Report Feature
The global home care products industry, which has experienced good progress in recent years, expected to carry on with its growth momentum for the near term. The market is expected to reach $146 billion in annual revenue within the next five years. The industry is considered consolidated as the top five players control nearly half
of the market. The major players are concentrating on research and innovation strategies in order to compete in the highly competitive industry and develop various home care products to meet the dynamic lifestyles of people throughout the world.Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on global home care products industry and presents its findings in “Top Five Global Home Care Products Manufacturing Companies: Performance, Strategies, and Competitive Analysis.”
This company profile report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and provides a SWOT analysis of each player.
The industry has faced growing challenges from the increasing prices of petrochemical products, oleochemicals, paper, and metals, which may negatively affect the profitability of the industry as these raw materials are used extensively. The continuous decrease in the value of the Euro has weakened the industry’s overall revenue generation.
Within the home care products industry, many new innovative products have been launched in all categories with key brands, which is a good sales opportunity for the key players. In Lucintel’s report, an analytical overview is presented of the top five global home care products manufacturing companies, which are as follows:
• Colgate-Palmolive Company
• Henkel AG & Co.
• Reckitt Benckiser Group
• Procter & Gamble Company
• Unilever
The industry has returned to high profitability as it recovered from the recessionary period, and now is in the growing phase with rising population and consumer spending power.
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global home care products manufacturing companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
In Lucintel's newest competitive research study on the world's home care products manufacturing companies, we have thoroughly profiled following five companies with detailed competitive assessments:
• Colgate-Palmolive Company
• Henkel AG & Co.
• Reckitt Benckiser Group
• Procter & Gamble Company
• Unilever
The detailed analysis of each company offers a critical view into key strategic areas, including:
• Company overview
• Benchmarking (financial & market)
• SWOT analysis
• Product positioning
• Marketing strategy and tactics
• Corporate strategy
To make any investment, business or strategic decisions, you need adequate and timely information. This market report fulfills this core need. This is an indispensable reference guide for industry executives who are dealing with home care products manufacturing companies industry. Some of the features of this multi-client market intelligence report are:
• Market size estimates in terms of (US $) value by segments of the global home care products manufacturing companies
• Regional analysis: global home care products manufacturing companies breakdown by key regions (e.g., North America, Europe, APAC and ROW)
• Market trends, drivers and forecasts
• Competitive benchmarking of each players against their financial & market strength
• Global and regional market share estimates for the top players
• Product line overview and positioning of top players
• SWOT analysis of the leaders
• Marketing strategy and tactics
• Corporate strategy
• More than 110 valuable figures/charts and 44 tables are provided in this report
Table of Contents
1. Executive Summary
2. Market Definition and Scope
3. Market Opportunity
4. Competitive Benchmarking (Financial and Market)
5. Company Profile on Colgate-Palmolive Company
6. Company Profile on Henkel AG & Co. KGaA
7. Company Profile on Reckitt Benckiser Group plc
8. Company Profile on Procter & Gamble
9. Company Profile on Unilever Plc
List of Figures
Figure 3.1: Supply chain for home care products manufacturers market
Figure 3.2: Global home care products manufacturers industry annual trend 2006-2011 (US $B)
Figure 3.3: Global home care products manufacturers industry regional trend 2006-2011 (US $B)
Figure 3.4: Global home care products manufacturers industry regional trend 2006-2011 (%)
Figure 3.5: Global home care products manufacturers industry opportunity by region
Figure 4.1: Top five home care products manufacturers companies – financial benchmarking
Figure 4.2: Global top five home care products manufacturers companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011 (US $M)
Figure 4.15: Regional revenue evaluation 2011 (%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
Figure 5.1: Colgate-Palmolive Company’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – Colgate-Palmolive Company
Figure 5.3: Financial benchmarking Colgate-Palmolive Company against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of Colgate-Palmolive Company against Top Five best
Figure 5.5: Global industry revenue trend Vs Colgate-Palmolive Company (2007-2011) in US $B
Figure 5.6: Global market share trend for Colgate-Palmolive Company (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Colgate-Palmolive Company 2007-2011 in(US $B)
Figure 5.8: European industry revenue trend Vs Colgate-Palmolive Company 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Colgate-Palmolive Company 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Colgate-Palmolive Company 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Colgate-Palmolive Company 2007-2011 in (%)
Figure 5.12: European market share trend Vs Colgate-Palmolive Company 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Colgate-Palmolive Company 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Colgate-Palmolive Company 2007-2011 in (%)
Figure 5.15: Colgate-Palmolive Company trend in R&D expenses 2007-2011 in US $B
Figure 5.16: Colgate-Palmolive Company trend in R&D expenses percentage of totalrevenue
Figure 5.17: Comparison of Colgate-Palmolive Company R&D expenditure Vs top three & top five players average 2011
Figure 5.18: Colgate-Palmolive Company productivity 2007-2011 (US $M)
Figure 5.19: Colgate-Palmolive Company fixed asset value 2007-2011 (US $M)
Figure 5.20: Strategic execution
Figure 6.1: Henkel AG & Co. KGaA revenue by business structure 2011
Figure 6.2: Lucintel triad - Henkel AG & Co. KGaA
Figure 6.3: Financial benchmarking of Henkel AG & Co. KGaA against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Henkel AG & Co. KGaA against Top five best
Figure 6.5: Global industry revenue trend Vs Henkel AG & Co. KGaA (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Henkel AG & Co. KGaA (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Henkel AG & Co. KGaA 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Henkel AG & Co. KGaA 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Henkel AG & Co. KGaA 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Henkel AG & Co. KGaA 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Henkel AG & Co. KGaA 2007-2011 in (%)
Figure 6.12: European market share trend Vs Henkel AG & Co. KGaA 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs Henkel AG & Co. KGaA 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs Henkel AG & Co. KGaA 2007-2011 in (%)
Figure 6.15: Henkel AG & Co. KGaA trend in R&D expenses 2007-2011 in US $B
Figure 6.16: Henkel AG & Co. KGaA trend in R&D expenses percentage of totalrevenue
Figure 6.17: Comparison of Henkel AG & Co. KGaA R&D expenditure Vs top three & top five players average 2011
Figure 6.18: Henkel AG & Co. KGaA productivity 2007-2011 in (US $M)
Figure 6.19: Henkel AG & Co. KGaA fixed asset value 2007-2011 in (US $M)
Figure 6.20: Strategic execution
Figure 7.1: Reckitt Benckiser Group plc revenue by business structure 2011
Figure 7.2: Lucintel triad – Reckitt Benckiser Group plc
Figure 7.3: Financial benchmarking of Reckitt Benckiser Group plc against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of Reckitt Benckiser Group plc against Top five best
Figure 7.5: Global industry revenue trend Vs Reckitt Benckiser Group plc (2007-2011) in (US $B)
Figure 7.6: Global market share trend for Reckitt Benckiser Group plc (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs Reckitt Benckiser Group plc (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs Reckitt Benckiser Group plc (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs Reckitt Benckiser Group plc (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs Reckitt Benckiser Group plc (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs Reckitt Benckiser Group plc (2007-2011) in (%)
Figure 7.12: European market share trend Vs Reckitt Benckiser Group plc l (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs Reckitt Benckiser Group plc (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs Reckitt Benckiser Group plc (2007-2011) in (%)
Figure 7.15: Henkel AG & Co. KGaA trend in R&D expenses 2007-2011 in US $B
Figure 7.16: Henkel AG & Co. KGaA trend in R&D expenses percentage of total revenue
Figure 7.17: Comparison of Henkel AG & Co. KGaA R&D expenditure Vs top three & top five players average 2011
Figure 7.18: Reckitt Benckiser Group plc productivity 2007-2011 in (US $M)
Figure 7.19: Reckitt Benckiser Group plc fixed asset value 2007-2011 in (US $M)
Figure 7.20: Strategic execution
Figure 8.1: Procter & Gamble revenue by business structure 2011
Figure 8.2: Lucintel triad – Procter & Gamble
Figure 8.3: Financial benchmarking of Procter & Gamble against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Procter & Gamble against Top five best
Figure 8.5: Global industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Procter & Gamble (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.12: European market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.15: Procter & Gamble trend in R&D expenses 2007-2011 in US $B
Figure 8.16: Procter & Gamble trend in R&D expenses percentage of total revenue
Figure 8.17: Comparison of Procter & Gamble R&D expenditure Vs top three & top five players average 2011
Figure 8.18: Procter & Gamble productivity 2007-2011 in (US $M)
Figure 8.19: Procter & Gamble fixed asset value 2007-2011 in (US $M)
Figure 8.20: Strategic execution
Figure 9.1: Unilever Plc revenue by business structure 2011
Figure 9.2: Lucintel triad – Unilever Plc
Figure 9.3: Financial benchmarking of Unilever Plc against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Unilever Plc against Top five best
Figure 9.5: Global industry revenue trend Vs Unilever Plc (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Unilever Plc (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Unilever Plc (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Unilever Plc (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Unilever Plc (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Unilever Plc (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Unilever Plc (2007-2011) in (%)
Figure 9.12: European market share trend Vs Unilever Plc (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Unilever Plc (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Unilever Plc (2007-2011) in (%)
Figure 9.15: Unilever Plc trend in R&D expenses 2007-2011 in US $B
Figure 9.16: Unilever Plc trend in R&D expenses percentage of total revenue
Figure 9.17: Comparison of Unilever Plc R&D expenditure Vs top three & top five players average 2011
Figure 9.18: Unilever Plc productivity 2007-2011 in (US $M)
Figure 9.19: Unilever Plc fixed asset value 2007-2011 in (US $M)
Figure 9.20: Strategic execution
List of Tables
Table 4.1: Financial benchmarking of top five global home care products manufacturers companies
Table 4.2: Key financial parameters for top five home care products manufacturers companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
Table 5.1: Market served: Colgate-Palmolive Company
Table 5.2: Lucintel triad – Colgate-Palmolive Company
Table 5.3: Financial Benchmarking of Colgate-Palmolive Company against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
Table 6.1: Market served – Henkel AG & Co. KGaA
Table 6.2: Lucintel triad – Henkel AG & Co. KGaA
Table 6.3: Financial benchmarking of Henkel AG & Co. KGaA against best and against Top three and Top five industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
Table 7.1: Market served – Reckitt Benckiser Group plc
Table 7.2: Lucintel triad – Reckitt Benckiser Group plc
Table 7.3: Financial benchmarking of Reckitt Benckiser Group plc against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
Table 8.1: Market served – Procter & Gamble
Table 8.2: Lucintel triad – Procter & Gamble
Table 8.3: Financial Benchmarking of Procter & Gamble against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
Table 9.1: Markets Served – Unilever Plc
Table 9.2: Lucintel triad – Unilever Plc
Table 9.3: Financial Benchmarking of Unilever Plc against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
Methodology
Lucintel has been in the business of market research and management consulting since 2000 and has published over 1000 market intelligence reports in various markets / applications and served over 1,000 clients worldwide. This study is a culmination of four months of full-time effort performed by Lucintel's analyst team. The analysts used the following sources for the creation and completion of this valuable report:
- In-depth interviews of the major players in this market
- Detailed secondary research from competitors’ financial statements and published data
- Extensive searches of published works, market, and database information pertaining to industry news, company press releases, and customer intentions
- A compilation of the experiences, judgments, and insights of Lucintel’s professionals, who have analyzed and tracked this market over the years.
Extensive research and interviews are conducted across the supply chain of this market to estimate market share, market size, trends, drivers, challenges, and forecasts. Below is a brief summary of the primary interviews that were conducted by job function for this report.
Thus, Lucintel compiles vast amounts of data from numerous sources, validates the integrity of that data, and performs a comprehensive analysis. Lucintel then organizes the data, its findings, and insights into a concise report designed to support the strategic decision-making process. The figure below is a graphical representation of Lucintel’s research process.
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