Clorox is like a smaller, more focused Procter & Gamble (P&G), specializing in a wide range of household and personal care essentials.

Think of Clorox as a diversified consumer goods company similar to Procter & Gamble (P&G), but also known for unique brands like Burt's Bees, Hidden Valley, and Kingsford.

• Cleaning & Disinfecting Products: This category includes laundry additives, home care products, and professional cleaning and disinfecting solutions.
• Vitamins, Minerals, & Supplements: Clorox offers a range of health and wellness products, including vitamins, minerals, and dietary supplements.
• Cat Litter: The company provides various cat litter products under multiple brand names for pet care.
• Bags & Wraps: This segment includes bags for waste disposal and food storage, along with plastic wraps.
• Grilling Products: Clorox manufactures and markets charcoal and related grilling accessories.
• Food Products (Dressings, Dips, Sauces): Consumer-focused food items such as salad dressings, dips, seasonings, and sauces are offered.
• Natural Personal Care Products: This category includes a variety of personal care items made with natural ingredients.
• Water Filtration Systems: Clorox provides water-filtration systems and replacement filters for home use.

Major Customers of The Clorox Company (CLX)

The Clorox Company primarily sells its products to other companies, specifically major retailers and distributors, who then sell these products to individual consumers. Based on the distribution channels described, its major customers include:

• Walmart Inc. (WMT)
• Amazon.com, Inc. (AMZN)
• The Kroger Co. (KR)
• Target Corporation (TGT)
• Costco Wholesale Corporation (COST)

Linda Rendle, Chair and CEO
Linda Rendle is the chair and CEO of The Clorox Company, a role she assumed as CEO in September 2020 and as chair in January 2024. She has been with Clorox for over 20 years, having held numerous senior leadership positions including president, executive vice president – Cleaning, International, Strategy and Operations, and vice president and general manager – Home Care. Rendle began her career in sales management at The Procter & Gamble Company.

Luc Bellet, Executive Vice President and Chief Financial Officer
Luc Bellet is the executive vice president and chief financial officer of The Clorox Company, a position he assumed effective April 1, 2025. With nearly 20 years at Clorox, he has held various financial and operational leadership roles, including treasurer and head of real estate and investor relations, and leading internal audit and financial planning and analysis. Before joining Clorox, Bellet held finance, business, and operations positions at Nestlé and Danone, and was involved in creating and growing the startup Galaxy Inc.

Kirsten Marriner, Executive Vice President and Chief Administrative Officer
Kirsten Marriner joined Clorox in March 2016 as senior vice president – chief people officer, and was named executive vice president – chief people officer in January 2019. She became executive vice president and chief administrative officer in March 2025. With over 30 years of experience in human resources, her career includes serving as senior vice president and chief human resources officer at Omnicare (which was acquired by CVS Health Corporation), and holding leadership roles at Fifth Third Bank and KeyCorp. She also worked in HR consulting at Deloitte and KPMG.

Nina Barton, Executive Vice President and Group President – Care & Connection
Nina Barton assumed the role of executive vice president and group president – Care & Connection at The Clorox Company in July 2024. Her career spans over 25 years in consumer packaged goods, during which she has a proven track record of building brands and growing businesses. Prior to Clorox, she served as CEO of Vytalogy Wellness (which includes brands like Natrol and Jarrow Formulas) and was the global chief growth officer at The Kraft Heinz Company. She also held positions of increasing responsibility at Johnson & Johnson, L'Oréal, and Procter & Gamble.

Chris Hyder, Executive Vice President and Group President – Health & Hygiene
Chris Hyder is the executive vice president and group president – Health & Hygiene at The Clorox Company, a position he assumed in October 2022. He oversees Clorox's U.S. Cleaning, Professional Products, and various international business units. Hyder began his career at Clorox in 2003 as an associate marketing manager and has since held various roles including vice president and general manager – Home Care, and general manager for Australia, New Zealand, and South Africa. Before joining Clorox, he worked as a brand manager at The Learning Company and a marketing assistant at General Mills.

The Clorox Company (CLX) faces several key risks that could impact its business operations and financial performance:

1. Supply Chain and Cost Vulnerabilities: Clorox is susceptible to significant risks stemming from supply chain disruptions, rising costs of raw materials and transportation, and labor shortages. These vulnerabilities can lead to increased operating expenses, product shortages, and pressure on gross margins. The company's reliance on certain single-source suppliers further exacerbates these risks. Additionally, macroeconomic factors like inflation and tariffs have directly impacted costs and profitability. A notable example is the 2023 cyberattack on one of Clorox's suppliers, which caused significant operational disruptions and financial losses, highlighting the broad impact of supply chain security.
2. Intense Competition and Changing Consumer Preferences: Clorox operates in highly competitive markets, challenged by both national brands and private labels. This competition often involves aggressive pricing strategies, marketing campaigns, and continuous innovation, which can erode Clorox's market share and profitability. Furthermore, changing consumer preferences, particularly a trend towards value-seeking during economic uncertainties and increased demand for eco-friendly products, can negatively impact sales and overall market share, as evidenced by recent sluggish consumption trends and consumers opting for cheaper alternatives.
3. Enterprise Resource Planning (ERP) System Transition Impact: The company is undergoing a significant Enterprise Resource Planning (ERP) system transition in the U.S. This transition is identified as a material operational risk, posing a "significant, measurable drag" on the near-term fiscal year 2026 outlook. It has also led to temporary inventory builds and subsequent reversals, which can create operational complexities and impact financial results.

The accelerating consumer trend towards sustainable, eco-friendly, and zero-waste household products and personal care items poses a significant threat. This movement is fostering the growth of new direct-to-consumer and specialized brands offering refillable, concentrated, plant-based, and plastic-free alternatives for cleaning products, bags, wraps, and personal care. These alternatives directly challenge the traditional product formulations, packaging, and environmental impact of many of Clorox's long-standing, mass-market brands such as Clorox, Pine-Sol, Glad, and Kingsford, potentially leading to erosion of market share as consumer preferences shift.

Here are 3-5 expected drivers of future revenue growth for The Clorox Company (CLX) over the next 2-3 years:

1. Product Innovation and New Launches: Clorox is prioritizing and investing in a robust innovation pipeline across its major brands, particularly within its cleaning and household product categories. This focus on launching new products and category relaunches is expected to accelerate time-to-market and drive demand.
2. Strategic Acquisitions: The planned acquisition of GOJO Industries, the maker of PURELL, is anticipated to significantly expand Clorox's presence and boost growth within its Health and Wellness segment, reinforcing its leadership in the health and hygiene sector.
3. Strategic Pricing and Premiumization Initiatives: Clorox continues to proactively adjust its pricing strategies to navigate inflation and evolving consumer behaviors. The company employs a "dual pricing" approach, selectively adjusting prices and promotional support across its portfolio to balance affordability for consumers with sustained profitability and gross margin expansion. While the benefit from U.S. pricing may lessen as previous increases are lapped, international markets like Argentina are still seeing price increases.
4. Recovery of Distribution and Market Share: Following disruptions from a cyberattack and an Enterprise Resource Planning (ERP) system transition, Clorox is actively focused on rebuilding retailer inventories, restoring distribution, and regaining market shares. This recovery effort is expected to drive volume and household penetration through strengthened demand creation plans.
5. International Market Expansion: The International segment is demonstrating positive organic sales growth, driven by favorable price mix, foreign exchange rates, and increased volume. Continued strategic pricing actions in international markets, such as the double-digit price increases in Argentina, are expected to contribute to overall revenue growth.

Capital Allocation Decisions for Clorox (CLX)

Share Repurchases

• Clorox's annual share buybacks were reported as $332 million in 2025.
• The company's trailing twelve months (TTM) share buybacks as of September 2025 were -$354 million.
• Over the past five years, Clorox returned $3.2 billion to shareholders through dividends and buybacks.

Share Issuance

• Clorox's issuance of common stock averaged 33.6 million for fiscal years ending June 2021 to 2025.
• The issuance of common stock peaked at 103 million in June 2021.
• The issuance hit a 5-year low of 1 million in June 2024.

Capital Expenditures

• Clorox's capital expenditures averaged $248.4 million for fiscal years ending June 2021 to 2025.
• The company's latest twelve months capital expenditures are $206 million.
• Capital expenditure growth of 3.77% was primarily focused on investments in transformation and digitalization, as well as operational improvements and brand and innovation efforts.