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Procter & Gamble
21 февраля, 18:10

Stock Market News for February 21, 2017

Benchmarks finished at record highs on Friday, thanks to the euphoria surrounding President Donald Trump’s proposed market-friendly policies

20 февраля, 12:02

Procter & Gamble (PG) Up 7.5% Since Earnings Report: Can It Continue?

Procter & Gamble (PG) reported earnings 30 days ago. What's next for the stock? We take a look at earnings estimates for some clues.

Выбор редакции
20 февраля, 11:01

Российский актёр подал в суд на Procter & Gamble за использование своих фото

Головинский суд Москвы рассматривает гражданский иск о нарушении авторских прав, поданный актёром и фотомоделью Игорем Милашем. Он известен по сериалам "Жизнь одна", "Витрина", "Самозванцы" и "Маросейка, 12". Поводом для иска стали рекламные растяжки зубной пасты с его фото. Актёр заявил, что не давал согласия на использование фото. — Лет 5–6 назад я участвовал в съёмках видеорекламы в Европе для Procter & Gamble. Ролик они оплатили, он вышел в эфир. Всё было в рамках контракта. Но недавно я увидел своё фото на рекламе зубной пасты в универмаге. А на его использование я согласия не давал, в контракте этого не было, — пояснил Лайфу Игорь Милаш. Актёр требует взыскать 999 тысяч рублей за нарушение авторских прав, а также оплатить судебные издержки.

14 февраля, 11:59

НАСА приватизирует МКС

По мере того, как срок эксплуатации Международной космической станции (МКС) приближается к концу, частные космические компании начинают предлагать концепции пост-МКС для будущих исследований и коммерческой деятельности на орбите Земли, пишет The Christian Science Monitor. Их планы являются "музыкой для ушей НАСА”, по выражению издания, которое цитирует одного из руководителей космического агентства:

14 февраля, 00:17

As MNCs Retrench, Reigniting the Power of Global Brands

In an era of diminishing profits for global corporations, brands are bulwarks against commoditization. They are not expenses. Strategic investment is required. New World Disorder The Economist recently published a survey on the retreat of multinational companies (MNCs). More than a response to President Donald Trump's protectionist browbeating, retrenchment is a result of structural headwinds including: local governments increasingly committed to enabling small business; supply chain decentralization; and instant global markets for small companies courtesy of the internet. Not surprisingly, the financial performance of organizations that generate more than 30% of revenue outside their home country have regressed markedly; over the past five years, profit is down 25%. For forty percent of MNCs, return on investment (ROI) hovers around 10%, the danger zone of underperformance. Selective Investment Required In boardrooms around the world, cost cutting is the rage. Centralization of resources is a rallying cry. Local marketing budgets have been slashed. From Mattel's Barbie (a very American girl) to Rolex's Submariner (aspirational in the West but "clunky gold" in much of Asia), globally-produced content -- too often tone deaf -- is the norm. Unilever and Procter & Gamble have imposed top-down decision-making infrastructures. Only low-end "activation" -- that is, transactional promotions -- have been left in the hands of local managers. But cost cutting is a low road. Marketers should lift their sights by harnessing the power of global brands. They are MNCs' greatest assets because they convey trust and epitomize value. Indeed, there are few local products that compete at a price premium versus international brands. This advantage, however, should not be taken for granted. In some sectors, local players are lifting their game. China's Alipay, a sub-brand of e-commerce behemoth Alibaba, has evolved from a Paypal knock off to a "digital wallet" tailored to Chinese spending habits. (Its Red Envelope service is youthful spin on ancient gifting traditions.) WeChat, once a pale imitation of WhatsApp, is now an indispensable social connector. In the face of increasing local nimbleness, global brands must reinforce bonds with consumers around the world. Four Questions It won't be easy. Success will hinge on both analytic acumen and courage. CEOs should ask four questions before marching into battle. Has your brand been defined as a "relationship" to ensure relevance and consistency? Technological upheaval is disorienting. As a result, conceptual clarity is forsaken, leading strategic and executional chaos. Some call a brand's North Star -- its raison d'être -- a "brand essence." Others, a "purpose." I prefer the term "brand relationship" because it implies consistent bilateral engagement that deepens over time -- across all touch points, analog and digital. Great brand relationships are rooted in: A universal "consumer insight" -- that is, a human truth that answers the question "Why?" Local brands are cultural-specific. But global brands must transcend geography. Sometimes they miss the mark. Unilever's Dove's "real beauty" is rooted in a woman's desire to define beauty for herself. But in market non-Western markets, self-esteem is a function of societal acknowledgement. Identities are externalized. The "unique brand offer" -- that is, a "product truth" or "brand truth" capable forging long-term competitive differentiation. LEGO, a brand that has celebrated creativity since 1932, appeals to human truth. The name lego is derived from Danish phrase "Leg godt," which also means "I put together" in Latin. Every manifestation of LEGO's brand relationship, "inspiring the builders of tomorrow," strengthens brand equity. The company's award-winning retail outlets are designed with innovative displays and spaces for family "building" events and kid-friendly exploration areas. At several locations worldwide, LEGOland encourages kids to open their imaginations at construction sites that dot the theme parks. To the tune of almost $500 million in global ticket sales, the 2014 film The LEGO Movie is perhaps the most successful branded entertainment in recent years. It tells the tale of an ordinary construction worker, Emmet, battling nefarious Lord Business whose ambition is to glue everything in the adaptable LEGO world into place. Have you leveraged your brand relationship to forge a strategic brand portfolio? In markets in which "bigger is better" -- Northeast Asia, for example, where the scale of conglomerates is considered reassuring -- brands are "stretchable." Consumers are willing to embrace brands that extend across disparate categories. This is true across Japanese keiretsu, Korean chaebols and Chinese state-owned enterprises (SOEs). The vast majority of local brands, however, manage their portfolio in a ham-handed way. China's Xiaomi, a manufacturer of low-priced mobile phones that once boasted a dedicated fan base, is typical. It squandered a shot at greatness through promiscuous diversification across an ever-widening range of products presumptuously dubbed an "ecosystem." Xioami's founder, Lei Jun, never clarified the brand's role in life. There is no meaningful brand relationship so sales strategies are price-driven. The same is true for many indigenous brands from Korea's Lotte to Japan's Hitachi. Global brands are skilled in articulating relationships, a competency that can: a) reinforce superiority versus local challengers and b) facilitate profitable management of sub-brands and new categories. A good example: Under Armour's brand relationship -- champion of underdogs who dare to compete against the best -- provides coherence across sub-brands including UA Heat Gear, UA Coldgear and the UA Glow Collection. It also infuses soul into efforts to scale the business. According to branding guru David Aaker, "Under Armour has systematically added lines of clothing while continuing to focus on delivering the functional and self-expressive brand promise. The latest venture into women's clothing has the earmarks of future success." Have you harnessed the assets of your brand relationship for maximum relevance in consumers' lives? In a hydra-headed digital world, the ultimate commandment of marketing still holds: relevance is sublime. Consumers suffer from disorientation wrought by technological change -- a universe of bits and bytes, atomistic fragmentation that dulls the senses. Digital technology offers an infinite--and intimidating--range of ways for brands to engage with consumers. Connections happen in real time. Augmented reality redefines individual field of vision. Social network feeds provide consumers with non-stop "news" as they go through their day. Some brands use technology in a way that confuses or commoditizes. For example, in 2014, several McDonald's franchises in Spain took advantage of their powerful wifi network signal to hijack customers who were eating in nearby establishments. By changing their signal name into a message--for example, "Free drink with your McMenu," or "Come eat with us and have a sundae on the house"--the McDonald's franchises lured people into their restaurants. The local stunt was clever and generated a burst of incremental sales. But the fast-food chain missed an opportunity to combine hard-hitting discounts with reminders of why people love McDonald's--that is, quality food and family friendliness. But more and more brands -- not only ecosystems such as Amazon, Google and Apple -- invest in technology that makes lives better. Johnson & Johnson produced Band Aid "Magic Vision," an augmented reality app in which Muppets laugh away the "ouch." Procter & Gamble's Pampers asks tired parents to tune into ZZZ FM, a radio station that broadcasts white noise so babies can sleep soundly. Brand experiences--from Trailhead, The North Face's hiking path locator, to Allergycast, Johnson & Johnson's pollen index counter--transform passively received "propositions" into actual services. Importantly, data should be used to identify what experiences can deepen a given brand relationship. Prophet, the global strategic consultancy, encourages marketers to pursue continuous -- or "relentless" -- relevance. The firm's Brand Relevance Index (BRI) recently surveyed 45,000 consumers around the world to find which brands they "can't imagine living without." To derive the BRI, Prophet measured four pillars of relevance: Customer obsession: "Everything that is invested in, created, and brought to market is designed to meet important needs in people's lives." Ruthless pragmatism: "Products are available where and when customers need them, deliver consistent experiences, and just make life that much easier for people." Pervasive innovation: "Even industry leaders don't rest on their laurels. They push the status quo, engage with customers in new and creative ways, and find new ways to address unmet needs." Distinctive inspiration: "Emotional connections are made, trust is earned, and often exist to fulfill a larger purpose." Prophet's United States top ten list was a nice combination of brands that "born digital" and others that weren't: Apple ("the gold standard for practical innovation"), Amazon ("What can't it do?"), Android ("the green guy strikes back"), Netflix ("Cant. Stop. Watching."), Google ("making search sweet"), Samsung ("the innovation trail blazer"), Nike ("celebrating unlimited you"), Pinterest ("the apex of inspiration"), Pixar "(sticking to its story") and Sephora ("ever more digital"). Have your markets been culturally "clustered" to achieve balance between global and local execution? At WPP's 2015 Board of Directors meeting in Beijing, CEO Martin Sorrell stated, "Clients want either global or local. They tell me all the time. Nothing else interests them." Too many companies swing between "one size fits all" and localization of everything from packaging design and retail design to content creation. The former precludes affinity. The latter is messy and financially unsustainable. Instead, markets can be "clustered" according to culture. Global brands -- again, rooted in human truth -- must be brought into alignment with worldviews. Culture-based clusters -- across which common marketing programs can be executed -- balance relevance with operational efficiency. Whenever I am asked what makes Confucian countries -- China, Korea and Vietnam -- really different from the West, it's not just the lack of individualism--it is the level of ambition. In China, for example, everyone is ambitious. Women want their piece of the sky, just as men do. A study by the Center for Work-Life Policy found that just 36 percent of college-educated women in America described themselves as "very ambitious," compared to 65 percent in China. A further 76 percent of women in China aspire to hold a top corporate job, compared to 52 percent in America. The "tiger mom," forcing extracurricular activities upon her child to make sure he gets into Harvard 18 years later, is not a myth. Not all mothers are like this, but ambition remains a palpable force in Confucian societies. They were the first to become socially mobile societies; engrained in the Chinese psyche is people can achieve success by mastering convention and internalizing the rules. The desire to get ahead binds people together. From the bourgeoisie in the bustling metropolises of Seoul, Beijing, and Hong Kong right down to the farmers in the fields, all want to be an emperor of their small corner, no matter how modest their origins. So the relationship between individual and society in Confucian countries is fundamentally different than in Anglo-individualistic ones. Across the Confucian cultural cluster, brands need to do more so cross-market resources should be pooled accordingly. In Northeast Asia, Ford's "Go further" can align a global focus on "democratic technology" with how its cars and "mobility solutions" help the new middle class get ahead in life. Nike's "Just do it" is a rallying cry to release individual potential. Everywhere. But, across Asia, the brand's shoes, apparel, Nike+ social platforms and wearable tech products are tools on the battlefield of life. In one recent campaign, Nike actually exhorted Millennials to yong yundong, or "use sports." Social platforms generate social currency by broadcasting achievements to a wide audience. Forward momentum in life can also be warmly emotional. In many Northeast and Southeast Asian countries, expecting fathers are not allowed to join their wives in ultrasound rooms. For women, it only makes the pregnancy journey lonelier than it already is. So Bayer's Elevit, a prenatal nutritional supplement that "nourishes your unborn baby's heart," developed a wearable device that enabled fathers to actually feel the heartbeat from far away. ___________ In conclusion, multinational companies face tough times. But blind cost-cutting triggers low relevance and low margins. Instead, marketers should unleash the power of global brands by: a) achieving consistency born of a clearly-defined long-term "relationship" between consumer and brand, b) leveraging "stretchability" to introduce a broad-yet-cohesive brand relationship portfolio, c) pursuing "relentless relevance" enabled by technology and d) deploying resources across culture-based clusters. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

13 февраля, 17:53

Outline of American Century Value Investor Fund (TWVLX)

American Century Value Investor Fund (TWVLX) seeks long-term capital growth. Income is a secondary objective

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10 февраля, 17:29

Reckitt Benckiser Is Building A 21st Century Procter & Gamble

With little fanfare and a slight nuance, Reckitt Benckiser is building a Procter & Gamble for the 21st century.

08 февраля, 17:30

Beverage Stocks to Watch for Q4 Earnings on Feb 9: KO, CCE

The Q4 earnings season has so far seen quarterly releases from 40.6% of the consumer staples companies in the S&P 500 cohort.

08 февраля, 17:17

Food Stocks to Watch for Q4 Earnings on Feb 9: K, PPC, THS

The Q4 earnings season has so far seen quarterly releases from 40.6% of the consumer staples companies in the S&P 500 cohort.

06 февраля, 19:13

Watch The Feminist Superbowl Ad No One Is Talking About

function onPlayerReadyVidible(e){'undefined'!=typeof HPTrack&&HPTrack.Vid.Vidible_track(e)}!function(e,i){if(e.vdb_Player){if('object'==typeof commercial_video){var a='',o='m.fwsitesection='+commercial_video.site_and_category;if(a+=o,commercial_video['package']){var c='&m.fwkeyvalues=sponsorship%3D'+commercial_video['package'];a+=c}e.setAttribute('vdb_params',a)}i(e.vdb_Player)}else{var t=arguments.callee;setTimeout(function(){t(e,i)},0)}}(document.getElementById('vidible_1'),onPlayerReadyVidible); Forget Audi pitching pay equality: The most feminist ad of Superbowl this year was a Tide commercial in which not a single woman appears. The commercial was woven into Fox’s broadcast. Announcer Terry Bradshaw finds a barbecue stain on his shirt, dips out of the game and races to actor Jeffrey Tambor’s house. The 72-year-old actor helpfully washes the ex-NFL players clothes while they both hang on the couch.  For years men have been largely ignored by the makers of laundry detergent, who aimed their marketing voodoo squarely at women. A more typical Tide commercial would involve a mother desperate to remove the grass stains on her son’s soccer shorts or perhaps a beautiful lady prancing through a backyard sniffing freshly-laundered sheets off the line. Sunday night’s ad acknowledging laundry as a man’s chore is a small but welcome step for gender equality. Yet, the commercial that caught everyone’s attention Sunday night was a more nakedly feminist spot for Audi. In the car company’s commercial a father muses on the opportunities that may one day be available to his young daughter. “What do I tell my daughter? Do I tell her that despite her education, her drive, her skills, her intelligence, she’ll automatically be valued as less than every man she meets?” Audi ends the ad by broadcasting its commitment to equal pay. Equal pay for equal work is obviously important. But so is equality at home: If that little girl is going to make it out there in the world, she needs a partner at home who takes on his (or her) share of the housework. The burden of housework, however, still falls mostly on women. Even though women represent 47 percent of the workforce and an overwhelming majority of women with kids at home are employed, they still do much more of the housework, according to data from the Labor Department. The so-called extra-shift holds them back outside the home. It is partly the reason women are still so hard to find in the upper echelons of the business and political spheres. Women “face two glass ceilings, one at work and one at home,” a news story in Bloomberg noted in 2015. “Until that changes, the number of women advancing to high-level positions isn’t likely to go anywhere.” The Tide commercial is a strong signal that change is happening. Men are slowly taking on more household tasks. What’s happening with laundry marks an “epic change,” Ellen Byron of The Wall Street Journal reported last year ― after Tide put out a similarly male-focused commercial featuring Emmitt Smith. Sixty-seven percent of men between ages 18 - 34 were responsible for cleaning their own clothes in 2014, up from 44 percent the previous year, according to data cited by the Wall Street Journal. Older men, age 55 and up, mainly leave the task to their wives. Just 35 percent do their own wash, according to the data. Companies, including Procter & Gamble, which makes Tide, are slowly catching on. There’s an increasing number of laundry products aimed squarely at guys. In part because Americans are waiting longer to marry, men are often faced with a pile of dirty clothes and no one to help them with it. Changes in expectations for men and women take a lot of time, however. The Super Bowl still featured ads, like this one from GM, where dudes get distracted by a super model. There was also an ad for Mr. Clean Sunday night that some viewed as feminist. In it a man cleans the house and in the process totally turns on his wife. That’s progress of a sort, but if we lived in a world where chores were shared more equally the ad wouldn’t have been such a surprise. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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02 февраля, 16:36

Are Options Traders Betting on a Big Move in The Procter & Gamble (PG) Stock?

Options traders are pricing in a big move for The Procter & Gamble (PG) shares as it has huge implied volatility.

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02 февраля, 02:34

12 Ways To Make Matrix Organizations More Effective

The fundamental difference between effective and less effective matrix organizations is whether the tension between different perspectives is creative or destructive. While various processes, systems and tools can help, what matters most is what top leadership says and does and how that flows through the organization in shared targets, clear accountabilities, live team interactions and team-building transparency and behaviors. Getting matrix management right is linked inextricably to an organization's culture - the only sustainable competitive advantage. Key components of a culture can be grouped into behaviors, relationships, attitudes, values and the environment. Environment and Values: Each organization has its own environment, context and bedrock values. Everyone needs to know what matters and why. Don't try to do anything else until you've got that set. Attitude is about choices. An organization's overall strategy drives choices about which of its parts will be best in class (superior), world class (parity), strong (above average), or simplified/outsourced to be good enough. These choices help determine the need for a matrix and how best to design it. Relationships and Behaviors: This is why organizations have matrices. The most effective of them best balance focus and collaboration. They allow leaders and teams to build differential strengths and then work together to make the best possible decisions and scale enterprises with a creative tension that they could not do on their own. PrimeGenesis partner Joe Durrett has worked all sides of matrix organizations in marketing at Procter & Gamble, sales and general management at Kraft General Foods and CEO of Information Resources, Broderbund Software and Advo. He has seen matrices at their best and at their worst and offered his perspective for this article along with his partners John Lawler and Linda Hlavac. The twelve ways to make matrix organizations more effective were built on their ideas. Overall leadership is key. As Joe put it, All of the RACI charts in the world are dust in the wind compared to how the top management acts, measures, and rewards. Functional experts will always retain some allegiance to their specialty (sales, distribution, finance, etc,) because that is their anchor as well as their ladder. Operators will always want freedom to "do it their way." Top management should see these personalities and recognize the value of some tension. The best of those leaders engender shared targets and clear accountabilities, live team interactions and team-building behaviors: Shared Targets and Clear Accountabilities 1) Make sure everyone understands the reasons for and benefits of the matrix model for them -- typically, better leverage of talent, resources and information to make better decisions and drive better results. 2) Key leaders should be held accountable for their individual groups' targets AND for the overall organization's targets. Both/and not either/or. 3) Balance the emphasis on informality/team/encouragement with religious publication and review of all results. 4) Ensure clarity on how the RACI is intended to work, then role-play real decisions and scenarios to help leaders understand how to lead successfully in the matrix whether they are the approving authority, accountable for driving decisions and results, responsible for the work, consulted or informed. Live Team Interactions 5) Full leadership live team meetings monthly. 6) Informal but deliberate sessions every 3-4 months between the CEO and staff and operating leaders. 7) Encourage all leaders and teams to spend at least one day every six months with their counterparts. 8) Cross-matrix celebrations in the same room as frequently as warranted. Team-Building Behaviors 9) Build fast, seamless teamwork with frequent one-on-one phone contacts and avoiding stiff written communication. 10) Accept that political personalities will try to leverage situations. Spot them and stop them right away. 11) Recognize the overall team is really a collection of teams (functional, geographic, etc.) with unique dynamics, communication norms and personalities. Accept differences and collaborate to deliver TEAM Results. 12) Define, expect, and intentionally coach behaviors needed to succeed in the matrix, including Conflict Management, Influence and Empathy. Invest time in reflective learning and build self-awareness. This article originally appeared on Forbes.com -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

01 февраля, 16:02

Food Stocks to Watch for Earnings on Feb 2: INGR & POST

The Q4 earnings season has so far seen quarterly releases from 25% of the consumer staples companies in the S&P 500 cohort.

01 февраля, 09:47

Через шесть лет появятся человеческие органы, напечатанные на 3D-принтере

Ежегодно около 120 тысяч органов, в основном почки, пересаживают от одного человека к другому. Иногда донорами выступают живые добровольцы. Но чаще источником органов становятся люди, которые стали жертвами несчастного случая, инсульта, сердечного приступа или любого другого фактора, который внезапно остановил жизнь в целом здорового человека. Но автомобили становятся более безопасными, а первая медицинская помощь – более эффективной. Количество органов для пересадки сокращается. Много людей умирают в ожидании трансплантации. Поэтому исследователи начали изучать вопрос, как вырастить новые органы из генетических образцов. Об этом сегодня пишет The Economist. Один из перспективных подходов – метод печати органов. Сегодня много вещей изготавливается с помощью 3D-принтеров. И, кажется, нет причин, почему части человеческого тела тоже нельзя воспроизвести таким способом. Но сейчас такая "биопечать" остается экспериментальной.

01 февраля, 09:01

Другая реальность. Как «Барселона» научилась зарабатывать больше «Реала»

Маркетинговая гиперактивность доходнее победы в Лиге чемпионов

31 января, 23:56

Preview The Super Bowl Commercials That Are Already Out

You used to have to stay tuned in to every second of the Super Bowl and its commercial breaks if you did not want to miss anything. Now, you can be prepared for the ads by watching them ahead of time.

31 января, 23:35

Основные фондовые индексы США в последний час торгуются ниже нулевой отметки:

Компоненты индекса DOW преимущественно в минусе (23 из 30). Больше остальных упали акции The Goldman Sachs Group, Inc. (GS, -1.98%). Лидером роста являются акции The Procter & Gamble Company (PG, +1.00%). Почти все сектора индекса S&P в минусе. Больше всего упал сектор основных материалов (-2.1%). Лидером является сектор здравоохранения (+1.6%). Информационно-аналитический отдел TeleTradeИсточник: FxTeam

31 января, 17:12

Consumer Staples Stocks Feb 1 Earnings Roster: HI, ENR, TUP

Let's see what awaits these three consumer staple stocks, which are scheduled to release their quarterly numbers on Feb 1.

27 января, 16:54

Wall Street. Акции на премаркете

(компания / тикер / цена / изменение ($/%) / проторгованый объем) ALCOA INC. AA 36.4 0.10(0.2755%) 251 ALTRIA GROUP INC. MO 70.72 -0.13(-0.1835%) 1300 AMERICAN INTERNATIONAL GROUP AIG 65.55 -0.47(-0.7119%) 400 Apple Inc. AAPL 122.06 0.12(0.0984%) 21176 AT&T Inc T 41.78 0.01(0.0239%) 2737 Barrick Gold Corporation, NYSE ABX 83.52 0.28(0.3364%) 685 Boeing Co BA 83.52 0.28(0.3364%) 685 Caterpillar Inc CAT 97.37 0.15(0.1543%) 8805 Chevron Corp CVX 113.63 -2.92(-2.5054%) 137400 Cisco Systems Inc CSCO 30.72 -0.02(-0.0651%) 2349 Citigroup Inc., NYSE C 57.29 -0.07(-0.122%) 5710 Exxon Mobil Corp XOM 83.52 0.28(0.3364%) 685 Facebook, Inc. FB 132.34 -0.44(-0.3314%) 108315 Ford Motor Co. F 83.52 0.28(0.3364%) 685 Freeport-McMoRan Copper & Gold Inc., NYSE FCX 83.52 0.28(0.3364%) 685 General Electric Co GE 30.38 0.06(0.1979%) 14406 General Motors Company, NYSE GM 83.52 0.28(0.3364%) 685 Goldman Sachs GS 238.67 -0.91(-0.3798%) 8401 Google Inc. GOOG 826.79 -5.36(-0.6441%) 91050 HONEYWELL INTERNATIONAL INC. HON 117.11 -0.86(-0.729%) 9193 Intel Corp INTC 37.94 0.38(1.0117%) 143127 International Business Machines Co... IBM 178.16 -0.50(-0.2799%) 59066 Johnson & Johnson JNJ 112.16 0.32(0.2861%) 1323 JPMorgan Chase and Co JPM 86.69 -0.06(-0.0692%) 6232 Microsoft Corp MSFT 65.09 0.82(1.2759%) 600951 Pfizer Inc PFE 31.37 0.09(0.2877%) 2628 Procter & Gamble Co PG 86.17 -0.43(-0.4965%) 4076 Starbucks Corporation, NASDAQ

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27 января, 10:11

You Haven't Seen A Mr. Clean Commercial Like This

Mr. Clean has a new approach to household chores, and it involves making you weak in the knees.  The folks at Procter & Gamble want consumers to “get busy” with its Mr. Clean products, and they’ve created an animated, ripped version of its mascot to help make that happen. The ad is Mr. Clean’s first Super Bowl spot, and it will air during the big game on Feb. 5. In an interview with Ad Age, P&G exec Martin Hettich said the commercial was targeted at couples and takes aim at how they divide up household chores. “There’s a clear disconnect between what men say they’re doing and what they’re actually doing,” Hettich said, citing an internal study of heterosexual couples that found only 17 percent of households equally shared chore responsibilities, despite the fact that most men thought they did half the chores.  Perhaps if men pitched in, women would have more time for... other activities. In fact, a 2015 study from the University of Alberta found that heterosexual couples had better and more frequent sex when men chipped in with the chores.   Watch the ad in the video above. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.