Clorox Company (Clorox) is a company with publicly-traded shares and it has operations in four different sectors; Household, Cleaning, International and Lifestyle. Clorox’s main products include Healthlink, Clorox Healthcare, Green Works and Pine-Sol products among others. In this research paper, a strategic assessment and organizational analysis of Clorox Company is carried out. The organizational analysis covers financial position, industry and competitors, organization situation and strategic recommendations from a managerial perspective.
Clorox Financial Condition
The current ratio of Clorox is 1.27 meaning that it has more current assets as compared to the current liabilities which is good for business as it shows that the company has enough working capital. The company’s total debt to equity ratio is 1,610.26 and this shows that the company is highly geared as it uses less of the shareholders’ capital as compared to borrowed capital; this is good for investors as they expect higher returns due to the high gearing (Yahoo Finance, 2014). The financial philosophy adopted by Clorox is to ensure that its financial position grows with its corporate responsibility commitment (Herrera, 2011). To this effect the company started producing one report incorporating environmental, social, governance performance and financial issues.
According to statements of accounts obtained from Yahoo Finance, the financial condition of Clorox company is as shown in the tables below. The financial statements have financial measures calculated in accordance with GAAP and other supplementary information.
Clorox is working on an expansion plan to Canada Latin America but it faces a major challenge since most of its sales volume is from No...
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The Clorox Company. (2013, October 3). Clorox Introduces 2020 Strategy to Drive Long-term Growth. Retrieved March 21, 2014, from http://investors.thecloroxcompany.com: http://investors.thecloroxcompany.com/releasedetail.cfm?ReleaseID=794568
The Clorox Company. (2014, February 4). The Clorox Company Reports Slight Sales Growth on Top of Strong Year-Ago Results; Updates Fiscal Year 2014 Outlook. Retrieved March 21, 2014, from http://investors.thecloroxcompany.com/releasedetail.cfm?ReleaseID=822888
The Procter and Gamble Company. (2013, November 17). Company Strategy. Retrieved March 22, 2014, from http://www.pginvestor.com: http://www.pginvestor.com/GenPage.aspx?IID=4004124&GKP=208821
Yahoo Finance. (2014, April 1). The Clorox Company Key Statistics. Retrieved from finance.yahoo.com: http://finance.yahoo.com/q/ks?s=CLX
Every company has internal and external forces that effect how they operate within the community in which they are located and also within their own walls. These internal and external forces play a strong impact on the company’s profitability and success. These forces have an effect on what consumers they attract or ignore and how they are perceived by those who have the buying power. A mistake any analyzing and implementing measures to assist with these factors could greatly affects a company’s bottom line and success. This is why any company wanting to grow and be successful will need to take all of these forces; sociocultural, technological, economic, environmental and political-legal into consideration in creating their strategic plan.
The strategic recommendations provided will improve and enable the business to cope with the competitors, while the implementation of the strategy section will outline the way to go about achieving these alternatives in the business setting. Lastly, we put up a discussion on the evaluation procedures and necessary controls for the business. In the case study, it was discovered that there were sources of opportunities in which the company would invest.
Looking at the individual ratios seen in exhibit 1 and comparing it to the industry average shown in exhibit 2 gives a sense of where this company stands. Current ratio and quick ratio are really low and have been decreasing. For 1995, the current ratio is 1.15:1, which is less than the industry average of 1.60:1, however to give a better sense of where this stands in the industry, as seen in exhibit 3, it is actually less than the average of the bottom 25% of the industry. The quick ratio is 0.61 is less than the industry is 0.90. Both these ratios serve to point out the lack of cash in this company. The cash flow has been decreasing because, it takes longer to get the money from customers, but the company still needs to pay for its purchases. Also, the company couldn’t go over the $400,000 loan limit, so they were forced to stretch their cash.
Constant innovationthis company's growth is driven by their constant innovation. Constant innovation is the key to their enterprises future. When they signed the tobacco settlement agreement in 1988 it fundamentally changed the way cigarettes are advertised, promoted, and sold in the US. This impacts every aspect of Philip Morris USA's marketing practices. While they are complying with this agreement they are also being responsible by marketing to adult smokers. They also have policies and practices in place to address all issues with their primary stakeholders along with their secondary stakeholders such as the general public, public health communities, parents, community leaders, decision makers, and the government (Altria, 2008).
A marketing strategy is an objective driven long-term plan which aims at achieving specific marketing goals. Clorox strategic plan aims at growing its sales volume by 3 to 5 percent annually and this means that the marketing team needs to come up with ways through which the required sales volume will be achieved.
Organizations use financial statements and ratio analysis assess financial performance viability. The ratio analysis are used to identify trends and to perform organizational comparison (financial) with other companies within same industry. Ratio analysis, using data reported on the financial statements, are divided into five major categories: common size, liquidity, solvency, efficiency, and profitability. This paper will assess the financial stability of John Hopkins Hospital (JHH) using the five ratio analysis.
Although Lafley has had success, the underlying problem remains. How will Lafley return P&G to its rightful place in Corporate America? P&G's solution to its problems is through product line extensions, expansion into non-premium brands, as well as acquisitions, licensing, reinforcing market orientation through consumer focus, and outsourcing. This recommendation was based on following items;
When testing if a corporate strategy is leading the company to success, there are techniques that can be used to project data collected from the company. Long term attractiveness, competitive strength, and the nine cell industry attractiveness/business strength matrix are used to highlight strategic positions of each business in a diversified company. The industry attractiveness gages the prospects for long-term performance. Competitive strength measures how strong the units are positioned in a business in their industry. Lastly, the nine cell industry attractiveness/business strength matrix merges information on attractiveness and competitiveness to show where in the industry does a unit fit when it comes to long-term success. Walt Disney
In 2013, Clorox had 5,533 million dollars in sales. In 2014, the company reported having a little drop with 5,514 million dollars in sales, however Clorox recovered in 2015 with an increase of 5,655 million dollars in sales. I think their consistency and slight increase is something to be proud of considering our economy is still in a fragile, recovering phase. Clorox has 7,700 employees for the year of 2015, compared to the previous years in 2012 through 2014 where there were 8,400 to 8,200 employees. (Investors, 2016) One of Clorox’s new strategies is creating a spray bottle, which allows consumers to be able to use the product down to the last drop. In most cases the current spray bottles do not allow the tube to reach to small portion of liquid at the bottom. With their SmartTube technology, they consumer will be able to tilt the bottle forward to access the remaining liquid. In addition Clorox is always dedicated to improve their cleaning supplies to help fight against infections. (Innovation, 2016
"Johnson & Johnson Family of Companies | Johnson & Johnson." Johnson & Johnson Family of Companies | Johnson & Johnson. N.p., n.d. Web. 08 Dec. 2013. .
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(2013). Strategy- nestle roadmap to good food good life.Nestle Good Food, Good Life, Retrieved from http://www.nestle.com/aboutus/strategy
P&G is an international and famous consumer goods founded in United States by Williams Procter and James Gamble both from the United Kingdom since 1837 about 177 years ago. P&G manufactures diversified range of product such as personal care, cleaning items, beauty product, pets food, drugs, & other beverages. Their products are sold in more than 180 countries around the world through grocery and departmental stores and retailers. They are also among the world’s most profitable consumer product company, with highest amount of sales. Their products are recognized in most part of the world. Their company have an organizational strategy to touch the live of its employees which is the major strength and competitive advantage of the company.
Relationships have been in place with two main groups in Singapore long before Proctor and Gamble ever decided to build a plant. The Economic Development Board and A*Star’s Institute for Materials Research and Engineering are the two main groups they have been involved with. Since Proctor and Gamble built these relationships before building a plant in Singapore they have thus established a strategic alliance with Singapore. The Economic Development Board and A*Star’s Institute for Materials Research and Engineering have come together with Proctor and Gamble to share resources and complete a project. Proctor and Gamble benefit from setting up a strategic alliance with A*Star by getting the privilege of looking at IMRE’s innovative research (Moneycontrol.com, 2008). In return for this preferential treatment, P&G shares its new innovations with A*Star’s IMRE (Moneycontrol.com, 2008).
Once America’s most innovative consumer products company, Procter and Gamble (P&G) started by selling soaps and candles in a small Cincinnati storefront in 1837 (Procter and Gamble, 2008). After a hundred and seventy-one years P&G has grown to over one hundred household brands in over eighty countries (Markels 2006). Their products range from air fresheners to prescription drugs. However, as P&G headed into the twenty-first century they announced that they would not be meeting their 1st quarter earnings forecast [Lafley, 2003]. Revenue margins were dropping and P&G was quickly losing market share to Kimberly Clark and Johnson & Johnson. After missed earnings P&G’s stock price fell from $59.18 to $26.50 between January 2000 and March 2000 (PG). Upset, the board of directors pressured then CEO Durk Jager to resign after a lack luster attempt at turning P&G around and replaced him A.G Lafley, an unproven CEO, whom analysts felt lacked the experience to give P&G a much needed clean up (Lafley, 2003).