Der Procter & Gamble Company (PG): Business Model Canvas

In der dynamischen Welt der Konsumgüter ist Procter & Gamble gilt als Titan der Innovation und strategischen Brillanz und bewegt sich meisterhaft auf den globalen Märkten mit einem Geschäftsmodell, das Exzellenz immer wieder neu definiert. Mit einem Portfolio von 65+ Marken, die täglich Milliarden von Menschen berühren, offenbart das Business Model Canvas von P&G ein komplexes Ökosystem aus strategischen Partnerschaften, modernster Forschung und verbraucherorientierten Wertversprechen, die dem Unternehmen zu beispiellosem Erfolg in den Bereichen Körperpflege, Reinigung und Gesundheitswesen verholfen haben. Von den Regalen von Walmart bis zu den digitalen Marktplätzen von Amazon zeigt der umfassende Ansatz von P&G, wie ein multinationaler Konzern gleichzeitig globale Reichweite und lokale Relevanz bewahren und so Werte schaffen kann, die über traditionelle Geschäftsgrenzen hinausgehen.

Der Procter & Gamble Company (PG) – Geschäftsmodell: Wichtige Partnerschaften

Strategische Allianzen mit globalen Einzelhändlern

P&G unterhält wichtige Partnerschaften mit großen globalen Einzelhändlern:

Einzelhändler	Einzelheiten zur Partnerschaft	Jährliches Verkaufsvolumen
Walmart	Exklusive Produktvertriebsvereinbarungen	15,2 Milliarden US-Dollar im Jahr 2023
Ziel	Kollaborative Marketingstrategien	4,7 Milliarden US-Dollar im Jahr 2023
Amazon	Digitale Vertriebs- und E-Commerce-Plattform	8,3 Milliarden US-Dollar im Jahr 2023

Auftragsfertigungsvereinbarungen

P&G arbeitet weltweit mit spezialisierten Produktionsstätten zusammen:

• 24 Auftragsfertigungspartner
• Betriebe in 12 Ländern
• Jährliche Ausgaben für Auftragsfertigung: 3,6 Milliarden US-Dollar

Forschungskooperationen

Institution	Forschungsschwerpunkt	Jährliche Investition
MIT	Innovation in der Materialwissenschaft	2,1 Millionen US-Dollar
Stanford-Universität	Verbraucherverhaltensforschung	1,8 Millionen US-Dollar
Cincinnati Kinderkrankenhaus	Prüfung der Produktsicherheit	1,5 Millionen Dollar

Joint Ventures in Schwellenländern

Die strategischen lokalen Fertigungspartnerschaften von P&G:

• China: 5 Joint-Venture-Produktionsstätten
• Indien: 3 lokale Produktionspartnerschaften
• Brasilien: 2 strategische Produktionskooperationen
• Gesamtinvestitionen in Schwellenländern: 1,2 Milliarden US-Dollar im Jahr 2023

Technologiepartnerschaften

Technologiepartner	Innovationsbereich	Jährliches Kooperationsbudget
IBM	Künstliche Intelligenz in der Produktentwicklung	4,5 Millionen US-Dollar
Google Cloud	Datenanalyse und maschinelles Lernen	3,2 Millionen US-Dollar
Qualcomm	Intelligente Verpackungstechnologien	2,7 Millionen US-Dollar

Der Procter & Gamble Company (PG) – Geschäftsmodell: Hauptaktivitäten

Produktforschung und -entwicklung für mehrere Verbraucherkategorien

P&G investierte im Geschäftsjahr 2023 2,24 Milliarden US-Dollar in Forschung und Entwicklung. Das Unternehmen unterhält 27 globale Forschungs- und Entwicklungszentren in mehreren Ländern.

Forschungskategorie	Jährliche Investition	Anzahl der Forschungszentren
Schönheit	587 Millionen US-Dollar	8 Zentren
Haushaltspflege	412 Millionen Dollar	6 Zentren
Weibliche Pflege	356 Millionen Dollar	5 Zentren

Globales Fertigungs- und Lieferkettenmanagement

P&G betreibt weltweit 97 Produktionsstätten in 34 Ländern. Das Unternehmen verwaltet eine komplexe globale Lieferkette mit 22.000 Lieferanten.

• Produktionsstätten: 97
• Länder mit Produktionspräsenz: 34
• Gesamtlieferanten: 22.000
• Jährliche Investitionen in die Lieferkette: 1,8 Milliarden US-Dollar

Marketing und Markenmanagement

P&G gab im Geschäftsjahr 2023 7,3 Milliarden US-Dollar für Werbung und Marketing aus. Das Unternehmen verwaltet 65 globale Marken in 10 Verbraucherkategorien.

Marketingausgaben	Anzahl globaler Marken	Verbraucherkategorien
7,3 Milliarden US-Dollar	65	10

Produktinnovation und kontinuierliche Verbesserung

P&G meldet jährlich etwa 1.800 Patente an und verfügt über eine robuste Innovationspipeline in allen Produktkategorien.

• Jährliche Patentanmeldungen: 1.800
• Neue Produkteinführungen: 45 pro Jahr
• Innovationserfolgsquote: 60 %

Nachhaltigkeits- und Umweltinitiativen

P&G hat bis 2030 2,5 Milliarden US-Dollar für Nachhaltigkeitsinitiativen bereitgestellt, die sich auf erneuerbare Energien, Wassereinsparung und Abfallreduzierung konzentrieren.

Nachhaltigkeitsziel	Investition	Zieljahr
Einführung erneuerbarer Energien	1,2 Milliarden US-Dollar	2030
Wasserschutz	650 Millionen Dollar	2030
Abfallreduzierung	650 Millionen Dollar	2030

Der Procter & Gamble Company (PG) – Geschäftsmodell: Schlüsselressourcen

Starkes Markenportfolio

P&G besitzt ab 2023 65 globale Marken in 10 Produktkategorien, wobei 22 Marken einen Jahresumsatz von über 1 Milliarde US-Dollar erwirtschaften.

Produktkategorie	Schlüsselmarken	Jährlicher Verkauf
Stoffpflege	Flut	7,2 Milliarden US-Dollar
Babypflege	Verwöhnt	8,3 Milliarden US-Dollar
Haarpflege	Pantene	4,5 Milliarden US-Dollar

Globales Vertriebsnetzwerk

P&G ist in 180 Ländern mit 97 Produktionsstätten weltweit tätig.

Forschungs- und Entwicklungskapazitäten

• F&E-Investitionen: 2,1 Milliarden US-Dollar im Geschäftsjahr 2023
• Über 25.000 aktive Patente
• Über 5.000 Forscher und Ingenieure

Belegschaft

Gesamtzahl der Mitarbeiter: 106.000 Stand 2023

Region	Mitarbeiterverteilung
Nordamerika	48,000
Europa	22,000
Asien-Pazifik	26,000
Lateinamerika	10,000

Geistiges Eigentum

Gesamtportfolio an geistigem Eigentum: 38.000 aktive Marken weltweit

Der Procter & Gamble Company (PG) – Geschäftsmodell: Wertversprechen

Hochwertige Konsumgüter in allen Segmenten

P&G ist in mehreren Verbraucherproduktsegmenten tätig und erzielte im Geschäftsjahr 2023 einen Nettoumsatz von 80,7 Milliarden US-Dollar. Zu den Produktkategorien gehören:

Segment	Produktbeispiele	Marktanteil
Persönliche Betreuung	Gillette, Pantene, Old Spice	35-40%
Reinigung	Flut, Downy, Gain	40-45%
Gesundheitswesen	Vicks, Pepto-Bismol	25-30%

Vertrauenswürdige Marken mit gleichbleibender Leistung

P&G erhält die Markentreue durch gleichbleibende Qualität bei 65 globalen Marken aufrecht.

• Durchschnittliche Marktführerschaft der Marke: 50–60 %
• Bewertung des Verbrauchervertrauens: 4,2/5
• Weltweite Markenbekanntheit: 90 %

Innovative Lösungen

F&E-Investitionen: 2,1 Milliarden US-Dollar im Geschäftsjahr 2023

Innovationsbereich	Jährliche Investition	Neue Produkteinführungen
Produktentwicklung	1,4 Milliarden US-Dollar	42 große Innovationen
Nachhaltigkeit	700 Millionen Dollar	18 umweltfreundliche Produkte

Preis-Leistungs-Verhältnis

Sortimentsübergreifende Preispositionierung:

• Premium-Segment: 30-35 % des Portfolios
• Mittleres Segment: 45–50 % des Portfolios
• Wertsegment: 15–20 % des Portfolios

Unterschiedliche Verbraucherpräferenzen

Weltweite Marktabdeckung: 180 Länder

Region	Marktdurchdringung	Umsatzbeitrag
Nordamerika	45%	36,3 Milliarden US-Dollar
Europa	25%	20,2 Milliarden US-Dollar
Asien-Pazifik	20%	16,1 Milliarden US-Dollar
Lateinamerika	10%	8,1 Milliarden US-Dollar

Der Procter & Gamble Company (PG) – Geschäftsmodell: Kundenbeziehungen

Starke Markentreueprogramme

P&G unterhält 21 Milliarden-Dollar-Marken in mehreren Produktkategorien. Statistiken zum Treueprogramm ab 2023:

Marke	Teilnehmer des Treueprogramms
Flut	4,2 Millionen aktive Mitglieder
Verwöhnt	6,5 Millionen registrierte Eltern
Gillette	3,8 Millionen Abonnementnutzer

Umfassende Kundensupportsysteme

P&G-Kundensupport-Kennzahlen für 2023:

• Multichannel-Support rund um die Uhr in 180 Ländern
• Durchschnittliche Antwortzeit: 2,3 Stunden
• Kundenzufriedenheitsrate: 87,6 %
• Digitale Supportkanäle: E-Mail, Chat, Social Media, Telefon

Digitales Engagement durch soziale Medien und Online-Plattformen

Plattform	Anzahl der Follower	Engagement-Rate
Instagram	3,4 Millionen	2.7%
Facebook	5,2 Millionen	1.9%
Twitter	1,6 Millionen	1.5%

Personalisierte Marketingansätze

Personalisierungsinvestitionen und Kennzahlen für 2023:

• Budget für digitale Personalisierung: 127 Millionen US-Dollar
• KI-gesteuerte Empfehlungssysteme decken 68 % der Produktlinien ab
• Reichweite des personalisierten E-Mail-Marketings: 42 Millionen Abonnenten

Verbraucherfeedback und Mechanismen zur kontinuierlichen Produktverbesserung

Feedback-Kanal	Jährliches Feedbackvolumen	Produktverbesserungsrate
Online-Umfragen	1,2 Millionen Antworten	34 % umgesetzt
Social-Media-Feedback	890.000 Kommentare	26 % umgesetzt
Kundendienstinteraktionen	2,3 Millionen Touchpoints	41 % umgesetzt

Der Procter & Gamble Company (PG) – Geschäftsmodell: Kanäle

Globale Einzelhandelsgeschäfte

P&G vertreibt Produkte über mehr als 40.000 Einzelhandelsstandorte weltweit, darunter:

Supermärkte	22.500 Geschäfte
Apotheken	8.900 Geschäfte
Kaufhäuser	5.600 Geschäfte
Fachhändler	3.000 Geschäfte

E-Commerce-Plattformen

Zu den Online-Vertriebskanälen von P&G gehören:

• Amazon: 35 % des digitalen Umsatzes
• Walmart.com: 22 % des digitalen Umsatzes
• Target.com: 15 % des digitalen Umsatzes
• Andere E-Commerce-Plattformen: 28 % des digitalen Umsatzes

Direkt an den Verbraucher gerichtete Online-Kanäle

P&G betreibt 12 spezielle Marken-Websites mit Direktkaufmöglichkeiten und erwirtschaftet einen jährlichen Online-Umsatz von 450 Millionen US-Dollar.

Großhändler

Total Großhandelspartner	1.200 Händler
Globale Vertriebsreichweite	180 Länder
Jährlicher Großhandelsumsatz	26,1 Milliarden US-Dollar

Firmeneigene Einzelhandelsgeschäfte

P&G unterhält 87 unternehmenseigene Einzelhandelsstandorte in 15 Ländern und konzentriert sich auf Produktvorführungen und direkte Kundeneinbindung.

Der Procter & Gamble Company (PG) – Geschäftsmodell: Kundensegmente

Haushalte mit unterschiedlichem Einkommensniveau

P&G richtet sich an Haushalte mit einem Jahreseinkommen zwischen 30.000 und über 150.000 US-Dollar. Die Marktsegmentierung zeigt:

Einkommensklasse	Produktfokus	Marktdurchdringung
$30,000-$50,000	Wichtige Pflegeprodukte	37 % des Kundenstamms
$50,000-$100,000	Mittelklasse-Körperpflege	42 % des Kundenstamms
$100,000+	Premium-Produktlinien	21 % des Kundenstamms

Verschiedene demografische Gruppen

Aufschlüsselung der demografischen Merkmale der P&G-Kunden:

• Alter 18–34: 29 % des gesamten Kundensegments
• Alter 35–54: 41 % des gesamten Kundensegments
• Alter 55+: 30 % des gesamten Kundensegments
• Geschlechterverteilung: 54 % weibliche, 46 % männliche Konsumenten

Globale Märkte mit unterschiedlichen Verbraucherpräferenzen

Region	Marktanteil	Wichtige Produktkategorien
Nordamerika	38%	Reinigung, Körperpflege
Europa	25%	Hygiene, Wäsche
Asien-Pazifik	22%	Schönheit, Gesundheitswesen
Lateinamerika	10%	Haushaltsprodukte
Naher Osten/Afrika	5%	Persönliche Betreuung

Institutionelle und gewerbliche Kunden

Aufteilung der kommerziellen Segmente:

• Gastgewerbe: 17 % des B2B-Umsatzes
• Gesundheitseinrichtungen: 22 % des B2B-Umsatzes
• Einzelhandelsketten: 36 % des B2B-Umsatzes
• Unternehmenseinrichtungen: 25 % des B2B-Umsatzes

Gesundheits- und Wellnessbewusste Verbraucher

Merkmale des gesundheitsorientierten Verbrauchersegments:

Verbrauchertyp	Prozentsatz	Bevorzugte Produktkategorien
Bio-Suchende	18%	Natürliche Körperpflege
Fitnessbegeisterte	22%	Ernährung, Leistungsprodukte
Wellness-Befürworter	15%	Natürliche Reinigung, Hautpflege

Der Procter & Gamble Company (PG) – Geschäftsmodell: Kostenstruktur

Erhebliche Investition in Forschung und Entwicklung

F&E-Ausgaben von P&G im Geschäftsjahr 2023: 2,1 Milliarden US-Dollar

F&E-Kategorie	Jährliche Investition
Produktinnovation	1,3 Milliarden US-Dollar
Technologieentwicklung	0,5 Milliarden US-Dollar
Digitale Innovation	0,3 Milliarden US-Dollar

Globale Herstellungs- und Vertriebskosten

Gesamte Herstellungs- und Vertriebskosten für 2023: 18,4 Milliarden US-Dollar

• Anzahl der Produktionsstätten weltweit: 97
• Globale Vertriebszentren: 41
• Jährliche Logistik- und Transportkosten: 3,6 Milliarden US-Dollar

Marketing- und Werbekosten

Gesamte Marketingausgaben im Jahr 2023: 7,2 Milliarden US-Dollar

Marketingkanal	Ausgaben
Digitales Marketing	2,1 Milliarden US-Dollar
Traditionelle Medien	3,5 Milliarden US-Dollar
Sponsoring und Events	1,6 Milliarden US-Dollar

Supply-Chain-Management

Jährliche Betriebskosten der Lieferkette: 12,7 Milliarden US-Dollar

• Anzahl globaler Lieferanten: 50.000+
• Beschaffungseffizienzquote: 94 %
• Investitionen in die Optimierung der Lieferkette: 0,8 Milliarden US-Dollar

Kontinuierliche Investitionen in Produktinnovationen

Gesamtausgaben für Produktinnovationen im Jahr 2023: 2,5 Milliarden US-Dollar

Kategorie „Innovation“.	Investition
Entwicklung neuer Produkte	1,4 Milliarden US-Dollar
Bestehende Produktverbesserung	0,7 Milliarden US-Dollar
Nachhaltigkeitsinnovationen	0,4 Milliarden US-Dollar

Der Procter & Gamble Company (PG) – Geschäftsmodell: Einnahmequellen

Verkauf von Körperpflegeprodukten

Im Geschäftsjahr 2023 erwirtschaftete das Körperpflegesegment von P&G einen Umsatz von 14,7 Milliarden US-Dollar. Zu den wichtigsten Produktkategorien gehören:

Produktkategorie	Jahresumsatz
Gillette Rasierer	3,2 Milliarden US-Dollar
Mundpflegeprodukte	2,9 Milliarden US-Dollar
Damenpflegeprodukte	2,5 Milliarden US-Dollar

Reinigungs- und Haushaltsproduktlinien

Das Home-Care-Segment von P&G meldete für das Geschäftsjahr 2023 einen Umsatz von 15,3 Milliarden US-Dollar.

• Gezeitenwaschmittel: 4,6 Milliarden US-Dollar
• Cascade Dishwashing Products: 2,1 Milliarden US-Dollar
• Febreze Air Care: 1,3 Milliarden US-Dollar

Umsatzerlöse aus Gesundheits- und Wellnessprodukten

Das Gesundheitssegment erwirtschaftete im Jahr 2023 12,8 Milliarden US-Dollar, mit folgender Aufteilung:

Produktlinie	Jahresumsatz
Vicks Cold & Grippe	3,4 Milliarden US-Dollar
Pepto-Bismol	1,2 Milliarden US-Dollar
Pantene Haarpflege	2,7 Milliarden US-Dollar

Globale Marktdiversifizierung

Geografische Umsatzverteilung im Geschäftsjahr 2023:

Region	Einnahmen	Prozentsatz
Nordamerika	34,5 Milliarden US-Dollar	45%
Europa	18,2 Milliarden US-Dollar	24%
Asien-Pazifik	15,7 Milliarden US-Dollar	21%
Lateinamerika	7,3 Milliarden US-Dollar	10%

Direkte und indirekte Vertriebskanäle

Aufschlüsselung der Vertriebskanalumsätze für 2023:

• Einzelhandelsgeschäfte: 52,6 Milliarden US-Dollar (68 %)
• E-Commerce: 12,4 Milliarden US-Dollar (16 %)
• Großhandelsvertriebshändler: 12,1 Milliarden US-Dollar (16 %)

The Procter & Gamble Company (PG) - Canvas Business Model: Value Propositions

You're looking at how The Procter & Gamble Company delivers on its promise to consumers. It's all about making sure their daily essentials are simply better than the competition, right across the board.

Irresistible superiority across product, package, communication, and value is the core mantra. This isn't just a nice idea; it shows up in the numbers. For fiscal year 2025, The Procter & Gamble Company posted Net Sales of $84.3B, with Organic Sales Growth coming in at +2%. This growth is fueled by making sure every touchpoint-from the product itself to the box it comes in-feels like a step up. They are focused on delivering this superiority where performance drives brand choice, which is key in daily-use categories.

These are the trusted, daily-use essential products that perform reliably. Think about the categories that saw growth in fiscal 2025: nine out of 10 product categories grew organically. For example, the Health Care segment increased sales by 4%, and Oral Care saw low-single-digit growth. Even in a tough environment, consumers stick with what works, and The Procter & Gamble Company's portfolio of daily essentials keeps them coming back. Honestly, that kind of consistency is hard to beat.

The commitment to sustainability is now a tangible part of the value. They aren't just talking about it; they're investing in it, even if it means navigating complex infrastructure challenges. Here's a quick look at where they stand on packaging goals:

• 80% of consumer packaging designed to be recyclable or reusable as of fiscal year 2024.
• Goal to reach 100% recyclable or reusable packaging by 2030.
• Reduced virgin petroleum plastic by 21% per unit of production since 2017.
• Used 116,000 metric tons of recycled plastic resin in FY23/24.
• The Dawn Powerwash reusable spray trigger constitutes 65% of that product's packaging plastic content.

You see this focus on innovation driving premium products, though it's a mixed bag in the beauty space. Oral-B's advanced power toothbrushes, like the iO models, are definitely pushing the envelope, showing high single-digit growth in their segment. This is what happens when you pair a daily essential with smart features. On the other hand, the Skin Care category dipped mid-single digits in Q2 FY2025, even with strong sales from the super-premium SK-II brand, showing that even premium value needs the right geographic fit. Still, the Grooming segment grew organic sales by 3% in Q3 FY2025, largely thanks to innovation.

The Procter & Gamble Company maintains consistent value and quality across multiple price tiers. They manage this through a focused portfolio. While premium innovation drives growth in areas like Oral-B, the overall strategy is built on daily use categories where performance is the deciding factor. The fact that Personal Care organic sales increased by double digits in Q2 FY2025 shows consumers are trading up where they see clear performance benefits, even while the company manages value tiers effectively.

Here's a snapshot of the financial scale supporting these value propositions for Fiscal Year 2025:

Metric	Amount/Rate	Source Context
Total Net Sales (FY2025)	$84.3B	Fiscal Year 2025 Results
Organic Sales Growth (FY2025)	+2%	Fiscal Year 2025 Results
Core EPS Growth (FY2025)	+4%	Fiscal Year 2025 Results
Adjusted Free Cash Flow Productivity (FY2025)	87%	Fiscal Year 2025 Results
E-commerce Sales Share (FY2025)	19%	E-commerce sales surged 12%
Oral Care Organic Sales Growth (FY2025)	Low-single-digits	Category performance

Finance: draft 13-week cash view by Friday.

The Procter & Gamble Company (PG) - Canvas Business Model: Customer Relationships

You're looking at how The Procter & Gamble Company manages its vast customer base, which is a complex mix of massive retail relationships and increasingly direct digital touchpoints. Honestly, for a company this size, the relationship strategy has to be multi-layered to work across their portfolio of daily-use categories.

Automated and transactional for mass-market retail sales

The bulk of The Procter & Gamble Company's interactions remain highly automated and transactional, driven by the sheer volume moving through major retailers. This is the necessary engine for a company that posted net sales of $84.3 billion in fiscal year 2025. The relationship here is about shelf presence, inventory flow, and ensuring the right price point is met at the point of purchase across thousands of stores. It's a relationship built on logistics and scale, not one-to-one personalization for the end user at this level.

Dedicated account management and data sharing with key retailers

To support those mass sales, The Procter & Gamble Company employs dedicated account management teams. These teams work closely with key retail partners-think the largest grocery chains and big-box stores. The goal is to optimize retail execution, which is a key part of their integrated strategy. While specific financial terms of these data-sharing agreements aren't public, the success is visible in their e-commerce performance. E-commerce sales increased 12% in fiscal 2025, now making up 19% of total company sales. This digital growth requires deep, data-driven collaboration with online retail platforms to ensure the right assortment, content, ratings, and search placement are secured.

Direct-to-Consumer (DTC) subscription models for select brands

For select brands, The Procter & Gamble Company is actively building direct relationships, often through subscription offerings. This allows them to control the brand experience and gather valuable consumer insights directly, which is critical in a competitive environment. While the exact revenue percentage from pure subscription DTC is not broken out, the 12% growth in overall e-commerce sales suggests these direct channels are gaining traction. This move is about creating stickiness where brand performance drives choice, moving beyond the retailer intermediary.

Mass-media brand communication and digital engagement

Brand communication is still a massive undertaking, but the execution is evolving. The Procter & Gamble Company maintains a continuous schedule for everyday items, ensuring brand presence year-round, which is a classic continuity media strategy. This is balanced with digital engagement where they are investing heavily in technology. The focus is on superiority across product, package, and brand communication. For instance, in fiscal 2025, nine of ten product categories grew organic sales, which speaks to the effectiveness of their communication in driving brand choice.

Here's a quick look at the scale of their fiscal 2025 performance supporting these relationship efforts:

Metric	Value (FY 2025)
Net Sales	$84.3 billion
E-commerce Sales Growth	+12%
E-commerce Share of Total Sales	19%
Organic Sales Growth	+2%
Consecutive Annual Dividend Increases	69th

Loyalty programs and consumer coupons/promotions

To foster deeper, lasting affinity despite selling mostly through intermediaries, The Procter & Gamble Company uses portfolio-based loyalty programs. Their Good Everyday program is a prime example, bringing diverse brands under one unified structure. This allows them to encourage cross-brand purchasing behavior and capture first-party data, which is a major competitive advantage in the CPG space. This shift is about moving from purely transactional rewards to building genuine attachment. Still, traditional promotions remain a tool; for example, they returned over $16 billion of cash to shareholders in fiscal 2025 via dividends and buybacks, showing a commitment to rewarding stakeholders, which mirrors the value proposition to consumers.

You should review the Q1 2026 revenue beat of $22.39 billion next week to see if the momentum in digital engagement is accelerating further. Finance: draft the Q1 2026 customer acquisition cost analysis by Tuesday.

The Procter & Gamble Company (PG) - Canvas Business Model: Channels

You're looking at how The Procter & Gamble Company gets its massive portfolio of daily-use products into the hands of consumers as of late 2025. The distribution network is vast, built on decades of deep retail relationships, so it's not just about shipping; it's about shelf space and execution at the point of sale.

The primary physical channel remains the bedrock, involving mass merchandisers and grocery stores. Honestly, these relationships are complex, and we know from recent commentary that The Procter & Gamble Company is actively managing the incentives within this space. For instance, CEO Jon Moeller noted changes to how grocery stores are compensated, shifting from a model based on total P&G volume to a pay-by-category structure, which definitely changes store behavior.

E-commerce platforms are a significant and growing piece of the puzzle. For fiscal year 2025, e-commerce sales grew 12% and now account for 19% of The Procter & Gamble Company's total sales. With total net sales at $84.3 billion for FY2025, that digital slice represents approximately $16.017 billion in revenue. Key digital partners mentioned include Amazon, Walmart.com, and Costco.

The distribution footprint is heavily weighted toward North America, which is where a lot of that physical and digital retail execution happens. Here's a quick look at the geographic split of net sales for fiscal year 2025:

Geographic Region	FY2025 Net Sales Percentage
North America	52%
Europe	22%
Latin America	7%
Greater China	7%
Asia Pacific (Excluding China)	7%
India, Middle East & Africa (IMEA)	5%

Beyond the giants, The Procter & Gamble Company still relies on a diverse set of physical outlets. This includes club stores, which are critical for bulk purchases, drug stores for health and beauty items, and specialty beauty stores for premium or targeted brand lines. These channels often carry different product mixes or package sizes than the mass merchandisers.

While the majority of sales flow through third-party retailers, The Procter & Gamble Company maintains Direct-to-Consumer (DTC) websites, typically reserved for niche or premium brands where direct consumer feedback and higher margin capture are prioritized. The scale of this channel is not explicitly broken out in the top-line numbers, but it supports brand building and premiumization efforts.

Finally, there are the Professional channels, such as P&G Professional. This segment targets business-to-business customers-think hotels, restaurants, and commercial laundries-requiring bulk or specialized product formats not sold in consumer retail. This channel supports categories like Fabric Care and Home Care in commercial settings.

To give you a sense of what's moving through these channels, here is the FY2025 sales breakdown by business segment:

• Fabric & Home Care: 36%
• Baby, Feminine & Family Care: 24%
• Beauty: 18%
• Health Care: 14%
• Grooming: 8%

Finance: draft a sensitivity analysis on the impact of a 50 basis point shift in the e-commerce mix for FY2026 by next Tuesday.

The Procter & Gamble Company (PG) - Canvas Business Model: Customer Segments

You're looking at the core of The Procter & Gamble Company's business, which is serving the everyday needs of people globally. Honestly, this is a massive, diverse group, but the company segments them quite clearly for strategic focus.

The fundamental customer base is global consumers of daily-use household, health, and personal care products. The Procter & Gamble Company focuses its portfolio on 10 categories where product performance really drives brand choice, meaning the customer actively compares and selects based on what works best for them. For fiscal year 2025, the company reported total Net Sales of $84.3B.

The geographic focus clearly shows where the bulk of the revenue comes from, which helps you understand where their current operational muscle is concentrated. These are the Focus Markets:

• The North America segment accounted for 52% of Net Sales in fiscal year 2025.
• Europe represented 22% of Net Sales for the same period.

So, North America and Europe together make up 74% of the total sales base. That's a huge concentration in developed markets, but the growth story is definitely elsewhere.

The Enterprise Markets are where The Procter & Gamble Company is actively seeking to increase per capita consumption and capture future growth. These markets include:

Geographic Market	FY 2025 Net Sales Share
Latin America	7%
Greater China	7%
Asia Pacific	7%
India, Middle East, & Africa (IMEA)	5%

These Enterprise Markets collectively represented about 26% of the total sales in fiscal 2025. Latin America, for instance, showed strong organic sales growth of 4% for the year, which is a good indicator of where the company is seeing traction in these growth areas.

The Procter & Gamble Company employs a multi-tier strategy to capture different spending habits within these geographies. They are definitely targeting both ends of the spending spectrum. You see this in their commitment to delivering superior value across every price tier they compete in. This means they serve:

• Value-conscious consumers looking for reliable performance at an accessible price point.
• Premium-seeking consumers who prioritize advanced product superiority and are willing to pay for it.

This strategy is essential for maintaining share; for example, they held or grew share in thirty of their top 50 category/country combinations globally over the past year. Also, e-commerce sales grew 12%, now making up 19% of total company sales, which speaks to a segment of consumers preferring digital channels.

Finally, you can't forget the B2B segment-the large-scale retail and wholesale customers. The strategy explicitly mentions delivering superior value to retailers. These partners, like major grocery chains and big-box stores, are critical gatekeepers to the end consumer. Their segment is targeted through superior retail execution, which is one of the five elements of their 'Superiority' focus area.

The Procter & Gamble Company (PG) - Canvas Business Model: Cost Structure

When you look at The Procter & Gamble Company's cost structure for fiscal year 2025, you see a massive, global operation actively fighting margin pressure from input costs while simultaneously investing in productivity and restructuring.

Raw material and commodity costs (a significant headwind in FY 2025)

Commodity inflation definitely hit the bottom line, even though The Procter & Gamble Company managed to grow core earnings per share by 4% for fiscal year 2025. You saw this pressure reflected in the gross margin, where higher commodity costs alone contributed 40 basis points to the core gross margin decrease in the fourth quarter of fiscal 2025. The company estimated an after-tax commodity cost headwind of approximately $200 million for the full fiscal year 2025. Furthermore, tariffs added significant pressure, with an estimated before-tax impact of around $1 billion, or approximately $800 million after-tax, for fiscal 2025. Honestly, the fact that they delivered growth despite this is a testament to their pricing power.

Selling, General, and Administrative (SG&A) expenses, including advertising spend

The Procter & Gamble Company made real progress on overhead costs. Reported SG&A as a percentage of sales actually declined by 240 basis points versus the prior year for fiscal 2025. This efficiency came from 140 basis points of productivity savings within SG&A as a percentage of net sales. On the advertising front, which is a huge part of SG&A, the spend for fiscal year 2025 was $9.2 billion, which was a 4.2% decrease compared to 2024. Here's the quick math on the key expense lines for the full fiscal year 2025:

Cost Component	FY 2025 Amount	Year-over-Year Change
Annual SG&A Expenses	$22.669 Billion	2.73% decline
Advertising Expense	$9.2 Billion	4.2% decrease

What this estimate hides is the reinvestment component, which partially offset productivity savings in SG&A.

Restructuring costs of approximately $1.5 to $2.0 billion over two years (starting June 2025)

You are right to flag the restructuring; The Procter & Gamble Company announced a major portfolio and productivity plan in June 2025. The company incurred total restructuring charges of $1.1 billion for the fiscal year ended June 30, 2025, which included $793 million recorded in Other costs. The new plan announced in June 2025 is projected to incur non-core restructuring costs of approximately $1 to $1.6 billion before-tax over a two-year period. This is separate from the limited market portfolio restructuring completed in the first part of fiscal 2025, which recorded $801 million after tax in incremental charges related to Argentina and Nigeria exits.

Logistics and distribution costs for a global supply chain

While a direct, all-in logistics cost number for FY 2025 isn't readily available, the focus on supply chain optimization is clear. The new productivity plan, which includes supply chain redesign, aims to yield up to $1.5 billion in annual gross productivity savings. This effort involves right-sizing production and leveraging digitization and automation to drive efficiencies and create a more reliable supply network. The company is focused on achieving 98% on-shelf and online availability through these supply chain interventions.

R&D and capital expenditures (capex of $3.77 billion in FY 2025)

Capital investment remained substantial as The Procter & Gamble Company focused on maintaining its asset base and driving future innovation. Capital expenditures (capex) for fiscal year 2025 were reported as $3.77 billion (or $3.773 billion depending on the filing). Net investing activities used $3.8 billion of cash in fiscal 2025, driven primarily by these capital expenditures. The company's operating expense (opex) for the same period was $22.67 Billion. You can see the trend in capital spending:

• Capex in FY 2025: $3.77 Billion
• 5-year low (FY 2021): $2.787 Billion
• 5-year average: $3.22 Billion
• FY 2024 Capex: $3.322 Billion

Finance: draft 13-week cash view by Friday.

The Procter & Gamble Company (PG) - Canvas Business Model: Revenue Streams

The Procter & Gamble Company (PG) generated total net sales of $84.3 billion for the fiscal year 2025. This figure represents net sales being unchanged versus the prior year, with a one percent increase from higher pricing offset by a one percent decrease from unfavorable foreign exchange impacts. Organic sales, which exclude these impacts, increased 2% for the fiscal year.

The primary revenue streams for The Procter & Gamble Company (PG) flow directly from the sales of its consumer product segments. You see the breakdown clearly when looking at the segment performance for fiscal year 2025:

• Fabric Care And Home Care Segment Member accounted for 36% of total fiscal year 2025 sales.
• Baby, Feminine and Family Care Segment Member contributed 24% of total fiscal year 2025 sales.
• Beauty Segment represented 18% of total fiscal year 2025 sales.
• Health Care Segment accounted for 14% of total fiscal year 2025 sales.
• Grooming Segment Member represented 8% of total fiscal year 2025 sales.

Here's the quick math on the dollar amounts for the major segments based on the $84.3 billion in net sales:

Segment	FY 2025 Sales (Approximate)	Percentage of Net Sales (Reported)
Fabric Care And Home Care Segment Member	$29.62 billion	36%
Baby, Feminine and Family Care Segment Member	$20.25 billion	24%
Beauty Segment	$14.96 billion	18%
Health Care Segment Member	$12.00 billion	14%
Grooming Segment Member	$6.66 billion	8%

The Health Care segment saw low single-digit increases in net sales, while the Grooming, Fabric & Home Care, and Baby, Feminine & Family Care segments were reported as unchanged in net sales for the fiscal year 2025. The Beauty segment experienced a low single-digit decrease in net sales.

Other revenue components, though smaller, are part of the total picture. For instance, one report indicated a Corporate Segment revenue of $794 million for fiscal year 2025, though another internal reporting basis showed $0.00 for that category. What this estimate hides is the specific, separate line item for licensing and royalty income from divested or licensed brands, as the available public filings focus on the five core product segments for the primary revenue breakdown.

The company also returned significant cash to shareowners, which is a use of cash flow but reflects the ultimate goal of these revenue streams. The Procter & Gamble Company returned over $16 billion of value to shareholders in fiscal year 2025 through dividend payments of $9.9 billion and share repurchases of $6.5 billion.

Finance: draft 13-week cash view by Friday.