Le procter & Gamble Company (PG): Business Model Canvas [Jan-2025 Mise à jour]

Dans le monde dynamique des biens de consommation, Procter & Gamble est un titan de l'innovation et de l'éclat stratégique, naviguant magistralement les marchés mondiaux avec un modèle commercial qui a constamment redéfini l'excellence. Avec un portefeuille de 65+ Les marques qui touchent des milliards de vies par jour, le modèle commercial de P&G de P&G révèle un écosystème complexe de partenariats stratégiques, de recherche de pointe et de propositions de valeur axée sur les consommateurs qui ont propulsé l'entreprise à un succès sans précédent entre les soins personnels, le nettoyage et les segments de soins de santé. Des étagères de Walmart aux marchés numériques d'Amazon, l'approche complète de P&G montre comment une société multinationale peut simultanément maintenir la portée mondiale et la pertinence locale, créant une valeur qui transcende les limites commerciales traditionnelles.

Le procter & Gamble Company (PG) - Modèle d'entreprise: partenariats clés

Alliances stratégiques avec les détaillants mondiaux

P&G entretient des partenariats critiques avec les principaux détaillants mondiaux:

Détaillant	Détails du partenariat	Volume des ventes annuelles
Walmart	Accords de distribution de produits exclusifs	15,2 milliards de dollars en 2023
Cible	Stratégies de marketing collaboratif	4,7 milliards de dollars en 2023
Amazone	Plateforme de vente numérique et de commerce électronique	8,3 milliards de dollars en 2023

Accords de fabrication de contrats

P&G collabore avec des installations de production spécialisées dans le monde:

• 24 partenaires de fabrication contractuels
• Opérations dans 12 pays
• Dépenses de fabrication de contrats annuels: 3,6 milliards de dollars

Collaborations de recherche

Institution	Focus de recherche	Investissement annuel
Mit	Innovation en science des matériaux	2,1 millions de dollars
Université de Stanford	Recherche de comportement des consommateurs	1,8 million de dollars
Hôpital pour enfants de Cincinnati	Tests de sécurité des produits	1,5 million de dollars

Coentreprises sur les marchés émergents

Les partenariats de fabrication locaux stratégiques de P&G:

• Chine: 5 installations de fabrication de coentreprise
• Inde: 3 partenariats de fabrication locaux
• Brésil: 2 collaborations de fabrication stratégique
• Investissement total du marché émergent: 1,2 milliard de dollars en 2023

Partenariats technologiques

Partenaire technologique	Zone d'innovation	Budget de collaboration annuel
Ibm	Intelligence artificielle dans le développement de produits	4,5 millions de dollars
Google Cloud	Analyse des données et apprentissage automatique	3,2 millions de dollars
Qualcomm	Technologies d'emballage intelligentes	2,7 millions de dollars

Le procter & Gamble Company (PG) - Modèle d'entreprise: activités clés

Recherche et développement de produits dans plusieurs catégories de consommateurs

P&G a investi 2,24 milliards de dollars dans la recherche et le développement au cours de l'exercice 2023. La société maintient 27 centres mondiaux de recherche et développement dans plusieurs pays.

Catégorie de recherche	Investissement annuel	Nombre de centres de recherche
Beauté	587 millions de dollars	8 centres
Soins ménagers	412 millions de dollars	6 centres
Soins féminins	356 millions de dollars	5 centres

Gestion mondiale de la fabrication et de la chaîne d'approvisionnement

P&G exploite 97 installations de fabrication dans le monde dans 34 pays. La société gère une chaîne d'approvisionnement mondiale complexe avec 22 000 fournisseurs.

• Installations de fabrication: 97
• Pays ayant une présence manufacturière: 34
• Total des fournisseurs: 22 000
• Investissement annuel de la chaîne d'approvisionnement: 1,8 milliard de dollars

Marketing et gestion de la marque

P&G a dépensé 7,3 milliards de dollars pour la publicité et le marketing au cours de l'exercice 2023. La société gère 65 marques mondiales dans 10 catégories de consommateurs.

Dépenses de marketing	Nombre de marques mondiales	Catégories de consommateurs
7,3 milliards de dollars	65	10

Innovation de produit et amélioration continue

P&G dépose environ 1 800 brevets par an et maintient un pipeline d'innovation robuste entre les catégories de produits.

• Déposages annuels des brevets: 1 800
• Lancements de nouveaux produits: 45 par an
• Taux de réussite de l'innovation: 60%

Initiatives de durabilité et d'environnement

P&G a engagé 2,5 milliards de dollars dans les initiatives de durabilité d'ici 2030, en se concentrant sur les énergies renouvelables, la conservation de l'eau et la réduction des déchets.

Objectif de durabilité	Investissement	Année cible
Adoption d'énergie renouvelable	1,2 milliard de dollars	2030
Conservation de l'eau	650 millions de dollars	2030
Réduction des déchets	650 millions de dollars	2030

Le procter & Gamble Company (PG) - Modèle d'entreprise: Ressources clés

Portfolio de marque solide

P&G possède 65 marques mondiales dans 10 catégories de produits à partir de 2023, avec 22 marques générant plus d'un milliard de dollars de ventes annuelles.

Catégorie de produits	Marques clés	Ventes annuelles
Soins de tissu	Marée	7,2 milliards de dollars
Soins aux bébés	Chouchouter	8,3 milliards de dollars
Soins capillaires	Pantène	4,5 milliards de dollars

Réseau de distribution mondial

P&G opère dans 180 pays avec 97 installations de fabrication dans le monde.

Capacités de recherche et de développement

• Investissement en R&D: 2,1 milliards de dollars au cours de l'exercice 2023
• Plus de 25 000 brevets actifs
• Plus de 5 000 scientifiques et ingénieurs du chercheur

Effectifs

Total des employés: 106 000 en 2023

Région	Distribution des employés
Amérique du Nord	48,000
Europe	22,000
Asie-Pacifique	26,000
l'Amérique latine	10,000

Propriété intellectuelle

Portfolio total de propriété intellectuelle: 38 000 marques actives à l'échelle mondiale

Le procter & Gamble Company (PG) - Modèle d'entreprise: propositions de valeur

Produits de consommation de haute qualité à travers les segments

P&G fonctionne sur plusieurs segments de produits de consommation avec 80,7 milliards de dollars de ventes nettes pour l'exercice 2023. Les catégories de produits comprennent:

Segment	Exemples de produits	Part de marché
Soins personnels	Gillette, Pantene, vieille épice	35-40%
Nettoyage	Marée, duvet, gain	40-45%
Soins de santé	Vicks, pepto-bismol	25-30%

Marques de confiance avec des performances cohérentes

P&G maintient la fidélité à la marque grâce à une qualité cohérente sur 65 marques mondiales.

• Leadership moyen du marché de la marque: 50-60%
• Évaluation de la confiance des consommateurs: 4.2 / 5
• Reconnaissance mondiale de la marque: 90%

Solutions innovantes

Investissement en R&D: 2,1 milliards de dollars au cours de l'exercice 2023

Zone d'innovation	Investissement annuel	Lancements de nouveaux produits
Développement	1,4 milliard de dollars	42 innovations majeures
Durabilité	700 millions de dollars	18 produits écologiques

Rapport qualité-prix

Positionnement des prix entre les gammes de produits:

• Segment premium: 30 à 35% du portefeuille
• Segment de milieu de gamme: 45 à 50% du portefeuille
• Segment de valeur: 15-20% du portefeuille

Préférences des consommateurs diverses

Couverture du marché mondial: 180 pays

Région	Pénétration du marché	Contribution des revenus
Amérique du Nord	45%	36,3 milliards de dollars
Europe	25%	20,2 milliards de dollars
Asie-Pacifique	20%	16,1 milliards de dollars
l'Amérique latine	10%	8,1 milliards de dollars

Le procter & Gamble Company (PG) - Modèle d'entreprise: relations clients

Programmes de fidélisation de la marque solides

P&G maintient 21 marques de milliards de dollars dans plusieurs catégories de produits. Statistiques du programme de fidélité à partir de 2023:

Marque	Participants du programme de fidélité
Marée	4,2 millions de membres actifs
Chouchouter	6,5 millions de parents enregistrés
Gillette	3,8 millions d'utilisateurs d'abonnement

Systèmes de support client complet

Métriques du support client P&G pour 2023:

• Support multi-banal 24/7 dans 180 pays
• Temps de réponse moyen: 2,3 heures
• Taux de satisfaction client: 87,6%
• Canaux de support numérique: e-mail, chat, médias sociaux, téléphone

Engagement numérique via les réseaux sociaux et les plateformes en ligne

Plate-forme	Nombre de suiveurs	Taux d'engagement
Instagram	3,4 millions	2.7%
Facebook	5,2 millions	1.9%
Gazouillement	1,6 million	1.5%

Approches marketing personnalisées

Investissement et mesures de personnalisation pour 2023:

• Budget de personnalisation numérique: 127 millions de dollars
• Des systèmes de recommandation dirigés par AI couvrant 68% des gammes de produits
• RECHERCHE DE MARKETING EMAIL PERSONNALISÉ: 42 millions d'abonnés

Rétroaction des consommateurs et mécanismes d'amélioration des produits continus

Canal de rétroaction	Volume de rétroaction annuel	Taux d'amélioration des produits
Enquêtes en ligne	1,2 million de réponses	34% mis en œuvre
Rétroaction des médias sociaux	890 000 commentaires	26% mis en œuvre
Interactions de service client	2,3 millions de points de contact	41% mis en œuvre

Le procter & Gamble Company (PG) - Modèle d'entreprise: canaux

Magasins de détail mondiaux

P&G distribue des produits à travers plus de 40 000 emplacements de vente au détail dans le monde, notamment:

Supermarchés	22 500 magasins
Pharmacies	8 900 magasins
Grands magasins	5 600 magasins
Détaillants spécialisés	3 000 magasins

Plates-formes de commerce électronique

Les canaux de vente en ligne de P&G comprennent:

• Amazon: 35% des ventes numériques
• Walmart.com: 22% des ventes numériques
• Target.com: 15% des ventes numériques
• Autres plateformes de commerce électronique: 28% des ventes numériques

Canaux en ligne directs aux consommateurs

P&G exploite 12 sites Web de marque dédiés avec des capacités d'achat direct, générant 450 millions de dollars de revenus en ligne annuels.

Distributeurs en gros

Partenaires totaux en gros	1 200 distributeurs
Réalisation de la distribution mondiale	180 pays
Revenus de gros annuels	26,1 milliards de dollars

Points de vente au détail appartenant à l'entreprise

P&G maintient 87 emplacements de vente au détail appartenant à l'entreprise dans 15 pays, en se concentrant sur les démonstrations de produits et l'engagement direct des consommateurs.

Le procter & Gamble Company (PG) - Modèle d'entreprise: segments de clientèle

Les ménages de différents niveaux de revenu

P&G cible les ménages avec un revenu annuel allant de 30 000 $ à 150 000 $ +. La segmentation du marché montre:

Tranche de revenu	Focus du produit	Pénétration du marché
$30,000-$50,000	Produits de soins essentiels	37% de la clientèle
$50,000-$100,000	Soins personnels de milieu de gamme	42% de la clientèle
$100,000+	Gammes de produits premium	21% de la clientèle

Divers groupes démographiques

Réflexion démographique des clients P&G:

• 18 à 34 ans: 29% du segment total de la clientèle
• 35 à 54 ans: 41% du segment total des clients
• 55 ans et plus: 30% du segment total de la clientèle
• Fissure de genre: 54% de femmes, 46% de consommateurs masculins

Marchés mondiaux avec des préférences des consommateurs variables

Région	Part de marché	Catégories de produits clés
Amérique du Nord	38%	Nettoyage, soins personnels
Europe	25%	Hygiène, lessive
Asie-Pacifique	22%	Beauté, soins de santé
l'Amérique latine	10%	Produits ménagers
Moyen-Orient / Afrique	5%	Soins personnels

Clients institutionnels et commerciaux

Répartition des segments commerciaux:

• Hospitalité: 17% des revenus B2B
• Institutions de soins de santé: 22% des revenus B2B
• Chaînes de vente au détail: 36% des revenus B2B
• Installations d'entreprise: 25% des revenus B2B

Consommateurs de santé et de bien-être soucieux

Caractéristiques du segment des consommateurs axées sur la santé:

Type de consommateur	Pourcentage	Catégories de produits préférés
Chercheurs biologiques	18%	Soins personnels naturels
Passionnés de fitness	22%	Nutrition, produits de performance
Défenseurs du bien-être	15%	Nettoyage naturel, soin de la peau

Le procter & Gamble Company (PG) - Modèle d'entreprise: Structure des coûts

Investissement important dans la recherche et le développement

Dépenses de R&D de P&G au cours de l'exercice 2023: 2,1 milliards de dollars

Catégorie de R&D	Investissement annuel
Innovation de produit	1,3 milliard de dollars
Développement technologique	0,5 milliard de dollars
Innovation numérique	0,3 milliard de dollars

Frais de fabrication et de distribution mondiaux

Coût total de fabrication et de distribution pour 2023: 18,4 milliards de dollars

• Nombre d'installations de fabrication dans le monde: 97
• Centres de distribution mondiaux: 41
• Frais de logistique et de transport annuels: 3,6 milliards de dollars

Coûts de marketing et de publicité

Total des dépenses de marketing en 2023: 7,2 milliards de dollars

Canal de marketing	Dépenses
Marketing numérique	2,1 milliards de dollars
Médias traditionnels	3,5 milliards de dollars
Parrainages et événements	1,6 milliard de dollars

Gestion de la chaîne d'approvisionnement

Coûts d'exploitation annuels de la chaîne d'approvisionnement: 12,7 milliards de dollars

• Nombre de fournisseurs mondiaux: 50 000+
• Taux d'efficacité des achats: 94%
• Investissements d'optimisation de la chaîne d'approvisionnement: 0,8 milliard de dollars

Investissements en innovation de produit continu

Total des dépenses d'innovation des produits en 2023: 2,5 milliards de dollars

Catégorie d'innovation	Investissement
Développement de nouveaux produits	1,4 milliard de dollars
Amélioration des produits existants	0,7 milliard de dollars
Innovations sur le développement durable	0,4 milliard de dollars

Le procter & Gamble Company (PG) - Modèle d'entreprise: Strots de revenus

Ventes de produits de soins personnels

Au cours de l'exercice 2023, le segment des soins personnels de P&G a généré 14,7 milliards de dollars de revenus. Les catégories de produits clés comprennent:

Catégorie de produits	Revenus annuels
Razors Gillette	3,2 milliards de dollars
Produits de soins oraux	2,9 milliards de dollars
Produits de soins féminins	2,5 milliards de dollars

Nettoyage et gammes de produits ménagers

Le segment des soins à domicile de P&G a déclaré 15,3 milliards de dollars de revenus pour l'exercice 2023.

• Détergent à lessive de marée: 4,6 milliards de dollars
• Produits de lave-vaisselle en cascade: 2,1 milliards de dollars
• Febreze Air Care: 1,3 milliard de dollars

Revenus de produits de santé et de bien-être

Le segment des soins de santé a généré 12,8 milliards de dollars en 2023, avec une rupture suivante:

Gamme de produits	Revenus annuels
Vicks froid & Grippe	3,4 milliards de dollars
Pepto-Bismol	1,2 milliard de dollars
Soins de cheveux Pantene	2,7 milliards de dollars

Diversification du marché mondial

Distribution géographique des revenus au cours de l'exercice 2023:

Région	Revenu	Pourcentage
Amérique du Nord	34,5 milliards de dollars	45%
Europe	18,2 milliards de dollars	24%
Asie-Pacifique	15,7 milliards de dollars	21%
l'Amérique latine	7,3 milliards de dollars	10%

Canaux de vente directs et indirects

Répartition des revenus du canal de vente pour 2023:

• Magasins de détail: 52,6 milliards de dollars (68%)
• Commerce électronique: 12,4 milliards de dollars (16%)
• Distributeurs de gros: 12,1 milliards de dollars (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.