With 23 billion units sold every year for a value of approximately $10.4 billion, this market sits at the crossroads of two worlds: pharmaceuticals (Class IIb medical device, governed by the European MDR regulation and the ISO 4074 standard) and mass consumer goods. The Retail segment represents 6.2 billion units, of which 3.1 billion units belong to the Premium segment — where product differentiation takes place, and where Rodilo is positioned.

Geographically, the hierarchy of this market is clear and well documented. North America, driven by the United States, alone accounts for around one third of the global revenue of the Retail market; Europe follows, with the United Kingdom and Germany among the most significant national markets in terms of value. This hierarchy reflects the level of private spending per user in developed markets. In terms of volume, Asia-Pacific largely dominates, driven by China and India. Latin America, finally, is the sector’s most dynamic growth region: Brazil, the region’s largest market, and Colombia, smaller but steadily expanding, show annual growth rates significantly higher than those of mature markets. It is in this context that Rodilo is primarily targeting Germany and its German-speaking neighbours — a high-value European market, immediately accessible through its industrial advisor — before addressing, through its licensing model, broader markets, including North America and Latin America.

This market is also structurally consolidated: five historical groups — Reckitt Benckiser (Durex), Church & Dwight (Trojan), LifeStyles Healthcare (SKYN), Karex and Okamoto — cover most of it, and their innovation efforts have focused on the product (textures, lubricants, materials) or on the brand, never on successful use. None of the five historical players addresses this problem today, and the few existing competing products are too complex or too expensive for mass production.

Our model captures the value of this market without bearing the costs of manufacturing or physical distribution: Rodilo does not intend to sell condoms to the final consumer. We commercialise our own condoms through third-party distributors, and also sell pre-equipped packaging films to manufacturers and brands, the machines that make it possible to produce this device, and patent and know-how licences — a model with four complementary revenue streams that captures value both from the finished product and from intellectual property. This position is protected by a patent valid until 2030, coverage mapped across 27 territories and a complementary intellectual property roadmap.

Finally, the market is supported by favourable long-term dynamics: structurally growing demand, partly linked to demographics; a regulatory framework (MDR, ISO 4074, FDA 510(k)) that favours players organised around quality standards; and regular consolidation movements, a sign of an industry conducive to the entry of a technology player.

The TAM corresponds to the global condom market (23 billion units); the SAM to the Premium Retail segment where packaging differentiation takes place (3.1 billion units); the SOM to the share that can realistically be addressed in the medium term through our four channels — own brand, film, machines, licence — starting with Germany and its German-speaking neighbours, before expanding into Latin America and, through licensing, into North America and the United Kingdom.