PROCTER & GAMBLE

Consumer & Retail

Partnership Sales

Growth Plan

2026

STRATEGIC SALES PLAN

CATEGORY GROWTH / RETAIL PARTNERSHIP

P&G

SHOPPER INSIGHTS • SHELF EXECUTION • RETAIL MEDIA • SUPPLY SYNCHRONIZATION

JOINT BUSINESS PLANNING

CATEGORY MANAGEMENT

OMNICHANNEL GROWTH

A customer-first commercial framework for growing categories, households, retailer value and shared business outcomes.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

01 Executive Growth Strategy

P&G;'s current public strategy emphasizes holistic partnerships with retailers, multi-year shared ambitions, category growth

and coordinated media, store marketing and digital customer experiences. This plan translates that direction into an

account-level sales operating model.

Documented 2026 company context

$87.0B

$19.6B

100%

NET SALES

ORGANIC SALES GROWTH

OPERATING CASH FLOW

ADJ. FCF PRODUCTIVITY

Commercial thesis

Consumer need

→

Category opportunity

→

Shared retailer ambition

→

Portfolio choice

→

Omnichannel

execution

→

Supply synchronization

→

Measurement

→

Expansion

P&G; reported these figures for fiscal 2026. They replace the older $84B / $17.8B context in the supplied brief.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

02 Sales Objective & Market Mandate

Build durable retailer partnerships that grow the total category and improve the economics of the joint business while

protecting brand superiority and consumer value.

AREA

COMMERCIAL ACTION

OUTPUT

Category growth

Co-develop category opportunities using shopper, market and retailer

data.

Category value / volume growth.

Household penetration

Identify underserved consumers and occasions.

New users and usage expansion.

Value creation

Balance premiumization, pack architecture and price/value.

Higher category value.

Availability

Synchronize supply, inventory and demand signals.

Improved physical / digital availability.

Retailer partnership

Move from tactical planning toward multi-year shared ambitions.

Joint scorecard discipline.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

03 Target Accounts & Consumer Segments

The account architecture spans mass retail, grocery, club, drug, digital commerce and other high-scale channels, while

keeping the end consumer at the center of planning.

AREA

COMMERCIAL ACTION

OUTPUT

Mass retail

Large category scale and omnichannel reach.

Assortment, price/value, media,

availability.

Grocery

Frequent household missions and basket building.

Cross-category penetration and shelf

execution.

Club / warehouse

Pack architecture and high-value baskets.

Multipacks, innovation and economics.

Drug / health

Health, grooming and personal-care missions.

Shopper need states.

E-commerce

Search, conversion and digital shelf.

Retail media, content, availability.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

04 Joint Business Planning Architecture

A disciplined JBP process converts retailer relationships into shared objectives, investment choices and measurable

checkpoints.

AREA

COMMERCIAL ACTION

OUTPUT

Diagnose

Category, shopper, retailer and P&G; performance review.

Shared opportunity map.

Set ambition

Agree sales, profitability and household priorities.

Multi-year ambition.

Design plan

Select portfolio, innovation, media, pricing and execution actions.

Integrated commercial plan.

Commit resources

Align supply, field execution, media and investment.

Resource plan.

Execute / review

Run, measure and adjust coordinated actions.

Checkpoint scorecard.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

05 Omnichannel & Retail Media Growth

Connect brand building, retailer media, digital shelf execution and in-store activity around the same shopper mission.

AREA

COMMERCIAL ACTION

OUTPUT

Retail search

Improve discoverability around high-intent queries.

Visibility and conversion.

Retail media

Coordinate audience, creative and offer strategy.

Reach, efficiency, sales contribution.

Digital shelf

Strengthen content, assortment and availability.

Conversion and in-stock.

Store execution

Align displays, shelf placement and promotion.

Visibility and category movement.

Closed-loop learning

Feed campaign and shopper insights back into JBP.

Test-and-learn actions.

P&G;'s 2026 strategy

P&G; says it is building holistic retailer partnerships across the value chain and integrating media, store marketing and

customer experience within retailer digital platforms. It also identifies AI-driven search and shopping agents as changing

discovery and purchase behavior.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

06 Portfolio & Innovation Strategy

Use a focused portfolio to strengthen category productivity, premiumization and consumer choice.

AREA

COMMERCIAL ACTION

OUTPUT

Premiumize

Use superior product / package propositions to trade shoppers up.

Higher category value.

Simplify

Remove low-productivity complexity where appropriate.

Better shelf productivity.

Innovate

Address unmet needs and create incremental occasions.

Incremental category growth.

Pack architecture

Match sizes and formats to channel and mission.

Basket economics.

Launch discipline

Use evidence to guide distribution and activation investment.

Higher-quality scaling.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

07 Supply Chain Synchronization

Availability is a commercial outcome. Sales, supply and retailer operations must work from connected demand signals.

AREA

COMMERCIAL ACTION

OUTPUT

Demand sensing

Translate shopper and retailer signals into better forecasts.

Forecast quality.

Inventory visibility

Identify risk before it becomes an out-of-stock event.

Inventory health.

Production alignment

Adjust production and inventory to changing demand.

Service level.

Retail collaboration

Share relevant information across the supply network.

Exception resolution.

Shelf availability

Protect physical and digital availability.

In-stock rate.

Documented capability

P&G; reports investing in advanced supply-planning technologies and unified digital platforms to anticipate demand, adjust

production and inventory, reduce out-of-stocks and improve shelf availability.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

08 Customer Team & Resource Model

Large accounts require coordinated expertise rather than a single seller carrying the entire commercial agenda.

AREA

COMMERCIAL ACTION

OUTPUT

Account leadership

Own joint ambition and executive relationship.

Account strategy.

Category / shopper insights

Translate behavior into category opportunities.

Opportunity hypotheses.

Finance

Model sales, margin, investment and value creation.

Business case.

Supply / operations

Connect demand plans with inventory and service.

Availability plan.

Brand / media

Coordinate innovation, communication and retail media.

Activation plan.

Data / analytics

Build measurement and test-and-learn capability.

Performance dashboard.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

09 Quotas, Economics & Financial Discipline

Translate growth ambitions into balanced targets that protect both P&G; economics and retailer value.

AREA

COMMERCIAL ACTION

OUTPUT

Net sales

Top-line account and category growth.

Avoid volume-only decisions.

Organic growth

Track underlying growth separately from price and currency effects.

Growth quality.

Category profit

Measure total-category economics where available.

Protect retailer value.

Household penetration

Track new and reactivated consumers.

Broaden consumer base.

Productivity

Fund innovation and execution through efficiency.

Structural offset.

Availability

Protect sales that would otherwise be lost.

Revenue protection.

2026 company context

P&G; reported $87.0 billion of fiscal 2026 net sales, 1% organic sales growth, $19.6 billion of operating cash flow and 100%

adjusted free cash flow productivity. These are company-level outcomes, not retailer-specific quotas.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

10 Milestones & Annual Commercial Rhythm

Align account strategy, innovation, supply, media and measurement to a repeatable annual operating cadence.

AREA

COMMERCIAL ACTION

OUTPUT

Account diagnosis and consumer/category opportunity mapping.

Baseline approved.

Joint ambition, portfolio and innovation planning.

Commercial plan committed.

Retail media, supply and in-market execution.

Mid-year review.

Results, portfolio reset and next-year JBP.

Next-year plan.

Always-on

Demand sensing, availability and optimization.

Monthly operating cadence.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

11 KPI Dashboard & Growth Scorecard

Make the joint plan measurable through growth, consumer, retailer-value, execution, innovation, media and supply

indicators.

AREA

COMMERCIAL ACTION

OUTPUT

Growth

Net sales, organic growth, category growth.

Are we growing the joint business?

Consumer

Households, penetration, repeat, usage occasions.

Are we reaching more consumers?

Retailer value

Category profit, basket value, inventory turns.

Is the retailer winning too?

Execution

Availability, distribution, shelf / digital compliance.

Are plans reaching shoppers?

Innovation

Distribution, trial, repeat, incrementality.

Is innovation creating growth?

Media

Reach, conversion, efficiency, sales contribution.

Is media connected to commerce?

Supply

Service, forecast accuracy, inventory health.

Can demand be fulfilled?

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

12 Consumer & Retail Partnership Growth

Framework

A repeatable commercial flywheel connecting consumer needs, retailer economics and P&G; execution.

STEP

COMMERCIAL MOTION

OUTPUT

Consumer need

Identify unmet need, mission or penetration opportunity.

Category diagnosis

Understand category size, growth, shopper and retailer economics.

Shared ambition

Set multi-year sales, profit and household goals.

Portfolio choice

Select superior products, packs and innovations.

Omnichannel execution

Coordinate shelf, digital commerce, retail media and activation.

Supply synchronization

Protect availability and inventory health.

Measure & learn

Evaluate category, consumer and commercial outcomes.

Reset & expand

Scale what works and refresh the joint plan.

Closing principle

The framework connects consumer needs, category economics and retailer execution into a repeatable commercial system:

grow the consumer, grow the category, improve retailer value and reinvest in superior execution.

Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

Prompt to Clone This Procter & Gamble Consumer & Retail Partnership Sales Growth Plan

Apply this example's core structure, strategic pacing, and structural hierarchy directly to your own topic.

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