent businesses. In 1987 it acquired a line of liquid soap products (including the Softsoap brand) from Minnetonka Corporation, the first transaction the company had made in the personal care area in several years. Building upon its success in launching an automatic dishwashing detergent in liquid form ahead of its competitors, the company also beat Procter & Gamble to the market with a laundry detergent packaged in a throw-in pouch called Fab 1 Shot, although this product failed to sustain consumer interest or reach sales expectations over the long term. Buoyed by product development breakthroughs and a renewed commitment to consumer products marketing, Colgate sold its Kendall subsidiary and related healthcare businesses in 1988 to Clayton & Dubilier. The sale enabled Colgate to retire some debt, sharpen its focus on its global consumer products businesses, and invest in new product categories. Moreover, Mark's global approach enabled the company to maintain its overall profitability despite not having a leadership position in the United States. Although Colgate lagged behind Procter & Gamble in the toothpaste

Inglés

Marketing Strategy of Colgate-Palmolive Company - December 15th, 2010 Marketing Strategy of Colgate-Palmolive Company : Colgate-Palmolive Company (NYSE: CL) is an American diversified multinational corporation focused on the production, distribution and provision of household, health care and personal products, such as soaps, detergents, and oral hygiene products (including toothpaste and toothbrushes). Under its "Hill's" brand, it is also a manufacturer of veterinary products. The company's corporate offices are on Park Avenue in Midtown Manhattan, New York City.[3] Statistics: Public Company Incorporated: 1806 as The Colgate Company Employees: 36,000 Sales: $10.58 billion (2004) Stock Exchanges: New York Euronext Frankfurt London Zurich Ticker Symbol: CL NAIC: 311111 Dog and Cat Food Manufacturing; 325611 Soap and Other Detergent Manufacturing; 325612 Polish and Other Sanitation Good Manufacturing; 325620 Toilet Preparation Manufacturing; 325998 All Other Miscellaneous Chemical Product and Preparation Manufacturing; 335211 Electric Housewares and Household Fan Manufacturing; 339994 Broom, Brush, and Mop Manufacturing Company Perspectives: Our long history of strong performance comes from absolute focus on our core global businesses, combined with a successful worldwide financial strategy. This financial strategy is designed to increase gross profit margin and reduce costs in order to fund growth initiatives and generate greater profitability. Key Dates: 1806: Company is founded by William Colgate in New York to make starch, soap, and candles. 1857: After founder's death, company becomes known as Colgate & Company. 1873: Toothpaste is first marketed. 1896: Collapsible tubes for toothpaste are introduced. 1898: B.J. Johnson Soap Company (later renamed Palmolive Company) introduces Palmolive soap. 1910: Colgate moves from original location to Jersey City, New Jersey. 1926: Palmolive merges with Peet Brothers, creating Palmolive-Peet Company. 1928: Colgate and Palmolive-Peet merge, forming Colgate-Palmolive-Peet Company. 1947: Fab detergent and Ajax cleanser are introduced. 1953: Company changes its name to Colgate-Palmolive Company. 1956: Corporate headquarters shifts back to New York. 1966: Palmolive dishwashing liquid is introduced. 1967: Sales top $1 billion. 1968: Colgate toothpaste is reformulated with fluoride; Ultra Brite is introduced. 1976: Hill's Pet Products is purchased. 1987: The Softsoap brand of liquid soap is acquired. 1992: The Mennen Company is acquired; Total toothpaste is introduced overseas. 1995: Latin American firm Kolynos Oral Care is acquired; Colgate-Palmolive undergoes major restructuring. 1997: Total toothpaste is launched in the United States; Colgate takes lead in domestic toothpaste market. 2004: Company acquires European oral care firm GABA Holding AG; major restructuring is launched. Company History: Colgate-Palmolive Company's growth from a small candle and soap manufacturer to one of the most powerful consumer products giants in the world is the result of aggressive acquisition of other companies, persistent attempts to overtake its major U.S. competition, and an early emphasis on building a global presence overseas where little competition existed. The company is organized around four core segments--oral care, personal care, home care, and pet nutrition--that market such well-known brands as Colgate toothpaste, Irish Spring soap, Softsoap liquid soap, Mennen deodorant, Palmolive and Ajax dishwashing liquid, Ajax cleanser, Murphy's oil soap, Fab laundry detergent, Soupline and Suavitel fabric softeners, and Hill's Science Diet and Hill's Prescription Diet pet foods. Colgate-Palmolive has operations in more than 200 countries and generates about 70 percent of its revenue outside the United States. Beginnings In 1806, when the company was founded by 23-year-old William Colgate, it concentrated exclusively on selling starch, soap, and candles from its New York City-based factory and shop. Upon entering his second year of business, Colgate became partners with Francis Smith, and the company became Smith and Colgate, a name it kept until 1812 when Colgate purchased Smith's share of the company and offered a partnership to his brother, Bowles Colgate. Now called William Colgate and Company, the firm expanded its manufacturing operations to a Jersey City, New Jersey, factory in 1820; this factory produced Colgate's two major products, Windsor toilet soaps and Pearl starch. Upon its founder's death in 1857, the firm changed its name to Colgate & Company and was run by President Samuel Colgate until his death 40 years later. During his tenure several new products were developed, including perfumes, essences, and perfumed soap. The manufacture of starch was discontinued in 1866 after a fire destroyed the factory. In 1873 Colgate began selling toothpaste in a jar, followed 23 years later by the introduction of Colgate Ribbon Dental Cream, in the now familiar collapsible tube. By 1906 the company was also producing several varieties of laundry soap, toilet paper, and perfumes. Colgate & Company shifted its headquarters to Jersey City in 1910. While the Colgate family managed its manufacturing operations on the East Coast, soap factories were also opened in 1864 by B.J. Johnson in Milwaukee, Wisconsin (under the name B.J. Johnson Soap Company), and in 1872 by the three Peet brothers in Kansas City, Kansas. In 1898 Johnson's company introduced Palmolive soap, which soon became the best-selling soap in the world and led the firm to change its name to the Palmolive Company in 1916. The Peets, who sold laundry soap mainly in the Midwest and western states, merged their company (Peet Brothers) with Palmolive in 1926, forming Palmolive-Peet Company. Two years later that firm joined with Colgate & Company to form Colgate-Palmolive-Peet Company, with headquarters in Jersey City. Palmolive-Peet's management initially assumed control of the combined organization. On October 25, 1929, management signed an agreement to merge the company with Kraft Phenix Cheese Corporation (forerunner of Kraft Foods) and Hershey Chocolate Company. The three companies would continue to operate independently, but they would become subsidiaries of a holding company slated to be called International Quality Products Corporation. Just four days after the deal was signed, however, the stock market crashed, forcing the huge amalgamation to be scuttled. In the wake of the crash, the Colgate family regained control of Colgate-Palmolive-Peet and installed Bayard Colgate as president in 1933. International Expansion Colgate & Company had been a pioneer in establishing international operations, creating a Canadian subsidiary in 1913 and one in France in 1920. In the early 1920s the firm expanded into Australia, the United Kingdom, Germany, and Mexico. Colgate or its successor firm next created subsidiaries in the Philippines, Brazil, Argentina, and South Africa in the late 1920s. In 1937 the company moved into India and by the end of the 1940s had operations in most of South America. By 1939 Colgate-Palmolive-Peet's sales hit $100 million. In the 1940s and 1950s the company also built upon its strategy of growth by acquisition, buying up a number of smaller consumer product companies. Organic growth remained on the agenda as well, and in 1947 the company introduced two of its best-known products, Fab detergent and Ajax cleanser. These acquisitions and new products, however, did little to close the gap between Colgate and its arch-rival, the Procter & Gamble Company, a firm that had been formed in the 1830s and had by now assumed a commanding lead over Colgate in selling detergent products in the United States. Meanwhile, the firm adopted its present name in 1953 and moved its offices for domestic and international operations to New York City in 1956. In 1960 George H. Lesch was appointed Colgate's president in the hopes that his international experience would produce similar success in the domestic market. Under his leadership, the company embarked upon an extensive new product development program that created such brands as Cold Power laundry detergent, Palmolive dishwashing liquid, and Ultra Brite toothpaste. In an attempt to expand beyond these traditional, highly competitive businesses into new growth areas, Colgate also successfully introduced a new food wrap called Baggies in 1963. As a result of these product launches, the company's sales grew between 8 and 9 percent every year throughout the 1960s. Sales topped the $1 billion mark in 1967. Lesch assumed the chairmanship of Colgate, and David Foster became president in 1970 and CEO in 1971. Foster was the son of the founder of Colgate-Palmolive's U.K. operations. He joined the company in 1946 as a management trainee and rose through the sales and marketing ranks both in the United States and overseas. New Strategies for the 1970s During the 1970s, as environmental concerns about phosphate and enzyme detergent products grew, the company faced additional pressure to diversify beyond the detergent business. In response to this pressure, Foster instituted a strategy that emphasized internal development via a specialized new venture group; joint ventures for marketing other companies' products; and outright acquisitions of businesses in which Colgate could gain a marketing advantage over Procter & Gamble. In 1971, for example, the company began selling British Wilkinson Sword Company razors and blades in the United States and other countries. In 1972 Colgate-Palmolive acquired Kendall & Company, a manufacturer of hospital and industrial supplies. It was originally hoped that the Kendall acquisition would bolster the pharmaceutical sales of Colgate's Lakeside Laboratories subsidiary, which had been acquired in 1960. The partnership never materialized, however, and Lakeside was sold in 1974. The Kendall business proved to be one of Foster's most successful acquisitions. Within two years, the subsidiary was producing sales and earnings results well above the company's targeted goals. On the product development side, meanwhile, Irish Spring deodorant soap was introduced in 1972. In 1971 the U.S. Federal Trade Commission enacted restrictions on in-store product promotions, such as couponing. In response to these restrictions, Foster began to employ other tactics designed to enhance Colgate's visibility in the marketplace. Two such programs awarded money to schools and local civic groups whose young people collected the most labels and boxtops from selected Colgate products. Under Foster, Colgate-Palmolive also began to sponsor a number of women's sporting events, including the Colgate-Dinah Shore Winner's Circle, a women's professional golf tournament. Foster chose women's sports in an effort to appeal to Colgate-Palmolive's primarily female customer base. He even went so far as to have Colgate buy the tournament's home course, the Mission Hills Country Club in Palm Springs, California, so that he could supervise the maintenance of the greens. In 1973 Colgate acquired Helena Rubinstein, a major cosmetics manufacturer with strong foreign sales but a weak U.S. presence. Believing that its marketing expertise could solve Rubinstein's problems, Colgate reduced both the number of products in the company's line and the number of employees in its workforce, increased advertising expenditures, and moved the products out of drugstores and into department stores. The following year the company acquired Ram Golf Corporation and Bancroft Racket Company, and in 1976 it bought Charles A. Eaton Company, a golf and tennis shoe manufacturer. Although total U.S. sales of consumer products appeared to be slowing by the end of 1974, particularly in soaps and detergents, Colgate's international sales continued to carry the company forward. It maintained its leadership position abroad through new product development geared specifically to local tastes throughout Europe as well as through its involvement in the growing markets of less-developed countries in Latin America, Africa, and Asia. Setbacks Beginning in the Late 1970s Foster's diversification strategy initially improved earnings, but Colgate's domestic sales, market share, and profit margins were beginning to soften. This was due, in large part, to an economic recession and an advertising cutback the company had made in an attempt to boost earnings. Colgate was consistently losing the marketing battle in personal care products to Procter & Gamble. It had no leading brands and few successful new product introductions because of reduced spending for research and development. In an effort to remedy this problem and broaden its product mix, Colgate moved into food marketing in 1976 with the acquisition of Riviana Foods, a major producer of Texas long-grain rice with its own subsidiaries in pet food (Hill's Pet Products), kosher hot dogs (Hebrew National Kosher Foods), and candy. The Riviana acquisition, however, did not live up to the company's expectations. Along with purchasing a successful rice-milling business, Colgate found that it had also saddled itself with two unprofitable restaurant chains and a low-quality candy company. In 1977 declines in the price of rice seriously eroded Riviana's cash flow. Helena Rubinstein created additional headaches. Whereas other cosmetic manufacturers had moved their products from department store distribution to higher-volume drugstores, Colgate's management elected to keep Rubinstein products in department stores even though stores' demands for marketing support eroded the company's margins so severely that it lost money on every cosmetic item sold. Colgate finally sold the business in 1980 to Albi Enterprises. Foster had become chairman in 1975. In 1979, embattled by a series of marketing failures and the pressures of an acquisition strategy that yielded more losers than winners, Foster suddenly resigned, citing ill health. The company's president and chief operating officer, Keith Crane, was appointed as Foster's successor. A 42-year Colgate employee, Crane quickly instituted a new management structure consisting of several group vice-presidents, reunited all domestic operations under one group, and realigned division managers in an attempt to promote a more cohesive organization. Consumer advertising and product research were given renewed emphasis to support the company's basic detergent and toothpaste lines. Over the next two years, Crane sold a number of Foster's acquisitions that no longer fit with the company's long-term strategic plan, including Hebrew National Kosher Foods, which had been part of the Riviana purchase; Ram Golf; and the Bancroft Racket Company. Crane also put the Mission Hills Country Club up for sale and withdrew Colgate's sponsorship of the sporting events his predecessor had nurtured. Also during the late 1970s and the 1980s, Colgate found itself named as a defendant in two lawsuits. In 1981 the company lost a suit brought by United Roasters, who successfully argued that Colgate had violated the terms of a contract between the two firms for Colgate to market Bambeanos, a soybean snack produced by United Roasters, and was awarded $950,000. The following year the company was sued by the federal government for alleged job discrimination. According to a complaint filed with the U.S. Equal Employment Opportunity Commission, Colgate had failed or refused to hire people between the ages of 40 and 70 since 1978 and had also deprived employees in that age group of opportunities for promotion. By the end of 1982 Crane also experienced problems at Colgate. Several attempts at new product development never made it out of the test-market stage. Increased advertising expenditures for a limited number of major brands produced only temporary gains in market share while slowly killing off other products receiving little or no media support. Even Fresh Start detergent, one of the most successful new products to come out of the Foster era, was having problems retaining market share. Thus while Procter & Gamble's sales and margins were increasing, Colgate's were on the decline. To make matters worse, the strong dollar overseas hurt Colgate's international sales, and changes in Medicare policy weakened Kendall's business. Turnaround Under Reuben Mark, Mid- to Late 1980s In 1983 Crane relinquished the title of president to Reuben Mark, one of the company's three executive vice-presidents and a member of Crane's management advisory team. Mark also assumed the position of chief operating officer at that time; one year later he succeeded Crane as CEO. Mark built upon his predecessor's restructuring efforts in an attempt to increase profits and shareholder value. Between 1984 and 1986 several inefficient plants were closed, hundreds of employees laid off, and noncore businesses sold, including the remnants of the Riviana Foods acquisition, except for the Hill's Pet Products subsidiary. In an attempt to refocus the company's marketing and profitability, Mark developed a set of corporate initiatives intended to address business areas ranging from production-cost reduction to new product development, with a heavy emphasis on motivating employees and involving them in company decision-making. In response to the implementation of these ideas, the company's U.S. toothpaste business enjoyed a boost with first-to-the-market introductions of a gel toothpaste and a pump-type dispenser bearing the Colgate brand name. Similar U.S. market share gains were earned by new and improved versions of its Palmolive and Dynamo detergents and Ajax cleaner. Palmolive automatic dishwashing liquid debuted in 1986. With the company's turnaround firmly underway, business units managed by key executives were formed to develop plans for the company's major product categories. The purpose of each plan was to identify how products under development could be best introduced in domestic and international markets. Two years into this strategic reorganization, coinciding with Mark's appointment as chairman in 1986, Colgate confronted an embarrassing controversy. Since the early 1920s Hawley & Hazel Chemical Company had marketed a product called Darkie Black and White Toothpaste in the Far East. Colgate had acquired a 50 percent interest in this company in 1985. The following year, the Interfaith Center on Corporate Responsibility, a coalition of Protestant and Roman Catholic groups, demanded that Colgate change what it deemed to be the product's racially offensive name and packaging, which depicted a likeness of Al Jolson in blackface. The company acknowledged the criticism and agreed to make the necessary changes. Colgate also continued to seek out growth areas in its personal care product and detergent businesses. In 1987 it acquired a line of liquid soap products (including the Softsoap brand) from Minnetonka Corporation, the first transaction the company had made in the personal care area in several years. Building upon its success in launching an automatic dishwashing detergent in liquid form ahead of its competitors, the company also beat Procter & Gamble to the market with a laundry detergent packaged in a throw-in pouch called Fab 1 Shot, although this product failed to sustain consumer interest or reach sales expectations over the long term. Buoyed by product development breakthroughs and a renewed commitment to consumer products marketing, Colgate sold its Kendall subsidiary and related healthcare businesses in 1988 to Clayton & Dubilier. The sale enabled Colgate to retire some debt, sharpen its focus on its global consumer products businesses, and invest in new product categories. Moreover, Mark's global approach enabled the company to maintain its overall profitability despite not having a leadership position in the United States. Although Colgate lagged behind Procter & Gamble in the toothpaste

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Ultimately I thought to extract much from this summer vacation. I charted out my options to take up some types of exercise like running, walking, joining cricket academy, joining football academy etc. But I found that my inner soul is not satisfied. I thought to be honest to myself and planned to make the best of my vacation time during this vacation. Finally I came out with a better plan to taste journey and a tour spot and to save myself from 44 degree Celsius temperature of summer. I decided to enjoy my native city (Basti in UP India) in this vacation. The daily plan was quite different to that of tour spot. We discussed with our family member to take short tour of Pradarshani, fair and near by historical places of Basti and to remain at home during chilled hot summer day. I also decided to plunge myself into swimming spot if available there to enjoy swimming. At first day evening time we saw a Priyadarshini organised at the heart-centre of Basti. Subsequently we went to Chando Tal a historical place (in ancient time it was known as Chandra Nagar). Migratory birds are still used to come to this lake every year . At another day I went to swimming pool of a park. It costs around $ 3.5 but I thought it is very less than the expenditure of any tour's one day cost. I enjoyed the cool water. It was very great feeling to have the enjoyment like this in summer time. This summer vacation was not spent entirely in seeking fun but used as a part learning to enhance my weakness of Algebra. During day period of this summer vacation I finished all chapters of Mathematics (By Hall and Knight). It is unbelievable that I had become so strong in algebra after that summer vacation. I recommend to all of my friend to target one weak subject in a vacation to strengthen the subject. I think weakness of any subject can be overcome.

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