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P&G terminates plan to acquire razor startup Billie following FTC lawsuit

Procter & Gamble will not acquire women’s beauty products startup Billie, as previously planned, following action taken by the U.S. Federal Trade Commission to stop the deal from proceeding. In December, the FTC sued to block P&G’s acquisition of the New York-based startup Billie, a maker of women’s razors and other beauty products, on the grounds that the merger would eliminate competition in the wet shave razor market.

Today, P&G and Billie issued a joint statement, expressing their regret over the FTC’s decision to attempt to block their merger, which led to the deal’s termination:

We were disappointed by the FTC’s decision and maintain there was exciting potential in combining Billie with P&G to better serve more consumers around the world. However, after due consideration, we have mutually agreed that it is in both companies’ best interests not to engage in a prolonged legal challenge, but instead to terminate our agreement and refocus our resources on other business priorities.

Billie had made a name for itself in the women’s razor market by offering to eliminate the so-called “pink tax,” which refers to how women’s products are often marked up at higher price points compared with similar products aimed at men. It later expanded into the broader beauty market with a focus on more natural products that are free of additives and chemicals, including sulfates, parabens, formaldehydes, GMOs, drying alcohols, synthetic dyes, fragrances, cheap foaming agents, unstable silicones and BHT.

The startup was also particularly successful in capturing the interest of a younger, Gen Z to millennial-aged consumer, who responded to its mission as well as its modern, and often even progressive, marketing across social media and the web. In its advertisements, Billie would show women with body hair — a message that went against the grain of traditional societal expectations, where women are often shown in marketing messages — including razor ads — as already hairless and smooth.

Billie’s message was that women should feel free to do what they want about their body hair — but for those who prefer to shave, it would be happy to sell them an affordably priced razor.

What also made Billie interesting was its business model. The company offers to ship replacement blades on a subscription basis to its customers, which helped it grow revenues and customer loyalty.

Ahead of the P&G acquisition, Billie was planning to expand into physical retail stores, which would have made the brand a more direct competitor to P&G products, the FTC had said.

“As its sales grew, Billie was likely to expand into brick-and-mortar stores, posing a serious threat to P&G,” noted Ian Conner, director of the FTC’s Bureau of Competition, in a statement issued last month. “If P&G can snuff out Billie’s rapid competitive growth, consumers will likely face higher prices,” he added.

As a result of the FTC’s actions, the companies chose to put an end to their plans to merge as opposed to pursuing further legal action.

The FTC praised this decision in a release issued today. Reuters also reported on the companies’ decision to terminate.

“Procter & Gamble’s abandonment of the acquisition of Billie is good news for consumers who value low prices, quality, and innovation,” the FTC statement reads. “Billie is a direct-to-consumer company whose advertising targets customers who are tired of paying more for comparable razors. The FTC voted to challenge this merger because it would have eliminated dynamic competition from Billie.”

The FTC lawsuit was the second antitrust suit the agency filed in 2020 after it previously sued to block Edgewell Personal Care’s (maker of Schick razors) $1.37 billion deal to acquire the razor startup Harry’s, Inc., another direct-to-consumer brand. As a result, that deal fell through, too.

 

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Eco-friendly laundry goods subscription service smol raises £8M from Balderton

Smol is a startup that delivers to people’s homes eco-friendly laundry capsules and dishwasher tablets on subscription through letterboxes, which undercut the price of the leading brands. It has now raised £8 million in a Series A funding round led by Balderton Capital, with participation from JamJar Investments. The funding will see smol push into new product categories, expand further into new markets and expand its team. Before this round smol had been funded by seed money from private investors.

Created by former Unilever employees Paula Quazi and Nick Green in 2018, it has also launched its own-brand, animal-fat-free, vegan fabric conditioner and a 100% plastic-free, child-lock packaging for its laundry and dishwashing products, as well as fabric conditioner made from 100% post-consumer recycled plastic, which as recyclable. Smol also offers a returns scheme for refill and reuse.

P&G and Unilever currently dominate the market, while smol hopes to become “the Dollar Shave Club” of laundry.

Paula Quazi, co-founder of smol, said in a statement: “Having seen how the industry has barely innovated in over a hundred years we launched smol to take the hassle out of washing for families whose laundry needs have been ignored for decades.”

Suranga Chandratillake, partner at Balderton Capital said: “When people think of technology disruption, it is normal to think of digital products and internet tools. However, technology has the power to make life better for us in the most unexpected ways and we believe Paula, Nick and their amazing team have tapped into just such an opportunity at smol.”

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Top VCs on the changing landscape for enterprise startups

Yesterday at TechCrunch’s Enterprise event in San Francisco, we sat down with three venture capitalists who spend a lot of their time thinking about enterprise startups. We wanted to ask what trends they are seeing, what concerns they might have about the state of the market and, of course, how startups might persuade them to write out a check.

We covered a lot of ground with the investors — Jason Green of Emergence Capital, Rebecca Lynn of Canvas Ventures and Maha Ibrahim of Canaan Partners — who told us, among other things, that startups shouldn’t expect a big M&A event right now, that there’s no first-mover advantage in the enterprise realm and why grit may be the quality that ends up keeping a startup afloat.

On the growth of enterprise startups:

Jason Green: When we started Emergence 15 years ago, we saw maybe a few hundred startups a year, and we funded about five or six. Today, we see over 1,000 a year; we probably do deep diligence on 25.

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What we can learn from DTC success with TV ads

Kevin Krim and Sebastian Chiu
Contributor

Kevin Krim is EDO‘s President & CEO. His 21-year career has spanned search, social and TV advertising across start-ups and major companies like Yahoo and NBCUniversal. Sebastian Chiu is EDO‘s Chief Data Scientist. He earned his undergraduate and post-graduate degrees from Harvard, working previously as a data scientist at Dropbox.

One of the most-discussed plot twists in recent advertising has been the pivot of Direct-to-Consumer (DTC) brands to linear TV. These data-driven, digital-first players are expanding well beyond Facebook and Instagram—and becoming serious players on the largest traditional medium in advertising.

A January 2019 Video Advertising Bureau study found that in 2018, 120 DTC brands collectively spent over $2 billion in TV ads—up from $1.1 B in 2016. 70 of those 2018 advertisers ran TV ads for the first time.

But while we know that they’re advertising on TV, what may be less discussed is whether they’re succeeding on television—and what strategies they use to achieve their success.

At EDO, we have a unique and differentiated ability to measure how DTC advertisers perform on TV by tracking incremental online searches above baseline in the minutes immediately following individual TV ad airings as viewers translate their interest in advertised brands and products directly into online engagement with them.

By measuring incremental search activity across 60 million national TV ad airings since 2015, we are able to effectively isolate the effects of TV ad placement and creative decisions that are most likely to cause online engagement.

We ran the numbers on DTCs as well as advertisers in various other categories to better understand how DTCs specifically are succeeding in TV ads—and what DTCs who are considering TV advertising can do to achieve success on TV.

Table of Contents

Does the David vs. Goliath story play out on TV?

The DTC revolution is a quintessential David and Goliath story. In vertical after vertical, small, digital-native upstarts are changing the game and overtaking major brands. Does that story play out on TV as well—or is TV advertising one area where DTC marketers have finally met their match?

To answer that question, EDO looked at how effectively TV ads elicited viewer activity since September 2018 across eight major industry categories including DTC. Guided by historical ad performance across billions of ads, we rated ad performance based on how closely the DTC ads came to meeting the benchmark volume of brand-related online activity in the minutes following each TV ad airing.

We index each industry accordingly—giving an index value of 100 to an ad that meets benchmark standards, and below-par ads getting a score under 100 while higher-scoring ads receive a score over 100. We chose to set our index baseline of 100 to the average Consumer Packaged Good (CPG) ad since it is such a large and broad ad category. Our results are as follows:

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Showing the power of startup women’s health brands, P&G buys This is L

The P&G acquisition of This is L., a startup retailer of period products and prophylactics, shows just how profitable investing in women’s healthcare brands and products can be.

A person with knowledge of the investment put the price tag at roughly $100 million — a healthy outcome for investors and company founder Talia Frenkel. But just as important as the financial outcome is the deal’s implications for other mission-driven companies.

This is L. launched from Y Combinator in August 2015 with a service distributing condoms in New York and San Francisco and steadily expanded into feminine hygiene products.

Frenkel, a former photojournalist who worked for the United Nations and Red Cross, started the company in 2013 — roughly three years after an assignment in Africa revealed the toll that HIV/AIDs was taking on women and girls on the continent.

“I didn’t realize the No. 1 killer of women was completely preventable and I think that really inspired me to action,” Frenkel told TechCrunch at the time of the company’s launch.

Now the company has distributed roughly 250 million products to customers around the world.

“Our strong growth has enabled us to stand in solidarity with women in more than 20 countries,” said Frenkel in a statement following the acquisition. “Our support has ranged from partnering with organizations to send period products to Native communities in South Dakota, to supplying pad-making machines to a women-led business in Tamil Nadu. Pairing our purpose with P&G’s expertise, scale and resources provides an extraordinary opportunity to contribute to a more equitable world.”

The company is available in more than 5,000 stores across the U.S. and is working with women entrepreneurs in countries from Uganda to India and beyond.

“This acquisition is a perfect complement to our Always and Tampax portfolio, with its commitment to a shared mission to advocate for girls’ confidence and serve more women,” said Jennifer Davis, president, P&G Global Feminine Care. “We feel this is a strong union and together we can be a greater force for good.”

For investors with knowledge of the company, the P&G acquisition is a harbinger of things to come. The combination of a non-technical, female founder operating in the consumer packaged goods market with a mission-driven company was an anomaly in the Silicon Valley of four years ago, but Frenkel’s success shows what kind of opportunities exist in the market.

“With this acquisition investors need to update their patterns,” said one investor with knowledge of the company.

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Huddle Co-Founder Alastair Mitchell Steps Down As CEO, Morten Brogger Steps In

cloud On the heels of a $51 million round of funding, cloud collaboration company Huddle today announced a changing of the guard to lead the company to its next stage. Co-founder Alastair Mitchell is stepping down from his role as CEO and assuming a new position as president and CMO. Taking his place is Morten Brogger, a veteran exec whose past roles included CEO of Mach, which he helped sell… Read More

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