Case Example - Church and Dwight.Doc Essay

5406 Words 22 Pages
Church & Dwight: Time to Rethink the Portfolio

A case report prepared for

MG 495 Business Policy

(Fall II 2012)

(Andrew Smith)

(11 November 2012)

Church & Dwight: Time to Rethink the Portfolio


A. Executive Summary

1. Summary statement of the problem: Church & Dwight was founded over 160 years ago. A decade ago Church & Dwight was pulling in less than $1 Billion in annual sales while remaining a largely household domestic products company with only one iconic brand. Over the past decade Church & Dwight has made many successful changes in their company to create rapid growth fueled by a string of acquisitions and creating a diversified portfolio.
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Through multiple acquisitions, Church & Dwight has undergone a substantial transformation in the past decade. The company was facing a major challenge while entering the 21st century due to the small size when compared to its competitors in basic product lines of household and personal care. Through three major acquisitions Church & Dwight doubled the size of its total company and created a well balanced portfolio of household and personal products and also created a much larger international business. Acquisitions continued to take place and they continued to show large profits for Church & Dwight. Now, “in the face of the consumer products behemoths such as Clorox, Colgate-Palmolive, and Proctor & Gamble, Church & Dwight has been able to carve out a respectable position with several leading brands. Regardless, the firm was not a major market force and needed to evaluate its portfolio of 80 different consumer brands”. (Church, p.6)

A. Analysis of the Situation
1. Management – “The historically slow but steady course Church & Dwight has traveled over the decades reflected stability in the chief executive office and a steady focus on long-term goals.” (Church, p.2) Church & Dwight was originally founded by Austin Church. Control then went to Dwight C. Minton, a direct descendant of Austin Church, he actively directed the company as CEO from 1969 to 1995. “He passed on the duties of CEO to the first non-family member in the

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