...A report of Team D-1’s Analysis Of The Black & Decker Corporation in 2000 Executive Summary Black & Decker had always been a market leader in the power tools industry. Many changes took place that helped out in the company in the short run, but hurt in the long run. In 2000 Black and Decker Corporation was still reeling from the financial and strategic problems stemming from the company's acquisition of Emhart Corporation in 1989. In late 1998 Black & Decker management celebrated the completion of an almost decade-long effort to divest nonstrategic business gained through its 1989 acquisition of Emhart Corporation and expected the company to enter a long-awaited period of growth as its entire management refocused its attention on its core power tools, plumbing, and security hardware business. Archibald believed that "This portfolio restructuring will allow us to focus on core operations that can deliver dependable and superior operating and financial results." However the portfolio restructuring did little to improve the market performance of the company's securities. Yet Archibald and the management continued to express confidence that the company's streamline portfolio would allow Black & Decker to achieve revenue and earnings growth that the market would find impressive. So far the 1998 divestitures have not produced steady increases in the company's stock price, but look promising for the future due to the efforts to refocus efforts on the successful power tools...
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...To: Professor John Swassy From: Rashid Vanoni Date: February 21 Black & Decker and Bosch The U.S Market for Power Tools The power tools industry in United States generates approximately $8.6 billion in boost growth and profit margin. The U.S. power tools industry is dominated by these major companies: Black & Decker that posses 9.3% market share., China’s TTI, Bosch., DeWalt and Craftsman . Thanks to all largest home centers these manufactures dominated the model of supply structure of this power tool market. Power tools as drills, saws, routers, and lathes with motor attachment that helps to reduce the work charge that are difficult to perform if you are using your hands. Black & Decker and Craftsman are the most popular brands among equipment owners, Black & Decker report 72% owning Sears Craftman brand. Far Away we can position Dewalt in the list owning 32%. Bosch increase in the year 2007 their global sales, but the company stated that the power tool sales fell in United States all of this due to the economic crisis. Bosch still the cordless strongest seller in this division. In the United States mostly 64 % of the people own some power tool equipment. These people share certain characteristics. The males are the ones that possess the mayor roll in the market of power tools corresponding to them the 68 % , by age between 35-64 posses 68% , race 70% corresponding white people and with a household income above $50K which is the 72% of the...
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...TABLE OF CONTENTS Situational Analysis 3 Alternatives 7 Decision Criteria 11 Action Plan 12 In 1910, Black & Decker was founded by two 23 year olds S. Duncan Black, and Alonzo G. Decker in Baltimore. 73 years after receiving its first patent, Black & Decker was the world’s largest producer of power tools, power tool accessories, electric lawn and garden tools, and residential security hardware. The brand has also made its successful foray into households with products such as the DustBuster, and Spacemaker amongst other things. The franchise also holds nearly 30% of market share overall in the US power tools market. With strong segment shares in the professional industrial and consumer market at...
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...BLACK & DECKER CASE Problem Statement: With Black & Decker being one among the most powerful brand names in the world and establishing its professional tools to be the highest quality in the industry, B&D failed to make an impact in the Professional-tradesmen segment. B&D was known for offering high quality, differentiated products and excellent service in the Professional-Industrial segment whereas its brand recognition, and image helped it attain the #1 position in the market place for Consumer segment. B&D occupied only 9% of the total share as against Makita who was leading the Professional-Tradesmen segment with 50% market share. Though B&D leads in the other two segments, it could not capture the tradesmen segment due to the following reasons. B&D was branded more as home tools; it lacked in capitalizing one of the most profitable distribution channels (membership clubs) whereas the same channel proved to be very successful for Makita (85%); the unremarkable grey color did not help B&D; and while B&D was focused in three segments, Makita was focused on only one segment of the market. Therefore, Joseph Galli, Vice president of sales and marketing for B&D, has to decide which one of the three marketing strategies must be implemented to take, the market share in the Professional-Tradesmen segment, away from the current leader Makita. Recommendation: I would recommend B&D to use the strategy of Re-branding i.e; using DeWalt name and the color yellow in order...
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...1.1 Problem Statement: The problem faced by the Black and Decker Corporation (A) is the zero profitability faced by the company in its Power Tools Division’s especially in the ‘Tradesmen” segment. Out of the three segments in this Power Tools Division, B&D was facing immense competition from Makita Electric of Japan which had practically taken oven the professional power tools for tradesmen business since it entered the United States market a decade ago. According to the trade practices the company needs to allow advertising allowances and rebate money on B&D’s Tradesmen products as the profitability in this segment was near to zero. The senior management of the company has resolved to challenge Makita for leadership in this segment and put an end to this “no win” game by developing and gaining corporate support program, but he could realize the sensitivity of the issue of capturing the market, where the B&D is just 9% with near to zero profitability. [->0] 1.2 SWOT Analysis: B&D is the world’s largest producer of power tools; power tools accessories, electric lawn and garden tools and residential security hardware. The company primarily started as a power tool company but gradually moved from ‘garage to the house’ after introducing the most successful hand held vacuum cleaner. This allowed the company to purchase the Housewares Division of General Electric’s for $212 million and use its name on its products but till 1987 only. Another acquisition of Emhart Corporation in...
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...Joseph Galli, the vice president of sales and marketing for power tools in Black & Decker Corporation, is presented with options for the next steps to solve the company’s problem of having low sales in the Professional-Tradesman segment where profitability is practically zero. B&D only holds about 9% of the market share which is shockingly low considering its high quality and its success in its other two segments. Galli is now considering three options: I. Focus on its successful segments (Consumer and Professional-Industrial segments) while trying to harvest any profitability in the Professional- Tradesman segment II. Sub branding to rebuild the B&D name III. Drop the B&D name from the Professional-Tradesman segment, ultimately creating a new brand Before we look at which option(s) is most appropriate, we need to conduct a thorough analysis. Also, it is important to note that this is a decision case, since the company is facing a well-defined problem (which I will go into detail later) with multiple alternatives. The purpose of this paper is to evaluate which alternative(s) are most suitable for B&D SWOT ANALYSIS Strengths The company has an amazing brand strength as it is ranked #7 in the US and #19 in Europe. Among its competition, B&D has the highest awareness at 98%. Furthermore, the company sells quality products at competitive prices (it is 5%-10% lower than its competitors). B&D conducted 2 tests to determine the quality...
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...Company G 1-Year Marketing Plan Student Name: Nathan Martin Student ID:000432984 Date: 3/25/2016 Student Mentor Name:Diane Frayne Table of Contents Introduction 3 Product Description and Classification 3 Product Support of Mission Statement……………………………………………………………………………………………….….3 Consumer Product Classification 3 Target Market 3 Competitive Situation Analysis 3 Analysis of Competition using Porter’s Five Forces Model 3 SWOT Analysis 4 Strengths and Core Competencies 5 Weaknesses 5 Opportunities 5 Threats 5 Market Objectives 6 Product Objective 6 Price Objective 6 Place Objective 6 Promotion Objective 6 Marketing Strategies and Implementation 7 Product Strategies 7 Price Strategies 7 Place Strategies 7 Promotion Strategies 7 Explanation of Strategies………………………..……………………………………………………………………………………………….7 Implementation Plan 7 Product Tactics 8 Price Tactics 8 Place Tactics 8 Promotion Tactics 8 Monitoring Procedures 8 Introduction Company G is an established electronics company with outstanding partnerships in the industry. A new blender has been developed, and this marketing plan will detail the launch of the new blender created by Company G. Product Description and Classification Product Description and Support of the Mission Company G Mission Statement “We enable consumers to improve the quality and convenience of their lives by providing high-quality, innovative electronics solutions.” The new blender that Company G has designed...
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...Internship Report Submitted By: Poulami Dey MBA/June-July/2010 Semester 4th Roll no.: 50 Enrolment No: EIILMU/09/ F0741 Project A PROJECT REPORT ON CURRENT MARKET SENARIO AND FUTUREPROSPECT FOR SOLAR LAMPS AND LED PRODUCTS AT BAJAJ ELECTRICALS LTD Company ACKNOWLADGEMENT My summer internship or training with Bajaj Electricals Ltd is a life time experience that I will cherish throughout my carrier .This project has provided a great opportunity to experience the excellent and modern work culture and work process of Bajaj Electrical Ltd. I wish to thank my respective project guide at the organisation Mr. Kalyan Bhattacharya. His guidance was extremely useful throughout my project work in giving me the detailed understanding of the entire product portfolio and the overall industry overview. I would also wish to thank all the distributers and group of dealers who shared their extremely important time to equip me with the important and valuable organizational insights and helping me to prepare the project. Along with the corresponding people at the organisation, I am sincerely thankful to our internal guide Prof, Anirban Dutta, who has helped me with the adequate academic insight whenever it was required. I wish to give my warm regards to all the persons involved in the timely completion of my project, directly or indirectly. I would like...
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...NORTHWESTERN UNIVERSITY J.L. KELLOGG GRADUATE SCHOOL OF MANAGEMENT Marketing 430-62 Alice M. Tybout Winter Quarter 2000 Phone: 847.491.2723 Office: Leverone 468 e-mail: amtybout@nwu.edu COURSE OVERVIEW Course Objectives This is a survey course and, as such, is designed to provide students with an overview of marketing concepts and tools. While effort has been devoted to finding teaching materials that represent a variety of industries and employ a variety of media, the primary goal is to help provide you with concepts and tools that will be broadly applicable. More specifically, the course has two primary objectives: To develop your marketing decision-making skills. You should leave the course with a well-developed ability to: - analyze the marketing and business environment in which an organization is operating and identify the primary marketing problems facing the firm, - prioritize these problems and select the key issue to be addressed, - develop compelling and creative strategies for solving these problems, and - make tactical decisions that will achieve the strategy that you have selected and, thereby, solve the problems you have identified. To provide you with a set of concepts and tools that can support your decision-making. Fundamental concepts of marketing (such as marketing disciplines, segmentation, targeting, and positioning, customer satisfaction, perceived...
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...Company G 3-Year Marketing Plan Table of Contents Introduction 3 Mission Statement 3 The Product 3 Consumer Product Classification 3 Target Market 3 Competitive Situation Analysis 4 Analysis of Competition using Porter’s 5 Forces Model 4 SWOT Analysis 4 Strengths 5 Weaknesses 5 Opportunities 5 Threats 6 Market Objectives 6 Product Objective 6 Price Objective 6 Place Objective 6 Promotion Objective 7 Marketing Strategies 7 Product Strategies 7 Price Strategies 7 Place Strategies 7 Promotion Strategies 7 Tactics and Action Plan 8 Product Action Plan 8 Price Action Plan 8 Place Action Plan 8 Promotion Action Plan 8 Monitoring Procedures 9 Introduction Company G has established a home appliance business in the US for 7 years. Core business activities include selling dishwashers, refrigerators, washing machines, and dryers, etc. Mission Statement Company G’s long term mission is enabling consumers to improve the quality and convenience of their lives by providing innovative electronic solutions. The Product Are you too tired to prepare a meal after work? Have fast foods become your eating habit? Do you want to eat healthy, but lack the time? Do you hate the hassle of cleaning after cooking? Now we will introduce our innovative new product called 8-1 Versatile Cooking Pro. This new product is combines the functions of grilling, roasting, boiling, air frying, steaming, stewing, baking, and stir frying (it comes...
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...Company G 1-Year Marketing Plan Student Name: Student ID: Date: Student Mentor Name: Table of Contents Introduction 3 Product Description and Classification 3 Product Support of Mission Statement……………………………………………………………………………………………….….3 Consumer Product Classification 3 Target Market 3 Competitive Situation Analysis 3 Analysis of Competition using Porter’s Five Forces Model 3 SWOT Analysis 4 Strengths and Core Competencies 5 Weaknesses 5 Opportunities 5 Threats 5 Market Objectives 6 Product Objective 6 Price Objective 6 Place Objective 6 Promotion Objective 6 Marketing Strategies and Implementation 7 Product Strategies 7 Price Strategies 7 Place Strategies 7 Promotion Strategies 7 Explanation of Strategies………………………..……………………………………………………………………………………………….7 Implementation Plan 7 Product Tactics 8 Price Tactics 8 Place Tactics 8 Promotion Tactics 8 Monitoring Procedures 8 Introduction Here at Company G, for many years we have been on top when it comes to high end consumer electronics. The decision a couple of months ago to expand into the small appliance market is sure to be a game changer. Our engineers have finished development on a full line of small appliances and the one chosen for this marketing plan, The HT Elite Rotisserie Toaster/Oven, is going to be the first model we roll out to the public. This new model will connect seamlessly with our whole HT line of products through an advance Bluetooth technology and is sure to change...
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...successful restaurant Subway. SUBWAY, the Franchise By 1974, he owned and operated 16 submarine sandwich shops in Connecticut. Realize they will not achieve the target time of 32 shops, they began franchising, subway ® brand to launch a period of significant growth and continues to this day. A Fresh Future Today, the subway ® brand is the world's largest submarine sandwich chain with more than 37,000 worldwide locations. We have become the main choice of people looking for a quick, nutritious food, the whole family can enjoy. From the beginning, Fred has a clear vision of the future metro ® brand. We continue to grow, for customer service, he guided us warm fresh delicious, custom-made sandwiches. 2.2 Market Situation of the Company The Analysis Strategy The main objective of the consumer chain Metro is ranked first restaurant and in every market, subway services. In...
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...Proposal: Sage hardware is a small local retail Hardware store located in California that has been selling hardware supplies to the local market for the past thirty years. It derives most of its revenue from electrical supplies and tools. Sales have been consistent for the store, and Sage Hardware would like to expand its current customer base by targeting a specific niche of customers. Sage Hardware will like to target the DIY home maintenance market. These are individuals who are doing a DIY project for the first time. After careful consideration it was proposed that an online store can open another distribution channel by catering to the Home Maintenance Industry especially to the DIY customers not just locally but internationally. Current trends show that the DIY customer is no longer just the male but more and more females are trying their hands at home improvement projects. Another trend points to, that more customers are looking at products made in the USA. Sage Hardware wants to focus mainly on a strategy that can control the cost of expanding at the current location, and at the same time provides a new source of income. The online presence will create awareness of the retail store amongst the local Home Maintenance industry which will eventually increase foot traffic to the retail store as well. The online store will also allow Sage Hardware expand its global presence by allowing international customers to purchase American made products The Benefits of having an...
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...Kaplan University Graduate School of Business and Management GB530 Marketing Management: Brand Extension Marketing Plan Dr. Blake Escudier July 15, 2012 1.0 Executive Summary The purpose of this marketing plan is to present a new category-brand extension product designed by DeWALT Power Tools and manufactured by Calloway Golf. The new DeWALT IronDrive Pro category line of golf clubs will embody the brand reputations of quality, power, top of the line features, superior technology and durability that have made both DeWALT and Calloway leaders within their perspective industries. This product is a specialty niche set of golf clubs packaged in a branded walking golf bag and also will include club head covers, a club towel, and balls to complete the perfect golfing experience. Consumers who purchase this product will enjoy the industry leading golf technology of Calloway and combined with the industry leading power tool features and benefits provided by DeWALT. The target market for this product consists of males 20-65 years old, college educated, makes an annual salary of $40,000 or more, and purchases high end products. The ideal customer lives all across the United States, but in particular resides in the industry’s largest regions of the Mid-Atlantic, New England, East North Central, South Central, and West North Central regions. The customer will have some knowledge of around the house DIY projects and tools to complete the task. The value...
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