Maytag Corporation Written Report of a Case Analysis
Table of contents
I. INTRODUCTION 1
II. EXTERNAL ENVIRONMENT (see exhibit 1) 1
A. General Environment 1
B. Task Environment 2
III. INTERNAL ENVIRONMENT (see exhibit 1) 3
A. Corporate Structure 3
B. Corporate Culture 3
C. Corporate Resources 3
IV. ANALYSIS OF STRATEGIC FACTORS 5
A. Situational Analysis (SWOT: see Exhibits 1, 4 & 5) 5
B. Success Factors 5
V. CURRENT STRATEGIC POSTURE 5
A. Review of Current Mission and Objectives 5
B. Current Corporate Strategies 6
C. Current Competitive Strategies 6
VI. GOVERNANCE 6
A. Board of Directors 6
B. Top Management 6
VII. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY (see exhibit 6) 6
A. Strategic Alternatives 6
B. Recommended Strategy 7
VIII. IMPLEMENTATION (see exhibit 7) 7
IX. EVALUATION AND CONTROL 8
References 9
Exhibits 10
Exhibit 1: Summary of the external environment analysis 10
Exhibit 2: Ratio analysis 11
Exhibit 3: Common-Size Income Statements 12
Exhibit 4: Summary of the internal environment analysis 13
Exhibit 5: Strategic factors summary 13
Exhibit 6: SWOT Matrix for Maytag Corporation 14
Exhibit 7: Action plan 15
I. INTRODUCTION
Maytag Corporation is an US based company dedicated to designing, building, marketing, and servicing the best appliances in the world. Initially founded in 1893 to manufacture farm equipment, the company converted its object to specialize in appliance manufacturing. After being successful in a niche of higher quality washer in US, Maytag had decided to become a full-line and worldwide manufacturer of appliances through acquisitions. Unfortunately, Maytag managers had to deal with higher costs and lower quality of products manufactured by some of the acquired firms, as well as the differences in organizational cultures. In addition, acquisition brought a deal of problems such as a heavy debt. To improve its financial situation, Maytag 's managers decided to sell the only acquired company operating overseas (Europe, Australia, and New Zealand), but
I. INTRODUCTION 1
II. EXTERNAL ENVIRONMENT (see exhibit 1) 1
A. General Environment 1
B. Task Environment 2
III. INTERNAL ENVIRONMENT (see exhibit 1) 3
A. Corporate Structure 3
B. Corporate Culture 3
C. Corporate Resources 3
IV. ANALYSIS OF STRATEGIC FACTORS 5
A. Situational Analysis (SWOT: see Exhibits 1, 4 & 5) 5
B. Success Factors 5
V. CURRENT STRATEGIC POSTURE 5
A. Review of Current Mission and Objectives 5
B. Current Corporate Strategies 6
C. Current Competitive Strategies 6
VI. GOVERNANCE 6
A. Board of Directors 6
B. Top Management 6
VII. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY (see exhibit 6) 6
A. Strategic Alternatives 6
B. Recommended Strategy 7
VIII. IMPLEMENTATION (see exhibit 7) 7
IX. EVALUATION AND CONTROL 8
References 9
Exhibits 10
Exhibit 1: Summary of the external environment analysis 10
Exhibit 2: Ratio analysis 11
Exhibit 3: Common-Size Income Statements 12
Exhibit 4: Summary of the internal environment analysis 13
Exhibit 5: Strategic factors summary 13
Exhibit 6: SWOT Matrix for Maytag Corporation 14
Exhibit 7: Action plan 15
I. INTRODUCTION
Maytag Corporation is an US based company dedicated to designing, building, marketing, and servicing the best appliances in the world. Initially founded in 1893 to manufacture farm equipment, the company converted its object to specialize in appliance manufacturing. After being successful in a niche of higher quality washer in US, Maytag had decided to become a full-line and worldwide manufacturer of appliances through acquisitions. Unfortunately, Maytag managers had to deal with higher costs and lower quality of products manufactured by some of the acquired firms, as well as the differences in organizational cultures. In addition, acquisition brought a deal of problems such as a heavy debt. To improve its financial situation, Maytag 's managers decided to sell the only acquired company operating overseas (Europe, Australia, and New Zealand), but
References: Hunger, J.D.. "Maytag Corporation (1996): Back to Basics." In Wheeen, T.L., and J.D. Hunger. Strategic Management & Business Policy. 7th Edition. Upper Saddle River (NJ): Prentice Hall, 2000. "The US Major Home Appliance Industry (1996): Domestic versus Global Strategies." In Wheeen, T.L., and J.D. Hunger. Idem.