NICHE CONSULTING GROUP 101 Madison Avenue New York‚ New York April 24‚ 2010 John F. Lundgren President & Chief Executive Officer Stanley Black & Decker 1000 Stanley Drive New Britain‚ CT 06053 Dear Mr. Lundgren‚ In response to your request‚ an evaluation of your firm‚ Stanley Black & Decker‚ was conducted to determine the strategic issues and problems within and surrounding your firm. This consisted of a review of the external environment‚ a SWOT (Strengths‚ Weaknesses
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Stanley Black & Decker‚ Inc. February 7‚ 2013 Introduction From the start‚ the merger announced November 2‚ 2009‚ looked good on paper. Stanley Works agreed to buy Black & Decker for stock valued at a 22 percent premium in exchange with $3.6 billion in its stock. That was justified because Stanley got management and board control‚ and its shareholders were to own more than half of the stock‚ with the 50.5% of the stock in the combined company. This case not only explores shareholder
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Stanley Black and Decker is a provider of tools and storage‚ commercial electronic security and engineered fastening systems. Stanley Black and Decker is a world-leading provider in its field and it does so with growth platforms and sustained profitable growth. Black and Decker is a part of the Stanley Black and Decker organization. Ecological sustainability means using natural resources wisely in the short run‚ now‚ so that there are still natural resources available in the long run‚ later. This
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Black & Decker p534 1. How would you characterize Black & Decker’s international expansion during the 1950s and 1960s? What strategy was the company pursuing? What was the key feature of the international organization structure that Black & Decker operated with at this time? Did Black & Decker’s strategy and structure make sense given the competitive environment at that time? The company grew rapidly during the 1950s and 1960s due to its strong brand name and near monopoly share of the consumer
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The black and decker corporation: power tools division | The Case of Black and Decker | The Marketing Plan for The Professional Tradesmen Segment Year 1991/1992 | | Executive Summary Gary DiCamillo‚ Black and Decker’s president of power tools for United States‚ is reviewing the most recent sales records and figures indicating the professional tradesmen segment’s market share in his office. The research findings are not looking good and surprisingly‚ he didn’t expect otherwise. It
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It is also clear from the tests performed by Black & Decker that their products were at comparable‚ or even better at some cases‚ quality. Branded as Home Tools: It appears that professional-tradesmen did not want to use the same tools that housewives used at homes (Black & Decker). Tradesmen viewed Black & Decker tools more for home use than being subjected to demands of the job site. This was a perception issue that was hurting Black & Decker big way. Distribution Channel: It is also evident
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Universidad de Puerto Rico Recinto de Río Piedras Facultad de Administración de Empresas Departamento de Gerencia BLACK & DECKER CORPORATION DIVISIÓN DE HERRAMIENTAS MECÁNICAS Black & Decker Black & Decker es una compañía fundada en 1910 en Towson‚ Maryland por Duncan Black y Alonzo Becker. En el 1990‚ Black & Decker era el productor más grande de herramientas mecánicas‚ accesorios para herramientas mecánicas‚ herramientas eléctricas de jardín y productos de ferretería
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The Black and Decker Corporation (A): Power Tools Division B&D only has 9% of the Professional-Tradesmen segment. Makita has 50% of this segment. B&D’s strength as a consumer brand had negative effects on the Professional-Tradesmen segment: “Some tradespeople viewed all B&D products as for use at home rather than on the job; and‚ conversely‚ there had been instances of a B&D product designed for at home use being subjected to the demands of the job site and failing.” (p.6) Option 1: Harvest
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Black & Decker Case Questions 1. How would you explain the considerable smaller B&D market share in the Professional-Tradesmen segment of the market as compared with its leadership or strong position in the other two segments? The small market share in the Professional-Tradesmen segment is explained by the a misleading perception of end-consumers and tradesmen which viewed all B&D products for home use rather than for a job (consumers at this segment are people who make a living out of it such
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THE BLACK & DECKER C O R P O R A T I O N (A): POWER TOOLS D l V l S l O N Black and Decker is a household name across America. Having received the patent fort he first power drill‚ they are well known for their power tools. In addition to power tools B&D is also known for its various household products‚ like the Dustbuster. While B&D celebrated a nearly 30% stake in the in the power tools market across America‚ They had fallen behind market leader Makita’S 50% share in the Professional-Tradesmen
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