Case Example - Church and Dwight.Doc

Bath & Body Works (BBW) enjoyed a successful decade after its inception in 1990. However, over time their limited offering of products was sending their customer base to other retail chains - either trading up to better brands or trading down to cheaper prices. As demand for their product seemed to dwindle, they needed a way to increase their customer base. An increase in

Their strategy was about customer service rather than profit or revenue. The growth was built on creating new products for the existing target market.

The chief concern is the major change and transformation that needs to take place, a new model that has the potential for new ground, trailblazing ahead. Currently, due to economic, social, and cultural shifts, Seagram recognizes a need for a shift as well in order to meet new demands, attitudes, and perferences. In attempting to increase profits, retain reputability, and influence, Seagram

CASE 35 – CHURCH & DWIGHT: TIME TO RETHINK THE PORTFOLIO? I. INTRODUCTION A. EXECUTIVE SUMMARY 1. Summary statement of the problem: Church & Dwight, more commonly known by its brand name “Arm & Hammer,” has held a commanding lead in the sodium bicarbonate product market for over 160 years with virtually 99 percent of all consumer products in households within the United States. However, in order to promote growth and diversity while maintaining a steady profitability rate of 3-5 percent per year, the company has expanded uses of sodium bicarbonate products so that it

1. Summary statement of the problem: Church & Dwight, more commonly known by its brand name “Arm & Hammer,” has held a commanding lead in the sodium bicarbonate product market for over 160 years with virtually 99 percent of all consumer products in households within the United States. However, in order to promote growth and diversity while maintaining a steady profitability rate of three - five percent per year, the company has expanded uses of sodium bicarbonate products so that it is no

The first chapter of the book positions the principles that Jim Collins and his exploration team used in picking out the corporations that assisted as the foundation of the Meta-examination that brought about the discoveries agreed in this book. The greatest key feature in the assortment procedure was a moment of development and unrelenting accomplishment that overtook the manufacturing usual by far. Centered on the listed principles, the corporations that were nominated for addition were Fannie Mae, Walgreens, Circuit City, Abbott, Kimberly-Clark Nucor, Kroger, Philip Morris, Gillette, Wells Fargo and Pitney Bowes

In general, management considers shareholders simply as investors, and that the shareholders are only concerned about the share price or dividend payout. They know that it is virtually impossible for general shareholders to get 50% + 1 to change the board. That is not to say the company does

Although not the most exciting product in Stewart Corporation’s portfolio, Reliance Baking Soda (RBS) was a “tried and true” item that the company created in 1915. At the time, the “miracle compound” was used strictly for baked goods. However, as time passed, the company realized its many other uses such as a cleaning/laundry aide, and its ability to disinfect and deodorize. “In 2006, over 85% of U.S. family households with income of $25k+ used the product” (Quelch & Beckham, 2009). In the case study, Reliance Baking Soda: Optimizing Promotional Spending, John Quelch and Sarah Beckham state that “RBS was a clear market leader in the baking soda category, capturing 70% share.” Due to Reliance holding the majority of the market, competitors hesitated to jump in to challenge the product. The few competitors that dared to compete against them were private label brands. As the table

Church & Dwight relied on acquisitions and management changes to improve its international footprint and reach. Case 35-7

  Church & Dwight Co., Inc., founded in 1846, is the world's leading producer of sodium bicarbonate, popularly known as baking soda, a natural product which cleans, deodorizes leavens and buffers. The Company's Arm & Hammer brand is one of the nation's most trusted trademarks for numerous consumer and specialty products. The company has multiple plants in United States and Brazil from where they export their product. Their subsidiary in Brazil also manufactures various inorganic chemicals, such as sodium sulfide, sodium sulfite, sodium metabisulfite, barium carbonate, barium sulfate and barium chloride. Church & Dwight consumer products can be broken into four categories: deodorizing and

Alex Sander is a young and promising product manager in the Toiletries Division of Landon Care Products Inc. Over the past year, he has successfully rebranded two of Landon’s skin care products in the United States. Alex has created a winning enviornment at the Toiletries Division by applying very high standards to everyone, and often pushing his staff to the limits. A recent 360 degree review has revealed that Alex’s strong drive to succeed has come at a cost, as his staff are highly disenchanted by his iron-fisted ways. (Alex has since discounted the importance of the these findings.)

Adelphia’s initial board was made up of nine board members and five of the nine were the family of John Rigas, owner and founder of Adelphia. This meant that the Rigases had 100% ownership of class B super voting shares, which gave the family majority voting rights. This is how the family maintained control of the board even after the company went public. Investors did not quickly pick up on this, as this was the era of the “tech” bubble and most were just looking to “get in” on it.

RPD was successful by targeting the 2% of American families who hold 80% of the country’s assets. This strategy that served the company well through the early 1990s was not faring so well by the mid-1990s. A new layer of wealth was created which in turn created new target audience for RPD and for their competitors.

n April 1985, the management of Coca-Cola Co. announced its decision to change the flavor of the cotnpany 's flagship brand. The events that followed from this decision, as well as the faetors which led up to it, have been reviewed, discussed, and extensively analyzed in the popular press, the trade press, and in marketing textbooks. Two books and at least two marketing cases have been written on the events surrounding the flavor change decision. Also, a well-known, but somewhat older Harvard Business School marketing case deals with some of the key events which led up to the decision. Despite the extent of this

Harrison Brothers’ had a unique business strategy that one could say included multiple approaches. Overall, the main objective was to increase the company’s revenue by lowering costs and investing wisely in more profitable solutions. With this in mind, changes made to positively impact every aspect of the company; changes to the employees, the inventory, and the investments, were all made to cut costs in an efficient manner while also maintaining the company’s positive reputation. The