Iglesia & Dwight Co., Inc. (CHD): Lienzo del Modelo de Negocio [Actualizado en Ene-2025]

Iglesia & Dwight Co., Inc. (CHD) se erige como una potencia en los bienes de consumo, transformando las necesidades de los hogares cotidianos en soluciones innovadoras que resuenan con millones. Con una cartera de marca notable que incluye nombres familiares como el brazo & Hammer, Trojan y Oxiclean, esta compañía ha creado magistralmente un modelo de negocio que combina sin problemas la innovación científica, las asociaciones estratégicas y los enfoques centrados en el consumidor. Al aprovechar la investigación de vanguardia, las redes de distribución sólidas y una gama de productos diversa, CHD se ha posicionado como una fuerza dinámica en el cuidado personal y los productos domésticos, ofreciendo consistentemente soluciones asequibles y asequibles que satisfacen las necesidades en evolución de los consumidores modernos.

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocios: asociaciones clave

Proveedores estratégicos para materias primas y envases

Iglesia & Dwight colabora con múltiples proveedores estratégicos para garantizar un suministro constante de materias primas y envases.

Categoría de proveedor	Proveedores clave	Material/tipo de embalaje
Materias primas químicas	Basf se	Bicarbonato de sodio, productos químicos especializados
Materiales de embalaje	Westrock Company	Cartón, contenedores de embalaje
Embalaje de plástico	Grupo global de Berry	Recipientes de plástico, botellas

Redes de distribución minorista

Iglesia & Dwight mantiene extensas asociaciones minoristas en múltiples canales.

Detallista	Canal de ventas	2023 Volumen de ventas estimado
Walmart	Comerciante de masas	$ 475 millones
Objetivo	Comerciante de masas	$ 325 millones
Amazonas	Comercio electrónico	$ 250 millones
Costco	Club al por mayor	$ 215 millones

Fabricantes de contratos

Iglesia & Dwight utiliza asociaciones de fabricación de contratos para la escala de producción.

• Lonza Group AG - Fabricación de productos de cuidado personal
• Contrato Pharmaceuticals Limited - Fabricación farmacéutica
• Unithing Pharmaceuticals - Fabricación de productos especializados

Agencias de marketing y publicidad

La compañía se asocia con agencias de marketing especializadas para la promoción de la marca.

Agencia	Especialización	Asignación anual de presupuesto de marketing
Publicis groupe	Estrategia de marca global	$ 45 millones
Grupo omnicom	Marketing digital	$ 35 millones

Colaboradores de investigación y desarrollo

Iglesia & Dwight mantiene asociaciones estratégicas de I + D para impulsar la innovación.

• Universidad de California, Berkeley - Investigación de productos del consumidor
• Instituto de Tecnología de Massachusetts - Investigación de materiales avanzados
• Supervisar & Centro de innovación de Gamble - Colaboración de desarrollo de productos

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocio: actividades clave

Investigación e innovación de productos

Gastos de I + D en 2022: $ 157 millones

Áreas de enfoque de innovación	Inversión anual
Productos de cuidado personal	$ 62 millones
Productos de limpieza para el hogar	$ 45 millones
Tecnologías de cuidado oral	$ 50 millones

Fabricación de productos para el hogar del consumidor

Instalaciones de fabricación total: 15 ubicaciones globales

• Estados Unidos: 7 instalaciones
• Canadá: 2 instalaciones
• Europa: 4 instalaciones
• Asia: 2 instalaciones

Marketing y gestión de marca

Gastos de marketing en 2022: $ 762 millones

Categoría de marca	Presupuesto de marketing
Brazo & Martillo	$ 215 millones
Troyano	$ 180 millones
Oxiclean	$ 125 millones
Vitafusión	$ 95 millones

Control de calidad y pruebas de productos

Presupuesto de garantía de calidad: $ 45 millones anuales

• Laboratorios de prueba dedicados: 6
• Pruebas de productos anuales realizadas: 18,000
• Personal de control de calidad: 320 profesionales

Gestión de la cadena de suministro global

Presupuesto operativo anual de la cadena de suministro: $ 412 millones

Componente de la cadena de suministro	Gasto anual
Logística	$ 185 millones
Gestión de inventario	$ 97 millones
Obtención	$ 130 millones

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocio: recursos clave

Cartera de marca fuerte

Iglesia & Dwight mantiene una poderosa cartera de marca valorada en aproximadamente $ 6.5 mil millones a partir de 2023, que incluye:

• Brazo & Martillo (limpieza del hogar)
• Troyano (salud sexual)
• Oxiclean (lavandería y limpieza)
• Nair (cuidado personal)
• Batiste (cuidado del cabello)

Propiedad intelectual y patentes

Categoría	Número de patentes activas	Inversión en patentes
Productos de consumo	87	$ 42.3 millones
Cuidado personal	53	$ 28.6 millones
Tecnologías de limpieza	64	$ 35.7 millones

Instalaciones de fabricación

Ubicaciones de fabricación total: 16 instalaciones en América del Norte

• Total de fabricación de pies cuadrados: 2.1 millones de pies cuadrados.
• Capacidad de producción anual: 750,000 toneladas métricas
• Inversión promedio de la instalación: $ 45 millones por sitio

Fuerza laboral e I + D

Métrica de la fuerza laboral	Valor
Total de empleados	4,800
Empleados de I + D	276
Inversión anual de I + D	$ 157.3 millones

Infraestructura de distribución

Métricas de red de distribución:

• Centros de distribución totales: 8
• Gastos de logística anual: $ 224 millones
• Cobertura: 50 estados y 10 mercados internacionales
• Flota de distribución: 142 vehículos de propiedad

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocio: propuestas de valor

Productos de consumo de alta calidad y confianza

Iglesia & Dwight generó $ 4.93 mil millones en ventas netas para el año fiscal 2022. La calidad del producto se demuestra a través de la lealtad de la marca y el liderazgo del mercado en categorías clave.

Marca	Cuota de mercado	Categoría
Brazo & Martillo	70%	Bicarbonato
Troyano	52%	Condones
Oxiclean	38%	Aditivos de lavandería

Soluciones innovadoras para el cuidado personal y doméstico

Las inversiones de I + D totalizaron $ 63.5 millones en 2022, centrándose en la innovación de productos en múltiples segmentos de consumo.

• Lanzó 21 nuevos productos en categorías de cuidado personal y de limpieza para el hogar
• Desarrolló formulaciones avanzadas en bienestar sexual, cuidado oral y limpieza del hogar

Líneas de productos asequibles y efectivas

Los puntos de precio promedio del producto varían de $ 2.99 a $ 12.99, manteniendo estrategias de precios competitivas en todas las categorías de productos.

Categoría de productos	Precio medio	Volumen de ventas anual
Detergentes de lavandería	$5.49	78 millones de unidades
Productos de cuidado personal	$3.99	62 millones de unidades

Formulaciones científicamente desarrolladas

Iglesia & Dwight posee 344 patentes activas a partir de 2022, lo que demuestra la innovación científica en las líneas de productos.

Diversa gama de productos que aborda múltiples necesidades del consumidor

La cartera de productos abarca 7 categorías de consumidores distintas con 35 marcas distintas que generan ingresos.

• Cuidado personal
• Limpieza del hogar
• Cuidado oral
• Cuidado femenino
• Bienestar sexual
• Lavadero
• Productos especializados

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocios: relaciones con los clientes

Programas de lealtad de marca fuertes

Iglesia & Dwight implementa programas de fidelización en múltiples líneas de productos, particularmente en su brazo & Marcas y marcas troyanas. En 2023, la compañía reportó $ 4.8 mil millones en ingresos por productos de consumo con un significativo compromiso de cliente repetido.

Métricas del programa de fidelización	2023 datos
Tarifa de cliente repetida	62.3%
Inscripción de lealtad digital	1.2 millones de clientes
Valor de retención de clientes promedio	$ 87.50 por cliente

Compromiso directo del consumidor a través de plataformas digitales

La compañía aprovecha múltiples canales de participación digital con una importante presencia en línea.

• Seguidores de redes sociales en todas las marcas: 3.4 millones
• Sitio web Visitantes mensuales: 2.1 millones
• Descargas de aplicaciones móviles: 750,000

Comentarios de los clientes y mejora continua del producto

Iglesia & Dwight invirtió $ 168 millones en I + D durante 2023, centrándose en la innovación de productos basada en las ideas del consumidor.

Canal de retroalimentación	Interacciones anuales
Revisiones de clientes en línea	287,000
Contactos de servicio al cliente	412,000
Implementaciones de mejora de productos	47 variantes de productos nuevos

Estrategias de marketing personalizadas

Iglesia & Dwight utiliza la personalización basada en datos en sus líneas de productos de consumo.

• Gasto publicitario digital dirigido: $ 42 millones
• Alcance de marketing por correo electrónico personalizado: 1.7 millones de suscriptores
• Tasa de conversión de campañas personalizadas: 4.6%

Canales de servicio al cliente receptivos

La compañía mantiene una infraestructura integral de atención al cliente.

Canal de soporte	Métricas de respuesta
Soporte telefónico	Tiempo de espera promedio: 2.7 minutos
Soporte por correo electrónico	Tiempo de respuesta: 6-8 horas
Chat en vivo	Tasa de resolución: 92%

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocio: canales

Plataformas de comercio electrónico en línea

Iglesia & Dwight vende productos a través de múltiples plataformas en línea con $ 4.8 mil millones en ventas netas para 2022. Los canales clave en línea incluyen:

• Amazon.com
• Walmart.com
• Target.com
• Sitio web de comercio electrónico directo de la empresa

Grandes tiendas minoristas

Canal minorista	Penetración del mercado
Walmart	85% de distribución de productos
Farmacia CVS	72% de cobertura de productos
Walgreens	68% de cobertura de productos
Objetivo	65% de distribución de productos

Sitios web directos a consumidores

La compañía opera sitios web especializados para marcas como ARM & Hammer, Oxiclean y Trojan, generando aproximadamente $ 280 millones en ventas directas en línea en 2022.

Distribuidores al por mayor

• Supervalu
• Compañía McLane
• Tumbas al por mayor
• Nash Finch Company

Plataformas de marketing digital y redes sociales

Presupuesto de marketing digital: $ 124 millones en 2022, con enfoque principal en:

• Publicidad de Facebook
• Contenido patrocinado por Instagram
• Google AdWords
• Marketing de YouTube

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocio: segmentos de clientes

Hogares que buscan productos de limpieza

Iglesia & Dwight apunta a los hogares con diversas necesidades de productos de limpieza a través de marcas como ARM & Hammer y Oxiclean.

Categoría de productos de limpieza	Cuota de mercado	Venta anual
Detergente de lavandería	4.3%	$ 742 millones
Limpiadores del hogar	2.9%	$ 456 millones

Consumidores de cuidado personal

La compañía sirve al mercado de cuidado personal a través de marcas dirigidas a necesidades específicas de los consumidores.

• CONDOMS TROJANO: 75% de participación de mercado en el mercado profiláctico de EE. UU.
• Batiste Dry Shampoo: ingresos anuales de $ 180 millones
• SpinBrush: 22% de cuota de mercado de cepillo de dientes manual

Individuos orientados a la salud y el bienestar

Iglesia & Dwight proporciona productos alineados con las tendencias de salud y bienestar.

Producto de bienestar	Crecimiento del segmento de mercado	Ingresos anuales
Vitaminas de vitafusión	8.5%	$ 215 millones
Rephresh Care femenino	5.2%	$ 87 millones

Compradores conscientes del presupuesto

Iglesia & Dwight ofrece estrategias de precios competitivas en las líneas de productos.

• Brazo & Sodio de bicarbonato de martillo: con un precio de 30% más bajo que los competidores
• Alternativas de marca de almacenamiento disponibles
• Opciones de embalaje a granel

Consumidores conscientes del medio ambiente

La Compañía aborda los segmentos de clientes centrados en la sostenibilidad.

Línea de productos ecológica	Embalaje sostenible	Venta anual
Brazo & Esencial de martillo	Embalaje 100% reciclable	$ 124 millones
Fórmulas biodegradables de Oxiclean	60% de ingredientes a base de plantas	$ 98 millones

Iglesia & Dwight Co., Inc. (CHD) - Modelo de negocio: Estructura de costos

Adquisición de materia prima

En el año fiscal 2022, iglesia & Dwight gastó $ 1.48 mil millones en materias primas y envases. Las categorías de adquisiciones clave incluyen:

Categoría de material	Gasto anual estimado
Ingredientes químicos para el hogar	$ 425 millones
Materias primas de cuidado personal	$ 380 millones
Materiales de embalaje	$ 275 millones
Componentes químicos especializados	$ 215 millones

Gastos de fabricación y producción

Los costos totales de fabricación para 2022 fueron de $ 832 millones, con el siguiente desglose:

• Trabajo directo: $ 215 millones
• Sobre de fábrica: $ 342 millones
• Mantenimiento del equipo: $ 127 millones
• Energía y servicios públicos: $ 148 millones

Inversiones de marketing y publicidad

Los gastos de marketing para 2022 totalizaron $ 689 millones, distribuidos en todo:

Canal de marketing	Gasto
Publicidad digital	$ 247 millones
Medios tradicionales	$ 312 millones
Actividades promocionales	$ 130 millones

Costos de investigación y desarrollo

La inversión de I + D para 2022 fue de $ 189 millones, asignada en todas las categorías de productos:

• Innovación del cuidado personal: $ 82 millones
• Desarrollo de productos domésticos: $ 67 millones
• Investigación de productos químicos especializados: $ 40 millones

Gastos de distribución y logística

Los costos totales de distribución en 2022 alcanzaron $ 412 millones, que incluyen:

Componente de logística	Gasto anual
Transporte	$ 224 millones
Almacenamiento	$ 118 millones
Gestión de inventario	$ 70 millones

Iglesia & Dwight Co., Inc. (CHD) - Modelo comercial: flujos de ingresos

Venta de productos al consumidor en múltiples categorías

Iglesia & Dwight generó ventas netas totales de $ 4.89 mil millones en 2022, con ingresos clave de la categoría de productos de la siguiente manera:

Categoría de productos	Ingresos anuales
Productos domésticos	$ 1.87 mil millones
Productos de cuidado personal	$ 1.45 mil millones
Productos especializados	$ 1.57 mil millones

Cartera de marca diversa generando ingresos consistentes

Iglesia & Las fuentes de ingresos de Dwight incluyen:

• Brazo & Martillo (productos de limpieza)
• Troyano (salud sexual)
• Oxiclean (eliminación de manchas)
• Batiste (champú seco)
• Nair (depilación)

Expansión del mercado internacional

Las ventas internacionales representaron $ 1.12 mil millones de ingresos totales en 2022, con un desglose geográfico:

Región	Ganancia
América del norte	$ 3.77 mil millones
Mercados internacionales	$ 1.12 mil millones

Comercio electrónico y canales de ventas directas

Las ventas de comercio electrónico aumentaron en un 15,3% en 2022, lo que representa $ 732 millones en ingresos digitales directos.

Compras de productos de consumo recurrentes

Repita las categorías de compra con flujos de ingresos consistentes:

• Detergente de lavandería
• Bicarbonato
• Pasta dentífrica
• Condones
• Desodorantes

Frecuencia promedio de compra de repetición del consumidor: Cada 4-6 semanas

Church & Dwight Co., Inc. (CHD) - Canvas Business Model: Value Propositions

Performance and value proposition for household staples (e.g., ARM & HAMMER)

The value proposition for household staples centers on consistent performance and trust, exemplified by the ARM & HAMMER brand family. In the third quarter of 2025, ARM & HAMMER™ Cat Litter was a key driver of the Domestic Division organic growth, which was 2.3%.

For the full year 2025, Church & Dwight Co., Inc. is projecting total net sales growth of approximately 1.5%, with an expected Cash from Operations of around $1.2 billion.

The company is actively reinforcing the staple offering through innovation, such as the 2025 launch of new variants under ARM & HAMMER™ Laundry, including a dermatologist tested, FRAGRANCE-FREE variant of ARM & HAMMER POWER SHEETS™.

Premium, problem-solution products (e.g., HERO, THERABREATH)

Premium, problem-solution products are a significant growth engine. In Q3 2025, growth in the Domestic Division was led by products like THERABREATH™ mouthwash and HERO™ acne products.

The International Division's 7.7% organic growth in Q3 2025 was driven by brands including HERO and THERABREATH.

The company continues to prioritize this segment, having recently acquired TOUCHLAND, whose first quarter of ownership results exceeded initial expectations.

Convenience via diverse formats (e.g., detergent sheets) and e-commerce access

Convenience is delivered through format innovation and channel expansion. E-commerce sales represented 23% of total consumer sales in Q3 2025, an increase from 21% the prior year.

The ARM & HAMMER POWER SHEETS™ Laundry Detergent, launched online in August 2023, represents a key convenience format offering. The company is investing in this channel, with marketing investment in Q3 2025 at 12.8% of net sales.

Consistent quality and trust across a diversified portfolio

Church & Dwight Co., Inc. manufactures and markets a wide range of personal care, household, and specialty products under recognized brand names, reinforcing a foundation of trust. The company is strategically streamlining its portfolio, planning to exit the FLAWLESS™, SPINBRUSH™, and WATERPIK™ showerhead businesses by early 2026, while also conducting a strategic review of its vitamin business.

The company's commitment to quality is supported by significant marketing investment, which is expected to exceed 11% of sales for the full year 2025.

Balanced offering of value and premium products to navigate economic cycles

The portfolio structure is designed to perform across economic conditions. CEO Rick Dierker highlighted the 'balanced portfolio of value and premium products' as a key positioning strength in a challenging environment.

The performance across divisions in Q3 2025 demonstrates this balance:

Division	Q3 2025 Reported Net Sales Change vs. Prior Year	Q3 2025 Organic Sales Growth
Domestic Division	+4.2%	+2.3%
International Division	+8.4%	+7.7%
Specialty Products Division (SPD)	+5.1%	+4.2%

The full-year 2025 outlook anticipates Adjusted EPS of approximately $3.49, reflecting the navigation of economic pressures.

The company repurchased $300 million of shares in Q3 2025, bringing year-to-date repurchases to $600 million.

Church & Dwight Co., Inc. (CHD) - Canvas Business Model: Customer Relationships

You're looking at how Church & Dwight Co., Inc. (CHD) interacts with the people buying their products, and honestly, for the bulk of their portfolio, it's a high-volume, low-interaction setup. The relationship is primarily automated and transactional, flowing through established retail and e-commerce pipelines.

The sheer scale of their operation means most sales happen at the shelf or via a click, not through a direct conversation with a company representative. For instance, looking at the third quarter of 2025, the Domestic Division accounted for the largest portion of sales, hitting $1.2 billion in net sales. Global online sales, which represent this automated e-commerce channel, continued to gain ground, making up 23% of total consumer sales in Q3 2025, up from 21% the prior year. This shows a clear, measurable shift in the transactional relationship toward digital self-service.

Sales Segment (Q3 2025)	Net Sales Amount	Year-over-Year Growth
Consumer Domestic	$1.2 billion	4.2% increase
Consumer International	$290.1 million	8.4% increase
Specialty Products	$75.8 million	5.1% increase
Total Reported Net Sales	$1.5856 billion	5.0% increase

Brand building is where Church & Dwight Co., Inc. (CHD) puts significant financial muscle to drive awareness and preference, which is critical for a low-touch model. They expect their full year 2025 marketing investment to exceed 11% of net sales, keeping with their stated Evergreen Model target. To give you a concrete example of this investment in the third quarter of 2025, marketing expense was $202.9 million, representing a $17.1 million increase year-over-year. This spend fuels mass-market advertising and digital marketing efforts designed to create pull-through demand at the point of transaction. For comparison, in the second quarter of 2025, marketing expense as a percentage of net sales was 10.4%.

For the vast majority of their established products, the relationship is decidedly low-touch and self-service. You pick up the Arm & Hammer baking soda or OxiClean, you buy it, and that's the extent of the direct interaction. This model relies heavily on shelf presence and brand equity built through the mass marketing mentioned above. The fact that the Domestic Division organic sales growth was only 2.3% in Q3 2025 suggests that while the base business is steady, the growth engine is not reliant on high-touch customer acquisition.

However, for newer or niche brands, the relationship shifts to more direct digital engagement. This is where you see targeted efforts to build a community and gather direct feedback. Take the recent acquisition, Touchland; management noted its first quarter of ownership in Q3 2025 exceeded initial expectations, suggesting strong early digital traction. Furthermore, specific brand performance metrics from Q2 2025 show where focused digital/innovation efforts are paying off:

• THERABREATH consumption grew 22.5% and maintained a 21% share.
• HERO acne products saw 11.4% growth, holding the #1 acne care brand position with a 22% share.
• ARM & HAMMER liquid laundry detergent consumption grew 3.2%, achieving a 15% share.

These figures demonstrate that while the core relationship is transactional, Church & Dwight Co., Inc. (CHD) actively uses targeted investment to foster deeper, more direct relationships with consumers for their growth-focused brands.

Church & Dwight Co., Inc. (CHD) - Canvas Business Model: Channels

You're looking at how Church & Dwight Co., Inc. (CHD) gets its products into customers' hands as of late 2025. The channel strategy is clearly multi-pronged, balancing traditional retail muscle with significant digital expansion, plus a dedicated business-to-business arm.

The core of the consumer business still flows through established brick-and-mortar locations, but the digital shift is material. Global online sales are now a significant portion of the total consumer revenue base.

Here's a look at the sales breakdown across the major segments based on the third quarter of 2025 performance:

Channel/Division Segment	Q3 2025 Net Sales (Reported)	Q3 2025 Organic Sales Growth
Consumer Domestic Division (US Mass Merchandisers, Supermarkets, Drug Chains)	$1,219.7 million	2.3%
Consumer International Division (Subsidiaries & Global Markets Group)	$290.1 million	7.7%
Specialty Products Division (SPD)	$75.8 million	4.2%

The physical retail footprint, represented by the Consumer Domestic Division, brought in $1,219.7 million in net sales during the third quarter of 2025, growing organically by 2.3%. This channel is where the bulk of the ARM & HAMMER™ and other household/personal care brands move through US retailers.

The international reach is showing stronger organic momentum. The International Division, which includes the international subsidiaries and the Global Markets Group, posted net sales of $290.1 million in Q3 2025, with organic sales growth at 7.7%.

The digital channel is growing fast enough to be a key focus area. You should note this trend:

• E-commerce platforms represented 23% of total consumer sales in Q3 2025.
• This is an increase from 21% in the prior year.

For the Specialty Products Division (SPD), which serves industrial customers directly, the channel is distinct from the consumer side. SPD net sales for the third quarter of 2025 were $75.8 million, with organic sales growth coming in at 4.2%. This division's performance is often tied to industrial demand cycles, not just consumer purchasing habits.

The company is actively managing its channel portfolio by exiting certain businesses, like the FLAWLESS™, SPINBRUSH™, and WATERPIK™ showerhead lines, which are expected to be fully exited by early 2026. This pruning is designed to sharpen focus on brands that can win in these existing channels, especially online.

Finance: review the Q4 2025 channel performance against the Q3 2025 run-rate by next Tuesday.

Church & Dwight Co., Inc. (CHD) - Canvas Business Model: Customer Segments

You're looking at how Church & Dwight Co., Inc. (CHD) slices up its market to sell everything from baking soda to premium oral care. The customer base is broad, but they segment it carefully to match their value propositions, which is smart given their portfolio mix.

The core of the business still targets the everyday shopper, but the growth engine is increasingly international and digitally engaged. Here's a quick look at the revenue distribution based on the latest figures we have for the third quarter of 2025, which gives us a solid view of where the money is coming from right now.

Customer Segment Focus	Division	Q3 2025 Net Sales (Approximate)	Organic Sales Growth (Q3 2025)
Mass-Market (Domestic)	Consumer Domestic	$1,219.7 million	2.3%
International Consumers	Consumer International	$290.1 million	7.7%
B2B / Specialty	Specialty Products Division (SPD)	$75.8 million	4.2%

The company expects full year 2025 reported sales growth to land around 1.5%, which shows they are managing the impact of exiting lower-performing businesses while still pushing for overall growth.

Mass-market consumers seeking value in household and personal care

This group forms the bedrock of Church & Dwight Co., Inc.'s revenue, primarily served through the Consumer Domestic Division. These are the shoppers looking for reliable performance in staples like laundry detergent and cat litter, often prioritizing value. In the third quarter of 2025, this segment generated approximately $1,219.7 million in net sales.

Even with slowing category consumption in the US market, this segment is showing resilience, delivering organic sales growth of 2.3% in Q3 2025. This suggests that even value-focused consumers are trading up within the company's brands or that volume growth is holding steady.

• Brands like ARM & HAMMER™ Liquid Detergent and Cat Litter anchor this segment.
• The company is defintely focused on driving share gains here.
• This segment is also heavily engaged online, with global online sales hitting 23% of total consumer sales in Q3 2025.

International consumers in developed and emerging markets

The international customer base is a significant growth driver, showing stronger organic growth than the domestic market in Q3 2025 at 7.7%. Net sales for the Consumer International segment in Q3 2025 reached $290.1 million.

Growth here is described as broad-based across subsidiaries and the Global Markets Group, indicating successful penetration in diverse geographies. Brands like HERO, THERABREATH, and BATISTE™ are leading this international charge.

Niche consumers for premium, problem-solution products (e.g., acne, oral care)

Church & Dwight Co., Inc. successfully targets consumers willing to pay a premium for specific solutions, often through its Power Brands. These customers are less price-sensitive when a product solves a distinct problem. The acquisition of TOUCHLAND™ in July 2025, a fast-growing hand sanitizer brand, directly addresses this segment.

Premium oral care, like THERABREATH™ mouthwash, and specialized skincare, like HERO™ acne products, cater to this group. While specific revenue for just the niche/premium lines isn't broken out separately from the Domestic Division, the overall focus on innovation and marketing investment exceeding 11% of sales for 2025 signals a commitment to these higher-margin areas.

Business-to-Business (B2B) customers for Specialty Products Division (SPD)

The Specialty Products Division serves industrial and commercial customers, primarily through its sodium bicarbonate business. This segment is smaller but contributes steady, high-margin revenue. In Q3 2025, SPD net sales were $75.8 million, with organic sales growing by 4.2%.

This division's customer base includes industries relying on high-purity sodium bicarbonate for applications ranging from food processing to animal nutrition. The company is streamlining its vitamin business, which falls under this umbrella, by exploring JVs or divestiture options by the end of 2025, suggesting a focus on optimizing the core B2B offerings.

Church & Dwight Co., Inc. (CHD) - Canvas Business Model: Cost Structure

You're looking at the major outflows that fund Church & Dwight Co., Inc.'s operations as of late 2025. Honestly, for a consumer staples company like Church & Dwight Co., Inc., the cost structure is dominated by getting product made and getting it in front of the customer.

The cost of goods sold (COGS) is a massive component, which we see reflected in the gross margin performance. For instance, the third quarter of 2025 saw the Adjusted Gross Margin come in at 45.1%. This means that roughly 54.9% of net sales went toward the direct costs of producing the goods, covering raw materials, manufacturing overhead, and direct labor.

Church & Dwight Co., Inc. is definitely spending heavily on getting the word out. The company is actively investing in its power brands to build momentum into 2026. For the full year 2025, marketing as a percentage of sales is expected to exceed 11% of net sales. To give you a concrete example from the most recent reported quarter, third quarter 2025 marketing expenses as a percentage of sales actually hit 12.8%.

Here's a quick look at the major operating expense percentages we have for 2025:

Cost Component	Metric / Period	Value
Cost of Goods Sold (Implied from Gross Margin)	Q3 2025 Adjusted Gross Margin	45.1% of Sales
Marketing & Advertising Expense	Full Year 2025 Expectation	Exceed 11% of Sales
Marketing & Advertising Expense	Q3 2025 Actual	12.8% of Sales
Selling, General, & Administrative (SG&A) Expense	Q1 2025 Adjusted SG&A	15.2% of Net Sales

On the SG&A (Selling, General, and Administrative) front, the expectation is that this cost, as a percentage of sales, will be lower versus 2024 for the full year 2025. This suggests efficiency gains or controlled overhead spending relative to revenue growth, even as they invest in areas like e-commerce and international operations. Still, Q3 2025 saw adjusted SG&A increase by 20 basis points year-over-year.

Capital expenditures (CapEx) are being managed for growth projects. For the full year 2025, Church & Dwight Co., Inc. expects capital expenditures to be approximately $120 million. This is a key number for understanding investment in property, plant, and equipment.

Financing costs are tied to the balance sheet structure. As of September 30, 2025, total debt for Church & Dwight Co., Inc. stood at $2.2 billion. The interest expense associated with this debt load has shown some favorable movement; for example, Q3 2025 saw adjusted other expense increase by $3.9 million due to lower interest income, but Q3 2024's adjusted other expense had decreased due to lower interest expense.

You should track these key cost drivers:

• Raw Material & Production Costs: Watch the Adjusted Gross Margin trend against input cost inflation.
• Brand Investment: Marketing spend is clearly prioritized to be above 11% for the year.
• Overhead Control: Monitor the SG&A percentage against the stated goal of being lower than 2024.
• Fixed Investment: The $120 million CapEx target sets the floor for fixed asset investment this year.

Finance: draft 13-week cash view by Friday.

Church & Dwight Co., Inc. (CHD) - Canvas Business Model: Revenue Streams

You're looking at how Church & Dwight Co., Inc. brings in the money based on their late 2025 figures. It's a mix of strong domestic brands, growing international presence, and specialized business units.

The third quarter of 2025 showed solid top-line momentum, with reported net sales increasing 5.0% to $1,585.6 million. Overall organic sales grew 3.4% for the quarter.

Here's a breakdown of the segment performance for the third quarter of 2025:

Revenue Stream Segment	Reported Net Sales Growth (YoY)	Organic Sales Growth (YoY)	Q3 2025 Net Sales Amount
Consumer Domestic	4.2%	2.3%	$1,219.7 million
Consumer International	8.4%	7.7%	$290.1 million
Specialty Products Division (SPD)	5.1%	4.2%	$75.8 million

Consumer Domestic product sales, which include major brands like ARM & HAMMER and TROJAN, saw reported net sales rise 4.2%. The organic growth for this segment was 2.3%.

Consumer International product sales were a standout performer, with reported net sales growing 8.4% in Q3 2025, amounting to $290.1 million. The underlying organic growth for this division was 7.7%.

Specialty Products Division (SPD) sales, serving industrial and animal nutrition markets, contributed $75.8 million in net sales, a 5.1% increase. The organic sales growth for SPD was 4.2%.

Key drivers for the Q3 performance included:

• Domestic Division organic growth of 2.3%.
• International Division organic growth of 7.7%.
• SPD organic sales growth of 4.2%.
• E-commerce sales representing 23% of total consumer sales in Q3.

Looking at the full-year expectations for fiscal 2025, Church & Dwight Co., Inc. is projecting that Full-year 2025 Reported Sales Growth will be approximately 1.5%. Also, the company's guidance for Adjusted EPS for 2025 is set at approximately $3.49.

The company also raised its full-year Cash from Operations projection to approximately $1.2 billion.