Prior to the s, 'toothpastes' were usually powders. Colgate introduced its toothpaste in a tube similar to modern-day toothpaste tubes in the s. Until after , toothpastes contained soap. After that time, soap was replaced by other ingredients to make the paste into a smooth paste or emulsion - such as sodium lauryl sulphate, a common ingredient in present-day toothpaste.
In the second half of the twentieth century modern toothpastes were developed to help prevent or treat specific diseases and conditions such as tooth sensitivity. Fluoride toothpastes to help prevent decay were introduced in Toothpastes with very low abrasiveness were also developed and helped prevent the problems caused by overzealous brushing.
Toothpastes today typically contain fluoride, coloring, flavoring, sweetener, as well as ingredients that make the toothpaste a smooth paste, foam and stay moist. Toothpaste in tubes is used throughout the world and has been a very successful invention. Our Mission. How to Buy. Submit an Idea. Contact Us. Philippines PH English. Brand Logo. Colgate continues to focus on Oral Care, Personal Care, Home Care and Pet Nutrition and sells its products in over countries and territories worldwide.
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BG Color: Red. BG Color: White. CP Logo White. Hamburguer Menu icon. Who We Are. Our Leadership Team. Board of Directors. Board Committees. Our Stories. Our History. Our Policies. Responsive Image. Our Brands. In an attempt to refocus the company's marketing and profitability, Mark developed a set of corporate initiatives intended to address business areas ranging from production-cost reduction to new product development, with a heavy emphasis on motivating employees and involving them in company decision-making.
In response to the implementation of these ideas, the company's U. Similar U. Palmolive automatic dishwashing liquid debuted in With the company's turnaround firmly underway, business units managed by key executives were formed to develop plans for the company's major product categories. The purpose of each plan was to identify how products under development could be best introduced in domestic and international markets.
Two years into this strategic reorganization, coinciding with Mark's appointment as chairman in , Colgate confronted an embarrassing controversy. Colgate had acquired a 50 percent interest in this company in The following year, the Interfaith Center on Corporate Responsibility, a coalition of Protestant and Roman Catholic groups, demanded that Colgate change what it deemed to be the product's racially offensive name and packaging, which depicted a likeness of Al Jolson in blackface.
The company acknowledged the criticism and agreed to make the necessary changes. Colgate also continued to seek out growth areas in its personal care product and detergent businesses. In it acquired a line of liquid soap products including the Softsoap brand from Minnetonka Corporation, the first transaction the company had made in the personal care area in several years. The sale enabled Colgate to retire some debt, sharpen its focus on its global consumer products businesses, and invest in new product categories.
Moreover, Mark's global approach enabled the company to maintain its overall profitability despite not having a leadership position in the United States. Mark's strategy appeared to pay off handsomely. By the end of the third quarter of Colgate's international operations performed strongly while the profitability of its U.
Not yet ready to concede the U. Vipont's products, several of which Colgate had already been marketing overseas, enabled Colgate to strengthen the market position it had recently established with the introduction of a new tartar-control formula toothpaste. Colgate continued to make significant acquisitions in the early and mids while it attempted to gear up its product development program, which had been unable to introduce more than a few new products each year.
That same year, Mark initiated a restructuring aimed at improving the firm's profitability and gross margins, which lagged behind the industry leaders. A major part of the effort was the elimination or reconfiguration of 25 factories throughout the world and an 8 percent reduction in the workforce.
In addition, Colgate gained footholds in skin-care and hair products, and the Mennen brands gained the power of Colgate's worldwide distribution and marketing reach. This major acquisition was followed in by the purchase of S.
Gross margins steadily improved in the early s, reaching This provided Colgate with additional funds for research and development and advertising. The North American sector also experienced gains in gross margins, which resulted in part from pricing increases on Colgate detergents. In turn, this cut into overall North American sales, which declined 8 percent from to Mark's strategy was to turn North American sales around through new product introductions such as a variant of Irish Spring soap and an extension of the Murphy's Oil Soap brand into a Murphy's Kitchen Care line of all-purpose cleaners.
Under the leadership of Lois D. Juliber, who formerly headed up new product development, the North American sector was able to introduce several products within a short span for the first time. A hidden jewel within the Colgate empire in the s was its pet foods sector, Hill's Pet Nutrition. The worldwide leader in therapeutic and specialty wellness pet food, Hill's enjoyed a compound annual growth rate of During this period the market for premium pet food increased dramatically in Europe and Japan, with Hill's snatching a substantial portion of this growth.
Overall, pet foods were one of Colgate's leading profit generators, boasting gross margins of 55 to 60 percent. This purchase pushed Colgate's share of the Latin American oral-care market from 54 percent to 79 percent. In September Colgate announced another major restructuring of its operations to close or reconfigure 24 additional factories and cut 3, more employees more than 8 percent of the workforce. The figures were also affected by a deepening recession in Mexico, which had accounted for 11 percent of sales and 20 percent of profits in Beginning in the late s, Colgate had begun development of a toothpaste that contained a gingivitis-fighting antimicrobial agent, triclosan.
Researchers found a way to use polymers to bind triclosan to teeth for up to 14 hours, allowing users to fight bleeding gums and bad breath continuously with only two brushings a day.
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