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Octubre 21 Eng
5
KCPNEW The Latest Kimberly Clark KCPNEW The Latest Kimberly Clark Profes KCPNEWS The Latest Kimberly Clark Professional He KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEW The Latest Kimberly Clark Pro S KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KC The KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS mberly Clark Professional Headlines WS CPNEWS y Clark Professional Headlines PNEWS berly Clark Professional Headlines CPNEWS test Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines S es KCPNEWS mberly Clark Professional Headlines WS WS KCPNEW st Kimberly Clark P KCPNEWS Clark Professional H KCPNEW S The Latest Kimberly Clark Professional Headlines PNEWS erly Clark Professional Headlines NEWS ark Professional Headlines WS ssional Headlines N Clark Prof KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professio KCPNEWS The Latest Kimberly Clark Professional Headlines NEWS rly Clark Professional Headlines WS al Headlines KCPNEWS The Latest Kimberly Clark Professional Headlines KCPNEWS The Latest Kimberly Clark Professional H KC The Latest KCPNEW The Latest Kimberly Clark Professional Head KCPNEW The Latest Kimberly Clark KCPNEWS Kimberly-Clark Professional Lao News Latin America Thursday, October 21, 2010 Sent on behalf of Chris Brickman… Hello KCP! It’s an honor to lead Kimberly-Clark Professional and I’m looking forward to working with and meeting as many of you as I can. We have exciting times ahead of us and it’s critical that you understand how important your contributions will be for us to achieve our business goals. Today, KCP is a solid business that throws off a lot of cash, an entrepreneurial culture that likes to get things done, and I’m impressed how you manage our money as if it’s your own…with a shopkeeper mentality. I also see a very strong operating culture. KCP has set enterprise benchmarks for safety, productivity and supply chain efficiencies. And we’re a business that has begun to understand what it really means to leverage our global scale – through the Power Of One. But I also see…big opportunity. We can increase our focus on End Users to better understand their value drivers. We can increase the pace and impact of our innovation. We can better align our sales and marketing teams to become much more efficient launching new solutions, with better results, faster. We can also continue to drive out costs in our operations and our supply chain, although this is just part of the opportunity. We also must embrace LEAN principles to dramatically improve efficiency in every function. So why should we do this? Because we have to. I’m going to be blunt: our average growth rates and margin structure over the past five years will not deliver the returns we’ve committed to. I know there have been some unusual factors contributing to those results, not the least of which is a very soft global economy. But we cannot play the victim…nor can we simply wait around for external circumstances to get better. So we need to do things differently – to change both our growth rates and our margin structure going forward. And that’s precisely what we’re going to do. Today we set two transformational goals: deliver $5 billion in sales and $1 billion in operating profit…by 2015. Pg 1-5 If you want to share a story to be published in our digital newspaper writes: _KCP Communications, LAO KCP News 2010 All rights reserved.
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KCPNEWS
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KCPNEWSKimberly-Clark Professional Lao News
Latin America Thursday, October 21, 2010
Sent on behalf of Chris Brickman…
Hello KCP!
It’s an honor to lead Kimberly-Clark Professional and I’m looking forward to working with and meeting as many of you as I can. We have exciting times ahead of us and it’s critical that you understand how important your contributions will be for us to achieve our business goals.
Today, KCP is a solid business that throws off a lot of cash, an entrepreneurial culture that likes to get things done, and I’m impressed how you manage our money as if it’s your own…with a shopkeeper mentality. I also see a very strong operating culture. KCP has set enterprise benchmarks for safety, productivity and supply chain efficiencies. And we’re a business that has begun to understand what it really means to leverage our global scale – through the Power Of One.
But I also see…big opportunity. We can increase our focus on End Users to better understand their value drivers. We can increase the pace and impact of our innovation. We can better align our sales and marketing teams to become much more efficient launching new solutions, with better results, faster. We can also continue to drive out costs in our operations and our supply chain, although this is just part of the opportunity. We also must embrace LEAN principles to dramatically improve efficiency in every function.
So why should we do this? Because we have to.I’m going to be blunt: our average growth rates and margin structure over the past five years will not deliver the returns we’ve committed to. I know there have been some unusual factors contributing to those results, not the least of which is a very soft global economy. But we cannot play the victim…nor can we simply wait around for external circumstances to get better. So we need to do things differently – to change both our growth rates and our margin structure going forward. And that’s precisely what we’re going to do.
Today we set two transformational goals: deliver $5 billion in sales and $1 billion in operating profit…by 2015.
Pg 1-5
If you want to share a story to be published in our digital newspaper writes:
_KCP Communications, LAOKCP News 2010 All rights reserved.
KCPNEWS
The Latest Kimberly
Clark Professio
nal Headlines
KCPNEWS
The Latest Kimberly
Clark Professio
nal Headlines
KCPNEWS
The Latest Kimberly
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KCPNEWSKimberly-Clark Professional Lao News
Latin America Thursday, October 21, 2010
What does this mean? A simple way to think about it is that we have to double the rate of growth and margin improvement that we outlined in the GBP. This will not be easy – but we can do it. Here’s how:
Team, the objective is not to be “marginally less mediocre.” So we need to hold each other accountable for transforming how we do things. I need you to hold yourself accountable. In other words, don’t just think it…DO SOMETHING ABOUT IT. Accelerated growth is about seizing opportunity, seizing the moment – it’s about having a healthy sense of urgency. It’s about never being satisfied with the status quo.
First, we will simplify and get more focused on what really matters.
Second, we will invest to dramatically increase the pace and impact of innovation – and we will focus on fewer, bigger solutions…and work as a seamless team to successfully commercialize them.
Third, we will free up substantial funds to invest in growth – it will be challenging, but we’re going to have to find this money inside our KCP business. To do this we must embrace LEAN to drive a step change in our cost structure – across every function – and rigorously review and prioritize every dollar we spend, and cull low value projects quickly.
Fourth, we will refocus investments to accelerate growth in high margin, differentiated solutions in Wiping, Safety and Hand Hygiene.
Finally, we will transform our go-to-market model – our current growth model is simply not good enough…we must challenge the status quo, take some risks, and try new things.
Going forward, here’s what I expect from you:
Play to win: be tough, aggressive and innovative.
Focus on winning at the End User.
Pg 2-5
If you want to share a story to be published in our digital newspaper writes:
_KCP Communications, LAOKCP News 2010 All rights reserved.
KCPNEWS
The Latest Kimberly
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KCPNEWS
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KCPNEWSKimberly-Clark Professional Lao News
Latin America Thursday, October 21, 2010
Together, we can secure our future as an important part of K-C…by transforming our margin structure and reinvesting to accelerate growth. It’s a great challenge, and I know we’re up to it.
Let’s get going!
Be proud….but never satisfied …so be relentless.
I want our competitors to know that if they do something to take our market share, we’re going to react. And I’m not talking about dropping our price tomorrow to switch the business back. The goal is to create real value for customers so that price is not the issue.
Here’s what you can expect from me:
To listen and learn.
To be honest and straightforward.
To do what’s needed to accelerate profitable growth.
To play to win…PERIOD.
Chris BrickmanPresident, Global KCP
Pg 3-5
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KCPNEWSKimberly-Clark Professional Lao News
Latin America Thursday, October 21, 2010
Pg 4-5
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Lead the World in Essentials for a Healthier, Safer andMore Productive Workplace
Our Mision:
Our Actions
Our Goal Our Results
• Develop value added and differentiated, branded solutions (product + service) to satisfy targeted end user needs.
• Build a more efficient, effective and integrated marketing / sales organization focused on end users.• Develop a diverse portfolio of channel partners to win at the end user.• Develop a differentiated suite of services / benefits for targeted channel partners and end users.
• Align our marketing, selling and innovation resources to drive double digit growth in high margin wiping, safety and hand hygiene categories.
• Relentlessly manage low margin categories for cash to fund growth.
• Embrace LEAN to drive a step change in performance across the business.• Rigorously review and prioritize all spending and investments to ensure focus.• Constantly cull low value projects.• Establish a global performance dialogue with clear targets for every mill and function.
• Develop and leverage deep end user insights to place selective bets on fewer bigger Winning, Relevant, Affordable, Proprietary, Sustainable Solutions (WRAPSS).
• Work as a unified and accountable team to successfully commercialize our innovations.
1. Win at targeted end users by transforming our go-to-market capability.
2. Over invest to accelerate growth in select high margin (35%+) categories
3. Free up substantial resources to invest in growth
4. Dramatically increase the pace and impact of innovation
Secure our future by transforming
our margin structure and
reinvesting in accelerated growth
Globally, KCP will deliver $5 billion in net sales and $1 billion in operating profit by 2015 and deliver margins which are accretive to the enterprise. 2010 2011 2015Net Sales $3.1 $3.3 $5.0
Gross Margin 31% 34% 37%
Operating Margin 17% 18% 20%
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KCPNEWSKimberly-Clark Professional Lao News
Latin America Thursday, October 21, 2010
If you want to share a story to be published in our digital newspaper writes:
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Pg 5-5
Our Leadership Behaviors
Build Trust I am open and candid with everyone and I value diverse perspectives and debate.
Make Decisions I align and prioritize my resources to drive results every day. I act with a constant and heartfelt sense of urgency.
Win Consistently I’m accountable for asking “what else can I do?” to exceed near-term and long-term expectations. I am fully accountable for my own performance and I take 100% accountability for the team’s results.
Think Customer I understand and anticipate my end users’ needs and drive innovation for their benefit.
Continuously Improve I reach across boundaries for new ideas to improve our business. I incorporate LEAN into everything I do. I have a relentless thirst for new ideas which I can leverage to drive improvement in my business.
Build Talent I am accountable for the strength and diversity of my team and I own my development.
Live the Power of One I leverage the power of our global organization and always strive to do what is best for the end user.
Be Sustainable I challenge myself every day to reduce today, respect tomorrow and positively affect the people and communities where K-C operates.
