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Sara Lee retrenched seven of its business units in 2006 in order to focus its
resources on its more profitable industries. The company’s goal is to boost its sales
lines by at least 2 percent and increase its profit margin to 12% by 2010. By
Sara Lee looks to improve its net profits within the next few years.
Sara Lee divested seven of its units, including: direct sales, U.S. retail coffee,
European apparel, European snacks, and U.S. and European meats. The company
followed a strategy which allowed it to increase its corporate profits, since most of
its business units it retrenched were unprofitable. By 2006, five business units had
negative net profit margins and negative operating margins. Four of those units
had negative margins of more than 10%, with different units seeing steady or sharp
The only two profitable units were the direct selling unit and the European
snack lines. These two lines were seeing declining revenues and operating margins,
except in 2006, when both lines increased their margins. Divesting the snack
business was a correct decision, since it was only producing net profits of $3 million,
which would not help the business to increase its shareholders’ wealth. Plus, the
company received a $70 million after-tax gain, more than 22 times the current net
profit. Selling its direct sales business was not a good decision, since it was still
drawing a 27% profit margin and income of $54 million. The business compliments
its current household and body care line within Sara Lee International. The unit
exposed the company to other markets, while it could have allowed the company to
find potentials for its other products in those markets. Though the direct selling line
was still profitable for the company, Sara Lee received a net gain which was 4 times
the unit’s current profits. After divesting these seven units, Sara Lee gained $440
Sara Lee did not correlate with its other North American business, which were
concentrated in the food industry. The sector, however, did correlate with the
businesses included in Sara Lee International, which would have allowed the
are not innovative products, but provide a solid base of revenues for the company.
Though revenues, gross margins and operating margins have been flat,
Hanesbrands saw an increase of more than $100 million in net income after 2005.
Returns on assets have fallen 5% since 2004 and return on equity was cut in half
during the same period. Debt-to-equity ratios have been around .5 since 2004,
showing that Hanesbrands had been capable of keeping its debts low compared to
the amount of equity it had on hand. After the spin-off of Hanesbrands, the
Though the company was able to pay off $100 million in long-term debt, the
significant amounts of debt left over may hinder its ability to turn solid profits in the
future. Sara Lee should have retained this business, allowing it to expand in foreign
After Sara Lee’s retrenchment, the company was able to focus on its food &
beverage, foodservice and international businesses. Sara Lee’s key objectives for
excellence, while creating a strong brand through wide innovations and competitive
pricing.
The company successfully utilizes its retail meats, selling similar meats to its
foodservice customers. Its meats have seen increases in sales and operating
These innovations boosted sales more than $100 million, even when its core
products’ sales were flat. The company holds a 20% market share in a growing
industry of almost $10 billion. Sara Lee is the market leader in retail breads in
North America, while closely trailing Kraft within the meat sector. Fresh bread sales
jumped more than $600 million within 3 years, due to the leverage Sara Lee had
with grocery stores to increase shelf space for its products. Sara Lee provided
innovative breads for its customers, while dominating the breakfast bread market.
While holding a 14% market share in a $100 billion industry, Sara Lee is positioned
to increase its profits significantly in this segment. The company was unable to
produce significant sales in its frozen desserts or its coffeemakers, leaving the
segment to rely on baked breads. Sara Lee misread the market for dessert items,
The foodservice sector provides Sara Lee the ability to use its meats in
restaurants and fast-food dining centers. Sara Lee has generated strong market
shares within this sector, though its strong share in baked goods is in a segment
which is growing very slowly. Its beverage profits are strong, where the segment is
growing at 5%. Sara Lee is currently holding a modest position within the meats
segment, which is growing at 5% as well. The company can grab more market
share within this segment with its innovative packaged meats, which have helped to
customers, Sara Lee has met the needs of its customers and captured a larger
market share.
and body care brands. Most of the division’s sales are made in Western Europe,
where another portion is amassed in Asia and Australia. The division is working to
This investment should help to increase its sales within these markets.
SLI has a 9 percent market share of retail coffee, making it the second largest
in the world. Its sales are surpass $1.7 billion, while introducing the best selling
coffee product in Europe. Since the continent has strong demands for specialty
coffees, Sara Lee remodeled its best selling coffee pots to serve cappuccino and
espresso drinks. The bakery line for the company has not been as successful
throughout Europe. Consumers prefer fresh-baked bread; however, Sara Lee can
only provide packaged bread. Though packaged bread only makes up 12% of the
bread market, it is expected to increase to 25% by 2015. Sara Lee’s bread has
been successful in Spain, though, where it dominates the country with a 54 percent
market share. SLI is currently not in an attractive market, but if packaged breads
unrelated segments within its household and body care product lines. This segment
diverts away from Sara Lee’s core food items businesses. SLI holds the number one
brand of shoe polish, Kiwi, which amasses a global market share of 63%. Its shoe
polish accounts for almost 16% of the unit’s sales. Though SLI has the leading
shower brand, the market is slowly growing at 1%. This prevents the company from
taking advantage of potential revenues within the market. SLI holds a 28% market
share of insecticide brands, focusing its future growth in Asia. The company looks
market. Though SLI has the third largest brand of air fresheners in Europe, the
market has decline by more than 1%. The division has managed to amass market
innovative products and meeting customer demand. Its lineup of businesses allows
it to grow in several markets, though some segments of its businesses may not
as its household line in SLI. The rest of the company has focused on food items,
diverting its attention from its strong points. After the company restructured itself,
net income, revenue and assets declined significantly. The positive aspects
financially of the restructuring was that sales per employee increased by $60,000,
while inventory turned over 3 additional times. In order to grow its revenues and
profits, Sara Lee will need to focus on its key performing businesses.
company successful in both the retail and foodservice industry. The company can
utilize its strong growing meats in its food service business, saving costs within the
company while building strong relationships with other businesses. Sara Lee’s
market share while producing strong sales for the North American Retail Bread
segment. Its desserts are not fairing as well, with sales approximated to decrease
over the next several years. The desserts, however, hold a fair market share in the
customers.
Sara Lee International has captured strong market share within Western
Europe, utilizing the sales from its coffee pods. The Senseo coffee pods are the
second best selling coffee product in Europe, generating $25 billion in sales for SLI.
SLI has taken advantage of the growing hot and cold coffee drink industry,
innovating products that will allow it to grow market share within this segment.
Bimbo, SLI’s number one brand of bread in Spain, should be able to take advantage
of the some of the growing packaged bread sales, though private label brands are
preferred. Bimbo may not be able to continue its sales within the International
generates almost $300 million in sales. Sanex is a cash cow for this segment, with
able to continue generating its constant sales of $280 million. Though SLI has other
insecticide and household brands, it diverts quickly from the company’s core line of
businesses. Its other products generate large sales for the company, but stray
away from the company’s main focus. The insecticide brands do have the largest
market share, and are positioned to overtake the rapidly-growing Asian market. Its
air fresheners are in a declining market, which may prevent its 3volution from
Sara Lee has developed many of its brands within North America and
Lee International has seen high operating profit margins, currently at almost 13%.
This is a decrease from 15.7% in 2005, due to the 3% margin declines in its
beverage and household & body care units. Its bakery business saw declines of
only 1%, mainly due to the decline of the packaged bread market in Europe. SLI’s
coffee sold to restaurants and cafés make up 10% of the market, providing an
opportunity for the company to further expand and increase its $2.4 billion sales.
Sara Lee’s foodservice business has seen declining operating margins since
2005. Though sales have increased $100 million, margins are down 2% since 2005.
The sales of bakery items have declined to restaurants, while beverages make up
almost 30% of overall sales. The company should be taking advantage of its
Meat products sold in North American grocery outlets have increased by $100
million. This increase has propelled margins up 2%, with new innovations in
prepared meals and promotions helping to spur growth. Bakery revenues remain
stagnant, as revenues have not changed, but reduced costs have created a small
margin of 0.5%. Stale growth in Sara Lee’s bakery items has prevented growth
within the business, while single-service coffeemakers have hurt growth. Overall
operating profits for Sara Lee Food & Beverage are increasing before significant
allowed the company to prosper in the future. Most of its brands had significantly
negative profit and operating margins, while being unrelated to most of the
company’s other products. Sara Lee should have kept its direct sales business and
European snacks line, which have produced favorable operating margins over 14%
in 2006. The company’s direct sales line provided the company the opportunity to
expand its international household products to other regions and increase sales. Its
European snacks complemented its international beverage and bakery lines, though
it did not account for a significant amount of sales. Sara Lee did not divest its North
American and foodservice bakery lines, which have been unprofitable for the
company for several years. Though some innovations have been made, bakery
sales will continue to slide as Americans eat healthier foods. The company could
have sold its dessert lines, while keeping its bread lines, which have significant
market share.
Recommendations
Sara Lee has several positions that it can take that can strategically grow its
profitability. The company currently has limited margins on its bakery line,
especially from its dessert items. Since Sara Lee has significant market share with
its packaged bread in North America, the company should eliminate its dessert
sales and the sale of single-serving coffeemakers. Growth in this segment is very
slow, and is not growing within the foodservice industry either. By selling off its
dessert brands, Sara Lee can invest the profits of the sale into other innovations in
Sara Lee International should expand its household and body care brands
into the United States. Its air freshener brands hold significant market share in
Europe, which could be utilized in North America. The market for cleaning products
and air fresheners is strong in the United States. Sara Lee’s innovations would be
very successful in the growing market across the Atlantic. The company can also
sell more of its insecticides in developing nations, where few treatments are
available to prevent bacteria. Nations in Africa are still growing, and could utilize
Beverage products sold by Sara Lee International produce almost 50% of all
profits. These beverages could be sold to local retail business, similar to what is
done with Sara Lee Foodservice. The company has already begun selling beverages
in retail operations, and with the current contacts and knowledge of the foodservice
industry, profits could easily be managed. This strategy allows Sara Lee to develop
larger profits by selling its teas and coffees within local businesses throughout
Europe. If Sara Lee follows these strategies, the company will be able to amass