Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 31 January 2005
Length: 22 pages
Data source: Field research
Abstract
In 1998, Newell Co, a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp, a high-end cookware company, and Rubbermaid, a USD2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell's strategy and its elaboration throughout the organization, as well as the importance of selecting appropriate acquisitions to grow the company. Do Calphalon and Rubbermaid fit with the company's long-term strategy of growth through acquisition and superior service to volume customers? A rewritten version of an earlier case.
Location:
Industry:
Size:
USD3.3 billion sales, 32,000 employees
Other setting(s):
1998
About
Abstract
In 1998, Newell Co, a manufacturer of low-tech, high-volume consumer goods, acquired Calphalon Corp, a high-end cookware company, and Rubbermaid, a USD2 billion manufacturer of consumer and commercial plastic products. The case focuses on Newell's strategy and its elaboration throughout the organization, as well as the importance of selecting appropriate acquisitions to grow the company. Do Calphalon and Rubbermaid fit with the company's long-term strategy of growth through acquisition and superior service to volume customers? A rewritten version of an earlier case.
Settings
Location:
Industry:
Size:
USD3.3 billion sales, 32,000 employees
Other setting(s):
1998