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Cover Story: Parry and Advance
By: Karen A. Newman
Posted: December 10, 2007, from the December 2007 issue of GCI Magazine.
page 3 of 6
Scale and the expertise that comes from having 35 people in the perfume group are additional advantages. This group goes through a rigorous three-year training and meets to bounce ideas off each other at regular group sessions.
Hettich himself has no perfumery training and makes no claims of being a particularly good nose. But as he says, he does not select Febreze scents with his nose. He puts his trust in his in-house fragrance experts and those fragrance folks are in on the project with designers of other kinds right from the start, and he then selects with his intellect.
He also listens to his customers. Eight years ago, consumers accepted only odor cover up. Today, he says, consumers realize you can eliminate odor before you layer on a light scent, and odor elimination has risen to the top. In addition, those consumers have become more knowledgeable about fragrance and odor elimination.
“In addition to Febreze’s freshening credentials, P&G has drawn upon its core competencies, such as consumer understanding and perfume expertise, to bring these products to the air care market,” said Hettich. “We’re confident we’ll see a very strong consumer reception to both.”
Hettich’s early confidence in consumer reception of P&G’s air care products has been supported by solid numbers. Today, he is marketing director of air care, North America, with profit/loss responsibility for the Febreze portfolio: Fabric Refreshers, Air Effects and Noticeables. Responsible for P&G’s successful launch into the $6 billion air care market, Hettich’s role is to continually create and nurture the vision of where the company wants to go. “Where to go over next few years [is what] I am working on now. I’ve also got the resources—people, money and the early work—that enables the vision to go forward.”