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I. CASE ABSTRACT For 150 years, Church & Dwight Company, Inc. has been building market share on a brand name that is rarely associated with the company. This brand name has become so pervasive that it can now be found on a variety of consumer products in 95% of all U.S. households. As the world's largest producer and marketer of sodium bicarbonate-based products, Church & Dwight had, until recently, achieved consistent growth in sales and earnings. By capitalizing on its easily recognizable brand name logo, ARM & HAMMER, Church & Dwight moved into such products as: (1) laundry detergents - with approximately a 4% market share in 1998 and approximately 5% in 1996; (2) carpet deodorizers - with approximately a 28% market share in 1998 and 35% in 1996; (3) air deodorizers - with approximately a 13% market share in 1998 and 1996; (4) toothpaste with approximately a 7% market share in 1998 and 1996; (5) deodorant/anti-perspirants - with less than 2.0% market share in 1998 and approximately 2.5% in 1996. The company's family branding strategy has allowed the company to promote multiple products using only one brand name. Baking soda has become synonymous with environmental safety in the consumers' minds. "As a result, environmentallyconscious consumers instinctively turn to the yellow box." This has led to the introduction of new products. Church & Dwight proves to be an interesting company to analyze and discuss since most consumers are unfamiliar with the company but very familiar with its brand name. ARM & HAMMER brand products have become so pervasive in the consumer product markets they can be found in 95% of all U.S. households. Sodium bicarbonate has applications far beyond its original use as a leavening agent in baking. It can now be found in such diverse uses as deodorizers, cleansers, toothpaste, animal feed, blast media, chemical neutralizers, kidney dialysis, and other medical purposes. Although Church & Dwight controls over 75% of the sodium bicarbonate production and 85% of the baking soda market in the U.S., it has been either unable or unwilling to successfully expand internationally. Church & Dwight has historically capitalized on consumer recognition of the ARM & HAMMER logo, thus avoiding the need for costly advertising. This strategy has allowed the Company to price its products slightly below those of similar brands. However, as the company entered new markets with products such as ARM & HAMMER Dental Care and Deodorant/Anti-Perspirant, more aggressive advertising strategies were pursued.
____________ Copyright © 1999 by Thomas L. Wheelen and J. David Hunger. Reprinted by our permission only for the 7th Editions of (1) Strategic Management and Business Policy and (2) Cases in Strategic Management.
Minton.906. is a direct descendent of the founders and succeeded his father as Chairman in 1981. and Agricultural Product markets have fluctuated due to acquisitions.. Davies. External Growth Environmentally Clean Products Marketing Strategy Corporate Governance Family-Controlled Company Poison Pill Sociocultural Forces Differentiation Strategy Organizational Structure Parenting Strategy Executive Succession Organizational Life Cycle Brand Management International Strategy Mission and Policies Growth Strategies Competitive Advantage Concentric Diversification vs. Both individuals had held senior management positions at Church & Dwight during the rapid growth years of the 1980s. Sales of chemicals to the Specialty.000 $24. their efforts faltered. Dwight C. who has just stepped aside (1995) as Chairman and C. Zri Erief.Case 5 Arm & Hammer (1998): Poised for Growth? Descendants of the family's co-founders own more than 50% of the outstanding shares of common stock.O. Line Extensions Vertical Integration Competitive Strategy Industry Analysis Environmental Scanning Strategy Formulation Distinctive Competence Stages of Corporate Development 5-2 . As management positions the company to enter the 21st century. Vice President and Chief Financial Officer) had rejoined the company to get growth efforts back on track. many strategic questions must be answered. joint ventures.E. Industrial. CASE ISSUES AND SUBJECTS Consumer Products Industry Portfolio Analysis Pollution Control Products Acquisitions and Divestitures Internal vs. Several executives with extensive product marketing backgrounds joined the company in the early 1990s.000 II. and subsequent divestitures..E. Successful application in circuit board cleaning and paint removal are being developed while several new and potentially exciting applications in pollution and water quality control and medicine are being tested.O.506. Decision Date: 1998 1997 Sales: 1997 Net Income: $574. C. Although they were expected to assist the company in its push into the consumer products field. The future growth and contributions of the Chemical Division to Church & Dwight's overall performance remains clouded. Previous Church & Dwight executives (Robert A.
6. 10. 4.5 on pages 20-21) Strategy Evaluation & Strategy Formulation Implementation Control Review MBO & Mission 5B Performance Corporate Governance Strategic Alternatives 6 Strategic Posture Strategic Factors 5A External Factors 3 1A 1B 2 Internal Factors 4 7 8 O O X O O O O = Emphasized in Case X X O X X = Covered in Case IV. To discuss whether environmentally-friendly products are a temporary fad or the future. 5. 7.Case 5 Arm & Hammer (1998): Poised for Growth? III. To illustrate changes in a top management team and the Board of Directors. To evaluate the benefits and problems associated with acquiring and assimilating established consumer brand names into the Church & Dwight family of products. 11. To discuss the marketing strategy of family branding* (e. carpet deodorizers. To illustrate the management of a "cash cow" . To examine the benefits as well as the problems in pursuing a line extension strategy.. ARM & HAMMER soda. To illustrate the potential impact of a rapidly changing environment on a closely-held company. To illustrate the usefulness of building on company strengths. 5-3 . toothpaste. • First non-family member CEO. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS (see Figure 1. laundry detergent.ARM & HAMMER baking soda. To explore the complexities of entering international markets. CASE OBJECTIVES 1. and deodorants and anti-perspirants) in terms of the problems and benefits of using line extensions. 3. 8. To illustrate the need for performing a strategic analysis of a company.g. 2. air deodorizers. To illustrate a corporate takeover situation where a company has protected itself from unwelcome takeover candidates. 9.
We ask each student at the beginning of the class to write down his/her Total Weighted Score for the case under discussion and pass it in. 3. 3. 4.individually or as a team . This greatly helps the students in future presentations. well-written comprehensive case. We suggest placing this case toward the beginning or middle of the course. *Can use the results to call on students. Have the class members prepare .ADMINISTRATIVE COMMENTS.(a) EFAS. DISCUSSION QUESTIONS 1. ***We ask the students if they would buy stock in this company then the Total Weighted Score seems to have real meaning. • Students have expressed frustration that the case is short in page length. What are the strengths and weaknesses of Church & Dwight? 5-4 . The students enjoy learning about a relatively unknown company making such a well-known product. This is an excellent comprehensive case for individual case analysis or an exam. SUGGESTION FOR DAILY CLASS PARTICIPATION We have found it is difficult to get quality daily participation from our students. VI. **It allows for a discussion of the Total Weighted Score as his/her overall evaluation of how the management of the company is managing the company’s internal and external environments.Case 5 Arm & Hammer (1998): Poised for Growth? V.for the assigned case. *We have 1 or 2 individual students or a team bring their EFAS. whose scores seem to be out of line with the case. IFAS. and SFAS or just their SFAS on a transparency. The case author provides additional suggestions in Section VII CASE AUTHOR'S TEACHING NOTE -. SUGGESTED CLASSROOM APPROACHES TO THE CASE 1. *We also discuss how the WEIGHTS and RATING were developed and assigned. We suggest the following: 1. 2. 2. We compare the students’ work with the team or individual students making the presentation to the class. 5. Financial and portfolio analyses can be done. IFAS and SFAS or (b) just a SFAS. We have found in the 75-minute class that SFAS alone as a transparency works more effectively. This is an excellent case for a team presentation. After doing the case assignment(s) they admit it is a tight.
and its prospects for the future. What strategy would you recommend to cash in on its environmental friendly products? • Should this be an aggressive or conservative strategy? 10. VII. encompasses a wide variety of issues including competitive strategy. ADMINISTRATIVE COMMENTS 1. 5. 2. See Section VII . market assessment of both consumer and industrial products. This case. Does the stated mission for Church & Dwight correctly represent the entire company? 9. The primary focus of the study of Church & Dwight should be on analyzing the company's current situation. what are they? Does Arm & Hammer have any distinctive competency? If 'yes'. despite its moderate length. 3. 3. Cook* A. CASE AND TEACHING OBJECTIVES . 5-5 .These are listed in Section IV C. CASE SUMMARY .CASE AUTHOR'S TEACHING NOTE -.This is presented in Section I .CASE ABSTRACT B. and effective defenses against unwanted takeovers. 6. what is it? Do you feel Church & Dwight's strategy of family branding is an effective or ineffective marketing strategy for the company? Why? 7. past and present strategies. 4. CASE AUTHOR’S TEACHING NOTE By Roy A. What are the opportunities and threats facing Church & Dwight? What are the strategic factors facing Church & Dwight? Does Arm & Hammer have any core competencies? If 'yes'. Since the case is straight forward and fairly complete without being complex.QUESTIONS FOR DISCUSSION AND ANSWERS TO DISCUSSION QUESTIONS.Case 5 Arm & Hammer (1998): Poised for Growth? 2. Is there synergy between Church & Dwight's two divisions (chemical and consumer products)? Should there be? 8. The case provides sufficient information for financial analysis and discussion. it can be used early in a policy/strategy course or as an exam for the same course. The case author provides 6 excellent discussion questions and answers. including its performance. financial analysis. The case raises some strategic concerns such as marketing and international strategies as well as concerns for future growth and profitability in an increasingly competitive marketplace.
and marketed it to the point where it controls a dominant market position. • Fifty percent of the outstanding shares of common stock are owned by descendants of the company's co-founders. It has subsequently capitalized on consumer recognition and loyalty to the ARM & HAMMER brand by introducing multiple consumer products under this logo. The company has successfully taken a commodity chemical. branded it. What are the major strengths and weaknesses of Church & Dwight? The company's strengths and weaknesses can be summarized as follows: Strengths • Over 150 years of experience as a sodium bicarbonate producer and marketer. What factors have led to Church & Dwight’s long history of slow and stable growth? Church and Dwight can attribute much of its success to the fact that it has concentrated on the production and sales of sodium bicarbonate. • Company controls 85% of the baking soda market. • Company controls approximately 75% of the sodium bicarbonate production in the U. 2. and is also the only producer of ammonium bicarbonate and potassium carbonate. As the dominant producer and marketer of sodium bicarbonate products.thus creating a barrier to entry. • Controlling the production of raw materials. D. Church & Dwight has faced limited competition in its primary markets and has successfully entered the markets with other consumer products using a low price strategy with limited advertising expenditures. • Anti-takeover defenses including a board of directors with staggered terms of office and voting rights that are weighted in favor of long-term shareholders. households) which allows the company to promote multiple products using a single brand name.Case 5 Arm & Hammer (1998): Poised for Growth? *Reprinted by permission of the case author. 5-6 . DISCUSSION QUESTIONS AND ANSWERS 1. • Extensive consumer brand name recognition and loyalty (in 95% of U.S.S. Strong family control has shielded management from the problems of defending the company from hostile takeover attempts. and the primary marketing functions allows the company to price its products below those of competitors . the manufacturing and processing facilities.
Case 5 Arm & Hammer (1998): Poised for Growth? 5-7 .
acquisitions. • New or increased domestic production of the company's basic raw materials by other potential producers. • Expanded uses of company's basic raw materials for pollution control and potable water applications as stricter environmental legislation is enacted. Threats • Competitors with greater marketing and financial strength entering the company's traditional markets. 5-8 . • Lack of financial strength to launch aggressive marketing campaigns for new products. • Expand use of sodium bicarbonate-based products to meet demands for environmental safety. • Diversification of product line to include related consumer products using the ARM & HAMMER brand as well as other brand names. What are the opportunities and threats facing Church & Dwight? The company's opportunities and threats can be summarized as follows: Opportunities •Potential expansion into international markets. • Inability to determine the strategic fit of Specialty Products Division into overall company operations. 3. • Primary focus on the ARM & HAMMER brand name has left the company with a void in product promotion experience that may be needed in the highly competitive consumer products field or international expansion. • Potential medicinal (pharmaceutical) applications of sodium bicarbonate formulations. similar to The Dial Corp.Case 5 Arm & Hammer (1998): Poised for Growth? Weaknesses • Company's lack of financial strength (although borrowing is possible) and international marketing and management expertise are hampering expansion outside of North America. • Top management turnover. • Potential use as a paint stripping compound and an industrial cleaner based on the low abrasion qualities and environmental safety of sodium bicarbonate. • Operations in many mature markets with limited growth potential.
• Promote products carrying the ARM & HAMMER logo as being environmentally safe. mouthwashes. • Generate new chemical product applications requiring minimal promotional support while offering opportunities for rapid sales growth. • Expand the limited advertising program for current niche market products to retain and gain market share. tap the opportunities available although the environmental safety of its chemical products. water purification. • Explore joint ventures in medical applications since the company lacks experience in medical trial testing and reporting procedures for certification. • Explore the opportunity of forming joint ventures with foreign companies to gain access to the necessary experience and capital to succeed in international markets. 4. and industrial paint stripping. • 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. lotions. e. • Potential substitutes for current products. Recent launches of products such as chewing gum with baking soda are testing this strategy. • Retaliatory reactions as the company enters into new consumer product markets. 5-9 .g.. • Continue to lower costs of production and distribution to counter competitive threats from new entries in the lowcost end of product offerings such as detergents. circuit board cleaning. • Since the company's consumer products are competing in mature markets with limited growth potential. soaps. What potential strategies could Church & Dwight pursue? Potential strategies Church & Dwight could pursue: • Continue to follow the family branding line extension strategy in order to introduce new products (especially sodium bicarbonate-based products) such as skin care. pollution control. and antacids in order to gain increased market exposure and economies of scale.Case 5 Arm & Hammer (1998): Poised for Growth? • Potential consumer confusion through overuse of the family branding line extension strategy which could eventually weaken the ARM & HAMMER brand name.
and second. What is your assessment of the financial condition of Church & Dwight? The financial health of Church & Dwight can be characterized as being a mixed picture. the strategic decision makers in the company must expend a considerable amount of time and energy on this division. third. Due to the competitors’ market dominance. 6. It is interesting to note moves at Church & Dwight to mitigate these potential difficulties: first. Church & Dwight does not have the luxury of setting prices but must follow the lead established by its major competitors. 5. and renewed energy for growth.Case 5 Arm & Hammer (1998): Poised for Growth? • Acquire small. new top management members as well as board members with consumer products backgrounds are being brought in to lead the company forward. the company has begun a limited move into the European market. who control large market shares. •Vulnerability: Church & Dwight approaches the turn of the century with a strong consumer franchise in the consumer products field in North American markets. especially in soaps and detergents. Church & Dwight has not developed a solidified strategy to exploit the full potential of the Specialty Products Division. new consumer brand names not tied to the ARM & HAMMER logo are being added to the company’s product offerings through acquisitions. Being dependent on the pricing strategy of others could adversely impact profitability. Colgate-Palmolive. trusted management that was in place during the company's rapid growth years had been brought back to add stability. New entrants from low-cost producers such as USA Detergents and Huish Detergents are also resulting in intensified pricing competition at the low end of the pricing scale. However. Although the Consumer Products Division appears to have focused management and strategies. New products could offer some pricing relief and flexibility. and Unilever. It is highlighted by the strong upward trend in net profit margins and return on equity. If the Specialty Products Division is to gain equal footing with the Consumer Products Division. What is your assessment of the outlook for Church & Dwight? Assessment of Church & Dwight's future outlook: •Pricing and profitability: Church & Dwight competes against several large multinational competitors such as Proctor & Gamble. However. focus. and fourth. •Specialty Products Division: At this time. when 5-10 . international consumer products company to gain access to international markets and marketing expertise. the Chemical Division has not yet exhibited an identifiable focus and/or strategies. its dependence on domestic markets and a singular brand focus may leave the company vulnerable to foreign and other competitors with more financial resources.
• Mixed financial performance (1997-1994).98 0. Strategies: Concentric diversification .23 0. FINANCIAL ANALYSIS Fiscal Year Ending Current Ratio Quick Ratio Inventory Turnover Net Sales/Total Assets Total Liabilities/Total Assets Times Interest Earned Long-Term Debt/Equity Net Profit Margin Return on Equity Return on Assets 12/31/9 7 12/31/9 6 12/31/9 5 12/31/9 4 1.80 11.01 0. • International market expansion.68 8. the picture becomes cloudy.04 0. (2) carpet deodorizers. . while performing in the top quarter of American businesses. Mission for the 1990s: "We will supply customers quality Arm & Hammer Sodium Bicarbonate and related products.42 0.64 0. Both the current and quick ratios have drifted downward. Overall.8 1.46 95. has also drifted downward. a brief review of the financial ratios listed indicates that there continues to be room for improvement.14 0.66 0.67 0.70 9.37 0. STUDENT STRATEGIC AUDIT / STUDENT PAPER I. B.04 0.92 1. E. In addition.07 0.49 43. and (3) deodorant.07 1.05 0." 5-11 .The stated strategy for the 80's and 90's is "selling related products in different markets all linked by common carbonate and bicarbonate technology.48 11.23 0.93 0.07 1.75 1.02 0.18 0.04 0. Performance: • Company controls 85% of baking soda market.24 0.03 1." 2.05 0.38 1.48 13. 3.Stop declining market shares.13 0.. CURRENT SITUATION A.05 0. the inventory turnover ratio.02 VIII.04 0.Case 5 Arm & Hammer (1998): Poised for Growth? attention is turned to other key ratios.71 0. • To increase market shares: (1) laundry products.88 10. Strategic Posture: 1. Objectives: • To improve financial performance. after showing some improvement.
Policies: Church & Dwight doesn't seem to have any stated policies or any implied policies that provide guidance for the organization.see EXHIBIT 1) A. Rival firms are starting to see the potential in sodium bicarbonate products as well. President & CEO .45 to 62 III. Corporate Structure: 1.see EXHIBIT 2) . Societal Environment: The sociocultural environment is changing. II. There are more two-earner families.head of Arm & Hammer Division • One female . leaning toward environmental issues and health-conscious issues which are ideologically consistent with the products Church & Dwight makes.Case 5 Arm & Hammer (1998): Poised for Growth? 4. The political-legal environment is also consistent with the mission of Church & Dwight. Davies. B. 5-12 (IFAS . IV. Task Environment: High degree of rivalry is evident in the toothpaste industry.the prime customers of Church & Dwight. Board of Directors: Dwight C. B. CEO Historically. The corporation is a divisional structure composed of the Arm & Hammer Division and the Specialty Products Division. Chairman of the Board Robert A. as well as more environmentally conscious consumers. III. Vice President & Chief Financial Officer Robert A. The economic environment has changed. Church & Dwight has traveled a slow course focused by its top management. In addition a golden parachute was created by the board and peculiar voting rights of common stock which reflect the board's oversight of the company. Minton. and interest rates have declined. Clean Water Act. The Superfund Act.1976-1997 • Age of executives . more health conscious consumers. INTERNAL ENVIRONMENT A. The company's outstanding stock is owned by descendants of the company's co-founders. No other information could be found. The technological environment revolves around the development of new products for industry and animal feed products. Inflation is in check and the growth of the economy is moderate. CORPORATE GOVERNANCE A. EXTERNAL ENVIRONMENT (EFAS . Top Management: Zri Efief. III. making economic conditions conducive for growth. The sociocultural environment is most important. and the Clean Air Act help provide markets for cleaning products. Davies. It represents the opinions of the general public .Joyce Snednicki • Time with the company . Church & Dwight is losing market share against brands in all products except Mentadent.
Case 5 Arm & Hammer (1998): Poised for Growth? The organizational authority implied in the case is more centralized than not. though. 5. There are no quantifiable goals stated for each division. The policies and objectives of the two divisions are not consistent with the strategy. give direction. There is one exception in the current mission statement. Corporate Resources: 1. The ROI is down. Management needs to lead. The culture needs to be modified to meet the objective of being in the top quarter of U. 2. The corporation is committed to upper management by adoption of the board resolutions in 1986. I don't think that they have a clear direction that they want to go with finance. and about one-half of Church & Dwight assets are owned Property. and that is reflected in their financial statements.S." Another inference that can be drawn is that Davies may be starting a tighter culture. 5-13 .S. Human Resource Management: There isn't much information about the human resource department. C. Finance: They have been investing and divesting back and forth in related markets and businesses. This would help to facilitate their stated strategy. Operations: The firm has U. 2. which is appropriate for the strategy of going into new markets with different product lines. R&D: This area may be their niche if they can make their functional areas work together to promote some of the products that they are developing and ultimately to place their environmentally friendly products in the hands of their customers. toothpaste-manufacturing facilities in Greenville. and inspire their people to accomplish what needs to be done. The culture isn't defined very well. 3. their payable turnover is enormous. there's not an abundance of uniform beliefs or expectations that can be derived from the case. Marketing: They are starting to stress marketing by using a segmentation approach and engaging in market research. which is reflected in the 1994 balance sheet. "to be in the top quarter of American businesses. Plant and Equipment. South Carolina. businesses. They need to utilize marketing more effectively to get better recognition and to increase sales. B. 4. see Minton's comment that "Davies’ presence with us today is seen in an improved marketing focus and tighter cost structure. Corporate Culture: 1. etc. It is divided into two divisions." 2. It is based on products and projects and finding out what the customer wants.
Recommended Strategy I recommend that they try to grow through horizontal integration by offering new products into existing markets. They should also use it to promote new developments from the Special Products Division. ANALYSIS OF STRATEGIC FACTORS (SFAS . 2. V. They have to battle for market share in highly competitive markets. so objectives would allow upper management the ability to evaluate the effectiveness of new products sent to the market. and objectives throughout their two divisions. B. VIII. They are set to do this. 3. Continue Present Efforts: By continuing the present efforts they will probably remain on a course that results in financial hardship. Strategic Alternatives 1. The firm should evaluate it. to make sure that each division's upper management is getting a clear picture from its functional areas. They need to establish policies on how to use the functional areas of marketing and R&D.see EXHIBIT 3) VI. and concentrate on a specific area of the industry. The information system wasn't mentioned. as well as their overall size. there isn't much said about MIS in the case. They need to state some objectives for the divisions to reach so that they can evaluate them in an objective fashion. however. VII.Case 5 Arm & Hammer (1998): Poised for Growth? 6. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY A. and they could do this very well if they had consistent strategies. Management Information Systems: Again. policies. Retrench: They could cut some product costs and personnel. EVALUATION AND CONTROL The divisional structure should allow for easy evaluation of the corporation as a whole. They don't seem to have any objectives or policies that relate to their suggested strategy. like R&D. but I assume that it is adequate enough for facilitating the control of the plan. If they would implement this growth through 5-14 . IMPLEMENTATION Upper management needs to take the lead and state the policies and objectives to the managers and personnel. as well as some objectives for the two divisions to shoot for. The Arm & Hammer Division should use the market research to keep the name Arm & Hammer respected. Growth Through Horizontal Integration: They could expand the firm's range of products offered into the current markets.
reach sales growth like they had in the 80's. 5-15 .Case 5 Arm & Hammer (1998): Poised for Growth? horizontal integration. the vagueness and ambiguous objectives and policies that they have currently should clear up and they could. quite possibly.
33 5-16 .45 .15 .11 4 4 3 .40 Comments Growing concern about pollution Ozone-friendly cleaning products The product's reputation is secure and advantageous to C&D Health-conscious society likes it Special Products Division niche Exhibit 1 .85 Sociocultural environment is different Substitute products are being introduced. not market-driven More competition in domestic markets Toothpaste market is becoming more competitive Mature domestic markets TOTAL SCORES .30 .30 . IFAS AND SFAS EXHIBITS EFAS (External Factor Analysis Summary) External Strategic Factors Opportunities Pollution control concerns Replacing chlorofluorocarbon brand cleaning system Baking soda has become synonymous with environmental safety Appears to be room for growth in dental care Industrial and animal feed products industry International expansion Threats Overseas markets are still productdriven. Losing market share to competition.08 .09 .60 3.10 .Case 5 Arm & Hammer (1998): Poised for Growth? IX.32 .40 .10 . Must battle for market share Weight .48 .05 3 3 3 4 .27 .10 .12 .10 Rating 4 3 4 Scale . EFAS.
05 .05 .45 .40 . IFAS.20 Need leadership and direction! Corporate culture is vague 5-17 .20 .Case 5 Arm & Hammer (1998): Poised for Growth? IX.30 .10 1.00 4 3 4 5 3 2 3 2 2 . EFAS AND SFAS EXHIBITS IFAS (Internal Factor Analysis Summary) Internal Strategic Factors Strengths World's largest producer of sodium bicarbonate products Experienced top management Specialty Products Division Arm & Hammer name and logo Protected from hostile takeover Marketing Financial – poor performance Weaknesses Shift in upper management structure Market share down No focus from within TOTAL SCORES Weight .25 .15 .S.10 .S.40 Comments Approximately 60% of the sodium bicarbonate capacity in the U.20 . Been with C&D for a long time Expanding public and corporate int.10 .10 Rating 4 Score .40 .40 . Known in the U.05 .10 .15 . as "the yellow box" Golden parachutes for upper management Marketing needs to advertise actively Exhibit 2 .
1994-97 weak Keep its reputation up Need to utilize this Need quantifiable obj.45 .20 X X X X X X X S Duration I L X Comments Need to keep this niche Need to make viable prod.09 .10 .Case 5 Arm & Hammer (1998): Poised for Growth? IX.40 .03 5-18 .05 .12 . Make products to suit public's needs X X X X X X Expand to inc.15 .30 .36 .15 . SFAS. sales Declining market share Future growth Exhibit 3 ..20 .32 .10 .27 .05 Rating 4 3 2 4 3 2 4 Score . EFAS AND IFAS EXHIBITS SFAS (Strategic Factor Analysis Summary) Strategic Factor Analysis Summary World's largest producer of sodium bicarbonate products Specialty Products Division Financial – poor performance Arm & Hammer brand name Marketing No focus from within Baking soda has become synonymous with environmental safety Industrial & animal feed products industry Competition/market share International expansion TOTAL SCORES Weight .11 4 3 3 .08 .33 3.20 .
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