宝洁拟剥离100个品牌

    宝洁公司（Procter & Gamble）正计划“瘦身”。

    这家吉列（Gillette）剃须刀和佳洁士（Crest）牙膏的制造商，公布了一项剥离100个品牌的新方案。

    上周五，宝洁公司首席执行官雷富礼对分析师表示，公司将专注于70至80个品牌，这些品牌为公司贡献了约90%的销售额和95%的利润。雷富礼在电话会议中表示，公司计划中止或剥离一些近期利润下降的业务。

    雷富礼称，削减品牌将使宝洁的研发团队集中资源，开发更能引起消费者共鸣的新产品创意。

    宝洁的部分畅销品牌，如帮宝适（Pam雷富礼pers）和吉列等，因其庞大的规模将被保留下来。其他因为规模可能幸免于难的品牌包括潘婷（Pantene）、玉兰油（Olay）、欧乐B（Oral-B）和Bounty纸巾等。

    宝洁公司年销售额达到830亿美元，是全世界最大的快消品公司。海飞丝（Head & Shoulders）、潘婷、汰渍（Tide）和帮宝适等均系宝洁旗下品牌。

    虽然体量庞大，但之前宝洁从未放话要将如此多的品牌剥离出去。上一次还是在2012年，宝洁以27亿美元的价格将品客薯片（Pringles）出售给凯洛格公司（Kellogg）；2011年，公司曾先后剥离了激爽（Zest）肥皂和PUR净水产品。在品牌剥离方面，宝洁的竞争对手联合利华（Unilever）表现的更为激进。联合利华刚刚在五月份宣布出售旗下的乐谷（Ragu）与佰多力（Bertolli）品牌，又在上个月宣布剥离减肥代餐品牌Slim-Fast。

    在宣布此次大规模品牌剥离计划一年前，雷富礼刚重返宝洁担任董事长兼CEO。他曾于2000年至2009年期间连续担任此职。雷富礼回归后的第一个财年，宝洁公司的销售额小幅增长了1%，持续经营业务每股收益率上涨了5%。公司深受消费者变化无常本性的影响，虽然近期有报告显示，美国消费者的信心在持续上涨，但零售业和消费品行业的高管们却表示，消费者，尤其是低收入家庭，依旧面临苦苦挣扎的困境。

    上周五早些时候，宝洁宣布其第四财季的利润增长了38%。而增长的原因主要应归功于企业管理成本的削减，公司的总体销售趋势仍在起伏不定。（财富中文网）

    翻译：刘进龙/汪皓

    Procter & Gamble is planning to slim down its product slate.

    The maker of Gillette razors and Crest toothpaste has unveiled a plan to shed up to 100 brands.

    P&G Chief Executive Alan Lafley told analysts Friday that the company would streamline to focus on 70 to 80 brands, which were responsible for about 90% of the company’s recent sales and 95% of profit. The businesses P&G intends to either discontinue, or divest, have reported weaker profits of late, Lafley said during a conference call.

    Lafley said the move to own fewer brands would enable P&G’s research and development team to focus their resources on new product ideas that would resonate more with consumers.

    Some of P&G’s top-sellers, such as Pampers and Gillette, are likely safe based on their size and scale. Other potential keepers, because of their size, include Pantene, Olay, Oral-B and Bounty.

    P&G , which generates about $83 billion in annual sales, is by far the world’s largest consumer-packaged goods company. Head & Shoulders, Pantene, Tide and Pampers are among the company’s brands.

    Though the company has vast scale, it hasn’t unveiled too many divestitures of late. It notably sold off Pringles for about $2.7 billion in 2012 to Kellogg , and in 2011 divested Zest soap and PUR Water Purification Products in separate transactions. Rival Unilever has acted more aggressively on divestitures of late, agreeing to shed the Slim-Fast brand last month after unveiling a plan in May to unload the Ragu and Bertolli brands.

    P&G’s plan to unload more brands comes a little over a year after Lafley rejoined the company as president and CEO, after serving in those roles from 2000 to 2009. For the first fiscal year under Lafley’s control, P&G reported a tiny 1% increase in sales and a 5% rise in per-share earnings from continuing operations. The company is broadly exposed to the fickle nature of the consumer, and though some recent reports suggest U.S. consumer confidence is on the rise, retail and consumer-product executives have said consumers are still, particularly lower-income households, are still struggling.

    P&G earlier Friday reported a 38% jump in fiscal fourth-quarter profit, though that growth was due to a cut in overhead expenses as overall sales trends were choppy.