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-New York Times bestselling author Nora Roberts
"Michaels has done it again...delectable." -Publishers Weekly (starred review) on The Butler Did It
"Michaels' new Regency miniseries is a joy...You will laugh and even shed a tear over this touching romance." -RT Book Reviews on How to Tempt a Duke
Her aim was woefully off, and the tome missed him completely, which did nothing to improve her mood.
His lordship bent down to retrieve the book, inspecting the spine for any hint of damage before closing it and setting it on his desk. He was a man in his early forties, too well fed, and with a pink complexion that always seemed to border on the shiny. He thought himself handsome and brilliant, but was neither. He more closely resembled, Chelsea believed, an expensively dressed pig.
"God's words, Chelsea, delivered through the holy Reverend Francis Flotley himself. 'A woman's role is to obey, and her greatest gift her compliance with the superior wisdom of men. Let her gently be led in her inferior intellect, like the sheep in the field, or else otherwise lose her way and be branded morally bereft, a harlot in heart and soul, and worthy only of the staff.'"
The siblings had been closeted in the study in Portland Place for little more than a quarterhour on this fine late April morning, and yet this was already the fourth time her brother had quoted from the book of sermons. Which, clearly, had been at least one time too many, as it had prompted the aforementioned action of her ladyship wrenching the book from his hand and sending it winging at him.
"Herd us poor, silly, brainless women, lead us gently by the hand as long as we obey, and beat us with the staff if we refuse to behave like sheep. That's what that means. What a pitiful mouthful of claptrap," Chelsea countered, attempting to control her breathing in her agitation. "You're a parrot, Thomas, mouthing words you've learned but haven't taken the time to understand. And did you ever notice, brother mine, that all of this nonsense is always penned by men? Is that what's next for me? You're going to beat me? As I recall the thing, you were once rather proficient with the whip, and not averse to employing it on someone who could not defend himself."
The earl quickly rose to his feet, open hand raised as if to strike his sister down, but then just as quickly seated himself once more, pasting a truly terrible smile of brotherly indulgence on his pink face.
"Certainly not, Chelsea. But you have just proved the reverend's point," he said, joining his hands in a prayerful attitude. "Women have not the intellect of men, nor do they possess the cerebral restraint necessary to combat rude and obnoxious outbursts. But I will forgive you, for it is just as the reverend has said, again, only delivering God's message as he hears it spoken to him."
"God talks to the man? Well, then, perhaps I should try having a small chat with God myself, and then the next time He talks to the reverend He can tell him to stop trying to rub up against my bosom as he pretends to bless me. That may not do much to enlarge my small intellect, but it might just save the reverend from a sharp kick in the shins."
The earl sighed. "Scurrilous accusations will get you nowhere, Chelsea, and only show your willingness to impugn the reverend's character by spouting baseless charges in order to in order to get your own way."
"Forgot the rest of the words, did you? I mean it, Thomas, you're a parrot. You're devout by rote, certainly not by inclination."
"We aren't discussing me, we're discussing you."
"Not if I don't want to, and I don't!"
"We've moved beyond what you want, Chelsea. You've had your opportunities. Three Seasons, and you're still unwed, and very near to being on the shelf. Papa was much too indulgent of your fits and starts, and you missed a Season as we mourned his passing, may the merciful Lord rest his soul. Now we are halfway through yet another Season, and you have thus far refused the suits of no fewer than four gentlemen of breeding."
"And one outandout fortune hunter who had you entirely hoodwinked," Chelsea reminded him as she paced the carpet in front of the desk, unable to remain still. Her brother had always been stupid. Now he was both stupid and holy, hiding his fears behind this new supposed devotion, and that somehow made it all worse. She believed she'd liked him better when he'd been just stupid.
"Be that as it may, and there is still a question on that head, if you will not choose a husband, it is left to me to select one for you, as I helped do for your sister. You should be immensely flattered that he has taken an interest, most especially as he has firsthand knowledge of your.your proclivity for obtrusive behavior. I can think of no one finer than Reverend Flotley."
"You open your mouth yet again, Thomas, but it's still Francis Flotley's words that come out of it. I can think of no one worse. I'd rather wed a street sweep than put myself in the power of that religious mountebank. I reach my majority in a few weeks, Thomas, and you cannot order me to marry that.that oily creature. Oh, stop frowning. A mountebank, since you obviously aren't of a superior enough intellect to know, is a person who deceives other people for profit. Sometimes it is by selling false cures, and for the reverend, it is selling false salvation. You really think he has a direct conduit to God? I hear Bedlam is full of those who think God speaks to them. You could ask any one of them to intercede for you without paying them a bent penny, and I can go my own way."
"And where would that be, Chelsea?" Her brother was maintaining his composure, something he had struggled long and hard to do ever since he'd nearly died during a bout with the mumps two years earlier, passed to him by one of Madelyn's wetnosed brood of brats— It having taken Madelyn a run through a pair of female offspring before she'd succeeded in producing a male heir for her husband, who'd then at long last agreed to leave her alone, so she was free to regain her figure, buy out Bond Street every second fortnight and sleep with any man who wasn't her husband.
At any rate, and Madelyn's diseasespreading offspring to one side, Thomas was devoutly religious now, having promised God all sorts of sacrifices in exchange for rising up from what could have been his deathbed, and it had been the Reverend Francis Flotley who had successfully delivered, and continued to deliver, the earl's messages to God in his name.
Since their father's untimely death and Thomas's own near brush with that final answer to the trial of living, the earl no longer drank strong spirits. He did not gamble. He'd given his mistress her conge and was now, for the first time in their marriage, faithful to his wife—who, Chelsea knew, was none too happy about that turn of events. He wore expensive yet simple black suits with no ornamentation. He did not lose his temper. He read the evening prayers in the drawing room each night at ten and retired at eleven.
And he continued to pour copious amounts of money into the purse of Reverend Flotley, who, Chelsea believed, had decided marrying the earl's younger sister to be a guarantee that the supply of funds would then never be cut off, even if his lordship were ever to suffer a crisis of faith or meet another lady of negotiable moral standards he might want to set up in a discreet lodging somewhere.
"Where would I be? Are you threatening to toss me into the streets, Thomas?"
He sighed. "I did not wish for it to come to this, but I have sole control over your funds from Mama until you are married. You have a roof over your head because of my generosity. You have bread on your plate and clothes on your back because I am a giving and forgiving man. But more to the point, Francis and I see your immortal soul in danger, Chelsea, thanks to your headstrong and modern ways. I'm afraid you leave me no choice but to make this decision for you. The banns will be called for the first time this Sunday at Brean, and you and the reverend will be wed there at the end of this month."
Chelsea was caught between panic and anger. Anger won. "The devil we will! You think you almost died, and your answer to that is to sacrifice me? I thought it was only your cheeks that got fat—not your entire head. I won't do it, Thomas. I won't. I'd rather reside beneath London Bridge."
The earl opened the book of sermons and lowered his gaze to the page, signaling that the interview was concluded. But he could not conceal that his hands were shaking, and Chelsea knew she had nearly succeeded in rousing his temper past the point the Reverend Flotley had deemed good for her brother's soul. "Not London Bridge at least. We leave for Brean in the morning, where you will be made safe until the ceremony."
Chelsea felt her stomach clench into a knot. He was planning to make her a prisoner until the wedding. "Made safe? Locked up, that's what you mean, don't you? You can't do that, Thomas. Thomas! Look at me! I'm your sister, not your possession. You can't do that."
He turned the page, ignoring her.
She whirled about on her heel and fled the room, her mind alive with bees and possibilities and filled with one thought in particular, a memory that had been conjured up thanks to Thomas.
When she reached the main foyer she told the footman to order her mare brought round and then raced up the sweep of staircase to change into her riding habit before her brother came to his senses and realized that a prisoner tomorrow, warned of that pending imprisonment, should also be a prisoner today.
"So, I've been lying here thinking, and I've come up with a question for you. Are you ready? Hell and damnation, man, are you even awake?"
There was a muffled and faintly piteous groan from somewhere in the near vicinity, and Beau turned his head on the couch cushion—not without experiencing a modicum of cranial discomfort—to see his youngest brother lying on the facing couch, facedown and still fully dressed in his evening clothes. Although one of his black evening shoes seemed to have gone missing.
"A moan is sufficient, thank you. Now, here it is, so pay attention if you please—how drunk is it to be drunk as a lord?" Beau Blackthorn asked Robin Goodfellow Blackthorn, affectionately known to his siblings and many friends as Puck.
"Sterling question, Beau, sterling. Not sure, though," Puck, yet another victim of their dear actress mother's intense admiration for William Shakespeare, replied, lifting his head and squinting through the long, dark blond hair that fell across his face as he commenced staring intently at a brass figurine depicting a scantily clad goddess with six—no, eight—oddly extended and bent arms. At least he probably hoped that was it, because if there were, in reality, only two arms, then he was as drunk as any lord had been in the history of lords. "Twice as drunk as a.a what's it called? Three wheels, place to pile things. Dirt, stones. Turnips. Wait, wait, I'll figure it out. Oh, right. A wheelbarrow? That's it, drunk as a wheelbarrow."
Beau stared at the halfempty wine bottle he held upright against his chest as he lay sprawled on the matching couch in the drawing room, realizing that he no longer possessed any urge to relieve it of the remainder of its contents. Not if he was still drunk enough to be asking his irreverent and weakbrained brother for answers to anything. Besides, his stomach was beginning to protest, threatening to throw back what had already been deposited in it.
"Still the halfwit, aren't you, Puck? Wheelbarrows don't drink. Stands to reason. They don't have mouths. Remember old Sutcliffe? He once said he was drunk as David's sow. Don't know any Davids, do you? One with a sow, remember, that's the important part. Not enough to know a David. Has to be a sow in there somewhere."
"David Carney is married to a sow," Puck said, grinning. "Says so all the time. I've seen her, and he's right. Are we still drunk, do you think? Shouldn't be, not seeing as it's light outside those bloody windows over there, and the mantel clock just struck twelve while you were talking sows. Or that might have been eleven. I may have lost count. Or perhaps we're dead?"
"The way my head is beginning to pound, that might be best, but I don't think so. Now, back to the point. I'm drunk, you're drunk. We're drunk as bastards, surely. But are we as drunk as lords? Can bastards be as drunk as lords?"
"You going to start prattling on again about bastards and lords? Thought we'd done with that by the time we'd cracked the third bottle. Bastards, I have found, can't be anything as lords," Puck said, cautiously levering himself upward far enough to swivel about and sit facing his brother. He pushed his hands straight back through his nearly shoulderlength hair, so that he could tuck it behind his ears. "See my ribbon anywhere? It'll all just keep falling in my eyes otherwise."
"I could ring for somebody to fetch Sidney. The man owns a scissors, which is more than I can say for your valet."
"Blasphemy! The ladies would never forgive me. My hair is a necessary part of my considerable charms, don't you know. If I am to be Puck, then I shall be Puck. Mischievous. A sprite, a magical woodland creature."
"And none too bright."
"Ha! So you say. But still, much betterlooking and virile, and definitely more amusing. Every maiden's dream, although I've not much time for maidens. They demand so much wooing, and once you've finally got them into bed they don't know what they're doing. By and large, a dreadful waste of time."
Beau had also sat up and placed the wine bottle on the floor, next to the table positioned between the pair of couches, so that he could better rub at his aching head. "Is that it? Are you done now? Because there are times I think you'll never truly grow up. I left and you were a child, and I came back to find you older, yet no wiser."
Posted July 7, 2011
In London, Lady Chelsea Mills-Beckman is desperate as all indications are that her brother who recently found religion will marry her to Reverend Francis Flotley. She needs a way out and decides scandal is it as the good reverend would never wed a woman with baggage. Her choice is Oliver Beau Blackthorn who loathes her brother Thomas for whipping him and holds a grudge against her sister Lady Madelyn for humiliating him years ago when he vowed to return one day.
Lady Chelsea offers Oliver a deal that will give him what his heart wants and her escape; she suggests they elope to Gretna Green so that she can be ruined and unworthy of Flotley. Though he tries to be a gentleman and refuse her proposal, he acquiesces. However, the trek proves harrowing physically and emotionally as they begin to fall in love, but he believes Chelsea deserves better but he knows he could not convince her otherwise; she believes Chelsea deserves Oliver.
The opening Blackthorn Brothers historical romance opens with an exhilarating romance due to a powerful cast, even the lead female's snobbish siblings come across as carrying baggage as Thomas feels he never obtained his dad's approval only his scorn. The story line is fast-paced and the race to Gretna Green is filled with dangerous action as love enters the coach if Chelsea and Oliver take a chance.
Harriet Klausner
1 out of 1 people found this review helpful.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted May 2, 2013
AWESOME - What a delightful read - I love the way the author is a great storyteller - times you laugh and are on edge. Don't have to read books in order.
Posted February 2, 2013
I truly enjoyed the story of Oliver & Chelsea. Their characters are engaging and interesting. Chelsea's brother was not up to par with the other characters but still the book is worth your time. If you enjoy intelligent women meeting up with regency rakes then you will be happy to read this book.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted March 14, 2012
THE TAMING OF THE RAKE by Kasey Michaels is an exciting new historical romance trilogy,"The Blackthorn Brothers" trilogy. A refreshing story of three bastard brothers,or are they? The Blackthorn Brothers are scoundrels,sexy,handsome,wealthy,with a unconveniental family,who believe themselves bastards in every way. And the three women who will capture their hearts and teach them a thing or two about love,acceptance,courage and danger.All three brothers are named after Shakespeare characters by their mother. Full of witty banter between the hero and heroine,but with seriousness of the situation from page three to the very last page. "The Taming of The Rake" is the story of the eldest Blackthorn brother, Oliver "Beau" Blackthorn and Lady Chelsea Mills–Beckman.Their adventure into danger,their dash to Gretna Green,while escaping Lady Chelsea's brother,their love,romance,passion as they learn to trust each other. Simply refreshing! This author has written a serious story,with an intriguing plot all the while engaging in light-hearted banter between the brothers, Lady Chelsea and Beau.Received for an honest review from Net Galley and the publisher. Details can be found at HQN,the author's website, and My Book Addiction and More.
REVIEWED BY: AprilR,My Book Addiction and More
Posted October 28, 2011
Surely Lady Chelsea is the epitome of sound reasoning as she determines that her odious brother cannot force her in an unwanted marriage with a sleazy reverend if she beats him to the punch first by marrying the last man that her brother would ever approve. Which is why Oliver Blackthorn finds himself unexpectedly on his way to Gretna Green with his enemy's sister. Beau had dreamed of bringing shame to Chelsea's brother as payback for a past humiliation, but when his conscience starts bleeding into his heart, will revenge prove to be just as sweet as a possible romance?
One of my favorite aspects of a historical romance is the witticisms that gets sprinkled within its pages, most notably the very first sentence to kick off the story. The Taming Of The Rakestarts off on the right foot as we see how peacock-brained Beau had been - and how horribly Chelsea's brother scoffed at his lowly rank. However, fast-forward a few years, as everyone races to Gretna Green, I start to lose momentum on the main characters - and instead wished that the steries had started off with the other Blackthorn brothers who seem more colorful than Beau. The romance between Chelsea and Beau seemed a tad too rushed, and while that can work in a story, in this one, I would have liked them to slow it down a notch and had more time to get to know each other.
Posted August 18, 2011
I enjoyed this book, was funny, romantic but it lacked a good plot, because is the same thing in the beginning until the end, in the middle of it, I started jump pages, but I still want to read the others in this serie.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted July 8, 2011
Review by Jen:I am a fan of Kasey Michaels, so when I had a chance to read her new historical series, I grabbed it. The premise for this series is quite interesting. The Blackthorne brothers are all bastards... literally. Their father is an earl and their mother is an actress who abandoned them pretty early in life. Their father raised them, provided everything the boys could ever want... except to be legal heirs.
So in this first book in the series, Beau has become a jaded man. He had his heart stomped on when he thought he was in love with a young lady, but came to find out she'd just been using him as a fling. That was the first time that his being a "bastard" really hit home to how the circumstances of his birth affect his place in society. Jump about 7 years forward and Beau is recovering from a night out on the town with his brother when Chelsea appears on his doorstep as she's on the run from her brother and his horrible matchmaking skills. Beau hasn't seen Chelsea since the day her sister broke his heart. Chelsea has a plan to get back at her siblings. Defy her brother and society by running off to Gretna Green with Beau. The story follow Chelsea and Beau on their flight to Scotland, as well as her siblings and thwarted fiance's chase after them. Of course, nothing can go smoothly for anyone on this journey. Beau is called home for a family emergency. Then they run into a young couple eloping and decide to help them out. And there's the ever present threat of Chelsea's family who is just one step behind.
All the twists and turns make for this book to be an enjoyable read. I always seemed to be at the edge of my seat, anxiously turning pages to see how they would get out of their next predicament. I'll admit by the end, I was starting to think "enough already". How many roadblocks can one couple face? And then the final showdown between Beau and Chelsea's brother... well, it was on the anticlimactic side after all the build up.
And the characters... the romance between Chelsea and Beau was fun to watch and to root them on. Both are so stubborn, the reader is on pins and needles waiting to see who is going to budge first. However, the villains of the story just seemed to be a bit too extreme for my tastes. I couldn't stand the role of the would-be fiance. He's a religious nut-job and even from the page, made my skin crawl every time he appeared. And Chelsea's brother is a weak worm of a man, at the point where he can't think for himself anymore and find himself essentially under the control of his "pastor". And when Chelsea's sister makes and appearance, she may have been the most sane person of the trio, but she too was written as just an extreme character that I kept wishing that the carriage carrying the three of them would just be incinerated by a random asteroid falling to earth.
All that said, I really enjoyed the book whenever the "villains" were off-stage and then sped through their scenes to get back to the real story. And I'm looking forward to seeing where Ms. Michaels takes this series.
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Welcome to Discover Carlisle
Discover Carlisle and find yourselfCarlisle has been a significant place since well before Roman times and is currently the largest city in England by area with a population of over 100,000. The city is at the northern extreme of the North West of England only 10 miles from the border with Scotland and is the urban capital of the county of Cumbria. Carlisle dominates a huge area of geography with our nearest city neighbours being Newcastle 58 miles to the East, Glasgow 96 miles to the North, Lancaster 68 miles to the South with the Irish Sea to the West.
If it's fun you want from extreme sports to quality time with the family, we have the places to play, the attractions to visit and plenty of quality and quirky dining and drinking experiences.
We're surprisingly easy to get to and the perfect centre to explore further afield, with the Lake District right on our door step.
Stay and explore
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Upcoming Events
|Sat 23 - Sun 24 May
|Carlisle Spring Fling at Carlisle City Centre
|Fri 22 - Sat 23 May
|Ireby Festival at Ireby
|Sat 23 - Sun 31 May
|Roman Fun & Games at Birdoswald Roman Fort
|Sat 23 May
|Sing-A-Long-A Frozen at The Sands Centre

subset: commoncrawl


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Procter & Gamble
Selected Procter & Gamble advertising
|See separate profiles for brand advertising
Who handles Procter & Gamble advertising? Click here for a listing of P&G advertising account assignments from Adbrands.net. Including unmeasured media, P&G declared advertising expenditure for fiscal 2013 of $9.73bn. AdAge estimated global measured advertising expenditure of $11.47bn in 2013. In the US, Kantar (in Advertising Age) reported measured media expenditure in calendar 2013 of $3.47bn, out of an estimated total of $4.99bn. Biggest spending brands were Crest (measured spend $275m), Olay ($248m), Cover Girl ($215m), Gillette ($185m), DayQuil/NyQuil ($158m), Febreze ($157m), Swiffer ($153m), Pantene ($144m) and Tide ($128m).
See Household Care and Personal Care indexes for other companies
Procter & Gamble
1 Procter & Gamble Plaza
Cincinnati, Ohio 45202
United States
Tel: +1 513 983 1100
Brands & Activities
Procter & Gamble defined the nature of packaged goods brand marketing in the second half of the century, and despite an alarming wobble in the crossover from the 20th to the 21st centuries, it was by 2004 once again setting the pace for other marketers to match. Between 2003 and 2010, the group consistently delivered strong growth and an unbeatable line up of products, virtually all of which occupied the #1 or #2 position in their respective markets. No other company can boast as dynamic a line-up of brands, including 25 worth more than $1bn a year in sales. But with sales now over $80bn, a question has begun to emerge regarding future development. It's hard to see just where P&G can go next before the sheer size of the company begins to push it towards demerger. Several brands have already been divested, several others are still prime candidates for sale.
Procter & Gamble is a giant in packaged consumer goods, the worldwide #1 in baby care, fabric care, feminine care and haircare, and a major force in virtually every other sector in which it operates. The company controls around 300 brands in total, marketed across over 160 countries, but the portfolio is led by an expanding collection of what are now 25 billion-dollar brands. The biggest of these are: Pampers (sales of around $11.25bn in 2013, Euromonitor/Sanford Bernstein estimates), Tide (around $5bn), Ariel ($4bn), Pantene ($3.8bn) and Olay ($3.4bn). They are supported by Always, Bounty, Charmin, Iams, Downy and Crest. Wella, Actonel and Head & Shoulders joined the club in 2004; Dawn topped $1bn in sales in 2005. Gillette Mach 3 razors, Gillette Series grooming products, Duracell, Braun and Oral-B were added to the portfolio in 2006. Gain was a new member in 2007, followed by Gillette Fusion during 2008, Ace in 2010 and Febreze in 2011. More recent additions to the billion-dollar-club are SK-II skincare and Vicks, both of which surpassed that level for the first time in 2012. Another 20 brands have sales between $500m and $1bn per annum, including Cover Girl, Eukanuba, Herbal Essences, Swiffer and Tampax.
P&G's resurgence in the 2000s followed a wobble at the end of the 1990s. After several years of strong development, P&G suddenly appeared to hit a brick wall. Growth dried up, several key brands lost their leadership of the market to rivals, and new product launches proved disappointing or even to be downright failures. After two years of further internal restructuring, P&G had found its way forward again by early 2002, and delivered strong growth, much of it fuelled by acquisitions, between 2004 and 2010. Yet concerns began to emerge once more in 2011 as a result of a slowdown in growth, rising costs, and some extraordinary planning errors, not least in the botched launch of new Tide Pods in the US.
In addition to its marketing skills, P&G has long been recognised for its exceptional strength in research and development, not just of new products, but also component ingredients and packaging design. The group comes up with more new ideas than even it can develop commercially. As a result, since 2000, it has greatly increased its willingness to form mutually beneficial "innovation partnerships" with other companies. In one such arrangement P&G licenses technology it developed for plastic wrappings to smaller company Clorox for use in products sold under the latter's Glad brand. In 2008 it agreed to lend a wide range of other packaging technologies, including non-splatter nozzles for plastic bottles, to food company ConAgra.
Procter & Gamble's corporate structure has undergone a series of changes since the late 1990s. In 1998, the group abandoned its arrangement as a collection of separate geographic businesses in favour of global divisions specialising in specific sectors. This greatly accelerated the worldwide roll-out of key products with what was ultimately considerable financial gain. Since then, these divisions have been steadily consolidated, from seven to five to four to three global business units (GBUs) in July 2007, and then to just two in February 2011, when P&G Health & Well Being was split and absorbed into its two partner groups, P&G Beauty & Grooming and P&G Household Care. See separate profiles for brands and activities. A third GBU provides worldwide marketing, market development and other corporate functions. In another group reshuffle in June 2013, P&G was reordered once more into four divisions: Beauty; Fabric & Home Care; Health & Grooming; and Baby, Feminine & Family Care.
Several brands, considered to be non-core, have been sold in recent years. In the second half of the 20th century, P&G assembled a sizeable portfolio of food products, but this business was quickly overshadowed by more attractive market segments such as beauty or family care. The Snacks & Coffee division gained a largely unexpected new lease of life in the 1990s from the sudden popularity of Sunny Delight and Pringles, yet it remained an uncomfortable fit with P&G's other interests. Plans were announced in 2001 to spin these brands off into a joint venture with Coca-Cola, but these foundered as a result of objections from shareholders. That same year, Jif peanut butter and Crisco cooking oils were spun off into JM Smucker. After several months looking for a buyer, Sunny Delight and German juice brand Punica were sold to venture capital firm JW Childs in 2004. Folgers coffee, too, was transferred to Smucker during 2008, leaving Pringles as P&G's last remaining food product. A plan to transfer that business to snack company Diamond Foods collapsed in 2011, and the brand was eventually sold to Kellogg's.
Another major divestment was the Duracell battery business, which is to be transferred to Berkshire Hathaway in 2015. Warren Buffett agreed to take over the standalone business from P&G for a net value of around $2.9bn. The deal is to be structured as a slightly unconventional but highly tax-efficient asset swap. Berkshire will surrender an existing shareholding in P&G, worth $4.7bn at current prices, back to the company, which will in return inject $1.8bn in cash into the Duracell Company as a parting dowry. As a result, both companies avoid a sizeable tax penalty that would have been generated by a straight sale of assets.
Recently, the group has established a major presence in sports sponsorship. It signed up as an official sponsor of the US national team in the 2010 Winter Olympics, promoting several individual products, mostly family-oriented brands, in a wide-ranging and imaginative campaign. The apparent success of that campaign led to the group signing up in summer 2010 as top-line sponsor of the main Summer games. Commencing with the 2012 London Olympics, that ten-year deal covers three summer and two winter Olympics. In addition, P&G became the first corporate sponsor with rights to promote multiple different brands under its IOC partnership agreement. Its 2012 "Thank You Mom" campaign, celebrating the support given to athletes by their mothers, was widely regarded as one of the year's standout campaigns, and won a Creative Emmy as the Best TV Commercial of the Year.
Despite its growing challenges and several divestments, P&G's total revenues have continued to rise steadily, reaching a new high of $84.17bn for the year to June 2013, up just 1% on the previous year. However net income has come under greater pressure as a result of the increase in commodity costs, as well as higher marketing spend. After peaking in 2009 at $13.4bn (including a large gain from Folgers), net profits slid back in each of the two following years, shedding 9% in 2012 to $10.76bn. That figure included a $1.58bn impairment charge against professional haircare operations. For the year to 2013, there was a 5% recovery to $11.31bn.
Recent stories from Adbrands Weekly Update:
Adbrands Weekly Update 21st May 2015: Capping a series of giant media reviews announced over the past few months, Procter & Gamble joins the party with a review of its mammoth North American business, worth almost $2.7bn in billings. The main US incumbent is Publicis Groupe's Starcom MediaVest, which is already having a pretty dismal 2015. Even a retention is likely to entail a sizeable cut in fees, and the group is also defending a similar review by Coca-Cola. SMV faces a stiff challenge from Carat, which manages planning for selected P&G brands in the US as well as buying in Canada, and has been on a new business roll for the past couple of years. The capture of P&G would be Carat's biggest victory over Starcom MediaVest in the US since it poached the General Motors account in 2012. WPP's MediaCom is also on the group roster for some international markets (including Puerto Rico), but most observers expect this to be a shoot-out between Publicis Groupe and Dentsu Aegis.
Adbrands Weekly Update 30th Apr 2015: P&G reported another set of lacklustre figures for its 3Q, dented by the rising value of the dollar against international currencies, but also volume declines across every division except grooming. The hard-pressed beauty business suffered a 5% volume decline, and reported sales were down by 11% (or 3% organic, excluding currencies). Reported sales for the whole group fell 8% to $18.1bn, though excluding currencies and divestitures growth would have been 1%. Net earnings slumped 17%. For the nine-month year to-date, net sales were down 4%, and net income by almost 29%. In a worrying development for its agencies, P&G also unveiled a new strategy to improve profitability by slashing marketing costs by as much as another $500m a year, not in terms of overall spend but by consolidating the number of separate agency relationships it maintains to cut fees. That's bad news for many of the thousands of different agencies P&G works with around the globe, not least for Publicis Groupe, its single biggest partner. The group is already preparing to divest at least half, or possibly more, of its beauty division. Further details are expected with P&G's 4Q results in July, along with news of a possible successor to current CEO AG Lafley.
Adbrands Weekly Update 16th April 2015: P&G CEO AG Lafley could be preparing to step down as early as this summer, according to the Wall Street Journal, though he is expected to remain chairman. This is the second term at the head of P&G for Lafley, 68 this year. He was brought out of semi-retirement in 2013 to take back control from former right hand man Bob McDonald, under whose leadership the group suffered a sharp slump in performance. Almost two years, full recovery is still some way off. There has been no public statement, but P&G executives, including Lafley himself, are said to have hinted at the forthcoming change in private meetings with analysts and investors. David Taylor, who currently heads P&G's beauty, grooming & health divisions, is widely expected to be named as Lafley's successor.
Adbrands Weekly Update 29th Jan 2015: Currencies were a major feature of Procter & Gamble's 2Q results (its fiscal year runs to June). "Unprecedented currency devaluations," said CEO AG Lafley, contributed to a challenging quarter. "Virtually every currency in the world devalued versus the US dollar, with the Russian Ruble leading the way. While we continue to make steady progress on the strategic transformation of the company... the considerable business portfolio, product innovation, and productivity progress was not enough to overcome foreign exchange." Revenues for the quarter fell 4% including a negative 5% swing caused by exchange rates. Organic growth at constant rates and excluding disposals was 2% overall, but there was a continuing 1% decline at the group's troubled beauty division. That was offset by 4% growth at baby fem & family care, 3% at home & fabric care and 2% at grooming. However the biggest red flag was a second consecutive 30%-plus plunge in quarterly profits, partly caused by losses on discontinued operations such as Duracell. For the half year to-date, net earnings have fallen by almost a third. "The outlook for the year remains challenging," said Lafley.
Adbrands Weekly Update 22nd Jan 2015: Procter & Gamble appeared to elevate David Taylor, one of four current divisional heads, into pole position to succeed CEO AG Lafley, who came out of retirement in 2013 with a brief to reignite slowing performance. Taylor was previously president of global health & grooming, but has now added oversight of the still-underperforming beauty division. As a result he will have responsibility for around 43% of P&G's global revenues and almost half of combined profits. Current beauty leader Deb Henretta transfers to a newly created role as group president of global ecommerce, giving her responsibility for developing direct online sales of products, but also effectively putting her out of contention for the succession. At the same time, Patrice Louvet, head of prestige, cosmetics and professional hair care, moves up to overall president, global beauty, reporting to Taylor as group president, global beauty, grooming & health. Separately, P&G promoted Kristine Decker to the role of director of North America brand operations, with oversight for the packaged goods giant's domestic media budget. She succeeds Jodi Allen, now VP North America Hair Care. Decker was previously brand director for the Iams and Eukanuba business now owned by Mars.
For the year to June 2014, the group scraped another modest increase, with comparable revenues up 1% to $83.06bn. However, that figure was down 1% on the previous year's reported figure because of disposals. Net earnings rose 3% to $11.64bn.
The US accounted for 36% of revenues in ye 2013 or $30.3bn (and Canada for just 3%). Approximately 18% comes from Western Europe, 15% from Central & Eastern Europe, the Middle East & Africa, 18% from Asia and 10% from Latin America. P&G's largest customer is Walmart, contributing 14% of consolidated sales in ye 2013, or $11.8bn.
Following his appointment as CEO in 2000, Alan ("AG") Lafley was responsible for orchestrating a spectacular rejuvenation of P&G after several years of stagnation. Over the next nine years he effectively doubled the group's revenues as a result of a series of bold and generally successful acquisitions, and established a strong presence at the higher end of the beauty and personal care market. He stepped down as CEO in July 2009 and was replaced by group chief operating officer Bob McDonald. Lafley passed over the role of chairman to McDonald as well from January 2010. Clayt Daley retired as CFO at the end of 2008 and was replaced by Jon Moeller. Yet McDonald's reign was marked by a sharp decline in performance as growth stalled and costs soared. With McDonald under increasing pressure from investors, the board announced his resignation from July 2013, and the reinstatement of the 66-year-old AG Lafley. Since Lafley is already past retirement age, one of his key tasks is to find a suitable successor to take over the baton in 2015 or 2016.
The return of Lafley highlighted one of the other serious problems which emerged under McDonald's command: the departure of several other potential leaders among P&G's top ranks. McDonald's main rival for the top job, Susan Arnold, departed the group in 2009 as soon as it became clear that she would not be named CEO. Following a further restructuring in July 2011, Dimitri Panayotopoulos was appointed as group vice chairman, global business units, with reporting responsibility for all the group's brand businesses, effectively introducing a new layer between previous divisional bosses and the CEO role. That probably contributed to the departure of several other managers. Ed Shirley, previously head of global beauty & grooming, resigned to become CEO of Bacardi; "Chip" Bergh quit to become CEO of Levi Strauss; Christopher de la Puente took the top job at LVMH's Sephora division.
In June 2013, Lafley announced a reshuffle of the group's global business units, in effect elevating four executives to a position as potential candidates to succeed him as CEO. These were Martin Riant (group president, global baby, feminine & family care), Deb Henretta (group president, global beauty), David Taylor (group president, global health & grooming) and Giovanni Ciserani (group president global fabric & home care). In Jan 2015, with beauty still under-performing, Taylor was handed additional responsibility for beauty as well as grooming & health, a move which appeared to put him in pole position to succeed Lafley. Deb Henretta moved at the same time to a newly created position as group president, ecommerce, and Patrice Louvet moved up to president, global beauty, reporting to Taylor. See P&G Beauty & Grooming and P&G Household Care for other business unit heads.
Werner Geissler retired as group vice chairman, and head of global operations at the end of 2014, along with several other executives, prompting several new appointments. As a result, the new team includes Carolyn Tastad (president, North America selling & market operations), Gary Coombe (president, Western Europe), Hatsunori Kiriyama (president, Asia & global specialty stores channel), Shannan Stevenson (president, Greater China), Mohamed Samir (president, India, Middle East & Africa) and Tarek Farahat (president, Latin America). Other senior central officers include Jeff Schomberger ( global sales officer, & president, customer business development) and Ioannis Skoufalos (global product supply officer). Phil Duncan is VP & global design officer, overseeing product design and packagaing.
The marketing team was headed for several years by James Stengel until his retirement at the end of October 2008. He was replaced by Marc Pritchard, now global brand building officer. That change led to further changes in the company's marketing line-up. Other senior officers in the marketing team now include Kristine Decker (brand director, North America operations & marketing), Greg Ross (director of global media innovation), Lisa Hillenbrand (director of global marketing), Stewart Atkinson (VP, global brand building purchases), Joan Lewis (global consumer & market knowledge officer), Chris Hassall (global external relations officer), Lyn Boles (VP, global advertising), Steven Squire (director of advertising development), Ted McConnell (digital innovation director), Randy Peterson (digital innovation manager), Alex Tosolini (VP, global e-commerce) and Ilonka Laviz (marketing director, digital brand-building strategy & global strategy). Freddy Bharucha is chief marketing officer for P&G in Asia.
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In the early years of the 19th century, William Procter and James Gamble were among the thousands of immigrants attracted by the promise of a better life in the new United States. An Englishman and an Irishman respectively, they were each separately on their way across the US to the frontier land of the West, but broke their journey in Cincinnati, then being transformed into one of the country's biggest meat-packing centres under the nickname "Porkopolis". By sheer chance, Procter and Gamble fell in love with and married sisters Olivia and Elizabeth Ann Norris. Their father-in-law persuaded them not just to settle in the fast-expanding city but also to combine their skills as a candlemaker and soapmaker and set up in business together. In 1837, in the midst of a bitter recession, the partnership of Procter & Gamble was formed. The fledgling company survived not just the recession but also the Civil War which followed. In fact, that war brought considerable benefits as lucrative government contracts for soap and candles pushed sales through the $1m barrier.
By the late 1870s the business was being managed by the founders' sons. In 1879, James Norris Gamble developed an inexpensive hard white soap of a similar quality to imported castile toilet soap, but made from vegetable oil rather than exorbitantly expensive olive oil. Better still, it was pure enough, and cheap enough, to be used for laundry and other general cleaning purposes as well as for personal washing. This was a significant issue at a time when most general purpose soap was made from animal fats. (Bluntly highlighting its benefits, an early ad for Procter & Gamble's soap asked "Are you certain that the plate you eat and the cup you drink from have not been washed with soap made from diseased cattle?"). Gamble's cousin Harley Procter, who supervised the marketing of the company's products, named the new soap Ivory. A national advertising campaign was launched during the following decade, highlighting not just the soap's purity ("99 44/100% pure"), but also the fact that it floated on water, thus avoiding the risk of being lost in the bath or laundry tub. The latter attribute, an entirely accidental by-product of the way the soap was made, turned out to be its most memorable feature as far as the public was concerned. Other soap manufacturers soon replicated the purity of Ivory, but no other competitor could compete with this additional gimmick. By the 1890s, Ivory was being advertised simply as: "Ivory Soap. It Floats."
The success of Ivory encouraged the partners to establish their own research laboratory in 1890, the first such dedicated facility in the United States. A stream of innovative new products followed. By experimenting with other chemical processes involving vegetable and cottonseed oil, the company developed a way of "hydrogenating" liquid oils to produce a solid cake. This led to the creation of Procter & Gamble's first food product, a shortening for baking made entirely from vegetable oil. Unlike lard this new product, launched in 1912 as Crisco, didn't go rancid, didn't taste of meat, and was far cheaper than butter for making cakes. However it was also a complete change of pace for a soap and candle company, so for the first time, Procter & Gamble looked beyond its inhouse resources, appointing the advertising agency J Walter Thompson to come up with ways of selling it to the public. Thompson's Stanley Resor and Helen Lansdowne came up with what was then the biggest advertising and sampling campaign ever attempted in the United States, as well as a series of ads which proclaimed Crisco as "An absolutely new product. A scientific discovery which will affect every kitchen in America." It was to be P&G's first and last involvement with JWT, which subsequently became one of the main agencies for arch-rival Lever (later Unilever).
The next milestone in Procter & Gamble's development was the creation of its first perfumed beauty soap, designed to
compete with established brands Lux (from Lever Brothers) and Cashmere Bouquet (from Palmolive). At least partly emulating a
similar move the year before by Lever Brothers, P&G mounted a huge research project to determine the correct approach for this
new launch. The company sent out hundreds of researchers to conduct door-to-door interviews with literally thousands of housewives
all over America. These women were asked to give their views on everything from the shape of the bar and its perfume to the design
of the wrapper and even its name. First choice for the brand was Cameo, but when this was found to be already trademarked, the
company selected instead Camay, launched in 1926. This new product also gave the company its first experience of brand management,
since Camay had to be clearly differentiated from P&G's existing Ivory, still its flagship product.
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During the 1920s and 1930s, P&G was one of the United States' most adventurous marketers. That process had begun with the huge research effort put behind the launch of Camay, but it was quickly applied to other products as well. Many of the women interviewed for Camay had said they listened to the radio while doing the housework, but wanted to be entertained not instructed. This inspired the idea of creating a program that would run at a time when housewives were listening and would create a happy association between entertainment and P&G's products. The company tested the water in 1933 with "Ma Perkins", a radio serial about a widow forced to juggle financial and family problems, which also promoted the company's Oxydol laundry detergent. This proved so popular with listeners that P&G quickly commissioned a string of other radio shows for its products (though none came close to matching the popularity of "Oxydol's Own Ma Perkins", which ran for 27 years).
These programs quickly became known as "soap operas" because of their combination of high emotional drama with product endorsements for detergent. By 1939, P&G's radio department was producing no less than 21 separate radio shows every week. Also that year, just five months after the introduction of television, P&G aired its first TV commercial (for Ivory soap) during the first televised major league baseball game. (The company remained faithful to soap opera, sponsoring daytime US TV dramas, including the longest-running series of all, As The World Turns, right up to the beginning of the 21st century. ATWT finally ended in September 2010). Neil McElroy, the marketing manager responsible for P&G's innovations in the 1930s rose to president of the company, before becoming US Secretary of Defense from 1957 to 1960. He returned to P&G as executive chairman until his death in 1972.
By 1945, P&G's sales had reached almost $350m. The first year of peace after World War II marked an important watershed for the company. Although it had achieved some success with the launch of Dreft a decade earlier, that product had significant disadvantages as well. It lathered in hard water, but it wasn't especially effective at removing ground-in dirt from fabrics. However, P&G's scientists continued to refine the chemical processes involved until they finally came up with a new formulation that was capable of handling all kinds of dirt. In 1946, P&G launched Tide, the so-called "washing miracle". Cheaper than rival products, but also far more effective at removing dirt, Tide took the US by storm, stealing market-leadership from then-dominant Unilever within four years. This triumph for P&G marked a new phase in what now became a furious rivalry with the Anglo-Dutch combine.
In 1955 Crest was introduced. It was another breakthrough, the first toothpaste with fluoride clinically proven to fight cavities. In an unprecedented marketing coup, P&G eventually won an endorsement from the American Dental Association, and this seal of approval quickly gave the product leadership of the sector. In 1957, the company acquired bleach manufacturer The Clorox Company. However that purchase was subsequently over-ruled by regulators and Clorox was spun out again in 1969. Also in 1957, P&G bought toilet tissue maker Charmin Paper Mills, and this division was responsible for the invention of the first disposable mass-produced diaper, Pampers, in 1963.
The company also strengthened its existing businesses, expanding into new food and beverage categories, most notably with the acquisition of Folgers coffee in 1963, and building on its strong laundry reputation with Downy, its first fabric softener. There was also a growing focus on international businesses. Convinced that success in new geographic markets required on-the-ground operations, P&G began building start-up businesses, first in Mexico, then in Europe and Japan. By 1980, P&G was doing business in 23 countries around the world with sales of nearly $11 billion.
The 1980s and 1990s saw further diversification as P&G moved aggressively into healthcare and cosmetic products through the acquisition of Norwich Eaton Pharmaceuticals (Pepto-Bismol, Chloraseptic and Dantrium) in 1982; GD Searle (makers of Metamucil) and Richardson-Vicks (Vicks, Pantene shampoo and Olay) in 1985; Noxell (Cover Girl, Noxsema and Clarion), Max Factor, Shulton (Old Spice) and Ellen Betrix in the late 1980s and early 1990s. Richardson-Vicks and Max Factor, in particular, dramatically expanded P&G's international presence. The $1.8bn acquisition of Tambrands, makers of Tampax, in 1997 made P&G the world #1 in feminine protection.
One key to the group's success in the early 1990s was a constant process of rationalisation, stripping costs and unnecessary bureaucracy to improve efficiency, and selling off underperforming product lines. Between 1990 and 1995, P&G's president Ed Arzt presided over wide-ranging cost-cutting programmes which greatly enhanced the company's efficiency and profitability, but also resulted in poor staff morale, earning Arzt the nickname of "the Prince of Darkness". The title was also a reference to a long-standing but wholly fictitious allegation that P&G funded the Church of Satan, and that this "fact" was reflected in their moon-and-stars logo. This story first began circulating in 1980, and in 1996 P&G sued rival manufacturer Amway for propagating the absurd myth which continues to circulate even now (see Urban Legends for more). The two companies launched a series of suits and counter-suits. In 2003, a federal court finally begged the two sides to stop suing each other, and in 2007, four former employees of Amway were ordered to pay P&G $10m in damages.
Arzt's successor from 1995, John Pepper, presided over a period of consolidation and internal reconciliation mid-decade, but sales stayed flat. The appointment in 1999 of new president Durk Jager, a former Arzt protege, was widely interpreted to signal a shift back towards aggressive expansion. P&G issued a promise to double sales to $70bn by 2006, relying on growth within the core businesses, and expansion into Eastern Europe, China and South America. In order to achieve this, the company announced an ambitious global restructuring of its business to streamline the operation further. P&G moved from its previous structure of four regional divisions each handling all product lines, into seven worldwide divisions each specialising in one product segment. Shortly afterwards the company announced that it would shed 15,000 jobs - or almost 14% of workforce - in order to make savings of $900m annually.
Yet for the next four years, P&G was plagued by flat sales and a lack of dynamic growth. Acknowledging that it had not launched an important new brand since Always in 1984, P&G promised to streamline its product development operation as well to introduce brands worldwide more quickly. Yet none of the launches which followed caused much of a stir with consumers. Dryel was a home cleaning aid for dry-clean-only clothing; Swiffer, an innovative, dust-attracting cleaning cloth. Both were rolled out worldwide, but Dryel was later dropped in Europe after disappointing sales, and subsequently sold. P&G's best-selling US deodorant Secret launched into Europe the same year but was later pulled from the market in several territories when it failed to capture significant market share. Other underwhelming innovations included Impress plastic wrap, Fit Fruit & Vegetable Wash and ThermaCare disposable heat wraps.
Meanwhile the company continued to bolster its portfolio through acquisition. In 1999, P&G announced a move into the petfood market with the $2.3bn purchase of The Iams Company. In the same month, the group paid $265m for PUR drinking water filtration systems. The group also strengthened existing product lines, acquiring various regional businesses including Taiwanese manufacturer Long Chen Paper, maker of Delight and Tender facial and bathroom tissue. The company was also briefly drawn into discussions about a possible three-way merger with drug companies Warner-Lambert and American Home Products (now Wyeth).
In a bid to improve profitability, the group began a wholesale restructuring of its brand portfolio, offloading products with limited international potential. These included Hawaiian Punch fruit drink (to Cadbury Schweppes), Attends adult incontinence products, Oxydol laundry detergent, Chloraseptic throat spray, Prell shampoo, Comet kitchen cleaner, skin care brand Clearasil (to Boots), Spic'n'Span, Cinch, Frymax and Whirl oils, and European skincare brands Biactol and Topexan. In a further bid to boost efficiency, P&G waved its marketing clout and told its agencies it would no longer pay commission. Instead, the company moved towards a incentive system based on global sales for specific brands, instead of a percentage of spend. Yet by early 2000, it had become apparent that none of these policies was achieving the required goal of kickstarting growth. In March the group's shares crashed by 30% when the company issued a shock profits warning. A few months later P&G was forced to admit that it had seriously misjudged its strategy, issuing another profits warning, and announcing the resignation of Durk Jager after only 18 months. John Pepper came out of retirement to take back the role of chairman, while AG (Alan) Lafley, president of the beauty care division, was promoted to CEO.
It took Lafley some time to find his feet. In 2001, the group made the startling announcement that it was spinning off its Sunny Delight and Pringles brands into a new stand-alone joint venture with Coca-Cola. Yet the Coke deal was later abandoned in the face of opposition from Coca-Cola investors who felt they were getting poor value. Another embarrassment was the failure of a high-profile launch of a new range of cosmetics under the Olay brand. Despite these setbacks, P&G announced its biggest ever acquisition in May 2001. After several months of negotiation, the company agreed to buy the Clairol haircare business from Bristol Myers-Squibb, outbidding Japanese rival Kao Corporation with a whopping $4.95bn in cash. Clairol's weak subsequent performance led to accusations that P&G had overpaid. Mid-year the group was yet again embarrassed when it was forced to admit that executives in its haircare division had employed a corporate intelligence agency to spy on Unilever, even searching the rival company's litter bins looking for discarded documents. P&G reported its first loss for 12 years in the final quarter of fiscal 2001. Shortly afterwards the group announced another round of brand sales: Jif peanut butter and Crisco cooking oils, facial cleanser Sea Breeze, Ammens talcum powder, Vitapointe hair creme and Condition 3-in-1 styling aids. In addition, the company's Impress food wrap business was transferred into a new entity controlled by Clorox.
If P&G did little more than tread water in 2001, it finally began to rediscover its way forward the following year. In 2002 CEO Lafley pushed forward a series of initiatives designed to return focus to the company's established brands. The attention given to uninspired new launches during the late 1990s had caused performance of core products such as Pampers, Crest, Tampax and others to stall. Lafley gave new impetus to expanding and developing these staples of the business, cutting prices and boosting innovation in order to beat back competitors which had stolen P&G's market share over the previous few years. Performance began to improve even before the end of 2002, and has continued to bolster sales and profits ever since.
Meanwhile the acquisition drive continued. In 2003, after months of negotiation, P&G was able to finalise an agreement to acquire the controlling stake in German haircare giant Wella from its family shareholders. Another German brand, Nivea, slipped out of P&G's grasp. Having spent several years negotiating with Nivea's owners Beiersdorf regarding a takeover, a consortium led by Tchibo, already a minority shareholder in Beiersdorf, bought out controlling shareholder Allianz for E4.4bn. In 2004, P&G bought out its minority partner in China, Hutchison Whampoa, for $1.85bn. At the beginning of the following year, the group announced its biggest deal to-date, offering to buy The Gillette Company for around $53.4m in shares. The deal was approved by regulators with only a small number of adjustments, and was completed in October 2005.
Over the next few years the group gradually adopted a more streamlined structure with twin teams responsible for operations and brand building respectively, reporting to CEO Lafley. The brand building team was headed by Susan Arnold. Formerly vice chair & president, global beauty care, oral care, personal health and pharmaceuticals, she took up a new central role as president, global business units in July 2007. Operations were overseen by Bob McDonald, named as chief operating officer at around the same time. The two were widely seen as rivals for the top job. That competition finally came to an end in March 2009, when Arnold announced her resignation. A few months later, Bob McDonald was named as new group CEO.
Last full revision 21st August 2013
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Promotional Tool Set Builds New Client Base
|Challenge: Attract women to attend weekly classes on home repair.
A local women's club offered weekly classes on home repair and do-it-yourself projects. Organizers wanted a promotional campaign that would attract women with varying degrees of home repair knowledge, and increase awareness of their club. They were looking for a gift to present to participants at the conclusion of the class to help reinforce the overall goals of the program.Solution: Give out a promotional tool set featuring course information and coupons from local hardware stores.
After some deliberation, the club decided to offer a promotional tool set. The package included all of the necessary tools in one easy-to-handle, attractive carrying case. Local hardware stores were asked to provide coupons to put in the set, and they gladly agreed. The set also came with a monthly schedule of events to raise awareness of the club. Finally, the carrying case was branded with the club's logo to create widespread publicity and exposure.
Results: Club members were thrilled with the gift and referred many more people to sign-up.
Club members were ecstatic about their gifts and were excited to use the new tools during home repair projects they had planned. They were so pleased with the club and its instructors that they sent a surge of referrals to sign-up for the next session of classes. The club was overwhelmed by the response and is looking forward to using promotional gifts again in the future.
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text:
Donkey Konga 2: Hit Song Parade
- Platforms: GC
- Developer: NamcoBandai
- Publisher: Nintendo
- Genre: Music
- VN:F [1.9.22_1171]User Score: 0 votes
- Add to MyGames
One day at drum practice, Donkey Kong® and Diddy Kong® begin arguing over each other's playing. Dixie Kong™ and Cranky Kong™ happen to walk by and see the two embroiled in a heated exchange. Dixie settles the spat by showing off her stunning skills. That's when Cranky comes up with a brilliant idea: It's time for the Kongs to go on tour!
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Donkey Konga 2
Donkey Konga 2 is most certainly fun for music lovers with a GC, the thing is that enjoying decent multiplayer is a bit costly seeing you need to buy seperate Bongo's.
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text:
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text:
Three Bean Chili
18 Oct 2009
Three Bean Chili has a amazing taste. Three Bean Chili gets its taste from vegetables mixed with bean and chili gravy. Three Bean Chili is inspired by many food joints across the world.
|Canned tomatoes
|16 Ounce, cut into bite size pieces (1 Can)
|Brown gravy
|12 Ounce (1 Jar, Heinz Home Style)
|Chili powder
|1 Tablespoon
|Canned chili beans in chili gravy
|15 Ounce (1 Can)
|Canned garbanzo beans
|15 Ounce, drained (1 Can)
|Canned beans
|15 Ounce, drained (Use Kidney Or Pinto)
|Canned chopped green chilies
|4 Ounce (1 Can)
|Plain non-fat yogurt/Light dairy sour cream
|1⁄2 Cup (8 tbs)
|Sliced green onions
|1⁄4 Cup (4 tbs)
Combine tomatoes, gravy and chili powder in 3-quart saucepan.
Bring to a boil over high heat.
Stir in beans and chilies.
Reduce heat to low.
Cover; simmer 15 minutes, stirring occasionally.
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Three Bean Chili Recipe


text:
Plus White - 5 Minute Speed Whitening Gel
185 reviews
85% would repurchase
Package Quality: 4.0
Price: $$
Package Quality: 4.0
Price: $$
INGREDIENTSWater (Aqua), Poloxamer 407, Glycerin, Hydrogen Peroxide, Methyl Salicylate, Sodium Saccharin, Phosphoric Acid.
on 11/27/2013 12:04:00 AM
Age: 25-29
Skin: Oily, Other, Not Sure
Hair: Other, Other, Other
Eyes: Other
I purchased this after watching Kandee's youtube video about it, but this just does not work. After using it, my teeth are not even one shade whiter.
on 11/22/2013 1:06:00 AM
Age: 19-24
Skin: Dry, Medium, Not Sure
Hair: Brunette, Other, Other
Eyes: Brown
This stuff works like a charm!! You apply it to your teeth (I used a q-tip) and rub it around then let it sit for 5 minutes. Literally, after about 2 weeks my teeth were BY FAR noticeably whiter!!
I will use this again soon because I get bad coffee stains on my teeth!
on 10/17/2013 9:16:00 AM
Age: 19-24
Skin: Acne-prone, Fair-Medium, Cool
Hair: Brunette, Wavy, Medium
Eyes: Green
I absolutely love this stuff! I can't believe that it is so cheap for how well it works. I saw results after the first use. Not amazing results (those come later), but enough to be like, "holy cow, this stuff is magical". And it is magical. I became a coffee addict about 5 years ago and my teeth were on the whiter side before that. Unfortunately, the wonderful time spent drinking coffee has stained my teeth. They became a dull, almost yellow-ish color. I heard about the Crest white strips, but I also heard about their painful side effects. Finally, I saw an ad for this on tv and thought, why not. So, I went to the store, almost screamed of joy when I saw how inexpensive it was, and bought it. I can tell you that after just the 5th time of using this once a day for 20 minutes, my teeth are sparkling white. They aren't glow in the dark white. They are more of a natural, pretty white. I am amazed. It is so easy to use too. I just brush my teeth, take a q-tip, put the gel on the q-tip, and then rub it on my teeth. I then let it sit on there for 20 minutes, and then rinse it off. It is seriously that simple. I wish I had taken a before picture to show how awesome the results are. I will say, there is some sensitivity (mainly on my gums) when the gel is on my teeth, but it goes away when I rinse. I have had absolutely no bad side effects, and this is coming from someone with very sensitive teeth. So, if you are at a last resort like I was, give this a try! It's really inexpensive, so there isn't anything to lose.
on 9/28/2013 6:51:00 PM
Age: 19-24
Skin: Acne-prone, Fair, Warm
Hair: Brunette, Wavy, Medium
Eyes: Brown
This stuff is great. It's inexpensive and I haven't had any sensitivity with it. The key is to use it 2x a day consistently to see the best results. When I was doing that, my teeth were SO white. Even after using it a couple times my teeth are brighter than before. I tried using this with a mouth guard and it was gross.. makes you drool. But using a q-tip is fine. Staple product in my routine.
on 8/31/2013 11:08:00 AM
Age: 18 & Under
Skin: Dry, Fair-Medium, Warm
Hair: Black, Straight, Medium
Eyes: Brown
I've been using this 2 times a day for about 20 minutes each time for 4 days now. I have used Crest White Strips Professional Effects before, and I must say that this is just as good, if not better, and a heck of a lot cheaper (I got it for $9 at Walgreens)! I have had NO SENSITIVITY using Plus White, but when I used Crest White Strips, I had shooting pain! My teeth aren't terribly yellow or stained, but my bottom teeth are a bit yellow near the gums. After 4 days, they're barely yellow and my top row of teeth is gleaming!! And they aren't the "fake white" color, they look naturally white! I will continue to use this and I will NEVER spend $50+ on Crest White Strips ever again.
How I apply:
1. Brush teeth. I use Crest 3D White.
2. Use Q-tip to apply gel to top and bottom teeth (front teeth only)
3. Put on mouthguards. Personally, I use plastic orthodontic retainers since I used to have braces. The gel does not damage my retainers at all and it works perfectly.
4. Wipe off excess gel on gums.
5. Wait 20 minutes.
6. Take off retainers. Use clean, wet toothbrush and brush the gel on teeth. Rinse with cool water.
7. (optional; I only do this at night) Use whitening mouthwash. I use Crest 3D White Glamorous White.
on 8/26/2013 5:37:00 PM
Age: 19-24
Skin: Dry, Tan, Not Sure
Hair: Black, Other, Other
Eyes: Other
The 5th time I used it, while the tray was in my mouth, 10 minutes later the bottom of my gums started to sting like crazy. It felt like a painful zing! I had to take it out immediately!
Overall after using it my gums & teeth didn't feel sensitive until about 1-2 hours later! The pain is unbearable. I am never using this product again! I do not reccomend this to anyone with sensitive gums and teeth.
on 8/16/2013 1:51:00 AM
Age: 19-24
Skin: Other, Other, Not Sure
Hair: Other, Other, Other
Eyes: Other
I LOVE this product. I began using it 5 years ago and I absolutely love it. I haven't had any bad side effects maybe because I only use it maybe once a month and only on my front teeth since that's all people can see. No point in wasting the gel in the back where my teeth are hidden. I use it for 5-10 minutes at a time depending on how long it has been since my last usage. The result lasts about a month and then it's time to do it all over again. I'm sure it's not as good as what your dentist can do, but for $7, I can't complain about that. I've tried whitening strips and those made my teeth super sensitive, I've tried whitening mouth wash with the matching toothpaste and it did nothing. This product along with Rembrandt Extreme Whitening is the best in my opinion, for teeth whitening at home.
on 8/5/2013 8:35:00 AM
Age: 30-35
Skin: Normal, Olive, Not Sure
Hair: Brown, Other, Other
Eyes: Green
Love this product! Notice a pretty good difference after one 15 minute use. I know it say 5 minutes and you can use it for just 5 but I am a smoker so I went with 15. And it live up to its claim. Def whitened teeth. Not as good as a dentist whitening but for the money an time PERFECT! Always keep it on hand just for upkeep.
on 7/1/2013 1:27:00 AM
Age: 30-35
Skin: Sensitive, Fair, Not Sure
Hair: Brunette, Other, Other
Eyes: Green
This stuff us amazing. Got it for about $9, had very low expectations because all varieties of Whitestrips, the Rembrandt kits and other products never worked well for me. Two days in, I saw a huge difference. After 2 weeks, unbelievable improvements in my coffee/soda/red wine stained teeth. No increased sensitivity, which is a huge plus! I used the gel with moldable mouthguards (from a different whitening kit) and did 15 minutes at each treatment. Will never buy a different tooth whitening product because this stuff is so much more effective (and cheaper!).the moth trays that come with the kit (also includes a stain preventing mouth rinse) are not so great, that's my only complaint. Will definitely buy again.
on 4/17/2013 4:12:00 PM
Age: 30-35
Skin: Combination, Fair-Medium, Not Sure
Hair: Blond, Other, Other
Eyes: Green
I bought this because of all the good reviews, and I'm afraid I've found it hopeless. It seems to have managed to sensitise my teeth without doing much in the way of whitening them, which is exactly the opposite of what I wanted. I've just found it in the back of the bathroom cabinet, thrown it away and gone back to using Crest Whitestrips.
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text:
North Shore Traffic & Parking Info For Sept. 22
Thousands of sports fans will pack the North Shore Sunday for the Pirates final home game of the regular season and Steelers game against the Chicago Bears.
North Shore Lots Prepping For Busy Sports Sunday
Sunday will be a Pittsburgh sports-a-holic kind of day.
Traffic, Parking Restrictions In Effect For Sunday's Steelers Game
The Pittsburgh Steelers are asking for the public's help to avoid a parking mess on the North Shore Sunday.
Fans Prepping For Busy Sports Weekend On The North Shore
As packed as the North Shore was Friday night for the Pirates game, daylight will undoubtedly bring even more cars to the lots.
Kenny Chesney Fans Pack North Shore For Concert
It's a huge party and the summer kick off that tens of hundreds of Pittsburghers wait for every year.
Boaters Picking Out The Perfect Spot Ahead Of Kenny Chesney Concert
It is a sure sign of summer time. Country music star Kenny Chesney is returning to Heinz Field this weekend for his No Shoes Nation Tour. And when Kenny comes to town, it's always a party.
Best Pulled Pork In Pittsburgh
The most mouth-watering Pittsburgh barbecue joints boast the best pulled pork in the area.
Food & Games: The Blog Comes To Life In TV Form
When I came on with the station a few weeks after it's launch, I was told that in addition to hosting talk shows and doing sports updates, there would be opportunity to write for the CBS Pittsburgh website.
Bad Weather Survival Guide to Tailgating in Pittsburgh
Although the weather outside is frightful, your tailgate can still be delightful as long as you heed this advice for tailgating in Pittsburgh's tumultuous winter weather.
Bathroom Guide for Heinz Field Tailgaters
Whether you've had a few too many cold ones or the kids have waited until the last second to let you know that nature's calling, when you've got to go, you've got to go. And when you're in a hurry, it helps to know where to go when tailgating at Pittsburgh's Heinz Field.
How To Stay Safe While Tailgating In Pittsburgh
To be certain that your next tailgate is an enjoyable time, follow these tips and guidelines designed to keep you safe while tailgating in Pittsburgh.
History of Tailgating in Pittsburgh
In celebration of the team's 80th season anniversary, here's a look at the history of tailgating in Pittsburgh, including past and present stadiums, the evolution of The Terrible Towel and the ultimate tailgating treats and eats.
Best Local Transportation To Get To Heinz Field
Pittsburgh's Heinz Field is accessible by many different forms of transportation, including personal vehicles. But who really wants to fight their way through the city's notorious tunnel traffic, regular road closures and restrictions and game-day congestion? Take advantage of Pittsburgh's best forms of local public transportation that will get you to the game with the least amount of stress and expense as possible.
Tailgate Timing For A Steelers Game
Before you head to the next Steelers home game, check out these tips for tailgate timing, including when to arrive at Heinz Field, when to head into the stadium for the game and how to plan your exit without getting stuck in the infamous Pittsburgh traffic.
Baddest Steelers Tailgate Mobile in Pittsburgh
You can serve all the hot wings and locally brewed beer you like, blast "The Steelers Polka" as loud as you can and show your love for the black and gold from head to toe, but a Steelers tailgate party just isn't the same without an amazing tailgating vehicle to get you to the game.


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I recently decided that blondies are my absolute favorite treat. They are chewy, flavorful and have delicious undertones of molasses due to the brown sugar. Plus, they're just like cookies but bigger and in brownie form. What's not to love about them?
My husband is a huge fan of brownies (he's quite the chocoholic) but I, on the other hand, prefer my treats to be a little less full of chocolate (I know, I'm shocked too).
Whenever we're both craving something sweet, I tend to bake blondies because they satisfy both of our cravings. Plus, they can be prepared and baked in minutes.
One of the best parts about blondies is that they are incredibly simple to prepare but they are packed full of delicious flavor. Plus, cleanup is a breeze since you only need one bowl, a pan and something to mix all of the ingredients.
Another great part about blondies is that there are so many different variations. Whenever I prepare them, I peruse my baking supplies cupboard and try to use up leftover ingredients. This time I had peanut butter chips and pecans on hand so I added them to the batch...and I could not have been happier with the result. The peanut butter chips added such a delicious richness to the blondies...they really kicked the flavor up a notch.
Peanut Butter and Pecan Blondies
- 1/2 cup (1 stick) and 2 tablespoons butter, melted
- 2 cups brown sugar
- 2 eggs
- 1 1/2 teaspoons vanilla
- 2 cups all-purpose flour
- 1 1/2 teaspoons baking powder
- 1/2 teaspoon salt
- 1/2 cup pecans
- 3/4 cup peanut butter chips
- Preheat oven to 350 degrees.
- Grease and flour a 9x13 pan (or, if you have a special brownie pan, go ahead and grease that...these pans are the best!).
- In a large bowl, mix together the butter, brown sugar, eggs and vanilla.
- Add flour, baking powder and salt and continue to mix.
- Fold in pecans and peanut butter chips, mixing until just combined.
- Press dough into pan and bake for 20 to 25 minutes (if using the special brownie pan, bake for an additional 5-10 minutes).
- Cool in pan and cut into 3x1 1/2 inch bars.


text:
Effective July 1, the partnership is intended to provide Online Candidate users with a larger array of both aesthetic and functional features as well as comprehensive analytics to make their online fundraising more dynamic.
"It's very easy to set customized fundraising pages, which will help our users be more effective in their online fundraising outreach," says Shane Daley, Partner at OnlineCandidate.com. "The intuitive signup and ease of use in building an effective donation system is also a good fit with our simple-to-use Online Candidate website management system."
Transaxt welcomes the partnership with Online Candidate because it is an opportunity for them to work collaboratively with an established service helping candidates improve their online presence. "The partnership will allow both Online Candidate and Transaxt to better meet the needs of our clients--by bringing them to the forefront of online campaigning. Users of Online Candidate will benefit from the many options Transaxt provides for online donation processing. By pairing the look and design of Online Candidate's websites with Transaxt's features to enhance online fundraising, new and existing users will be able to better reach their campaign's goals," states Marissa Fellows, Director of Marketing for Transaxt.
Users can sign up for Transaxt via the Resources page on OnlineCandidate.com. Existing Online Candidate clients can sign up through their website dashboard.
About OnlineCandidate.com
Since 2004, Online Candidate has provided political candidates powerful political website design services at an affordable price. For more information visit http://www.onlinecandidate.com
About Transaxt
Transaxt is a robust online donation platform that makes harnessing the fundraising power of the Internet simple and easy. It provides a scalable and reliable solution for accepting online donations so clients can focus on building relationships with supporters. For more information visit http://transaxt.com/


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Cheap LGG to San Jose flights
Popular Flights from Liege, Belgium
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Route information for flights from Liege to Norman Y. Mineta San Jose Intl..
5,569.11 miles
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Browse the most popular airlines servicing the San Jose (SJC) airport. Visit their flights pages to learn more about the most popular routes these carriers fly.


text: Powerful new book tells one mother's battle with the bottle Add to ... Featuring video from CTVNews.ca Published Friday, Apr. 26 2013, 2:00 PM EDT Last updated Thursday, May. 09 2013, 11:52 AM EDT Controversial book by Jowita Bydlowska rewinds her days as woman balancing the demands of a newborn and alcoholism Watch More Video: Treat your mom on Mother's Day with lovely rhubarb tarts How to make the perfect pancake Lobster strata for Mother's Day brunch Comments AA More Related to this Story Video: Sexually frustrated flies turn to booze Video: Former Olympian details mother's alcoholism in book Video: UK's sobering alcohol report


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1652 6PENCE Pine Tree Sixpence AU58 PCGS. CAC....
2009 February Long Beach, CA Signature US Coin Auction #1122
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|Printable auction results for all items in the 2009 February Long Beach, CA Signature US Coin Auction.
Exceptional 1652 Pine Tree Sixpence, Noe-33, AU581652 6PENCE Pine Tree Sixpence AU58 PCGS. CAC. Crosby 1-A, Noe-33, R.3. All known examples of the variety have the obverse off-center toward 12 o'clock, with the reverse properly centered. Although the variety is far from rare, Pine Tree sixpence as a group are scarcer than the shillings. This amazing piece has deep gray-brown patina with splashes of pale blue and light gold toning. Considerable luster is still visible on both sides. Among higher grade examples of the variety are the Eliasberg Mint State coin, four examples in the Hain Collection, and three examples in the Ford Collection. The present example is different than any of those pieces. This popular Colonial is the "pellets at trunk" variety, and is listed on page 37 of the 2009 Guide Book. (PCGS# 22)
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Welcome to TalkBass, the Premier Bass Player Community and Information Source. Register a FREE Account to post and unlock tons of features!
does ampeg care for customers? do they read our comments?
Discussion in 'Amps [BG]' started by solitario, Jan 25, 2013.
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21 January 2003 23:17 [Source: ICIS news]
HOUSTON (CNI)--Specialty chemicals producer Albemarle acquired the phenolic antioxidant business Tuesday of its former parent, Ethyl Corporation, for an undisclosed sum in a deal that allows Albemarle to enter the fuel and lubricant antioxidant market.
A spokesman for Albemarle told CNI the deal involves the transfer of no assets. Albemarle, which was created from Ethyl in 1994, has been making the products for Ethyl's phenolic antioxidant business at a plant in Orangeburg, South Carolina.
Neither company would reveal annual sales figures for the business.
In a statement, Baton Rouge, Louisiana-based Albemarle said the acquisition includes the family of antioxidants and blends used to extend the storage life and thermal stability of a broad range of fuel and lubricant products.
In addition, the deal includes patents and other intellectual property.
Richmond, Virginia-based Ethyl said in a statement its decision to sell follows an extensive strategic assessment of the company's businesses. That assessment determined the phenolic antioxidant business would not play a role in Ethyl's future focus.
Ethyl's senior vice president for strategy, Newton Perry, called the sale another step toward previously announced goals of debt reduction and a closer focus on core businesses.
The deal also includes a long-term supply agreement for Albemarle to continue serving Ethyl's internal phenolic antioxidant needs.
On the New York Stock Exchange, shares of Ethyl rose 4% to close at a price of $7.71, just below the 52-week high of $8.75 and well above the low of $2.70. Albemarle's shares closed at a price of $28.40, down 1.6% about midway between the 52-week high of $33 and the low of $22.50.
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Thread: Evergreen State
August 16th, 2002 #1narisiaril Guest
Evergreen State
I went and toured Evergreen State today, and I was pretty impressed w/ it. Has anyone gone there? Do you think their art program is good? I'd appreciate any feedback.
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