Summary
P&G's key criteria for sponsorship partnerships are discussed in this report from IEG Sponsorship 2012. Marc Pritchard, the company's CMO, identifies two criteria for selecting partners: achieving a 3:1 return for both parties and balancing a brand's purpose with its benefit. Example partnerships discussed include Pampers and the Egyptian Pediatric Association, Pampers and Unicef, and Secret deodorant's multi-partnered 'Mean Stinks' campaign.

Summary
At the ANA 2011 Multicultural Marketing & Diversity Conference, Ida Liz Chacón of Senior Marketing Manager at P&G's Ethnic Center of Expertise presented four case history briefs covering its brands Crest, Gillette, Gain and Pampers. In a difficult competitive environment against leader Colgate, the challenge for Crest was to get close to the Hispanic consumer by creating a new bridge between oral health and advancement. Gillette targeted African-Americans who predominantly use disposable razors with the aim of converting to longer-lasting ones. This was done by going into barbershops, using direct-response television saying simply "and you'll feel better, look better, and be more attractive". Product design is critical in building a detergent brand in the Hispanic-American community and Gain created offerings that not only smells clean but also feels sumptuous and elegant in use and is "full of joy". While Pampers relies on OB/GYNs for its mainstream American consumers, Hispanic mothers were less likely to see doctors as often, so instead P&G reached them through digital media and a Facebook page tailored to Hispanic women's needs, which in turn leads to brand trust.

Summary
Marc Pritchard, global marketing officer of Procter & Gamble, embraced 'purposeful marketing' to think of serving "people" rather than "consumers" to help drive results. He believes four prevailing trends are transforming global product promotion and sales: marketing must always be turned on, 24/7; everyone will get more discerning about what they buy; a company’s marketing effectiveness will be determined by how much trust it earns as a perceived consumer ally; and consumers will possess more power to change the world based on what they buy and who they buy it from.

Summary
In Indonesia, Procter and Gamble's Pampers nappy brand was facing harsh competition from cheaper rivals which advertised heavily and focused on price and gift promotions. With a modest budget and a premium positioning, Pampers created a real benefit story that would bring its USP to mothers - the promise of a sleeping baby. The communications strategy used real mothers' testimonies about how Pampers could give her and her child a better night's sleep. Media included magazines and online, as well as in-store activity offering test packs. New converts to Pampers' effectiveness could then submit their baby's photographs with used Pampers packets at designated supermarkets. Three months later, these were showcased on a 100-metre wall decked with over 5,000 photographs of sleeping babies, that was built in Central Park, Jakarta, one of Indonesia's largest parenting malls, and became the focus of follow-up events. Brand sales rose by 550% in the month that the campaign ran. Pampers Active Baby Tape, the most expensive nappy variant featured, achieved its highest market share since its launch in 2005.

Summary
The challenge for Pampers to enter the disposable swimpant market in 2005 was to compete against Huggies which held 97% share. Pampers objectives were to build awareness to 18%, share to 20% and sales to $8.8 million. In addition to the essential criterion of the non-swelling of the swimpants in water, research undertaken online of 874 mothers with babies 6 – 48 months old revealed that babies were always restrained in their movements other than in water. This led to the campaign idea that Pampers Splashers gives babies freedom to make a splash. TV and in-store were used as primary media with direct mail, coupons and interactive online elements in support. Results met the objectives by more than doubling awareness, and almost doubling the share and sales targets.

Summary
Procter & Gamble created the disposable-diaper market in 1961 when it introduced its Pampers brand. Despite being the first successful disposable diaper, by 1985 Pampers was falling behind competitor Kimberly-Clark's Huggies brand, which was introduced in 1968 but was not rolled out nationally until 1977. The Pampers brand continued to slip in the market, and by 2001 Pampers' market share had fallen to more than 14 percentage points behind Huggies. The relaunch of Pampers in 2002 with the introduction of Baby Stages of Development disposable products, which included a line of training pants for toddlers, helped narrow the gap between Pampers and Huggies. To help push Pampers further ahead, the company introduced a new disposable training pant for toddlers, called Feel 'n Learn Advanced Trainers, that was designed to help make toilet training easier. To rebuild consumer awareness of the Pampers brand and to support the introduction of the Feel 'n Learn Advanced Trainers, the company contracted advertising agency Saatchi & Saatchi New York for the creation of a marketing campaign. The new campaign, themed "Got the Power," began in August 2004, at a time when many parents were trying to get their toddlers toilet trained before entering preschool. No specific amount for the campaign's cost was available, but estimates placed it at more than $20 million. "Got the Power" included television spots set to the 1990 hit song "The Power" by Snap. The campaign also employed print ads that appeared in national consumer magazines and "Potty Power" training kits that were sold through national retail outlets. Within weeks of the campaign's launch it became clear that both it and the new training pants were a hit with parents of toddlers. According to a report in Advertising Age, Procter & Gamble's market share in training pants jumped to 30 percent in September, and by October 2004 Pampers had closed the gap, with Huggies falling behind by three points. The campaign won a Bronze EFFIE Award in 2005 for successfully increasing awareness of the Pampers brand and for encouraging consumers to try the Feel 'n Learn Advanced Trainers with their toddlers.

Summary
Pampers sought to accelerate brand trust and business growth in two markets facing very specific and different challenges. In Sweden, Pampers is the second player behind a strong local competitor Libero, while in Greece, Pampers' leadership share was thought to have reached a level that could not be surpassed. The resulting 'World of Babies' campaign brought to life the experience of being a baby for the target mums by literally converting the adult experience of the media they consumed into the equivalent experience for a baby. A cohesive creative and media strategy generated share increases as well as major shifts in Pampers' ownership of 'baby stages' equity in both markets.

Summary
Pampers recognized an opportunity to help moms trust that there is a true training pant benefit for kids who have already started potty training and are 'active trainers.' In August, 2004, at the start of the Back-to-School season, Pampers began running advertising to drive awareness and trial of the newly launched Feel N Learn Advanced Trainers. The result: significant signs of success in the first month of launch, and a round of applause from moms for finally being given a real solution to help their kids 'get it' so they'll finish potty training.

Summary
Post-1997 campaign for Pampers disposable nappies in South Africa. Brand launched in 1995, and disposable nappies became the fastest growing grocery category. By 1997 the growth had slowed, and Pampers decided to expand the market again by converting cloth users to disposables. Barriers to changing from cloth were: perceived high cost of disposables (in a flagging economy), product seen as a convenience for mothers rather than benefit to babies (but mothers unwilling to spend on a `luxury'), conventional wisdom based on cloth, high incidence of domestic help (meaning that mothers were distanced from the convenience). Intensive research in planning the strategy, identified two business opportunities: 1) conversion of non-users to night-time use, 2) conversion from that to regular use. TV and print campaign focused on benefits to baby. Results: category penetration increased at least 40% in first year; Pampers gained share in the increased market; advertising messages were communicated effectively (qualitative research). Factors discounted as explainers: population trends, economic factors, lifestyle characteristics, product, packaging, price, other information, promotions, distribution, competitive activity. Econometric modelling suggests that (after controlling distribution) each additional R100,000 increase in advertising expenditure will generate a 0.41% increase in value market share. Relative price increased over period, with strong negative impact. Payback estimated: ROI 300%. International Award winner.