Strategic management of newell
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Newell manufactured drapery hardware and had revenues of $14 million in 1966, but through strategic acquisitions and organic growth expanded its product line and increased revenues to $3 billion by 1997, ranking 22nd on the Fortune 500 for shareholder return. The case highlights how Newell aligned acquired businesses, developed specialized yet transferable resources, coordinated across a wide but focused scope, and established efficient control systems to realize corporate advantages from independent business unit operations.
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Case Study: Lessons from Newell Rubbermaid's SAP HANA Proof of Concept
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Strategic management of newell
- 1. NEWELL Group 3 Suraj Bansal (12304) Ujjwal Chand (12310) Monika Maheshwari (12319) Ashish Naulakha (12320) Smriti Sharma (12329) Strategic Management Case Analysis 1 : Learnings Date: 15th March 2013
- 2. Background 1966 AD Revenues of $14 million Limited product line of drapery hardware 1997 AD Revenues of $3000 million Ranked 22nd on the Fortune 500 in ten-year total return to shareholders 2
- 3. 3
- 4. Alignment 4
- 5. The Resource Continuum general nature of resources specialized wide scope of business narrow transferring coordination mechanism sharing small corporate office size large financial control system operating 5
- 6. Other Lessons Transfer of learnings occur through efficient communication system Corporate advantage gained through efficient operation of individual business units 6
- 7. Thank You 7