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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
The Clorox Company Marketing Plan 3
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
The Clorox Company Marketing Plan 4
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.
The Clorox Company Marketing Plan 5
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
The Clorox Company Marketing Plan 6
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
The Clorox Company Marketing Plan 7
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)
The Clorox Company Marketing Plan 8
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:
The Clorox Company Marketing Plan 9
• 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
The Clorox Company Marketing Plan 10
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.
The Clorox Company Marketing Plan 11
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
The Clorox Company Marketing Plan 12
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
The Clorox Company Marketing Plan 13
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
The Clorox Company Marketing Plan 14
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
The Clorox Company Marketing Plan 15
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.
The Clorox Company Marketing Plan 16
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.
The Clorox Company Marketing Plan 17
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
The Clorox Company Marketing Plan 18
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:
The Clorox Company Marketing Plan 19
• 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.
The Clorox Company Marketing Plan 20
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
The Clorox Company Marketing Plan 21
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
The Clorox Company Marketing Plan 22
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
The Clorox Company Marketing Plan 23
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
The Clorox Company Marketing Plan 24
Figure 1
Clorox Leading Shares
Figure 1