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Brent crude drops to $73 a barrel on June 24 2026.

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P&G CEO, Bob McDonald, says the company will focus on getting things right in the North American market, before investing further in emerging markets. Price increases in the U.S. market for powdered laundry detergent, automatic dishwashing detergent, oral care, blades and razors, have led to loss of market share and P&G is working to reverse this situation by lowering the prices. After becoming CEO in 2009, McDonald pushed hard to increase sales in emerging markets- during the 70's and 80's P&G had neglected developing countries- and this now makes up 37% of sales, up from 20% in 2000. But margins are smaller in emerging markets, and there was a sense among shareholders that P&G had lost its focus in the largest markets in the U.S. and Europe.

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P&G's plans for additional 4000 job cuts after the 1600 already planned for the 2012 fiscal year. This move and other actions including changes to its advertising budget are expected to generate cost savings of $10 billion by 2016. The nonmanufacturing workforce will be reduced by 10% by 2013 for annual savings of $800 millon by fiscal year 2014. $1 billion in savings comes from moving to digital and other forms of advertising. $6 billion in savings would be generated from less costly packaging materials and supply chain efficiency improvements. By using concentrated forms of detergent products less packaging will be needed. Anaysts say P&G's cost structure compares poorly with competitors- with 31.5% of revenue going to selling, general and administrative expenses, compared to 28.1% for household product companies. At the same time as these cuts are made, P&G plans to add 20 new plants in Brazil, China, S. Africa and Poland.

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P&G will continue its strategy of introducing bargain priced brands, even as it developes and markets premium and super premium brands to reach consumers across a whole spectrum of prices. Even with this effort revenue is expected to grow only slightly by 1-2 % in 2009 and 2010.

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A.G. Lafley returns to P&G to take over from Robert McDonald as CEO. Lafley retired from the CEO position 4 years ago. He worked his way up in the detergent division starting as brand assistant for Joy dishwashing liquid in 1977. McDonald's role as CEO was marked by weak growth in the U.S. for P&G's premium priced brands during the period following the financial crisis of 2008-2009, when consumers were becoming frugal. McDonald increased emphasis on emerging markets but this could not make up for weak growth in P&G's largest market in N. America. Lafley had built up the premium brands during his period as CEO, and not focussed enough on reducing costs of manufacturing and overhead as much as competitors. This turned into a problem for P&G when consumers became more frugal and price conscious. In 2000 Lafley was brought back the first time after the abrupt departure of CEO Durk Jager following a large earnings shortfall and decline in share price. This time private investor Ackman had pushed for McDonald's replacement....

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Procter and Gamble's new CEO, Robert McDonald, set a new goal of over half a million customers a day for five years, hoping to add people in remote villages of China, India and other developing countries for its shampoos, toothpaste, diapers and other products. In many places people are not even familiar with the products like diapers, and need education about the benefits and use. McDonald sees the potential as just "absolutely amazing, amazing." And under the prior CEO, Lafley, progress was made in Mexico, and developing countries are now 32% of the $78 billion in sales, up from 23% four years ago in 2005. Sales are doubling every 4 years in these countries. In Mexico the marketing at low price points throughout Mexico has moved sales per capita to $20, which compares to $1 for India and $3 for China. The idea is to move China, India and places like Nigeria up to the Mexican level. McDonald sees sales growth of $40 billion with this move. Distribution is a challenge, and new ways to use these products and their design for low price markets and local customer habits is needed to make this a success. Families that don't use diapers are encouraged to start using them only once a day at night to promote restful sleep, and young girls are introduced to feminine hygiene pads. Shampoo is in tiny packets for 1-2 uses and may cost no more than an egg. Even though this puts P&G in head on competition with better established Colgate and Unilever, P&G executives see the efforts of all 3 companies actually helping to educate the people in using these products and broadening the market for all. ...

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P&G 's focus on premium priced brands is questioned as being the right strategy at a time when private label brands are putting pressure on suppliers for lower prices.

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P&G CEO Lafley achieved cost reduction and reducing product lines during his return as CEO, but failed to increase growth which is at about 2% as he hands the CEO position to David Taylor.

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P&G CEO Lafley, says the company will shed about 90-100 smaller brands that generate about 10% of sales so that it can focus on the bigger brands such as Tide, Pampers, and others. Era, Cheer laundry detergent, Metamucil are some of the smaller brands. Lafley says its not size alone but whether its the preferred brand of shoppers. One such sale was pet food brands for $1 billion. About $8 billion can be generated in this way. At the same time P&G is moving into related brands such as the adult pamper business.

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Critical points in Burnham's program for Britain in speech on June 29 2026 as at the Manchester People's History Museum covered by The Guardian- Devolution- "It will be about offering new opportunities to extend devolution in Scotland, Wales and Northern Ireland by taking power deeper down." Cost of living "We will set out 10-year plans to bring down the cost of … essentials to individuals, families and businesses." Reindustrialize Britain region by region "We will support every region to set clear and credible industrial ambitions – and provide the support to achieve them." Burnham said he will “safeguard sovereign manufacturing and production capability across the country in critical sectors like steel, defence, energy, food and farming”.  Public ownership of Utilities for major services such as water, energy, transport. Work done in transport in Manchester as a sound example. "We will ensure all parts of the UK are able to take greater public control of essential services like water, housing, energy and transport …" Housing supply- a huge housing building program. Britain has lost almost 1.5m council homes since the 1980s and around the same number of people are now on housing waiting lists and have been there for a very long time. Streets and Neighborhoods pulled out of decline.  "Shouldn’t we make our high streets the symbols of Britain’s renaissance?" Education and Employment- "We need a complete rethink of how we support the next generation to succeed, and it has to start with the education system." Reform of Westmeinster and Whitehall- "They require radical change if the country is to get back on track." ...

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P&G increases prices of Tide with Febreze by 25% by cutting package size.

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On the hope for the world that can be created through the example of the 1.4 billion people of India combined with the 290 million people of Indonesia PM Modi told the Indonesian parliament-"On this great soil of Indonesia, I come before you with confidence in our shared journey of development. I come with the conviction that, together, India and Indonesia can inspire humanity with renewed hope, purpose, and energy. When the 1.4 billion people of India and the 290 million people of Indonesia move forward together with shared purpose and collective effort, the world will witness the making of a new chapter in history. India is a nation that believes not in expansionism, but in development. That is why we are guided by the principle: Sabka Saath, Sabka Vikas—Together with all, development for all." On the civilizational dialogue between India and Indonesia PM Modi said- "India, Indonesia, and the Indian Ocean – these very names bear witness to the deep and enduring bonds between our two nations. For thousands of years, our ports connected the world, and our ships carried trade, culture, and ideas across distant shores. The seas continue to hold immense opportunities for our shared future. It is with the vastness of this ocean as our inspiration that I invite you today to take India–Indonesia relations to even greater heights." "Honourable Members, India and Indonesia share far more than the sea—we share a common history. Our relationship is rooted in the timeless legacy of the Ramayana and the Mahabharata. In the wisdom of Nalanda that reached these shores centuries ago. In the traditions of Wayang, dance and music. We are connected through magnificent monuments such as Borobudur and Prambanan. We are united by Garuda, the national emblem of Indonesia." On the struggle for independence and shared history- "Friends, there is so much that our ancestors experienced together. Both our peoples endured long periods of foreign rule. Our two nations also attained independence at nearly the same time-Indonesia in 1945, and India in 1947. And when the question of Indonesia’s sovereignty as an independent nation arose, India stood firmly in support of Indonesia’s freedom struggle and became a strong voice for its cause at the United Nations. During that defining period, the role played by the respected Biju Patnaik remains a shining chapter in our shared history. The courage and determination with which he safely brought Prime Minister Sutan Sjahrir and Vice President Mohammad Hatta to India forged an even deeper bond between our two nations."   ...

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US can working with all countries find replacement for Hormuz supplies. The meetings with Iraqi prime minister Zaidi at the White House are one part of an extended effort that includes China, India, UAE, EU, Venezuela, other oil producers and oil consuming countries and regions with expanding shift to renewable energy (India, China, EU). Chevron and other companies plan to invest $60 billion in oil projects in Iraq including Kirkuk to Baniyas pipeline. The plan is to ramp up Iraqi oil production to the 4.5 million barrels a day Iraqi production by rebuilding or putting  new pipeline from Iraq to the Syrian coast on the Mediterranean. This is activity from the White House to replace Hormuz as this will keep the US out of a prolonged conflict. The media has not covered the replacement of Hormuz as a viable option to bypass the conflict, leaving a naval blockade in place, and continuing focus on domestic priorities with China, India, EU and other major nations all working together in this direction. China's economy is weak, India's needs trade and technology infusion, EU needs US cooperation and trade, all 3 powers keenly interested in a different path than one put forward by Iran of prolonged and unneeded conflicts for 4 billion people in these largest economies and the 4 billion people in Africa other Asia, and Latin America. That is 8 billion people's interests vs 45 million in Iran (if IRGC has only half the population's support in rural Iran, small towns). Can 5% of the world's population determine the direction of the 95%? Can culture wars in the US which heavily determine the distortions appearing in the NYT,  and the ideological wars on capitalism vs socialism in the WSJ, Republican vs Democrats midterms and other election politics distorted presentation, be allowed to obscure this fact that 95% of the world's people including Americans are interested in fixing drug cartels and fentanyl, fixing dilapidated infrastructure, in building new housing, in tackling oil prices, not the bombing of targets in the Middle East (limiting such action to nuclear weapons facilities not using force in Hormuz). China adds 4 million barrels a day by finding alternatives sources. UAE and Saudis are increasing production outside Hormuz, UAE outside of OPEC. Iraq can add 3 million barrels a day from 1.5 million barrels a day in June 2026 to 4.5 million barrels a day. Because Venezuela's current production is about 1 million barrels a day it can ramp this up to 3.5 adding 2.5 million barrels a day. The chart below shows how Hormuz can be replaced and the task ahead for nations and regions representing 8 billion people in the world. UAE 2 million barrels a day via pipelines, Saudi add 2 million barrels a day via pipelines, Iraq 3 million barrels a day via pipelines, China 4 million barrels a day by alternative sources, India 2 million barrels a day from alternative sources and renewable energy target upgrade, Venezuela 2.5 million barrels a day,  US  1 million barrels a day, Other - Guyana, Canada, Brazil. Shown alongside is a report from Goldman Sachs analysis which come to a similar conclusion and with facts on each specific region's ramp up of oil supplies to replace Hormuz in a race against time.So that Hormuz will be left behind, so that the world and the US of 8 billion people can pursue other priorities of peaceful cooperation, to achieve "life, liberty and the pursuit of happiness" as the Founders aspirations and the world's aspirations.     ...