O Procter & Gamble Company (PG): Modelo de Negócios Canvas [Jan-2025 Atualizado]

No mundo dinâmico dos bens de consumo, Procter & A Gamble é um titã de inovação e brilho estratégico, navegando magistralmente nos mercados globais com um modelo de negócios que redefiniu consistentemente a excelência. Com um portfólio de 65+ Marcas que tocam bilhões de vidas diariamente, o modelo de negócios da P&G Canvas revela um complexo ecossistema de parcerias estratégicas, pesquisa de ponta e proposições de valor centradas no consumidor que impulsionaram a empresa a sucesso sem precedentes nos cuidados pessoais, limpeza e segmentos de saúde. Das prateleiras do Walmart aos mercados digitais da Amazon, a abordagem abrangente da P&G demonstra como uma corporação multinacional pode manter simultaneamente o alcance global e a relevância local, criando valor que transcende os limites tradicionais de negócios.

O Procter & Gamble Company (PG) - Modelo de Negócios: Principais Parcerias

Alianças estratégicas com varejistas globais

A P&G mantém parcerias críticas com os principais varejistas globais:

Varejista	Detalhes da parceria	Volume anual de vendas
Walmart	Acordos exclusivos de distribuição de produtos	US $ 15,2 bilhões em 2023
Alvo	Estratégias de marketing colaborativo	US $ 4,7 bilhões em 2023
Amazon	Plataforma de vendas digitais e comércio eletrônico	US $ 8,3 bilhões em 2023

Contrato de contrato de fabricação

A P&G colabora com instalações de produção especializadas em todo o mundo:

• 24 parceiros de fabricação contratados
• Operações em 12 países
• Gastes anuais de fabricação de contratos: US $ 3,6 bilhões

Colaborações de pesquisa

Instituição	Foco na pesquisa	Investimento anual
Mit	Innovação da Ciência dos Materiais	US $ 2,1 milhões
Universidade de Stanford	Pesquisa de comportamento do consumidor	US $ 1,8 milhão
Hospital Infantil de Cincinnati	Teste de segurança do produto	US $ 1,5 milhão

Joint ventures em mercados emergentes

Parcerias de fabricação locais estratégicas da P&G:

• China: 5 instalações de fabricação de joint venture
• Índia: 3 parcerias de fabricação locais
• Brasil: 2 colaborações estratégicas de fabricação
• Investimento total emergente de mercado: US $ 1,2 bilhão em 2023

Parcerias de tecnologia

Parceiro de tecnologia	Área de inovação	Orçamento anual de colaboração
IBM	Inteligência artificial no desenvolvimento de produtos	US $ 4,5 milhões
Google Cloud	Análise de dados e aprendizado de máquina	US $ 3,2 milhões
Qualcomm	Tecnologias de embalagens inteligentes	US $ 2,7 milhões

O Procter & Gamble Company (PG) - Modelo de negócios: Atividades -chave

Pesquisa e desenvolvimento de produtos em várias categorias de consumidores

A P&G investiu US $ 2,24 bilhões em pesquisa e desenvolvimento no ano fiscal de 2023. A Companhia mantém 27 centros globais de pesquisa e desenvolvimento em vários países.

Categoria de pesquisa	Investimento anual	Número de centros de pesquisa
Beleza	US $ 587 milhões	8 centros
Cuidados domésticos	US $ 412 milhões	6 centros
Cuidado feminino	US $ 356 milhões	5 centros

Gerenciamento de fabricação e cadeia de suprimentos global

A P&G opera 97 instalações de fabricação em todo o mundo em 34 países. A empresa gerencia uma complexa cadeia de suprimentos global com 22.000 fornecedores.

• Instalações de fabricação: 97
• Países com presença de fabricação: 34
• Total de fornecedores: 22.000
• Investimento anual da cadeia de suprimentos: US $ 1,8 bilhão

Marketing e gerenciamento de marca

A P&G gastou US $ 7,3 bilhões em publicidade e marketing no ano fiscal de 2023. A empresa gerencia 65 marcas globais em 10 categorias de consumidores.

Gasto de marketing	Número de marcas globais	Categorias de consumidores
US $ 7,3 bilhões	65	10

Inovação de produtos e melhoria contínua

A P&G arquiva aproximadamente 1.800 patentes anualmente e mantém um pipeline de inovação robusto nas categorias de produtos.

• Registros anuais de patentes: 1.800
• Novos produtos de produto: 45 por ano
• Taxa de sucesso da inovação: 60%

Sustentabilidade e iniciativas ambientais

A P&G cometeu US $ 2,5 bilhões a iniciativas de sustentabilidade até 2030, com foco em energia renovável, conservação de água e redução de resíduos.

Meta de sustentabilidade	Investimento	Ano -alvo
Adoção de energia renovável	US $ 1,2 bilhão	2030
Conservação de água	US $ 650 milhões	2030
Redução de resíduos	US $ 650 milhões	2030

O Procter & Gamble Company (PG) - Modelo de Negócios: Recursos Principais

Portfólio de marcas forte

A P&G possui 65 marcas globais em 10 categorias de produtos em 2023, com 22 marcas gerando mais de US $ 1 bilhão em vendas anuais.

Categoria de produto	Principais marcas	Vendas anuais
Cuidado com tecido	Maré	US $ 7,2 bilhões
Cuidado com o bebê	Pampers	US $ 8,3 bilhões
Cuidado com o cabelo	Pantene	US $ 4,5 bilhões

Rede de distribuição global

A P&G opera em 180 países com 97 instalações de fabricação em todo o mundo.

Capacidades de pesquisa e desenvolvimento

• Investimento de P&D: US $ 2,1 bilhões no ano fiscal de 2023
• Mais de 25.000 patentes ativas
• Mais de 5.000 cientistas e engenheiros de pesquisa

Força de trabalho

Total de funcionários: 106.000 a partir de 2023

Região	Distribuição de funcionários
América do Norte	48,000
Europa	22,000
Ásia -Pacífico	26,000
América latina	10,000

Propriedade intelectual

Portfólio de propriedade intelectual total: 38.000 marcas comerciais ativas globalmente

O Procter & Gamble Company (PG) - Modelo de Negócios: Proposições de Valor

Produtos de consumo de alta qualidade em todos os segmentos

A P&G opera em vários segmentos de produtos de consumo com US $ 80,7 bilhões em vendas líquidas para o ano fiscal de 2023. As categorias de produtos incluem:

Segmento	Exemplos de produtos	Quota de mercado
Cuidados pessoais	Gillette, Pantene, tempero velho	35-40%
Limpeza	Tide, Downy, ganho	40-45%
Assistência médica	Vicks, Pepto-Bismol	25-30%

Marcas confiáveis ​​com desempenho consistente

A P&G mantém a lealdade à marca por meio de qualidade consistente em 65 marcas globais.

• Liderança média do mercado da marca: 50-60%
• Classificação de confiança do consumidor: 4.2/5
• Reconhecimento global da marca: 90%

Soluções inovadoras

Investimento de P&D: US $ 2,1 bilhões no ano fiscal de 2023

Área de inovação	Investimento anual	Novos lançamentos de produtos
Desenvolvimento de produtos	US $ 1,4 bilhão	42 principais inovações
Sustentabilidade	US $ 700 milhões	18 produtos ecológicos

Valor pelo dinheiro

Posicionamento de preços nas faixas de produtos:

• Segmento premium: 30-35% do portfólio
• Segmento de gama média: 45-50% do portfólio
• Segmento de valor: 15-20% do portfólio

Diversas preferências do consumidor

Cobertura do mercado global: 180 países

Região	Penetração de mercado	Contribuição da receita
América do Norte	45%	US $ 36,3 bilhões
Europa	25%	US $ 20,2 bilhões
Ásia-Pacífico	20%	US $ 16,1 bilhões
América latina	10%	US $ 8,1 bilhões

O Procter & Gamble Company (PG) - Modelo de Negócios: Relacionamentos do Cliente

Fortes programas de fidelidade de marca

A P&G mantém 21 bilhões de marcas em várias categorias de produtos. Estatísticas do programa de fidelidade a partir de 2023:

Marca	Participantes do Programa de Fidelidade
Maré	4,2 milhões de membros ativos
Pampers	6,5 milhões de pais registrados
Gillette	3,8 milhões de usuários de assinatura

Sistemas abrangentes de suporte ao cliente

Métricas de suporte ao cliente da P&G para 2023:

• Suporte multicanal 24/7 em 180 países
• Tempo médio de resposta: 2,3 horas
• Taxa de satisfação do cliente: 87,6%
• Canais de suporte digital: email, bate -papo, mídia social, telefone

Engajamento digital através de mídias sociais e plataformas online

Plataforma	Contagem de seguidores	Taxa de engajamento
Instagram	3,4 milhões	2.7%
Facebook	5,2 milhões	1.9%
Twitter	1,6 milhão	1.5%

Abordagens de marketing personalizadas

Investimento de personalização e métricas para 2023:

• Orçamento de personalização digital: US $ 127 milhões
• Sistemas de recomendação orientados para IA, cobrindo 68% das linhas de produtos
• Alcance personalizado de marketing por e -mail: 42 milhões de assinantes

Feedback do consumidor e mecanismos contínuos de melhoria do produto

Canal de feedback	Volume de feedback anual	Taxa de melhoria do produto
Pesquisas online	1,2 milhão de respostas	34% implementados
Feedback das mídias sociais	890.000 comentários	26% implementados
Interações de atendimento ao cliente	2,3 milhões de pontos de contato	41% implementados

O Procter & Gamble Company (PG) - Modelo de Negócios: Canais

Lojas de varejo globais

A P&G distribui produtos através de mais de 40.000 locais de varejo em todo o mundo, incluindo:

Supermercados	22.500 lojas
Farmácias	8.900 lojas
Lojas de departamento	5.600 lojas
Varejistas especializados	3.000 lojas

Plataformas de comércio eletrônico

Os canais de vendas on -line da P&G incluem:

• Amazon: 35% das vendas digitais
• Walmart.com: 22% das vendas digitais
• Target.com: 15% das vendas digitais
• Outras plataformas de comércio eletrônico: 28% das vendas digitais

Canais on-line direta ao consumidor

A P&G opera 12 sites de marca dedicados com recursos de compra direta, gerando US $ 450 milhões em receita on -line anual.

Distribuidores por atacado

Total de parceiros atacadistas	1.200 distribuidores
Alcance de distribuição global	180 países
Receita anual de atacado	US $ 26,1 bilhões

Pontos de venda de propriedade de empresa

A P&G mantém 87 locais de varejo de propriedade da empresa em 15 países, com foco nas demonstrações de produtos e no envolvimento direto do consumidor.

O Procter & Gamble Company (PG) - Modelo de Negócios: Segmentos de Clientes

Famílias em diferentes níveis de renda

A P&G tem como alvo as famílias com renda anual que varia de US $ 30.000 a US $ 150.000+. A segmentação de mercado mostra:

Faixa de renda	Foco do produto	Penetração de mercado
$30,000-$50,000	Produtos de cuidados essenciais	37% da base de clientes
$50,000-$100,000	Cuidados pessoais de gama média	42% da base de clientes
$100,000+	Linhas de produtos premium	21% da base de clientes

Grupos demográficos diversos

P&G Demographics Demographics Remoad:

• Idade 18-34: 29% do segmento total de clientes
• Idade 35-54: 41% do segmento total de clientes
• Idade 55 ou mais: 30% do segmento total de clientes
• Divisão de gênero: 54% do sexo feminino, 46% do sexo masculino

Mercados globais com preferências de consumidores variadas

Região	Quota de mercado	Principais categorias de produtos
América do Norte	38%	Limpeza, cuidados pessoais
Europa	25%	Higiene, lavanderia
Ásia -Pacífico	22%	Beleza, saúde
América latina	10%	Produtos domésticos
Oriente Médio/África	5%	Cuidados pessoais

Clientes institucionais e comerciais

Aparelhamento do segmento comercial:

• Hospitalidade: 17% da receita B2B
• Instituições de Saúde: 22% da receita B2B
• Cadeias de varejo: 36% da receita B2B
• Instalações corporativas: 25% da receita B2B

Consumidores de saúde e bem-estar conscientes

Características do segmento de consumo focado na saúde:

Tipo de consumidor	Percentagem	Categorias de produtos preferidos
Buscadores orgânicos	18%	Cuidados pessoais naturais
Entusiastas do fitness	22%	Nutrição, produtos de desempenho
Defensores do bem -estar	15%	Limpeza natural, cuidados com a pele

O Procter & Gamble Company (PG) - Modelo de Negócios: Estrutura de Custo

Investimento significativo em pesquisa e desenvolvimento

Despesas de P&D da P&G no ano fiscal de 2023: US $ 2,1 bilhões

Categoria de P&D	Investimento anual
Inovação de produtos	US $ 1,3 bilhão
Desenvolvimento de Tecnologia	US $ 0,5 bilhão
Inovação digital	US $ 0,3 bilhão

Despesas globais de fabricação e distribuição

Custos totais de fabricação e distribuição para 2023: US $ 18,4 bilhões

• Número de instalações de fabricação em todo o mundo: 97
• Centros de distribuição global: 41
• Despesas anuais de logística e transporte: US $ 3,6 bilhões

Custos de marketing e publicidade

Despesas totais de marketing em 2023: US $ 7,2 bilhões

Canal de marketing	Gastos
Marketing digital	US $ 2,1 bilhões
Mídia tradicional	US $ 3,5 bilhões
Patrocínios e eventos	US $ 1,6 bilhão

Gestão da cadeia de abastecimento

Custos operacionais anuais da cadeia de suprimentos: US $ 12,7 bilhões

• Número de fornecedores globais: 50.000+
• Taxa de eficiência de compras: 94%
• Investimentos de otimização da cadeia de suprimentos: US $ 0,8 bilhão

Investimentos contínuos de inovação de produtos

Despesas totais de inovação de produtos em 2023: US $ 2,5 bilhões

Categoria de inovação	Investimento
Desenvolvimento de novos produtos	US $ 1,4 bilhão
Melhoria do produto existente	US $ 0,7 bilhão
Inovações de sustentabilidade	US $ 0,4 bilhão

O Procter & Gamble Company (PG) - Modelo de Negócios: Fluxos de Receita

Vendas de produtos de cuidados pessoais

No ano fiscal de 2023, o segmento de cuidados pessoais da P&G gerou US $ 14,7 bilhões em receita. As principais categorias de produtos incluem:

Categoria de produto	Receita anual
Razoras Gillette	US $ 3,2 bilhões
Produtos de cuidados bucais	US $ 2,9 bilhões
Produtos de cuidados femininos	US $ 2,5 bilhões

Linhas de limpeza e produtos domésticos

O segmento de atendimento domiciliar da P&G registrou US $ 15,3 bilhões em receita para o ano fiscal de 2023.

• Detergente da lavanderia da maré: US $ 4,6 bilhões
• Produtos de lavar louça em cascata: US $ 2,1 bilhões
• Cuidado do Aéreo Febreze: US $ 1,3 bilhão

Receitas de produtos de saúde e bem -estar

O segmento de saúde gerou US $ 12,8 bilhões em 2023, com a colapso seguinte:

Linha de produtos	Receita anual
Vicks frio & Gripe	US $ 3,4 bilhões
Pepto-Bismol	US $ 1,2 bilhão
Cuidados com cabelos Pantene	US $ 2,7 bilhões

Diversificação global do mercado

Distribuição de receita geográfica no ano fiscal de 2023:

Região	Receita	Percentagem
América do Norte	US $ 34,5 bilhões	45%
Europa	US $ 18,2 bilhões	24%
Ásia-Pacífico	US $ 15,7 bilhões	21%
América latina	US $ 7,3 bilhões	10%

Canais de vendas diretos e indiretos

Repartição da receita do canal de vendas para 2023:

• Lojas de varejo: US $ 52,6 bilhões (68%)
• Comércio eletrônico: US $ 12,4 bilhões (16%)
• Distribuidores de atacado: US $ 12,1 bilhões (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.