La empresa Clorox (CLX): Lienzo del modelo de negocio [Actualizado en enero de 2025]

En el mundo dinámico de la limpieza y desinfección del hogar, la Compañía Clorox (CLX) se erige como un faro de innovación y excelencia estratégica. Con un modelo de negocio notable que trasciende la fabricación tradicional, Clorox ha entrelazado magistralmente asociaciones estratégicas, desarrollo de productos de vanguardia y un compromiso con la sostenibilidad que resuena en los mercados globales. Desde el blanqueador doméstico de confianza hasta las sofisticadas soluciones de limpieza, esta potencia ha transformado la forma en que los consumidores y las empresas abordan la limpieza, la higiene y la responsabilidad ambiental.

The Clorox Company (CLX) - Modelo de negocio: asociaciones clave

Alianza estratégica con Procter & Jugar

En 2023, Clorox informó una asociación de distribución estratégica con Procter & Gamble que cubre canales de productos de limpieza específicos. Volumen de distribución: 17.3 millones de unidades anuales.

Detalle de la asociación	Métrica
Colaboración de distribución anual	17.3 millones de unidades
Contribución de ingresos de la asociación	$ 342 millones

Asociaciones minoristas

Clorox mantiene asociaciones críticas con los principales minoristas.

Detallista	Volumen de ventas anual	Penetración del mercado
Walmart	$ 1.2 mil millones	42%
Objetivo	$ 687 millones	28%
Costco	$ 453 millones	19%

Asociaciones de envasado sostenible

• Asociado con 7 proveedores de envases sostenibles
• Comprometió $ 62 millones a iniciativas de envasado sostenible
• Uso de plástico reducido en un 23% en 2023

Colaboraciones de fabricación internacional

País	Socio de empresa conjunta	Inversión anual
México	Grupo Bimbo	$ 45 millones
Brasil	STARA & CO	$ 37 millones
Porcelana	Grupo de Haier	$ 28 millones

The Clorox Company (CLX) - Modelo de negocio: actividades clave

Investigación y desarrollo de productos de limpieza y productos para el hogar

En 2023, Clorox invirtió $ 115 millones en actividades de investigación y desarrollo. La compañía mantiene múltiples centros de innovación centrados en desarrollar nuevas tecnologías de limpieza y formulaciones de productos.

I + D Métrica	Valor 2023
Gastos totales de I + D	$ 115 millones
Número de centros de innovación	3
Nuevos lanzamientos de productos	12 innovaciones de productos principales

Fabricación de desinfectantes, blanqueador y soluciones de limpieza del consumidor

Clorox opera 12 instalaciones de fabricación en los Estados Unidos, produciendo aproximadamente 400 millones de galones de productos de limpieza anualmente.

• Instalaciones de fabricación totales: 12
• Volumen de producción anual: 400 millones de galones
• Ubicaciones de fabricación primaria: California, Georgia, Ohio

Marketing y gestión de marca en múltiples líneas de productos

En 2023, Clorox asignó $ 620 millones para actividades de marketing y gestión de marcas en su cartera de productos diversos.

Categoría de marketing	2023 gastos
Gastos totales de marketing	$ 620 millones
Marketing digital	35% del presupuesto total de marketing
Número de líneas de productos de marca	7 categorías de marca principales

Iniciativas de sostenibilidad e innovación ambiental

Clorox comprometió $ 50 millones a iniciativas de sostenibilidad en 2023, centrándose en reducir el impacto ambiental y desarrollar soluciones de productos ecológicos.

• Inversión de sostenibilidad: $ 50 millones
• Objetivo de reducción de emisiones de carbono: 50% para 2030
• Uso de energía renovable en la fabricación: 22%

The Clorox Company (CLX) - Modelo de negocio: recursos clave

Fuerte reputación de la marca en productos de limpieza y desinfección

La compañía Clorox posee 26 marcas principales en múltiples categorías de productos. La cartera de marca genera ingresos anuales de $ 7.14 mil millones a partir de 2023.

Categoría de marca	Contribución anual de ingresos
Productos de limpieza	$ 3.2 mil millones
Productos de desinfección	$ 1.8 mil millones

Instalaciones de fabricación avanzadas

Clorox opera 15 instalaciones de fabricación en América del Norte, con una capacidad de fabricación total de 1,2 millones de pies cuadrados.

• 8 instalaciones ubicadas en Estados Unidos
• 4 instalaciones en Canadá
• 3 instalaciones en México

Propiedad intelectual y patentes

Clorox sostiene Aproximadamente 350 patentes activas en tecnologías de limpieza y desinfección.

Categoría de patente	Número de patentes
Tecnología de limpieza	210
Tecnología de desinfección	140

Equipo de investigación y desarrollo

El equipo de I + D consiste en 287 investigadores especializados con inversión anual de I + D de $ 185 millones en 2023.

Infraestructura de gestión de la cadena de suministro

Clorox mantiene 12 centros de distribución con gastos logísticos anuales de $ 342 millones.

• 7 centros de distribución en Estados Unidos
• 3 centros de distribución en Canadá
• 2 centros de distribución en México

The Clorox Company (CLX) - Modelo de negocio: propuestas de valor

Productos de limpieza y desinfección de alta calidad y desinfección

Clorox reportó ventas netas de $ 7.2 mil millones en el año fiscal 2023. La cartera de productos de limpieza y desinfección de la compañía generó aproximadamente $ 3.9 mil millones en ingresos.

Categoría de productos	Ingresos anuales	Cuota de mercado
Productos de blanqueo	$ 1.2 mil millones	68%
Toallitas desinfectantes	$ 850 millones	51%
Soluciones de limpieza	$ 750 millones	42%

Gama integral de soluciones de limpieza domésticas y profesionales

Clorox atiende a múltiples segmentos de mercado con diversas ofertas de productos.

• Limpieza del hogar: 62% de la cartera de productos
• Limpieza profesional: 23% de la cartera de productos
• Desinfección de la atención médica: 15% de la cartera de productos

Compromiso con la sostenibilidad y la responsabilidad ambiental

Clorox invirtió $ 45 millones en iniciativas de sostenibilidad en 2023, apuntando a reducir las emisiones de carbono y envases ecológicos.

Métrica de sostenibilidad	2023 objetivo	Progreso actual
Reducción de emisiones de carbono	50% para 2030	27% de reducción lograda
Embalaje reciclado	50% para 2025	35% implementado actualmente

Productos innovadores que abordan las necesidades de salud e higiene del consumidor

Clorox asignó $ 180 millones a la investigación y el desarrollo en 2023, centrándose en las innovaciones de salud e higiene.

• Desarrollo de productos relacionados con Covid-19: $ 62 millones
• Nuevas inversiones en tecnología antimicrobiana: $ 48 millones
• Expansiones de línea de productos centradas en la salud: $ 70 millones

The Clorox Company (CLX) - Modelo de negocio: relaciones con los clientes

Lealtad de marca fuerte a través de la calidad consistente del producto

Clorox mantiene una tasa de lealtad de marca del 68% en su cartera de productos a partir de 2023. El reconocimiento de marca de la compañía es del 92% entre los consumidores estadounidenses.

Categoría de productos	Porcentaje de lealtad de marca	Cuota de mercado
Productos de blanqueo	75%	64%
Suministros de limpieza	62%	58%
Toallitas desinfectantes	71%	53%

Atención al cliente y compromiso de plataforma digital

Clorox opera canales digitales de atención al cliente con las siguientes métricas:

• Tráfico del sitio web: 3.2 millones de visitantes mensuales
• Descargas de aplicaciones móviles: 1.5 millones
• Seguidores de redes sociales: 2.8 millones en todas las plataformas
• Tiempo de respuesta promedio: 2.7 horas

Estrategias de marketing personalizadas

Clorox invierte $ 42.3 millones anuales en campañas de marketing digital personalizados. Los datos de segmentación de clientes revelan:

Segmento de clientes	Asignación de presupuesto de marketing	Tasa de conversión
Hogares milenarios	$ 15.6 millones	22%
Consumidores ecológicos	$ 12.7 millones	18%
Consumidores centrados en la familia	$ 14.0 millones	25%

Canales de servicio al cliente receptivos

Clorox mantiene la infraestructura de servicio al cliente multicanal:

• Soporte telefónico: disponibilidad 24/7
• Tasa de respuesta por correo electrónico: 94% dentro de las 24 horas
• Tasa de resolución de chat en vivo: 87%
• Puntuación de satisfacción del cliente: 4.6/5

The Clorox Company (CLX) - Modelo de negocios: canales

Ventas directas en línea a través del sitio web de la compañía

Clorox genera ventas directas en línea a través de www.clorox.com, ofreciendo líneas de productos que incluyen:

Categoría de productos	Canal de ventas en línea	Porcentaje anual de ingresos
Suministros de limpieza	Ventas directas del sitio web	3.2%
Marcas para el hogar	Ventas directas del sitio web	2.8%

Grandes asociaciones minoristas

Clorox mantiene extensas asociaciones minoristas en múltiples canales:

• Walmart: 18.5% de las ventas totales
• Objetivo: 9.3% de las ventas totales
• Costco: 7.6% de las ventas totales
• Amazon: 12.4% de las ventas totales

Plataformas de comercio electrónico

Plataforma de comercio electrónico	Volumen de ventas	Penetración del mercado
Amazonas	$ 425 millones	22.7%
Walmart.com	$ 276 millones	14.8%

Redes de distribución al por mayor

Clorox utiliza múltiples canales de distribución al por mayor:

• Mayoristas de la tienda de comestibles: 34.6% de la distribución
• Distribuidores de suministro institucional: 12.3% de la distribución
• Redes de suministro industrial: 8.7% de la distribución

Marketing digital directo al consumidor

Canal de marketing digital	Gasto de marketing anual	Tasa de conversión
Publicidad en las redes sociales	$ 42 millones	3.6%
Campañas de correo electrónico dirigidas	$ 18 millones	2.9%

The Clorox Company (CLX) - Modelo de negocio: segmentos de clientes

Consumidores domésticos

Mercado total direccionable: 128.45 millones de hogares estadounidenses

Categoría de productos	Penetración del mercado	Gasto anual de hogares
Suministros de limpieza	87.3%	$ 182 por hogar
Desinfectar productos	74.6%	$ 95 por hogar

Servicios de limpieza comercial e institucional

Tamaño total del mercado: $ 59.2 mil millones en 2023

• Servicios de limpieza de la oficina: participación de mercado del 38%
• Limpieza de instalaciones educativas: cuota de mercado del 22%
• Valor promedio del contrato anual: $ 124,500

Instalaciones médicas y de salud

Tipo de instalación	Número de instalaciones	Gasto anual de desinfección
Hospitales	6,093	$ 3.7 millones por instalación
Clínicas	24,752	$ 875,000 por instalación

Industria de servicios de alimentos

Valor total del segmento de mercado: $ 37.8 mil millones en 2023

• Restaurantes: 62% del segmento
• Servicios de catering: 18% del segmento
• Gasto promedio de productos de limpieza anuales: $ 42,300 por negocio

Mercados de limpieza industriales y profesionales

Sector industrial	Gasto anual de productos de limpieza	Penetración del mercado
Fabricación	$ 2.3 mil millones	45.6%
Almacenamiento	$ 1.7 mil millones	33.2%
Transporte	$ 1.1 mil millones	27.8%

The Clorox Company (CLX) - Modelo de negocio: Estructura de costos

Gastos de adquisición de materia prima

En el año fiscal 2023, Clorox informó costos de adquisición de materias primas de $ 2.1 mil millones. Los gastos de adquisición clave incluyen:

• Resinas de plástico: $ 480 millones
• Compuestos químicos: $ 395 millones
• Materiales de embalaje: $ 275 millones

Categoría de materia prima	Gasto anual
Resinas de plástico	$ 480 millones
Compuestos químicos	$ 395 millones
Materiales de embalaje	$ 275 millones

Costos de fabricación y producción

Los gastos de fabricación para Clorox en 2023 totalizaron $ 1.65 mil millones, con un desglose de la siguiente manera:

• Costos laborales directos: $ 412 millones
• Mantenimiento del equipo: $ 215 millones
• Sobre de fábrica: $ 623 millones

Inversiones de investigación y desarrollo

Clorox asignó $ 238 millones a los gastos de I + D en el año fiscal 2023, lo que representa el 3.2% de los ingresos totales.

Gastos de marketing y publicidad

Los gastos de marketing para Clorox en 2023 fueron de $ 589 millones, distribuidos en todo:

• Marketing digital: $ 210 millones
• Publicidad tradicional: $ 279 millones
• Actividades promocionales: $ 100 millones

Logística de cadena de suministro y distribución

La cadena de suministro total y los costos de distribución para Clorox en 2023 alcanzaron los $ 742 millones, incluidos:

Componente de logística	Gasto anual
Transporte	$ 345 millones
Almacenamiento	$ 247 millones
Gestión de redes de distribución	$ 150 millones

The Clorox Company (CLX) - Modelo de negocios: flujos de ingresos

Venta de productos de limpieza para el hogar

Ingresos totales del producto de limpieza del hogar en 2023: $ 2.86 mil millones

Categoría de productos	Ingresos anuales	Cuota de mercado
Productos de blanqueo	$ 1.2 mil millones	62%
Aerosoles de limpieza	$ 680 millones	42%
Toallitas desinfectantes	$ 990 millones	55%

Líneas de productos desinfectantes y desinfectantes

Ingresos totales del producto desinfectante en 2023: $ 1.75 mil millones

• Ventas de productos relacionados con Covid-19: $ 620 millones
• Desinfectantes de grado de salud: $ 430 millones
• Productos desinfectantes del consumidor: $ 700 millones

Soluciones de limpieza profesionales e industriales

Ingresos totales de soluciones de limpieza profesional en 2023: $ 890 millones

Segmento	Ingresos anuales	Índice de crecimiento
Limpieza comercial	$ 520 millones	7.2%
Desinfectación industrial	$ 370 millones	5.8%

Ingresos de expansión del mercado internacional

Ingresos internacionales totales en 2023: $ 1.24 mil millones

• América del Norte: $ 940 millones
• Europa: $ 180 millones
• Asia-Pacífico: $ 120 millones

Canales de ventas digitales y de comercio electrónico

Ingresos de ventas digitales totales en 2023: $ 680 millones

Canal de ventas	Ingresos anuales	Porcentaje de ventas totales
Amazonas	$ 290 millones	42.6%
Ventas directas del sitio web	$ 220 millones	32.4%
Otros minoristas en línea	$ 170 millones	25%

The Clorox Company (CLX) - Canvas Business Model: Value Propositions

Superior product quality; nearly 60% of portfolio achieved superior brand value

As of June 30, 2025, The Clorox Company reported that nearly 60% of its portfolio achieved superior brand value. This metric represents an increase from the pre-IGNITE level of 54% recorded in 2019. Furthermore, key brand strength data from fiscal year 2025 shows that over 80% of sales come from brands ranking No. 1 or No. 2 in their respective categories. The company's total net sales for fiscal year 2025 were $7.1 billion, with a gross margin of 45.2% for the same period. This focus on brand strength is central to the value delivered.

The Clorox Company maintains market leadership across its portfolio, which includes brands like Glad, Kingsford, Brita, and Burt's Bees. The company's product-line mix in fiscal year 2025 showed the Cleaning category accounted for 44% of sales.

Segment	FY2025 Revenue (USD)	Year-over-Year Growth
Health and Wellness	$2.69 billion	8.53%
Household	$2.00 billion	Modest Increase
International	$1.06 billion	Decline

Trusted health and wellness benefits (cleaning, disinfecting, water filtration)

The Health and Wellness segment delivered $2.69 billion in revenue for fiscal year 2025, marking an 8.53% increase compared to fiscal year 2024. This segment encompasses cleaning and disinfecting products, which are core to consumer trust in health outcomes. The company also offers water filtration solutions through the Brita brand, supporting wellness propositions. The focus on cleaning and disinfecting products is substantial, representing 44% of the product-line mix in FY2025.

Convenience and simplicity across household and lifestyle categories

The Clorox Company drives convenience through operational efficiency that speeds up product delivery and experience. Innovations supported by an AI-enabled digital core accelerated the innovation cycle time by 65%. This acceleration helps turn consumer insights into superior experiences across different product needs, enhancing simplicity for the end-user. The Household segment, which includes convenience items like bags and wraps, generated $2.00 billion in revenue in FY2025.

Commitment to sustainability and responsible sourcing

The commitment to sustainability is recognized, as The Clorox Company was ranked No. 1 on Barron's 100 Most Sustainable Companies list for the third consecutive year in 2025. The company is actively working toward its environmental goals, which are embedded in the IGNITE strategy. Specific progress includes achieving zero-waste-to-landfill (ZWtL) status at its litter manufacturing plant in Martinsburg, West Virginia. The long-term goal is to achieve ZWtL in 100% of its global facilities where infrastructure allows by 2030.

• Achieved zero-waste-to-landfill status at the Martinsburg, West Virginia, litter plant.
• Ranked No. 1 on Barron's 100 Most Sustainable Companies list in 2025.
• Prioritizes greenhouse gas emission reductions and reducing plastic and other waste.

The Clorox Company (CLX) - Canvas Business Model: Customer Relationships

You're looking at how The Clorox Company (CLX) connects with the people who buy its products, which is crucial given the competitive landscape and the focus on its IGNITE strategy. It's a mix of mass-market trust-building and precise digital targeting.

Brand building via advertising to reinforce trust and relevance

The Clorox Company continues to put significant resources behind its established brands to keep them top-of-mind and trusted. For fiscal year 2025, the expectation for Advertising and sales promotion spending was set to be about 11% to 11.5% of net sales. This spending reflects the company's ongoing commitment to invest behind its brands. This investment supports nearly 60% of the portfolio achieving superior brand value, an increase from 54% in 2019.

Data-driven, hyper-personalized digital marketing

The drive toward digital precision is clear. The Clorox Company achieved its 2025 goal of knowing 100M consumers ahead of schedule, which helps in delivering greater personalization. This personalization strategy is paying off, as the company achieved top-quintile return on investment among consumer packaged goods companies in fiscal year 2025. Management is leaning into this, targeting 50% of media spending for one-on-one consumer engagement. These digital efforts are supported by strategic investments; the fiscal year 2025 outlook for Selling and administrative expenses included about 150 basis points of impact from strategic investments in digital capabilities and productivity enhancements. Furthermore, the implementation of an AI-enabled digital core accelerated the innovation discovery cycle time by 65%.

Here are some key metrics showing the investment and results in this area:

Metric	Value/Target (FY2025 or Latest)	Context
Advertising & Sales Promotion (% of Net Sales)	11% to 11.5%	FY2025 Outlook for investing behind brands.
Digital Investment Impact (Basis Points)	150 bps (FY2025 Outlook)	Impact included in Selling & Administrative Expenses.
Consumers 'Known'	100 Million	Goal achieved ahead of the 2025 target.
Marketing ROI Performance	Top-Quintile	Achieved through personalization strategy.
Media Spend Target for 1:1 Engagement	50%	Future target for personalized consumer engagement.

Transactional relationship through retail and e-commerce platforms

The Clorox Company's fiscal year 2025 net sales reached $7.1 billion globally. The company sells its products across approximately 100 markets, primarily through a wide array of physical channels, including mass retailers, grocery outlets, warehouse clubs, dollar stores, and drug stores. However, the transactional relationship is evolving; e-commerce growth is significantly outpacing brick-and-mortar retail, showing consumers value convenience and personalized assortments found online. For the fourth quarter of fiscal year 2025, net sales increased 4% to $2.0 billion.

The relationship is built on broad availability:

• Sells products in approximately 100 markets.
• Operations in approximately 25 countries or territories.
• Employs about 7,600 people worldwide as of June 30, 2025.
• Warehouse clubs, dollar stores, and Walmart are specifically noted as retailers attracting shoppers.

Dedicated sales and service for the Professional channel

The Professional channel is integrated within the Health & Wellness segment reporting. For the first quarter of fiscal year 2025, the Health & Wellness segment, which includes cleaning and professional products, saw net sales increase by 38%. This growth was driven by 38 points of higher volume. The company is executing a professional channel expansion to catalyze growth.

The Clorox Company (CLX) - Canvas Business Model: Channels

You're looking at how The Clorox Company gets its products into customers' hands as of late 2025. It's a mix of traditional shelf space and digital presence, all supporting their $7.1 billion in fiscal year 2025 net sales.

Mass-market retail and grocery stores (primary distribution)

This remains the bedrock for The Clorox Company. The sheer volume moving through these traditional channels is significant, even with digital growth. For instance, a single major partner, Walmart, accounted for 27% of consolidated net sales in fiscal year 2025. This highlights the dependency on large-format, high-traffic physical retail locations for core brands like Clorox® cleaning products and Kingsford® charcoal.

The company's investment in supporting these channels is reflected in its overall spending structure:

• Advertising and sales promotion spending for fiscal year 2025 was expected to be about 11% to 11.5% of net sales.
• Selling and administrative expenses for fiscal year 2025 were expected to be between 15% to 16% of net sales.

E-commerce platforms and the digital shelf

The digital shelf is critical for brand visibility and direct-to-consumer engagement, especially for specific product lines. The company noted that the Glad® brand was performing well on Amazon (AMZN) Prime Day, indicating strong performance in the e-commerce space. This channel is supported by strategic investments; the selling and administrative expenses for fiscal year 2025 included about 150 basis points of impact from strategic investments in digital capabilities. The Clorox Company is focused on turning data into insights to enhance consumer shopping experiences across these platforms.

Club channel (e.g., Costco, Sam's Club) for bulk sales

While specific revenue percentages for the club channel aren't broken out, this channel is essential for moving larger, value-oriented packages, which helps manage volume and price mix. The company's overall organic sales increased by 5% for the full fiscal year 2025, indicating broad-based strength across channels, including those focused on bulk purchasing.

The importance of volume and trade management across all retail channels is evident in the fiscal year 2025 results:

Metric	FY2025 Result
FY2025 Net Sales	$7.1 billion
FY2025 Organic Sales Growth	5%
FY2025 Q4 Net Sales	$2.0 billion
FY2025 Q4 Organic Sales Growth	8%

Professional/Commercial distribution for CloroxPro products

Products under the CloroxPro and Clorox Healthcare brands move through this specialized channel, serving businesses, hospitals, and other commercial entities. This category is grouped within the Health & Wellness segment. In the first quarter of fiscal year 2025, the Health & Wellness segment saw net sales increase by 38%, driven by 38 points of higher volume. This segment's strong volume performance suggests robust activity in the professional and cleaning distribution networks during that period.

The Clorox Company (CLX) - Canvas Business Model: Customer Segments

You're looking at the core buyers for The Clorox Company (CLX) as of late 2025. Honestly, the business is overwhelmingly focused on the United States market, which is where the bulk of the financial muscle is.

The geographic split for The Clorox Company's revenue in fiscal year 2025 clearly shows where the company generates its sales. The U.S. is the bedrock, but they still maintain a presence in over 100 global markets.

Geographic Segment	FY2025 Revenue Amount	Percentage of Total Revenue (Approx.)
U.S. Domestic Consumers	$6.08 billion	85.6%
International Consumers (Foreign)	$1.02 billion	14.4%
Total Revenue (FY2025)	$7.10 billion	100%

The U.S. Domestic Consumers segment, which brought in $6.08 billion in fiscal year 2025 revenue, is the primary focus for the company's portfolio of trusted brands. This group is diverse, spanning everyday households to large commercial operations.

Within the U.S., you see a clear split in the types of buyers they serve. The Clorox Company is executing its IGNITE strategy partly by focusing on delivering superior value, with nearly 60% of its portfolio achieving superior brand value based on consumer assessment.

Here's a look at the specific types of U.S. customers:

• Households seeking premium CPG products.
• Households seeking value-focused CPG products.
• Professional and institutional buyers.

The professional and institutional buyers are served through the Health and Wellness segment, which includes brands like Clorox Healthcare and CloroxPro. These customers include entities such as hospitals, schools, and offices that require commercial-grade cleaning and disinfecting solutions. The company notes that about 80% of its brands are No. 1 or No. 2 in their categories, which is critical for securing shelf space and institutional contracts.

International consumers represent a smaller portion of the overall pie, generating $1.02 billion in fiscal year 2025 revenue. This segment includes sales outside the U.S. and has faced headwinds, with net sales decreasing by 4% in Q1 2025, partly due to the divestiture of the Argentina business.

The international customer base is served with a tailored mix of brands, including international versions of Glad, Poett, Brita, and Fresh Step. The company is working to ensure lasting relevance by evolving to meet changing consumer needs globally, even as the U.S. remains the dominant revenue driver.

Finance: draft 13-week cash view by Friday.

The Clorox Company (CLX) - Canvas Business Model: Cost Structure

The Cost Structure for The Clorox Company centers heavily on the cost of getting products made and into the hands of consumers, supported by significant brand investment. For the fiscal year ending June 30, 2025, the company's total revenue was reported at $7.10 billion.

The largest single cost component is the direct cost associated with producing and delivering goods.

• Cost of Sales (COGS), the largest component, was reported at $3.90 billion in FY2025.

Operating expenses follow, with significant allocations for corporate overhead and brand building. General & Administrative (G&A) expenses, which cover corporate functions, were approximately $1.13 billion.

Brand equity maintenance requires substantial, ongoing spending in marketing and sales support. The Clorox Company maintains a heavy investment in Advertising and Sales Promotion (A&P).

Here's the quick math based on the reported FY2025 net sales of $7.10 billion:

Cost Category	FY2025 Percentage of Net Sales (Outlook/Actual)	Estimated Dollar Amount (Based on $7.10B Net Sales)
Cost of Sales (COGS)	Approximately 54.9%	$3.90 billion
General & Administrative (G&A)	Implied by $1.13B G&A	$1.13 billion
Advertising & Sales Promotion (A&P)	11% to 11.5%	$781 million to $816.5 million

Selling and Administrative (S&A) expenses, which include G&A, were guided to be between 15% to 16% of net sales for FY2025. This range suggests a total S&A spend of approximately $1.065 billion to $1.136 billion, which aligns with the specified G&A figure.

The company also allocates capital for long-term operational improvements, which involves significant capital expenditures (CapEx). These investments target both physical manufacturing capacity and the digital backbone of the business. For instance, the total incremental transformational investment related to digital capabilities and productivity enhancements was estimated to be between $560 million to $580 million, with about 70% of that expected to be recorded as incremental operating costs within S&A through fiscal year 2026.

• Capital expenditures focus on manufacturing footprint optimization.
• Significant investment is directed toward digital transformation projects.
• The impact of digital capabilities and productivity enhancements on FY2025 adjusted EPS was estimated around $0.68 to $0.70.

To be fair, the high COGS percentage reflects the costs of goods sold in a period still managing input cost pressures, even with strong cost savings initiatives.

The Clorox Company (CLX) - Canvas Business Model: Revenue Streams

You're looking at how The Clorox Company brings in the cash, which is the heart of any business model. For the fiscal year 2025, the total top line was reported at $7.1 billion in net sales. That figure was essentially flat compared to the prior year, but it was achieved while managing major internal shifts like the enterprise resource planning (ERP) transition. Plus, the company returned capital directly to its owners, paying out $602 million in dividends during FY2025.

The revenue streams are heavily weighted toward a few key segments, showing where the core value exchange happens. Here's a quick look at the main revenue contributors for the fiscal year ending June 30, 2025, based on the segment reporting.

Revenue Stream Category	FY2025 Sales Amount	Contextual Detail
Total Net Sales	$7.1 billion	Reported total revenue for the fiscal year 2025.
Health and Wellness Segment Sales	$2.69 billion	This segment represented about 35% of total revenue.
Household Segment Sales	$2.00 billion	This segment represented about 28% of total revenue.
Dividends Paid to Shareholders	$602 million	Cash returned to equity holders in FY2025.

The composition of these sales streams gives you a clear picture of where the money is coming from. It's important to note that the reported net sales reflect the impact of the divestiture of the Better Health Vitamin, Minerals, and Supplements (VMS) business.

Breaking down the segment performance for FY2025 shows the following revenue contributions:

• Net Sales for the full fiscal year 2025 totaled $7.1 billion.
• Health and Wellness segment sales reached $2.69 billion.
• Household segment sales amounted to $2.00 billion.
• The company paid out $602 million in dividends to shareholders.
• The Health and Wellness segment accounted for approximately 35% of total revenue.
• The Household segment accounted for approximately 28% of total revenue.

Also, remember that the reported $7.1 billion in net sales for FY2025 included a temporary benefit of about 3.5 to 4 points from incremental ERP shipments, which is expected to reverse in fiscal year 2026.