On the desk today · The Procter & Gamble Company
Open any cabinet in any home in America. Count the brands. Most of them are theirs.
| NYSE · PG |
Elon Musk’s New Invention Will Blow You Away
Elon Musk did it again.
After self-driving cars…
Reusable rockets that land themselves…
And brain chips that let paralyzed people control computers with their minds…
A new form of AI so powerful he called it an “infinite money glitch.”
And it could help send shares of a little-known Elon supplier to the moon.
Click here to get the details because you must act fast.
You see, Elon promised he will begin to scale production by the end of this month.
And if you miss this window…
You’ll probably never see an explosive opportunity like this in your lifetime.
As The Wall Street Journal says…
The Company Inside
Every Cabinet
On October 31, 1837 — Halloween — a candle maker named William Procter and a soap maker named James Gamble signed a partnership agreement in Cincinnati, Ohio. They had married sisters — Olivia and Elizabeth Ann Norris. Their father-in-law, Alexander Norris, noticed that both men were competing for the same raw materials — animal fats and lye — and suggested they stop competing and start collaborating.
They made candles. They made soap. They made them from the same ingredients, in the same city, for the same customers. The partnership made sense. One hundred and eighty-nine years later, the company they started on Halloween is worth over $300 billion.
I stood in my bathroom last week and did something I had never done before. I opened the cabinet and read the labels. Crest toothpaste — Procter & Gamble. Oral-B toothbrush — Procter & Gamble. Head & Shoulders shampoo — Procter & Gamble. Gillette razor — Procter & Gamble. I walked to the laundry room. Tide. Downy. Bounty paper towels. Charmin. I opened the kitchen cabinet. Dawn dish soap. Mr. Clean. Swiffer pads under the sink. I counted eleven P&G products in my house without leaving the hallway.
Most people know these brands. Almost nobody thinks about the company behind them. That is the design. P&G doesn't put its name on the package — not prominently, not in a way you'd notice. Each brand stands alone. Tide doesn't say "by Procter & Gamble" on the front. Neither does Pampers. Or Gillette. Or Febreze. The consumer sees the brand. The shareholder sees the parent.
Procter & Gamble now owns more than 20 billion-dollar brands — each generating over $1 billion in annual sales. Tide alone does roughly $6 billion. Pampers is in the same range. These are not niche products. They are the baseline of domestic life — the things you buy without thinking, on a schedule dictated by when you run out. Nobody comparison-shops for dish soap. Nobody switches toothpaste brands because a competitor ran an ad. The purchase is automatic. The replenishment is inevitable.
In fiscal 2026 — the year ended June 30 — Procter & Gamble reported $87.0 billion in net sales, up 3% from the year before. Net earnings hit $16.1 billion. Operating cash flow reached $19.6 billion. The company returned over $15 billion to shareholders — $10.2 billion in dividends and $5.0 billion in buybacks. And in April 2026, P&G raised its dividend for the 70th consecutive year. Seventy. The streak began in 1957 — the year the Soviet Union launched Sputnik. It has not been broken since. The company has paid a dividend every single year since its incorporation in 1890 — 136 consecutive years.
|
Saved $1 Million? Here Are 4 Retirement Planning Essentials
A seven-figure nest egg can feel like freedom. But retirement readiness isn't just about the balance in your account.
You need a complete strategy that addresses what you want from retirement, how long your money needs to last and whether your projected income will cover your actual expenses.
Without these critical components mapped out, that $1,000,000 might not deliver the retirement you're imagining.
Fisher Investments' guide, When to Retire: A Quick and Easy Planning Guide, helps you build a retirement plan that goes deeper than just your savings balance. If you have $1,000,000 or more saved, request your guide today.
Those 70 consecutive dividend increases are not a streak. They are a statement about the business itself. P&G has raised its payout through every recession, every oil crisis, every war, every financial panic, and every pandemic since 1957. It can do this because the products it sells are consumed and replenished on a biological clock. Diapers. Toothpaste. Laundry detergent. Dish soap. Toilet paper. These are not discretionary. They are the cost of being alive and clean. Demand doesn't fluctuate with the economy. It fluctuates with the population.
The pricing power is embedded in the habit. P&G raised prices throughout 2023, 2024, and 2025 — passing through raw material and transportation inflation. Consumers noticed. They complained on social media. Then they bought Tide anyway. In fiscal 2026, organic sales grew 1% — entirely from pricing, with volume flat. The company charged more for the same products in the same quantities and revenue still grew. That is the definition of pricing power: the ability to raise the toll without losing the traveler.
The business runs through five segments. Fabric and Home Care — Tide, Downy, Gain, Cascade, Dawn, Swiffer, Mr. Clean, Febreze — is the largest at $29.6 billion in fiscal 2025 revenue. Baby, Feminine and Family Care — Pampers, Always, Tampax, Charmin, Bounty — contributed $20.2 billion. Beauty — Olay, Head & Shoulders, Pantene, SK-II, Old Spice — added $14.9 billion. Health Care — Crest, Oral-B, Vicks — brought in $12.0 billion. Grooming — Gillette — contributed $6.7 billion.
The flywheel runs on shelf space and distribution. P&G's relationship with Walmart, Costco, Target, and every grocery chain in America is decades deep. When P&G launches a new product — or extends an existing brand into a new category — it gets placement immediately. The retailer who already stocks 15 P&G brands doesn't think twice about adding a 16th. The shelf space is the real estate. The brands are the tenants. And P&G owns both the landlord relationship and the tenant.
WHY THIS WORKS
Consumption is biological. Toothpaste runs out. Diapers are used once. Detergent is consumed with every wash. Demand is tied to population and hygiene, not economic sentiment.
20+ billion-dollar brands — each autonomous. Every brand operates as its own business with its own marketing, positioning, and shelf presence. No single brand failure can threaten the portfolio.
70 consecutive dividend increases. Every year since 1957. 136 years of consecutive dividend payments since 1890. The cash generation is so reliable that P&G has never missed — through two world wars, a dozen recessions, and a global pandemic.
Distribution is the moat. Decades-deep relationships with every major retailer. Shelf space that no new entrant can replicate. When P&G launches a product, it reaches 180 countries within months.
On October 31, 1837, a candle maker and a soap maker — prompted by their father-in-law — formed a partnership on Halloween in Cincinnati. The candle business disappeared a century ago. The soap business evolved into the largest consumer goods company on earth. Today, roughly five billion people use a P&G product on any given day. Most of them could name the brand. Almost none of them could name the company. That anonymity is the strategy. The brands are the face. Procter & Gamble is the machine behind the face — invisible, essential, and inside every cabinet in the house.
