La compañía Procter & Gamble (PG): Lienzo del Modelo de Negocio [Actualizado en Ene-2025]

En el mundo dinámico de los bienes de consumo, Procter & Gamble se erige como un titán de innovación y brillantez estratégica, navegando magistralmente los mercados globales con un modelo de negocio que ha redefinido constantemente la excelencia. Con una cartera de 65+ Las marcas que tocan miles de millones de vidas diariamente, el lienzo del modelo de negocio de P&G revela un ecosistema complejo de asociaciones estratégicas, investigación de vanguardia y propuestas de valor centradas en el consumidor que han impulsado a la compañía al éxito sin precedentes en el cuidado personal, la limpieza y los segmentos de atención médica. Desde los estantes de Walmart hasta los mercados digitales de Amazon, el enfoque integral de P&G demuestra cómo una corporación multinacional puede mantener simultáneamente el alcance global y la relevancia local, creando un valor que trasciende las fronteras comerciales tradicionales.

El procter & Gamble Company (PG) - Modelo de negocios: asociaciones clave

Alianzas estratégicas con minoristas globales

P&G mantiene asociaciones críticas con los principales minoristas globales:

Detallista	Detalles de la asociación	Volumen de ventas anual
Walmart	Acuerdos exclusivos de distribución de productos	$ 15.2 mil millones en 2023
Objetivo	Estrategias de marketing colaborativas	$ 4.7 mil millones en 2023
Amazonas	Plataforma de ventas digitales y comercio electrónico	$ 8.3 mil millones en 2023

Acuerdos de fabricación de contratos

P&G colabora con instalaciones de producción especializadas a nivel mundial:

• 24 socios de fabricación de contratos
• Operaciones en 12 países
• Gasto anual de fabricación de contratos: $ 3.6 mil millones

Colaboraciones de investigación

Institución	Enfoque de investigación	Inversión anual
MIT	Innovación de la ciencia de los materiales	$ 2.1 millones
Universidad de Stanford	Investigación del comportamiento del consumidor	$ 1.8 millones
Hospital de Niños de Cincinnati	Prueba de seguridad de productos	$ 1.5 millones

Empresas conjuntas en mercados emergentes

Asociaciones estratégicas de fabricación locales de P&G:

• China: 5 instalaciones de fabricación de empresas conjuntas
• India: 3 asociaciones de fabricación locales
• Brasil: 2 colaboraciones de fabricación estratégica
• Inversión total del mercado emergente: $ 1.2 mil millones en 2023

Asociaciones tecnológicas

Socio tecnológico	Área de innovación	Presupuesto de colaboración anual
IBM	Inteligencia artificial en el desarrollo de productos	$ 4.5 millones
Google Cloud	Análisis de datos y aprendizaje automático	$ 3.2 millones
Qualcomm	Tecnologías de envasado inteligente	$ 2.7 millones

El procter & Gamble Company (PG) - Modelo de negocio: actividades clave

Investigación y desarrollo de productos en múltiples categorías de consumidores

P&G invirtió $ 2.24 mil millones en investigación y desarrollo en el año fiscal 2023. La compañía mantiene 27 centros mundiales de investigación y desarrollo en múltiples países.

Categoría de investigación	Inversión anual	Número de centros de investigación
Belleza	$ 587 millones	8 centros
Cuidado del hogar	$ 412 millones	6 centros
Cuidado femenino	$ 356 millones	5 centros

Gestión global de fabricación y cadena de suministro

P&G opera 97 instalaciones de fabricación en todo el mundo en 34 países. La compañía administra una compleja cadena de suministro global con 22,000 proveedores.

• Instalaciones de fabricación: 97
• Países con presencia manufacturera: 34
• Total de proveedores: 22,000
• Inversión anual de la cadena de suministro: $ 1.8 mil millones

Marketing y gestión de marca

P&G gastó $ 7.3 mil millones en publicidad y marketing en el año fiscal 2023. La compañía administra 65 marcas globales en 10 categorías de consumidores.

Gasto de marketing	Número de marcas globales	Categorías de consumo
$ 7.3 mil millones	65	10

Innovación de productos y mejora continua

P&G presenta aproximadamente 1,800 patentes anuales y mantiene una sólida canal de innovación en todas las categorías de productos.

• Presentaciones de patentes anuales: 1.800
• Lanzamientos de nuevos productos: 45 por año
• Tasa de éxito de la innovación: 60%

Sostenibilidad e iniciativas ambientales

P&G comprometió $ 2.5 mil millones a iniciativas de sostenibilidad para 2030, centrándose en energía renovable, conservación del agua y reducción de residuos.

Meta de sostenibilidad	Inversión	Año objetivo
Adopción de energía renovable	$ 1.2 mil millones	2030
Conservación del agua	$ 650 millones	2030
Reducción de desechos	$ 650 millones	2030

El procter & Gamble Company (PG) - Modelo de negocio: recursos clave

Cartera de marca fuerte

P&G posee 65 marcas globales en 10 categorías de productos a partir de 2023, con 22 marcas que generan más de $ 1 mil millones en ventas anuales.

Categoría de productos	Marcas clave	Venta anual
Cuidado de la tela	Marea	$ 7.2 mil millones
Cuidado del bebé	Mimos	$ 8.3 mil millones
Cuidado del cabello	Pantena	$ 4.5 mil millones

Red de distribución global

P&G opera en 180 países con 97 instalaciones de fabricación en todo el mundo.

Capacidades de investigación y desarrollo

• Inversión de I + D: $ 2.1 mil millones en el año fiscal 2023
• Más de 25,000 patentes activas
• Más de 5,000 científicos e ingenieros de investigación

Personal

Total de empleados: 106,000 a partir de 2023

Región	Distribución de empleados
América del norte	48,000
Europa	22,000
Asia Pacífico	26,000
América Latina	10,000

Propiedad intelectual

Portafolio de propiedad intelectual total: 38,000 marcas comerciales activas a nivel mundial

El procter & Gamble Company (PG) - Modelo de negocio: propuestas de valor

Productos de consumo de alta calidad en los segmentos

P&G opera en múltiples segmentos de productos de consumo con $ 80.7 mil millones en ventas netas para el año fiscal 2023. Las categorías de productos incluyen:

Segmento	Ejemplos de productos	Cuota de mercado
Cuidado personal	Gillette, Pantene, vieja especia	35-40%
Limpieza	Marea, descendente, ganancia	40-45%
Cuidado de la salud	Vicks, pepto-bismol	25-30%

Marcas de confianza con rendimiento consistente

P&G mantiene la lealtad de la marca a través de una calidad consistente en 65 marcas globales.

• Liderazgo promedio del mercado de la marca: 50-60%
• Calificación de confianza del consumidor: 4.2/5
• Reconocimiento de marca global: 90%

Soluciones innovadoras

Inversión de I + D: $ 2.1 mil millones en el año fiscal 2023

Área de innovación	Inversión anual	Nuevos lanzamientos de productos
Desarrollo de productos	$ 1.4 mil millones	42 Innovaciones importantes
Sostenibilidad	$ 700 millones	18 productos ecológicos

Valor por dinero

Posicionamiento de precios en los rangos de productos:

• Segmento premium: 30-35% de la cartera
• Segmento de rango medio: 45-50% de la cartera
• Segmento de valor: 15-20% de la cartera

Diversas preferencias del consumidor

Cobertura del mercado global: 180 países

Región	Penetración del mercado	Contribución de ingresos
América del norte	45%	$ 36.3 mil millones
Europa	25%	$ 20.2 mil millones
Asia-Pacífico	20%	$ 16.1 mil millones
América Latina	10%	$ 8.1 mil millones

El procter & Gamble Company (PG) - Modelo de negocios: relaciones con los clientes

Programas de lealtad de marca fuertes

P&G mantiene marcas de 21 mil millones de dólares en múltiples categorías de productos. Estadísticas del programa de fidelización a partir de 2023:

Marca	Participantes del programa de fidelización
Marea	4.2 millones de miembros activos
Mimos	6.5 millones de padres registrados
Gillette	3.8 millones de usuarios de suscripción

Sistemas integrales de atención al cliente

Métricas de atención al cliente de P&G para 2023:

• Soporte multicanal 24/7 en 180 países
• Tiempo de respuesta promedio: 2.3 horas
• Tasa de satisfacción del cliente: 87.6%
• Canales de soporte digital: correo electrónico, chat, redes sociales, teléfono

Participación digital a través de las redes sociales y las plataformas en línea

Plataforma	Recuento de seguidores	Tasa de compromiso
Instagram	3.4 millones	2.7%
Facebook	5.2 millones	1.9%
Gorjeo	1.6 millones	1.5%

Enfoques de marketing personalizados

Inversión de personalización y métricas para 2023:

• Presupuesto de personalización digital: $ 127 millones
• Sistemas de recomendación impulsados ​​por IA que cubren el 68% de las líneas de productos
• Alcance de marketing por correo electrónico personalizado: 42 millones de suscriptores

Comentarios del consumidor y mecanismos continuos de mejora de productos

Canal de retroalimentación	Volumen de retroalimentación anual	Tasa de mejora del producto
Encuestas en línea	1.2 millones de respuestas	34% implementado
Comentarios en las redes sociales	890,000 comentarios	26% implementado
Interacciones de servicio al cliente	2.3 millones de puntos de contacto	41% implementado

El procter & Gamble Company (PG) - Modelo de negocio: canales

Tiendas minoristas globales

P&G distribuye productos a través de más de 40,000 ubicaciones minoristas a nivel mundial, incluyendo:

Supermercados	22,500 tiendas
Farmacias	8.900 tiendas
Grandes almacenes	5.600 tiendas
Minoristas especializados	3.000 tiendas

Plataformas de comercio electrónico

Los canales de ventas en línea de P&G incluyen:

• Amazon: 35% de las ventas digitales
• Walmart.com: 22% de las ventas digitales
• Target.com: 15% de las ventas digitales
• Otras plataformas de comercio electrónico: 28% de las ventas digitales

Canales en línea directos al consumidor

P&G opera 12 sitios web de marca dedicados con capacidades de compra directa, generando $ 450 millones en ingresos en línea anuales.

Distribuidores al por mayor

Socios al por mayor	1.200 distribuidores
Alcance de distribución global	180 países
Ingresos al por mayor	$ 26.1 mil millones

Salidas minoristas propiedad de la empresa

P&G mantiene 87 ubicaciones minoristas propiedad de la empresa en 15 países, centrándose en las demostraciones de productos y la participación directa del consumidor.

El procter & Gamble Company (PG) - Modelo de negocio: segmentos de clientes

Hogares en diferentes niveles de ingresos

P&G se dirige a los hogares con ingresos anuales que van desde $ 30,000 a $ 150,000+. Segmentación del mercado muestra:

Soporte de ingresos	Enfoque del producto	Penetración del mercado
$30,000-$50,000	Productos de atención esencial	37% de la base de clientes
$50,000-$100,000	Cuidado personal de rango medio	42% de la base de clientes
$100,000+	Líneas de productos premium	21% de la base de clientes

Diversos grupos demográficos

Desglose de la demografía de los clientes de P&G:

• Edad 18-34: 29% del segmento total de clientes
• Edad 35-54: 41% del segmento total de clientes
• Edad 55+: 30% del segmento total de clientes
• División de género: 54% mujeres, 46% consumidores masculinos

Mercados globales con diferentes preferencias del consumidor

Región	Cuota de mercado	Categorías de productos clave
América del norte	38%	Limpieza, cuidado personal
Europa	25%	Higiene, lavandería
Asia Pacífico	22%	Belleza, atención médica
América Latina	10%	Productos domésticos
Medio Oriente/África	5%	Cuidado personal

Clientes institucionales y comerciales

Desglose del segmento comercial:

• Hospitalidad: 17% de los ingresos B2B
• Instituciones de atención médica: 22% de los ingresos B2B
• Cadenas minoristas: 36% de los ingresos B2B
• Instalaciones corporativas: 25% de los ingresos B2B

Consumidores conscientes de la salud y el bienestar

Características del segmento de consumo centrado en la salud:

Tipo de consumidor	Porcentaje	Categorías de productos preferidos
Buscadores orgánicos	18%	Cuidado personal natural
Entusiastas del fitness	22%	Nutrición, productos de rendimiento
Defensores del bienestar	15%	Limpieza natural, cuidado de la piel

El procter & Gamble Company (PG) - Modelo de negocio: estructura de costos

Inversión significativa en investigación y desarrollo

Gastos de I + D de P&G en el año fiscal 2023: $ 2.1 mil millones

Categoría de I + D	Inversión anual
Innovación de productos	$ 1.3 mil millones
Desarrollo tecnológico	$ 0.5 mil millones
Innovación digital	$ 0.3 mil millones

Gastos globales de fabricación y distribución

Costos totales de fabricación y distribución para 2023: $ 18.4 mil millones

• Número de instalaciones de fabricación en todo el mundo: 97
• Centros de distribución global: 41
• Gastos anuales de logística y transporte: $ 3.6 mil millones

Costos de marketing y publicidad

Gastos totales de marketing en 2023: $ 7.2 mil millones

Canal de marketing	Gasto
Marketing digital	$ 2.1 mil millones
Medios tradicionales	$ 3.5 mil millones
Patrocinios y eventos	$ 1.6 mil millones

Gestión de la cadena de suministro

Costos operativos anuales de la cadena de suministro: $ 12.7 mil millones

• Número de proveedores globales: más de 50,000
• Tasa de eficiencia de adquisición: 94%
• Inversiones de optimización de la cadena de suministro: $ 0.8 mil millones

Inversiones continuas de innovación de productos

Gastos totales de innovación de productos en 2023: $ 2.5 mil millones

Categoría de innovación	Inversión
Desarrollo de nuevos productos	$ 1.4 mil millones
Mejora del producto existente	$ 0.7 mil millones
Innovaciones de sostenibilidad	$ 0.4 mil millones

El procter & Gamble Company (PG) - Modelo de negocios: flujos de ingresos

Ventas de productos de cuidado personal

En el año fiscal 2023, el segmento de cuidado personal de P&G generó $ 14.7 mil millones en ingresos. Las categorías clave de productos incluyen:

Categoría de productos	Ingresos anuales
Gillette Razors	$ 3.2 mil millones
Productos de cuidado oral	$ 2.9 mil millones
Productos de cuidado femenino	$ 2.5 mil millones

Limpieza y líneas de productos para el hogar

El segmento de atención domiciliaria de P&G reportó $ 15.3 mil millones en ingresos para el año fiscal 2023.

• Detergente de lavandería de marea: $ 4.6 mil millones
• Productos de lavavajillas en cascada: $ 2.1 mil millones
• Febreze Air Care: $ 1.3 mil millones

Ingresos de productos de salud y bienestar

El segmento de atención médica generó $ 12.8 mil millones en 2023, con el siguiente desglose:

Línea de productos	Ingresos anuales
Vicks frío & Gripe	$ 3.4 mil millones
Pepto-Bismol	$ 1.2 mil millones
Cuidado del cabello de Pantene	$ 2.7 mil millones

Diversificación del mercado global

Distribución de ingresos geográficos en el año fiscal 2023:

Región	Ganancia	Porcentaje
América del norte	$ 34.5 mil millones	45%
Europa	$ 18.2 mil millones	24%
Asia-Pacífico	$ 15.7 mil millones	21%
América Latina	$ 7.3 mil millones	10%

Canales de venta directos e indirectos

Desglose de ingresos del canal de ventas para 2023:

• Tiendas minoristas: $ 52.6 mil millones (68%)
• Comercio electrónico: $ 12.4 mil millones (16%)
• Distribuidores al por mayor: $ 12.1 mil millones (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.