The Realities of Strategic Decision-Making


In today’s dynamic competitive environment, consumer products companies can have an overabundance of products among their offerings. Some of the larger companies have thousands of product offerings that are sold across several different categories and/or segments. Additionally, many product lines have various sizes, scents, and variations, which can result in one product line having hundreds of active products in the line-up. This is great for consumers because they can purchase products that are tailored to fit their individual needs. But such a large number of products can become quite complex for a manager who is challenged to maximize sales and profitability.

Tara, the Brand Manager for NoWet antiperspirants, has to make a presentation to her boss in two weeks. She needs to lay out the strategic direction for the NoWet brand for the next 2 years. However, this year there are no new item introductions, so Tara needs to develop a strategic approach that will help the brand continue to grow with its current line-up of products. It is going to be a challenge because her direction needs to incorporate what products will be featured during the next 2 years, which will have a direct impact on brand sales and profitability. It will be important not only to continue to drive sales, but also to improve profitability. How should Tara move forward?

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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