Kimberly-Clark Corporation
- Open
- 109.60
- Day high
- 110.17
- Day low
- 108.46
- Prev close
- 109.91
- Volume
- 4.3M
- Mkt cap
- $36.4B
- P/E (TTM)
- 17.2
- EPS (TTM)
- $6.37
- P/B
- 20.3
- P/S
- 2.2
- Yield
- 4.63%
- Per share
- $5.08
- ▼Insiders net selling -$690K over the last 3 months (0 open-market buys, 3 sales)
- 🏛Institutions mixed (13F)
Kimberly-Clark Corporation (KMB) is a Consumer Defensive company listed on NASDAQ. The stock is down 17% over the past year. Over the trailing 3 months, insiders filed 0 open-market buys and 3 sales (SEC Form 4). Drillr has 1 published research article covering KMB.
Kimberly-Clark Corporation (KMB) financials & analyst ratings
Fundamentals (TTM)
Analyst consensus · 5 analysts
Source: exchange market data + company filings. Figures are trailing-twelve-month or as most recently reported. For informational purposes only — not investment advice.
KMB earnings date, history & EPS estimates
| Report date | EPS est | EPS actual | Surprise | Revenue | Rev. surprise |
|---|---|---|---|---|---|
| Apr 28, 2026 | $1.93 | $1.97 | +2.1% | $4.2B | +1.9% |
| Jan 27, 2026 | $1.81 | $1.86 | +2.8% | $4.1B | -0.3% |
| Oct 30, 2025 | $1.75 | $1.82 | +4.0% | $4.1B | +0.9% |
| Aug 1, 2025 | $1.67 | $1.92 | +15.0% | $4.2B | -14.1% |
| Apr 22, 2025 | $1.89 | $1.93 | +2.1% | $4.8B | -1.1% |
| Jan 28, 2025 | $1.51 | $1.50 | -0.7% | $4.9B | +1.5% |
| Oct 22, 2024 | $1.70 | $1.83 | +7.6% | $5.0B | -2.1% |
| Jul 23, 2024 | $1.71 | $1.96 | +14.6% | $5.0B | -1.3% |
| Jan 24, 2024 | $1.54 | $1.51 | -1.9% | $5.0B | -0.3% |
| Jul 25, 2023 | $1.48 | $1.65 | +11.5% | $5.1B | -0.0% |
| Jan 25, 2023 | $1.51 | $1.54 | +2.0% | $5.0B | -0.4% |
| Jul 26, 2022 | $1.32 | $1.34 | +1.5% | $5.1B | +1.5% |
KMB insider trading activity (SEC Form 4)
| Date | Insider | Type | Shares | Price |
|---|---|---|---|---|
| May 6, 2026 | Scribner Andrewofficer: Controller, VP & FP&A | Sell | 4,095 | $98.00 |
| May 4, 2026 | Fenske Tameraofficer: Chief Supply Chain Officer | Tax | 1,151 | $97.67 |
| May 4, 2026 | Melucci Jeffrey P.officer: Chief Bus., Strat. & Admin. | Option | 3,004 | — |
| May 4, 2026 | Melucci Jeffrey P.officer: Chief Bus., Strat. & Admin. | Grant | 13,924 | — |
| May 4, 2026 | Scribner Andrewofficer: Controller, VP & FP&A | Grant | 2,816 | — |
| May 4, 2026 | Tinto Francescoofficer: Chief Info & GBS Officer | Grant | 17,917 | — |
| May 4, 2026 | Torres Russellofficer: President and COO | Grant | 17,610 | — |
| May 4, 2026 | Fenske Tameraofficer: Chief Supply Chain Officer | Grant | 6,962 | — |
| May 4, 2026 | Hsu Michael D.director, officer: Chairman of the Board and CEO | Option | 10,490 | — |
| May 4, 2026 | Carmichael John Patrickofficer: President, North America | Grant | 12,286 | — |
| May 4, 2026 | Scribner Andrewofficer: Controller, VP & FP&A | Option | 665 | — |
| May 4, 2026 | Chen Katyofficer: President, Int'l Personal Care | Option | 1,716 | — |
| May 4, 2026 | Fenske Tameraofficer: Chief Supply Chain Officer | Option | 1,430 | — |
| May 4, 2026 | Abou-Oaf Ehabofficer: Pres. Int'l Fam. Care & Prof. | Option | 1,430 | — |
| May 4, 2026 | Slavtcheff Craigofficer: Chief R&D Officer | Grant | 5,324 | — |
Source: KMB SEC Form 4 filings, latest May 6, 2026. For informational purposes only — not investment advice.
See the full KMB insider & 13F page →Kimberly-Clark Corporation company profile
Overview
Kimberly-Clark Corporation (NYSE:KMB) is a multinational consumer goods company founded in 1872 and headquartered in Dallas, Texas. The company has evolved from a paper mill operation into one of the world's largest manufacturers of personal care and consumer tissue products. With operations spanning globally, Kimberly-Clark serves both consumer and professional markets through its portfolio of well-known brands including Huggies, Kleenex, Cottonelle, Scott, and Kotex. The company went public in 1980 and has maintained a consistent dividend payment record for over five decades, reflecting its position as a mature, cash-generating enterprise in the consumer staples sector.
Business
Kimberly-Clark operates in the household and personal products industry, manufacturing and marketing essential consumer goods that people use daily. The company's business is organized into three main segments that collectively generated approximately $20 billion in annual revenue as of 2024. The Personal Care segment represents the largest portion of the business, producing disposable diapers, training pants, baby wipes, feminine care products, and adult incontinence products. Key brands include Huggies (diapers and baby care), Pull-Ups (training pants), Kotex and U by Kotex (feminine care), and Depend (adult incontinence). This segment focuses on life-stage products that address specific consumer needs from infancy through aging. The Consumer Tissue segment manufactures facial tissues, bathroom tissues, paper towels, and napkins for household use. This division includes iconic brands like Kleenex (facial tissues), Scott (bathroom tissue and paper towels), Cottonelle (bathroom tissue), and Viva (paper towels). These products are considered essential household items with relatively stable demand patterns. The K-C Professional segment serves the away-from-home market, providing wipers, tissues, towels, apparel, soaps, and sanitizers to businesses, healthcare facilities, manufacturing plants, and other institutional customers. Products are sold under brands like Kleenex, Scott, WypAll, Kimtech, and KleenGuard, targeting professional and industrial applications where hygiene and cleanliness are critical. The company's products are distributed through multiple channels including supermarkets, mass merchandisers, drugstores, warehouse clubs, e-commerce platforms, and direct sales to institutional customers. This diversified approach helps ensure broad market reach across different consumer segments and purchasing behaviors.
Revenue model
Kimberly-Clark generates revenue primarily through product sales across its three business segments, operating on a traditional manufacturing and distribution model. The company produces physical goods in its manufacturing facilities and sells them to retailers, distributors, and institutional customers who then serve end consumers. The business model relies on volume-driven growth combined with premium positioning strategies. Revenue comes from selling higher volumes of products while also encouraging consumers to trade up to premium product tiers that command higher margins. For example, the company offers good-better-best product lines within each category, allowing consumers to choose based on their price sensitivity while maximizing revenue per customer. Paying customers include major retailers like supermarkets, mass merchandisers (Walmart, Target), drugstore chains, warehouse clubs (Costco, Sam's Club), and e-commerce platforms for consumer products. For professional products, customers include healthcare facilities, manufacturing companies, office buildings, restaurants, and other businesses requiring hygiene and cleaning supplies. Several factors influence the company's margins and profitability. Input cost inflation for raw materials like pulp, petroleum-based materials, and packaging significantly impacts margins, as seen during recent periods when the company faced over $3 billion in inflation headwinds. Currency fluctuations affect international operations, while trade policies and tariffs create additional cost pressures, with the company recently facing $300 million in tariff impacts. Competitive dynamics in consumer staples require constant investment in innovation, marketing, and promotional activities to maintain market share. Consumer behavior shifts toward value products during economic downturns can pressure premium product sales, while demographic trends like aging populations and expanding middle classes in emerging markets create growth opportunities. The company's ability to implement productivity initiatives and supply chain optimization directly impacts margin expansion, with management targeting $3 billion in savings over five years through operational improvements.
Competitive moat
Kimberly-Clark possesses a moderate but durable competitive moat built primarily on brand recognition, distribution relationships, and operational scale. The company's brands like Huggies, Kleenex, and Kotex have achieved household name status over decades, creating strong consumer loyalty and pricing power in categories where trust and reliability are paramount. The company's distribution network and retail relationships represent a significant competitive advantage. Securing shelf space in major retailers requires established relationships, volume commitments, and marketing support that smaller competitors struggle to match. The breadth of Kimberly-Clark's product portfolio allows it to negotiate from a position of strength with retailers who prefer dealing with fewer, larger suppliers. Manufacturing scale and supply chain expertise provide cost advantages and operational efficiency that are difficult for competitors to replicate. The company's global manufacturing footprint allows for regional optimization while maintaining quality standards across markets. Technical expertise in areas like absorbency, softness, and product engineering creates barriers for new entrants. However, the moat faces several challenges. Private label competition has intensified as retailers develop their own brands, particularly during economic downturns when consumers become more price-sensitive. The company has been strategically exiting some private label contracts to focus on higher-margin branded products, but this creates ongoing competitive pressure. Commodity-like nature of many products limits differentiation opportunities, making the business somewhat vulnerable to price competition. While innovation helps maintain premium positioning, breakthrough innovations are relatively rare in mature categories like tissue and basic personal care products. Emerging market competitors with lower cost structures pose growing threats, particularly in price-sensitive regions. Additionally, changing consumer preferences toward sustainability and natural products could disrupt traditional market positions if not adequately addressed through product innovation and positioning. Overall, while Kimberly-Clark maintains a solid competitive position, its moat is not impregnable and requires continuous investment in brand building, innovation, and operational efficiency to maintain its strength.
Risks & safety
Kimberly-Clark demonstrates moderate financial safety with some areas of concern around leverage but strong cash generation capabilities. **Liquidity and Solvency:** - Current ratio of 0.76 indicates potential short-term liquidity constraints, as current liabilities exceed current assets - Cash position of $563 million (Q1 2025) provides limited buffer relative to company size - Strong operating cash flow of $3.2 billion annually demonstrates ability to generate cash from operations - Free cash flow of $2.5 billion annually shows healthy cash generation after capital expenditures **Debt Profile:** - Debt-to-equity ratio of 6.58 represents high leverage, indicating significant financial risk - Total liabilities of $15.1 billion against total assets of $16.3 billion shows heavy debt burden - Interest coverage appears adequate given EBITDA of nearly $4 billion annually - Company maintains investment-grade credit profile despite high leverage ratios **Valuation Metrics:** - P/E ratio of 20.8 suggests reasonable valuation for a mature consumer staples company - EV/EBITDA of 13.8 indicates moderate valuation relative to cash generation - Price-to-book ratio of 42.9 reflects asset-light business model but appears elevated **Other Considerations:** - Consistent dividend payments for 51+ years demonstrates commitment to shareholder returns - Mature, stable end markets provide predictable cash flows - Exposure to commodity price volatility and currency fluctuations creates earnings variability
Recent development
Over the past few years, Kimberly-Clark has undergone significant strategic transformation focused on repositioning for growth after a period of margin recovery. The company launched its "Powering Care" strategy in 2024, reorganizing into three powerhouse segments and shifting from a margin recovery phase to a margin expansion and growth phase. Key strategic moves include exiting private label businesses, reducing this lower-margin revenue from 4% of global sales in 2023 to a targeted 2% by 2025, allowing greater focus on higher-margin branded products. The company has implemented major organizational restructuring, hiring new leadership including a Chief Growth Officer and Head of R&D, while streamlining operations for faster decision-making. Supply chain transformation represents a major multi-year initiative targeting $3 billion in savings over five years through value stream simplification, network optimization, and scalable automation. This includes consolidating manufacturing footprints and implementing advanced technologies to improve efficiency and reduce costs. The company has intensified its innovation focus, launching products like new Huggies Snug & Dry in North America and preparing significant product improvements in international markets. Management has committed to increasing brand investments from 6% to 7% of sales to support premium positioning and market share growth. Geographic expansion and market share gains have been priorities, with notable success in key markets like China (Huggies up 200 basis points in market share), UK (Andrex up 350 basis points), and South Korea (Huggies up over 300 basis points). The company is implementing its "global growth playbook" systematically across focus markets. Recent challenges include navigating $300 million in tariff impacts from trade policy changes, with plans to mitigate about one-third of the impact in 2025 and achieve full mitigation by 2026 through supply chain re-optimization and cost management strategies.
KMB company profile · for informational purposes only — not investment advice.
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