More than 95% of U.S. Homes use Arm and Hammer Products

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

Although the company has been in business for over a hundred years it has encountered several challenges. One weakness is its image. As described earlier this image is not conducive to one to be associated with the kindler, softer side of humanity. Another threat or weakness is the continued outsourcing of manufacturing of parts and accessories into overseas markets and companies. Although, there is no set percentage

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

The Phases of Industry When you take a moment to ponder, how many companies can you think of have survived for over a century? Very few have managed to stay in business for ten, twenty, or even fifty years. Most importantly, how many have made a significant difference. The Clorox Company has earned customers respect and trust since 1913. Clorox is best-known for its namesake bleach, but there is a significant chance you’ve to have a lot more than just one Clorox product in your house.

Blue Bell’s continuous growth relies on two key policies: increasing all production, and maintaining all product quality. In the 1940’s, ice cream at the time was not

2. Operations – Church & Dwight’s growth strategy relied on finding new uses for sodium bicarbonate. Prior to the acquisitioning spree, this was where all the company’s profits came from. The company soon

Simmons is a 130-year-old mattress manufacturer that was hit hard by the economic downturn caused by the attacks on the World Trade Center towers on September 11th. The economic downturn had caused three of the furniture company’s best customers, Montgomery Ward, Heilig Meyers, and HomeLife, to go out of business. This group represented roughly 17% of the revenue for Simmons. To make matters worse, the foam Simmons used for its bed cushioning began to give off a malodorous smell when it was used in Simmons products.

Not long after IBC acquired Hostess, in 2004, they had to file for bankruptcy as the product lines did not match the changing demands of those individuals who became health conscious (Bethel University, 2015). However, this was not the only problem the company faced. IBC had a slew of problems such as the labor

During the Depression sales slowed down. Some new products helped boost company sales during this time. In 1931 N.B.C. took over the Bennett Biscuit Company and concentrated on its most popular product line, Milk Bone Dog Biscuits, originally marketed as a dog’s desert. In 1934 N.B.C. met with the great success when it launched Ritz Crackers as a new prestige item. In 1941 the letters N.B.C. in the official trademark were exchanged for the word Nabisco. The change was part to reduce confusion with the recently established National Broadcasting Company.

The Post-Merger Triumph: The fact that the joined companies existed so distinct from one another was the key initiative for BRL Hardy’s post-merger achievement. BRL acquired a bulk and volume method and Hardy’s was a well-known and traditional award-winning brand with brand perception as well as marketing capability. Therefore, BRL had the funds and resources and Hardy had the expertise to implement the viewpoints. Millar’s supervision emphasis on global brand by stressing to decentralize accountabilities though preserving the liability of dominant board. Millar acknowledged that 80% of successes approximately originate from 20% of the determination paid. The whole company strategy was additionally a vast cause for the success that post-merger

• Direct resources to testing and developing new brands to lessen dependence on the ARM & HAMMER brand due to the possibility of loss of its present customer appeal.

In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.

Peter Browning’s job is to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Market share of plastic bottles was growing fast and White Cap is losing customers due to that, so a change is necessary. However, few managers or employees at White Cap acknowledged the need for change and were resistant to change. Employees have been accustomed to a culture of little change, and consisted of years of rituals, ceremonies and traditions set by the White family. They are extremely loyal due to their expectation of job security and generous benefits. Browning was asked by Continental to

The products that had given the company success, were forgotten. For that reason, the new strategy was based to revive those ‘core products’ and bring with them back the values that their founders set at the beginning (Breen 2013). (See Appendix 2)

For international business strategy, Hill and Jones (2004) suggested that there is four basic components of strategy development need to be addressed by a firm in order to succeed in foreign markets. These components are: ¡¥distinctive competence¡¦, ¡¥scope of operations¡¦, ¡¥resource deployment¡¦, and ¡¥synergy¡¦. By applying the theory, it is revealed that Whirlpool¡¦s distinctive competence is its brand name ¡V Whirlpool, the world¡¦s largest white-goods manufacturer. For the scope of operations, Whirlpool is specialised in broad middle market niche of white-goods products. In terms of resource deployment, Whirlpool allocates the resources equally to its three product lines. As far as synergy concern, due to the poor business performance of Bauknecht and Ignis, Whirlpool is not benefited in whole.