Clorox Portfolio Analysis

The current ratio directly relates the company’s current assets against its current liabilities. A good current ratio will be over 1. For example if the current ratio were 2.0 this would mean that the company’s current assets are twice as large as its current liabilities. For Tesla Motors the current ratio drops significantly over the years. It starts at 2.76 in 2010, then drops to 1.95 in 2011, and finally reaches 0.97 in 2012. As you can see the current ratio in 2012 is below one. The current ratio of 0.97 means that as of December 2012, Tesla Motors has more current liabilities than current assets.

Colgate-Palmolive Company built some remarkable strengths while striving to fore fill the opportunities. By matching internal strengths and external opportunities company will yield an industry leverage. Using Corporate reputation for quality, technological leadership and long tradition in the industry, Colgate will be able to differentiate its products. The latest development of Optic White High Impact toothpaste with a 4 day express teeth whitening technology will become company’s niche. Although, company plans to extend the product line, it will also need to protect itself from arising competitors and substitute products, thus increasing bargaining power of suppliers and customers alike. “Dependence on large-format retailers like Wal-Mart (WMT), Target (TGT), and Costco (COST), which have a great deal of bargaining strength,” (Morgan, P., 2015) can work against Colgate. Infrastructural challenges, currency fluctuation, counterfeit product, and local substitute brands can potentially have a significant impact on Colgate’s global

Executive Summary In the face of consumer changes and current economic conditions, Clorox must make several key decisions regarding resource allocation and strategic focus across its product divisions. Specifically, there has been a strong focus since 2006 on product sustainability and green initiatives. As such, Clorox needs to determine if this is the right strategy to pursue for the long-term and if it needs to be green organization-wide, not just toward

This ratio indicates a company’s liquidity. It depicts how many dollars of current assets exist for every dollar in current liabilities. The ratio is the higher, the better. Home Depot and Lowe’s has increasing current ratio while Home Depot has a slightly higher one.

The Current Ratio is used to identify whether or not a company can pay its current obligations.

Every financial decision made by J.B. Hunt relates directly to how value is added to the customer and how it will increase the ability to provide higher returns to stockholders. These are the primary goals of the company and what J.B. Hunt looks to accomplish when developing their operating strategy. Their strategy is primarily based on “utilizing an integrated, multimodal approach to provide capacity-oriented solutions centered on delivering customer value and industry-leading service” (10-k, 3). J.B. Hunt has also included a regular analysis of their resources over their fiscal period in order to determine where additional capital should be invested. Since there is a greater concern regarding energy-efficiency and being environmentally friendly, J.B. Hunt has taken steps to add a more environmentally friendly aspect to their strategy as well. They are currently researching ways to minimize carbon emissions and improve fuel efficiency without substantially increasing their costs by becoming an Environmental Protection Agency (EPA)

Colgate-Palmolive Co (CP) was an international leader in household and personal care product, with the sales of $6.06 billion and profit of $2.76 billion in 1991. CP set up a five-year plan in 1991, pointing out that company needed to focus on new product launching and entry into new geographic markets by improving the manufacturing, distribution and the continuance of the core consumer products. Started from 1984, CP’s CEO awaked the company from “sleepy and inefficient” to profitable. Both gross margin and annual volume growth increased from 1985. Although everything seemed good, CP was facing the worldwide strong competitions from other companies. In order to have some protections, 170 CP’s

With limited green experiences and expertise, Clorox successfully developed Green Works, a line of environmentally friendly housecleaning products. According to Chairman Knauss, Clorox’s partnership with Sierra Club not only helped the development of Green Works but also helped The Clorox Company on their sustainability efforts. With Clorox’s substantial product development capabilities and the endorsement from the Sierra Club, Clorox effectively earned the credibility from the consumers as well as market shares. However, the US cleaner giant encountered some tough problems and dilemmas in the journey of green branding.

Executive Summary In the face of consumer changes and current economic conditions, Clorox must make several key decisions regarding resource allocation and strategic focus across its product divisions. Specifically, there has been a strong focus since 2006 on product sustainability and green initiatives. As such, Clorox needs to determine if this is the right strategy to pursue for the long-term and if it needs to be green organization-wide, not just toward

With the knowledge of the FMCG, it is crucial that Colgate is able to ‘continuously working to innovate and improve products, services and processes’ in keeping up with consumer needs and trends and show the world that Colgate is the best. The company’s infrastructures for their future projects are based heavily on people and innovations (Colgate,

PepsiCo is one of the world’s leading food and beverage companies with products being sold in over two hundred countries and territories around the world. PepsiCo began in 1965 when Pepsi-Cola merged with Frito-Lay and now distributes twenty-two brands of products that include Pepsi, Lays, Tropicana and Quaker. This paper will provide information about PepsiCo’s dedication to environmental, human and talent sustainability while increasing revenue by reducing essential production costs such as water use and packaging materials.

The launch of the Green Works brand allowed Clorox to stay in their core product line of cleaning supplies while targeting the sustainability sector of the market. The company has experienced success with awareness and repeat customers in the trial runs of this product line but Clorox has not penetrated enough of the market to increase market share. This product category fits Clorox’s Centennial Strategy of existing brands to adjacent categories.

The Clorox Company does business within the industry of Nondurable Goods; especially relevant to the product of Disinfecting Wipes, the company is associated with the sub-industry of Household Products. Two significant forces should be considered when examining the industry and individual companies within this industry: innovation and competition.

The company is committed to making a healthy environment and workplace by reducing environmental impacts and using renewable energy. Already 7 % of the companies’ energy is being generated by clean/renewable sources. J & J has their own on sight renewable energy capacity that they have increased to 54 megawatts. They have also improved the sustainability in their products as well as the packaging. Johnson and Johnson companies worldwide continue to set goals for themselves to improve their sustainability efforts. For example, they had recently set a goal to reduce CO2 emission by 20% they managed to reduce it by 9.8%. Another goal they had recently set was to reduce the amount of water by 10% they managed to reduce it by 7.2%.

The strategic factor that the company satisfies is the strength of having a wide range of products. They must be able to continue to maintain many products varieties and build on them efficiently. Using R & D to overcome the problem of pasteurization as well as satisfying growing global demand is not an easy task and hence requires time and efficiency to meet the needs globally. Last but not least is overcoming the threat of competitors in the long run.