First Defense Nasal Screen on Shark Tank "Peel and Stick" Nasal Screens - Season 2 Episode 202 - Update First Defense Nasal Screen Gets Biggest Offer Ever on the Shark Tank The First Defense Nasal Screen is a clever and cheaper way to protect yourself against a host of allergens, germs, pollen and pollution to name just a few. Joe Moore the inventor of this clever devise explains "you basically just peel and stick the almost invisible sticker directly on your nose hole for instant results". Think of it almost like an air cleaner for your respiratory system that blocks out breathing allergies in the fist placeI thought so and so did the Sharks. In fact this is such a cool idea that it got a $5 million dollar offer for the entire company which set a record for the highest dollar amount ever offered on the Shark Tank Show. First Defense Nasal Screen Shark Tank Recap: Joe Moore first walked into the Shark Tank looking for a $500,000.00 investment in exchange for 10% of his Nasal Business.

Moore has a patented almost invisible sticker you stick in the entrance of your nose preventing pollens and allergens from entering. At first the idea of walking around with a breathable sticker on your nose kind of had the Sharks thinking "how did this guy even get on the show'? Little did they know it was about to get the largest offer ever made on the Shark Tank Show. Joe reveals he's already sold over 1.7 million units with plenty more customers where they came from. The United Arab Emirates alone gave him an $8 million dollar contract over the next six years. It appears First Defense also works very good at keeping sand from blowing in your nose which is a major health concern in the desert. Moore first needs the capital to fulfill these large orders and that's why he came to the Shark Tank. Largest Offer Ever Made on the Shark Tank Kevin O'Leary is the first to start the negotiations by offering $500k for a 20% stake in the business but also wants a 15% royalty until he recoups his entire investment.

Mark Cuban is also interested and wants in on Kevin's deal. Daymond John offers $800,000.00 for First Defense with a 30% stake plus a 10% royalty off the top. This has Kevin upping the ante to a million dollars for the entire company. Daymond ups his offer also to $1 million for only a 30% stake in the company. Robert Herjevic smells a huge opportunity when an offer for $2 million is rejected so he doubles his offer to $4 million for the entire First Defense Nasal Business. This now becomes the largest offer ever made on the Shark Tank Show. Moore originally came into the Shark Tank putting an initial valuation for First Defense at $5 million and just got offered $4 million cash and a chance to get the biggest payday from any contestant on the show. With all this money flying around, why not ask for another million while all the Sharks seem in such a generous mood? Robert checks his checkbook and decides he cant afford the $5 million dollar price tag and goes out. Kevin and Mark wisely decide to bring Daymond into their new offer which is now $750k for a 30% stake and a 10% perpetual royalty.

Joe decides 3 Sharks are better then one, especially if one of them own the Dallas Mavericks. He squeezes a pair of season tickets out of Mark Cuban to close the deal. First Defense Nasal Screen Update: Joe Moore and his three new Business Partners wasted little time getting the website updated and providing the necessary capital to fulfill the orders that are still pouring in for this ingenious way to keep allergens from entering your body in the first place.sharp air purifier review indonesia Here's A video that was filmed shortly after the Shark Tank showing all the benefits using the First Defense Nasal Screen.air duct cleaning in winnipeg Order A Sample of First Defense Nasal Screens Onlinepewangi air purifier

Shark Tank After The ShowSeason 1Season 2 - Season 3Season 4 - Season 5Season 6 - Season 7Mark CubanBarbara CorcoranDaymond JohnKevin O'LearyLori GreinerRobert HerjevicJeff FoxworthyJohn Paul DeJorniaSteve TischNick WoodmanAshton KutcherTroy CarterChris Sacca List of All Shark Tank ProductsHOMEThe Clorox Company (NYSE: CLX) is a manufacturer of cleaning products, bleaches, water filters and food products. It's flagship product, Clorox, has become synonymous with bleach, and its other brands such as Pile-Sol and Kingsford are also widely known; according to the company 93 of its brands are the No 1. in market share in their respective markets. Clorox is working on expanding its presence to both Canada and Latin America. Despite its attempts to become a more global company, Clorox is still heavily dependent on the slower growing North American market for the vast majority of its sales. Clorox's operating margins are vulnerable to increases in commodities prices. Plastic resin costs account for an average of 6% of Clorox's cost of goods.

[2] Continued consolidation among consumer packaged goods companies has made it difficult for Clorox to pass on price increases to consumers. The company said it is spending more to promote products through in-store promotions and advertising to drive sales as the world economy recovers. Clorox is best known for its production of its namesake bleach but also manufactures laundry additives, cleaning items, water-filtration systems and food products. Clorox's products are sold in over 100 countries under two operating segments: North America and International. Most of Clorox's products are advertised and sold in the United States to wholesalers, retail stores, and grocery stores.[6] The company also sells janitorial, healthcare, and food-service versions of its products through distributors. Outside the United States, Clorox sells products through licensees and third-party distributors.[6] Walmart Stores Inc. accounts for about 26% of Clorox's net sales, primarily within the North America segment.

In May 2007, Clorox announced its 'Centennial Strategy' to guide it through its 100-year-old anniversary in 2013. The strategy aims to accelerate sales by growing existing brands through innovation and expanding into surrounding product categories. The company also aims to enter new sales channels and grow its business in developing markets. As part of the Centennial Strategy, Clorox acquired Burt Bee's Inc. in November 2007, a manufacturer of natural personal care products. With foreign sales accounting for only 20% of total revenue in 2009, Clorox is highly dependent on the domestic US household and personal product market.[3] This limited international exposure is a source of concern for the company in the long run, since spending on Household and Personal Products (HPP) is growing slowly in North America. One particular market segment Clorox started to target are Hispanic customer a huge growing segment of the consumer packaged goods market.[8] According to a Clorox study, more than 70% of Hispanic grill owners own a charcoal grill, that almost 70% of the Hispanic population grills year-round, and that the most important concern for Hispanics is for charcoal to last longer for social gatherings.

[9] In turn, the company has introduced Kingsford charcoal briquets (with technology that lights faster and burns longer). A new advertising campaign targeted Hispanic markets kicked off in March 2008 titled "Let the Barbecue Go On!" Sensitivity to commodities prices Rising oil, plastic resin, and other input prices has dragged growth in fiscal 2009. Clorox uses plastic resins in a variety of products, especially in its trash bags, accounting for 6% of the company's total cost of goods.[2] In response, Clorox has raised prices, exited the low-margin private-label trash bag manufacturing business, adjusted volume expectations, and focused on promoting higher-margin products. Clorox also depends on a number of agricultural commodities. For example, prices of soybean oil for salad dressing and corn starch for charcoal briquettes and prices of energy sources and raw materials such as chlor-alkali (an important input in bleach) contribute to Clorox's vulnerable manufacturing expenses.

Any increase in the prices of these materials will clearly hurt Clorox's margins. In the past decade, Clorox has faced stiff competition from private label brands or "store brands" of large retailers such as Wal-Mart, Target, and supermarket chains. Private label products often sell at lower price points and earn higher margins because the retailers can control the cost of their production. For example, Wal-Mart offers 5,500 products through its "Great Value" brand, which has increasingly sold as consumers feel the recession squeeze on their disposable income.[10] From 2003 to 2008, sales of Target's private label products rose an average of 15% annually. Large retailers are close to the consumers, have the point of sale data on consumer behavior and are in better position to understand consumer behavior. These strengths contribute to better private label product development, which directly compete with Clorox products. Retailers also promote their own brands as they earn higher margins on them.

Retail consolidation has a high impact on product pricing. In 2009, Clorox’s top five largest customers accounted for 43% of its revenue[1], with Wal-Mart Stores (WMT) alone accounting for 27% of the company's sales.[11] As supermarkets consolidate, a smaller number of firms account for larger percents of Clorox’s total sales, making each of them more important to Clorox’s bottom line. This gives retailers the power to negotiate for lower prices. In addition, changes in the strategies of the company's largest customers such as shelf space simplification or a reduction in the number of brands they carry may harm Clorox's sales. A decrease in the relative value of the dollar would hurt Clorox's bottom line. Although a falling dollar drives exports which adds to the international segment's revenues, the cost of foreign inputs (commodities that go into Clorox products) sold in foreign currencies would increase with the falling dollar. 19.6% of Clorox's sales are from outside the United States,[3] so a depreciating dollar would drive growth in roughly one-fifth of the company's business.

On the other hand, a depreciating dollar also feeds into higher input prices, which has been the larger problem for Clorox's management team.[12] Between July and December 2008, the dollar regained nearly all its losses again foreign currencies, and has been fluctuating since then.[13] Although Clorox uses some financial instruments to hedge against foreign currency volatility risks, it is not fully protected and favorable impacts to profit margins from exchange rates are likely unsustainable. Clorox is a relatively small firm compared to its giant competitors Colgate-Palmolive Company (CL), Procter & Gamble Company (PG), and Kimberly-Clark (KMB), with revenues $13 billion and higher. Competition in the Household and Personal Products is exceptionally stiff. Yet Clorox maintains its domination of the bleach category with 65% U.S market share under its highly recognized Clorox Brand. The household and personal product market is growing much faster in emerging markets outside of North America.

Most of Clorox's competitors have penetrated the global market, gaining a valuable head start in capturing global market shares. With little presence markets beyond the United States, Clorox is the least exposed of the big industry players to high-growth emerging markets. Clorox competes with many small private brands. Clorox's closes private-brand competitors have a close #2 position in trash bags and other categories. But because private labels don't put as strong an emphasis on innovation and new product creation, they are far less burdened by the costs of new product development (and when a new product does make it big, these private companies can ride along on Clorox's coattails to produce knockoffs that cleverly sidestep the patents). Private companies also get an added advantage in the event of a commodities costs decrease: while large firms like Clorox must stick to hedge-like long term purchasing contracts, private labels can usually purchase at the current market price, reaping the benefits of a temporary downswing in raw materials costs.