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<ul><li><keyword id="80626" type="General" weightage="20" keywordseo="colgate-palmolive" source="Orion">Colgate-Palmolive</keyword>'s recyclable toothpaste tubes to hit the shelves this month. </li><li>The brand also commits to a 100% recyclable oral care portfolio in India in the coming years. </li></ul>Colgate-Palmolive has launched the first-of-its-kind recyclable toothpaste tubes in India that will be available nationally starting this month, August 2021. Launching the initiative in partnership with EPL Limited (Formerly known as Essel Propack Limited), <keyword id="73802" type="General" weightage="20" keywordseo="colgate" source="Orion">Colgate</keyword> is manufacturing recyclable tubes for its Colgate Active Salt and Colgate Vedshakti toothpaste portfolio. Colgate Active Salt, combines salt with calcium and minerals to make teeth strong and gums healthy. Whereas the premium Ayurvedic toothpaste Colgate Vedshakti offers the goodness of a unique blend of powerful Ayurvedic ingredients. These toothpaste tubes launched nationally with recyclable packaging will contain the identifiable Recyclable logo to help its customers differentiate between the packaging effectively. The new tube is soft, squeezable, and recyclable without compromising on key product attributes like taste, which consumers love and have enjoyed for decades. Colgate’s recyclable tubes are a steppingstone in its journey to achieve 100% recyclability across its oral care portfolio in India. The brand has been a pioneer in bringing world-class sustainable innovations to not only improve oral care but also reduce the burden on our environment. <keyword id="418419" type="General" weightage="20" keywordseo="colgate-palmolive-india" source="Orion">Colgate-Palmolive India</keyword> has been manufacturing recyclable cartons and boxes across its portfolio for over a decade and is taking its next step into recyclable packaging. This new initiative is a part of the company’s continued effort in its sustainability journey. Colgate-Palmolive was the first in the world to introduce a recyclable toothpaste tube and is sharing its technology with the industry to support a shift to a greener and much-needed circular economy. With the launch of recyclable tubes this year, Colgate-Palmolive intends to create a recyclable alternative to reuse the billions of toothpaste tubes that end up in landfills every year. These tubes can be used by the economy for recycling into various other packaging materials and bottles for further use, thus reducing the need for virgin plastic to be added to the environment.

Colgate-Palmolive launches the first-ever recyclable toothpaste tubes in India; aims to achieve 100% recyclability across its oral care portfolio

<ul class="summary-list"><li>Buyback programs in 2022 are on track to hit a record $1 trillion, Goldman Sachs analysts found.</li><li>So far this year, S&amp;P 500 companies have announced repurchase programs worth $238 billion.</li></ul>Companies are on track to repurchase an historic $1 trillion worth of stocks in 2022 in an effort to stave off market volatility stemming from the war in Ukraine and the Federal Reserve's planned rate increases.Already this year, S&amp;P 500 companies have announced plans to buy back shares worth $238 billion — putting 2022 on pace for its record total, according to Goldman Sachs analysts.Tech giant <keyword id="11893181" type="UNKNOWN" weightage="60" keywordseo="amazon" source="Orion">Amazon</keyword>, railroad operator <keyword id="13391961" type="UNKNOWN" weightage="60" keywordseo="union-pacific" source="Orion">Union Pacific</keyword>, beverage-and-snack maker PepsiCo, and others already have unveiled buyback plans in the first few months of 2022 as the S&amp;P 500 slumps 12% year-to-date.A <a href="https://www.businessinsider.com/personal-finance/stock-buyback">stock buyback</a> reduces the number of a company's shares available to trade. The tool often helps boost the price of an equity and even a company's financial metrics — an aspect that is often called into question by investors and <a href="https://www.businessinsider.com/reviews/out?u=https%3A%2F%2Fwww.wsj.com%2Farticles%2Fsec-proposes-tighter-rules-on-insider-trading-stock-buybacks-11639580403">regulators</a>.This year's buyback frenzy so far is up 12% from 2021, which saw a full-year record total of $911 billion, the analysts said. Buybacks, they added, "will continue to represent the largest use of cash for S&amp;P 500 companies, followed by capital expenditures."So far in March alone, Seattle-based Amazon announced a <a href="https://markets.businessinsider.com/news/stocks/amazon-stock-split-20-for-one-buyback-shares-surge-2022-3">20-for-one stock split</a> and a repurchase program valued at up to $10 billion, <keyword id="12397740" type="UNKNOWN" weightage="60" keywordseo="colgate-palmolive" source="Orion">Colgate-Palmolive</keyword> announced a <a href="https://markets.businessinsider.com/news/stocks/colgate-palmolive-authorizes-5-bln-buyback-declares-quarterly-dividend-1031271964">$5 billion</a> stock buyback program, and Best Buy announced a <a href="https://markets.businessinsider.com/news/stocks/best-buy-earnings-stock-spikes-after-buyback-plan-announcement-2019-2-1027989167">$3 billion</a> one.In February, Omaha, Nebraska-based Union Pacific said it would repurchase up to 100 million shares, valuing its stock buyback program at a whopping $25 billion. That same month, Pepsi set a <a href="https://markets.businessinsider.com/news/stocks/pepsico-raises-dividend-by-7percent--sets-new-$10-bln-stock-repurchase-program-11022499">$10 billion</a> repurchase program along with chemicals company Linde Plc. The current number of active buyback programs is about twice the normal average, according to Goldman's report.That historic pace has come amid market turmoil stoked by Putin's forces launching an attack on Ukraine, which spurred widespread sanctions from the West, and by the Fed's plans to increase interest rates to combat the highest inflation in 40 years.

Companies are on pace to buy back a record $1 trillion in stock this year as Russia's war in Ukraine and the Fed's planned rate hikes rattle markets

<ul class="summary-list"><li>Labor and supply-chain challenges have raised costs for companies selling consumer products.</li><li>Many have been successful in passing those costs on to consumers in the form of higher <keyword id="11894552" type="UNKNOWN" weightage="60" keywordseo="prices" source="Orion">prices</keyword>.</li></ul>Consumer products companies - the ones that make most of the stuff we buy on a daily basis - are posting strong profits this earnings season, even though labor and supply-chain difficulties are <a href="https://www.businessinsider.com/supply-chain-chaos-shortages-household-essentials-more-expensive-food-toiletries-2021-10?r=US&amp;IR=TIR=T">making things more expensive</a>.Prices for businesses are up more than 8% over the past year, according to the US Bureau of Labor Statistics, adding pressure to their bottom lines.But strong customer demand is allowing many companies to focus their attention on higher-end products and offer fewer discounts and deals, since shoppers have shown a willingness to buy what is available.Still, there's an even simpler reason that businesses have been able to take the hit and still keep shareholders happy: They're charging you more.As companies reported third quarter earnings in recent weeks, several have appeared to brag about their ability to reach into your wallet without scaring you off."What we are very good at is pricing," <a href="https://www.fool.com/earnings/call-transcripts/2021/10/29/colgate-palmolive-company-cl-q3-2021-earnings-call/">Colgate-Palmolive</a> CEO Noel Wallace said. "Whether it's foreign exchange <keyword id="11894140" type="UNKNOWN" weightage="60" keywordseo="inflation" source="Orion">inflation</keyword> or raw and packing material inflation, we have found ways over time to recover that in our margin line."<a href="https://www.fool.com/earnings/call-transcripts/2021/10/30/unilever-plc-ul-q3-2021-earnings-call-transcript/">Unilever</a>, which owns a staggering number of household brands, reported that while the number of sales dipped slightly across several of its major segments, it was still able to grow profits by raising prices by roughly 4%-5%."Consumer-facing price is the last lever we normally use to manage inflation," <keyword id="12367975" type="UNKNOWN" weightage="60" keywordseo="unilever" source="Orion">Unilever</keyword> CFO Graeme Pitkethly said before describing how they did it: "We find that taking several small price increases is more effective than one large price jump."Proctor and Gamble also successfully rolled out a series of price hikes in the quarter that perhaps only the most eagle-eyed shopper would have noticed."We have not seen any material reaction from consumers," <keyword id="12346216" type="UNKNOWN" weightage="60" keywordseo="pg" source="Orion">P&amp;G</keyword> CFO Andre Schulten said. "So that makes us feel good about our relative position."Some of the retailers that sell many of those companies' products also weighed in on their buck-passing ability."We've been very comfortable with our ability to pass on the increases that we've seen at this point," <a href="https://www.wsj.com/articles/u-s-companies-bet-shoppers-will-keep-paying-higher-prices-11635067802">Kroger CFO Gary Millerchip said</a>. "And we would expect that to continue to be the case."By contrast, <a href="https://www.fool.com/earnings/call-transcripts/2021/10/29/keurig-dr-pepper-inc-kdp-q3-2021-earnings-call-tra/">Keurig Dr. Pepper</a> acknowledged raising prices, but said the company had no real choice."We're trying to keep prices down," CEO Robert J. Gamgort said. "We're only passing on the coffee costs because they are excessively high.""We have leaned on productivity because it's available to us much more than pricing because it's the right thing to do for the ecosystem of <keyword id="12460519" type="UNKNOWN" weightage="60" keywordseo="keurig" source="Orion">Keurig</keyword>," he added. "I recognize that concept is very different concept than traditional CPG."A key reason companies are able to succeed with these hikes is that so many of them are doing it. If only Unilever charged more, that could drive shoppers to choose an offering from <keyword id="12397740" type="UNKNOWN" weightage="60" keywordseo="colgate-palmolive" source="Orion">Colgate-Palmolive</keyword> or P&amp;G.When all of them do it, you don't have a choice.So far, federal economic aid has helped offset the impact of these new costs on American households, but most of those programs ended over the summer.The next few months are likely to bring even more price increases, the companies said, which means even more nickels and dimes on paper towels and toothpaste.

America's biggest companies can't stop bragging to investors about how they're charging you more

<ul><li>The ad film is conceptualized by RedFuse, WPP’s integrated communications partner to Colgate India, and is directed by Bollywood director, Vikramaditya Motwane. </li><li>It showcases the journey of elderly singles to find companionship while overcoming the fear of social judgment. </li></ul><keyword id="80626" type="COMPANY" weightage="20" keywordseo="Colgate-Palmolive">Colgate-Palmolive</keyword> (India) Limited has launched a new communication under its ‘Smile karo aur shuru ho jao’ campaign. c. The story reveals the journey of an elderly woman whose heightened loneliness during the lockdown propels her to take charge of her life with a decision to find companionship. The narrative describes her experience of overcoming inhibitions and fear of social judgment, leading us to witness a pivotal moment in her life after the lockdown where she embraces a new beginning with optimism and confidently introduces her new partner to her family and loved ones. <div type="Youtube" id="dG9Hx_UpE-8" title="Begin again with a smile | Remarriage | Hindi (35 sec)" thumbUrl="https://i.ytimg.com/vi/dG9Hx_UpE-8/mqdefault.jpg"></div> Talking about the TVC, Mr. Arvind Chintamani, Vice President, Marketing, Colgate-Palmolive (India) Limited, said, “While the pandemic has been a time of uncertainty and difficulty, it has also given people a chance to reflect and reassess their individual life journeys. One such opportunity for revaluation is the challenge of loneliness faced by elderly single people who often remain single burdened by the fear of social judgement in starting afresh and finding companionship. Our story, narrated wonderfully by Deepti Naval, encourages people to be positive and look beyond the worry of what society might say and celebrate their lives fully. We, at Colgate, strive to tell such stories to inspire hope and courage to reimagine a better future...and smile karo aur shuru ho jao.” The campaign ad film is conceptualized by RedFuse, WPP’s integrated communications partner to Colgate India, and is directed by Bollywood director, Vikramaditya Motwane. Speaking about the idea behind the campaign ad film, Delna Sethna, Executive Creative Director, RedFuse, said, “Since the beginning, Colgate’s Smile karo aur shuru ho jao campaign has narrated stories of confidence and courage. The latest ad film touches upon the topic of remarriage, which is known to be a sensitive topic in India, especially among women. We want to encourage conversation on this often taboo subject and try to normalize the culture of women in India remarrying, for whatever reason they deem worthy. The overall aim of the film is to encourage optimism and to look beyond the fear of judgement and act with the hope of a positive future.” The Smile karo aur shuru ho jao campaign has also featured stories of people like Yashasvi Jaiswal, the youngest Indian to score a double century in the history of 'List A' Cricket, Divyanshu Ganatra, India’s first visually impaired solo paragliding pilot, and that of Sindhutai, India’s mother of orphans.

Colgate's endearing campaign encourages people to stop worrying about 'what'll people think' and just follow their hearts

New Delhi, Jan 30 () FMCG firm Colgate-Palmolive (India) on Thursday reported a 3.64 per cent increase in net profit at Rs 199.1 crore in the third quarter ended on December 31, 2019.
 The company had posted a net profit of Rs 192.1 crore in the same quarter a year ago, Colgate-Palmolive (India) said in a regulatory filing.
 Total income during the period under review stood at Rs 1,152.97 crore as compared to Rs 1,107.26 crore in the year-ago quarter, a growth of 4.13 per cent, it added.
 "The current quarter continued to witness demand moderation and soft consumer sentiments. The company reported a net sales growth of 4.1 per cent despite category headwinds in both rural and urban," Colgate-Palmolive (India) MD Ram Raghavan said. 
 In the nine-month period ended December, the company said net sales grew 4.2 per cent at Rs 3,425.2 crore, while net profit for the same period was Rs 612.3 crore. RKL RUJ
RUJ

Colgate-Palmolive (India) Q3 net up 3.64 pc at Rs 199 cr

<keyword id="73802" type="COMPANY" weightage="100" keywordseo="Colgate">Colgate</keyword>’s share in the Indian market fall by 1.8% in 2016. That was reason enough for <keyword id="123630" type="COMPANY" weightage="20" keywordseo="Colgate-Palmolive">Colgate Palmolive</keyword>'s global CEO <keyword id="656330" type="PERSON" weightage="20" keywordseo="Ian-Cook">Ian Cook</keyword> take <keyword id="6355107" type="PERSON" weightage="20" keywordseo="Baba-Ramdev">Baba Ramdev</keyword> endorsed <keyword id="6356684" type="UNKNOWN" weightage="100" keywordseo="patanjali">Patanjali</keyword> quite seriously. In a call with the investors, <keyword id="9230" type="PERSON" weightage="20" keywordseo="Cook">Cook</keyword> said, “Patanjali in India takes a very nationalist view of its business. These are concepts in the local market. They tend to be premium price oriented and it means that you have to respond with a very specifically constructed offering that attacks the benefit the consumer is looking for.” Colgate’s sales volume has declined 4% last fiscal with the trend in consumer being shifting to ayurvedic or herbal brands. According to ET news report, market share of 55.6% in toothpaste and 47.3% in the toothbrush category in 2016, Colgate still remains the country's largest oral care player. But Patanjali has been able to challenge its dominance despite being present in only two lakh traditional retail stores against the US multinational's access to more than five million stores. Patanjali has become a giant with Rs 10,000 crore turnover in less than a decade. To fight it, <keyword id="6365619" type="CITY" weightage="20" keywordseo="Hindustan-UniLever">Hindustan Unilever</keyword> has relaunched Ayush brand of ayurvedic personal care products, acquired Indulekha hair care brand and launched Citra skincare brand, while L'<keyword id="1518571" type="COMPANY" weightage="20" keywordseo="Oreal">Oreal</keyword> launched a hair care range under Garnier Ultra Blends made with natural ingredients. Dabur launched India's first ayurvedic gel toothpaste under the Dabur Red franchise to establish ayurveda for the younger generation.

Colgate is really worried about Patanjali’s rise. Here’s the proof

<ul><li><keyword id="1788525" type="PERSON" weightage="20" keywordseo="Kiara-Advani">Kiara Advani</keyword> will feature in Colgate’s Visible White Toothpaste campaign. </li><li>Colgate’s latest ad with Kiara talks about how dazzling white teeth are the best beauty asset. </li></ul>Colgate-Palmolive (India) Limited, the market leader in oral care in the country, has roped in Kiara Advani as the new brand ambassador for its latest Visible White Toothpaste campaign. The integrated brand campaign with Kiara showcases how Visible White Toothpaste helps to achieve one shade whiter teeth in one week in a digital-first campaign across touchpoints. Based on the insight that dazzling white teeth are your best beauty asset, the ad film features Kiara completely unfazed and dazzling through the day even as things don’t go as planned. And, reminding us all that Visible White toothpaste is a critical part of the beauty regimen. When used as directed on the pack, Visible White toothpaste removes extrinsic stains, giving consumers one shade whiter teeth in one week. <div type="Youtube" id="A8lqSld0_io" title="Dazzle White, Dazzle Right with Colgate Visible White [ English-25 seconds]" thumbUrl="https://i.ytimg.com/vi/A8lqSld0_io/mqdefault.jpg"></div> Commenting on the campaign and celebrity collaboration, Arvind Chintamani, Vice President, Marketing, Colgate-Palmolive (India) Limited, said, “Teeth Whitening is a huge consumer need in India and with advanced technology Colgate Visible White Toothpaste is able to help teeth become one shade whiter in one week. We are excited to partner with Kiara on this exciting journey to remind everyone that your dazzling smile is your strongest beauty asset, so go ahead and Dazzle White, Dazzle Right!” Fashioned to strike a chord with young India, this digital-first marketing campaign has been conceptualized by RedFuse Communications – WPP’s integrated communications partner to Colgate India. This campaign positions Visible White toothpaste as a beauty essential and will run across media touchpoints such as digital, TV and print. Speaking about the idea behind the campaign, Delna Sethna, Executive Creative Director, Red Fuse said, “The Colgate Visible White campaign was created with the objective of reinforcing the importance of teeth whitening as part of one’s daily beauty routine. The campaign film with Kiara Advani and the communication of Dazzle White Dazzle Right, depicts how regular use of Visible White boosts confidence, irrespective of common beauty faux pas.” The campaign will run in 7 languages, including Hindi, Telugu, Tamil, Kannada, Bengali, Marathi and English.

Colgate onboards Kiara Advani as its brand ambassador; launches a new ad

The <a href="http://www.businessinsider.in/searchresult.cms?query=toothpaste+industry&amp;sortorder=effectivedate">oral care segment</a> is witnessing a battle over toothpaste like never before. In a bid to counter <a href="http://www.businessinsider.in/searchresult.cms?query=patanjali&amp;sortorder=effectivedate">Baba Ramdev Patanjali’s</a> herbal toothpaste-‘Dant Kanti’- <a href="http://www.businessinsider.in/searchresult.cms?query=colgate&amp;sortorder=effectivedate">Colgate</a>-Palmolive is launching an Ayurved toothpaste-Cibaca Vedshakti. 
 Although <keyword id="73802" type="COMPANY" weightage="100" keywordseo="Colgate">Colgate</keyword> has a variety of toothpaste in herbal segment, <keyword id="3532303" type="UNKNOWN" weightage="20" keywordseo="cibaca-vedshakti">Cibaca Vedshakti</keyword> will be the first one in Ayurvedic segment. 
 "In India, the consumer believes strongly in natural ingredients. A toothpaste launching this quarter under the Cibaca sub-brand is Colgate Cibaca Vedshakti," said Bina Thompson, senior vice-president at <keyword id="80626" type="CITY" weightage="20" keywordseo="Colgate-Palmolive">Colgate-Palmolive</keyword>, during an investor call. 
 
Nowadays, consumers are opting for more herbal products due to which the <a href="http://www.businessinsider.in/searchresult.cms?query=ayurveda&amp;sortorder=effectivedate">Ayurved</a> and natural products now account for 13-14 per cent of the overall toothpaste market. 
 Following Cibaca Vedshakti’s news, <keyword id="6356684" type="UNKNOWN" weightage="20" keywordseo="patanjali">Patanjali</keyword> said the name chosen by Colgate was inappropriate. 
 
"We worship and respect Vedas like our gods, we don't use them in our products. This is not a toothpaste but a direct attack on our culture," Acharya Balkrishna, MD of Patanjali Ayurved, told ET. 
 
As per Nielsen’s data, Patanjali's oral care market share has been pegged at nearly 2 per cent in the year ended March. 
 
Meanwhile, analysts expect Colgate will be able to fight back against local competition despite being a late mover. 
 
Colgate's Cibaca Vedshakti will be priced at Rs 50 for a 175 gram pack, which is around 30 per cent cheaper than Dant Kanti.

Toothpaste fight gets fierce as Colgate launches herbal toothpaste to counter Patanjali

The final placements at <keyword id="481185" type="ORGANIZATION" weightage="20" keywordseo="Management-Development-Institute">Management Development Institute</keyword> (<keyword id="6510154" type="ORGANIZATION" weightage="20" keywordseo="MDI">MDI</keyword>) in <a href="http://www.businessinsider.in/searchresult.cms?query=Gurgaon+&amp;sortorder=effectivedate">Gurgaon </a>are over and this year students are elated as they bagged top placements. The top international salary offered was Rs 55 lakh ($80,700) by Singapore-headquartered <keyword id="258856" type="COMPANY" weightage="20" keywordseo="Tolaram-Group">Tolaram Group</keyword> and the highest domestic offer of Rs 28.74 lakh was made by <a href="http://www.businessinsider.in/searchresult.cms?query=Colgate-Palmolive&amp;sortorder=effectivedate">Colgate-Palmolive</a>. 
 
The average salary for the institute has shot up considerably as it touched Rs 18.89 lakh from Rs 18.53 lakh last time. 
 
Reportedly, four offers were made by the Tolaram Group, which is in consumer goods, digital services, energy and infrastructure in emerging markets, eight by Anheuser-Busch InBev, the world's largest brewing company. Also <a href="http://www.businessinsider.in/searchresult.cms?query=Johnson+%26+Johnson&amp;sortorder=effectivedate">Johnson &amp; Johnson</a> Dubai, <a href="http://www.businessinsider.in/searchresult.cms?query=Philips+&amp;sortorder=effectivedate">Philips Lighting </a>and <keyword id="6444941" type="COMPANY" weightage="20" keywordseo="Pernod-Ricard">Pernod Ricard</keyword> each made one offer for global postings. 
 
According to MDI placements chairperson Kanwal Kapil, 343 students participated in the placement process - 238 from the flagship management course, 60 students from the human resource management course and 45 from the international management course. About 100 students received pre-placement offers based on their performance during summer internships. 
 
He also said that to make up for the decline in the offers made by the companies, more recruiters were invited. Of the 143 companies that participated, 54 were first-timers including <a href="http://www.businessinsider.in/searchresult.cms?query=Aditya+Birla&amp;sortorder=effectivedate">Aditya Birla</a> Fashion Retail, Crompton Greaves, Directi and Hindware. The regulars were <keyword id="6355975" type="CITY" weightage="20" keywordseo="Axis-Bank">Axis Bank</keyword>, ICICI Bank, ITC, <keyword id="50041" type="CITY" weightage="20" keywordseo="KPMG">KPMG</keyword> and <keyword id="113571" type="CITY" weightage="20" keywordseo="Godrej-Industries">Godrej Industries</keyword>, among others.

This B-school saw sharp increase in international offers; highest salary offered was Rs 55 lakh

After <a href="http://www.businessinsider.in/searchresult.cms?query=baba+ramdev&amp;sortorder=effectivedate">Baba Ramdev</a> claimed that his <a href="http://www.businessinsider.in/searchresult.cms?query=patanjali&amp;sortorder=effectivedate">Patanjali Ayurved</a> will drive out Colgate and <a href="http://www.businessinsider.in/searchresult.cms?query=nestle&amp;sortorder=effectivedate">Nestle</a>, especially in the oral care segment, at least <a href="http://www.businessinsider.in/searchresult.cms?query=colgate&amp;sortorder=effectivedate">Colgate</a> has taken this challenge seriously. 
 <keyword id="80626" type="CITY" weightage="40" keywordseo="Colgate-Palmolive">Colgate-Palmolive</keyword> acknowledged this threat and is planning to launch more products in the ‘natural’ category. 
 
READ ALSO: <a href="http://www.businessinsider.in/Weirdest-comment-of-the-day-Ramdev-Baba-says-Patanjali-will-shut-the-gate-in-Colgate-make-Nestles-bird-disappear/articleshow/52027530.cms">Weirdest comment of the day - Ramdev Baba says Patanjali will shut the gate in Colgate, make Nestle's bird disappear</a> 
 
"The natural segment in India has been growing rapidly. And to capitalise on this, we're revitalising our Colgate Active Salt toothpaste bundle. The short-term share impact comes from local competitors with heightened promotional activity," said Global CEO of Colgate-Palmolive Ian Cook. 
 
Cook added the US multinational scanned through innovation and go-to-market plans in the Indian markets and will undertake corrective measures. 
 
Colgate maintained its market share in the <a href="http://www.businessinsider.in/searchresult.cms?query=toothpaste+industry&amp;sortorder=effectivedate">toothpaste category</a>, which is a 6,000 crore segment, at 54%. 
 
Meanwhile, Colgate is likely to come out with Colgate Sensitive clove essence toothpaste and also a line of fruity toothpastes for kids. 
Colgate’s management committee that regularly reviews the onground action plans to deal with competition from Patanjali and other herbal players such as Dabur and Himalaya, Richard Lui of JM Financial said in a recent report. 
 
"Colgate appears quite confident that it will be able to protect and grow its turf, while cognising that this is not any 'normal FMCG competitive battle'," Lui wrote after meeting with Colgate's management. 
 
Ramdev had said that it will close the gates of Colgate. 
 
"Colgate will be below Patanjali by this year, and in three years, we will overtake Unilever," the yoga guru had claimed, adding that Patanjali's Dant Kanti toothpaste did Rs 450 crore of business in 2015-16. 
 
(Images: Indiatimes)

Colgate takes Ramdev’s threat seriously; will launch new products under ‘natural’ category

<a href="http://www.businessinsider.in/searchresult.cms?query=baba+ramdev">Baba </a><a href="http://www.businessinsider.in/searchresult.cms?query=baba+ramdev">Ramdev</a>’s <a href="http://www.businessinsider.in/searchresult.cms?query=patanjali">Patanjali’s</a> phenomenal rise is posing some serious troubles for <keyword id="34523" type="CITY" weightage="20" keywordseo="fmcg">FMCG</keyword> giants like <a href="http://www.businessinsider.in/searchresult.cms?query=dabur">Dabur</a>, <a href="http://www.businessinsider.in/searchresult.cms?query=nestle">Nestle</a>, Emami, etc. 
 
The shares of these FMCG giants, which have dominated the industry, had expensive valuations and this can lead of downgrade of earnings. 
 <keyword id="75190" type="CITY" weightage="20" keywordseo="Nestle">Nestle</keyword> is trading at 88 times to its 12-month earnings; whereas <a href="http://www.businessinsider.in/searchresult.cms?query=emami">Emami</a> is around 44-times. 
 Meanwhile, Dabur is trading at about 40 times and <keyword id="80626" type="CITY" weightage="20" keywordseo="Colgate-Palmolive">Colgate-Palmolive</keyword>'s valuations are at 39.5 times to its one-year earnings. 
 <keyword id="6356684" type="UNKNOWN" weightage="20" keywordseo="patanjali">Patanjali</keyword> products, which range from soap to medicines, have become an instant hit among consumers. 
 
Patanjali clocked revenues of about Rs 450 crore in fiscal year 2012 and shares of Colgate-Palmolive declined 21.7% in last one year. 
 
Aditya Mathur, research analyst at Citi, told ET, “There are competitive pressures for the incumbents due to Patanjali. The pricing of products might be an issue in categories such as health supplements, including honey, chyawanprash, and also certain premium segments like hand and face wash, and others, where the price value equation could work in Patanjali's favour."

The rise and rise of Patanjali is leading to downgrade of Dabur, Nestle, Colgate Palmolive

<div class="KonaFilter image-container display-table"><div><div class="image"></div></div></div><ul class="summary-list"><li>28-year-old Eva Sadej is the founder of dental company Floss Bar.</li><li>When she was 26, she dropped out of The Wharton School's MBA program to start her company, and today it's raised $8 million in funding from Colgate-Palmolive and landed partnerships with over 100 leading brands including General Electric, Pitney Bowes, Ocean Spray, and <a href="https://www.businessinsider.com/category/wework">WeWork</a>.</li><li>Sadej shared with Business Insider how she got her idea off the ground, including how she pivoted from a B2C to a B2B company.</li><li>Her advice for aspiring entrepreneurs? "When things are going well, leaders need to push forward and prepare for potential problems. They are the temper to chaos as well as the excitement needed to keep the company balanced and moving forward," she said. </li><li><a href="https://www.businessinsider.com/prime?module=article&amp;area=summary">Click here for more BI Prime stories.</a></li></ul>Just two years ago, Eva Sadej, who at the time was 26, was getting her MBA at <a href="https://www.businessinsider.com/how-to-get-into-whartons-mba-program-2019-8">The Wharton School at the University of Pennsylvania</a>. With a BA in economics from Harvard, followed by five years as an analyst at the <a href="https://www.businessinsider.com/ranked-the-10-biggest-hedge-funds-in-the-us-2018-5">world's largest hedge fund</a>, Bridgewater Associates, Sadej had been admitted to Wharton's prestigious MBA program in 2017, where she planned to major in finance and strategic management. But a year into the graduate business program, Sadej decided to put her education on hold to focus all of her efforts in a new direction: disrupting the <a href="https://www.statista.com/statistics/731751/global-dental-market-size/">multibillion-dollar dental industry</a>. Today, while Sadej doesn't have a Wharton MBA, the 28-year-old has become the founder and CEO of <a href="https://www.flossbar.com/">Floss Bar</a>, which provides hassle-free workplace dental services."Think of Floss Bar as the flu-shot program at an employer, except fun and more frequent," said Sadej.<div class="KonaFilter image-container display-table center"><div><div class="image"></div></div></div>Since launching in 2017, the company has raised $8 million in Series A financing from Colgate and landed partnerships with over 100 leading brands including General Electric, Pitney Bowes, Ocean Spray, and WeWork. Floss Bar was also one of only eight companies selected out of 1,000 applications by <a href="https://www.newarkventurepartners.com/">Newark Venture Partners</a> for seed investment.In just six months since securing Colgate's multimillion-dollar investment in 2019, Floss Bar reports quarter over quarter revenue growth of 315%, and the company's staff has doubled from 16 to 32 employees. Floss Bar now serves clients in 40 US states.Sadej shared the story of her entrepreneurial rise with Business Insider.<h1>Necessity becomes the mother of invention</h1>Sadej dreamed up Floss Bar when she noticed how complicated it was to get basic dental care without taking three hours off of work or getting offered multiple extra services. "I would have rather gotten a cavity than take the time to go to the dentist," she said. It all started when the New York-based Sadej, then at Wharton, was trying to book a hygienist appointment for her Canadian boyfriend. "I learned what a hassle it was for someone without insurance, how expensive it was, and how limited the opening hours were," said Sadej. "Taking half a day off or call[ing] in sick to get to the dentist just doesn't work for most people." Investigating further, Sadej discovered that around <a href="https://news.gallup.com/poll/168716/one-third-americans-haven-visited-dentist-past-year.aspx">35% of Americans are not going to the dentist</a>. What really scared her, though, was finding out that according to the Centers for Disease Control and Prevention, about <a href="https://www.perio.org/consumer/cdc-study.htm">half of American adults 30 and older suffer from periodontitis</a>, a gum disease that can lead to other chronic inflammatory diseases. Sadej learned that these negative health outcomes can be completely avoided simply by making regular dental visits and practicing good oral hygiene. "I decided to make routine dental care that is necessary to remain healthy as easy and affordable as booking a room on <a href="https://www.businessinsider.com/category/airbnb">Airbnb</a>, to make it accessible to everyone," explained Sadej. "My long-term goal is getting Americans back into the dental chair for their recommended twice-a-year cleanings to help them avoid unnecessary diseases and optimize their health."<h1>The fork in the road: business school or entrepreneurship?</h1>Before Sadej could bring her new vision to life, though, there was a practical matter to deal with: the fact that she was midway through her MBA at one of the world's top business schools. But she shared that Floss Bar felt like an important business solution she had to pursue - and that putting her MBA on pause was a crucial step in that.<div class="KonaFilter image-container display-table float_right"><div><div class="image"></div></div></div>"I am very lucky that I go to a school which lets you come back within five years if you fail," said Sadej. (Wharton allows students a five-year grace period if they wish to temporarily terminate their studies.) "Taking a chance while in the nest is a no-brainer to me." The Wharton dropout elaborated that if you can prove people are willing to pay for something you made, it can lead to a once-in-a-lifetime opportunity. "Many of us have creative ideas. I plan to have plenty along my 100 years of life," said Sadej. "But I only see myself executing them effectively and safely when I am young." She added that "Once you get out of business school, you just paid a whopping $200,000 and made $0 income for two years. Seriously, how likely are you to continue your startup then?" <h1>Going all in and setting up a business that benefits all</h1>Sadej's first step when she started Floss Bar - after self-funding the company from $100,000 of her own savings and then raising $900,000 in a seed round in early 2018 - was to order all the necessary equipment and tools her team would need to run the business out of dentists' offices. Her initial idea for the business was to follow a direct-to-customer (D2C) model - to get individuals to come to existing local dental offices during off hours.<div class="KonaFilter image-container display-table float_right"><div><div class="image"></div></div></div>"Working nights and weekends in dentists' spaces was a sure way to make dental care more accessible to working people," she said. "[I] realized that bringing the dentist to working people, right into their offices, was a win-win for everyone. This way, people would be saving their weekends for the fun stuff, while saving 80% of the time it would take to go to a conventional off-site dentist appointment."The equipment was analyzed and selected through a robust consulting contract with a hygienist in New York City, who was assigned to research portable equipment while optimizing the variables of cost, quality, and size. "[The hygienist] was given a budget to order and test equipment and delivered a write-up as well as training videos," explained Sadej. "Floss Bar is always learning and evolving their equipment to optimize these variables as new products enter the market."<h1>Switching to a business-to-business model</h1>Sadej pivoted Floss Bar to a business-to-business model (B2B) mid-2019, and the company now offers mobile dentistry services to employers as part of their corporate wellness programs. This evolution means that Floss Bar now goes directly to company offices and sets up a "pop-up" or full-time dentist office in an available conference room or medical space. The company also has several trailers for industrial and rural engagements. "The team found that the D2C model had much higher cost of customer acquisition compared to the B2B model, as the HR team within a company is a nexus of influence that can get many employees to care about dental care as a group, minimizing advertising spend that is required to get individuals to go to the dentist," said Sadej.While the actual act of dentistry is performed by local dentists and hygienists, the Floss Bar team assists them by developing relationships with workplace clients, booking the events, running marketing, maintaining and transporting all the equipment, and performing the billing services for the providers. "The clinical services are performed by the local providers and the non-clinical services are handled by Floss Bar," explained Sadej. "This makes the model more scalable, as Floss Bar does not need to hire dental staff, but rather collaborates with them."<div class="KonaFilter image-container display-table float_right"><div><div class="image"></div></div></div>The company generates income for the dentists they work with and bills patients and insurance companies on their behalf. In turn, Floss Bar bills the dentists they work with, who benefit from the income they were able to gain working at the events and through advanced-care referrals."From the busy professional with great insurance cover[age], the uninsured freelancer or startup coworker, the family to the less affluent, [there is] no discrimination," she said about her clientele, noting that for uninsured patients, either their employer can cover the fee or they can pay directly. A basic cleaning starts at $95.While cleanings, X-rays, and teeth whitening are Floss Bar's bread and butter, the company added vision and hearing checks in March 2019, which required additional staff training and equipment purchases. Sadej explained that since millennials and younger generations aren't going to the dentist, "overhead costs for dentists to keep their businesses afloat are forcing many to shut down. Floss Bar not only brings the dentists to the millennials' places of work, but it empowers the dentists and hygienists by creating a new funnel for patient acquisition." <h1>Entrepreneurs should dress the part and be the "cool head" on the team</h1>Sadej suggested to aspiring founders that even though startup culture is notoriously casual, you do need to still dress the part if you want to succeed as an entrepreneur. "Silicon Valley has not taken over NYC!" she said. "Your clients are not the same as your startup culture, so you need to dress up for the clients you're going for and investors you're researching." Sadej shared that her usual outfit consists of slacks, a blouse, and a pashmina scarf, noting that "comfortable, professional heels are a must."She added that a leader's job is to be the "cool head" that prevails. "They need the ability to put situations into perspective and calm people down," she said. "When things are going well, leaders need to push forward and prepare for potential problems. They are the temper to chaos as well as the excitement needed to keep the company balanced and moving forward."She noted that when a client event goes very well and the company gets more business, she celebrates with her team. But after a couple of days, she said, "it's time to push."

A 28-year-old Wharton MBA dropout launched a dental company that's raised $8 million from Colgate-Palmolive and landed partnerships with leading brands like GE and Ocean Spray. This is how she did it.

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