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| Newell & Rubbermaid | Case Study Analysis | | Submitted By:Vinesh MotwaniZain AliAffan RiazFaryal ArifNabil Nasir | 6/23/2014 |

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| | | | | | | COMPANY BACKGROUNDTimeline * 1903 Created in 1903 by the acquisition of curtain rods manufacturer by Edgar Newell * 1921 First acquisition of Barnwell Mfg. Co. and renamed to Western Newell * 1965 Dan Ferguson named President who crafted the growth-by-acquisition strategy * 1983 onwards – acquisitions of W.T Rogers, Sanford, Levelor, Goody, Kirsch, Rolodex, Calphalon, Rubbermaid and othersVisionNewell is a manufacturer and full service marketer of consumer products serving the needs of volume purchasers”Offerings: Best better good“Newellization” – Well-established profit improvement and productivity enhancement process that is applied to integrate newly acquired product lines to the parent company.Newell’s key resources and capabilities are tailored around the company’s needs for growth and their customers need for diversity and efficient distribution. The company’s product range and depth (good, better, best) creates huge incentive for retailers to stock product from only one supplier. Their logistics operation with nearly100% first-pass line fill and expanding global presence help the company improve and expand with their customers (mass-merchandisers). The process of “Newellization” is a valuable resource to the company by which Newell acquire, convert, and integrate a new acquisition (products) into their existing product lines within a short lead time. This process provides them an opportunity to gain additional market share in key distribution channels. The company’s emphasis on firms (with high brand awareness and a low cost structure) after Newellization creates an offering in the market which is difficult to imitate
Current StrategyAcquisition of

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