Falconi

Case Solution for Spectrum Brands, Inc.–The Sales Force Dilemma

Complete Case details are given below :
Case Name :      Spectrum Brands, Inc.–The Sales Force Dilemma
Authors :           Donald Barclay, Joe Falconi
Source :             Ivey Publishing
Case ID :            906A35
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2005, the vice president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, lawn and garden care products, specialty pet supplies, and shaving and grooming products. The vice president of sales and marketing was charged with the task of creating a national sales force from the teams of the newly merged companies. Knowing the importance of the sales function to each of these companies, he wanted to ensure, despite the differences among the diverse groups, that he still maintained a team which would effectively and efficiently continue to increase the sales of each business unit.
 
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Case Solution for Rayovac Corporation–The Rechargeable Battery Opportunity

Complete Case details are given below :
Case Name :      Rayovac Corporation–The Rechargeable Battery Opportunity
Authors :           Donald Barclay, Joe Falconi
Source :             Ivey Publishing
Case ID :            906A36
Discipline :        Marketing
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The vice president of sales and marketing was contemplating how to grow the Rayovac Battery Division of Spectrum Brands Canada Inc. (Spectrum). Spectrum, a global consumer products company, owned a variety of brand name products. The vice president of sales and marketing knew that, with effective marketing, the rechargeable battery market was one that would likely grow within North America as it had in Europe. Major competitors were not focusing on this product category, fearful that it would cannibalize sales of their non-rechargeable products. Rayovac could use this opportunity to increase its presence and brand name recognition by entering the “back door” instead of competing head-to-head against the well-established market leaders–Duracell and Energizer. The vice president wondered whether this was a business worth pursuing and, if so, how he would market the Rayovac line within Canada.
 
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