国际消费品行业迎来又一笔重要并购，"宝爸宝妈"所熟悉的好奇纸尿裤母公司和强生婴儿洗发水母公司 即将合并为一家公司。 当地时间11月3日，全球健康卫生护理企业金佰利KimberlyClark和全球消费者健康企业科赴Kenvue宣 布，双方已经达成协议，金佰利将通过现金加股票的交易方式收购科赴全部流通普通股，此次交易对科 赴的整体估值为487亿美元。 中国消费者对金佰利和科赴或许并不熟悉，但两家公司旗下的产品早已渗透进日常生活。公开资料显 示，金佰利在中国市场的业务起始于1994年，好奇纸尿裤、高洁丝卫生巾等都为中国消费者所熟知；科 赴的前身是强生的消费者健康部门，两年前正式脱离强生成为一家独立的上市企业，旗下城野医生、强 生婴儿、大宝、邦迪等品牌在中国知名度较高。 此次交易预计将在2026年下半年完成。从科赴近500亿美元的估值也可以看出，这不是一笔简单的交 易。《每日经济新闻》记者获悉，此次交易完成后，新公司2025年销售额预计将达到320亿美元，这一 营收规模仅次于宝洁健康和保健业务，高于联合利华美容与个人护理业务。 行业地位跃升背后是更多资源的互补，但磨合阶段也面临一系列挑战。 两家公司可以互补协同 这是 ...

国际消费品行业迎来又一笔重要并购，"宝爸宝妈"所熟悉的好奇纸尿裤母公司和强生婴儿洗发水母公司即将合并为一家公司。 当地时间11月3日，全球健康卫生护理企业金佰利Kimberly-Clark和全球消费者健康企业科赴Kenvue宣布，双方已经达成协议，金佰利将通过现金加股票的 交易方式收购科赴全部流通普通股，此次交易对科赴的整体估值为487亿美元。 对于中国消费者而言，金佰利和科赴或许并不熟悉，但两家公司旗下的产品早已渗透进日常生活。公开资料显示，金佰利在中国市场的业务起始于1994 年，好奇纸尿裤、高洁丝卫生巾等都为中国消费者所熟知；科赴的前身是强生的消费者健康部门，两年前正式脱离强生成为一家独立的上市企业，旗下城 野医生、强生婴儿、大宝、邦迪等品牌在中国知名度较高。 金佰利官网资料截图 "双向奔赴"：品牌组合与区域市场的互补协同 这是一笔势均力敌的整合。金佰利去年净销售额为200.58亿美元，截至11月3日收盘市值为339.4亿美元；科赴去年净销售额为154.55亿美元，截至11月3日 收盘市值为市值为309.2亿美元。 如今行业背景下，消费品巨头都在"瘦身"。金佰利却要收购与自己体量相当的企业。这背后有哪些 ...

金佰利官网资料截图 此次交易预计将在2026年下半年完成。从科赴近500亿美元的估值也可以看出，这不是一笔简单的交易。《每日经济新闻》记者获悉，此次交易完成后，新 公司2025年销售额预计将达到320亿美元，这一营收规模仅次于宝洁健康和保健业务，高于联合利华美容与个人护理业务。 行业地位跃升背后是更多资源的互补，但磨合阶段也将面临一系列的挑战。 "双向奔赴"：品牌组合与区域市场的互补协同 这是一笔势均力敌的整合。金佰利去年净销售额为200.58亿美元，截至11月3日收盘市值为339.4亿美元；科赴去年净销售额为154.55亿美元，截至11月3日收 盘市值为市值为309.2亿美元。 国际消费品行业迎来又一笔重要并购，"宝爸宝妈"所熟悉的好奇纸尿裤母公司和强生婴儿洗发水母公司即将合并为一家公司。 当地时间11月3日，全球健康卫生护理企业金佰利Kimberly-Clark和全球消费者健康企业科赴Kenvue宣布，双方已经达成协议，金佰利将通过现金加股票的交 易方式收购科赴全部流通普通股，此次交易对科赴的整体估值为487亿美元。 对于中国消费者而言，金佰利和科赴或许并不熟悉，但两家公司旗下的产品早已渗透进日常生活。公 ...

Core Viewpoint - The competition in the domestic diaper market has intensified, leading some brands to focus on international markets for growth, with Leshu Shih's rapid rise in emerging markets being a notable example [1][2]. Company Overview - Leshu Shih Limited is a leading hygiene products company focused on emerging markets in Africa, Latin America, and Central Asia, having separated from the Sen Da Group in 2022 [2]. - The company has established eight factories and 51 production lines in Africa, with an annual production capacity exceeding 6.3 billion diapers and nearly 2.9 billion sanitary pads [2]. Business Model and Strategy - Leshu Shih's success is attributed to its localized production model, which significantly reduces costs, allowing it to offer products at prices approximately one-third of those of European and American competitors [3]. - The company has adopted a channel penetration strategy that covers both urban and rural markets in Africa [3]. Financial Performance - Revenue growth for Leshu Shih is projected to increase from $320 million in 2022 to $454 million in 2024, with net profit rising from $18 million to $95 million during the same period [4]. - Despite growth, revenue and net profit growth rates are expected to slow down significantly in 2024, raising concerns about future growth momentum [4][5]. Revenue Composition - The revenue share from baby diapers has decreased from 78.4% in 2022 to 71.8% in 2024, indicating a shift in the company's revenue structure [7]. - The sanitary pad segment has emerged as a new growth driver, with a compound annual growth rate of 30.6% from 2022 to 2024 [7][8]. Market Dynamics - The African market for hygiene products is characterized by intense competition from both local brands and international giants like Procter & Gamble and Kimberly-Clark [14][15]. - Local brands are gaining traction by offering products tailored to regional preferences and at lower price points, posing a challenge to Leshu Shih's market share [14][15]. Pricing and Profitability - Leshu Shih's pricing strategy targets the mid-range and mass markets, with diaper prices ranging from $0.09 to $0.20 per piece, and sanitary pads priced between $0.045 and $0.085 [10]. - The company's gross margin has improved from 23.0% in 2022 to 35.2% in 2024, but it remains lower than competitors like Procter & Gamble, indicating room for improvement in cost control and brand positioning [11]. Research and Development - Leshu Shih's R&D expenditure is notably low, with a research expense rate of only 0.1%, which may hinder its ability to innovate and compete effectively in the long term [12][13]. - The company has only four R&D personnel, which is insufficient for its diverse product lines and international operations [12]. Production Capacity and Expansion Plans - The utilization rate of Leshu Shih's diaper production capacity is 77.9%, indicating that over 20% of its capacity is underutilized [16]. - The company plans to expand its production capacity significantly through its IPO proceeds, which may lead to challenges in market absorption if demand does not keep pace with increased capacity [17].

Core Viewpoint - Kimberly-Clark is nearing the completion of a strategic sale of its non-North American tissue business, including the Kleenex brand, to Brazilian pulp supplier Suzano for approximately $3.5 billion (about 25.1 billion RMB) [1][15][21] Group 1: Company Background - Kimberly-Clark was founded in 1872 with an initial capital of $30,000 and has evolved from a paper mill to a leading consumer goods company [3] - The company launched its first disposable sanitary product, Kotex, during World War I, which significantly changed women's hygiene care [6] - Kimberly-Clark's flagship brand, Huggies, captured 50% of the North American premium diaper market shortly after its launch in 1978 [7][8] Group 2: Business Performance - In 2024, Kimberly-Clark reported annual revenue of $20.1 billion, with an organic sales growth of 3.2% and an adjusted operating profit of $3.2 billion, resulting in a gross margin of 36.5% [8][19] - The company holds a 21% share of the global tissue market, ranking second after Procter & Gamble, which has a 26% share [8][22] Group 3: Market Position and Strategy - The sale includes brands such as Kleenex, Scottex, and Andrex, which collectively generated annual net sales of less than $3.5 billion, making it the smallest and least profitable segment of Kimberly-Clark's core businesses [15][19] - The new joint venture will be registered in the Netherlands, employing 9,000 staff and operating 22 manufacturing plants globally [17][19] - Kimberly-Clark plans to use the proceeds from the sale for stock buybacks and shareholder returns, while also committing to invest $2 billion in its North American manufacturing network over the next five years [20][21] Group 4: Industry Trends - The transaction reflects a broader trend in the consumer goods industry towards vertical integration, as upstream pulp and paper companies acquire downstream brands to enhance their market position [22] - Rising tariffs have increased Kimberly-Clark's costs by $300 million annually, prompting the company to diversify its sourcing strategies and focus on core business areas [21][22]