Kimberly-Clark Corporation (KMB): Business Model Canvas [Jan-2025 Mis à jour]

Plongez dans le plan stratégique de Kimberly-Clark Corporation, une puissance mondiale transformant les soins personnels quotidiens et l'hygiène grâce à une modélisation commerciale innovante. Des tissus emblématiques de Kleenex aux couches Huggies, cette entreprise multinationale a magistralement construit une toile commerciale qui relie les besoins des consommateurs avec le développement de produits de pointe, des partenariats stratégiques et un engagement envers la durabilité qui s'étend bien au-delà des approches manufacturières traditionnelles. Découvrez comment le modèle commercial méticuleusement conçu de Kimberly-Clark stimule son succès remarquable sur divers marchés mondiaux, créant de la valeur pour les consommateurs, les actionnaires et l'environnement.

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: Partenariats clés

Alliance stratégique avec les détaillants mondiaux

Kimberly-Clark maintient des partenariats stratégiques avec les principaux détaillants mondiaux:

Détaillant	Détails du partenariat	Volume des ventes annuelles
Walmart	Distribution exclusive des produits	3,2 milliards de dollars en 2023
Cible	Merchandising collaboratif	1,7 milliard de dollars en 2023
Costco	Accords de produits en vrac	1,5 milliard de dollars en 2023

Collaboration des fournisseurs de matières premières

Kimberly-Clark s'associe à des fournisseurs de matières premières spécialisés:

• Compagnie de papier international: fournit 45% des exigences en pâte
• Géorgie-Pacifique: fournit 30% des matériaux papier
• Sappi Limited: fournit des produits de papier spécialisé

Coentreprises de fabrication régionale

Région	Partenaire	Valeur d'investissement
Chine	Groupe de papier de Guangzhou	Coentreprise 220 millions de dollars
Brésil	Santher Fabril	180 millions de dollars partenariat de fabrication
Inde	Paper Mills Bangalore	Installation collaborative de 150 millions de dollars

Partenariats de l'innovation technologique

Collaborations technologiques pour le développement de produits:

• Licence de technologie du MIT: recherche matérielle durable
• Procter & Gamble Innovation Center: Développement de la technologie conjointe de l'hygiène
• Centre de recherche sur les biomatériaux de l'Université du Wisconsin: innovation de produit respectueuse de l'environnement

Investissement total de partenariat en 2023: 612 millions de dollars

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: Activités clés

Recherche et développement de produits dans les soins personnels et l'hygiène

Investissement en R&D en 2023: 487 millions de dollars

Zone de focus R&D	Investissement annuel	Cibles de l'innovation de produit
Technologies d'hygiène	213 millions de dollars	Matériaux d'absorption avancée
Innovation de soins personnels	174 millions de dollars	Conceptions de produits durables
Développement de produits numériques	100 millions de dollars	Solutions d'hygiène intelligente

Fabrication de papier grand public et de produits de soins personnels

Installations de fabrication totale: 42 emplacements mondiaux

• Amérique du Nord: 18 installations
• Europe: 12 installations
• Asie-Pacifique: 9 installations
• Amérique latine: 3 installations

Gestion et distribution mondiales de la chaîne d'approvisionnement

Métrique de la chaîne d'approvisionnement	Performance de 2023
Volume de distribution annuel	1,3 milliard d'unités
Coût de la logistique	2,1 milliards de dollars
Efficacité de la distribution	94,6% de livraison à temps

Marketing et gestion de la marque

Dépenses de marketing en 2023: 1,2 milliard de dollars

• Marketing de marque Huggies: 410 millions de dollars
• Marketing de marque Kleenex: 290 millions de dollars
• Marketing de la marque Cottonelle: 180 millions de dollars
• Attribution du marketing numérique: 35% du budget total

Initiatives de durabilité et d'innovation environnementale

Objectif de durabilité	2023 Progrès	Année cible
Consommation d'énergie renouvelable	47% de l'énergie totale	2030
Réduction des déchets	62% de déchets de déchets	2025
Emballage durable	38% de contenu recyclé	2030

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: Ressources clés

Portefeuille de marque

Kimberly-Clark possède 9 marques mondiales de premier plan avec des ventes annuelles plus de 1 milliard de dollars chacune:

• Kleenex
• Huggies
• Cotonelle
• Kotex
• Dépendre
• Tractions
• Équilibre
• Scott
• Viva

Installations de fabrication

Emplacement	Nombre d'installations	Sites de fabrication totaux
Amérique du Nord	22	52
Europe	15	52
Asie-Pacifique	10	52

Propriété intellectuelle

Brevets totaux: 3200+ Enregistré à l'échelle mondiale dans les technologies de soins personnels et d'hygiène.

Composition de la main-d'œuvre

Catégorie	Nombre d'employés
Total des employés	46,000
R&D Professionals	1,200
Fabrication de travailleurs	26,500

Réseau de distribution

Reach mondial: plus de 175 pays

• Canaux de distribution directe: 85%
• Canaux de distribution indirects: 15%

Ressources financières

Métrique financière	Valeur 2023
Revenus annuels	20,7 milliards de dollars
Equivalents en espèces et en espèces	1,3 milliard de dollars
Actif total	28,5 milliards de dollars

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: propositions de valeur

Solutions de soins personnels et d'hygiène de haute qualité

Kimberly-Clark génère 19,7 milliards de dollars de revenus annuels (2022 exercices). Le portefeuille de produits comprend:

Catégorie de produits	Volume des ventes annuelles
Couches	5,2 milliards d'unités
Produits de soins féminins	3,8 milliards d'unités
Tissus	4,5 milliards d'unités

Conceptions de produits innovants et durables

Investissement de recherche et développement: 438 millions de dollars en 2022.

• Développé 127 nouvelles solutions d'emballage durables
• Réduction de l'utilisation du plastique de 12% entre les lignes de produits
• Création d'alternatives de produits biodégradables

Marque de confiance avec des générations de fidélité des consommateurs

Métriques mondiales de reconnaissance de la marque:

Marque	Pénétration du marché
Huggies	82% de reconnaissance du marché mondial
Kleenex	91% de reconnaissance du marché mondial
Kotex	75% de reconnaissance du marché mondial

Gamme de produits complète pour différents besoins des consommateurs

Couverture du segment de marché:

• Soins des nourrissons: 0-2 ans
• Care sur les enfants: 2-12 ans
• Soins personnels adultes
• Hygiène féminine
• Solutions d'hygiène médicale et professionnelle

Engagement envers la responsabilité de l'environnement

Cibles de durabilité pour 2030:

• Réduction de 50% de l'utilisation du plastique vierge
• Emballage 100% recyclable
• Engagement de neutralité en carbone

Investissement environnemental: 276 millions de dollars en innovation durable (2022).

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: Relations clients

Programmes de fidélisation de la marque solides

Kimberly-Clark propose des programmes de fidélité sur plusieurs gammes de produits avec les mesures suivantes:

Programme de fidélité	Utilisateurs enregistrés	Taux d'engagement annuel
Récompenses Huggies	2,3 millions de membres	42% de participation active
Club kleenex	1,7 million de membres	Taux d'achat de 35%

Plateformes de service client réactives

Métriques de performance du service client:

• Temps de réponse moyen: 2,4 heures
• Évaluation de satisfaction du client: 87%
• Canaux de support numériques: 6 plateformes
• Interactions annuelles du support client: 3,2 millions

Engagement numérique via les réseaux sociaux

Plate-forme	Abonnés	Taux d'engagement
Instagram	1,5 million	3.2%
Facebook	2,7 millions	2.8%
Gazouillement	850,000	2.5%

Recommandations de produits personnalisés

Performance du système de recommandation:

• Précision de l'algorithme de personnalisation: 76%
• Taux de conversion à partir des recommandations: 18,5%
• Suggestions moyennes de produits par client: 4.3

Éducation des consommateurs sur les avantages sociaux

Canal d'éducation	Portée annuelle	Interactions de contenu
Ressources éducatives sur le site Web	12,6 millions de visiteurs	5,4 millions de vues de contenu
Vidéos de tutoriel YouTube	8,2 millions de vues	Base de 320 000 abonnés

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: canaux

Plateformes de commerce électronique en ligne

En 2024, Kimberly-Clark génère environ 1,2 milliard de dollars de ventes en ligne via des plateformes comme Amazon, Walmart.com et Target.com.

Plate-forme de commerce électronique	Volume des ventes annuelles	Part de marché
Amazone	480 millions de dollars	40%
Walmart.com	360 millions de dollars	30%
Cible.com	240 millions de dollars	20%
Autres plateformes en ligne	120 millions de dollars	10%

Magasins de détail majeurs

Kimberly-Clark distribue des produits par le biais de grandes chaînes de vente au détail, générant 4,5 milliards de dollars de ventes annuelles.

Magasin de détail	Volume des ventes annuelles	Pourcentage de distribution
Walmart	1,8 milliard de dollars	40%
Cible	900 millions de dollars	20%
Costco	675 millions de dollars	15%
Autres grands détaillants	1,125 milliard de dollars	25%

Épiceries et dépanneurs

Kimberly-Clark maintient une présence significative dans les canaux d'épicerie et de dépanneurs, générant 2,7 milliards de dollars de ventes annuelles.

• Kroger: 810 millions de dollars
• Albertsons: 540 millions de dollars
• 7-Eleven: 270 millions de dollars
• Autres magasins d'épicerie / commodité: 1,08 milliard de dollars

Pharmacies et pharmacies

Les canaux pharmaceutiques et de pharmacie représentent 1,8 milliard de dollars de ventes annuelles pour Kimberly-Clark.

Pharmacie / pharmacie	Volume des ventes annuelles	Pénétration du marché
CVS	540 millions de dollars	30%
Walgreens	450 millions de dollars	25%
Rite	270 millions de dollars	15%
Autres pharmacies	540 millions de dollars	30%

Canaux numériques directs aux consommateurs

Les canaux numériques directs aux consommateurs de Kimberly-Clark génèrent 360 millions de dollars de ventes annuelles.

• Site Web de l'entreprise: 180 millions de dollars
• Services d'abonnement: 108 millions de dollars
• Applications mobiles: 72 millions de dollars

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: segments de clientèle

Familles avec de jeunes enfants

Kimberly-Clark cible les familles avec de jeunes enfants grâce à des gammes de produits clés:

Catégorie de produits	Part de marché	Volume des ventes annuelles
Couches de huggies	34.5%	4,2 milliards de dollars
Pantalons d'entraînement des tractions	48.3%	1,8 milliard de dollars

Consommateurs soucieux de leur santé

Caractéristiques du segment:

• Tissues Kleenex avec protection antivirale: 22% de pénétration du marché
• Scott Naturals Product Line: 620 millions de dollars de revenus annuels
• Options de produits biodégradables et durables

Ménages budgétaires

Gamme de produits	Prix ​​moyen	Pénétration du marché
Cottonelle essentielle	4,99 $ par pack	27.6%
Papier toilette Scott	3,49 $ par pack	41.2%

Acheteurs institutionnels

Segments clés du marché institutionnel:

• Hôpitaux: 1,3 milliard de dollars Ventes institutionnelles annuelles
• Écoles: 38% de couverture du marché dans les établissements d'enseignement
• Bureaux d'entreprise: 750 millions de dollars de revenus annuels du segment commercial

Marchés mondiaux à travers différents niveaux de revenu

Région géographique	Pénétration du marché	Revenus annuels
Amérique du Nord	42%	9,6 milliards de dollars
Europe	24%	5,2 milliards de dollars
Asie-Pacifique	22%	4,8 milliards de dollars
l'Amérique latine	12%	2,6 milliards de dollars

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: Structure des coûts

Frais d'approvisionnement en matières premières

En 2023, les coûts d'approvisionnement en matières premières de Kimberly-Clark étaient de 6,2 milliards de dollars. La société s'approvisionne des matériaux clés, notamment:

• Pulp: 2,1 milliards de dollars
• Matériaux à base de pétrole: 1,5 milliard de dollars
• Fibres de cellulose: 850 millions de dollars
• Matériel d'emballage: 750 millions de dollars

Catégorie de matières premières	Coût annuel (USD)	Pourcentage du total
Pulpe	2,1 milliards de dollars	33.9%
Matériaux à base de pétrole	1,5 milliard de dollars	24.2%
Fibres de cellulose	850 millions de dollars	13.7%
Matériaux d'emballage	750 millions de dollars	12.1%

Coûts de fabrication et de production

Total des dépenses de fabrication en 2023: 4,8 milliards de dollars

Composant coût	Montant (USD)
Coûts de main-d'œuvre	1,6 milliard de dollars
Dépenses énergétiques	520 millions de dollars
Entretien de l'équipement	340 millions de dollars
Frais généraux d'usine	640 millions de dollars

Investissements de recherche et développement

Dépenses de R&D en 2023: 382 millions de dollars, ce qui représente 1,7% du chiffre d'affaires total

• Innovation de produits de soins personnels: 156 millions de dollars
• Technologie des soins de santé: 98 millions de dollars
• Recherche sur la durabilité: 78 millions de dollars
• Innovation numérique: 50 millions de dollars

Dépenses de marketing et de publicité

Budget marketing total en 2023: 1,1 milliard de dollars

Canal de marketing	Dépenses (USD)
Marketing numérique	320 millions de dollars
Publicité médiatique traditionnelle	450 millions de dollars
Activités promotionnelles	230 millions de dollars
Développement	100 millions de dollars

Distribution et logistique globales

Total des coûts de logistique et de distribution en 2023: 1,3 milliard de dollars

• Frais de transport: 680 millions de dollars
• Opérations de l'entrepôt: 340 millions de dollars
• Gestion des stocks: 180 millions de dollars
• Expédition internationale: 100 millions de dollars

Kimberly-Clark Corporation (KMB) - Modèle d'entreprise: Strots de revenus

Ventes de produits de soins personnels

Depuis 2023, la catégorie des produits de soins personnels de Kimberly-Clark a généré 9,6 milliards de dollars de revenus. Les gammes de produits clés comprennent:

• Couches Huggies: 4,2 milliards de dollars
• Tissus Kleenex: 1,8 milliard de dollars
• Kotex Femine Care: 1,5 milliard de dollars

Revenus de catégorie de produits papier

Catégorie de produits	Revenus annuels
Produits de papier grand public	5,3 milliards de dollars
Papier professionnel / commercial	2,7 milliards de dollars

Revenu de diversification du marché mondial

Répartition mondiale des revenus par région en 2023:

• Amérique du Nord: 11,2 milliards de dollars
• Europe: 3,6 milliards de dollars
• Asie-Pacifique: 2,9 milliards de dollars
• Amérique latine: 1,8 milliard de dollars

Abonnement et achats récurrents des consommateurs

Revenus récurrents des plates-formes directes aux consommateurs: 450 millions de dollars en 2023

Revenus en gros et aux canaux de vente au détail

Canal	Revenus annuels
Magasins de détail	7,5 milliards de dollars
Distributeurs en gros	6,3 milliards de dollars
Plates-formes de commerce électronique	2,1 milliards de dollars

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Value Propositions

Essential daily-need products for all life stages (Baby, Feminine, Adult, Family Care)

Kimberly-Clark Corporation serves consumers across multiple essential categories, as reflected in its segment reporting for the third quarter of 2025.

• Personal Care, which includes Baby and Adult & Feminine Care, is a key driver, with the International Personal Care segment reporting net sales of $1.4 billion for the three months ended September 30, 2025.
• The North America segment, covering Baby & Child Care, Adult & Fem Care, and Professional, reported net sales of $2.7 billion for the three months ended September 30, 2025.
• For the first nine months of 2025, the company recorded total sales of $12.4 billion.

Superior value propositions across the good, better, best price ladder

The company actively manages its product portfolio across value tiers to meet diverse consumer needs, a strategy evident in recent operational adjustments.

Segment/Focus Area	Reported Net Sales (Q3 2025)	Organic Sales Growth (Q3 2025)
North America Segment	$2.7 billion	2.7% increase
International Personal Care	$1.4 billion	2.1% increase

Targeted investments were made in the price pack architecture of the Baby and Child Care portfolio and enhancing value propositions in Professional, as noted in the first quarter of 2025 results. The Personal Care segment remained a key global performance driver, with North America organic sales growth supported by a 2.6% increase in volume.

Sustainability initiatives (e.g., 100% Natural Forest Free ambition)

Kimberly-Clark Corporation has a stated aspiration to be Natural Forest Free across its portfolio beyond 2030. The company has established specific 2025 milestone targets to support this long-term goal.

• 2025 Milestone 1: Reduce use of natural forest fibers by 50%, using 2011 as the baseline.
• 2025 Milestone 2: Source 90% of tissue fiber from environmentally preferred sources.
• Progress as of the 2023 report showed a reduction in natural forest fiber use of 39% since the 2011 baseline.
• The company expects to be more than halfway to its Natural Forest Free goal by 2030.

Health and hygiene solutions for businesses (Kimberly-Clark Professional)

The Professional business is integrated within the International Family Care & Professional (IFP) segment and contributes to overall revenue streams. In fiscal year 2024, the K-C Professional segment accounted for 16.18% of the company's total revenue. In the fourth quarter of 2024, the IFP segment reported net sales of $831 million. Organic sales in the North America segment, which includes Professional, declined by 0.6% in Q1 2025, driven partly by enhancing value propositions in Professional.

Consistent product quality and brand trust built over decades

The value proposition is underpinned by a portfolio of established brands that command consumer loyalty. The company's portfolio of brands, including Huggies, Kleenex, Kotex, and Cottonelle, hold No. 1 or No. 2 positions in their respective categories. The company reported an annualized dividend of $5.04 per share, representing a dividend yield of 4.7% as of late 2025, reflecting financial stability supporting brand investment. The company's Q3 2025 organic growth of 2.5% was supported by a 2.4% increase in volume, driven by new product launches and the strengthening of the global portfolio.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Customer Relationships

You're looking at how Kimberly-Clark Corporation connects with the people and businesses buying its essential products. It's a mix of high-volume retail transactions and targeted professional services, all increasingly driven by digital insights.

Transactional relationship with mass-market consumers via retail presence

The bulk of Kimberly-Clark Corporation's customer relationship is transactional, driven by the sheer volume of sales through traditional retail channels. For the full year 2024, the company delivered net sales of $20.1 billion, with organic sales growing 3.2 percent. The North America segment, which heavily services mass-market consumers, reported net sales of $2.7 billion for the three months ended September 30, 2025. This segment saw a 2.7 percent increase in organic sales in Q3 2025, with volume gains in Baby & Child Care and Adult & Fem Care categories driving this.

The relationship here is built on availability and brand recognition across thousands of retail touchpoints. Here's a snapshot of the scale:

Metric	Value/Rate	Reporting Period/Context
Full Year 2024 Net Sales	$20.1 billion	Full Year 2024
Full Year 2024 Organic Sales Growth	3.2 percent	Full Year 2024
North America Segment Net Sales	$2.7 billion	Three months ended September 30, 2025
North America Segment Organic Sales Growth	2.7 percent	Three months ended September 30, 2025

Dedicated service model for B2B clients (Kimberly-Clark Professional)

For its B2B clients, the relationship shifts to a dedicated service model under Kimberly-Clark Professional (KCP). This segment focuses on away-from-home needs with brands like Kleenex, Scott, and WypAll. Performance data shows this segment faces different dynamics than the consumer side. For instance, in North America during Q2 2024, K-C Professional organic sales saw a 4 percent decline. For the International Family Care & Professional (IFP) segment, organic sales were relatively flat in 2024. Still, the North America segment saw a 2.7 percent organic sales increase in Q3 2025, which included volume gains in the Professional categories.

Digital engagement and loyalty programs to drive e-commerce growth

Kimberly-Clark Corporation is heavily investing in digital to deepen consumer relationships, recognizing e-commerce as its fastest-growing sales channel, with market share double that of traditional retail. Digitally enabled sales, including ship-to-home and in-store pickup, now account for approximately 25 percent of the company's total revenue. Purchases in this channel are growing at twice the pace of the overall market. This engagement is fueled by data; the company cites a database of over 100 million zero- and first-party consumers. To build trust and improve listings, they are using consumer feedback, having received over 6 million product ratings and reviews in 2023 (excluding China).

• E-commerce share of total revenue: approximately 25 percent
• E-commerce purchase growth rate: twice the pace of the overall market
• Zero- and first-party consumer database size: over 100 million
• Product ratings/reviews received (2023, ex-China): over 6 million

Co-creation through sustainability services (Thrive™ program for waste diversion)

The Thrive™ Sustainability Services program represents a form of co-creation, where Kimberly-Clark Professional partners with B2B clients to achieve measurable environmental goals. This first-of-its-kind landfill diversion program helps businesses reduce waste by converting used qualifying dispensers and wipes into an alternative fuel source for cement production. The service is available to commercial customers in the U.S. and Canada who are replacing 100 or more qualified dispensers per facility. This relationship is cemented by providing tangible proof of impact, as customers receive fully traceable metrics, landfill diversion reporting, and an Environmental Impact Achievement Certificate.

High-touch relationship with key retail partners like Walmart

The relationship with major retailers like Walmart is high-touch and data-intensive, moving beyond simple transactions to strategic planning. Kimberly-Clark Corporation actively uses Walmart's Luminate data suite to drive retail strategy, tracking detail-level sales changes through Walmart Luminate Shopper Behavior. Walmart's first-party omnichannel transaction data provides a view into nearly 90 percent of American households' shopping habits. This collaboration led to a test in 75 stores for the Training Pants aisle, where a merchandising hypothesis swap resulted in test stores growing sales by 370 basis points (from 6.9 percent pre-modular growth to 10.6 percent post-modular). For the additives subcategory in facial tissue, stores with the test grew sales at nearly 2x the rate of base stores. Amanda Coussoule, VP of Sales for Walmart at Kimberly-Clark, stated that Walmart Luminate plays an integral role in their strategy, empowering them to tailor offerings precisely to consumer needs. Finance: draft 13-week cash view by Friday.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Channels

The distribution network for Kimberly-Clark Corporation spans a wide array of physical and digital touchpoints to reach its diverse consumer and business customer base.

Mass merchandisers, supermarkets, and drugstores represent the core physical retail presence for Kimberly-Clark Corporation's consumer products. For the third quarter of 2025, the North America segment, which heavily relies on these traditional channels, reported net sales of $2.7 billion. Performance within this channel structure has shown mixed signals; for instance, North America experienced an organic sales decline of 0.6% in the first quarter of 2025, yet saw a robust volume increase of 5.2% in the second quarter of 2025.

E-commerce and digital channels are now the primary engine for expansion. Management reported that in North America, 100% of the growth for the current year (2025) originated from online channels. Overall, ecommerce accounts for approximately 25% of Kimberly-Clark Corporation's total revenue, with digital purchases growing at twice the pace of the overall market. The company's share advantage in digital channels is higher by a remarkable seven points compared to its traditional brick-and-mortar footprint.

Warehouse clubs are a significant component showing strong momentum. This channel is exhibiting continued robust performance with double-digit growth.

The Kimberly-Clark Professional segment utilizes specialized distributors for its business-to-business sales. In North America, strategic investments were made to enhance the value proposition within the Professional segment, which contributed to an unfavorable price impact of 0.6% on organic sales in the first quarter of 2025.

Direct-to-consumer (D2C) via brand websites and subscriptions is a smaller channel component. While Kimberly-Clark Corporation acknowledges shifts in consumer purchasing patterns toward e-tailers and subscription services, specific financial figures for the D2C revenue stream are not publicly detailed as a standalone channel in recent reports.

Here is a summary of channel performance indicators where data is available:

Channel Type	Geographic Focus	Key Metric	Value
Digital/E-commerce	North America	Percentage of 2025 Growth Originating	100%
Digital/E-commerce	Total Company	Approximate Revenue Share	25%
Club Channel	General	Growth Rate	Double-digit
Traditional Retail (North America Net Sales)	North America	Q3 2025 Net Sales	$2.7 billion
Traditional Retail (North America Organic Sales)	North America	Q1 2025 Change	-0.6%
Traditional Retail (North America Volume)	North America	Q2 2025 Volume Increase	5.2%

The company's market share in ecommerce is reported to be double its share in traditional retail.

• Digital channels show a share advantage of seven points over brick-and-mortar.
• Ecommerce purchase growth pace is twice the overall market pace.
• The company manages operations through three reportable segments: North America (NA), International Personal Care (IPC), and International Family Care and Professional (IFP).

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Customer Segments

Kimberly-Clark Corporation reports its operations through three reportable segments: North America (NA), International Personal Care (IPC), and International Family Care and Professional (IFP) as of its February 2025 filing.

Mass-market consumers in North America (NA segment)

• Products sold directly to supermarkets, mass merchandisers, drugstores, warehouse clubs, variety and department stores, and other retail outlets.
• The largest customer, Walmart Inc., represented 14% of consolidated net sales in 2024.
• For the three months ended September 30, 2025, NA segment net sales were $2.7 billion.
• The segment experienced a 5% volume growth in Q2 2025.
• The operating profit margin for the NA segment was 24.0% in Q2 2025.

Consumers in International Personal Care (IPC) markets

• For the three months ended September 30, 2025, IPC segment net sales were $1.4 billion.
• The segment achieved 6% volume growth in Q2 2025.
• The operating profit margin for the IPC segment stood at 12.7% for Q2 2025.
• Q1 2025 organic sales declined by 2.8% for this segment.

Parents and caregivers (Baby & Child Care)

This group is served within the NA and IPC segments, as well as the IFP segment for international family care. Volume gains in this category contributed to the NA segment's organic sales increase of 2.7% for the three months ended September 30, 2025.

Businesses and institutions (Professional segment, e.g., offices, lodging, manufacturing)

This customer group is primarily served through the International Family Care and Professional (IFP) segment.

Metric	IFP Segment Data (Q4 2024)	IFP Segment Data (Q4 2023)
Net Sales (Millions)	$831	$842.7 (Calculated from $831 / (1 - 0.012))
Organic Sales Change	+0.7%	N/A

The Professional business within the NA segment saw a 3% decrease in organic sales in Q4 2024.

Adult consumers requiring incontinence and feminine care products

These consumers are a key focus within the Personal Care portion of the NA and IPC segments. Volume gains in the Adult & Fem Care categories contributed to the North America segment's organic sales increase of 2.7% for the three months ended September 30, 2025.

For the first quarter of 2025, the Personal Care segment's operating profit increased by 12% year-over-year, reaching $545 million.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Cost Structure

You're looking at the cost side of the Kimberly-Clark Corporation (KMB) ledger as of late 2025. It's a structure heavily influenced by managing global supply chains and funding a major internal overhaul.

Raw material costs (pulp, energy, petroleum-based polymers)

Input costs remain a key variable. For the third quarter of 2025, Kimberly-Clark reported an adjusted gross margin of 36.8 percent, which was down 170 basis points versus the prior year period. This margin pressure reflects the ongoing impact of input costs, even as the company works to offset them. You should note that in early 2025, management expected net input costs to be inflationary for the full year, including currency impacts on non-U.S. operations.

Manufacturing and logistics costs (high capital intensity)

The drive for efficiency in manufacturing and logistics is central to offsetting input cost inflation. Kimberly-Clark is making significant capital outlays to modernize. Specifically, there is a planned $2 billion investment over five years targeted at next-generation manufacturing and advanced automation in North America facilities. Productivity gains are a direct countermeasure to these operational costs. For the third quarter of 2025, productivity, powered by Value Stream Simplification and Integrated Margin Management, hit 6.5 percent of Adjusted Costs of Goods Sold, which was the strongest quarter of the year for productivity. The overall supply chain modernization initiative is designed to generate more than $3 billion in gross productivity savings over the coming years.

Selling, General, and Administrative (SG&A) expenses (targeting $200 million in savings)

The company is actively managing its overhead. Kimberly-Clark Corporation SG&A expenses for the twelve months ending September 30, 2025, were reported at $3.958 billion. A core part of the transformation strategy is realizing savings here. The company is targeting approximately $200 million in Selling, General, and Administrative savings, which are anticipated to materialize across 2025 and 2026.

Marketing and advertising spend to support global brands

To support its powerhouse brands and drive volume, Kimberly-Clark is stepping up investment in marketing. In the first quarter of 2025, advertising spend increased by 50 basis points year-over-year. Management indicated plans to further step up these investments by around another 50 basis points for the balance of 2025 as the innovation pipeline builds.

Restructuring and separation costs related to the 2024 Transformation Initiative

The 2024 Transformation Initiative carries significant one-time costs. Kimberly-Clark expects to incur approximately $1.5 billion in total one-time restructuring and reorganization costs over the next three years, split roughly 50 percent in non-cash charges and 50 percent in cash expenses. Specific charges related to the initiative were noted in the first quarter of 2025, totaling $0.23 per share on a reported basis, which translated to a $75 million impact on operating profit for that quarter. Separately, the initiative included $82 million in restructuring charges.

Here's a quick look at some key financial metrics related to costs and efficiency:

Metric	Value/Amount	Period/Context
SG&A Savings Target	$200 million	Expected realization in 2025 and 2026
Total Transformation Restructuring Costs	Approx. $1.5 billion	Over three years, related to 2024 Initiative
Q3 2025 Adjusted Gross Margin	36.8 percent	Down 170 basis points year-over-year
Q3 2025 Productivity Rate	6.5 percent	Of Adjusted Costs of Goods Sold
Total Planned Productivity Savings	More than $3 billion (Gross)	From supply chain modernization
North America Capital Investment	$2 billion	Over five years for manufacturing/automation
Q1 2025 Reported Transformation Charge	$0.23 per share	Impact on Diluted EPS

The company is using these productivity gains to fund growth investments and manage the cost structure, as seen in the following areas:

• Productivity savings are funding growth investments and aiding margin expansion.
• Productivity is offsetting a 60 basis point tariff-related margin impact in North America year-to-date 2025.
• The exit of the private label diaper business in the US is expected to reduce private label production by half by the end of 2025.
• The $500 million working capital savings goal is part of the productivity pipeline.

Kimberly-Clark Corporation (KMB) - Canvas Business Model: Revenue Streams

The revenue streams for Kimberly-Clark Corporation are centered around the sales of its consumer products across its core operating segments, supplemented by income from strategic partnerships, as the company sharpens its focus on higher-growth, higher-margin categories.

The overall financial expectation for the year is a projected annual revenue of approximately $21.818 billion for 2025.

The primary sources of revenue are derived from product sales, with the latest reported quarterly figures providing a snapshot of segment performance:

• Product sales from the North America (NA) segment: For the third quarter of 2025, net sales for North America were $2.7 billion.
• Product sales from the International Personal Care (IPC) segment: For the third quarter of 2025, net sales for IPC were $1.4 billion.

The Professional segment is now largely integrated into the new joint venture structure with Suzano S.A. Kimberly-Clark Corporation retains a 49% equity stake in this new international tissue products company, which is treated as discontinued operations in the current reporting structure as the transaction is targeted to close by mid-2026.

The revenue derived from this ownership structure is recognized as:

• Equity income from the 49% interest in the Suzano joint venture. Specific dollar amounts for this equity income in 2025 were noted to have an unfavorable impact on adjusted earnings per share in the third quarter of 2025, indicating it is a recognized, albeit variable, revenue component.

To give you a clearer picture of the recent segment contribution, here is a comparison of the Q3 2025 net sales for the two continuing core segments:

Revenue Source	Q3 2025 Net Sales (Millions USD)
North America (NA) Segment Product Sales	$2,700
International Personal Care (IPC) Segment Product Sales	$1,400

The structure is clearly shifting toward personal care, which is expected to represent roughly two-thirds of Kimberly-Clark Corporation's net sales after the full closing of the joint venture.