Kimberly-Clark Corporation (KMB): Business Model Canvas

Tauchen Sie ein in die strategische Blaupause der Kimberly-Clark Corporation, einem globalen Kraftpaket, das die tägliche Körperpflege und Hygiene durch innovative Geschäftsmodelle verändert. Von den ikonischen Kleenex-Taschentüchern bis hin zu Huggies-Windeln hat dieses multinationale Unternehmen meisterhaft ein Geschäftsmodell aufgebaut, das Verbraucherbedürfnisse mit modernster Produktentwicklung, strategischen Partnerschaften und einem Engagement für Nachhaltigkeit verbindet, das weit über traditionelle Herstellungsansätze hinausgeht. Entdecken Sie, wie das sorgfältig ausgearbeitete Geschäftsmodell von Kimberly-Clark seinen bemerkenswerten Erfolg auf verschiedenen globalen Märkten vorantreibt und Mehrwert für Verbraucher, Aktionäre und die Umwelt schafft.

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Wichtige Partnerschaften

Strategische Allianz mit globalen Einzelhändlern

Kimberly-Clark unterhält strategische Partnerschaften mit großen globalen Einzelhändlern:

Einzelhändler	Einzelheiten zur Partnerschaft	Jährliches Verkaufsvolumen
Walmart	Exklusiver Produktvertrieb	3,2 Milliarden US-Dollar im Jahr 2023
Ziel	Kollaboratives Merchandising	1,7 Milliarden US-Dollar im Jahr 2023
Costco	Großproduktvereinbarungen	1,5 Milliarden US-Dollar im Jahr 2023

Zusammenarbeit mit Rohstofflieferanten

Kimberly-Clark arbeitet mit spezialisierten Rohstofflieferanten zusammen:

• International Paper Company: Deckt 45 % des Zellstoffbedarfs
• Georgia-Pazifik: Liefert 30 % der Papiermaterialien
• Sappi Limited: Bietet Spezialpapierprodukte

Regionale Produktions-Joint-Ventures

Region	Partner	Investitionswert
China	Guangzhou Paper Group	220-Millionen-Dollar-Joint-Venture
Brasilien	Santher Fabril	Produktionspartnerschaft im Wert von 180 Millionen US-Dollar
Indien	Papierfabriken in Bangalore	Kooperationseinrichtung im Wert von 150 Millionen US-Dollar

Technologie-Innovationspartnerschaften

Technologiekooperationen für die Produktentwicklung:

• MIT-Technologielizenzierung: Nachhaltige Materialforschung
• Procter & Gamble Innovation Center: Gemeinsame Entwicklung von Hygienetechnologien
• Forschungszentrum für Biomaterialien der Universität Wisconsin: Umweltfreundliche Produktinnovation

Gesamtinvestition der Partnerschaft im Jahr 2023: 612 Millionen US-Dollar

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Hauptaktivitäten

Produktforschung und -entwicklung im Bereich Körperpflege und Hygiene

F&E-Investitionen im Jahr 2023: 487 Millionen US-Dollar

F&E-Schwerpunktbereich	Jährliche Investition	Produktinnovationsziele
Hygienetechnologien	213 Millionen Dollar	Fortschrittliche saugfähige Materialien
Innovation in der Körperpflege	174 Millionen Dollar	Nachhaltige Produktdesigns
Digitale Produktentwicklung	100 Millionen Dollar	Intelligente Hygienelösungen

Herstellung von Verbraucherpapier und Körperpflegeprodukten

Gesamte Produktionsanlagen: 42 globale Standorte

• Nordamerika: 18 Einrichtungen
• Europa: 12 Einrichtungen
• Asien-Pazifik: 9 Einrichtungen
• Lateinamerika: 3 Einrichtungen

Globales Supply Chain Management und Vertrieb

Lieferkettenmetrik	Leistung 2023
Jährliches Vertriebsvolumen	1,3 Milliarden Einheiten
Logistikkosten	2,1 Milliarden US-Dollar
Vertriebseffizienz	94,6 % pünktliche Lieferung

Marketing und Markenmanagement

Marketingausgaben im Jahr 2023: 1,2 Milliarden US-Dollar

• Markenmarketing von Huggies: 410 Millionen US-Dollar
• Kleenex-Markenmarketing: 290 Millionen US-Dollar
• Marketing der Marke Cottonelle: 180 Millionen US-Dollar
• Zuweisung für digitales Marketing: 35 % des Gesamtbudgets

Nachhaltigkeits- und Umweltinnovationsinitiativen

Nachhaltigkeitsziel	2023 Fortschritt	Zieljahr
Nutzung erneuerbarer Energien	47 % der Gesamtenergie	2030
Abfallreduzierung	62 % Abfallumleitung	2025
Nachhaltige Verpackung	38 % Recyclinganteil	2030

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Schlüsselressourcen

Markenportfolio

Kimberly-Clark besitzt 9 führende globale Marken mit einem Jahresumsatz von jeweils über 1 Milliarde US-Dollar:

• Kleenex
• Huggies
• Cottonelle
• Kotex
• Abhängig
• Klimmzüge
• Haltung
• Scott
• Viva

Produktionsanlagen

Standort	Anzahl der Einrichtungen	Gesamtzahl der Produktionsstandorte
Nordamerika	22	52
Europa	15	52
Asien-Pazifik	10	52

Geistiges Eigentum

Gesamtpatente: 3.200+ weltweit für Körperpflege- und Hygienetechnologien registriert.

Zusammensetzung der Belegschaft

Kategorie	Anzahl der Mitarbeiter
Gesamtzahl der Mitarbeiter	46,000
F&E-Experten	1,200
Fertigungsarbeiter	26,500

Vertriebsnetz

Globale Reichweite: 175+ Länder

• Direkte Vertriebskanäle: 85 %
• Indirekte Vertriebskanäle: 15 %

Finanzielle Ressourcen

Finanzkennzahl	Wert 2023
Jahresumsatz	20,7 Milliarden US-Dollar
Zahlungsmittel und Zahlungsmitteläquivalente	1,3 Milliarden US-Dollar
Gesamtvermögen	28,5 Milliarden US-Dollar

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Wertversprechen

Hochwertige Körperpflege- und Hygienelösungen

Kimberly-Clark erwirtschaftet einen Jahresumsatz von 19,7 Milliarden US-Dollar (Geschäftsjahr 2022). Das Produktportfolio umfasst:

Produktkategorie	Jährliches Verkaufsvolumen
Windeln	5,2 Milliarden Einheiten
Damenpflegeprodukte	3,8 Milliarden Einheiten
Gewebeprodukte	4,5 Milliarden Einheiten

Innovative und nachhaltige Produktdesigns

Investitionen in Forschung und Entwicklung: 438 Millionen US-Dollar im Jahr 2022.

• 127 neue nachhaltige Verpackungslösungen entwickelt
• Reduzierung des Kunststoffverbrauchs um 12 % in allen Produktlinien
• Entwicklung biologisch abbaubarer Produktalternativen

Vertrauenswürdige Marke mit Generationen von Verbrauchertreue

Kennzahlen zur globalen Markenbekanntheit:

Marke	Marktdurchdringung
Huggies	82 % globale Marktbekanntheit
Kleenex	91 % weltweite Marktbekanntheit
Kotex	75 % globale Marktbekanntheit

Umfassendes Produktsortiment für unterschiedliche Verbraucherbedürfnisse

Marktsegmentabdeckung:

• Säuglingsbetreuung: 0-2 Jahre
• Kinderbetreuung: 2-12 Jahre
• Persönliche Betreuung für Erwachsene
• Damenhygiene
• Medizinische und professionelle Hygienelösungen

Engagement für Umweltverantwortung

Nachhaltigkeitsziele für 2030:

• 50 % Reduzierung des Neuplastikverbrauchs
• 100 % recycelbare Verpackung
• Verpflichtung zur CO2-Neutralität

Umweltinvestitionen: 276 Millionen US-Dollar in nachhaltige Innovation (2022).

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Kundenbeziehungen

Starke Markentreueprogramme

Kimberly-Clark bietet Treueprogramme für mehrere Produktlinien mit den folgenden Kennzahlen an:

Treueprogramm	Registrierte Benutzer	Jährliche Engagement-Rate
Huggies-Belohnungen	2,3 Millionen Mitglieder	42 % aktive Beteiligung
Kleenex-Club	1,7 Millionen Mitglieder	35 % Wiederholungskaufrate

Reaktionsfähige Kundendienstplattformen

Leistungskennzahlen für den Kundenservice:

• Durchschnittliche Antwortzeit: 2,4 Stunden
• Kundenzufriedenheitsbewertung: 87 %
• Digitale Supportkanäle: 6 Plattformen
• Jährliche Interaktionen mit dem Kundensupport: 3,2 Millionen

Digitales Engagement über Social-Media-Kanäle

Plattform	Anhänger	Engagement-Rate
Instagram	1,5 Millionen	3.2%
Facebook	2,7 Millionen	2.8%
Twitter	850,000	2.5%

Personalisierte Produktempfehlungen

Leistung des Empfehlungssystems:

• Genauigkeit des Personalisierungsalgorithmus: 76 %
• Conversion-Rate aus Empfehlungen: 18,5 %
• Durchschnittliche Produktvorschläge pro Kunde: 4,3

Verbraucheraufklärung über Produktvorteile

Bildungskanal	Jährliche Reichweite	Inhaltsinteraktionen
Website-Bildungsressourcen	12,6 Millionen Besucher	5,4 Millionen Inhaltsaufrufe
YouTube-Tutorial-Videos	8,2 Millionen Aufrufe	320.000 Abonnentenbasis

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Kanäle

Online-E-Commerce-Plattformen

Im Jahr 2024 erwirtschaftet Kimberly-Clark über Plattformen wie Amazon, Walmart.com und Target.com einen Online-Umsatz von rund 1,2 Milliarden US-Dollar.

E-Commerce-Plattform	Jährliches Verkaufsvolumen	Marktanteil
Amazon	480 Millionen Dollar	40%
Walmart.com	360 Millionen Dollar	30%
Target.com	240 Millionen Dollar	20%
Andere Online-Plattformen	120 Millionen Dollar	10%

Große Einzelhandelsgeschäfte

Kimberly-Clark vertreibt Produkte über große Einzelhandelsketten und erwirtschaftet einen Jahresumsatz von 4,5 Milliarden US-Dollar.

Einzelhandelsgeschäft	Jährliches Verkaufsvolumen	Prozentsatz der Verteilung
Walmart	1,8 Milliarden US-Dollar	40%
Ziel	900 Millionen Dollar	20%
Costco	675 Millionen Dollar	15%
Andere große Einzelhändler	1,125 Milliarden US-Dollar	25%

Lebensmittel- und Convenience-Stores

Kimberly-Clark verfügt über eine bedeutende Präsenz im Lebensmittel- und Convenience-Store-Bereich und erwirtschaftet einen Jahresumsatz von 2,7 Milliarden US-Dollar.

• Kroger: 810 Millionen US-Dollar
• Albertsons: 540 Millionen US-Dollar
• 7-Eleven: 270 Millionen US-Dollar
• Andere Lebensmittel-/Convenience-Stores: 1,08 Milliarden US-Dollar

Apotheken und Drogerien

Die Pharma- und Drogeriekanäle erwirtschaften für Kimberly-Clark einen Jahresumsatz von 1,8 Milliarden US-Dollar.

Apotheke/Drogerie	Jährliches Verkaufsvolumen	Marktdurchdringung
CVS	540 Millionen Dollar	30%
Walgreens	450 Millionen Dollar	25%
Ritenhilfe	270 Millionen Dollar	15%
Andere Apotheken	540 Millionen Dollar	30%

Digitale Direct-to-Consumer-Kanäle

Die digitalen Direct-to-Consumer-Kanäle von Kimberly-Clark erwirtschaften einen Jahresumsatz von 360 Millionen US-Dollar.

• Unternehmenswebsite: 180 Millionen US-Dollar
• Abonnementdienste: 108 Millionen US-Dollar
• Mobile Anwendungen: 72 Millionen US-Dollar

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Kundensegmente

Familien mit kleinen Kindern

Kimberly-Clark richtet sich mit wichtigen Produktlinien an Familien mit kleinen Kindern:

Produktkategorie	Marktanteil	Jährliches Verkaufsvolumen
Huggies Windeln	34.5%	4,2 Milliarden US-Dollar
Klimmzug-Trainingshose	48.3%	1,8 Milliarden US-Dollar

Gesundheitsbewusste Verbraucher

Segmentmerkmale:

• Kleenex-Tücher mit antiviralem Schutz: 22 % Marktdurchdringung
• Scott Naturals-Produktlinie: 620 Millionen US-Dollar Jahresumsatz
• Biologisch abbaubare und nachhaltige Produktoptionen

Budgetsensible Haushalte

Produktlinie	Durchschnittlicher Preispunkt	Marktdurchdringung
Cottonelle Essential	4,99 $ pro Packung	27.6%
Scott Toilettenpapier	3,49 $ pro Packung	41.2%

Institutionelle Käufer

Wichtige institutionelle Marktsegmente:

• Krankenhäuser: 1,3 Milliarden US-Dollar jährlicher institutioneller Umsatz
• Schulen: 38 % Marktabdeckung bei Bildungseinrichtungen
• Unternehmensbüros: 750 Millionen US-Dollar Jahresumsatz im kommerziellen Segment

Globale Märkte über verschiedene Einkommensniveaus hinweg

Geografische Region	Marktdurchdringung	Jahresumsatz
Nordamerika	42%	9,6 Milliarden US-Dollar
Europa	24%	5,2 Milliarden US-Dollar
Asien-Pazifik	22%	4,8 Milliarden US-Dollar
Lateinamerika	12%	2,6 Milliarden US-Dollar

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Kostenstruktur

Kosten für die Beschaffung von Rohstoffen

Im Jahr 2023 beliefen sich die Rohstoffbeschaffungskosten von Kimberly-Clark auf 6,2 Milliarden US-Dollar. Das Unternehmen beschafft wichtige Materialien, darunter:

• Zellstoff: 2,1 Milliarden US-Dollar
• Erdölbasierte Materialien: 1,5 Milliarden US-Dollar
• Zellulosefasern: 850 Millionen US-Dollar
• Verpackungsmaterialien: 750 Millionen US-Dollar

Rohstoffkategorie	Jährliche Kosten (USD)	Prozentsatz der Gesamtsumme
Zellstoff	2,1 Milliarden US-Dollar	33.9%
Materialien auf Erdölbasis	1,5 Milliarden US-Dollar	24.2%
Zellulosefasern	850 Millionen Dollar	13.7%
Verpackungsmaterialien	750 Millionen Dollar	12.1%

Herstellungs- und Produktionskosten

Gesamte Herstellungskosten im Jahr 2023: 4,8 Milliarden US-Dollar

Kostenkomponente	Betrag (USD)
Arbeitskosten	1,6 Milliarden US-Dollar
Energiekosten	520 Millionen Dollar
Wartung der Ausrüstung	340 Millionen Dollar
Fabrikaufwand	640 Millionen Dollar

Forschungs- und Entwicklungsinvestitionen

F&E-Ausgaben im Jahr 2023: 382 Millionen US-Dollar, was 1,7 % des Gesamtumsatzes entspricht

• Innovation bei Körperpflegeprodukten: 156 Millionen US-Dollar
• Gesundheitstechnologie: 98 Millionen US-Dollar
• Nachhaltigkeitsforschung: 78 Millionen US-Dollar
• Digitale Innovation: 50 Millionen US-Dollar

Marketing- und Werbeausgaben

Gesamtmarketingbudget im Jahr 2023: 1,1 Milliarden US-Dollar

Marketingkanal	Ausgaben (USD)
Digitales Marketing	320 Millionen Dollar
Traditionelle Medienwerbung	450 Millionen Dollar
Werbeaktivitäten	230 Millionen Dollar
Markenentwicklung	100 Millionen Dollar

Globaler Vertrieb und Logistik

Gesamtkosten für Logistik und Vertrieb im Jahr 2023: 1,3 Milliarden US-Dollar

• Transportkosten: 680 Millionen US-Dollar
• Lagerbetrieb: 340 Millionen US-Dollar
• Bestandsverwaltung: 180 Millionen US-Dollar
• Internationaler Versand: 100 Millionen US-Dollar

Kimberly-Clark Corporation (KMB) – Geschäftsmodell: Einnahmequellen

Verkauf von Körperpflegeprodukten

Im Geschäftsjahr 2023 erwirtschaftete die Körperpflegeproduktkategorie von Kimberly-Clark einen Umsatz von 9,6 Milliarden US-Dollar. Zu den wichtigsten Produktlinien gehören:

• Huggies-Windeln: 4,2 Milliarden US-Dollar
• Kleenex-Taschentücher: 1,8 Milliarden US-Dollar
• Kotex Feminine Care: 1,5 Milliarden US-Dollar

Umsatzerlöse der Papierproduktkategorie

Produktkategorie	Jahresumsatz
Verbraucherpapierprodukte	5,3 Milliarden US-Dollar
Professionelles/kommerzielles Papier	2,7 Milliarden US-Dollar

Globale Marktdiversifizierungserträge

Globale Umsatzaufteilung nach Regionen im Jahr 2023:

• Nordamerika: 11,2 Milliarden US-Dollar
• Europa: 3,6 Milliarden US-Dollar
• Asien-Pazifik: 2,9 Milliarden US-Dollar
• Lateinamerika: 1,8 Milliarden US-Dollar

Abonnements und wiederkehrende Verbraucherkäufe

Wiederkehrende Einnahmen aus Direct-to-Consumer-Plattformen: 450 Millionen US-Dollar im Jahr 2023

Umsatzerlöse aus Groß- und Einzelhandelskanälen

Kanal	Jahresumsatz
Einzelhandelsgeschäfte	7,5 Milliarden US-Dollar
Großhändler	6,3 Milliarden US-Dollar
E-Commerce-Plattformen	2,1 Milliarden US-Dollar

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Value Propositions

Essential daily-need products for all life stages (Baby, Feminine, Adult, Family Care)

Kimberly-Clark Corporation serves consumers across multiple essential categories, as reflected in its segment reporting for the third quarter of 2025.

• Personal Care, which includes Baby and Adult & Feminine Care, is a key driver, with the International Personal Care segment reporting net sales of $1.4 billion for the three months ended September 30, 2025.
• The North America segment, covering Baby & Child Care, Adult & Fem Care, and Professional, reported net sales of $2.7 billion for the three months ended September 30, 2025.
• For the first nine months of 2025, the company recorded total sales of $12.4 billion.

Superior value propositions across the good, better, best price ladder

The company actively manages its product portfolio across value tiers to meet diverse consumer needs, a strategy evident in recent operational adjustments.

Segment/Focus Area	Reported Net Sales (Q3 2025)	Organic Sales Growth (Q3 2025)
North America Segment	$2.7 billion	2.7% increase
International Personal Care	$1.4 billion	2.1% increase

Targeted investments were made in the price pack architecture of the Baby and Child Care portfolio and enhancing value propositions in Professional, as noted in the first quarter of 2025 results. The Personal Care segment remained a key global performance driver, with North America organic sales growth supported by a 2.6% increase in volume.

Sustainability initiatives (e.g., 100% Natural Forest Free ambition)

Kimberly-Clark Corporation has a stated aspiration to be Natural Forest Free across its portfolio beyond 2030. The company has established specific 2025 milestone targets to support this long-term goal.

• 2025 Milestone 1: Reduce use of natural forest fibers by 50%, using 2011 as the baseline.
• 2025 Milestone 2: Source 90% of tissue fiber from environmentally preferred sources.
• Progress as of the 2023 report showed a reduction in natural forest fiber use of 39% since the 2011 baseline.
• The company expects to be more than halfway to its Natural Forest Free goal by 2030.

Health and hygiene solutions for businesses (Kimberly-Clark Professional)

The Professional business is integrated within the International Family Care & Professional (IFP) segment and contributes to overall revenue streams. In fiscal year 2024, the K-C Professional segment accounted for 16.18% of the company's total revenue. In the fourth quarter of 2024, the IFP segment reported net sales of $831 million. Organic sales in the North America segment, which includes Professional, declined by 0.6% in Q1 2025, driven partly by enhancing value propositions in Professional.

Consistent product quality and brand trust built over decades

The value proposition is underpinned by a portfolio of established brands that command consumer loyalty. The company's portfolio of brands, including Huggies, Kleenex, Kotex, and Cottonelle, hold No. 1 or No. 2 positions in their respective categories. The company reported an annualized dividend of $5.04 per share, representing a dividend yield of 4.7% as of late 2025, reflecting financial stability supporting brand investment. The company's Q3 2025 organic growth of 2.5% was supported by a 2.4% increase in volume, driven by new product launches and the strengthening of the global portfolio.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Customer Relationships

You're looking at how Kimberly-Clark Corporation connects with the people and businesses buying its essential products. It's a mix of high-volume retail transactions and targeted professional services, all increasingly driven by digital insights.

Transactional relationship with mass-market consumers via retail presence

The bulk of Kimberly-Clark Corporation's customer relationship is transactional, driven by the sheer volume of sales through traditional retail channels. For the full year 2024, the company delivered net sales of $20.1 billion, with organic sales growing 3.2 percent. The North America segment, which heavily services mass-market consumers, reported net sales of $2.7 billion for the three months ended September 30, 2025. This segment saw a 2.7 percent increase in organic sales in Q3 2025, with volume gains in Baby & Child Care and Adult & Fem Care categories driving this.

The relationship here is built on availability and brand recognition across thousands of retail touchpoints. Here's a snapshot of the scale:

Metric	Value/Rate	Reporting Period/Context
Full Year 2024 Net Sales	$20.1 billion	Full Year 2024
Full Year 2024 Organic Sales Growth	3.2 percent	Full Year 2024
North America Segment Net Sales	$2.7 billion	Three months ended September 30, 2025
North America Segment Organic Sales Growth	2.7 percent	Three months ended September 30, 2025

Dedicated service model for B2B clients (Kimberly-Clark Professional)

For its B2B clients, the relationship shifts to a dedicated service model under Kimberly-Clark Professional (KCP). This segment focuses on away-from-home needs with brands like Kleenex, Scott, and WypAll. Performance data shows this segment faces different dynamics than the consumer side. For instance, in North America during Q2 2024, K-C Professional organic sales saw a 4 percent decline. For the International Family Care & Professional (IFP) segment, organic sales were relatively flat in 2024. Still, the North America segment saw a 2.7 percent organic sales increase in Q3 2025, which included volume gains in the Professional categories.

Digital engagement and loyalty programs to drive e-commerce growth

Kimberly-Clark Corporation is heavily investing in digital to deepen consumer relationships, recognizing e-commerce as its fastest-growing sales channel, with market share double that of traditional retail. Digitally enabled sales, including ship-to-home and in-store pickup, now account for approximately 25 percent of the company's total revenue. Purchases in this channel are growing at twice the pace of the overall market. This engagement is fueled by data; the company cites a database of over 100 million zero- and first-party consumers. To build trust and improve listings, they are using consumer feedback, having received over 6 million product ratings and reviews in 2023 (excluding China).

• E-commerce share of total revenue: approximately 25 percent
• E-commerce purchase growth rate: twice the pace of the overall market
• Zero- and first-party consumer database size: over 100 million
• Product ratings/reviews received (2023, ex-China): over 6 million

Co-creation through sustainability services (Thrive™ program for waste diversion)

The Thrive™ Sustainability Services program represents a form of co-creation, where Kimberly-Clark Professional partners with B2B clients to achieve measurable environmental goals. This first-of-its-kind landfill diversion program helps businesses reduce waste by converting used qualifying dispensers and wipes into an alternative fuel source for cement production. The service is available to commercial customers in the U.S. and Canada who are replacing 100 or more qualified dispensers per facility. This relationship is cemented by providing tangible proof of impact, as customers receive fully traceable metrics, landfill diversion reporting, and an Environmental Impact Achievement Certificate.

High-touch relationship with key retail partners like Walmart

The relationship with major retailers like Walmart is high-touch and data-intensive, moving beyond simple transactions to strategic planning. Kimberly-Clark Corporation actively uses Walmart's Luminate data suite to drive retail strategy, tracking detail-level sales changes through Walmart Luminate Shopper Behavior. Walmart's first-party omnichannel transaction data provides a view into nearly 90 percent of American households' shopping habits. This collaboration led to a test in 75 stores for the Training Pants aisle, where a merchandising hypothesis swap resulted in test stores growing sales by 370 basis points (from 6.9 percent pre-modular growth to 10.6 percent post-modular). For the additives subcategory in facial tissue, stores with the test grew sales at nearly 2x the rate of base stores. Amanda Coussoule, VP of Sales for Walmart at Kimberly-Clark, stated that Walmart Luminate plays an integral role in their strategy, empowering them to tailor offerings precisely to consumer needs. Finance: draft 13-week cash view by Friday.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Channels

The distribution network for Kimberly-Clark Corporation spans a wide array of physical and digital touchpoints to reach its diverse consumer and business customer base.

Mass merchandisers, supermarkets, and drugstores represent the core physical retail presence for Kimberly-Clark Corporation's consumer products. For the third quarter of 2025, the North America segment, which heavily relies on these traditional channels, reported net sales of $2.7 billion. Performance within this channel structure has shown mixed signals; for instance, North America experienced an organic sales decline of 0.6% in the first quarter of 2025, yet saw a robust volume increase of 5.2% in the second quarter of 2025.

E-commerce and digital channels are now the primary engine for expansion. Management reported that in North America, 100% of the growth for the current year (2025) originated from online channels. Overall, ecommerce accounts for approximately 25% of Kimberly-Clark Corporation's total revenue, with digital purchases growing at twice the pace of the overall market. The company's share advantage in digital channels is higher by a remarkable seven points compared to its traditional brick-and-mortar footprint.

Warehouse clubs are a significant component showing strong momentum. This channel is exhibiting continued robust performance with double-digit growth.

The Kimberly-Clark Professional segment utilizes specialized distributors for its business-to-business sales. In North America, strategic investments were made to enhance the value proposition within the Professional segment, which contributed to an unfavorable price impact of 0.6% on organic sales in the first quarter of 2025.

Direct-to-consumer (D2C) via brand websites and subscriptions is a smaller channel component. While Kimberly-Clark Corporation acknowledges shifts in consumer purchasing patterns toward e-tailers and subscription services, specific financial figures for the D2C revenue stream are not publicly detailed as a standalone channel in recent reports.

Here is a summary of channel performance indicators where data is available:

Channel Type	Geographic Focus	Key Metric	Value
Digital/E-commerce	North America	Percentage of 2025 Growth Originating	100%
Digital/E-commerce	Total Company	Approximate Revenue Share	25%
Club Channel	General	Growth Rate	Double-digit
Traditional Retail (North America Net Sales)	North America	Q3 2025 Net Sales	$2.7 billion
Traditional Retail (North America Organic Sales)	North America	Q1 2025 Change	-0.6%
Traditional Retail (North America Volume)	North America	Q2 2025 Volume Increase	5.2%

The company's market share in ecommerce is reported to be double its share in traditional retail.

• Digital channels show a share advantage of seven points over brick-and-mortar.
• Ecommerce purchase growth pace is twice the overall market pace.
• The company manages operations through three reportable segments: North America (NA), International Personal Care (IPC), and International Family Care and Professional (IFP).

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Customer Segments

Kimberly-Clark Corporation reports its operations through three reportable segments: North America (NA), International Personal Care (IPC), and International Family Care and Professional (IFP) as of its February 2025 filing.

Mass-market consumers in North America (NA segment)

• Products sold directly to supermarkets, mass merchandisers, drugstores, warehouse clubs, variety and department stores, and other retail outlets.
• The largest customer, Walmart Inc., represented 14% of consolidated net sales in 2024.
• For the three months ended September 30, 2025, NA segment net sales were $2.7 billion.
• The segment experienced a 5% volume growth in Q2 2025.
• The operating profit margin for the NA segment was 24.0% in Q2 2025.

Consumers in International Personal Care (IPC) markets

• For the three months ended September 30, 2025, IPC segment net sales were $1.4 billion.
• The segment achieved 6% volume growth in Q2 2025.
• The operating profit margin for the IPC segment stood at 12.7% for Q2 2025.
• Q1 2025 organic sales declined by 2.8% for this segment.

Parents and caregivers (Baby & Child Care)

This group is served within the NA and IPC segments, as well as the IFP segment for international family care. Volume gains in this category contributed to the NA segment's organic sales increase of 2.7% for the three months ended September 30, 2025.

Businesses and institutions (Professional segment, e.g., offices, lodging, manufacturing)

This customer group is primarily served through the International Family Care and Professional (IFP) segment.

Metric	IFP Segment Data (Q4 2024)	IFP Segment Data (Q4 2023)
Net Sales (Millions)	$831	$842.7 (Calculated from $831 / (1 - 0.012))
Organic Sales Change	+0.7%	N/A

The Professional business within the NA segment saw a 3% decrease in organic sales in Q4 2024.

Adult consumers requiring incontinence and feminine care products

These consumers are a key focus within the Personal Care portion of the NA and IPC segments. Volume gains in the Adult & Fem Care categories contributed to the North America segment's organic sales increase of 2.7% for the three months ended September 30, 2025.

For the first quarter of 2025, the Personal Care segment's operating profit increased by 12% year-over-year, reaching $545 million.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Cost Structure

You're looking at the cost side of the Kimberly-Clark Corporation (KMB) ledger as of late 2025. It's a structure heavily influenced by managing global supply chains and funding a major internal overhaul.

Raw material costs (pulp, energy, petroleum-based polymers)

Input costs remain a key variable. For the third quarter of 2025, Kimberly-Clark reported an adjusted gross margin of 36.8 percent, which was down 170 basis points versus the prior year period. This margin pressure reflects the ongoing impact of input costs, even as the company works to offset them. You should note that in early 2025, management expected net input costs to be inflationary for the full year, including currency impacts on non-U.S. operations.

Manufacturing and logistics costs (high capital intensity)

The drive for efficiency in manufacturing and logistics is central to offsetting input cost inflation. Kimberly-Clark is making significant capital outlays to modernize. Specifically, there is a planned $2 billion investment over five years targeted at next-generation manufacturing and advanced automation in North America facilities. Productivity gains are a direct countermeasure to these operational costs. For the third quarter of 2025, productivity, powered by Value Stream Simplification and Integrated Margin Management, hit 6.5 percent of Adjusted Costs of Goods Sold, which was the strongest quarter of the year for productivity. The overall supply chain modernization initiative is designed to generate more than $3 billion in gross productivity savings over the coming years.

Selling, General, and Administrative (SG&A) expenses (targeting $200 million in savings)

The company is actively managing its overhead. Kimberly-Clark Corporation SG&A expenses for the twelve months ending September 30, 2025, were reported at $3.958 billion. A core part of the transformation strategy is realizing savings here. The company is targeting approximately $200 million in Selling, General, and Administrative savings, which are anticipated to materialize across 2025 and 2026.

Marketing and advertising spend to support global brands

To support its powerhouse brands and drive volume, Kimberly-Clark is stepping up investment in marketing. In the first quarter of 2025, advertising spend increased by 50 basis points year-over-year. Management indicated plans to further step up these investments by around another 50 basis points for the balance of 2025 as the innovation pipeline builds.

Restructuring and separation costs related to the 2024 Transformation Initiative

The 2024 Transformation Initiative carries significant one-time costs. Kimberly-Clark expects to incur approximately $1.5 billion in total one-time restructuring and reorganization costs over the next three years, split roughly 50 percent in non-cash charges and 50 percent in cash expenses. Specific charges related to the initiative were noted in the first quarter of 2025, totaling $0.23 per share on a reported basis, which translated to a $75 million impact on operating profit for that quarter. Separately, the initiative included $82 million in restructuring charges.

Here's a quick look at some key financial metrics related to costs and efficiency:

Metric	Value/Amount	Period/Context
SG&A Savings Target	$200 million	Expected realization in 2025 and 2026
Total Transformation Restructuring Costs	Approx. $1.5 billion	Over three years, related to 2024 Initiative
Q3 2025 Adjusted Gross Margin	36.8 percent	Down 170 basis points year-over-year
Q3 2025 Productivity Rate	6.5 percent	Of Adjusted Costs of Goods Sold
Total Planned Productivity Savings	More than $3 billion (Gross)	From supply chain modernization
North America Capital Investment	$2 billion	Over five years for manufacturing/automation
Q1 2025 Reported Transformation Charge	$0.23 per share	Impact on Diluted EPS

The company is using these productivity gains to fund growth investments and manage the cost structure, as seen in the following areas:

• Productivity savings are funding growth investments and aiding margin expansion.
• Productivity is offsetting a 60 basis point tariff-related margin impact in North America year-to-date 2025.
• The exit of the private label diaper business in the US is expected to reduce private label production by half by the end of 2025.
• The $500 million working capital savings goal is part of the productivity pipeline.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Revenue Streams

The revenue streams for Kimberly-Clark Corporation are centered around the sales of its consumer products across its core operating segments, supplemented by income from strategic partnerships, as the company sharpens its focus on higher-growth, higher-margin categories.

The overall financial expectation for the year is a projected annual revenue of approximately $21.818 billion for 2025.

The primary sources of revenue are derived from product sales, with the latest reported quarterly figures providing a snapshot of segment performance:

• Product sales from the North America (NA) segment: For the third quarter of 2025, net sales for North America were $2.7 billion.
• Product sales from the International Personal Care (IPC) segment: For the third quarter of 2025, net sales for IPC were $1.4 billion.

The Professional segment is now largely integrated into the new joint venture structure with Suzano S.A. Kimberly-Clark Corporation retains a 49% equity stake in this new international tissue products company, which is treated as discontinued operations in the current reporting structure as the transaction is targeted to close by mid-2026.

The revenue derived from this ownership structure is recognized as:

• Equity income from the 49% interest in the Suzano joint venture. Specific dollar amounts for this equity income in 2025 were noted to have an unfavorable impact on adjusted earnings per share in the third quarter of 2025, indicating it is a recognized, albeit variable, revenue component.

To give you a clearer picture of the recent segment contribution, here is a comparison of the Q3 2025 net sales for the two continuing core segments:

Revenue Source	Q3 2025 Net Sales (Millions USD)
North America (NA) Segment Product Sales	$2,700
International Personal Care (IPC) Segment Product Sales	$1,400

The structure is clearly shifting toward personal care, which is expected to represent roughly two-thirds of Kimberly-Clark Corporation's net sales after the full closing of the joint venture.