Clorox International Company Creates a Smaller World
One of Clorox International Company’s core values is ‘working together to win’ and the company deeply believes that together it can create better plans. With international headquarter-based Category Development Units that set the strategy and centralize research, Clorox can glean links across multiple geographies to drive scale. Over its history, emerging markets at times were unique, separate companies selling and marketing brands. Today, Clorox sees the benefit in linking countries, regions and ultimately, consumers across multiple geographies.
“Yes, this is the age old ‘the world is getting smaller’ story,” explains Daniel Mudd, director, International Sales for Clorox. “As I was in Dubai this spring and the radio was playing music identical to the radio in San Francisco, it made me take pause on how economic, social, technological and political change is increasingly interdependent.”
With nearly 20 years of global CPG experience, Mudd currently leads a global team with three distinct parts: Internal ‘country consulting’ built on an in-house model called the Go To Market Accelerator Process (GT MAP); Lead Clorox’s existing and new distributor partnerships development and new country entry; Score carding and global capabilities development.
“While many international FMCG teams focus on the big four BRIC’s, Clorox is very careful not to overextend ourselves internationally,” explains Mudd. This approach has served Clorox well. While its international division is close to $1 billion in sales, Clorox tries not to overweigh its portfolio.
When it comes to certain regions, Mudd says that at Clorox most are self-sustaining, that is to say the investment for growth is fueled from regional operations.
“There are shifts with regions and in part, that is why the GT MAP team exists. The team not only works with country leadership teams to find sources of value, but helps countries make very hard choices. With a co-sponsor into the leadership teams, these choices can be taken to the betterment for the region and subsequently the company as a whole,” says Mudd. “Finding the bifurcation in countries with similar consumer and retailer landscapes results in a better understanding of the larger choices like ‘where to play.’ Further, I’d be remiss if I didn’t mention finding the right partners is key. Give me a great, committed distributor in a small country and often the sky is the limit,” he closes.
“Yes, this is the age old ‘the world is getting smaller’ story,” explains Daniel Mudd, director, International Sales for Clorox. “As I was in Dubai this spring and the radio was playing music identical to the radio in San Francisco, it made me take pause on how economic, social, technological and political change is increasingly interdependent.”
With nearly 20 years of global CPG experience, Mudd currently leads a global team with three distinct parts: Internal ‘country consulting’ built on an in-house model called the Go To Market Accelerator Process (GT MAP); Lead Clorox’s existing and new distributor partnerships development and new country entry; Score carding and global capabilities development.
“While many international FMCG teams focus on the big four BRIC’s, Clorox is very careful not to overextend ourselves internationally,” explains Mudd. This approach has served Clorox well. While its international division is close to $1 billion in sales, Clorox tries not to overweigh its portfolio.
When it comes to certain regions, Mudd says that at Clorox most are self-sustaining, that is to say the investment for growth is fueled from regional operations.
“There are shifts with regions and in part, that is why the GT MAP team exists. The team not only works with country leadership teams to find sources of value, but helps countries make very hard choices. With a co-sponsor into the leadership teams, these choices can be taken to the betterment for the region and subsequently the company as a whole,” says Mudd. “Finding the bifurcation in countries with similar consumer and retailer landscapes results in a better understanding of the larger choices like ‘where to play.’ Further, I’d be remiss if I didn’t mention finding the right partners is key. Give me a great, committed distributor in a small country and often the sky is the limit,” he closes.