Fall 2026
Brand Management Intern
Posted on 7/14/2026
Procter & Gamble
10,001+ employees
Global consumer goods company delivering essentials
Compensation Overview
€5.77/hr
Italy
In Person
On-site in Rome, Italy; internship duration 6 months; start Sep/Oct 2026.
Master's
 Growth & Marketing (1) |
|---|
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- Master students or recent graduates in a relevant field
- Demonstrated leadership skills
- Analytical thinkers and problem solvers, with outstanding communication skills
- Able to set priorities and follow through on commitments, while working effectively with diverse groups of people
- Demonstrate creativity, innovation and initiative, with a passion to win
- Fluent in Italian and have excellent communication skills in English
- Available for 6 months internship
- Managing long term brand and product strategy planning, with specific focus of local market business
- Contributing to the creation of new initiatives, including new brands, packaging, products and ideas
- Developing local consumer insights and expertise, competitive and market understanding
- Designing marketing plans focusing on media, sampling, alliances, endorsements, event marketing, consumer offers
Procter & Gamble makes and sells a wide range of consumer goods, including products for household care, beauty, grooming, and health care. These branded items—such as detergents, cleaners, and personal care products—are designed for everyday use and are sold through supermarkets, online stores, and direct-to-consumer channels. The company stands out with a large, diverse set of brands, global distribution, and ongoing research and development to improve products. It also emphasizes sustainability and social responsibility, aiming to grow the business while creating positive impacts on society through responsible practices.
Company Size
10,001+
Company Stage
IPO
Headquarters
Cincinnati, Ohio
Founded
1837
Get referred to Procter & Gamble
See people who can refer or advise you
Simplify's Take
What believers are saying
- Beauty net sales rose 7% to $16.0 billion in fiscal 2026.
- P&G agreed to buy Thorne for $3.8 billion, expanding health and wellness.
- New Tide, Pampers, and Oral-B upgrades drive premium mix and retailer resets.
What critics are saying
- P&G cut about 5,000 jobs in 2026, showing restructuring strain and execution risk.
- Tariffs hit 25% of U.S. products; $1 billion pre-tax costs force price hikes.
- Gillette’s $1.3 billion write-down and Argentina liquidation expose weak franchises and portfolio shrinkage.
What makes Procter & Gamble unique
- P&G’s 202 brands span beauty, grooming, fabric care, baby care, and health care.
- Tide, Pampers, Gillette, and Oral-B command shelf space retailers cannot easily replace.
- Seventy straight annual dividend raises signal a cash machine with pricing power.
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Benefits
Flexible Work Hours
Unlimited Paid Time Off
Professional Development Budget
Health Insurance
Paid Vacation
Paid Sick Leave
Paid Holidays
Remote Work Options
401(k) Retirement Plan
401(k) Company Match
Company News
Coca-Cola, Procter & Gamble, and American States Water have maintained dividend growth streaks exceeding 60 consecutive years. Each company belongs to the Dividend Kings group. Coca-Cola announced its 64th consecutive dividend increase in February, raising quarterly payments from 51 cents to 53 cents. The beverage company's net revenue grew 7% in its most recent quarter ending 3 July. With a payout ratio around 60%, the company appears positioned to continue dividend increases. Procter & Gamble offers diversified exposure across hair care, oral care, and personal care products. The consumer goods company reported 3% net sales growth for its 2026 fiscal year ending 30 June, with flat earnings. The diversification reduces volatility from dependence on any single product category. American States Water rounds out the trio of companies demonstrating decades of consistent dividend growth.
Procter & Gamble beauty sales rise 7% to $16.0 billion. Mon, August 10, 2026 at 8:17 AM GMT-7 · Equities · Compiled by Adalytica Engine v1.12 Procter & Gamble says its beauty business helped drive fiscal 2026 sales higher even as the consumer giant marked 70 straight years of dividend increases, underscoring the cash-generation machine behind one of Wall Street's most durable income stocks. The update matters because beauty is one of the few parts of the company's portfolio still capable of delivering meaningful growth while P&G balances slower categories, cost pressures and a still-cautious consumer. For investors, the combination of resilient top-line expansion and a dividend record that now spans seven decades keeps the stock squarely in the lane of defensive large-cap cash flow, even after a volatile run in the shares. Sentiment Indicatorsi Proprietary · adalytica.com · August 10, 2026 Extreme Greed In its latest annual filing, P&G said beauty net sales rose 7% to $16.0 billion in fiscal 2026, helped by 4% unit volume growth, 2% favorable foreign exchange and higher pricing. The segment also remained a major profit engine, generating $2.67 billion in net earnings, even as margins narrowed 140 basis points to 16.7%. That mix helps explain why the stock has held above its 50-day moving average and 200-day moving average in recent sessions, with the shares trading around $145.62 on Aug. 10. The technical backdrop is mixed rather than euphoric: relative strength index readings near 46 suggest momentum has cooled from earlier highs, while the MACD remains below its signal line, pointing to a stock that has steadied rather than broken out. The dividend milestone is a separate but equally important signal for income-focused holders. P&G said it has paid a dividend for 136 consecutive years and raised it for 70 straight years, a record that reinforces its status as a core defensive holding for pensions, funds and retail investors seeking dependable payouts. The broader consumer-staples picture is also supportive. Estée Lauder and Unilever have both been leaning on prestige and premium beauty to offset uneven demand elsewhere, while P&G's scale, pricing power and household-brand mix make it less dependent on a single growth engine. That matters if consumer spending softens again, because beauty can cushion the portfolio without forcing the company to chase volume at the expense of profitability. For investors, the key question now is whether beauty can keep carrying enough growth to justify P&G's premium relative to slower peers while the company continues to return cash. The next read-through will come with upcoming quarterly updates, where traders will watch for evidence that beauty momentum is broadening beyond price-led gains and into sustained volume growth. | Entity | Gains | Losses | | Procter & Gamble | | Beauty-led growth, dividend credibility | | Less room for margin slippage | | Income investors | | 70-year dividend growth streak | | Limited upside if growth stalls | | Competitors | | Premium-category demand validation | | Share pressure in beauty and staples | | Consumers | | More brand investment and product choice | | Higher prices from pricing power | Long Procter & Gamble Beauty growth supports defensive cash flow Entry 145.62 Target 155.00 Stop 138.00 R:R 1: 1.2 Trade Idea Turn this analysis into a trade. Unlock the complete setup.
Marketing Vanguard at Cannes: AI is becoming the daily job ft. Mark Kirkham of PepsiCo. Why learning out loud wins when navigating five-month AI cycles. 47 mins ago The future of brands gets decided here. Join the industry's top marketers at Brandweek for the ideas, insights, and connections shaping what's next. Get your ticket. Its Marketing Vanguard series live from Cannes Lions continues as host Jenny Rooney sits down with Mark Kirkham, CMO at PepsiCo Beverages U.S., to break down why Cannes only works when CMOs show up with clear intention. Mark explains how AI has moved from tech hype to operational reality, why disruption cycles collapsed from five years to five months, and why honest peer debate is the only way marketing leaders stay ahead. What you'll learn: * Why AI is shifting from hype cycle to everyday marketing work * How CMOs should evaluate AI through growth, efficiency, insight, and discoverability * Why disruption now happens in months, not years * How peer learning and open debate help the entire industry move forward * Why Cannes works best when CMOs prioritize quality over quantity * How teams can learn from challenger brands and organic social-first thinking * Why the industry has a role to play in making Cannes more curated and creatively valuable This episode is part of a special vidcast series recorded live during Cannes Lions 2026 and presented in partnership with Edelman. About its guest: Mark Kirkham is Chief Marketing Officer of PepsiCo Beverages US, where he leads brand, category, and marketing programs across Pepsi, Mountain Dew, Starry, Bubly, and Mug. A 15-year PepsiCo veteran, Mark has held global and regional marketing leadership roles including Chief Marketing Officer, International Beverages, VP of Global Sports, Juice and Energy, and Head of Marketing & Innovation for Western Europe. His work has included Pepsi's UEFA Champions League partnership, the global Pepsi Taste Challenge, expansion of Gatorade and Mountain Dew across international markets, and award-winning brand and innovation programs. Before PepsiCo, Mark held roles at P&G, Nielsen, and Forrester Research. Episode Highlights: [01:58] Why Quality Over Quantity Is Better for the Industry - Mark sees the compression at Cannes as a good thing if it leads to better curation. Fewer people, fewer submissions and more intentional participation can improve the quality of work, conversation and networking. For CMOs, the takeaway is clear: showing up everywhere and submitting everything is not the strategy. The stronger move is knowing what deserves attention and making those moments count. [05:21] The Five-to-Ten-Month Disruption Cycle - Mark makes a sharp point about the speed of change. Marketing used to move through five-to-ten-year disruption cycles. Now it feels more like five-to-ten months. That changes what leaders need from the industry. Annual check-ins are not enough. CMOs need constant conversation with peers, partners, and agencies so they can stay close to what is evolving across both brands and the broader ecosystem. [07:36] Why Learning Alone Is Not Enough - For Mark, the job is not only to keep learning individually. It is also to share collectively. Cannes and communities like Marketing Vanguard matter because they create rare spaces for honest conversation, disagreement, and healthy tension. His line cuts through: the day he stops learning is the day he stops being a marketer, but the day marketers stop sharing with each other is the day the industry stops learning. [08:47] Why Different Business Models Make Teams Smarter - Mark points to Poppi as an example of why traditional marketing teams need different perspectives in the room. Bringing in talent from a brand built through organic social forces a large organization to see brand building differently. It is not about one model being better than another. It is about exposing teams to different instincts, different speeds and different ways of earning attention. Jenny Rooney is Chief Brand and Community Officer, leading strategy for the overall ADWEEK brand as well as the ways in which TMKG Consulting Limited serve and support its audiences with high-value content, products, partnerships and experiences, notably through its community programs such as Marketing Vanguard. Recommended videos
/PRNewswire/ -- L Catterton, the largest global consumer-focused investment firm, today announced that it has signed a definitive agreement to sell Thorne, a...
Procter & Gamble will acquire supplements brand Thorne, according to CEO Shailesh Jejurikar. The chairman and chief executive officer announced the acquisition during an appearance on CNBC's "Squawk on the Street", where he also discussed the company's quarterly earnings results. The acquisition marks P&G's expansion into the supplements sector. No financial terms of the deal were disclosed in the announcement. Thorne is a supplements brand that will join P&G's portfolio of consumer products. Further details about the acquisition and its strategic rationale were not provided in the announcement.