WEBVTT - There’s More Lysol Than Ever, But It’s Not Enough for the U.S.

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<v Speaker 1>Hi, I'm Carol Masser. Let's get to one of the

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<v Speaker 1>feature stories in Bloomberg Business Week magazine this week. First

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<v Speaker 1>of all, it's about Lysol. In fact, Lisol works hance

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<v Speaker 1>americans insatiable demand for the coronavirus neutralizing disinfectant. The level

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<v Speaker 1>of panic buying this year has been on par with

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<v Speaker 1>purchases of toilet paper and rice. Most of America's supply

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<v Speaker 1>comes from a New Jersey factory where every day at

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<v Speaker 1>least three tanker cars of ethanol arrived by train, each

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<v Speaker 1>caring about thirty thousand gallons. The plant can produce seven

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<v Speaker 1>eight hundred cans of lysol a minute, all of them

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<v Speaker 1>quickly bought and used or hoarded by Americans desperate to

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<v Speaker 1>keep their stuff fires free. Record. Ben Keiser Group PLC,

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<v Speaker 1>Lysol's corporate parent, says that by year end it will

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<v Speaker 1>be producing thirty five million cans of lysol in North

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<v Speaker 1>America each month, more than triple its pre COVID nineteen peak,

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<v Speaker 1>and enough to put a can in most American households

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<v Speaker 1>before winter is over. So far, Lysol sales are up

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<v Speaker 1>more than seventy this year, Ingrecket's market value to well

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<v Speaker 1>over sixty billion dollars the company's gain market share, while

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<v Speaker 1>rivals such as chlorics have stayed flat or struggled to

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<v Speaker 1>keep up. And yet the increased production hasn't been enough

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<v Speaker 1>to keep store shelves consistently stocked. This Bloomberg podcast is

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<v Speaker 1>sponsored by Wells Fargo Commercial Banking. We're helping customers chart

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<v Speaker 1>the way ahead in uncertain times. Lysol is working on it.

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<v Speaker 1>The sanitizer maker is turning out more product than ever before,

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<v Speaker 1>but with a pandemic winter on the way, that's still

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<v Speaker 1>not enough. By Drew Armstrong, one of America's most recognizable

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<v Speaker 1>icons of fresh scented cleanliness comes from New Jersey. No

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<v Speaker 1>matter where US shoppers are lucky enough to spot cans

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<v Speaker 1>of Lysol, the sanitizing spray was almost certainly produced at

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<v Speaker 1>the same sprawling, tan colored factory in a suburb an

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<v Speaker 1>hour's drive from New York City. Over the noisy plant's

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<v Speaker 1>concrete floors, a steady stream of empty cans clink through

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<v Speaker 1>an assembly line, waiting to be filled. On the line,

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<v Speaker 1>a machine packs them all with a blend of ethanol,

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<v Speaker 1>another disinfecting chemical called a quater narrow and ammonium compound

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<v Speaker 1>or quat and some scent employees call the mixture the juice.

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<v Speaker 1>A machine called a filtech scans each can to make

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<v Speaker 1>sure it got exactly nineteen ounces. Then a device called

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<v Speaker 1>a crimper adds the metal top that will spray the

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<v Speaker 1>liceol through the attached plastic straw. In a separate room,

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<v Speaker 1>Another machine uses the straw to inject the butane that

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<v Speaker 1>propels the spray. Then the can gets a bath in

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<v Speaker 1>a pool of one hundred forty degree water surrounded by

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<v Speaker 1>a half inch of ballistic glass. This makes it almost

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<v Speaker 1>impossible for the top to burst later unless somebody throws

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<v Speaker 1>one into a bonfire. If it's going to explode, it'll

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<v Speaker 1>blow here, says chazev Malik, the site director, not on

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<v Speaker 1>the shelf of a wal Mart. Other machines push on

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<v Speaker 1>the plastic nozzle wrap on the lysol label and add

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<v Speaker 1>a cap up top. The cans are bundled into cases

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<v Speaker 1>and palettes, which are placed onto distribution trucks by forklift.

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<v Speaker 1>While new empty cans arrived from a supplier in Pennsylvania.

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<v Speaker 1>The pace has been quicker throughout the pandemic because the

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<v Speaker 1>plant has been running around the clock, excepting the downtime

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<v Speaker 1>for shift changes every day. The factory uses up at

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<v Speaker 1>least three tanker cars of ethanol that arrive by train,

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<v Speaker 1>each carrying about thirty thousand gallons. The plant can produce

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<v Speaker 1>seven eight hundred cans of lysol a minute, all of

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<v Speaker 1>them quickly bought and used or hoarded by Americans desperate

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<v Speaker 1>to keep their stuff virus free. For the record, Lysol

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<v Speaker 1>works stars Cove two is an enveloped virus, a clump

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<v Speaker 1>of genetic material wrapped in a membrane of fatty lipid molecules.

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<v Speaker 1>Lysol's ethanol and quat act as solvents, ripping apart the

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<v Speaker 1>lipid skin and leaving the viral material inert. That doesn't

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<v Speaker 1>mean anyone should inject it a treatment. President Trump suggested

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<v Speaker 1>doctors consider with disinfectants, including bleach earlier this year. Under

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<v Speaker 1>no circumstance should our disinfectant products be administered into the

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<v Speaker 1>human body. The updated Lysol website currently reads because that's

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<v Speaker 1>where people are at these days. Over the course of

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<v Speaker 1>this maddening year, lysol has been one of the few

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<v Speaker 1>products that steadily experienced an unprecedented demand. It's approached frenzy,

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<v Speaker 1>a level of panic buying on par with purchases of

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<v Speaker 1>toilet paper and rice. In early March, when the New

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<v Speaker 1>Jersey sales team tested the fervor by sending one retail

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<v Speaker 1>store in Florida ten thousand cans, they sold out in

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<v Speaker 1>less than two hours. Wreck At ben Keyser Group, Lysol's

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<v Speaker 1>corporate parent, says that by year end, it will be

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<v Speaker 1>producing thirty five million cans of lie Saul in North

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<v Speaker 1>America each month, more than triple its pre COVID nineteen peak,

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<v Speaker 1>and enough to put a can in most American households

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<v Speaker 1>before winter is over. So far, Lysol sales are up

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<v Speaker 1>more than seventy this year, pushing Reckett's market value to

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<v Speaker 1>well over sixty billion dollars. The company has gained market

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<v Speaker 1>share while rivals like Chlorox have stayed flat or struggled

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<v Speaker 1>to keep up, and yet the increased production hasn't been

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<v Speaker 1>enough to keep store shelves consistently stocked. Wreckett Benkeeser saw

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<v Speaker 1>this coming both from its corporate headquarters outside London and

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<v Speaker 1>at one of its biggest manufacturing hubs, located about a

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<v Speaker 1>hundred and forty miles west of wu Han, China. But

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<v Speaker 1>there was only so much the company could do to

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<v Speaker 1>accommodate everyone. Lysol's parent has proven a leading indicator at

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<v Speaker 1>several key points in the pandemic. With winter approaching, the

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<v Speaker 1>latest is this. For all its successes in adapting its

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<v Speaker 1>lean global supply chain to a hundred year plague, the

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<v Speaker 1>company still hasn't quite managed to match supply to demand.

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<v Speaker 1>We've been very transparent about what we have and what

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<v Speaker 1>we don't have, says wreck At chief executive officer Laxman Narasiman.

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<v Speaker 1>In some cases we do disappoint COVID terror would have

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<v Speaker 1>sounded familiar to survivors of the cholera epidemics that swept

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<v Speaker 1>much of the globe in the mid eighteen hundreds. Outbreaks

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<v Speaker 1>killed hundreds of thousands of people who lacked access to

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<v Speaker 1>clean water in the US and Europe. One killed three

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<v Speaker 1>thousand New York residents in a matter of weeks and

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<v Speaker 1>chased tens of thousands of people out of the city.

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<v Speaker 1>By the end of the nineteenth century, germ theory had

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<v Speaker 1>for the first time pointed to microscopic pathogens as the

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<v Speaker 1>cause of infectious disease, and businesses were promising new forms

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<v Speaker 1>of chemical protection. In eighteen eighty nine, a German chemist

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<v Speaker 1>named Gustav Raupenstrauch created Lysol during the snake oil era.

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<v Speaker 1>The early owner is marketed Lysol as everything from a

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<v Speaker 1>household cleanser to more troublingly feminine hygiene product. Today's owners

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<v Speaker 1>have restricted Lysol's used to surfaces, not people. Besides the cans,

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<v Speaker 1>the company sells disinfecting wipes which rely on milder quats,

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<v Speaker 1>cleaning sprays for kitchens, and a toilet bowl cleaner. The

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<v Speaker 1>modern brand owes much of its luster to Joe Rubino,

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<v Speaker 1>who started working on Lysol research and development in the

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<v Speaker 1>nineteen eighties a couple of owners. Ago Rubino, known inside

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<v Speaker 1>the company as Mr Lysol, is the R and D

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<v Speaker 1>units go to communicator. He spent most of the past

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<v Speaker 1>few decades running experiments to show just how gross everyday

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<v Speaker 1>life can be and what a good chemical sprints that

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<v Speaker 1>kills nine percent of germs can do about it. We're

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<v Speaker 1>designed to share germs, he says in a garden state accent.

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<v Speaker 1>Even if we're healthy, we're spreading our organisms to everybody.

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<v Speaker 1>In a nineties study, Rubino's team coated a toy ball

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<v Speaker 1>at a daycare center with a harmless virus that could

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<v Speaker 1>serve as a sort of contact tracer. When the researchers

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<v Speaker 1>used swabs to test for the virus. At the end

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<v Speaker 1>of the day, all nine kids at the daycare had

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<v Speaker 1>bits of it on their hands, and they spread it

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<v Speaker 1>everywhere at home too, from high chairs to bathtubs to beds.

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<v Speaker 1>In two thousand seven, the company put thirty people with

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<v Speaker 1>the common cold in separate hotel rooms for a night,

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<v Speaker 1>then found traces of the cold virus throughout the rooms.

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<v Speaker 1>Some of the more photogenic lysol science has taken place

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<v Speaker 1>at the brand's R and D Center in Montvale, New Jersey,

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<v Speaker 1>located below the New York state line. The R and

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<v Speaker 1>D team keeps a list of about one thousand customers

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<v Speaker 1>it can invite into its mock kitchen or suite of

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<v Speaker 1>glass enclosed bathrooms to provide opinions on product scents and

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<v Speaker 1>spray bottle sounds. The ps de Resistance is Room A

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<v Speaker 1>one fifty four, better known as Flushing Meadows. It's an

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<v Speaker 1>ode to the commode, a throw own room lined with

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<v Speaker 1>one four toilets from around the world, arranged inches apart

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<v Speaker 1>in three aisles beneath national flags. Tanks and filters in

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<v Speaker 1>an adjacent room replicate the water conditions in different countries,

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<v Speaker 1>and above each bowl, mechanized plungers test the toilets at

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<v Speaker 1>different flush rates, laying the foundation for success. A plaque

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<v Speaker 1>on one wall reads during a Bloomberg Business Week visit

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<v Speaker 1>to the R and D Center this fall, the flushing

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<v Speaker 1>meadows toilets were helping to test experimental products code named

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<v Speaker 1>for Donkey Kong, Tetris and other video games. To conduct

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<v Speaker 1>smell tests, the staff can fit a plexiglass hood over

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<v Speaker 1>a bowl, then open a top flap on the hood

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<v Speaker 1>in turn and breathe deeply. A lot goes into making

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<v Speaker 1>toilet bowl cleaners that you would never even think about.

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<v Speaker 1>Ruby No said, in an understatement, we can make rust

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<v Speaker 1>stains in here, we can make simulated fecal stains, and

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<v Speaker 1>we'll see how well the products remove that. The foe

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<v Speaker 1>PO comprises dirt, brown dye, and sometimes peanut butter. He said,

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<v Speaker 1>there is a formula for it. This visit was Rubino's

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<v Speaker 1>first time back at the R and D Center in months.

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<v Speaker 1>Although he's semi retired in twenty nineteen, he's continued working

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<v Speaker 1>from home three days a week through the pandemic. His

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<v Speaker 1>version of the COVID nightmare began in late December with

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<v Speaker 1>an email from a medical alert service called ProMED. The

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<v Speaker 1>subject line was undiagnosed pneumonia China. A week and several

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<v Speaker 1>escalating alerts later, Rubino sent a note to colleagues, here's

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<v Speaker 1>something we need to watch up. The Yangtze River from

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<v Speaker 1>Wuhan lies the city of Jingzho, home to one of

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<v Speaker 1>Rickett's biggest manufacturing plants. Most of the products made there

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<v Speaker 1>are part of Lysol's sister brand deat All. In late January,

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<v Speaker 1>when lockdowns began in Hubei Province, which includes both cities,

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<v Speaker 1>David Gao, site director of the Jinghoe plant, called his

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<v Speaker 1>lieutenants and told them not to go home. The timing

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<v Speaker 1>could hardly have been worse. It was the start of

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<v Speaker 1>the week long Chinese New Year, when the whole country

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<v Speaker 1>goes on vacation. About three hundred and fifty of the

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<v Speaker 1>factories four hundred workers had already left the city, and

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<v Speaker 1>not enough remained to restart disinfectant production. With the public

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<v Speaker 1>health crisis spiraling, Gau canceled his employees vacations and negotiated

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<v Speaker 1>travel permits with the government to allow them to return

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<v Speaker 1>to work. I talked to the government and told them

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<v Speaker 1>we are the factory to make the disinfectant. Gau says.

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<v Speaker 1>The permits came through we chat and managers helped return

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<v Speaker 1>close to three hundred people. One worker rode a bicycle

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<v Speaker 1>six hours to get to the plant, Gao says, another

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<v Speaker 1>walked thirteen hours. The government helped put the wrecket staff

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<v Speaker 1>up in hotels for weeks, isolated even from their families,

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<v Speaker 1>and a neighboring factory boss topped up the plant's dwindling

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<v Speaker 1>supply of masks in exchange for disinfectant. Gau says. No

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<v Speaker 1>one at the plant got COVID. The employee sacrificed a lot,

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<v Speaker 1>he says, nobody quit. By the end of jan weary

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<v Speaker 1>people in Europe were testing positive for the disease. The

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<v Speaker 1>World Health Organization had declared the coronavirus and international public

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<v Speaker 1>health emergency, and Narasiman, who had been wreck at CEO

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<v Speaker 1>only a few months, ordered his executives to maximize production

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<v Speaker 1>by any means necessary. Guys turn on the factories twenty

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<v Speaker 1>four hours, he recalls, telling them during a conference call,

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<v Speaker 1>we went full blast. One problem with going full blast

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<v Speaker 1>was that every consumer hygiene company in the world was

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<v Speaker 1>doing the same thing, and they all rely on a

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<v Speaker 1>lot of the same key ingredients. With Lysol and its

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<v Speaker 1>rivals gobbling up hundreds of thousands of gallons of ethanol

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<v Speaker 1>and tons of quats, there wasn't enough to go around.

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<v Speaker 1>Even when the pandemic jumbled supply chain was at its best,

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<v Speaker 1>and like many global manufacturers, Wreckett keeps little spare material

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<v Speaker 1>on hand. It relies on shipping companies to deliver steady supplies.

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<v Speaker 1>It's a global supply chain and it's not integrated, says

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<v Speaker 1>Frederick du Trene, senior vice president of supply for the

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<v Speaker 1>company's health division. The jing Joe factory, for example, needed

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<v Speaker 1>outside suppliers to deliver more than one different raw materials

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<v Speaker 1>and parts. When he learned there wasn't enough of a

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<v Speaker 1>critical chemical left in all of China to meet its

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<v Speaker 1>increased production needs, du Trene decided to eat the cost

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<v Speaker 1>of flying in more from the UK. For a supply

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<v Speaker 1>chain executive, having to air freight tens of tons of

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<v Speaker 1>raw materials across continents is something close to a worst nightmare.

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<v Speaker 1>His bosses didn't want to raise prices and be seen

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<v Speaker 1>as taking advantage of the pandemic. We decided not to

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<v Speaker 1>do any compromise on this. Du Trenee says margin has

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<v Speaker 1>not been a driver. As COVID spread through the US

0:13:45.800 --> 0:13:49.640
<v Speaker 1>and lisol hoarding began in earnest, the assembly line started

0:13:49.720 --> 0:13:53.280
<v Speaker 1>running short of quats and ethanol. Again, the supply team

0:13:53.320 --> 0:13:57.240
<v Speaker 1>found answers in Europe flying in more quads. Eventually, the

0:13:57.240 --> 0:14:00.319
<v Speaker 1>company located a plant in Nebraska with spare ethanol from

0:14:00.360 --> 0:14:03.760
<v Speaker 1>its lower grade gasoline additive and retooled it to make

0:14:03.840 --> 0:14:07.400
<v Speaker 1>purer ethanol for lysol. It also looked online to see

0:14:07.440 --> 0:14:10.320
<v Speaker 1>who around the world was selling alternatives to lysol or

0:14:10.360 --> 0:14:13.680
<v Speaker 1>chlorox products. The hundreds of small never heard of it

0:14:13.720 --> 0:14:17.280
<v Speaker 1>brands that suddenly populated Amazon, dot Com and other websites

0:14:17.320 --> 0:14:20.800
<v Speaker 1>this spring and began signing deals with the smaller companies

0:14:20.800 --> 0:14:25.880
<v Speaker 1>to use their production capacity. Pre Covid. Lysol production capabilities

0:14:25.920 --> 0:14:28.800
<v Speaker 1>in North America topped out at about ten million cans

0:14:28.800 --> 0:14:32.040
<v Speaker 1>a month, according to Wreckett, With more than a dozen

0:14:32.120 --> 0:14:35.600
<v Speaker 1>contractors signed up to produce more, the monthly number should

0:14:35.640 --> 0:14:37.720
<v Speaker 1>hit the thirty five million mark by the end of

0:14:37.760 --> 0:14:40.920
<v Speaker 1>the year. The company says, plus more than thirty million

0:14:41.000 --> 0:14:44.160
<v Speaker 1>cans of wipes, up from less than seven million cans

0:14:44.200 --> 0:14:46.720
<v Speaker 1>a year ago. While the company still hasn't been able

0:14:46.760 --> 0:14:49.480
<v Speaker 1>to meet all of the demand, its gains in market

0:14:49.520 --> 0:14:53.320
<v Speaker 1>share suggest that its outpacing competitors. Along with the seventy

0:14:53.720 --> 0:14:57.200
<v Speaker 1>revenue increase for Lysol products, Debt Hall sales are up

0:14:57.280 --> 0:15:00.600
<v Speaker 1>fifty around the world, and Wreckett has managed to keep

0:15:00.640 --> 0:15:04.480
<v Speaker 1>other cleaning supplies in circulation too. Because people are staying

0:15:04.520 --> 0:15:07.440
<v Speaker 1>home more, they're using more of the company's dish detergent.

0:15:07.960 --> 0:15:11.320
<v Speaker 1>They're lonelier, so they're getting pets and buying more Resolve,

0:15:11.800 --> 0:15:15.640
<v Speaker 1>its spray product for carpet messes. More cooking and pets

0:15:15.680 --> 0:15:18.720
<v Speaker 1>mean more smells in the house. Therefore, people need more

0:15:18.760 --> 0:15:22.880
<v Speaker 1>air fresheners. Sales of the company's directs condoms, however, have

0:15:23.040 --> 0:15:27.200
<v Speaker 1>yet to rebound to pre pandemic levels. Recket expects something

0:15:27.240 --> 0:15:29.640
<v Speaker 1>like the current level of demand to last through much

0:15:29.680 --> 0:15:35.080
<v Speaker 1>of it says increased capacity from new contract manufacturers will

0:15:35.120 --> 0:15:37.880
<v Speaker 1>allow it to sell as much Lisol as retailers want

0:15:37.920 --> 0:15:40.680
<v Speaker 1>by the spring, and to resume making products in the

0:15:40.760 --> 0:15:43.440
<v Speaker 1>sense and sizes it eliminated this year for the sake

0:15:43.440 --> 0:15:47.120
<v Speaker 1>of efficiency. People will want to get their favorite fragrance back,

0:15:47.400 --> 0:15:51.040
<v Speaker 1>says Harold Van den Breck, the president, of Reckett's hygiene business.

0:15:51.520 --> 0:15:53.240
<v Speaker 1>They will want to get the wipes that they were

0:15:53.360 --> 0:15:57.560
<v Speaker 1>used to. Narasiman says he's considering introducing a hand sanitizer

0:15:57.600 --> 0:16:01.560
<v Speaker 1>in the US market where Purel don and aids. Wrecket

0:16:01.600 --> 0:16:05.480
<v Speaker 1>is also investing in more US manufacturing facilities so it

0:16:05.520 --> 0:16:08.720
<v Speaker 1>can reduce its reliance on contractors later this year, and

0:16:09.080 --> 0:16:13.640
<v Speaker 1>it says be self sufficient by three The added capacity

0:16:13.760 --> 0:16:16.320
<v Speaker 1>is a bet that the pandemic has permanently changed how

0:16:16.360 --> 0:16:20.400
<v Speaker 1>people think about cleaning their houses and themselves. Even when

0:16:20.400 --> 0:16:23.080
<v Speaker 1>all this goes away, demand for our products will be

0:16:23.120 --> 0:16:27.360
<v Speaker 1>structurally higher than what they were pre COVID. Narasiman says.

0:16:28.080 --> 0:16:31.560
<v Speaker 1>While that bet seems pretty safe right now, it remains

0:16:31.600 --> 0:16:34.840
<v Speaker 1>tough for the company to gauge exactly where demand might settle.

0:16:35.320 --> 0:16:38.560
<v Speaker 1>About three months ago, the Lysol team began sending ten

0:16:38.720 --> 0:16:41.280
<v Speaker 1>times its usual shipments to a group of thirty to

0:16:41.360 --> 0:16:44.680
<v Speaker 1>fifty U S retail stores, depending on the day or week.

0:16:45.240 --> 0:16:48.840
<v Speaker 1>Some days, the company says, every last item sells within

0:16:48.920 --> 0:16:52.800
<v Speaker 1>two hours. It's not a perfect test. The Lysol team

0:16:52.840 --> 0:16:56.440
<v Speaker 1>has received reports that customers post online whenever they spot

0:16:56.480 --> 0:16:59.640
<v Speaker 1>cans or wipes in the test locations, bringing in more

0:16:59.680 --> 0:17:04.160
<v Speaker 1>shops for now and likely through the winter, many Americans

0:17:04.200 --> 0:17:07.560
<v Speaker 1>in search of Lysol and other household disinfectants won't be

0:17:07.600 --> 0:17:10.320
<v Speaker 1>able to buy as much as they want. During a

0:17:10.359 --> 0:17:13.560
<v Speaker 1>typical shift at the New Jersey factory from seven thirty

0:17:13.600 --> 0:17:16.760
<v Speaker 1>am to three thirty pm, a digital counter on a

0:17:16.760 --> 0:17:19.880
<v Speaker 1>wall keeps track of how many finished cases the assembly

0:17:19.920 --> 0:17:23.359
<v Speaker 1>line has produced on that day this fall, with about

0:17:23.359 --> 0:17:25.959
<v Speaker 1>an hour left in the shift, the count stood at

0:17:26.119 --> 0:17:29.400
<v Speaker 1>six thousand, four hundred and seventy five cases of lysol,

0:17:30.080 --> 0:17:33.960
<v Speaker 1>or almost eighty thousand cans. In the packing area, the

0:17:34.000 --> 0:17:38.280
<v Speaker 1>machines were still loud enough to require ear plugs. Cal Swedberg,

0:17:38.520 --> 0:17:42.640
<v Speaker 1>Wrecketts regional manufacturing director, looked up as hundreds of finished

0:17:42.680 --> 0:17:45.960
<v Speaker 1>canisters wound down rows of conveyor belts stacked twenty to

0:17:46.040 --> 0:17:49.879
<v Speaker 1>thirty feet high. Employees call it the Wall of Lysol.

0:17:50.480 --> 0:17:52.720
<v Speaker 1>As the cylinders rolled off the line to be wrapped

0:17:52.720 --> 0:17:56.720
<v Speaker 1>into cases and then into two thousand canned palettes. Swedberg

0:17:56.800 --> 0:18:00.880
<v Speaker 1>said that lasts a costco about three minutes, and that's

0:18:00.880 --> 0:18:02.920
<v Speaker 1>one of the feature stories this week in the magazine.

0:18:03.000 --> 0:18:05.520
<v Speaker 1>Check out more in the current issue of Bloomberg Business Week.

0:18:05.520 --> 0:18:08.480
<v Speaker 1>It's on newsstands online end at Bloomberg dot com and

0:18:08.520 --> 0:18:11.359
<v Speaker 1>of course, always on the Bloomberg terminal. I'm Carol Masser.

0:18:11.680 --> 0:18:15.560
<v Speaker 1>November through December four, join Bloomberg for a week dedicated

0:18:15.560 --> 0:18:18.920
<v Speaker 1>to the mainstreaming of sustainable finance. Five days of events

0:18:18.920 --> 0:18:22.480
<v Speaker 1>and insight. We're accelerating towards seventy five trillion dollars in

0:18:22.520 --> 0:18:25.960
<v Speaker 1>sustainable finance. Learn more at Bloomberg dot com slash s

0:18:26.040 --> 0:18:26.359
<v Speaker 1>f W