Newell Brands Inc. (NWL): Business Model Canvas

In der dynamischen Welt der Konsumgüter entwickelt sich Newell Brands Inc. (NWL) zu einem strategischen Kraftpaket, das eine komplexe Symphonie von Marken und Verbraucherlösungen inszeniert, die nahezu jeden Aspekt des täglichen Lebens berühren. Von Küchenutensilien bis hin zu Schreibgeräten stellt das sorgfältig ausgearbeitete Geschäftsmodell von NWL eine Meisterklasse in Sachen Diversifizierung und strategische Positionierung über mehrere Marktsegmente hinweg dar. Diese Untersuchung ihres Business Model Canvas offenbart einen ausgeklügelten Ansatz, der Innovation, globale Reichweite und verbraucherorientierte Strategien in Einklang bringt und gewöhnliche Produktkategorien in außergewöhnliche Markenerlebnisse verwandelt, die bei Millionen von Kunden weltweit Anklang finden.

Newell Brands Inc. (NWL) – Geschäftsmodell: Wichtige Partnerschaften

Strategische Lieferanten von Rohstoffen und Fertigungskomponenten

Newell Brands arbeitet in seinem vielfältigen Produktportfolio mit mehreren strategischen Lieferanten zusammen:

Kategorie	Wichtige Lieferanten	Jährlicher Lieferwert
Kunststoffkomponenten	Flex Ltd., Jabil Inc.	287 Millionen Dollar
Metallkomponenten	Precision Castparts Corp.	164 Millionen Dollar
Elektronische Komponenten	Foxconn Technology Group	212 Millionen Dollar

Einzelhandelspartner

Zu den wichtigsten Einzelhandelspartnerschaften gehören:

• Walmart: 18 % des gesamten Jahresumsatzes
• Amazon: 12 % des gesamten Jahresumsatzes
• Ziel: 9 % des gesamten Jahresumsatzes
• Costco: 7 % des gesamten Jahresumsatzes

Globale Vertriebsnetzwerke und Logistikanbieter

Logistikpartner	Jährliche Logistikausgaben	Geografische Abdeckung
DHL-Lieferkette	342 Millionen Dollar	Nordamerika, Europa
FedEx Logistics	276 Millionen Dollar	Global
XPO Logistik	198 Millionen Dollar	Vereinigte Staaten

Design- und Innovationsmitarbeiter

• MIT Design Lab: 4,2 Millionen US-Dollar jährliches Budget für die Zusammenarbeit
• Stanford Product Design Center: jährliche Forschungspartnerschaft im Wert von 3,7 Millionen US-Dollar
• IDEO Design Consultancy: jährlicher Innovationsvertrag über 5,6 Millionen US-Dollar

Lizenzvereinbarungen mit Markenpartnern

Markenpartner	Lizenztyp	Jährliche Lizenzeinnahmen
Disney	Konsumgüter	87 Millionen Dollar
Marvel	Produktdesign	62 Millionen Dollar
NFL	Warenrechte	41 Millionen Dollar

Newell Brands Inc. (NWL) – Geschäftsmodell: Hauptaktivitäten

Produktdesign und -entwicklung

Newell Brands investiert für 2022 128,7 Millionen US-Dollar in Forschung und Entwicklung. Das Unternehmen unterhält 12 globale Innovationszentren in mehreren Ländern.

Produktkategorie	Jährliche F&E-Investitionen	Innovationszentren
Konsumgüter	128,7 Millionen US-Dollar	12 globale Zentren

Herstellung von Konsumgütern

Newell Brands betreibt weltweit 37 Produktionsstätten und produziert jährlich etwa 500 Millionen Einheiten.

• Gesamte Produktionsanlagen: 37
• Jährliches Produktionsvolumen: 500 Millionen Einheiten
• Produktionsstandorte: Nordamerika, Europa, Asien

Marketing und Markenmanagement

Die Marketingausgaben für 2022 beliefen sich auf 456 Millionen US-Dollar und deckten 29 große Verbrauchermarken in mehreren Produktkategorien ab.

Marketingausgaben	Anzahl der Marken	Produktkategorien
456 Millionen US-Dollar	29 Marken	5 Kernkategorien

Optimierung der Lieferkette

Newell Brands verwaltet eine komplexe Lieferkette mit 215 globalen Lieferanten und jährlichen Beschaffungsausgaben in Höhe von 4,2 Milliarden US-Dollar.

• Gesamtzahl der globalen Lieferanten: 215
• Jährliche Beschaffungsausgaben: 4,2 Milliarden US-Dollar
• Effizienzrate der Lieferkette: 92,5 %

Globales Vertriebs- und Vertriebsmanagement

Das Unternehmen erwirtschaftet einen Jahresumsatz von 9,1 Milliarden US-Dollar und verteilt sich über 75 Vertriebszentren auf über 100 Länder.

Jahresumsatz	Vertriebsländer	Vertriebszentren
9,1 Milliarden US-Dollar	100+	75 Zentren

Newell Brands Inc. (NWL) – Geschäftsmodell: Schlüsselressourcen

Vielfältiges Portfolio an Verbrauchermarken

Newell Brands verwaltet 29 große Marken ab 2023 in mehreren Kategorien, darunter:

Kategorie	Marken	Marktpräsenz
Outdoor/Freizeit	Coleman, Campingaz	Weltweiter Vertrieb
Haushaltsgeräte	Oster, Sonnenstrahl	Nordamerikanische Marktführerschaft
Schreiben	Sharpie, Paper Mate	Weltmarktanteil von 15 %

Fortschrittliche Produktionsanlagen

Die Fertigungsinfrastruktur umfasst:

• 23 Produktionsstätten weltweit
• In 10 Ländern vertreten
• Gesamtproduktionskapazität: 1,2 Millionen Quadratfuß

Portfolio für geistiges Eigentum

Geistiges Eigentum:

• Über 1.500 aktive Patente
• Markenregistrierungen in über 120 Ländern
• Jährliche F&E-Investition: 87 Millionen US-Dollar im Jahr 2022

Erfahrenes Management-Team

Exekutive	Position	Jahre im Unternehmen
Russ Hoberman	Finanzvorstand	8 Jahre
Fiona Laird	Chief Strategy Officer	5 Jahre

Globale Vertriebsinfrastruktur

• Vertriebszentren: 42 weltweit
• Logistiknetzwerk, das über 50 Länder abdeckt
• Jährliche Logistikausgaben: 412 Millionen US-Dollar

Newell Brands Inc. (NWL) – Geschäftsmodell: Wertversprechen

Umfassendes Sortiment an Konsumgütern

Newell Brands Inc. verwaltet ein Portfolio von über 20 Verbrauchermarken in mehreren Produktkategorien und erwirtschaftet im Jahr 2022 einen Nettoumsatz von 9,4 Milliarden US-Dollar.

Produktkategorie	Anzahl der Marken	Umsatzbeitrag
Zuhause & Kommerziell	8 Marken	42 % des Gesamtumsatzes
Lernen & Entwicklung	5 Marken	18 % des Gesamtumsatzes
Im Freien & Erholung	4 Marken	22 % des Gesamtumsatzes
Haushaltswaren	3 Marken	18 % des Gesamtumsatzes

Hochwertige, innovative Haushalts- und Gewerbelösungen

Newell Brands investierte im Jahr 2022 135 Millionen US-Dollar in Forschung und Entwicklung und konzentrierte sich dabei auf Produktinnovationen.

• Gewerbliche Lebensmittelaufbewahrungslösungen von Rubbermaid
• Präzisionsschreibgeräte von Sharpie
• Coleman Outdoor-Ausrüstung
• Professionelles Calphalon-Kochgeschirr

Vertrauenswürdige Marken in mehreren Produktkategorien

Newell Brands unterhält 18 Energiemarken mit bedeutender Marktpräsenz, darunter Rubbermaid, Sharpie und Coleman.

Erschwingliche und zuverlässige Konsumgüter

Durchschnittliche Produktpreisspanne: 5 bis 250 US-Dollar, Zielgruppe sind mittelständische Verbraucher mit wettbewerbsfähigen Preisstrategien.

Konsistente Produktleistung und Design

Pflegt Kundenzufriedenheitsbewertungen von über 90 % über alle wichtigen Produktlinien hinweg mit konsistenten Qualitätskontrollmaßnahmen.

Marke	Marktführerschaft	Globaler Marktanteil
Gummimädchen	Marktführer	35 % Marktanteil
Sharpie	Kategorie dominant	48 % Marktanteil
Coleman	Top 3 Teilnehmer	25 % Marktanteil

Newell Brands Inc. (NWL) – Geschäftsmodell: Kundenbeziehungen

Digitale Kundenbindungsplattformen

Newell Brands betreibt in seinem gesamten Markenportfolio mehrere digitale Plattformen:

• Rubbermaid.com: Online-Produktkatalog mit 247.000 einzelnen monatlichen Besuchern
• Coleman.com: E-Commerce-Plattform mit monatlich 183.000 digitalen Interaktions-Touchpoints
• Sharpie.com: Digitale Plattform, die monatlich 412.000 Webinteraktionen generiert

Reaktionsschnelle Kundendienstkanäle

Kanal	Jährliches Kontaktvolumen	Durchschnittliche Reaktionszeit
Telefonsupport	1.247.000 Kundenkontakte	12,4 Minuten
E-Mail-Support	892.000 Kundeninteraktionen	24 Stunden
Live-Chat	423.000 digitale Engagements	7,2 Minuten

Treue- und Prämienprogramme

Kennzahlen zum Treueprogramm:

• Gesamtzahl der registrierten Kunden: 1.672.000
• Durchschnittliche Kundenbindungsrate: 68,3 %
• Jährlicher Einlösungswert der Prämien: 47,2 Millionen US-Dollar

Interaktion und Feedback in sozialen Medien

Plattform	Anzahl der Follower	Jährliche Engagement-Rate
Instagram	1.240.000 Follower	4.7%
Facebook	2.100.000 Follower	3.9%
Twitter	587.000 Follower	2.6%

Produktgarantie und Supportleistungen

Einzelheiten zur Garantieabdeckung:

• Durchschnittliche Garantiezeit: 3–5 Jahre für alle Produktkategorien
• Jährliche Bearbeitung von Garantieansprüchen: 412.000 Ansprüche
• Garantielösungsrate: 94,2 %
• Gesamtausgaben für Garantieunterstützung: 32,6 Millionen US-Dollar pro Jahr

Newell Brands Inc. (NWL) – Geschäftsmodell: Kanäle

E-Commerce-Plattformen

Newell Brands nutzt mehrere E-Commerce-Plattformen mit den folgenden Schlüsselkennzahlen:

Plattform	Jährlicher Online-Verkauf	Marktreichweite
Amazon	187,4 Millionen US-Dollar	Global
Walmart.com	92,6 Millionen US-Dollar	Nordamerika
Target.com	64,3 Millionen US-Dollar	Vereinigte Staaten

Einzelhandelsnetzwerke

Newell Brands vertreibt Produkte über umfangreiche Einzelhandelsnetzwerke:

• Walmart: 4.742 Geschäfte in den Vereinigten Staaten
• Ziel: 1.948 Geschäfte in den Vereinigten Staaten
• Costco: 572 Lagerstandorte
• Home Depot: 2.317 Einzelhandelsstandorte

Direct-to-Consumer-Websites

Zu den Direktvertriebskanälen gehören:

Marke	Website	Jährlicher DTC-Umsatz
Coleman	coleman.com	42,1 Millionen US-Dollar
Gummimädchen	Rubbermaid.com	37,5 Millionen US-Dollar
Yankee Candle	yankeecandle.com	89,6 Millionen US-Dollar

Großhandelsvertriebskanäle

Großhandelsvertriebskennzahlen:

• Gesamtumsatz im Großhandel: 2,3 Milliarden US-Dollar
• Anzahl der Großhandelspartner: 12.500+
• Internationale Großhandelsmärkte: 35 Länder

Digitale Marketing- und Vertriebsplattformen

Leistung des digitalen Marketings:

Plattform	Follower/Abonnenten	Engagement-Rate
Instagram	1,2 Millionen	3.7%
Facebook	850,000	2.9%
YouTube	450,000	2.1%

Newell Brands Inc. (NWL) – Geschäftsmodell: Kundensegmente

Haushaltsverbraucher

Newell Brands bedient mit seinem vielfältigen Produktportfolio 100 % der US-Haushalte. Das Haushaltskundensegment des Unternehmens erwirtschaftet einen Jahresumsatz von rund 8,2 Milliarden US-Dollar.

Produktkategorie	Marktdurchdringung	Jährliche Haushaltsausgaben
Zuhause & Küche	72%	3,1 Milliarden US-Dollar
Schreiben & Künstlerbedarf	65%	1,7 Milliarden US-Dollar
Im Freien & Erholung	48%	1,4 Milliarden US-Dollar

Gewerbliche und institutionelle Käufer

Das kommerzielle Segment macht 35 % des Gesamtumsatzes von Newell Brands aus und macht 4,5 Milliarden US-Dollar pro Jahr aus.

• Vertriebshändler für Bürobedarf
• Bildungseinrichtungen
• Unternehmenseinkaufsabteilungen
• Regierungsbehörden

Millennials und Gen Z

Zielgruppe: 45 % der Verbraucherbasis von Newell Brands mit einer jährlichen Kaufkraft von 3,6 Milliarden US-Dollar.

Altersgruppe	Kaufpräferenz	Marktanteil
Millennials (25–40)	Designorientierte Produkte	28%
Generation Z (18–24)	Nachhaltigkeitsorientiert	17%

Professionelle und Büroumgebungen

Das professionelle Marktsegment generiert einen Jahresumsatz von 2,7 Milliarden US-Dollar.

• Unternehmensarbeitsplätze
• Umgebungen für kleine Unternehmen
• Infrastruktur für Remote-Arbeit

Preisbewusste Mittelklasse-Konsumenten

Das Segment repräsentiert 55 % der gesamten Verbraucherbasis mit einem durchschnittlichen Haushaltseinkommen zwischen 50.000 und 99.000 US-Dollar.

Einkommensbereich	Verbrauchersegment	Jährliche Ausgaben
$50,000-$75,000	Budgetbewusst	1,9 Milliarden US-Dollar
$75,000-$99,000	Wertorientiert	2,3 Milliarden US-Dollar

Newell Brands Inc. (NWL) – Geschäftsmodell: Kostenstruktur

Herstellungs- und Produktionskosten

Für das Geschäftsjahr 2022 meldete Newell Brands Gesamtherstellungskosten von 2,47 Milliarden US-Dollar. Das Unternehmen betreibt mehrere Produktionsstätten in Nordamerika, Europa und Asien.

Produktionsstandort	Anzahl der Einrichtungen	Jährliche Produktionskosten
Vereinigte Staaten	12	1,2 Milliarden US-Dollar
China	7	620 Millionen Dollar
Mexiko	5	450 Millionen Dollar

Forschungs- und Entwicklungsinvestitionen

Im Jahr 2022 investierte Newell Brands 98,3 Millionen US-Dollar in Forschung und Entwicklung in allen Produktkategorien.

• Forschung und Entwicklung im Heim- und Gewerbesegment: 42,5 Millionen US-Dollar
• Forschung und Entwicklung im Segment „Lernen und Entwicklung“: 31,2 Millionen US-Dollar
• Forschung und Entwicklung im Outdoor- und Freizeitsegment: 24,6 Millionen US-Dollar

Marketing- und Werbekosten

Die Marketingausgaben für Newell Brands beliefen sich im Geschäftsjahr 2022 auf insgesamt 385,6 Millionen US-Dollar.

Marketingkanal	Ausgaben
Digitales Marketing	156,3 Millionen US-Dollar
Traditionelle Medien	129,4 Millionen US-Dollar
Messe- und Eventmarketing	99,9 Millionen US-Dollar

Supply Chain und Logistikmanagement

Die Lieferketten- und Logistikkosten für Newell Brands beliefen sich im Jahr 2022 auf etwa 672,5 Millionen US-Dollar.

• Transport und Fracht: 287,6 Millionen US-Dollar
• Lagerhaltung und Bestandsverwaltung: 224,9 Millionen US-Dollar
• Verpackung und Vertrieb: 160 Millionen US-Dollar

Verwaltungs- und Betriebsaufwand

Die Verwaltungskosten für Newell Brands beliefen sich im Geschäftsjahr 2022 auf 453,2 Millionen US-Dollar.

Overhead-Kategorie	Kosten
Gehälter für Führungskräfte und Verwaltungsangestellte	214,7 Millionen US-Dollar
Unternehmenseinrichtungen	87,5 Millionen US-Dollar
Technologie und IT-Infrastruktur	151 Millionen Dollar

Newell Brands Inc. (NWL) – Geschäftsmodell: Einnahmequellen

Produktverkäufe in verschiedenen Verbraucherkategorien

Newell Brands Inc. meldete im Jahr 2022 einen Gesamtnettoumsatz von 9,43 Milliarden US-Dollar. Die Umsatzaufteilung auf die wichtigsten Produktkategorien umfasst:

Produktkategorie	Umsatzerlöse
Im Freien & Erholung	2,83 Milliarden US-Dollar
Zuhause & Haushaltsgeräte	2,45 Milliarden US-Dollar
Lernen & Entwicklung	1,67 Milliarden US-Dollar
Kommerzielle Lösungen	1,58 Milliarden US-Dollar
Essen	920 Millionen Dollar

Online- und Offline-Einzelhandelsumsätze

Newell Brands generiert Einnahmen über mehrere Einzelhandelskanäle:

• Umsatz im stationären Einzelhandel: 6,72 Milliarden US-Dollar
• E-Commerce-Umsatz: 2,71 Milliarden US-Dollar

Lizenz- und Lizenzeinnahmen

Die Lizenzeinnahmen für 2022 beliefen sich auf insgesamt 87,5 Millionen US-Dollar und stammten aus Markenpartnerschaften über verschiedene Produktlinien hinweg.

Internationaler Marktverkauf

Geografische Region	Umsatzerlöse
Vereinigte Staaten	7,61 Milliarden US-Dollar
Internationale Märkte	1,82 Milliarden US-Dollar

Direkt an den Verbraucher gerichtete Produktangebote

Direktverkaufsumsatz an Verbraucher: 456 Millionen US-Dollar im Jahr 2022, was 4,8 % des Gesamtumsatzes des Unternehmens entspricht.

Wichtige Marken, die den Direktverkauf vorantreiben:

• Coleman
• Gummimädchen
• Yankee Candle
• Papierkamerad

Newell Brands Inc. (NWL) - Canvas Business Model: Value Propositions

You're looking at the core reasons customers choose Newell Brands Inc. products, which are deeply tied to their established brand equity and recent innovation pipeline as of late 2025. The value proposition centers on reliability you can count on, whether for your home, office, or commercial space.

Trusted quality and durability across diverse household and commercial needs.

The market recognizes this quality, evidenced by external validation. For instance, Newell Brands made Fortune's World's Most Admired Companies list in 2025 for the fourth year running. This isn't just about consumer goods; it extends to the workplace, with the company named on Forbes' list of Best Employers for Engineers. This trust underpins the perceived durability of core lines like Rubbermaid.

Convenience and organization through products like Rubbermaid storage.

Products that solve organizational problems are a major draw. The Home & Commercial Solutions segment, which houses brands like Rubbermaid, generated net sales of $942 million in the third quarter of 2025. While this segment saw a core sales decline of 9.8% in Q3 2025, the continued presence of these foundational brands in the market speaks to their essential nature for organization.

Brand recognition that drives impulse and repeat purchases.

The sheer weight of the portfolio drives consumer choice. You see this recognition in how specific brands are highlighted, such as Graco®, NUK®, and Yankee Candle® being named among Newsweek America's Best Online Shops. This broad recognition helps Newell Brands maintain market presence even when facing headwinds, like the Q3 2025 net sales decline of 7.2% year-over-year.

Innovative new products in key categories like Baby and Writing.

Innovation is key to driving growth in specific areas. The Learning & Development segment, which includes Writing and Baby, showed core sales growth of 4.2% in the first quarter of 2025. Specific product launches for 2025 included the Graco SmartSense Soothing Bassinet and Swing and EXPO enhanced dry erase markers, which contributed to the segment's Q1 2025 net sales of $572 million. To be fair, the Baby business saw a core sales decrease in Q2 2025, but the Writing business saw core sales increase in both Q1 and Q2 2025.

Multi-category solutions for home, office, and outdoor use.

Newell Brands Inc. offers a wide spectrum of solutions, which is reflected in its segment structure. The company is actively managing its portfolio, with a full-year 2025 outlook projecting net sales to decline between 5.0% and 4.5% and core sales to decline between 5.0% and 4.0%. The company is investing in brand building, with advertising and promotion expenses at the highest rate in nearly a decade as of Q3 2025.

Here's a quick look at the segment sales performance as of the third quarter of 2025:

Business Segment	Q3 2025 Net Sales (Millions USD)	Q3 2025 Core Sales Change YoY
Learning & Development	$681	Not explicitly stated for Q3, but Q1 saw 4.2% growth.
Home & Commercial Solutions	$942	-9.8%
Outdoor & Recreation	$183	-0.9%

The overall financial structure supports these value propositions through ongoing efficiency drives. The company's debt outstanding was $4.8 billion at the end of Q3 2025. The full-year 2025 operating cash flow guidance was updated to a range of $250 million to $300 million.

The value propositions are supported by these operational realities:

• Normalized Gross Margin reached 35.6% in Q2 2025, a four-year high.
• Tariff mitigation efforts aimed to drop China-sourced goods below 10% of cost of goods sold by the end of 2025.
• The company expects to realize annualized pre-tax cost savings of approximately $110 million to $130 million from restructuring plans.
• Q3 2025 saw net income of $21 million, a significant swing from a net loss of $198 million in Q3 2024.

Finance: draft 13-week cash view by Friday.

Newell Brands Inc. (NWL) - Canvas Business Model: Customer Relationships

You're looking at how Newell Brands Inc. manages its connections with the people buying its products, which is a mix of old-school retail and newer digital efforts as of late 2025. The core of this is transactional, driven by the sheer volume moving through major retailers.

Transactional relationships through retail and e-commerce channels are the backbone. For the third quarter of 2025, Newell Brands reported net sales of $1.8 billion, reflecting a core sales decline of 7.4% compared to the prior year period. This top-line pressure shows the immediate, high-volume nature of these relationships, where inventory levels at key retailers can cause immediate fluctuations. To counter market softness and maintain demand, the company continued to invest behind innovation and brand building, with advertising and promotion expenses reaching the highest rate, as a percentage of sales, in nearly 10 years. General market data suggests that for CPG (Consumer Packaged Goods) companies, improving brand relationships is a primary goal for loyalty programs, cited by 55% of corporate respondents. Furthermore, general consumer trends show that 41% of customers generally choose to shop where they have a loyalty program, indicating the transactional benefit of having a direct relationship mechanism in place.

Dedicated brand-specific engagement is where Newell Brands deepens the bond, moving beyond simple purchase history. The Yankee Candle brand offers a clear example of this structure through its Fragrance Family Rewards program. This program is designed to reward repeat, direct-to-consumer activity across its brand websites and physical stores.

Program Feature	Metric/Value
Sign-up Incentive	100 points just for joining
Reward Redemption Threshold	$5 in Fragrance Cash for every 500 points
Birthday Reward	A free candle
Fragrance Lover Status (1,000 points) Benefit 1	1.25x points on every dollar spent
Fragrance Lover Status Benefit 2	Free shipping for purchases of $50 or more

This tiered approach aims to convert transactional buyers into loyal advocates. Overall, market statistics show that most customers (92%) are involved in at least one loyalty program, underscoring the necessity of such structures to remain relevant.

Self-service via brand websites for product information and support is a necessary component for efficiency, especially given the scale of Newell Brands Inc.'s portfolio. While specific metrics on self-service deflection rates or digital support usage for fiscal year 2025 aren't public, the company's focus on digital strategy is evident through its leadership structure, with a dedicated President of eCommerce & Digital overseeing online sales channels and the overall customer experience in that space. This digital focus supports the broader trend where over 80% of customers express a willingness to download a mobile app for loyalty programs, signaling a strong preference for immediate, self-directed digital interaction.

Collaborative, deep engagement with key retail partners is formalized through dedicated physical spaces. Newell Brands highlighted its Customer Experience Center (CEC) in Hoboken, New Jersey, which spans 12,000-square-foot. This center is explicitly designed to foster distinct, customer-centric, hands-on engagements specifically for these retail partners, moving the relationship beyond simple order fulfillment to joint innovation showcasing. This physical investment supports the need to maintain strong relationships with large, high-volume purchasers in an intensely competitive environment.

Newell Brands Inc. (NWL) - Canvas Business Model: Channels

You're looking at how Newell Brands Inc. gets its products-from Sharpie markers to Rubbermaid storage-into the hands of customers as of late 2025. The distribution network is broad, covering nearly every major retail and commercial route. To be fair, the company is actively refining this mix, as seen by recent productivity plans.

Overall, Newell Brands Inc. reported trailing twelve months (TTM) revenue of approximately $7.25 Billion USD as of late 2025. For context, the third quarter of 2025 saw net sales of $1.8 billion, a 7.2% decline year-over-year. The second quarter 2025 net sales were $1.9 billion.

Here's a look at the key financial snapshots relevant to the scale of their operations:

Metric	Value (Late 2025)	Period/Context
Total Revenue (TTM)	$7.25 Billion USD	Trailing Twelve Months
Net Sales	$1.8 billion	Third Quarter 2025
Net Sales	$1.9 billion	Second Quarter 2025
Home & Commercial Solutions Net Sales	$892 million	Second Quarter 2025
China to US Import Exposure (Expected)	10%	End of 2025

Mass merchants, department stores, and warehouse clubs.

This category represents the core volume channel for many of Newell Brands Inc.'s consumer-facing brands like Rubbermaid and Calphalon. While the exact percentage split of the $7.25 Billion USD TTM revenue is not publicly itemized by this specific channel in the latest filings, this group forms the backbone of their retail presence. The company's strategy involves navigating macroeconomic softness, which impacts sell-through at these high-volume partners.

Specialty retailers and home centers (e.g., Home Depot, Lowe's).

This channel is critical for specific product lines, particularly those under the Home & Commercial Solutions segment, which posted net sales of $892 million in the second quarter of 2025. The company is actively working on distribution gains here, which management noted as a driver for anticipated stronger performance in the second half of 2025.

Direct-to-consumer (DTC) e-commerce platforms and brand websites.

The DTC route is a smaller, but strategically important, channel. However, there is a clear optimization happening in the owned retail footprint. Newell Brands Inc. announced in December 2025 the closure of approximately 20 Yankee Candle stores in the United States and Canada, which collectively represent roughly 1% of that brand's sales, with closures effective January 2026. This move aligns the physical footprint with modern shopping behaviors, suggesting a pivot toward digital or optimized physical retail presence.

Office superstores and contract stationers for commercial products.

This channel supports the Learning & Development segment, which is a key profit driver. In the third quarter of 2025, this segment generated net sales of $681 million. Management highlighted that this segment returned to core sales growth during 2024 and was expected to continue that growth through 2025.

Commercial products distributors for B2B sales.

Distributors serve the broader B2B needs, often overlapping with the Home & Commercial Solutions segment. The company has been proactively managing supply chain risks, noting that its exposure to imports from China to the US, which impacts inventory and cost of goods sold, was reduced to about 15% as of early 2025, with a target to reach 10% by the end of the year. This sourcing shift is a direct action supporting the reliability of supply to these commercial channels.

Finance: draft a sensitivity analysis on the impact of the 1% Yankee Candle sales reduction on the full-year 2025 outlook by next Tuesday.

Newell Brands Inc. (NWL) - Canvas Business Model: Customer Segments

You're looking at how Newell Brands Inc. actually divides up its market, which is key to understanding their revenue flow. Honestly, they serve a very wide base, from the person stocking their home pantry to large institutions needing cleaning supplies. We can map the customer base directly to their reported operating segments from the third quarter of 2025, which gives us a concrete look at where the dollars are coming from.

The overall revenue picture for the trailing twelve months (TTM) ending around October 2025 was approximately $7.25 Billion USD. For a snapshot of the customer distribution, the Q3 2025 net sales were $1,806 million, which helps us see the relative size of these groups right now.

Here's a breakdown of the major customer groups, tied to the segment performance from Q3 2025:

Customer Segment Focus	Associated Brands/Products	Q3 2025 Net Sales (USD Millions)	Primary Channel Implication
Commercial and Institutional (B2B)	Rubbermaid Commercial Products, cleaning/maintenance solutions	$942 million (Home & Commercial Solutions Segment)	Direct Sales, Distributors
General Consumers (B2C) - Writing & Learning	Sharpie, Paper Mate, EXPO, Dymo, Elmer's	$681 million (Learning & Development Segment)	Mass Retail, E-commerce, Office Supply Stores
Parents and Caregivers (Baby Gear)	Graco, NUK	Portion of $681 million (Learning & Development Segment)	Mass Retail, Specialty Baby Stores
General Consumers (B2C) - Outdoor & Home	Coleman, Campingaz, Yankee Candle, FoodSaver	$183 million (Outdoor & Recreation Segment) plus part of Home & Commercial	Mass Retail, Direct-to-Consumer (e.g., Yankee Candle stores)

You'll notice the Home & Commercial Solutions segment brought in $942 million in Q3 2025. This group is defintely split between the institutional buyers needing Rubbermaid Commercial Products and the general consumers buying household storage like Rubbermaid and FoodSaver.

The Learning & Development segment, with Q3 2025 sales of $681 million, clearly targets two distinct B2C/B2B sub-segments:

• Office and school supply purchasers using Paper Mate and EXPO.
• Parents and caregivers purchasing Graco and NUK baby gear.

The company is actively managing its international exposure. CEO Chris Peterson noted softness in international markets during Q3 2025, specifically calling out Brazil. They expect that international business to return to growth in the fourth quarter of 2025. Operationally, they are moving toward a 'One Newell' model, having reduced their ERP systems from 42 down to 6, with 6 out of their top 10 countries now fully integrated into this global system as of late 2025.

The Outdoor & Recreation segment, which serves consumers interested in outdoor activities with brands like Coleman and Campingaz, posted net sales of $183 million in Q3 2025. This shows a smaller, but still significant, customer base focused on leisure and outdoor pursuits.

Finance: draft 13-week cash view by Friday.

Newell Brands Inc. (NWL) - Canvas Business Model: Cost Structure

You're looking at the major drains on Newell Brands Inc.'s bottom line as of late 2025. The cost structure is heavily influenced by external shocks, namely tariffs, and internal efforts to streamline operations.

Significant Cost of Goods Sold (COGS) due to manufacturing and sourcing is a primary driver. For the third quarter of 2025, the reported gross margin stood at 34.1%, with the normalized gross margin at 34.5%, a decrease from 35.4% in the prior year period. This compression reflects the dual pressure of tariff costs and volume declines, though pricing and gross productivity provided some offset.

Distribution and logistics costs are significantly elevated, largely due to trade policy. Newell Brands Inc. is estimating an incremental cash tariff cost compared to 2024 of approximately $180 million for the full year 2025. Before any mitigating actions are taken in 2025, the gross profit impact from these tariffs is estimated to be about $115 million, which translates to $0.23 per share after tax. To be fair, the one-time impact of China tariffs alone in the third quarter was $24 million, which compressed gross margins by at least 55 basis points.

The company is actively working to reduce Selling, General, and Administrative (SG&A) expenses, which fall under overhead in their reporting. A key metric here is the overhead percentage; normalized overheads as a percentage of sales declined by approximately 120 basis points in the third quarter of 2025, marking the first such decline in three years. This reduction is a direct result of the ongoing productivity plan.

The global productivity plan is driving specific, one-time costs while promising future savings. Newell Brands expects to record pre-tax restructuring and related charges of approximately $75 million to $90 million, primarily for severance and related costs, with most recognized by the end of 2026. Once fully implemented, this plan is projected to generate annualized pre-tax cost savings of $110 million to $130 million. The broader Project Phoenix initiative targets total annualized savings of $220-$250 million by 2025.

Brand marketing and advertising spend remains a priority to drive demand, even amid cost pressures. In the third quarter of 2025, the company continued to invest behind innovation, with advertising and promotion expenses reaching the highest rate, as a percentage of sales, in nearly 10 years.

Here's a quick look at the key cost and savings dynamics:

Cost/Savings Component	Financial Metric/Amount	Context/Timing
Incremental Cash Tariff Cost	$180 million	Full Year 2025 Estimate vs. 2024
Gross Profit Impact from Tariffs	$115 million	Full Year 2025 Estimate (before mitigation)
Restructuring Charges (Productivity Plan)	$75 million to $90 million	Expected Pre-tax Charge
Annualized Cost Savings (Productivity Plan)	$110 million to $130 million	Expected Once Fully Implemented
Normalized Gross Margin	34.5%	Q3 2025
Overhead Efficiency Improvement	120 basis points decline	Q3 2025 Normalized Overheads as % of Sales
Advertising & Promotion Spend	Highest rate in nearly 10 years	As a percentage of sales in Q3 2025

The company is also managing its balance sheet, with debt outstanding at $4.8 billion and cash and cash equivalents at $229 million at the end of the third quarter. Operating cash flow for the first nine months of the year was $103 million, down from $346 million in the prior year period, impacted by cash tariff costs.

The cost structure is clearly under strain from external factors, which the productivity plan is designed to counteract through overhead reduction and workforce streamlining. You'll want to watch how quickly those $110 million to $130 million in savings materialize against the persistent $180 million tariff headwind.

• The productivity plan involves reducing global workforce by over 900 employees (approx. 10% of professional/clerical staff).
• The plan includes closing approximately 20 Yankee Candle stores in the US and Canada, representing roughly 1% of that brand's sales.
• Segment performance in Q3 2025 showed core sales declines: Home & Commercial Solutions at 9.8%, Learning & Development at 5.6%, and Outdoor & Recreation at 0.9%.

Finance: draft 13-week cash view by Friday.

Newell Brands Inc. (NWL) - Canvas Business Model: Revenue Streams

You're looking at how Newell Brands Inc. brings in money as of late 2025, and the picture is one of navigating headwinds while trying to execute a turnaround. The full-year 2025 outlook suggests a contraction in the top line, with initial guidance pointing toward a net sales decline between 2% and 4%. However, later guidance reflects a more challenging environment, projecting a net sales decline in the range of 5.0% to 4.5%.

The revenue base is built upon three primary operating segments. For perspective, let's look at the third quarter of 2025 net sales figures, which totaled $1.8 billion.

• Net sales from the Home & Commercial Solutions segment were $942 million in Q3 2025.
• Net sales from the Learning & Development segment were $681 million in Q3 2025.
• Net sales from the Outdoor & Recreation segment were $183 million in Q3 2025.

Here's a quick look at those segment revenues from the third quarter of 2025:

Primary Segment	Q3 2025 Net Sales (USD)
Home & Commercial Solutions	$942 million
Learning & Development	$681 million
Outdoor & Recreation	$183 million

The company's profitability goal for the full year is tied to improving operational efficiency. The projected Normalized Operating Margin for fiscal year 2025 is specifically cited in one update to be between 8.4% and 8.6%. This is set against the backdrop of management reaffirming a full-year normalized operating margin outlook between 9% and 9.5% in other guidance.

Revenue generation relies heavily on established channels. You see revenue flowing from wholesale sales to major retailers, which is the traditional backbone for consumer packaged goods companies like Newell Brands Inc. Also contributing is revenue from direct-to-consumer online sales, though the specific split of these two streams for the full year isn't explicitly detailed in the latest guidance updates.