The Black & Decker Corporation Case Study
May 11, 2017 | Author: Austin Grace Wee | Category: N/A
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Case Study...
Description
The Black & Decker Corporation Household Products Group: Brand Transition
Submitted By: CABAYACRUZ, Jamie Bernadette C. CARPITANOS, Joyce Sophia R. TAN, Krystal Joy D. TAN, Neil Matthew L. ZOZOBRADO, Bethle May M.
Submitted to: Mr. Francis Arroyo
Date: September 22, 2015
The Black & Decker Corporation Household Products Group: Brand Transition Problem Statement How can the Black & Decker brand name be conveyed in the most effective and efficient way to the GE small-appliance line while choosing the right kind of communications program that would facilitate the transfer? Objective The objective for theBlack & Decker Corporation is to strengthen the structure of the company, their product innovation line, communications, promotional programs and advertising for it to be prepared for future endeavors regarding their brand transition with the GE small-appliance line. Brief Description of the Case Black and Decker Corp. (B&D) acquired the Housewares Division of General Electric Co. (GE), combining the GE small-appliance product line with its own household product line. The Black and Decker Corporation, as the leading worldwide manufacturer of professional and consumer hand-held power tools, produced over 100 products in 21 factories around the world. Theywere confronting two problems in the business in the late 1970s. First, they had lower growth rate for the power tool market worldwide together with increasing foreign competition. Second, their management realized that the American housewares market presented a significant opportunity. In 1979, Black & Decker Corp. produced a new kind of product, which is the Dustbuster. It is a rechargeable hand-held vacuum cleaner. Women mostly purchased this type of product and it was ranged at 60%. It was a success and that prompted to launch their two new rechargeable product which are the Spotliter, a rechargeable flashlight, and Scrub Brusher, a rechargeable cordless scrubber. These three products have helped them in achieving a big amount of revenue. As the year goes by, their sales increased 30% annually between 1983 and 1985.
Their products were able to address the needs of consumers, especially in families. Their products were also able to help households because of its quality, userfriendliness, and effectiveness. On the other hand, GE Housewares Divisions is Black &Decker’s largest competitor in the U.S. electric housewares or small-appliance market. Housewares Divisions sold almost 150 models of products in 14 categories covering food preparation, ovening, garment care, personal care, and home security. GA’s success resulted from continuing attention to product innovation, which is mainly the reason they were ranked first or second in market share. These two big companies culminated in an agreement Black &Decker would acquire the GE Housewares Division and signed a three-year note. Black &Decker acquired seven plants in several countries – the United States, Mexico, Brazil, and Singapore. They also had five distribution centers, sixteen service centers, and sales and management team. Black & Deckerregarding their product line and pricing, they participated in five more broad housewares categories after acquiring the GE division. The housewares market was mature and split. The growth depended on the rate of household formation and new product development. Each year, one-tenth of all small appliances were replaced and the timing of the replacement could be accelerated if they are able to convince the consumers to acquire their high-priced, higher-margin models of a particular appliance. Some Black &Decker executives focused on the price premium of Black &Decker in some specific categories. They advocated o decrease their prices on some models or 1985. The percentage margin became higher of premium models such as the Spacemaker products. Nonetheless, despite Black &Decker’s share leadership position, competitive brands around the globe did not depend on B&D’s in setting their and this fact is agreed by all. B&D’s price premium in the food preparation category was largely due to the premium-priced
Spacemaker
line
of
under-the-cabinet
kitchen
appliances.
Spacemakerline expanded their production by including a toaster oven, drop coffee maker, mixer, and electric knife. They were able to convince one customers or purchasers who were first timers. More important, current owners who were persuaded and convinced traded up with their products. GE’s regular or standard countertop version of the Spacemaker appliances lost share as GE’s competitors slashed or cut prices to maintain their sales volumes in countertop models. However, Spacemaker models were expected to gain sales in the five product categories in which they have competed and contested. Sunbeam, Proctor-Silex, Hamilton Beach and Norelco were B&D’s competitors. These competitors don’t offer the same broad line but all of them are competing with B&D’s each product category. B&D have to compete with specialist competitors in each product line. B&D’s competitors saw that there is problem in term of strongest brand name in the houseware market and there is an opportunity for them to increase their market share. With these, some prices of existing models were reduced, price increase was
not
that
often,
promotional
and
merchandising
allowances
escalated.
Manufacturers decided to introduce new products and decided to enter new product categories. Just like in the case of Norelco and West bend, it was said that they would launch a new line of irons. For the Sunbeam company it was announced that they’ve allocated a huge amount for national advertising, cooperative advertising and sales promotion. They also introduced two new aggressively and heavily advertised products which was introduced at premium price level. With the competitors that B&D’s considers, they also had to content with imitators of some of their products. Believing that the newly acquired product lines would divert B&D’s management and attention. B&D’s imitators doubled their effort to capture the market. B&D’s was traditionally strong in hardware stores. In 1984, B&D accounts carried, on average, 30 B&D stockkeeping units (SKUs).Housewares and hardware buyers at B&D’s major accounts determined twice a year which models they would specify as “basics”. The selected models were carried in distribution for the next six months. There were some models that were not specified as basics that might be occasionally stocked but depends to temporary offers.
Areas of Consideration Strengths
Black & Decker has a strong distribution since then.
The company has a broad product range and retailer network.
The Black & Decker offered one of the broadest lines of any manufacturer competing in 17 products groups.
Black & Decker’s models were priced competitively within each price or feature segment but overall Black & Decker’s share tended to be stronger in the medium and upper rather than the lower prices ranges.
Weaknesses
Black and Decker is very vulnerable with their products because they make products that can easily be serviced.
The company’s products are generally priced lower.
Black and Decker’s products are easily found.
The company’s products are usually found with their competitors. They do not innovate and try to make their products more enticing.
Opportunities
The Black & Decker Corporation is the largest competitor in U.S Household market.
Further penetration of the housewares market could generate substantial sales and profits for the company.
Black & Decker is traditionally strong in hardware stores with regards to notably catalogue showrooms and mass merchandisers.
In the effort to uphold technological innovation and increase competitive environment, the electronics industries have a chance to explore E-Learning for their new employees. Threats
Significant impediment to growth was Black & Decker’s limited access to housewares buyers in the major retail chains.
Consumers considered Black & Decker as suitable manufacturer of these products but were largely unaware that Black & Decker already made them.
Black and Decker have four principal competitors in the households segment namely Sunbeam, Proctor-Silex, Hamilton Beach, and Norelco.
The price premium in certain categories left the Black & Decker company vulnerable to lower-priced competition.
Alternative Courses of Action
ACA 1: Name change across the entire product line
First alternative for the Black and Decker Company is to change the name across the entire product line as soon as possible to demonstrate. Communication program should also be facilitated, push & pull programs and media exposure should be considered. Economical: This would cause the company to have huge expenses given the fact that they will have to immediately find a way to change its name or do the brand transition as soon as possible. Reopening a brand name immediately without having to take few considerations can cause drastic and unbearable outcomes. Political: This does not violate any law otherwise stated by a given state or foreign country. Psychological: This would be a bold move for the entire company and the people involved may have to undergo series of meeting or conferences for them to be fully aware of the risks that they will have to encounter. They should also be mindful of the pros and cons that they are about to come along upon the brand transition. Social: For the community, people will have the tendency to be confused or puzzled with the immediate brand transition. Maybe they would have doubts in the products being produced from now on by the Black and Decker if they will not be properly informed by the transition that will happen.
ACA 2: Pulling power of the Black and Decker brand
This alternative suggests that Black and Decker should delay first the name transfer until the end of the three-year period. With these alternative, push & pull programs and media exposure should be implemented. Economical: As we all know, brand transition would really be costly in the part of the Black and Decker Company. But given this alternative since they will be delaying, the company could prepare the necessary finances in order for them not to incur more losses in the whole run of the brand transition. Political: This does not violate any law otherwise stated by a given state or foreign country. Psychological: For the persons involved this would have a positive effect on them because they will be given sufficient time in order for them to brainstorm their ideas regarding the brand transition. Social: This would have a positive effect in the community since they will be fully aware of the brand transition. Advertisements and promotions will be posted for them to be able to identify the Black and Decker Company products.
ACA 3: Gradual Transition All the items in one or two product categories would be introduced under the name of Black and Decker name in successive six months periods.With these alternative, push & pull program and media exposure is also recommended.
Economical: This will be costly for the company since they will be dividing their finances into two: First six months and the second and last six months of brand transition. They would have to consider advertising and promoting their products
two times and their finances should also double to be able to compensate this alternative. Political: This does not violate any law otherwise stated by a given state or foreign country. Psychological: This will be a heavy task for the persons involved since they would have to consider two different brand transitions. They would have to plan out everything so they will have a smooth flow. But with great determination and teamwork coming from the employees of the company, this alternative can be pulled-off. Social: Although this would be of good advantage for the buyers of the Black and Decker, this can also create confusion. Considering the fact that they have two brand transitions to do. The consumers should be fully aware of this so confusion will come in the picture.
ACA 4: Name change first on premium quality items The name change on the first premium quality items in several product categories should be implemented to be followed later by the remaining lowerpriced items in each product line.Push & pull program and media exposure should be considered as communication program in this alternative. Economical: This will be costly for the company since they will be dividing their finances into two: First is for the premium products and the second and the last one will be on the low-priced ones. Meaning, they would have to do two brand transitions for this alternative. They would have to consider advertising and promoting their products two times and their finances should also double to be able to compensate this alternative.
Political: This does not violate any law otherwise stated by a given state or foreign country. Psychological: This will be a heavy task for the persons involved since they would have to consider two different brand transitions. They would have to plan out everything so they will have a smooth flow. But with great determination and teamwork coming from the employees of the company, this alternative can be pulled-off. Social: Although this would be of good advantage for the buyers of the Black and Decker, this can also create confusion. Considering the fact that they have two brand transitions to do. The consumers should be fully aware of this so confusion will come in the picture.
ACA5: Transition schedule should be linked to new product development Transition schedule should be linked to new product development program. This program would implement name change in a product category only after the product line and packaging had been redesigned and/or when Black and Decker could offer a new product with enhanced features.Push & pull program and media exposure would facilitate the transfer. Economical: This will be costly for the Black and Decker Company since they would have to innovate their products. With this, they have to devise new platforms and plans for the new products that would come along the brand transition. This will have a huge hold on the finances of the company since they would not only have the brand transition itself but also the opening of their new innovation of products. Political: This does not violate any law otherwise stated by a given state or foreign country.
Psychological: This will be stressful on the part of the persons involved since they will not be only thinking on how to do the brand transition but also on how to create new innovations for the products to be presented to the public in line with the brand transitioning. Social: This will have a positive effect on the community since new products under the Black and Decker Company will be presented. They will have a new outlook with the products given by the company because they are not coming from the acquisition of the previous companies. Recommendation The researchers of this study recommend to use the 2 nd alternative presented above. The push and pull marketing is a strategy in attracting the customers to your offered products and services. There are differences in the push marketing and pull marketing. Push marketing involves activities that take your products or services directly to the customers. This refers to many traditional mass marketing approaches. It also involves advertising and direct mailing to your customers. In push marketing, the emphasis in on you, mass advertising is implemented, it is spread demographically, and it is a point-in-time blast. Meanwhile, pull marketing has the same objectives with push marketing, but there are also differences. Accordingly, one of the objectives of pull marketing is attracting interest in products and services that leads to sales. Its goal is to use less time, fewer dollars or expenses, but should be resulting with greater impact. It aims to get your customers to seek out your products and services through an active and exploratory process. Basically, its goal is to influence and attract. Why is pulling power the most recommended by the researchers? Potential customers are difficult to reach, highly skeptical and you need to earn their trust. It focuses on how customer research and buy versus selling to them. The emphasis of pulling power or pull marketing is on them, the customers, and the entire market. This uses 1 to 1 targeting. Also, this gives importance to the continuous and
growing relationships to the customers. The company needs to build the trust to their customers, and they need to make sure that the customers will make the right decision in buying their products for them not to get the feeling of regret, and waste of money.
Action Plan Activity/Plan
Implementing Scheme
Monitoring Scheme
Person(s) Responsible
Target Date
Budget/Resour ces Needed
Change the
By conducting
-Legal
-Kenneth
Within two
This would be
name across
a meeting to
requirement
Homa, B&D’s
weeksif
costlysince they
the entire
discuss about
s needed
vice president
possible
will have to
product line as
the push and
-Signed
of marketing
for their
immediately find
soon as
pull programs
Contracts
-External
brand
a way to do the
possible to
and media
Consultants
name to
brand transition
demonstrate by
exposure of
be
as soon as
using the push
the Black &
conveyed
possible taking
& pull
Decker since it
in the
few
programs and
will solely
most
considerations
media
stand alone
-Management
effective
that would not
exposure kind
after and
Team of
and
cause drastic
of
brainstorm
Housewares
efficient
and unbearable
communication
with all the
Division of
way to the
outcomes.
program.
persons
General
GE small-
responsible to
Electric Co.
appliance
make this
(GE)
line.
activity/plan possible.
- Executives of B&D corporation
Activity/Plan
Implementing Scheme
Monitoring Scheme
Person(s) Responsible
Target Date
Budget/Resour ces Needed
The Black &
By trying to
-Signed
-Kenneth
Within
This would
Decker should
communicate
Contract
Homa, B&D’s
one
really be costly
delay the brand
with the
-Legal
vice president
weekif
almost
transition until
people
requirement
of marketing
possible
millionsbut
the end of the
involved in
s needed
- Executives
for their
given this
three-year
making this
of B&D
brand
alternative since
period by using
alternative
corporation
name to
they will be
the push & pull
possible.
be
delaying, the
conveyed
company could
in the
prepare the
programs and media
- External Consultants
exposure kind
-Management
most
necessary
of
Team of
effective
finances in
communication
Housewares
and
order for them
programs.
Division of
efficient
not to incur
General
way to the
more losses in
Electric Co.
GE small-
the whole run of
(GE)
appliance
the brand
line.
transition.
Activity/Plan
Implementing Scheme
Monitoring Scheme
Person(s) Responsible
Target Date
Budget/Resour ces Needed
Introduce to the
By conducting
- Budget
-Packaging
2 weeks
When
market all the
a meeting with
-Plan on
and graphics
in
advertising a
items in one or
the persons
how to
team
planning
product in
two product
involved to
introduce to
-Kenneth
everything
television the
categories
plan out
the market
Homa, B&D’s
and allot
cost depends on
under the
everything so
all the items
vice president
another
how long will the
name of Black
they will have
in one or two
of marketing
week in
commercial be
and Decker in
a smooth flow.
product
-Financial
analyzing
but 30 seconds
categories
Department
how to
will be enough
influence
for B&D to
six successive months
-Legal
-Executives
requirement
people
advertise their
of B&D
s
watching
product that will
corporation
the ad.
cost around
exposure kind
-Signed
- Research
$200 to $1,500
of
contracts
and
if in local
Development
television
department
station.
through push & pull program and media
communication
Activity/Plan
Implementing Scheme
Monitoring Scheme
Person(s) Responsible
Target Date
Implement the
By making
-Legal
-Packaging
1 month to
Budget/Resour ces Needed There is no
brand
some radical
requirement
and graphics
implement
exact or
transitioning
changes to
s
- Senior
this brand
accurate figures
on the
whatever is
-Plan on
Management
transitioning
of the budget but
premium
needed to
how to do
Team
including the
this will be costly
quality items
adjust for this
this brand
schedule
for the company
first to be
brand
transition
meeting for
since they will be
followed by
transition to
ts operation
doing two brand
the remaining
happen and
-Kenneth
to run
transitions for
lower-priced
schedule a
Homa, B&D’s
smoothly
this alternative.
items in each
meeting for
vice president
since they
They would have
product line.
planning.
of marketing
have to
to consider
- Executives
place the
advertising and
of B&D
customer
promoting their
corporation
benefit front
products two
and center
times and this
at all times.
would result to
-Financial Department
- External Consultants
another cash outflow.
-Management Team of Housewares Division of General Electric Co. (GE)
Activity/Plan
Implementin g Scheme
Monitoring Scheme
Person(s) Responsible
Target Date
Budget/Resourc es Needed
Create a new
By inventing
-copy of the
-Financial
2-3 weeks
This will be
product
new
plan that
Department
so they can
costly since they
development
platforms and
they came
-Kenneth
make some
would not only
program that is
plans for the
up with
Homa, B&D’s
changes
have the brand
linked to the
new products
during the
vice president
already.
transition itself
transition
that would
meeting
of marketing
schedule
come along
-new product
through the
the brand
- Executives
development
new innovation
push & pull
transition
of B&D
program
of products.
program and
through
corporation
media
scheduling of
- External
exposure kind
meetings with
Consultants
of
the persons
-Management
communication
responsible.
Team of
that would
Housewares
facilitate the
Division of
transfer.
General
but also the opening of their
Electric Co. (GE)
Conclusion In
conclusion
with
the
given
discussion
of
the
researchers’
recommendations, this alternative would extremely be an effective way of helping
the current situation of the company involved in this case. It may be costly, but if the strategies will be done efficiently and effectively, then surely, it will really make a great change in the company. -Inbound and outbound tactics must be aligned and coordinated. Lastly, the key is to earn to trust of the customers. To be able to achieve that, Black& Decker must add value in a clear, relevant, and helpful manner.
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