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Kimbery Clark

In: Business and Management

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The company that many of us grew up with that offered disposable diapers and training pants found itself in an ever changing and competitive market. With European markets opening up to more organizations, Kimberly-Clark needed a new strategy to overhaul its business and remain competitive. Some of the factors that brought on the need for restructure as seen in Hitt (2013), was a difficult merger between Kimberly-Clark and Scott Paper, lack of growth in developed countries and loosing market shares to competition. Kimberly-Clark came up with a unique restructuring strategy that would place products into categories based upon their selling strength (Grow, Sustain, or Fix). This strategy was not well received by shareholders and the stock market. Kimberly-Clark then choose to revise this strategy into a more acceptable one. Products would be placed into three categories. Personal care, washroom products, and emerging markets.


The obstacle that Kimberly-Clark faced during this restructuring phase would include the reorganization of production equipment and personal. By categorizing products into new categories management and production would have to be reorganized. The original restructuring plan would have products utilizing the same type of equipment being moved elsewhere due to its sales performance. Another disadvantage of this restructuring would be the cost. For example, an article seen in USA Today (2013), Kimberly-Clark anticipated restructuring costs between $130 million and $160 million. These restructuring costs along with a decrease in sales brought on by competition from business rivals were proven to be a major obstacle.


1. Why would Kimberly-Clark executives restructure the company based on “grow, sustain, and fix” categories? What disadvantages might result from such a…...

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