AS HOME to some of the world's most populous countries, Asia spells a gigantic gold mine for makers of consumer products such as shampoos, detergents and razors.

But cracking this market takes more than just slick TV advertisements hawking existing wares, realised Ms Deb Henretta, 46, who has been tasked with growing the entire Asia business of Procter & Gamble (P&G) since July.

For the global consumer products giant - with brands such as Pantene, Oral-B and Pampers - the key is to tailor products to the pockets and needs of low-income consumers.

'We'd like to get P&G products into the hands of as many Asian consumers as possible,' said the Singapore-based Ms Henretta, who was recently promoted to the new role of Asia group president of P&G.

'One of the things that we're challenged by is the fact that there are a lot of low-income consumers out here,' she added.

'So we're having to rethink our business model, so that we can provide products of very, very high quality but that are affordable to consumers with lower incomes.'

Ms Henretta, who has been with P&G since 1985, is known for being the first woman and mother to head its global baby-care arm and turning it around into a US$7 billion (S$10.5 billion) business. Before her latest appointment, she was already based here as P&G's president for Asean, Australasia and India.

Ms Henretta raised the examples of how P&G successfully wooed the diaper market in India and the laundry market in the Philippines.

Last year, after speaking to consumers and retailers in the market with the most number of babies, Pampers developed a bikini design that suited India's tropical heat.

To allow frequent checks by mothers, Pampers also introduced an easily re-sealable fastening system in place of tapes, which wear out more quickly.

In addition, it priced the diapers as low as 20 rupees or 70 cents.

In the Philippines, the team behind the Tide laundry detergent brand also went back to customers to come back with a new formula. It went on to re-establish its market leadership.

The new Tide delivered on local needs and budgets, and was 'not over-engineered in a way the Filipino consumer isn't interested in', noted Ms Henretta.

Launched in April last year, Tide took two months to restore its leading place in the market and it now enjoys 'high double-digit' growth rates.

Ms Henretta also plans to grow P&G's Asian market by building brand loyalty and improving its distribution infrastructure in various countries.

This month, she has an additional role, having joined the board of Singapore's Economic Development Board (EDB).

'We look at Singapore as sharing our company's passion for innovation,' she said.

On the EDB board, her focus is on 'how we can create an environment that facilitates innovation - great innovation'.

That, she said, boils down to developing talent.

'In the end, innovation begins with people. It's people who come up with great ideas, great ideas fuel innovation, innovation fuels growth.'

--------------------------------------------------------------------------------

Encouraging Innovation

'In the end, innovation begins with people. It's people who come up with great ideas, great ideas fuel innovation, innovation fuels growth.'
MS HENRETTA, on the importance of developing talent MEETING DEMAND

'We're having to rethink our business model, so that we can provide products of very, very high quality but that are affordable to consumers with lower incomes.'
MS HENRETTA, on catering to the many low-income consumers in the region

Is this article useful to you?