Clorox Brands

The Clorox Company 1 Running head: THE CLOROX COMPANY MARKETING PLAN

The Clorox Company Marketing Plan

Burt’s Bees and Green Works

Jennifer Giannosa

Baker College Center for Graduate Studies

The Clorox Company Marketing Plan 2

Table of Contents

Abstract .......................................................................................................................................... 4

Company Description..................................................................................................................... 5

Strategic Focus and Plan ................................................................................................................ 5

Current Mission Statement................................................................................................. 5

Revised Mission Statement ................................................................................................ 5

Current Vision Statement ................................................................................................... 6

Revised Mission Statement ................................................................................................ 6

Goals................................................................................................................................... 6

Non-financial Goals……………………………………………………………… 6

Financial Goals………………...………………………………….……………... 6

Core Competency and Sustainable Competitive Advantage.............................................. 7

Situation Analysis .......................................................................................................................... 7

SWOT Analysis ………………………………………………………………………..... 7

Industry Analysis ……………………………………………………………………....... 7

Competitor Analysis ……………..…………………………………………………….... 8

Company Analysis…….………………………………………………………………... 10

Customer Analysis…………………………………………………………………….... 10

Market-Product Focus .................................................................................................................. 12

Marketing and Product Objectives ………………………………………...…………… 12

Target Markets …………………………………………………………………….…… 12

Points of Difference ………………………………………………...…………………. 13

Positioning ……………………………………………………………..………………. 14


Marketing Program ...................................................................................................................... 14

Product Strategy ………………………………………………………….…………….. 14

Product Line ……………………………………………………………………………. 14

Unique Product Quality ……………………………………………………………….. 15

Packaging ……………………...………………………………………………………. 15

Price Strategy ...…...……………………………………………………………………………. 16

Promotion Strategy ……...……………………………………………………………………... 16

Place (Distribution) Strategy……...……………………………………………………………. 17

Financial Data and Projections..................................................................................................... 18

Past Sales Revenues ……...…………………………………………………………….. 18

Organization.................................................................................................................................. 18

Implementation Plan .................................................................................................................... 18

Evaluation and Control................................................................................................................. 19

Recommendations ........................................................................................................................ 19

Conclusion.................................................................................................................................... 20

References .................................................................................................................................... 21

Figure 1 ……………………………………………………………………………………...…. 22

Table 1 …………………………………………………………………………………………. 23

Table 2 …………………………………………………………………………………………. 24


Abstract

The following marketing plan written for The Clorox Company offers an improved strategy on

marketing activities for the company’s current product portfolio. This study was conducted

primarily on the firm’s natural product brands Green Works and Burt’s Bees. Through industry

analysis and evaluation of Clorox’s published financial results, goals for continued growth and

success are presented. Results indicate operation within mature markets and thus high

competition. Conversely, the company’s natural products maintain strong presence within their

respective markets and represent high opportunity for growth. Recommendations include focus

on international growth, social responsibility, natural or green product expansion, and growth of

business-to-business sales.


Company Description

Since its inception in 1913, the Clorox Company has been recognized as the ultimate

authority on bright white laundry and clean homes; however today the company tells a quite

different story. Over the years Clorox has seen great success and today enjoys a leading position

in many various product markets. Selling products primarily through mass merchandisers such

as grocery stores and other retail outlets, Clorox is considered a manufacturer and marketer of

consumer and institutional products. (Reuters Fundamentals 2010) Although its Clorox bleach

may be considered the company’s flagship product, other top brand names in its portfolio include

Clorox cleaning products, Green Works natural cleaning products, Fresh Step and Scoop Away

cat litter, Hidden Valley Ranch dressing, Kingsford charcoal, Burt’s Bees natural personal care

products, and Brita water-filtration systems among others. Surprisingly, close to 90% of Clorox

Company brands hold either the number one or number two market positions in their categories

(see Figure 1). (Clorox 2010, IBIS World 2010)

Strategic focus and plan

In this section, revised mission and vision statements are given. In addition, goals

created through analysis of company strengths, weaknesses, opportunities and threats (SWOT)

are listed. Finally, the core competencies or sustainable competitive advantage of Clorox is

highlighted.

Current Mission Statement

We make everyday life better, every day.

Revised Mission Statement


At Clorox, we use innovation to develop products that make everyday life easier for our

customers all over the world. We invest in and watch over our communities. We nourish and

support our environment. We are a team of global professionals.

Current Vision Statement

None

Revision Vision Statement

Over the next 5 years Clorox’s vision is to expand its reach to customers. We desire to

improve the lives of people all over the world with innovative products that also support our

environment.

Goals

�on-financial goals.

• To expand international product portfolio by 20%.

• To increase international sales of Burt’s Bees by 25%.

• To expand Green Works product portfolio by 15%.

• To increase Green Works professional products sales to businesses and schools by

25%.

Financial goals.

• To expand international product sales to 2.5 billion.

• To decrease company-wide operating costs by 5%.

• To increase annual sales growth goals to 7%.

Core Competency and Sustainable Competitive Advantage

Clorox’s major core competencies lie within its diverse product portfolio and strong

percentage of products in number one and two market positions. In addition, Clorox is a highly


recognized company which has been in existence for generations. Many US consumers are

familiar with Clorox and regard it as a trustable brand name. By consistently entering new and

growing markets, Clorox has managed a strong portfolio even in rough economic times.

Other major internal strengths for Clorox are its international presence and impressive

size and resources. Although Clorox does sell products internationally, its international portfolio

is small compared to its biggest competitors. Due to its wide range of products in different

consumer markets, the company is able to cater to a diverse customer base and is flexible

regarding the ebb and flow of consumer demand. With many leading products, Clorox has a

strong grasp especially in the US consumer product market. (Global Data 2010) As shown in

Figure 1, some of Clorox’s top leading brands include Kingsford Coal, Glad plastic bags, Brita

water filters, and Clorox bleach. (The Clorox Company 2010)

Situation Analysis

Although Clorox has enjoyed increasing growth and success since its inception, it

operates in mature markets with high competition. The following situation analysis includes a

snapshot of the industry arena in which Clorox operations. See Table 1 for a SWOT analysis of

Clorox. Further, it will profile the company’s biggest competition as well as average consumer.

Industry Analysis

As previously mentioned, Clorox maintains a portfolio with products classified in a

variety of industries. However, the company designates four segments to summarize its major

operations. These segments include household, lifestyle, cleaning, and international. Further,

industry analyst companies place it in several different industry classifications. This report

places heavy emphasis on the Soap and Cleaning Compound Manufacturing and Global

Toiletries and Cosmetic Manufacturing industries. (IBIS World 2010)


Within these industries there are many interesting trends, however overall competition is

considered medium and the life cycle stage is mature. Due to the maturity of the market,

demand is unlikely to increase significantly, particularly in the US market. Below are major

trends affecting the soap and cleaning compound manufacturing industry:

• Environmental concern and added regulation drives product innovation

• Price pressure: Increasing popularity of private label (PL) products

• Additional demand depends on population growth (growing Hispanic market)

• Emerging markets offer growth

• Improving economy: shift back to brand names

• Increasing cost prices create downward pressure on product price

With many strong market influences affecting the industry, the success of Clorox

depends on a marketing strategy built around these trends. Fortunately, as the economy slowly

improves into 2011, increasing demand from commercial and consumer markets holds promise.

Although its competitors maintain strong international portfolios, Clorox has yet to take

advantage of this growing opportunity. With only 21% of its business done internationally

(Clorox 2010), Clorox needs to focus on international expansion before competitors saturate the

market. Although many of its product brands (Green Works, Burt’s Bees, Brita) are poised for

success, the company operates within a highly competitive industry and must take quick action

to ensure profitability. With the rising cost of oil, it will be extremely important for Clorox to

reduce operating costs. Further, as competitors reduce prices in order to keep up with PL sales,

Clorox will also need to evaluate its current product prices.

Competitor Analysis

When looking at The Clorox Company as a whole, its major competitors include:


• Proctor & Gamble

• Reckitt Benckiser PLC

• Unilever

• SC Johnson

• Colgate-Palmolive. (Global Data 2010, IBISWorld 2010, Encyclopedia of American

Industries 2010)

As a midsized and mostly domestic company, Clorox operates in an industry dominated

by large global players. (IBISWorld 2010) In the Soap and Cleaning Compound Manufacturing

industry, Clorox’s traditional bathroom cleaning products compete with the above listed global

companies. However, its Green Works product line enjoys a stronger hold on the market with

around a 40-50% command of the US natural cleaning product market. (Leary 2009) Major

competitors in this niche market include smaller naturals companies such as Method and Seventh

Generation. SC Johnson launched the natural cleaning product line Nature’s Source in 2009, and

also has its new natural cleaning product line Mrs. Meyers. Information regarding SC Johnson

products can be found via their website at www.SCJohnson.com. It is apparent that the natural

cleaning product industry is becoming more competitive as larger companies unveil their new

natural products. Although Clorox is in a great position as the product leader in this market, it

should prepare for increased competition from global companies.

Clorox’s Burt’s Bees brand natural products compete on shelves with many large

personal care product companies. Major competitors include Nature’s Sunshine, Proctor &

Gamble’s Olay, Colgate’s Tom’s of Maine, and Unliver’s Dove. (Hoovers 2010, IBISWorld

2010) Competitors also recognize the growing naturals product category and in 2006 Colgate-

Palmolive acquired Tom’s of Maine. (IBISWorld 2010) Tom’s of Maine sells natural products


with an oral-care line that directly competes with Burt’s Bees natural tooth paste products. Many

personal care product brands are beginning to offer natural and green products on shelves. This,

Burt’s Bees will see increased competition from larger companies.

Clorox’s global competitors have strength in their international presence. Further, due to

the maturity of the US personal care and soap and toiletries industries, the market is saturated

and global brands find high selling competition between each other for new customers.

Although Clorox is late in the global game and manages only a small international portfolio, the

strength of its natural and green product lines represent a strong opportunity to expand further

internationally.

Company Analysis

Registered as a corporation, the Clorox Company enjoys significant brand loyalty. As a

multi-billion dollar company, Clorox is able to devote significant resources to preserving and

improving its company image. With products in over 100 countries and manufacturing sites in

20, Clorox operates internationally, yet has room for more growth in this area. (Global Data

2009) The company capitalizes on customer’s strong desire for convenient cleaning and other

home goods products. Further, with the purchase of Burt’s Bees natural Bee’s Wax Company,

($925 million cash) and unveiling of its Green Works product line, Clorox has taken the leap into

the emerging market of naturals. (Clorox 2010)

Customer Analysis

It is difficult if impossible to define the profile of a Clorox consumer. Consider the fact

that everyone needs to do laundry, dishes, and clean the bathroom. Men and women both

purchase cleaning products, salad dressings, water filters and even personal care products.


On the other hand, most purchasers of Clorox cleaning products do a large portion of household

shopping. Today this presents a quite different marketing strategy as compared to 1960 when

75% of US households consisted of married couples. (Kerin et al. 2009) In fact, a growing

segment of households includes single parents, single households, and unmarried partners. In

other words, Clorox has a big task on its hand; marketing products which appeal to a variety of

target customers.

Further, due to the maturity of both the cleaning product manufacturing and personal care

product markets, Clorox and its competitors will have to compete directly against themselves for

new customers. One highly growing segment of Clorox customers includes the US Hispanic

population. This represents a great opportunity for Clorox which has experience marketing in

Latin-American countries.

Clorox has been recognized as the cleaning authority since its inception in 1913 and has

enjoyed the benefits of brand loyalty and word of mouth advertising ever since. Convenience

and availability are important for Clorox customers so it is important that products receive ample

shelf space within the most popular retail and grocery stores. Target and Wal-Mart are two

stores which make up a large percentage of Clorox product sales. (Clorox 2010) Customers in

the household goods market are brand loyal which allows companies to charge premium prices.

(IBISWorld 2010) Although PL purchases have been recently increasing, the strengthening

economy will increase brand loyalty once again.

When discussing the personal care product industry, it is important to consider income.

In general, the higher the personal disposable income, the higher the amount spent on toiletries

and cosmetics. (IBISWorld 2010) In the personal home care industry, brand loyalty is a strong

selling point. Customers are willing to pay premium prices if they perceive the products to be of


especially high quality. In fact, Clorox had recognized the growing market for men’s personal

care products and recently launched a line under its Burt’s Bees brand marketed towards men.

(Clorox 2010)

Market-Product Focus

In the following section, an explanation of Clorox’s 5-year marketing and product plans

will be given. These include objectives regarding marketing and products, target consumers,

points of difference, and positioning.

Marketing and Product Objectives

Clorox’s new marketing focus going into the year 2011 will be to maintain customer

loyalty of the Clorox brand while at the same time introducing innovative products and

expanding its natural and green product offerings.

• Brand extension: Expand Green works product line

• Corporate Social Responsibility: Increase generosity advertising

• Global Presence: Expand international presence of Burt’s Bees products

• Increase expenditure of online advertisements

• Innovative products: Increase company-wide focus on innovation

Target Markets

Clorox products are purchased by various consumer target markets with different

demographic and physiological factors. However, its Green Works, Brita, and Burt’s Bees

brands focus primarily on customers who are at least mildly interested in natural and green

products. Because of increased success with these specific brands, Clorox should devote

additional resources to increasing their consumer reach. Overall, its target market consumers are

looking for convenient, accessible, and cost-efficient household products. Many consumers not


currently using green products often consider making the switch; however feel that green

products are more expensive and less effective. With effective marketing efforts, Clorox will

convert these consumers into loyal customers of its natural products.

Clorox can highly benefit from businesses trying to delight customers with a green

image. Businesses find themselves under increasing pressure to go green and represent a specific

target market. Schools are also introducing new ‘green’ programs which represent a target

market highly receptive to relationship marketing. (Neff 2010) Clorox should increase

expenditure on relationship marketing towards schools. This would also be effective in

increasing the company’s socially responsible and green image.

With its Burt’s Bees product line, Clorox has recently recognized the growing men’s

personal care product niche market. Clorox should expand its currently small men’s product line

under the Burt’s Bees brand.

In summary, Clorox should focus on the following target markets:

• International markets for Burt’s Bees

• Growing US Hispanic market

• Schools and businesses looking to ‘go green’

• Average consumers considering green products

Points of Difference

Within such a highly competitive market, it is difficult for any company to distinguish

itself. Most do this primarily though advertising. Fortunately, with Green Works and Burt’s

Bees, Clorox broke into the naturals market early and each brand now enjoys number one

positions in their respective markets. (Clorox 2010 Over the last decade, Clorox has been

carefully molding its image from being an expert on cleaning with manufactured chemical


products, to a socially and environmentally responsible company. Clorox is attempting to

differentiate itself by managing its reputation as a highly ethical company that can be trusted by

loyal customers.

Positioning

With Burt’s Bees and Green Works, Clorox attempts to capitalize on busy consumers

who are interested in natural products but not willing to make significant sacrifices. In other

words, consumers who are looking for convenient green products. By using product

differentiation (Kerin et al. 2009), Clorox helps consumers perceive Green Works and Burt’s

Bees as having benefits over conventional cleaning or personal care products. Many of these

consumers are not searching specifically for natural products, yet are looking to make small

changes which support their health and the environment.

Marketing Program

Below, an analysis Clorox’s overall marketing strategy is given. The strategy gives a

comprehensive plan regarding four areas including including product, price, promotion, and

place.

Product Strategy

After covering product line information, this section moves on to unique product quality

followed by packaging.

Product line. Currently, the Green Works product line contains 15 different products,

while the Burt’s Bees product line offers 150+ products. (Burt’s Bees 2010) See Table 2 for a

summary of Burt’s Bees product categories and the Green Works product line.

Due to the success of both Green Works and Burt’s Bees product brands, each could

benefit from product line expansion. For instance, adding toilet cleaning products or a line of


natural hand soap detergents. Burt’s Bees has recently expanded into other personal care

markets such as baby’s and men’s.

Unique product quality. The unique quality of Burt’s Bees and Green Works products are

their natural ingredients. Yet still, while an increasing amount of consumers are interested in

natural products; they are at the same time focused on convenience. Available at most grocery,

retail, discount, and drugstore chains, consumers are able to purchase natural products from a

highly reputable company.

Packaging. Burt’s Bees packaging is highly recognizable and known for its yellow color

meant to underline its natural bees wax ingredients. However, many of its recently added

product lines use other colors on the packaging such as purple, red, or black. In this case, Burt’s

Bees relies more heavily on purchases from consumers already familiar with the brand.

Although many products feature the word ‘natural’ in large letters, some do not. Unfortunately,

customers will not be able to easily recognize that the product features natural ingredients.

Although the packaging is well designed and pleasing to the eye, it should more clearly

communicate and advertise the natural ingredients the products contain. Featuring the word

‘natural’, using yellow colors or placing pictures of natural ingredients on the packaging will

more effectively communicate the most important benefit of the product. With packaging that is

well designed and effectively communicates benefits, Burt’s Bees will increase sales from

consumers interested in trying a new natural product, as well as consumers who already trust the

Burt’s Bees brand because of its natural image. Unfortunately, it seems as though Clorox is

losing sight of the main focus of the Burt’s Bees product line- its natural ingredients and

wholesome image as an environmentally responsible company.


Price Strategy

While both Burt’s Bees and Green Works enjoy high customer loyalty and strong

consumer demand, each brand manages different pricing strategies. Although consumers of

personal care products find substitutes less desirable, the cleaning product category enjoys less

brand loyalty. Therefore, Clorox must use a different pricing strategy for Green Works. The

Soap Product Manufacturing industry is much more competitive. Still, Green Works is able to

charge a premium on this line because of its ‘green’ image. Even though Green Works maintains

above-market prices because it is the product leader, it must also consider the recent propensity

of customers to purchase PL brands.

Recently, most companies within the cleaning product manufacturing industry have

noticed the importance of reducing prices. This comes from consumers’ reduced spending and

increasing acceptance of PL brands. In fact, According to IBISWorld, “Procter & Gamble is in

the process of lowering prices on about 10% of its product portfolio” (2010, p. 9). In order to

hold onto customer loyalty, it is necessary that Clorox to watch competitor prices. When pricing

Green Works products for commercial sale to other businesses, Clorox should offer quantity

discounts. (Kerin et al. 2009)

Promotion Strategy

Offering coupons via direct mail for Green Work’s products could increase the amount of

new customers who try the product. Many customers consider switching to green products, and

coupons may offer them extra incentive to purchase the product. An ideal strategy would be to

offer coupons which bundle products. This would also encourage users to try additional Green

Works products. However, offering coupons for Burt’s Bees products are not recommended.


Conversely, product placement (Kerin et al. 2009) would be an ideal promotion strategy

for Burt’s Bees. Although this would take careful planning and control, it could help create an

image for the product itself. Alternatively, point of purchase displays would increase exposure

of Burt’s Bees products. By placing displays near cash machines where customers make

additional small purchases, Clorox may gain additional customers who would otherwise not try

the product. Placing the new men’s products near checkouts would increase sales in this product

line.

Place (Distribution) Strategy

Because both brands are heavily focused on offering customers convenience, it is

important that they are available in a wide range of retail stores. Although at first, Burt’s Bees

products were sold primarily at health food stores such as Whole Foods and Trader Joe’s, the

products are now available at a variety of drug stores, grocery stores, and other major retailers

such as Target and Wal-Mart. Green Works products are also available at a variety of major

retailers such as Kroger, Kmart, Wal-Mart, Walgreens, Target, Meijer, CVS, and Rite-Aid

among others. Today, popular warehouse clubs such as Costco and Sam’s Club sell Green

Works products in bulk to consumers and businesses.

Burt’s Bees operates a well organized and aesthetically pleasing website where customers

are able to purchase a variety of personal care products. Online sales of health and beauty

products are forecasted to increase by 2% going into 2012. (Kerin et al. 2009) For this reason it

is important to ensure the website is optimized, and online advertisement expenditure increases.

Although it is not advisable to sell Green Works products to retail consumers online due to their

small purchase price, selling products in bulk to business customers via the Green Works website


is highly advisable. While it is currently possible to purchase Green Works products from a

Clorox website, this distribution strategy has not been optimized.

Financial Data and Projections

Past Sales Revenues

Interestingly, after its 2008 launch Green Works’ sales surpassed initial projections and

broke $13.6 million. (Leary 2010) Unfortunately, sales peaked in 2009 and have since been

declining. (IBISWorld 2010) Sales of Burt’s Bees are $200 million annually. (Neff 2009)

Companywide and despite tough economic times, net sales have increased in 2008, 2009, and

2010.

Organization

The organization of Clorox includes a diversified team of professionals. (Clorox 2010)

Some brands have specific managers. In addition, there are teams devoted to sales management

at certain business, for example Costco. With a specific employee put in charge of one company

brand, this person often becomes a strong advocate for the brand. (Kerin et al. 2009) In order to

facilitate international growth, teams based on geographical location should be created.

Implementation Plan

It will be important to maintain a team responsible for the success of the global marketing

strategy. A significant portion of the marketing budget will be devoted to international growth.

Clorox should do a careful analysis of untapped international markets. The analysis will provide

a list of countries which could support and embrace product entry. In addition, it will be

pertinent to analyze which products to market internationally in their respective markets. Upon

identifying the new international markets, entry strategies should be outlined. The first task will

be to develop a timeline that schedules completion of the following major goals:


• Analysis report on potential international markets

• Selection of international markets

• Development of marketing program

• Implementation and roll out phase

• Review and redesign phase

It will be extremely important for top management to be on board with the new

marketing goals. Open communication between top management and the marketing team, as

well as within the marketing team itself should be encouraged and embraced. The global

marketing team should create program schedules for all major marketing goals. The schedules

should be distributed company-wide.

Evaluation and Control

In order to evaluate the success of the adjusted marketing plan, financial goals will be

analyzed and compared to actual results to see if significant progress was made. By identifying

causes of deviations, Clorox will be better prepared to make adjustments. An evaluation of

financial success in international markets will be conducted throughout the entire process.

Success within international markets will be compared with the success of competing companies.

Recommendations

In order to sustain continued growth, Clorox should expand its international presence

due to the maturity of its respective product industries. Careful analysis of sustainable

international markets and a well planned entry strategy are necessary to ensure a successful

international presence. Because its biggest competitors already have a strong presence in

international markets, Clorox should quickly expand its international product portfolio.


Although the natural product market continues to grow, increasing costs, increasing

acceptance of PL brands, and increasing competition create a volatile market. Therefore, in

order to keep its brand loyal customers, the company should focus on customer relationship

marketing and management. Business-to-business sales, US Hispanic population growth,

increasing online spending, and growing natural markets offer opportunities within the US.

Further, although Clorox’s natural products are the leaders in their product categories, the

company should be prepared for increased competition. If Clorox successfully manages its

ethical image as well as competitively prices its products, customers will have little reason to

look elsewhere.

Conclusion

In conclusion, The Clorox Company has many opportunities for continued growth, yet at

the same time faces threats within the mature industries in which it operates. By focusing on

growth and expansion into new product and geographical markets, while also managing its CSR

image, Clorox should continue to delight its stakeholders. International growth into untapped yet

promising markets should be a company-wide focus. Its Burt’s Bees brand should do especially

well internationally.

Further, Clorox should watch US consumer and customer trends such as changing online

consumer behavior, focus on sustainability, growing US Hispanic population, and increasing

acceptance of PL brands. Due to the rising cost of oil, Clorox will need to do company-wide

restructuring to reduce operating costs. This will ensure profitability. Overall, Clorox has

products headed for success and with careful management of its product portfolio it could

become a globally recognized brand.

1786


References

Clorox (2010). 2010 annual report to shareholders and employees. Retrieved November 19th,

from www.thecloroxcompany.com

Encyclopedia of American Industries (2010). Specialty cleaning, polishing, and sanitation

preparations. Gale. Reproduced in Business and Company Resource Center. Retrieved

December 4th 2010 from the Gale Group database.

Farrell, A. (2007). Clorox to buy Burt’s Bees. Market Scan. Retrieved December 2, 2010 from

www.forbes.com

Global Data (2009). The Clorox Company- Financial and strategic analysis review. Retrieved

December 5th from the Gale Group database

Hoover's Online (2010). Clorox company description. Retrieved December 10th, 2010 from

www.hoovers.com

IBISWorld (2010). Global toiletries and cosmetics manufacturing. Retrieved December 4th,

2010 from the Gale Group database

Kerin, A., Hartley, S., & Rudelius, W. (2009). Marketing. New York, NY: Mc Graw-Hill Irwin.

Leary, N (2009). Jessica Buttimer. Mediaweek. Nielson Business Media, Inc. Retrieved from

Gale Group online database

North American Industry Classification System (NAICS) (2008). Retrieved December 7th, 2010

from http://www.census.gov/eos/www/naics

Reuters Fundamentals (2010). Clorox Co. Thomas Reuters. Retrieved December 5th 2010 from

Gale Group online database


Table 1

SWOT Analysis

Strengths

Number of leading products and brands in wide

range of markets

Highly recognized brand among U.S. consumers

Expanding operating margin

High amount of resources in R&D

Weaknesses

Large size may restrict flexibility

Limited liquidity position

High dependency on the U.S. consumer

market

Declining market share in sector

Opportunities

Rising health and home care markets

Untapped international markets

Growth in E-retail

Focus on natural/green products

Growing U.S. Hispanic market

Threats

Potential criticism and exposure from special

interest groups

Threat from PL brands

Competitors with vast resources pose

breakthrough threat

Recent discretionary consumer buying

behavior

High competition from other top US brands

Table 1


Table 2

Green Works and Burt’s Bees Products

Green Works Products: � Multipurpose

� Original Scent � Tangerine Scent � Cleaning wipes � Glass and surface cleaner

� Glass � Glass cleaner

� Bathroom and Toilet � Bathroom cleaner � Toilet bowl cleaner

� Dishwashing liquid � Original � Water lily � Free and clear � Simply tangerine

� Laundry � Detergent

♦ Original

♦ Free and clear

♦ Tangerine � Laundry stain remover

Burt’s Bees Products: � Face

� Cleaners � Exfoliates � Toners � Complexion mists � Moisturizers � Treatments � Eye crème

� Lips � Lip care � Shiner and gloss

� Body � Washes and soaps � Moisturizers � Bath

� Hair � Shampoos � Conditioners � Treatments

� Baby & Mom � Washes and soaps � Moisturizers � Diaper care

� Men � Washes and soaps � Shaving � Moisturizers � Cologne

� Outdoor � Sun care � Protection � Washes and soaps � Treatment � Moisturizers

� Gifts � Various gift bag kits

Table 2


Figure 1

Clorox Leading Shares

Figure 1

Clorox Brands

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