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검색어: was having dinner (영어 - 힌디어)

인적 기여

전문 번역가, 번역 회사, 웹 페이지 및 자유롭게 사용할 수 있는 번역 저장소 등을 활용합니다.

번역 추가

영어

힌디어

정보

영어

having dinner

힌디어

खाना खान

마지막 업데이트: 2016-06-16
사용 빈도: 1
품질:

추천인: 익명

영어

I'm having dinner at 2:00 pm

힌디어

मैं 2:00 बजे से खाना खा रहा हूं

마지막 업데이트: 2016-09-01
사용 빈도: 1
품질:

추천인: 익명

영어

Sorry, I was having meal.

힌디어

sorry mai khana kha raha tha

마지막 업데이트: 2015-10-17
사용 빈도: 1
품질:

추천인: RishiRajJain

영어

our little boddika is turning one please com and join in on the fun were having dinner cake all of you sunday april 24th

힌디어

हमारे छोटे boddika एक मोड़ है कृपया com और में मज़ा पर शामिल हों केक डिनर कर रहे थे हम भी आप सभी रविवार अप्रैल 24 देखने के लिए इंतजार नहीं कर सकता

마지막 업데이트: 2016-04-20
사용 빈도: 1
품질:

추천인: 익명

영어

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

힌디어

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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mirabehnMadeleine Slade (Mirabehn) (22 November 1892 – 20 July 1982), daughter of the British Rear-Admiral Sir Edmond Slade, was a British woman who left her home in Britain to live and work with Mohandas Gandhi, the leader of the Indian independence movement. She devoted her life to human development, the advancement of Gandhi's principles and the freedom struggle in India. In doing so, Gandhi gave her the name Mirabehn, after Meera Bai, the great devotee of Lord Krishna.[citation needed] Contents [hide] 1 Early life 2 Life in India and role in the freedom struggle 3 Post-independence life in India 4 Books by Mirabehn 5 In popular culture 6 Bibliography 7 See also 8 References 9 External links Early life[edit] Mirabehn was born into an aristocratic British family in 1892. Her father, Sir Edmond Slade was an officer in the Royal Navy who was posted in her early years as the Commander-in-Chief of the East Indies Squadron, later becoming director of the Naval Intelligence Division.[1] She spent much of her childhood with her maternal grandfather who owned a large country estate and was from an early age a nature and animal lover.[2] The other great passion of the young Mirabehn was the music of Ludwig van Beethoven. She took to the piano and concerts and even went on to become a concert manager. In 1921 she even arranged for a German conductor to lead the London Symphony Orchestra in concerts featuring Beethoven and helped bring about an end to the British boycott of German musicians that followed the First World War.[1] She also visited Vienna and Germany to see the places where Beethoven had lived and composed his music and she read extensively on him. She read Romain Rolland's books on Beethoven and later sought and met with him at Villeneuve, where he was then living. During this meeting, Rolland mentioned about a new book of his called Mahatma Gandhi which she had not read then. Rolland described Gandhi as another Christ and as the greatest figure of the 20th century.[1][2] On her return to England she read Rolland's biography of Gandhi and the book convinced her to become a disciple of the Mahatma. She wrote to Gandhi asking him if she could become his disciple and live with him in Sabarmati Ashram. Gandhi replied, inviting her over but also warning her of the ascetic discipline of the Ashram's inmates.[3] Having made her decision, she went about training herself for all the demands of an ascetic's life in India including vegetarianism, spinning and teetotalism. That year in England, she subscribed to Young India and spent a part of her time in Paris reading the Bhagvad Gita and some of the Rigveda in French.[4] Life in India and role in the freedom struggle[edit] She arrived in Ahmedabad on 7 November 1925 where she was received by Mahadev Desai, Vallabhbhai Patel and Swami Anand. This was the beginning of her stay in India that lasted almost thirty-four years.[4] Mirabehn during her stay in India went to the Gurukul Kangri to learn Hindi. Thereafter she went to Bhagwat Bhakti Ashram of Rewari established by Swami Parmanand Maharaj to be blessed by him. She also wrote to Mahatma Gandhi about her experiences there in Bhagwat Bhakti Ashram.[citation needed] Mira Behn (extreme right) with Mahatama Gandhi at the Greenfield Mill, at Darwen, Lancashire Mirabehn's stay in India coincided with the zenith Gandhian phase of the freedom struggle. She accompanied Gandhi and others to the Round Table Conference in London in 1931. While on their way back from London, Mirabehn and Gandhi visited Rolland for a week and as they took his leave, Rolland gave her a book on Beethoven which he had written while she was in India. In 1960 as she began to read it, it convinced her to move to Austria and spend her remaining days in the land of Beethoven's music.[1] The resumption of the Non Cooperation Movement in 1931 saw her being imprisoned during 1932–33.[5] To plead India's case she also went abroad meeting, among others, David Lloyd George, General Smuts and Winston Churchill, and visited the United States, where she met Mrs. Roosevelt at the White House. Mirabehn also took an active interest in the establishment of the Sevagram Ashram and worked among the people of Orissa to resist any potential Japanese invasion non-violently in the beginning of 1942. She was arrested and detained with Gandhi in the Aga Khan Palace, Pune, from August 1942 to May 1944 where she saw Mahadev Desai and Kasturba Gandhi pass away. She was also a witness to the Simla Conference and the Cabinet Mission, the Interim Government and the Constituent Assembly, the Partition of India and the assassination of Mahatma Gandhi.[citation needed] Post-independence life in India[edit] After her release from the Aga Khan Palace, with Gandhiji's permission, she established the Kisan Ashram at a site near Roorkee. The land was donated to her by the local villagers. After Independence, she established the Pashulok Ashram near Rishikesh and a settlement named Bapu Gram and the Gopal Ashram in Bhilangana in 1952.[4] She took to dairying and farming experiments in these ashrams and also spent a while in Kashmir. During the time she spent in Kumaon and Garhwal she observed the destruction of the forests there and the impact it was having on floods in the plains. She wrote about it in an essay titled Something Wrong in the Himalaya but her advice was ignored by the Forest Department. In the 1980s, these areas witnessed a large Gandhian environmental campaign to save the forests called the Chipko Movement.[6] She returned to England in 1959. In 1960, she relocated to Austria and spent twenty-two years in Vienna, where she died in 1982.[citation needed] She was awarded India's second highest civilian honour, the Padma Vibhushan in 1981.[citation needed] Books by Mirabehn[edit] Mirabehn's autobiography is titled The Spirit's Pilgrimage. She also published Bapu's Letters to Mira and New and Old Gleanings.[7][8] At the time of her death she had also left behind an unpublished biography of Beethoven, the Spirit of Beethoven.[9] In popular culture[edit] Actress Geraldine James portrayed her in Richard Attenborough's film, Gandhi, which premiered several months after Madeleine Slade's death in 1982.[citation needed] Sudhir Kakar's Mira and the Mahatma is a fictional account on the relationship between Gandhi and Madeleine as his disciple Mirabehn.[3] Bibliography[edit] Spirits Pilgrimage, by Mirabehn. Great River Books. 1984. ISBN 0-915556-13-8. New and old gleanings, by Mirabehn. Navajivan Pub. House. 1964. See also[edit] Gandhism Sarla Behn References[edit] ^ Jump up to: a b c d Lindley, Mark. "Mirabehn, Gandhi and Beethoven". Academia.edu. ^ Jump up to: a b Gupta, Krishna Murti. "Mira Behn: A friend of nature". ^ Jump up to: a b Singh, Khushwant (1 October 2005). "IN LOVE WITH THE MAHATMA". The Telegraph. ^ Jump up to: a b c "Associates of Mahatma Gandhi, Mirabehn". Jump up ^ "WOMEN AND INDIA'S INDEPENDENCE MOVEMENT". Jump up ^ Langston, Nancy. "Significant Women in Forestry". Jump up ^ "Mira Behn, disciple of Mahatma Gandhi". indiavideo.org. Jump up ^ "Books by Mirabehn". amazon.com. Jump up ^ "The making of Mirabehn". The Hindu. 24 September 2000. Letters to Mirabehn, by Mahatma Gandhi. # Greenleaf Books. 1983. ISBN 0-934676-53-4. External links[edit] Wikimedia Commons has media related to Madeleine Slade. Biography from mkgandhi.org In the company of Bapu: In the just-released Mira & the Mahatma, psychoanalyst Sudhir Kakar delves into the complex relationship between a remarkable Englishwoman and the man she worshiped – The Telegraph Video interview with Mirabehn. A description of the video is here. [show] v t e Mahatma Gandhi

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O People who Believe! Do not enter the houses of the Prophet without permission, as when called for a meal but not to linger around waiting for it – and if you are invited then certainly present yourself and when you have eaten, disperse – not staying around delighting in conversation; indeed that was causing harassment to the Prophet, and he was having regard for you; and Allah does not shy in proclaiming the truth; and when you ask the wives of the Prophet for anything to use, ask for it from behind a curtain; this is purer for your hearts and for their hearts; and you have no right to trouble the Noble Messenger of Allah, nor ever marry any of his wives after him; indeed that is a very severe matter in the sight of Allah. (To honour the Holy Prophet – peace and blessings be upon him – is part of faith. To disrespect him is blasphemy.)

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ऐ ईमान लानेवालो! नबी के घरों में प्रवेश न करो, सिवाय इसके कि कभी तुम्हें खाने पर आने की अनुमति दी जाए। वह भी इस तरह कि उसकी (खाना पकने की) तैयारी की प्रतिक्षा में न रहो। अलबत्ता जब तुम्हें बुलाया जाए तो अन्दर जाओ, और जब तुम खा चुको तो उठकर चले जाओ, बातों में लगे न रहो। निश्चय ही यह हरकत नबी को तकलीफ़ देती है। किन्तु उन्हें तुमसे लज्जा आती है। किन्तु अल्लाह सच्ची बात कहने से लज्जा नहीं करता। और जब तुम उनसे कुछ माँगों तो उनसे परदे के पीछे से माँगो। यह अधिक शुद्धता की बात है तुम्हारे दिलों के लिए और उनके दिलों के लिए भी। तुम्हारे लिए वैध नहीं कि तुम अल्लाह के रसूल को तकलीफ़ पहुँचाओ और न यह कि उसके बाद कभी उसकी पत्नियों से विवाह करो। निश्चय ही अल्लाह की दृष्टि में यह बड़ी गम्भीर बात है

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O People who Believe! Do not enter the houses of the Prophet without permission, as when called for a meal but not to linger around waiting for it – and if you are invited then certainly present yourself and when you have eaten, disperse – not staying around delighting in conversation; indeed that was causing harassment to the Prophet, and he was having regard for you; and Allah does not shy in proclaiming the truth; and when you ask the wives of the Prophet for anything to use, ask for it from behind a curtain; this is purer for your hearts and for their hearts; and you have no right to trouble the Noble Messenger of Allah, nor ever marry any of his wives after him; indeed that is a very severe matter in the sight of Allah. (To honour the Holy Prophet – peace and blessings be upon him – is part of faith. To disrespect him is blasphemy.)

힌디어

ऐ ईमानदारों तुम लोग पैग़म्बर के घरों में न जाया करो मगर जब तुमको खाने के वास्ते (अन्दर आने की) इजाज़त दी जाए (लेकिन) उसके पकने का इन्तेज़ार (नबी के घर बैठकर) न करो मगर जब तुमको बुलाया जाए तो (ठीक वक्त पर) जाओ और फिर जब खा चुको तो (फौरन अपनी अपनी जगह) चले जाया करो और बातों में न लग जाया करो क्योंकि इससे पैग़म्बर को अज़ीयत होती है तो वह तुम्हारा लैहाज़ करते हैं और खुदा तो ठीक (ठीक कहने) से झेंपता नहीं और जब पैग़म्बर की बीवियों से कुछ माँगना हो तो पर्दे के बाहर से माँगा करो यही तुम्हारे दिलों और उनके दिलों के वास्ते बहुत सफाई की बात है और तुम्हारे वास्ते ये जायज़ नहीं कि रसूले खुदा को (किसी तरह) अज़ीयत दो और न ये जायज़ है कि तुम उसके बाद कभी उनकी बीवियों से निकाह करो बेशक ये ख़ुदा के नज़दीक बड़ा (गुनाह) है

마지막 업데이트: 2014-07-03
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Then, while Joseph was having their provisions loaded, he put his drinking-cup in his brother's saddlebag. And then a herald cried: "Travellers, you are thieves."

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फिर जब उनका सामान तैयार कर दिया तो अपने भाई के सामान में पानी पीने का प्याला रख दिया। फिर एक पुकारनेवाले ने पुकारकर कहा, "ऐ क़ाफ़िलेवालो! निश्चय ही तुम चोर हो।"

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Then, while Joseph was having their provisions loaded, he put his drinking-cup in his brother's saddlebag. And then a herald cried: "Travellers, you are thieves."

힌디어

फिर जब यूसुफ ने उन का साज़ो सामान सफर ग़ल्ला (वग़ैरह) दुरुस्त करा दिया तो अपने भाई के असबाब में पानी पीने का कटोरा (यूसुफ के इशारे) से रखवा दिया फिर एक मुनादी ललकार के बोला कि ऐ क़ाफ़िले वालों (हो न हो) यक़ीनन तुम्ही लोग ज़रुर चोर हो

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