The Procter & Gamble Company
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Acquisitions
2
Total Acquisitions
$58.2B
Disclosed Deal Value
2005
$57.0B
Added a leading grooming franchise and brands such as Gillette, Venus, Braun, and Oral-B.
Made P&G broader in grooming and oral care.
Gillette remains central to P&G's grooming segment.
1985
$1.2B
Added Vicks, NyQuil, Olay, and Pantene-related health and beauty capabilities.
Expanded P&G into personal care and health.
Several brands became long-term P&G franchises.
P&G's strategy centers on product superiority, portfolio focus, productivity, constructive disruption, retail execution, innovation, and organization agility.
P&G makes money by selling branded consumer goods across fabric care, home care, baby care, feminine care, family care, beauty, grooming, oral care, and personal health categories.
P&G's notable moves include Gillette, Richardson-Vicks, Wella, Iams, Clairol, and divestitures that simplified the portfolio around stronger daily-use categories.
P&G uses acquisitions and divestitures to sharpen category focus, add brand leadership, enter attractive adjacencies, and exit businesses that do not fit its core model.
Deals can add products, customers, capabilities, technology, geographic density, or scale that supports P&G's broader strategy.
No. P&G also relies on organic execution, customer expansion, pricing, product development, and operating discipline.