Also, corporate office did a good job of seamless linking of its structure and processes. A good example for this can be the use of formal training process in order to tie corporate vision to the values and needs of each department at a division level. The company also recruits and made sure that only the best candidates are selected using a careful selection process. In addition, the company provides Newell University to implement the company values and strategies in employees. This HR management results in performance and managing expectations of both employees and top management, while focusing on the main company goal to increase sales and profitability. Also, acquisitions were made only in corporate level, in order to make sure all divisions are stay focus with their goals for productivity, good service and profitability.
The acquisition of both Calphalon and Rubbermaid are unusual for Newell. Calphalon selection does not perfectly alien with the corporate strategy for mass retails sales and Rubbermaid is slightly unusual in the size of the acquired target. However, Calphalon should create some benefit and value for Newell by extending its product into the non-mass market in the house-wares division. This acquisition can allows Newell to offer premium products with strong brand equity without cannibalized existing products as cookware to the mass retailers. While most of Newell’s product offerings are