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Your cover story on" Procter & Gamble (Oct. 5) was excellent-but I'm mad I You didn't mention one word about the best daytime program on radio: Pepper Young's Family...

Author: /time Magazine | Title: Letters, Oct. 26, 1953 | 10/26/1953 | See Source »

Evidently the long-winded yarn has been a feature of Procter & Gamble advertising for some time. I have a full page verse narrative (154 lines of rhymed couplets) telling the story of Ivory Soap for readers of a juvenile magazine back...

Author: /time Magazine | Title: Letters, Oct. 26, 1953 | 10/26/1953 | See Source »

Nevertheless, U.S. industry is discovering some distinct and valuable principles. One is the principle that decentralization is the key to producing executives. Such corporations as Du Pont and Procter & Gamble (TIME, Oct. 5) have found that separating a huge complex into distinct divisions-each with its own chief executive responsible for his own costs and his own profits-develops initiative, command and responsibility...

Author: /time Magazine | Title: Business: Industry Needs More Good Executives | 10/12/1953 | See Source »

...forward-looking Procters knew how to take care of their employees as well as themselves. They pioneered (1887) in profit sharing, and last year P. & G.'s employees got $8,000,000, or 8.7% of total company profits before taxes. Colonel William Cooper Procter, third-generation boss of P. & G. and a leading Episcopalian layman, had a still more modern idea. For years P. & G.'s production had fluctuated with the buying whims of wholesalers. If the wholesalers thought prices were heading higher, they loaded up; if prices seemed to be going down, they cut back sharply...

Author: /time Magazine | Title: SELLING: The Cleanup Man | 10/5/1953 | See Source »

...Procter forthwith cut down on outside middlemen, and by setting up a network of P. & G.'s own distributors, flattened out the peaks and valleys. In 1923 P. & G. installed its guaranteed-employment plan, first of its kind in the U.S., and assured hourly workers 48 weeks' employment a year. In those days, such advanced management methods were nothing short of revolutionary. Today, they are considered a normal part of labor relations at P. & G. They have cut employee turnover from 133.7% to less than 1% a year, kept the company unhampered by outside unions and major strikes...

Author: /time Magazine | Title: SELLING: The Cleanup Man | 10/5/1953 | See Source »

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