Latest news with #ReckittBenckiserGroupPLC
Business Wire
2 days ago
- Business
- Business Wire
Rosen Law Firm Urges Reckitt Benckiser Group PLC (OTC: RBGLY) Stockholders to Contact the Firm for Information About Their Rights
NEW YORK--(BUSINESS WIRE)--Rosen Law Firm, a global investor rights law firm, announces that a shareholder filed a class action on behalf of purchasers of American Depositary Shares ('ADSs') of Reckitt Benckiser Group PLC (OTC: RBGLY) between January 13, 2021 through July 28, 2024. Reckitt describes itself as a 'U.K.-based consumer goods and health conglomerate.' For more information, submit a form, email attorney Phillip Kim, or give us a call at 866-767-3653. The Allegations: Rosen Law Firm is Investigating the Allegations that Reckitt Benckiser Group PLC (OTC: RBGLY) Misled Investors Regarding its Business Operations. According to the lawsuit, during the Class Period, defendants failed to warn investors and consumers: (1) that preterm infants were at an increased risk of developing necrotizing enterocolitis ('NEC') by consuming Reckitt's cow's milk-based formula, Enfamil; (2) of the attendant impact on Reckitt's sales of Enfamil and Reckitt's exposure to legal claims; and (3) as a result of the above, defendants' positive statements about Reckitt's business, operations, and prospects were materially false and misleading and/or lacked a reasonable basis at all relevant times. When the true details entered the market, the lawsuit claims that investors suffered damages. What Now: You may be eligible to participate in the class action against Reckitt Benckiser Group PLC. Shareholders who want to serve as lead plaintiff for the class must file their motions with the court by August 4, 2025. A lead plaintiff is a representative party who acts on behalf of other class members in directing the litigation. You do not have to participate in the case to be eligible for a recovery. If you choose to take no action, you can remain an absent class member. For more information, click here. All representation is on a contingency fee basis. Shareholders pay no fees or expenses. About Rosen Law Firm: Some law firms issuing releases about this matter do not actually litigate securities class actions. Rosen Law Firm does. Rosen Law Firm is a recognized leader in shareholder rights litigation, dedicated to helping shareholders recover losses, improving corporate governance structures, and holding company executives accountable for their wrongdoing. Since its inception, Rosen Law Firm has obtained over $1 billion for shareholders. Attorney Advertising. Prior results do not guarantee a similar outcome.
Business Wire
3 days ago
- Business
- Business Wire
Scott+Scott Attorneys at Law LLP Files Securities Class Action Against Reckitt Benckiser Group PLC (OTC: RBGLY)
NEW YORK--(BUSINESS WIRE)-- Scott+Scott Attorneys at Law LLP ('Scott+Scott'), an international shareholder and consumer rights litigation firm, has filed a securities class action lawsuit in the United States District Court for the Southern District of New York against Reckitt Benckiser Group PLC ('Reckitt' or the 'Company') (OTC: RBGLY), and certain of its former and current officers and/or directors (collectively, 'Defendants'). The Class Action asserts claims under §§10(b) and 20(a) of the Securities Exchange Act of 1934 (15 U.S.C. §§78j(b) and 78t(a)) and U.S. Securities and Exchange Commission Rule 10b-5 promulgated thereunder (17 C.F.R. §240.10b‑5) on behalf of all persons other than Defendants who purchased or otherwise acquired Reckitt American Depositary Shares ('ADSs') between January 13, 2021, and July 28, 2024, inclusive (the 'Class Period'), and were damaged thereby (the 'Class'). The Class Action filed by Scott+Scott is captioned: Elevator Constructors Union Local No. 1 Annuity & 401(K) Fund v. Reckitt Benckiser Group PLC, et al., Case No. 1:25-cv-4708. Reckitt is a United Kingdom-based, global consumer goods company. To date, over 500 state and federal products liability lawsuits have been filed against Reckitt and its competitor, Abbott Laboratories ('Abbott'), claiming that they failed to adequately warn that premature infants consuming cow milk-based formulas, such as Reckitt's Enfamil and Abbott's Similac, have an increased risk of developing necrotizing enterocolitis ('NEC'), a life-threatening intestinal disease that affects premature or low birth weight infants. The Class Action alleges that, during the Class Period, Defendants made misleading statements and omissions regarding the Company's business, financial condition, and prospects. Specifically, Defendants failed to warn investors and consumers: (1) that preterm infants were at an increased risk of developing NEC by consuming Reckitt's cow's milk-based formula, Enfamil; (2) of the attendant impact on Reckitt's sales of Enfamil and Reckitt's exposure to legal claims; and (3) as a result of the above, Defendants' positive statements about the Company's business, operations, and prospects were materially false and misleading and/or lacked a reasonable basis at all relevant times. The market began to learn the truth on March 15, 2024, when, in the case captioned Watson vs. Mead Johnson Co., Case No. 21-L-1032 (Ill. Cir. Ct. Oct. 28, 2021), a jury in St. Clair County, Illinois, returned a $60 million verdict in the first NEC lawsuit to be tried to a verdict. The jury found that Mead Johnson was negligent and failed to warn the decedent's mother of the increased risk her preterm infant could develop NEC by consuming cow's milk-based formula. On this news, the price of the Company's ADSs fell $1.87, or nearly 14%, from a closing price of $13.31 per share on March 14, 2024, to a closing price of $11.44 per share on March 15, 2024. Then, on July 29, 2024, the market continued to learn the truth when, in the case captioned Gill v. Abbot Laboratories, Inc., Case No. 2322-CC1251 (Mo. Circ. Ct. Jun. 23, 2023), a jury in St. Louis, Missouri, concluded that Abbott's specialized formula for premature babies led to a baby developing NEC and awarded the plaintiff $495 million. On this news, the price of the Company's ADSs fell $1.02, or nearly 9%, from a closing price of $11.66 per share on July 28, 2024, to a closing price of $10.64 per share on July 29, 2024. LEAD PLAINTIFF DEADLINE ON AUGUST 4, 2025 If you purchased Reckitt ADSs during the Class Period and were damaged thereby, you are a member of the 'Class' and may be able to seek appointment as lead plaintiff. If you wish to apply to be lead plaintiff, a motion on your behalf must be filed with the U.S. District Court for the Southern District of New York no later than August 4, 2025. The lead plaintiff is a court-appointed representative for absent class members of the Class. You do not need to seek appointment as lead plaintiff to share in any Class recovery in the Class Action. If you are a Class member and there is a recovery for the Class, you can share in that recovery as an absent Class member. If you wish to apply to be lead plaintiff, please contact attorney Nicholas Bruno at (888) 398-9312 or at nbruno@ What Can You Do? You may contact an attorney to discuss your rights regarding the appointment of lead plaintiff or your interest in the Class Action. You may retain counsel of your choice to represent you in the Class Action. About Scott+Scott Scott+Scott is an international law firm known for its expertise in representing corporate clients, institutional investors, businesses, and individuals harmed by anticompetitive conduct or other forms of wrongdoing, including securities law and shareholder violations. With more than 100 attorneys in eight offices in the United States, as well as three offices in Europe, our advocacy has resulted in significant monetary settlements on behalf of our clients, along with other forms of relief. Our highly experienced attorneys have been recognized for being among the top financial lawyers in 2024 by Lawdragon, WWL: Commercial Litigation 2024, and Legal 500 in Antitrust Civil Litigation, and have received top Chambers 2024 rankings. In addition, we have been repeatedly recognized by the American Antitrust Institute for the successful litigation of high-stakes anticompetitive claims in the United States. To learn more about Scott+Scott, our attorneys, or complex case resolution, please visit This may be considered Attorney Advertising.
Business Upturn
25-05-2025
- Business
- Business Upturn
Durex's business model of intimacy!
In the global pantheon of fast-moving consumer goods (FMCG), very few brands elicit instant recognition and implicit trust like Durex. Synonymous with sexual wellness, safety, and sometimes even rebellion, Durex is far more than just a condom manufacturer. It is a global business entity that has continuously evolved to stay relevant in changing social climates, adapting to market dynamics, consumer attitudes, and public health initiatives. Founded in 1915, Durex—originally named the London Rubber Company—has come a long way from selling barber supplies and importing condoms. Today, Durex operates under the umbrella of Reckitt Benckiser Group PLC, a British multinational consumer goods company. The brand spans over 140 countries, commanding a dominant share in many global markets. But what drives Durex's success is not just its widespread distribution or branding—it's a robust, dynamic, and socially intelligent business model that blends product innovation, strategic marketing, and social impact. Durex's Business Model: Evolution from Commodity to Lifestyle Brand Originally perceived as a health product rather than a consumer good, condoms were historically stigmatized and marginalized. Durex was among the first to recognize the need to transition condoms from the back shelves of pharmacies to the mainstream shelves of supermarkets and convenience stores. The brand began redefining its image by emphasizing quality, reliability, and pleasure, rather than mere prevention. By the 1990s, Durex had become a pioneering force in sexual wellness branding, shifting away from utilitarian packaging and opaque advertising toward bold, sexually confident campaigns. This reframing allowed Durex to integrate itself into the lifestyle sector, placing itself not just as a protector but also as an enhancer of pleasure. Durex doesn't cater to a one-size-fits-all audience. Instead, its business model hinges on market segmentation, targeting distinct consumer groups based on age, geography, sexual orientation, relationship status, and cultural attitudes. For example, younger consumers aged 18–30 are often targeted with bold and humorous advertising on platforms like Instagram and TikTok. In contrast, products aimed at couples and more mature demographics may emphasize intimacy and trust. Durex also tailors its messaging in different regions: campaigns in conservative markets like India or the Middle East often tread carefully, while those in Western Europe and Latin America tend to be more liberal and sexually expressive. This nuanced segmentation ensures that the brand remains culturally relevant, even as it upholds its global identity. Durex's product portfolio has evolved significantly from standard latex condoms. Today, the company offers an expansive range that includes: Latex-free condoms for users with allergies Flavored and textured condoms Ultra-thin and extra-lubricated options Vibrators, lubricants, massage gels Delay sprays and sexual enhancement devices This diversification strategy is vital for sustaining market interest and brand loyalty. More importantly, it positions Durex as a comprehensive sexual wellness brand, not just a condom company. Their innovation pipeline is supported by consumer research and feedback loops, enabling Durex to release new products regularly that address real-world sexual needs and preferences. Durex Business Model: Manufacturing and Supply Chain Operations To maintain its reputation for safety and reliability, Durex controls key aspects of its supply chain, including manufacturing. With production facilities in Asia and Europe, the company adheres to stringent quality checks. According to public data, Durex condoms undergo electronic testing, pressure tests, and burst tests before leaving the factory floor. Vertical integration also helps reduce costs and increase operational efficiency, allowing the brand to respond swiftly to demand fluctuations. During crises—such as the COVID-19 pandemic—this operational flexibility allowed Durex to maintain stock levels in most markets while competitors struggled with shortages. Environmental sustainability is becoming increasingly important in the FMCG industry, and Durex is no exception. The brand has taken steps to reduce its carbon footprint by investing in biodegradable packaging, sustainable rubber sourcing, and recycling initiatives. Their parent company, Reckitt, has committed to achieving net zero emissions by 2040, a goal that will deeply affect every brand in its portfolio, including Durex. This forward-thinking approach aligns with growing consumer demand for ethical, environmentally responsible products. Durex Business Model: Marketing Strategy Durex's marketing has often pushed boundaries, advocating not just for safe sex but also for sexual empowerment, consent, and freedom of expression. This is more than marketing; it's a brand philosophy. From launching the world's first condom commercial on UK television in 1994 to campaigns supporting LGBTQ+ rights, Durex has never shied away from cultural activism. The brand invests heavily in influencer partnerships, short films, and co-branded campaigns that promote open and informed conversations about sex. The bulk of Durex's advertising spend now goes to digital and social media platforms, reflecting where its younger consumers are most active. Content is carefully curated for engagement, shareability, and virality. Hashtag campaigns like #CondomEmoji, #LetsNotGoBackToNormal (post-COVID-19), and #OrgasmEquality are prime examples of how Durex uses digital channels for awareness, advocacy, and product promotion. Through SEO-optimized blog content, educational videos, and interactive tools on its website, Durex has become a source of sexual education as much as a seller of products. This layered content strategy ensures visibility on Google search while driving organic traffic from curious consumers. Durex Business Model: Retail Strategy and Omnichannel Distribution Durex maintains a strong retail presence across supermarkets, drugstores, and convenience stores globally. However, a growing chunk of its sales now comes from e-commerce platforms like Amazon, Flipkart, and regional health-focused online stores. The brand also runs its own direct-to-consumer (D2C) e-commerce platform in several countries, offering discreet delivery and subscription models for recurring customers. This approach not only boosts sales but also gives Durex first-party data, which is invaluable for future product development and personalized marketing. To combat commoditization and ensure recurring revenue, Durex has explored subscription-based services. These allow users to receive customized monthly packages of condoms, lubricants, or intimacy toys, tailored to their preferences. These models foster customer retention, build community, and offer Durex a more predictable revenue stream, aligning with modern SaaS-style consumer behavior. Durex Business Model: Legal, Regulatory, and Ethical Challenges Sexual wellness is a sensitive industry, and Durex must navigate a complex global regulatory landscape. In many countries, condoms and lubricants are classified as medical devices, requiring rigorous certification. In conservative markets, advertising is often heavily restricted, forcing Durex to adapt its tone and channels accordingly. Despite these challenges, Durex has maintained compliance while still pushing for social progress. Its continued presence in markets like Saudi Arabia, China, and India—where sex is often a taboo subject—speaks to its strategic agility and cultural acumen. Durex doesn't just sell products—it advocates for public health and sexual education. It has partnered with global organizations like the United Nations Population Fund (UNFPA) and Planned Parenthood to support sexual health initiatives, particularly in developing regions. This corporate social responsibility (CSR) element not only enhances Durex's brand equity but also reinforces its legitimacy as a leader in the sexual wellness space. Durex Business Model: Financial Performance and Competitive Landscape As of recent Reckitt Benckiser financial disclosures, Durex holds a commanding 20–30% market share in many territories, often doubling or tripling the share of its closest competitors like Trojan, Skyn, or local brands. Durex's category—sexual wellness—is forecasted to grow at a CAGR of 8.4% globally through 2030, driven by rising sexual health awareness, increasing contraception usage, and greater openness around sex in media and pop culture. This favorable market trajectory means Durex is likely to see steady revenue growth, especially as it expands its presence in Asia-Pacific and Africa—regions with burgeoning youth populations and increasing sexual health needs. The competitive landscape for Durex includes brands like Trojan, Lifestyles, Skyn, and newer entrants offering natural, sustainable, or organic alternatives. While challengers often try to disrupt through niche branding or eco-conscious claims, Durex's first-mover advantage, global infrastructure, and broad product range give it a significant edge. However, the brand must stay vigilant. As consumer expectations evolve—toward cleaner ingredients, transparency, and ethical sourcing—Durex will need to continuously evolve or risk losing ground to disruptive startups. Durex Business Model: Future Outlook – Innovating Intimacy Looking ahead, Durex is likely to continue expanding its product lines into technology-integrated sexual wellness, including app-connected vibrators, AI-powered pleasure devices, and virtual intimacy tools—sectors already gaining traction among tech-savvy users. Furthermore, Durex is poised to play a pivotal role in destigmatizing sex education. With increasing calls for inclusive and comprehensive sex ed, brands like Durex have an opportunity—and arguably a responsibility—to lead these conversations. Its ongoing investments in R&D, data analytics, and digital marketing will likely future-proof its relevance for decades to come. As it navigates the complex interplay of commerce, culture, and conscience, Durex stands as a rare example of a brand that has successfully turned a once-taboo product into a global conversation. Durex Business Model: A Cultural Movement Durex's business model is a masterclass in how to thrive in a socially sensitive, regulation-heavy industry by championing innovation, education, and cultural intelligence. From product diversification and influencer marketing to omnichannel retail and social advocacy, Durex exemplifies a brand that's not only selling protection but also trust, empowerment, and progress. In doing so, it has transcended the limitations of its category to become a cultural touchstone, not merely a product on the shelf. As the world becomes more open and nuanced in its conversations about intimacy, Durex's journey from the margins to the mainstream may very well be the business blueprint for the future of sexual wellness. (Business Upturn does not guarantee the accuracy of information in this article)
