arm hammer

Case 5ARM & HAMMER (1998): Poised for Growth?

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, environmentally-conscious 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.

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Case 5Arm & Hammer (1998): Poised for Growth?

Descendants of the family's co-founders own more than 50% of the outstanding shares of common stock. Dwight C. Minton, who has just stepped aside (1995) as Chairman and C.E.O., is a direct descendent of the founders and succeeded his father as Chairman in 1981. Several executives with extensive product marketing backgrounds joined the company in the early 1990s. Although they were expected to assist the company in its push into the consumer products field, their efforts faltered. Previous Church & Dwight executives (Robert A. Davies, C.E.O., Zri Erief, Vice President and Chief Financial Officer) had rejoined the company to get growth efforts back on track. Both individuals had held senior management positions at Church & Dwight during the rapid growth years of the 1980s.

Sales of chemicals to the Specialty, Industrial, and Agricultural Product markets have fluctuated due to acquisitions, joint ventures, and subsequent divestitures. The future growth and contributions of the Chemical Division to Church & Dwight's overall performance remains clouded. 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. As management positions the company to enter the 21st

century, many strategic questions must be answered.

Decision Date: 1998 1997 Sales: $574,906,0001997 Net Income: $24,506,000

II. CASE ISSUES AND SUBJECTSConsumer Products IndustryPortfolio AnalysisPollution Control ProductsAcquisitions and DivestituresInternal vs. External GrowthEnvironmentally Clean ProductsMarketing StrategyCorporate Governance -

Family-Controlled CompanyPoison PillSociocultural ForcesDifferentiation StrategyOrganizational StructureParenting StrategyExecutive SuccessionOrganizational Life Cycle

Brand ManagementInternational StrategyMission and PoliciesGrowth StrategiesCompetitive AdvantageConcentric Diversification

vs. Line ExtensionsVertical IntegrationCompetitive StrategyIndustry AnalysisEnvironmental ScanningStrategy FormulationDistinctive CompetenceStages of Corporate Development

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III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS(see Figure 1.5 on pages 20-21)

Strategy FormulationStrategy

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1A 1B 2 3 4 5A 5B 6 7 8

O O X O O O X X O X O = Emphasized in Case X = Covered in Case

IV. CASE OBJECTIVES

1. To illustrate changes in a top management team and the Board of Directors.• First non-family member CEO.

2. To illustrate the management of a "cash cow" - ARM & HAMMER baking soda.

3. To discuss the marketing strategy of family branding* (e.g., ARM & HAMMER soda, toothpaste, laundry detergent, carpet deodorizers, air deodorizers, and deodorants and anti-perspirants) in terms of the problems and benefits of using line extensions.

4. To illustrate the need for performing a strategic analysis of a company.

5. To illustrate the potential impact of a rapidly changing environment on a closely-held company.

6. To illustrate the usefulness of building on company strengths.

7. To illustrate a corporate takeover situation where a company has protected itself from unwelcome takeover candidates.

8. To discuss whether environmentally-friendly products are a temporary fad or the future.

9. To examine the benefits as well as the problems in pursuing a line extension strategy.

10. To evaluate the benefits and problems associated with acquiring and assimilating established consumer brand names into the Church & Dwight family of products.

11. To explore the complexities of entering international markets.

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V. SUGGESTED CLASSROOM APPROACHES TO THE CASE

1. This is an excellent comprehensive case for individual case analysis or an exam. Financial and portfolio analyses can be done.

2. We suggest placing this case toward the beginning or middle of the course. The students enjoy learning about a relatively unknown company making such a well-known product.

• Students have expressed frustration that the case is short in page length. After doing the case assignment(s) they admit it is a tight, well-written comprehensive case.

3. This is an excellent case for a team presentation.

4. The case author provides additional suggestions in Section VII - CASE AUTHOR'S TEACHING NOTE -- ADMINISTRATIVE COMMENTS.

5. SUGGESTION FOR DAILY CLASS PARTICIPATION

We have found it is difficult to get quality daily participation from our students. We suggest the following:

1. Have the class members prepare - individually or as a team - (a) EFAS, IFAS and SFAS or (b) just a SFAS- for the assigned case.

*We have 1 or 2 individual students or a team bring their EFAS, IFAS, and SFAS or just their SFAS on a transparency. We have found in the 75-minute class that SFAS alone as a transparency works more effectively.

2. We compare the students’ work with the team or individual students making the presentation to the class.

*We also discuss how the WEIGHTS and RATING were developed and assigned. This greatly helps the students in future presentations.

3. 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.

*Can use the results to call on students, whose scores seem to be out of line with the case.

**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.

***We ask the students if they would buy stock in this company - then the Total Weighted Score seems to have real meaning.

VI. DISCUSSION QUESTIONS

1. What are the strengths and weaknesses of Church & Dwight?

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2. What are the opportunities and threats facing Church & Dwight?

3. What are the strategic factors facing Church & Dwight?

4. Does Arm & Hammer have any core competencies? If 'yes', what are they?

5. Does Arm & Hammer have any distinctive competency? If 'yes', what is it?

6. Do you feel Church & Dwight's strategy of family branding is an effective or ineffective marketing strategy for the company? Why?

7. Is there synergy between Church & Dwight's two divisions (chemical and consumer products)? Should there be?

8. Does the stated mission for Church & Dwight correctly represent the entire company?

9. What strategy would you recommend to cash in on its environmental friendly products?• Should this be an aggressive or conservative strategy?

10. The case author provides 6 excellent discussion questions and answers. See Section VII - CASE AUTHOR'S TEACHING NOTE -- QUESTIONS FOR DISCUSSION AND ANSWERS TO DISCUSSION QUESTIONS.

VII. CASE AUTHOR’S TEACHING NOTE By Roy A. Cook*

A. CASE SUMMARY - This is presented in Section I - CASE ABSTRACT

B. CASE AND TEACHING OBJECTIVES - These are listed in Section IV

C. ADMINISTRATIVE COMMENTS

1. This case, despite its moderate length, encompasses a wide variety of issues including competitive strategy, market assessment of both consumer and industrial products, financial analysis, and effective defenses against unwanted takeovers. Since the case is straight forward and fairly complete without being complex, it can be used early in a policy/strategy course or as an exam for the same course.

2. The primary focus of the study of Church & Dwight should be on analyzing the company's current situation, including its performance, past and present strategies, and its prospects for the future. 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.

3. The case provides sufficient information for financial analysis and discussion.

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*Reprinted by permission of the case author.

D. DISCUSSION QUESTIONS AND ANSWERS

1. 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. Strong family control has shielded management from the problems of defending the company from hostile takeover attempts. The company has successfully taken a commodity chemical, branded it, and marketed it to the point where it controls a dominant market position. It has subsequently capitalized on consumer recognition and loyalty to the ARM & HAMMER brand by introducing multiple consumer products under this logo. As the dominant producer and marketer of sodium bicarbonate products, 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.

2. 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.

• Fifty percent of the outstanding shares of common stock are owned by descendants of the company's co-founders.

• Company controls approximately 75% of the sodium bicarbonate production in the U.S. and is also the only producer of ammonium bicarbonate and potassium carbonate.

• Company controls 85% of the baking soda market.

• Extensive consumer brand name recognition and loyalty (in 95% of U.S. households) which allows the company to promote multiple products using a single brand name.

• 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.

• Controlling the production of raw materials, the manufacturing and processing facilities, and the primary marketing functions allows the company to price its products below those of competitors - thus creating a barrier to entry.

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Weaknesses

• Company's lack of financial strength (although borrowing is possible) and international marketing and management expertise are hampering expansion outside of North America.

• 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.

• Inability to determine the strategic fit of Specialty Products Division into overall company operations.

• Lack of financial strength to launch aggressive marketing campaigns for new products.

• Top management turnover.

3. 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.

• Expanded uses of company's basic raw materials for pollution control and potable water applications as stricter environmental legislation is enacted.

• Potential use as a paint stripping compound and an industrial cleaner based on the low abrasion qualities and environmental safety of sodium bicarbonate.

• Diversification of product line to include related consumer products using the ARM & HAMMER brand as well as other brand names, similar to The Dial Corp. acquisitions.

• Expand use of sodium bicarbonate-based products to meet demands for environmental safety.

• Potential medicinal (pharmaceutical) applications of sodium bicarbonate formulations.

Threats

• Competitors with greater marketing and financial strength entering the company's traditional markets.

• Operations in many mature markets with limited growth potential.

• New or increased domestic production of the company's basic raw materials by other potential producers.

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• Potential consumer confusion through overuse of the family branding line extension strategy which could eventually weaken the ARM & HAMMER brand name.

• Retaliatory reactions as the company enters into new consumer product markets.

• Potential substitutes for current products.

4. 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, soaps, mouthwashes, lotions, and antacids in order to gain increased market exposure and economies of scale. Recent launches of products such as chewing gum with baking soda are testing this strategy.

• Expand the limited advertising program for current niche market products to retain and gain market share.

• Promote products carrying the ARM & HAMMER logo as being environmentally safe.

• 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.

• Since the company's consumer products are competing in mature markets with limited growth potential, tap the opportunities available although the environmental safety of its chemical products; e.g., pollution control, water purification, circuit board cleaning, and industrial paint stripping.

• Generate new chemical product applications requiring minimal promotional support while offering opportunities for rapid sales growth.

• Explore the opportunity of forming joint ventures with foreign companies to gain access to the necessary experience and capital to succeed in international markets.

• Explore joint ventures in medical applications since the company lacks experience in medical trial testing and reporting procedures for certification.

• Continue to lower costs of production and distribution to counter competitive threats from new entries in the low-cost end of product offerings such as detergents.

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• Acquire small, international consumer products company to gain access to international markets and marketing expertise.

5. 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, Colgate-Palmolive, and Unilever, who control large market shares, especially in soaps and detergents. Due to the competitors’ market dominance, Church & Dwight does not have the luxury of setting prices but must follow the lead established by its major competitors. Being dependent on the pricing strategy of others could adversely impact profitability. 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. New products could offer some pricing relief and flexibility.

•Specialty Products Division: At this time, Church & Dwight has not developed a solidified strategy to exploit the full potential of the Specialty Products Division. Although the Consumer Products Division appears to have focused management and strategies, the Chemical Division has not yet exhibited an identifiable focus and/or strategies. If the Specialty Products Division is to gain equal footing with the Consumer Products Division, the strategic decision makers in the company must expend a considerable amount of time and energy on this division.

•Vulnerability: Church & Dwight approaches the turn of the century with a strong consumer franchise in the consumer products field in North American markets. However, its dependence on domestic markets and a singular brand focus may leave the company vulnerable to foreign and other competitors with more financial resources. It is interesting to note moves at Church & Dwight to mitigate these potential difficulties: first, the company has begun a limited move into the European market; and second, trusted management that was in place during the company's rapid growth years had been brought back to add stability, focus, and renewed energy for growth; third, new consumer brand names not tied to the ARM & HAMMER logo are being added to the company’s product offerings through acquisitions; and fourth, new top management members as well as board members with consumer products backgrounds are being brought in to lead the company forward.

6. 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. It is highlighted by the strong upward trend in net profit margins and return on equity. However, when

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attention is turned to other key ratios, the picture becomes cloudy. Both the current and quick ratios have drifted downward. In addition, the inventory turnover ratio, after showing some improvement, has also drifted downward. Overall, a brief review of the financial ratios listed indicates that there continues to be room for improvement.

E. FINANCIAL ANALYSIS

Fiscal Year Ending 12/31/97

12/31/96

12/31/95

12/31/94

Current Ratio 1.18 1.37 1.23 1.23

Quick Ratio 0.70 0.88 0.80 0.68

Inventory Turnover 9.38 10.8 11.75 8.92

Net Sales/Total Assets 1.64 1.71 1.66 1.67

Total Liabilities/Total Assets 0.49 0.46 0.48 0.48

Times Interest Earned 43.42 95.24 13.98 11.93

Long-Term Debt/Equity 0.04 0.05 0.05 0.05

Net Profit Margin 0.04 0.04 0.02 0.01

Return on Equity 0.14 0.13 0.07 0.04

Return on Assets 0.07 0.07 0.03 0.02

VIII. STUDENT STRATEGIC AUDIT / STUDENT PAPER

I. CURRENT SITUATION

A. Performance:

• Company controls 85% of baking soda market.

• Mixed financial performance (1997-1994).

• International market expansion.

B. Strategic Posture:

1. Mission for the 1990s: "We will supply customers quality Arm & Hammer Sodium Bicarbonate and related products, while performing in the top quarter of American businesses."

2. Objectives: • To improve financial performance.

• To increase market shares: (1) laundry products, (2) carpet deodorizers, and (3) deodorant.- - Stop declining market shares.

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."

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4. Policies: Church & Dwight doesn't seem to have any stated policies or any implied policies that provide guidance for the organization.

II. CORPORATE GOVERNANCE

A. Board of Directors: Dwight C. Minton, Chairman of the BoardRobert A. Davies, III, CEOHistorically, Church & Dwight has traveled a slow course focused by its top management. The company's outstanding stock is owned by descendants of the company's co-founders. 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. No other information could be found.

B. Top Management: Zri Efief, Vice President & Chief Financial OfficerRobert A. Davies, III, President & CEO - head of Arm & Hammer Division• One female - Joyce Snednicki • Time with the company - 1976-1997• Age of executives - 45 to 62

III. EXTERNAL ENVIRONMENT (EFAS - see EXHIBIT 1)

A. Societal Environment: The sociocultural environment is changing, leaning toward environmental issues and health-conscious issues which are ideologically consistent with the products Church & Dwight makes. The political-legal environment is also consistent with the mission of Church & Dwight. The Superfund Act, Clean Water Act, and the Clean Air Act help provide markets for cleaning products. The technological environment revolves around the development of new products for industry and animal feed products. The economic environment has changed. There are more two-earner families, more health conscious consumers, as well as more environmentally conscious consumers. Inflation is in check and the growth of the economy is moderate, and interest rates have declined, making economic conditions conducive for growth. The sociocultural environment is most important. It represents the opinions of the general public - the prime customers of Church & Dwight.

B. Task Environment:High degree of rivalry is evident in the toothpaste industry. Church & Dwight is losing market share against brands in all products except Mentadent. Rival firms are starting to see the potential in sodium bicarbonate products as well.

IV. INTERNAL ENVIRONMENT (IFAS - see EXHIBIT 2)

A. Corporate Structure:

1. The corporation is a divisional structure composed of the Arm & Hammer Division and the Specialty Products Division.

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The organizational authority implied in the case is more centralized than not. It is based on products and projects and finding out what the customer wants.

2. It is divided into two divisions, which is appropriate for the strategy of going into new markets with different product lines. The policies and objectives of the two divisions are not consistent with the strategy. There are no quantifiable goals stated for each division.

B. Corporate Culture:

1. The culture isn't defined very well; there's not an abundance of uniform beliefs or expectations that can be derived from the case. There is one exception in the current mission statement, though, "to be in the top quarter of American businesses." Another inference that can be drawn is that Davies may be starting a tighter culture; see Minton's comment that "Davies’ presence with us today is seen in an improved marketing focus and tighter cost structure."

2. The culture needs to be modified to meet the objective of being in the top quarter of U.S. businesses. Management needs to lead, give direction, and inspire their people to accomplish what needs to be done.

C. Corporate Resources:

1. Marketing: They are starting to stress marketing by using a segmentation approach and engaging in market research. They need to utilize marketing more effectively to get better recognition and to increase sales. This would help to facilitate their stated strategy.

2. Finance: They have been investing and divesting back and forth in related markets and businesses. I don't think that they have a clear direction that they want to go with finance, and that is reflected in their financial statements. The ROI is down, their payable turnover is enormous, etc.

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.

4. Operations: The firm has U.S. toothpaste-manufacturing facilities in Greenville, South Carolina, and about one-half of Church & Dwight assets are owned Property, Plant and Equipment, which is reflected in the 1994 balance sheet.

5. Human Resource Management: There isn't much information about the human resource department. The corporation is committed to upper management by adoption of the board resolutions in 1986.

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6. Management Information Systems: Again, there isn't much said about MIS in the case. The firm should evaluate it, however, to make sure that each division's upper management is getting a clear picture from its functional areas, like R&D.

V. ANALYSIS OF STRATEGIC FACTORS (SFAS - see EXHIBIT 3)

VI. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY

A. Strategic Alternatives

1. Continue Present Efforts: By continuing the present efforts they will probably remain on a course that results in financial hardship. They don't seem to have any objectives or policies that relate to their suggested strategy.

2. Retrench: They could cut some product costs and personnel, as well as their overall size, and concentrate on a specific area of the industry.

3. Growth Through Horizontal Integration: They could expand the firm's range of products offered into the current markets. They are set to do this, and they could do this very well if they had consistent strategies, policies, and objectives throughout their two divisions.

B. Recommended StrategyI 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.

VIII. EVALUATION AND CONTROL

The divisional structure should allow for easy evaluation of the corporation as a whole. The information system wasn't mentioned, but I assume that it is adequate enough for facilitating the control of the plan. If they would implement this growth through

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horizontal integration, the vagueness and ambiguous objectives and policies that they have currently should clear up and they could, quite possibly, reach sales growth like they had in the 80's.

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IX. EFAS , IFAS AND SFAS EXHIBITS

Exhibit 1EFAS (External Factor Analysis Summary)

External Strategic Factors Weight Rating Scale Comments

OpportunitiesPollution control concerns .12 4 .48 Growing concern about

pollution

Replacing chlorofluorocarbon brand cleaning system

.10 3 .30 Ozone-friendly cleaning products

Baking soda has become synonymous with environmental safety

.10 4 .40 The product's reputation is secure and advantageous to C&D

Appears to be room for growth in dental care

.08 4 .32 Health-conscious society likes it

Industrial and animal feed products industry

.10 4 .40 Special Products Division niche

International expansion .11 3 .33

Threats

Overseas markets are still product-driven, not market-driven

.10 3 .30 Sociocultural environment is different

More competition in domestic markets

.09 3 .27 Substitute products are being introduced.

Toothpaste market is becoming more competitive

.15 3 .45 Losing market share to competition.

Mature domestic markets .05 4 .60 Must battle for market share

TOTAL SCORES 3.85

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IX. IFAS , EFAS AND SFAS EXHIBITS

Exhibit 2IFAS (Internal Factor Analysis Summary)

Internal Strategic Factors Weight Rating Score Comments

StrengthsWorld's largest producer of sodium bicarbonate products

.10 4 .40 Approximately 60% of the sodium bicarbonate capacity in the U.S.

Experienced top management .05 4 .40 Been with C&D for a long time

Specialty Products Division .10 3 .30 Expanding public and corporate int.

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

Marketing .15 3 .45 Marketing needs to advertise actively

Financial – poor performance .20 2 .40

WeaknessesShift in upper management structure

.05 3 .15 Need leadership and direction!

Market share down

No focus from within

.10

.10

2

2

.20

.20 Corporate culture is vague

TOTAL SCORES 1.00

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IX. SFAS , EFAS AND IFAS EXHIBITS

Exhibit 3SFAS (Strategic Factor Analysis Summary)

Strategic Factor Analysis Summary Weight Rating ScoreDuration

S I L Comments

World's largest producer of sodium bicarbonate products

.08 4 .32 X Need to keep this niche

Specialty Products Division .09 3 ..27 X Need to make viable prod.

Financial – poor performance .15 2 .30 X X 1994-97 weak

Arm & Hammer brand name .10 4 .40 X Keep its reputation up

Marketing .12 3 .36 X Need to utilize this

No focus from within .10 2 .20 X Need quantifiable obj.

Baking soda has become synonymous with environmental safety

.05 4 .20 X Make products to suit public's needs

Industrial & animal feed products industry

.05 4 .20 X Expand to inc. sales

Competition/market share .15 3 .45 X X Declining market share

International expansion .11 3 .33 X X X Future growth

TOTAL SCORES 3.03

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arm hammer

Documents

total weighted score

basic raw materials

losing market share

consumer products field

circuit board cleaning

promote multiple products

baking soda market

sodium bicarbonate products