Spectrum Case Notes

Spectrum Case Notes

Spectrum Brands Mini Case Notes
Alexa Huestis
10949110
Problems identified in the case:
  * Company has new name with new acquisitions
  * Creating an effective sales team with different companies who have different operations, target markets, and products.
  * Time is limited to impellent national sales force plan because there is pressure to avoid disrupting the growth momentum of the companies individual brands, maintain customer relationships and stay ahead of the competition.
Spectrum Brands recently made a number of new acquisitions to diversify their product and brand portfolio. The consumer brand industry is highly competitive and in order to compete for limited and valuable shelf space strong relationships with retailers are essential. Smaller players are being weaned out and the larger companies like Spectrum who have presence in multiple product categories are succeeding. Spectrum Brands are available though the top 25 retailers in the world with $2.8 billion in annualized revenues. Spectrums new brand portfolio consists of Remington Products Inc, Nu-Gro, United Industries Corporation, Tetra Holdings Inc and allows Spectrum market presence in the battery market, shaving and grooming products market, lawn and garden market, and specialty pet supply market.    
Bob Falconi, vice president of sales and marketing has been assigned the task of creating a national sales force from the teams of newly merged companies. These new acquisitions allowed Spectrum leverage over global distribution channels, purchasing power and operations processes, and access to a number of new retailers. Now Falconi needs to develop an effective sales team which will capitalize on synergies within the businesses and reduce costs where possible, given the similarities and differences of each brand and its respective industry.  
The Rayovac/Remington sales force is currently organized by distribution channel with eight sales reps responsible for selling all products...