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Newell Rubbermaid 1
Chapter 8
Newell’s Acquisition of Rubbermaid: An Unbelievable Disappointment
Information Box
The Demands of a Giant Retailer
DISCUSSION POINTS: We would think that the battle for channel supremacy
would be a draw between a powerful manufacturer and a powerful retailer.
Perhaps it is; still, the advantage may be with the powerful retailer because the
retailer provides entry to the marketplace. I don't think anyone would suggest
that a Wal-Mart could keep Coca-Cola off its shelves, but it might restrict its shelf
footage to the advantage of competitors and private brands if Coca-Cola does
not accede to Wal-Mart demands, hopefully couched with some diplomacy. For
lesser manufacturers without the great brand recognition of a Coca-Cola, and
where alternative suppliers are readily available, the power of the big retailer can
become dictatorial.
By the same token, the big manufacturer is in a power position with smaller
retailers, and can become the channel manager regarding such things as pricing,
servicing, inventory maintenance, and adequate promotional practices.
Information Box
Missionary Salespeople
Evaluate this statement: “Good customer service doesn’t do you much good, but
poor customer service can kill you.”
DISCUSSION POINTS: This statement about good and poor customer service
certainly has elements of truth. But I have trouble accepting that good service
doesn't do much good. This assumes that good customer service would not
make a firm stand out. Certainly in an industry where all firms are paragons of
great service, none would stand out. But is this situation common? You may
want to have your students discuss this, and they may conclude that during hard
economic times, more firms are forced into good customer service, whereas in
prosperity they may be less attuned to satisfying customers because of plenty of
business. Poor customer service is the kiss of death in a highly competitive
environment, yet many firms don't seem to realize this, especially in their
handling of complaints.
Another factor also operates here. In a business with little likelihood of repeat
Newell Rubbermaid 2
DISCUSSION POINTS: This is a meaty topic for student insights and analytical
problem solving. How could the Newell success in meeting Wal-Mart demands
have fallen so short with Rubbermaid, and not be reconcilable? We can suspect
that the delivery demands eventually were being met. But lower cost competitors
came on the scene, and Rubbermaid could not match their prices and make a
profit. It had relied too much on its brand name, and Wal-Mart found that the
Rubbermaid name no longer permitted a premium price. Perhaps the problem
had become not so much distribution as production. And maybe this couldn’t
really be corrected without outsourcing. What do you and your students think?
Questions
DISCUSSION POINTS: I don't agree with the statement that periodic personnel
evaluations aimed at pruning "deadwood" cause more harm than good. I think
they are desirable for any organization, but especially large and tradition-ridden
ones. Deadwood develops so insidiously, and is so hard to eradicate without
Newell Rubbermaid 3
drastic action. Evaluations tend to motivate more efficiency and can keep
deadwood from getting too entrenched. Sure, these evaluations can be
traumatic for those who fear they are not performing satisfactorily. Most of us,
however, welcome learning how our performances are perceived by supervisors,
especially when such evaluations are tied to salary increases and promotions.
On balance, such periodic evaluations—of products, customers, and
organizational units—are not only desirable, but also necessary to cut out fat,
inefficiency, and high overhead and to become a more nimble competitor.
4. Do you think Newell acted too hastily in discharging Schmitt and other top
executives so soon after the merger? Why or why not?
5. Do you think Wal-Mart and the other large retailers are going too far in
their demands on their suppliers? Where would you draw the line?
DISCUSSION POINTS: The power position of the giant retailers against smaller
suppliers makes it very tempting for these big firms to use their coercive power to
maximum advantage. In my opinion, they often go too far. Their rationale, of
course, is to give consumers lower prices. But if this is at the expense of
reasonable profits and even the viability of suppliers, it seems overdone. Better
Newell Rubbermaid 4
to have a symbiotic relationship with channel members, accepting the rights of all
parties to achieve reasonable profits, with all benefiting from the success of each
other. Of course, we do not mean to condone inefficiency. Where this is clearly
apparent, then either coercion to correct the situation, or switching to other
suppliers is justified.
DISCUSSION POINTS: The odds were great that an old firm like Rubbermaid
would be bloated with excessive bureaucracy and overhead. Pruning was
probably necessary and some entrenched interests shaken up.
8. Why do you think Galli’s swarm teams that were so successful with the
power tools of Black & Decker did not apparently improve the operations
of Newell Rubbermaid?
Hands-On Exercises
the idea that inefficient firms can be acquired and streamlined and made more
efficient and profitable if they only have a decent brand name is hard to fault, in
theory. It assumes that Newell is so good it can always rejuvenate, and quickly,
any faltering firm. Such grandiose assumptions did not work with the major
Rubbermaid acquisition. Arrogance and inflated confidence bothers me. The
marketplace is fickle and uncertain at best; such claims smack of infallibility, and
ignore that a cookie-cutter approach is too simplistic.
2. You are one of the three divisional presidents fired by McDonough in the
first two months of the merger. Describe your feelings and your action
plan at this point. (If you want to make assumptions, state them
specifically.)
DISCUSSION POINTS: You may want your students to place themselves in the
role of the Rubbermaid divisional presidents who find themselves ousted within a
few months of the merger. Would their first thoughts be bitterness and surprise?
Or were they expecting some shakeups, and hoping their weaknesses were not
that evident. The obvious action plan would be to send out resumes to related
firms, but a lengthy period of unemployment would have to be expected. Age
would play an important part in the action plan. Older executives might consider
entrepreneurship, or trying to become consultants. Younger ones might
aggressively seek to become presidents in smaller consumer manufacturing
firms. If any of your students have personal experiences in high-level layoffs,
they could be a great source of information and discussion.
computer networks would be even more costly. But the alternative is to possibly
lose Wal-Mart as the most important customer. See the following team debate
exercise for another option.
It is early 1998. The demands of Wal-Mart are intensifying, and Newell is making
overtures to acquire Rubbermaid. Debate these two courses of action in this
turnabout year for Rubbermaid: (1) We must gear up to meet Wal-Mart’s
demands, even though estimated costs of complying are $300 million in a new
computer network and other capital and operating costs; versus: (2) It is better to
sacrifice the increasingly dictatorial Wal-Mart account and seek alternative
distribution. (For this option you need to come up with some creative
alternatives, and defend them.)
“The Spirit is where the Father and the Son are named, from
whom and from the Father it is there born; and this (that is, the
Spirit) is the many-named, myriad-eyed Incomprehensible One
for whom every nature in different ways yearns,”