Why This Matters to Distributors: Clorox is turning its $2.25 billion acquisition of GOJO Industries into a broader B2B platform built heavily around distribution. The combination brings CloroxPro and GOJO under one professional organization, giving janitorial and sanitation, health care, and institutional distributors a wider portfolio spanning surface cleaning, disinfecting, hand hygiene, and dispensing systems. More than 80% of GOJO’s revenue was generated through B2B distributors before the acquisition, making the channel central to Clorox’s expansion in professional markets.
The Clorox Co. has launched a new B2B business combining CloroxPro and GOJO Industries, putting its professional cleaning, disinfecting and hand hygiene products under a single organization with distributors playing a significant role in its go-to-market strategy.
Clorox on Sept. 28 launched Clorox Purell ProCare, the company’s new professional business following its acquisition of GOJO earlier this year. The operation combines Clorox’s professional cleaning and disinfecting portfolio with GOJO’s Purell hand hygiene products, dispensing systems, and established distribution network.
The combination gives Clorox a larger position in professional and health care markets and creates a broader supplier for distributors serving hospitals, schools, offices, hospitality businesses, and other institutional customers.
Clorox Purell ProCare will sell through a network of distributors and offer products under brands including Clorox, Purell, Pine-Sol, GOJO and Glad, the company said.
For distributors, the significance extends beyond combining two product portfolios. GOJO generated more than 80% of its revenue through B2B distributors before the acquisition and brought Clorox an installed base of approximately 20 million soap and sanitizer dispensers. Clorox cited both the distribution network and installed dispenser base as strategic reasons for buying the company.
That installed base is particularly important because dispensers create recurring demand for compatible soap, sanitizer, and other refill products. For distributors serving large facilities, the combination gives Clorox an opportunity to pair those recurring purchases with its existing portfolio of cleaners, disinfectants, and other facility products.
The strategy also creates more opportunities for Clorox to sell products across the existing customer bases of both businesses. A distributor serving a hospital, school or commercial facility could potentially source a larger portion of that customer’s cleaning and hygiene requirements from one supplier organization.
Clorox completed its acquisition of GOJO on April 1. The company announced the transaction in January at a purchase price of $2.25 billion in cash, including anticipated tax benefits valued at approximately $330 million.
GOJO had $800 million in annual sales when the acquisition was announced. Clorox said at the time that GOJO’s commercial capabilities, distributor relationships and installed dispenser base would expand its professional business and increase its exposure to B2B markets.
The acquisition represented a significant expansion of Clorox’s professional operations. In its fiscal 2026 annual report, Clorox said GOJO strengthened its position in B2B channels, including health care and other institutional markets.
The launch of Clorox Purell ProCare puts a unified operating structure around that strategy.
Rather than operating CloroxPro and GOJO as separate professional businesses, Clorox is combining them under one sales and service organization. That could simplify supplier relationships for distributors carrying products from both businesses while creating opportunities to expand product assortments across surface and skin hygiene categories.
The broader portfolio also gives Clorox an opportunity to capture a larger share of distributor purchases. A supplier offering disinfectants, cleaners, hand sanitizers, soaps, and dispensing systems can compete across several related product categories within the same institutional account.
That could also intensify competition among manufacturers supplying the janitorial and sanitation and institutional markets. Clorox Purell ProCare combines widely recognized brands, an established distributor network and GOJO’s large installed dispenser base within a single professional organization.
Clorox has acknowledged that expanding further into B2B markets also brings different operating requirements. In its annual reporting, the company cited differences between its traditional consumer business and GOJO’s B2B operations, including distribution channels, customer requirements, and go-to-market strategies. It also identified consolidation among distributors, group purchasing organizations, health systems, and other institutional customers as a business risk.
Clorox Purell ProCare is headquartered in Akron, Ohio, with offices in Pleasanton, California, and Toronto. The business also has locations in Ashland, Cuyahoga Falls and Wooster, Ohio, and Alpharetta, Georgia.
Carey Jaros, president of Clorox Purell, said employees from CloroxPro, GOJO and the broader Clorox organization have spent the past six months building the combined business.
“Our combined business will create tremendous value for customers and distributor partners through an expanded portfolio of market-leading solutions and unparalleled service and support,” Jaros said.
GOJO has already become a significant contributor to Clorox’s sales.
The acquired business contributed about 10 percentage points to Clorox’s sales growth in its fiscal fourth quarter ended June 30. For fiscal 2027, Clorox expects GOJO to contribute approximately 9.5 percentage points to companywide sales growth as its results are included for a full fiscal year.
Clorox also said its global health and hygiene portfolio accounted for more than half of company sales following the GOJO acquisition.
The launch of Clorox Purell ProCare moves Clorox into the next stage of integrating GOJO and establishes a larger B2B business aimed at professional and health care customers.
For distributors, the immediate change is a broader portfolio supported by a unified sales and service organization. Longer term, the combination gives Clorox a platform to use GOJO’s distributor relationships and installed dispenser base to expand sales of cleaning and hygiene products across health care, education, hospitality, commercial facilities, and other institutional markets.
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