Professional Documents
Culture Documents
Mission
At Church & Dwight our aim is to provide principles of management practice, leadership
and training by which our company can provide safe and effective products for their
household, commercial, institutional and industrial customers and consumers. We
will supply customers quality Arm & Hammer Sodium
Bicarbonate and related products, while performing in the
top quarter of American businesses. We are committed to advancing
human health, and environmental quality, social well-being and economic growth.
2. Objectives
3. Strategies
Concentric diversification - 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.
• Effective Leadership through: Energizing – High energy and passion; able to
energize group/team to achieve stretch objectives Entrepreneurial – Visionary and
courageous; bold, intelligent risk-taking. Enable – Improves the performance of
others through coaching/mentoring; removes barriers, provides the right resources
• Analytical and Strategic Thinking: Think analytically and thoughtfully about the
business, identify and solve problems, be “on top” of his/her area of responsibility
and competitive environment. Identify strategies that build advantage
• Acquire new businesses through acquisitions and mergers
4. Policies
• Sustainable development through creating a balance between the economic,
environmental and social aspects of business
• Commitment to the enhancement of human health and quality of life through the safe
and effective formulation, production and sale of products and ingredients that
provide desirable benefits for household, commercial, institutional customers and
consumers
• Commitment to provide for a healthy and safe workplace
• Commitment to conducting operations in an environmentally responsible manner
while striving to sustain the goals of the company
SUMPTOMS,FACTS OPINIONS AND ISSUES (YEH KERNA HAI)
FINANCIAL ANALYSIS
Opportunities
Threats
Opportunities
Pollution control concerns .12 4 .48 Growing concern about
pollution
Industrial and animal feed products .10 4 .40 Special Products Division
industry niche
Threats
Mature domestic markets .05 4 .60 Must battle for market share
Strengths
Weaknesses
• 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.
Exhibit 2
IFAS (Internal Factor Analysis Summary)
Strengths
World's largest producer of sodium .10 4 .40 Approximately 60% of the
bicarbonate products sodium bicarbonate capacity
in the U.S.
Experienced top management .05 4 .40 Been with C&D for a long time
Arm & Hammer name and logo .10 4 .40 Known in the U.S. as "the
yellow box"
Protected from hostile takeover .05 5 .25 Golden parachutes for upper
management
Weaknesses
Shift in upper management .05 3 .15 Need leadership and
structure direction!
A. Corporate Structure:
B. Corporate Culture:
C. Corporate Resources:
3. 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.
Exhibit 3
SFAS (Strategic Factor Analysis Summary)
Duration
Strategic Factor Analysis Summary Weight Rating Score S I L Comments
World's largest producer of sodium .08 4 .32 X Need to keep this niche
bicarbonate products
Arm & Hammer brand name .10 4 .40 X Keep its reputation up
Industrial & animal feed products .05 4 .20 X Expand to inc. sales
industry
A. Strategic Alternatives
B. Recommended Strategy
I recommend that they try to grow through horizontal
integration by offering new products into existing markets.
They need to establish policies on how to use the functional
areas of marketing and R&D, 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. They should also use it to promote new
developments from the Special Products Division.
VII. IMPLEMENTATION
Upper management needs to take the lead and state the policies
and objectives to the managers and personnel. They need to
state some objectives for the divisions to reach so that they
can evaluate them in an objective fashion. 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.