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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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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Black & Decker International: Globalization of the Architectural Hardware Line Company Background Black and Decker was founded in 1917. It manufactured and sold a wide line of electric and battery-powered power tools and accessories‚ household products‚ outdoor products‚ locks and hardware‚ plumbing products‚ and mechanical fastening systems. Black and Decker acquired Emhart Corporation in 1989. In 1985‚ Nolan Archibald became the CEO. Two of Mr. Archibald’s key actions had been to develop
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The Black & Decker Corporation Case I. Problem Statement While Black & Decker is one of the 10 most known brand in the US‚ the brand’s branch selling tools to the professional-tradesmen‚ which was the original heart of consumers since the creation of the company‚ is facing a branding problem. Indeed‚ the entire range offered to the professional-tradesmen segment is considered by those buyers as a bad brand compared to Makita’s brand. The market shares highlight this rejection of B&D’s brand :
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1) Why is Makita outselling Black & Decker 8 to 1 in an account which gives them equal shelf space? • Trade is asking for advertising allowances and rebate money on products‚ profitability in the Tradesmen segment is near zero. • The B&D brand in the Tradesmen segment may be regarded as “weak” due to the fact that B&D dominated the consumer segment. • The “heavy do-it-yourselfers” may have a misconception on the quality/reliability/durability of B&D professional line. These individuals make a
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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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seems from the case that there are several reasons why B&D leads in Professional-Industrial and Consumer product segments‚ but trails in the Professional-Tradesmen segment. 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
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Marketing Concepts and Commercialization Business Case Analysis Black & Decker Background Black & Decker Corporation is one of the largest manufacturers of power tools and accessories‚ residential security hardware‚ outdoor tools and numerous other products. The two largest product groups of B&D are power tools & accessories and household products representing 29% and 15% respectively‚ in terms of sales. During the 90s the portable power tool market accounted for 1.5 Billion and is segmented in
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