Case Study Of Clariant International Limited

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Executive Summary

Clariant International Limited is a Swiss chemical company formed in 1995. Through the acquisition of other chemical companies such as Hoechst and Sud-Chemie, Clariant has established itself as “one of the world’s leading specialty chemical companies.” Clariant is involved in multiple markets, including, but not limited to, consumer care, biotechnology and industrial applications. Clariant is split into 6 separate global divisions, which contain, in total, 19 different businesses.

The purpose of this case study is to answer the questions; what the cost to implement each of the strategic options facing Clariant Corporation? What revenue growth is necessary to break even and to maintain or improve profitability? And what non-financial criteria might be used to evaluate strategic options

Clariant faces issues with its marketing departments structure. The current model is hampering Clariant. We have found that a change in structure is required to deal with the issue. The theory used to deal with the issue is the national accounts system and customer relationship management.

Findings

In September 2000, Vincent Thompson, vice president of operations said that Clariant had failed to develop its full potential
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A national accounts system is a direct step towards achieving this goal as this structure allows for a more knowledgeable sales force in charge of high-potential customers; those assigned an account team with members from multiple business units. Since the sales force would have knowledge of a much larger number of products in the vast Clariant product portfolio, this would allow them to identify opportunities for cross-divisional sales much easier. Currently it is estimated that the sales force spends very little time doing this (appendix

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