Church & Dwight’s corporate strategy consisted mainly of growth and retrenchment strategies. Some instances of stability strategies can also be seen as part of their corporate strategy. Horizontal growth strategies (external) include acquisitions, international expansion and strategic alliances or partnerships with other firms. They reshaped company through acquisitions and had an annual organic growth rate of 3–4%. Church & Dwight pushed aggressively into consumer products outside of sodium bicarbonate-related products and into the international arena even in the early 2000s, and numerous changes were made in key personnel. They undergone a substantial transformation in the past decade largely as a result of three major acquisitions and partnership/strategic
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Spinbrush was purchased from Procter & Gamble in October of 2005. Explosive growth through acquisitions transformed this once small company focused on a few consumer and specialty products into a much larger competitor, not only across a broader range of products, but also across geographic territory. International consumer product sales were an insignificant portion of total revenue at the turn of the century initially, but these accounted for 16% of sales later. In the face of consumer products behemoths such as Clorox, Colgate-Palmolive, and Procter & Gamble, Church & Dwight had been able to carve out a respectable position with several leading brands by their growth strategy. This important move cleared the way to increase marketing efforts behind Trojan, a brand which controlled 71% of the market. The company’s increasing marketing strength caught the attention of potential partners as is evidenced by its partnership with Quidel Corporation, a provider of point-of-care diagnostic tests, to meet women’s health and wellness needs. The partnership combined Church & Dwight’s strength in the marketing, distribution and sales of consumer products with …show more content…
Their long term goal includes the ultimate goal of achieving increased revenue while maintaining cost of operation as low as possible. Their retrenchment strategies were just a beginning to remain competitive in a volatile retail market. They need to invest more into their best performing products while satisfying competitive pressures. In addition they need to reposition their Arm & Hammer’s baking soda as drain deodorant, refrigerator deodorant, etc. more effectively. They need to solve the challenge of a small market for some of their products, as those produces are not a common household name. They need to rationalize the expanded consumer products portfolio of 80 brands into the existing corporate structure while continuing to scout for new avenues of growth. Arm & Hammer Baking Soda became a fundamental item on the pantry shelf as people found many uses for sodium bicarbonate other than baking, such as cleaning, deodorizing, and tooth brushing. Even though their baking soda product`s packaging says “more than 100 uses”, they need to market it more effectively. They need to advertise and utilize marketing functional strategy (market development) of finding new uses/markets. They can increase their advertising channels for their current niche market to retain and increase market share. They also need to
Spinbrush was purchased from Procter & Gamble in October of 2005. Explosive growth through acquisitions transformed this once small company focused on a few consumer and specialty products into a much larger competitor, not only across a broader range of products, but also across geographic territory. International consumer product sales were an insignificant portion of total revenue at the turn of the century initially, but these accounted for 16% of sales later. In the face of consumer products behemoths such as Clorox, Colgate-Palmolive, and Procter & Gamble, Church & Dwight had been able to carve out a respectable position with several leading brands by their growth strategy. This important move cleared the way to increase marketing efforts behind Trojan, a brand which controlled 71% of the market. The company’s increasing marketing strength caught the attention of potential partners as is evidenced by its partnership with Quidel Corporation, a provider of point-of-care diagnostic tests, to meet women’s health and wellness needs. The partnership combined Church & Dwight’s strength in the marketing, distribution and sales of consumer products with …show more content…
Their long term goal includes the ultimate goal of achieving increased revenue while maintaining cost of operation as low as possible. Their retrenchment strategies were just a beginning to remain competitive in a volatile retail market. They need to invest more into their best performing products while satisfying competitive pressures. In addition they need to reposition their Arm & Hammer’s baking soda as drain deodorant, refrigerator deodorant, etc. more effectively. They need to solve the challenge of a small market for some of their products, as those produces are not a common household name. They need to rationalize the expanded consumer products portfolio of 80 brands into the existing corporate structure while continuing to scout for new avenues of growth. Arm & Hammer Baking Soda became a fundamental item on the pantry shelf as people found many uses for sodium bicarbonate other than baking, such as cleaning, deodorizing, and tooth brushing. Even though their baking soda product`s packaging says “more than 100 uses”, they need to market it more effectively. They need to advertise and utilize marketing functional strategy (market development) of finding new uses/markets. They can increase their advertising channels for their current niche market to retain and increase market share. They also need to