Shares of Colgate-Palmolive slipped 2.35% on Tuesday following its Investor Day 2026 presentation. Investors appeared cautious as management outlined strategic priorities that balance aggressive brand investments with long-term profitability goals, causing the stock to slide to an intra-day low of Rs 1,965 on the BSE.

Should you buy, sell or hold the stock?

In an analyst note reported by ET Now, Goldman Sachs maintained its Neutral rating on Colgate Palmolive with a target price of Rs 2,050, implying a modest upside from current levels. The brokerage highlighted that Colgate’s strategy is aggressively pivoting toward volume recovery, premiumization, and category expansion. ET Now reported that while heavy step-ups in brand spending and advertising intensity could weigh on operational margins over the short term, structural cost savings from the company’s ‘Funding the Growth’ initiative will help cushion profitability.
Motilal Oswal maintained its Buy rating on Colgate Palmolive with a target price of Rs 2,500, implying a 27% upside from current levels. The brokerage noted that the core investment thesis remains intact as Colgate continues to lead and drive category expansion in India. It highlighted strong traction in science-led innovations like Colgate Strong Teeth with Arginine and rapid scaling in premium offerings such as Visible White Purple. Motilal Oswal expects sales to reach Rs 66.5 billion in FY27E and Rs 71.2 billion in FY28E, supported by steady volume execution and segment leadership.

Nuvama maintained its Buy rating on Colgate Palmolive with a target price of Rs 2,350, implying a 22.5% upside from current levels. The brokerage highlighted the company’s persistent focus on driving oral care penetration and expanding market reach. It noted that 45% of rural Indians still do not brush daily and 76% of urban Indians do not brush twice a day. Nuvama added that management’s decision to allocate roughly 16% of revenues toward brand building underscores a strategy centred on long-term category expansion over short-term margin maximisation, backed by a distribution footprint across 7.1 million stores.

Colgate management commentary

Managing Director Prabha Narasimhan emphasised that Colgate is best placed to lead and expand the oral care category in India. “Our strategy is clear: drive growth ahead of profitability,” management stated, pointing out that premium toothpaste share has expanded 2.5 times compared to 2021 levels and direct retail coverage now reaches 1.7 million outlets.

(Disclaimer: Recommendations, suggestions, views, and opinions given by experts are their own. These do not represent the views of The Economic Times.)

Shares of Biocon rose 2% to Rs 420.25 on the BSE on Tuesday, after the company’s subsidiary in the United States received supplemental U.S. Food and Drug Administration (FDA) approval for Yesintek 45 mg/0.5 ml single-dose prefilled autoinjector and Yesintek 90 mg/ml single-dose prefilled autoinjector.

According to a regulatory filing by the company on the BSE, the Yesintek single-dose prefilled autoinjector offers patients with another important treatment option. This new delivery format supports more tailored treatment approaches across different care settings and patient needs.

“This supplemental approval enhances Biocon’s comprehensive portfolio of immunology products in the United States and reaffirms the company’s commitment to improving access to affordable medicines for patients around the world,” the company said, as per the regulatory filing.

Yesintek is indicated for the treatment of moderate to severe plaque psoriasis and active psoriatic arthritis in adult and pediatric patients who are six years of age and older, and moderate to severely active Crohn’s disease and ulcerative colitis in adults, thereby treating a range of debilitating autoimmune conditions that affect tens of thousands of Americans.

Biocon Q1 Results

The company reported a net profit of Rs 141 crore in the June quarter of FY27. It reported a 10% year-on-year increase in consolidated operating revenue to Rs 4,336 crore, driven by strong growth in the Biopharma business. Biopharma revenue grew 17% YoY, driven by momentum from recent biosimilar and generic product launches across key markets.

Consolidated EBITDA stood at Rs 902 crore, with a margin of 21%, supported by improved profitability in the Biopharma business, which helped offset continued challenges in the Services business.

Biocon Share Price

Shares of Biocon have gained nearly 3% in the last three months. However, the shares have slipped over 7% over the last six months.

The shares of the drugmaker have declined over 9% in 2026 so far. In the longer term, Biocon shares have fallen over 4% over one year, but have delivered 19% returns over three years and 39% returns over five years.

Shares of Welspun Living surged 7.77% to Rs 181.17 in Tuesday’s trading session, extending their winning streak to a third consecutive day. The stock has gained nearly 14% over the past three sessions, driven by strong investor sentiment following the company’s robust Q1FY27 performance, announced on August 13.

The home-textile major reported a strong start to FY27, with revenue growth, a sharp jump in profitability and improving operating margins strengthening the outlook for the business.

Following the strong quarterly performance, brokerages Motilal Oswal Financial Services and JM Financial retained their ‘Buy’ ratings on the stock, citing improving business fundamentals and further earnings growth potential.

Welspun Living’s consolidated profit for the June quarter jumped 85% year-on-year (YoY) to Rs 161 crore, compared with Rs 87 crore in the same quarter last year. Revenue from operations increased 24% YoY to Rs 2,795 crore, compared with Rs 2,261 crore in the year-ago period.

JM Financial maintains ‘Buy’ rating

JM Financial remains positive on Welspun Living and has maintained its ‘Buy’ rating following the company’s stronger-than-expected Q1FY27 performance.
The brokerage highlighted that consolidated EBITDA of Rs 320 crore was well ahead of its estimate of Rs 280 crore. The outperformance was supported by better operating leverage and an improved product mix. EBITDA margin expanded by 151 basis points YoY to 11.5%, pointing to an improvement in the company’s operating efficiency.Motilal Oswal sees further upside

Motilal Oswal Financial Services has also reiterated its ‘Buy’ rating on Welspun Living, with a target price of Rs 215, indicating further upside from the stock’s current levels. The brokerage expects Welspun Living to sustain double-digit revenue growth as home-textile volumes recover. It also expects EBITDA margins to move towards 13%, aided by a better business mix and a recovery in flooring margins.

Motilal Oswal expects the core home-textile business to clock around 15% CAGR between FY26 and FY28. Bath is expected to lead growth with a high-teens expansion, followed by Bed and Rugs & Carpets. The emerging business is projected to grow at around 17%.

Stock performance

Welspun Living shares have delivered a strong performance over the past year, gaining around 45%. The stock currently has a market capitalisation of approximately Rs 15,886 crore. In Tuesday’s session, the stock touched a fresh 52-week high of Rs 182, reflecting the strong momentum following the Q1 results.

Technical indicators remain positive

On the technical front, the stock’s 14-day Relative Strength Index (RSI) stood at 57.4. An RSI below 30 is generally considered to indicate an oversold zone, while a reading above 70 is considered overbought. The broader trend also remains bullish, with Welspun Living trading above all eight tracked simple moving averages (SMAs).

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of Economic Times)

The first, MV Glen Sannox, was finally delivered in November 2024, while MV Glen Rosa is due for completion by the end of this year.

The shipyard recently completed sub-contracting work for BAE Systems for new Type 26 frigates and currently has no confirmed future orders.

In March, before the Holyrood election, the Scottish government announced plans to directly award the shipyard contracts for four future vessels.

It said the vessels – two small CalMac ferries, a fisheries research ship and a marine protection vessel – would provide a “bridge to the future” for the yard.

The then Economy Secretary Kate Forbes said the government had “done a lot of the upfront work in terms of scoping out, securing some of the legal advice about what is possible”.

But she added that engagement with the Competition and Markets Authority would be required.

Stripping out bonuses, wage growth stood at 3.5 per cent the ONS said

Wage growth surpassed expectations as pay settlements in the public sector significantly outpaced those in the private sector, according to newly released figures. Official data has revealed that wage growth, inclusive of bonuses, hit 4.1 per cent between April and June, against a market forecast of four per cent.

This nonetheless fell short of the 4.3 per cent recorded in the previous month. Stripping out bonuses, pay growth stood at 3.5 per cent, which also marginally exceeded the projections of City economists and investors.

The stronger-than-anticipated pay growth was, however, predominantly driven by the public sector. Average earnings growth reached 5.5 per cent in the public sector, compared with just 2.9 per cent in the private sector, as reported by City AM.

“The labour market picture is little changed overall, with some softening still evident,” said Liz McKeown, director of economic statistics at the ONS.

“Private sector pay growth has continued to ease, while public sector pay growth remains elevated due to the timing of the latest NHS pay awards.”

The ONS further estimated that the unemployment rate held steady at 4.9 per cent, exceeding economists’ projections.

This coincided with the number of payrolled employees rising by 3,000 between April and May, though remaining approximately 85,000 below figures recorded a year earlier.

Meanwhile, the number of vacancies fell by 6,000 to 707,000, representing its lowest point in over five years. “The latest decrease was driven mainly by smaller businesses, which cite labour and operating costs as reasons for not hiring new staff or replacing leavers,” McKeown added.

Fresh data could signal troubled times ahead for the UK economy, with the Bank of England and City economists warning that the labour market may deteriorate later this year.

The Bank has forecast the unemployment rate to reach 5.2 per cent, while more pessimistic projections place the peak closer to 5.5 per cent. Subdued wage growth and increasing unemployment could alleviate concerns that the Bank is poised to raise interest rates in response to the energy price shock stemming from ongoing trade disruption across the Middle East.

The Conservative opposition is stepping up its pressure on the Labour government over job losses.

Under a new pledge described as a “benefit of Brexit“, the party has announced it would scrap EU regulations governing young people’s capacity to work.

Rules requiring 16 and 17-year-olds to take a rest period of 48 consecutive hours in any given week would be abolished, while young people would also be permitted to work later into the night at weekends during term time and at any hour outside of term time.

Party officials stated they were drawing upon findings from the Alan Milburn review on Neets, young people not in employment, education or training. The paper by Milburn found that work for young people helped “build on confidence, learn the habits of work and show employers what they could do”, though opportunities to do so had since ended.

Numatic International operates across several buildings within the Millfield industrial estate in Chard

The company behind Britain’s famous Henry vacuum cleaner is planning to install nearly 1,000 solar panels on its factory roof, following the approval of its planning application.

Numatic International operates across several buildings within the Millfield industrial estate at the eastern edge of Chard providing employment for approximately 1,200 local residents.

The firm submitted an application in early July to mount 943 photovoltaic panels on ‘Building 34’, which sits between Millfield and the Tapstone Retail Park (home to the town’s Greggs outlet).

Somerset Council has now granted approval for the panels, meaning they could be fitted and up and running before Christmas.

Building 34 is primarily accessed via Millfield, with its own car park situated a short distance south of a planned 70-bed care home (which received planning permission in May 2024).

The panels are expected to generate around 457kW at peak capacity, spread across a total area of 3,700 sq m.

A spokesperson for SunGift Solar (acting on behalf of Numatic) said: “The proposed solar panel equipment has, as far as practicable, been sited to minimise its effect on the external appearance of the building and the amenity of the area.

“The equipment will be removed as soon as reasonably practicable when no longer needed. The effect of glint and glare are considered to be minimal and localised.”

Numatic obtained approval in March 2025 to construct its own solar farm at the eastern edge of the Millfield industrial estate – adjacent to land safeguarded for part of the long-anticipated Chard eastern relief road (ERR).

This site was initially designated for a research and development facility, but priorities shifted following Numatic’s acquisition and redevelopment of the former Oscar Mayer site within the existing industrial estate.

The Building 34 proposals were granted approval by the council’s planning officers using their delegated powers, rather than through a public decision by its planning committee south (which handles significant applications within the former South Somerset area).

Planning officer Mike Farthing said: “Photovoltaic equipment is increasingly commonplace and other non-domestic buildings across the county have had similar equipment installed for many years.

“The equipment would be seen in the context of the existing building on which they would be installed, as well as the wider established complex.

“The orientation has been considered and overall, it is considered that the photovoltaic equipment, so far as practicable, would be sited so as to minimise its effect on the external appearance of the building.

“It does not sit close to any neighbouring properties which may adversely be impacted by glare from the proposed panels.”

A startup proves that an idea can work. A scale-up must prove that the whole company can keep working when demand, headcount and complexity rise at once. That shift catches many founders off guard.

Growth remains exciting, but it also exposes every weak process the business managed to ignore while it was smaller. The challenge is not simply to sell more. It is to build an organisation that can deliver more without losing control.

Leaders also need space to think clearly rather than react to every alert. Whether browsing just casino, walking or taking a quiet coffee break, the principle is the same: constant urgency rarely produces the best strategic decisions. Scale requires pace, but it also requires judgment.

Hiring before the gap becomes a crisis

Growing firms compete for people who can bring experience without burying the business in unnecessary process. Hiring too late leaves exhausted teams covering roles they were never meant to hold. Hiring too early burns cash and creates positions without enough work. The best approach starts with the capability the company needs, the result that role should own and the point at which demand justifies the cost.

Retention matters just as much. Rapid growth changes jobs quickly, so employees need clear expectations, fair progression and managers who can offer useful feedback. UK government research into scale-ups and access to talent highlights the practical challenge of recruiting and retaining key skills while larger employers compete for the same people.

Turning founder knowledge into systems

In a startup, the founder may hold product history, customer context and commercial priorities in their head. That feels efficient until ten teams need the same answer. Scale-ups must document how important decisions get made, who owns them and which information everyone can trust.

The goal is not a handbook for every breath. Start with high-risk or repeated work: customer onboarding, pricing approvals, quality checks, security, hiring and financial reporting. Good systems remove avoidable confusion while leaving teams room to solve new problems.

Protecting cash while revenue grows

Fast sales growth can hide weak cash flow. A company may sign larger contracts yet wait months for payment, while payroll, tax, suppliers and infrastructure costs arrive on schedule. Leaders need reliable forecasts that model best, expected and difficult cases. They also need to understand unit economics rather than celebrate revenue that costs too much to deliver.

Funding creates its own choices. Equity, debt and reinvested profit affect control and risk differently. The right option depends on the business model, timing and founders’ goals, not on which funding announcement looks most impressive online.

Keeping customers close

Early customers often receive direct attention from founders and product experts. As the company grows, layers appear between feedback and action. Support teams collect issues, sales teams make promises and product teams balance competing requests. Without a clear system, useful signals get lost.

Scale-ups should track why customers buy, stay, expand or leave. Numbers show the pattern; conversations explain it. Growth becomes dangerous when acquisition masks falling satisfaction among existing customers.

Building leadership that can let go

Founders do not need to disappear, but they must stop being the route for every decision. Strong leaders set direction, define boundaries and give capable people genuine authority. That can feel slower at first because delegation requires explanation and trust. Soon, however, the company gains more decision-making capacity than any founder could provide alone.

The move from startup to scale-up is less about becoming corporate and more about becoming dependable. Keep the curiosity and speed that made the business work. Add the people, cash discipline and operating structure that let it work repeatedly. That is the unglamorous machinery behind sustainable growth – and it beats chaos with a better logo.