This is a compilation of 5 separate case studies on businesses at Quickie Manufacturing, Remington Products, Black & Decker and Tenneco/Monroe Auto Parts. It discusses how Rick Steinbrenner -the Global Brand Guy - saw the problem, developed an effective action plan and the results. Rick Steinbrenner - The Global Brand Guy

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Consumer Package Goods Consumer Durables
2060 Queensbury Drive
Acworth, GA 30102
770-514-9363
rick@globalbrandguy.com
Rick Steinbrenner
The Global “Brand Guy”The Global “Brand Guy”
Business Case Studies

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Rick SteinbrennerRick Steinbrenner
The “Global Brand Guy”
Profit & Loss Responsibility, New Product Development, Marketing Communications
Consumer Package Goods; Consumer Durables, B2B Industrials
Consumer focused brand marketer driving business-building initiatives & new product
innovations; delivering breakthrough results for challenged global brands.
 Returns profitability for declining consumer businesses in commoditized categories. Increased operating
income/EBITDA by $25MM.
 Discovers unique brand marketing communications leading to increased brand equity and sales. Identified
and launched 17 TV commercials/infomercials/QVC, print, digital.
 Innovate, patent and market new consumer products from inception through launch - broadening market
penetration - marrying consumer insights & new functional technologies.
 Developed and launched 20 new products generating over $200MM in sales.

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Case Studies Table Of Contents
Case Study Business Slide #
Consumer segmentation leading to breakthrough new branding and
product strategies
Black & Decker’s Garment Care Business 4
Developing a brand new product idea / category in household cleaning
tools
Black & Decker’s Cleaning Business 11
Differentiation marketing in commoditized categories Remington’s Women’s Haircare Business 17
Business expansion through unlocking your brand equity Quickie Manufacturing 22
Marketing leadership via brand equity building Tenneco/Monroe Auto Parts 26

4. 4
Consumer Segmentation Leading To Breakthrough
New Branding / Product Strategies
Developing A $30MM Business From Zero
& Turning Around A Consumer Business

5. 5
Garment Care Business Situation
 Business and profit erosion: $140MM to $80MM topline sales; operating
income from +$15MM to losing cumulatively -$13MM in 1993-5.
 Market share drop from 50% to 30% with Hamilton Beach & Rowenta
taking the most of the share.
 Premium iron product design/performance lapped by competition and over
20 years old.
 Failed on four other occasions to develop a successful premium iron
product.
 Iron consumer purchase behavior not well understood; Previous research
results were focused on entire market vs. understand potential segments.

6. 6
There’s a BIG difference between what consumers say
and how they think
“Who I
Am”
“What I
Say”
“How I
Act”
“What I
Feel”
“How I
Think”
High
HighLow
PotentialMarketShareImpact
Consumer Behavior Understanding
Demographics and other traditional segmentation methods
Product usage via informal surveys and other qualitative methods
Observing actual usage behaviors
In-depth discussions
on emotions/attitudes
Consumer values via
cluster analysis
To substantially impact market share one must need to move the consumer understanding chain
through quantitative analysis focused on consumer values.

7. 7
Garment Care Actions
Uninvolved/Low End Ironers
 Working couples on the go
 Time pressed
 Hate ironing
Appearance Driven/High End Ironers
 Family’s appearance is key
 “One Pass” ironing
 Likes to iron
ATTITUDINAL CLUSTERS “NEED GAPS” IRON FEATURES
Performance
Made Simple
Professional
Pressing
Results
 Lightweight
 Sure steam system
 Auto-clean valve
 Maximum steam performance
 Superior glidability
 In-use comfort
Instead of focusing on ALL iron users, we learned consumer attitudes/habits
about ironing drove usage/purchase behavior
 Key learning: appearance driven users were the heavy users – 20% of users, but 40% of ironing activity
(Uninvolved ironers were 60% of users, but only accounted for 40% of ironing activity)
 This study proved consumer attitudes can drive purchase behavior vs. just what consumers say or do.
Source: 1995 B&D A&U Study

8. 8
 This was how we communicated our new product line strategies to the trade/consumers
 Team obtained $18MM in capital to re-tool and launch this new product line strategy
Garment Care Actions

9. 9
Maximum Steam Performance:Maximum Steam Performance:
No other premium iron steams more
Professional Pressing Results at Home - just like a dry cleaner!!Professional Pressing Results at Home - just like a dry cleaner!!
Superior Non-Stick Glide:Superior Non-Stick Glide:
New “space age” soleplate coating
Comfortably Designed:Comfortably Designed:
Comfort Grips & Unique Control Design
(New feature for the category)
Garment Care Actions
 ProFinish had 21 utility and design patents, the first iron to launch “comfort grips” into the market
 Voted a Consumer Digest “best buy” in 1998, achieved 100% distribution in all retail channels
Developed and Launched New Premium Iron in the >$30 price point segment

10. 10
 ProFinish premium irons became a $30MM franchise from zero. Exceeded
all expectations and paid out original capital investment.
 Total Garment Care was “right-sized” in 1998 to $90MM with $7MM of
operating income – a $20MM operating income swing.
 B&D total iron share moved up from 30% to ~40%
 Eliminated/consolidated over 60 sku’s enhancing product cost and working
capital efficiencies.
 Today, Garment Care is a $100MM business for Spectrum Brands. (the
subsequent owner of Garment Care after B&D divestiture/Applica).
 The consumer segmentation study is still quoted in trade publications as
how consumer really buy irons.
Garment Care Results

11. 11
Developing A Brand New Product Idea / Category
In Household Cleaning Tools
“The Buster” Family Of Cleaning Tools
Dustbuster, Scumbuster, Floorbuster

12. 12
 Black & Decker invented the Dustbuster franchise in 1979.
 Dustbusters had eroded from $100M to only $35MM by 1996.
 Handheld vac competition – (Royal, Hoover, Eureka, China imports) was mainly
responsible.
 Moreover, there had not been any real innovation in handheld vacs for years. i.e.
corded or cordless , amps and accessories.
 Strategic Imperatives:
 Re-vitalize Dustbusters
 Expand into new “non-served” adjacent product categories exploiting “need gaps”.
Cleaning Tools Business Situation

13. 13
Consumer lifestyle shifts were driving changes in traditional
household cleaning behaviors.
Key Consumer Trends:Key Consumer Trends:
Help consumers clean faster & better with less time & effort
Speed Bumps
Speed Bumps
Cleaning Business Actions
 Working parents & single parent householdsWorking parents & single parent households
 Time constraintsTime constraints
 Casual living attitudes & priorities - “I can live with some dirtCasual living attitudes & priorities - “I can live with some dirt””

14. 14
Consumer Household Cleaning Tasks/Markets
VacuumVacuum Manual Wet MopsManual Wet Mops
Sweep/Dry MopSweep/Dry Mop
DustingDusting
Wet CleanWet Clean
 Upholstered furniture
 Wall-to-wall carpeting
 Area rugs
 Major/small kitchen appliances
 Heater, radiator
 Window coverings
 Woodwork
 Electronic equipment
 Light fixtures/ceiling fans
 Hardwood floors
 Tile floors
 Linoleum
 Entry way/ mud room
 Major/small kitchen appliances
 Sink, toilet, tub& tile walls
 Windows
 Kitchen countertops
 Glass/wood tops
 Shower doors
 Sliding glass doors
 Fireplace/hearth
 Hardwood floors
 Tile floors
 Cement floors
OutdoorOutdoor
 Deck and patio
 Outdoor furniture
 BBQ
 Siding
 Gutters
 Fences
 Driveways/sidewalks
Source: 1994 B&D Cleaning A&U Study
Cleaning Business Actions
These tasks were already being
addressed by current products
Opportunities existed to “Invent
& Market” In Adjacent Categories
Traditional Served Cleaning Markets Unserved, Adjacent Markets

15. 15
Cleaning Category Consumer Segmentation
 Consumer attitudinal segmentation showed both an emotional and rational need for new
cleaning solutions beyond handheld vacs.
 Convenient hard surface floor and wet cleaning needs were not being addressed.
Source: 1994 Cleaning A&U Study
Sweeping/
Dry Mop
Sweeping/
Dry Mop
Corded/Cordless
Handheld Vacs
Corded/Cordless
Handheld Vacs
Wet Cleaning
Tools
Wet Cleaning
Tools
Dirt/Messes are important to clean up - emotional
Thecleaningtaskitselfisannoying-rational
Low
High
High
Anti-CleanersAnti-Cleaners
CleaningCleaning
FanaticsFanatics
TolerantTolerant
CleanersCleaners
DiligentDiligent
CleanersCleaners
Cleaning Business Actions

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 Scumbuster invented the “wet cleaning” category –
$60MM business – single largest $ SKU in Black &
Decker’s 100 year history.
 Unique product design/manufacturing process
resulted in a waterproof product up to 3 feet in water –
competition couldn’t duplicate it. First to market.
 Scumbuster was the first Black & Decker
product on QVC – result $1MM of sales in one day
 Floorbuster was the first cordless stick vac using
the patented versapack rechargeable battery technology
and new bagless technologies before Dyson vacs.
- $5MM business
 Achieved highest profitability return in history
of the business - $100MM with >20% ROS.
Cleaning Business Results

17. 17
Women’s Haircare Business
Differentiation Marketing In Commoditized Categories

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 Background: Victor Kiam of Remington bought the Clairol women’s haircare
business in the mid 90’s (without the Clairol brand)
 Haircare business eroded from ~$40MM to <$25MM (1998) (post-Clairol
acquisition)
 Market ranking: # 5 player - #5 player in hair dryers, #2 player in hot rollers,
no presence at all in curling irons (source: NPD).
 Conair and Helen of Troy (#1 and #2) had 100% distribution due to full line
of haircare products and strong brand equity.
 Remington products were essentially “me-too” with the exception of some
key sku’s in Hot Rollers. Could only compete on price.
 Consumer understanding of haircare purchase behavior not well
understood – by Remington or the competition.
Women’s Haircare Business Situation

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Haircare Business Actions
Consumer
Segment
Frustrated/Skeptical
Users
46% of Users
Appearance Driven
Users
29% of Users
Self-Reliant Users
25% of Users
Consumer
Profile
 Problem hair
 Not confident about
getting salon-style results
 Haircare appliances
rarely “work”
 Willing to get it right,
but
easily frustrated
 Hair enthusiast
 Invests lots of time
styling
 Will pay premiums for
new ideas/solutions
 Changes hair style to
match latest trends
 Uninvolved – low fuss
 Low maintenance
styling
 No time for styling
 Looking for good value
 Doesn’t change hair
style much
Positioning Tools for Problem Hair Tools for Today’s Hair
Styles
Tools for Style N’ Go
Hair
Salon-style results
despite problem hair
Professional salon
results at home
Get fast stylesConsumer
Benefit:
Haircare Market Segmentation
Source: 2000 Haircare A&U Study
 Women had differing attitudes about their hair and how much time/effort they were willing to spend to get
the results they wanted.
 Most competitive products focused on appearance driven users – only1/3 of the market.

20. 20
Women’s Haircare Business Actions
Consumer Problem:
 Conventional 1875W dryers blew hair everywhere leaving “problem hair”.
 Result:
 Takes a much longer time to dry
 Potentially damages hair due to overheating
The Vortex Jet Speed Dryer solved this problem:
 Patented cyclonic airflow technology lifted up hair at the roots and dried
it from the “inside-out” vs. blowing from the “outside-in”.
 Result:
 Dried hair in ½ the time
 Made hair more manageable
 Protected hair from overheating/damage

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 The Vortex became the #1 hair dryer for two years in a row in the single
largest category in Haircare (over 400 SKU’s).
 The Vortex forced the exit of Applica, Inc. from Haircare.
 Doubled sales/profits (15% ROS, 10% $ share) to $45M restored Remington
to Clairol pre-acquisition sales levels.
 Moved overall Remington haircare share from #5 in the category to #3.
 Haircare study also resulted in new insights in other new products and
merchandising.
 New planogram consistent with study was tested at Wal-Mart for potential
rollout nationwide.
Women’s Haircare Business Results

22. 22
Business Expansion Through Unlocking
Brand Equity

23. 23
Quickie Business Situation
 Quickie - #1 manufacturer of hand cleaning tools* - invented the butterfly
sponge mop and other mop/broom/brush innovations.
* Source: IRI 52 weeks ending 4/20/’03
 However, other companies encroaching on Quickie’s core business – cannibalizing
core butterfly sponge mop sales -33% vs. year ago.
Orange Glo
 Hand cleaning tools – including Quickie - started to take on “commodity”
status – retailers driving down retail and acquisition pricing.
Floor Mate

24. 24
Quickie Business Actions
 Need to expand scope of business beyond hand cleaning tools – move into more
“integrated” cleaning solutions.
 Invent new product innovation and technology – meeting consumer “needs” not
addressed by competition.
 Move into higher retail price points beyond $20-$50 but not avoid traditional
corded vacs and sweepers
Identify various combinations of
hand tools, chemicals and power
Inside the “Cleaning Triangle”
Hand
Tools
Cleaning
Chemicals
Electrical/
Hydro Power
Strategy:Strategy:
surround the consumersurround the consumer
with “total” cleaningwith “total” cleaning
solutionssolutions

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 Launched JetSweep - the first spray water powred push broom that swept dirt
away in one pass - 15,000 retail outlets distribution, $1.2MM in year one sales.
 Developed Quickie Quick Mop with Spic and Span Household Cleaner –
first quick cleaning mop with scrubber feature plus branded disinfectant
cleaner - $11MM annualized opportunity.
 Developed a brand new cleaning tool line exclusively for Target – a major
distribution void. Result 25 store test in Q2 ’03, Annualized opportunity - $8MM.
Quickie Business Results

26. 26
Marketing Leadership Via Brand Equity Building

27. 27
Tenneco NAAM Business Situation
1. Exhaust systems & shocks/struts have
relatively low service interval rates:
#3/#6 rank
Source: AAIA
1) Engine tune-ups – 33.5%
2) Brake jobs – 21.7%
3) Exhaust system job – 6.6%
4) Radiator/Cooling Flush – 5.1%
5) Ignition Wire – 4.6%
6) Shocks & Struts – 3.6%
7) Fuel Injection – 2.2%
2. Shock/Strut market stagnant/declining
due to better quality original equipment
driving lower service replacement rates
for aftermarket shocks.
Source: IMR
3. Exhaust market declining due to better
quality original equipment – i.e.
aluminum to stainless steel exhaust
systems.
Source: IMR
North American Aftermarket Business Profile:
• Sales: ~$500MM
• Core businesses: Ride Control & Emission Control - #1 brands
• Brands: Monroe Shocks & Struts, Walker Exhaust
• 15% of total corporate revenue, balance – original equipment parts
3.3%
2.8%
2.9%
2.5%
2.6%
2.4%
2.6%
2.4%
2.2%
2.1%
2.0%
1.8%
1.7%
1.6%
1.4%
1.3%
1.2%
1.0% 1.0%
0.9%
1.2%
1.2% 1.2%
1.3%
1.4%
1.6%
1.8%
2.1%
0.0%
1.0%
2.0%
3.0%
4.0%
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Shock Absorbers (actual) Struts (actual)
6.06.6
7.4
8.0
9.2
10.7
11.8
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
2000
2001
2002
2003
2004
2005
2006
UnitsinMillions

28. 28
Tenneco NAAM Business Actions #1
Dirt and Mud
have a hard time
sticking – for a
clean/shine that
really last  Black waxes highly rated by Consumer Reports
 Black Waxes were “best sellers” at key customers
 Ion Car Polish – next generation polish – repels dirt/mud
 Non-greasy shine
 Unique 2-sided wipe
 Tire Shine – No sling vs. competition
 Wheel Cleaner – Spray On, Hose Off
 “Best Sellers” at key customers
Protect and coats
critical engine
parts for better
gas mileage
 Fuel Cleaners help improve fuel flow efficiency
 Engine Treatment help protect critical engine parts
 Spray on, wipe off
 Formula similar to wheel clr.
 Carpet Clr. was best seller
 Spot Free Shine
 Helps keep car cleaner longer
 “Best Sellers” at key customers
Licensed Product Opportunity with DuPont & Motorsports
 DuPont wanted a new licensee to help re-enter Car Care market adjacent to their paint line.
 NASCAR “Free” access to Jeff Gordon & 24 Car as an endorser in marketing communications
 Tenneco had independently developed new “best in class” formulations in a water-based format
 Identified/developed new “wear shield” friction modifier for performance chemical products

29. 29
Tenneco NAAM Business Actions #2
Brakes Parts – attractive category
 #2 service item behind engine tune-ups
 Very large/growing market –
Friction: $1.1B++
 All brake components (i.e. rotors,
calipers) - $2.2B
Source: IMR/Frost & Sullivan
 Market not heavily concentrated – top
3 brands only account for 60% of sales
 Top 3 brands at the time were weak:
- Wagner: owned by Federal Mogul: No innovation
- Raybestos: Sold by Dana to Affinia – restructuring
- Bendix: Owned by Honeywell – tried to sell business to
Wagner. No investment.
 Monroe equity extension beyond
Shocks - logical and easy to understand
1.
2.
3.
Brakes Pads/Shoes
64 62
57
61 62
65
63 62
63
$938 $939
$865
$950 $969
$1,029
$1,130$1,123$1,126
0
10
20
30
40
50
60
70
80
2000
2001
2002
2003
2004
2005
2006P
2007P
2008P
MMUnits
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$MM's
New Category Opportunity: Brakes

30. 30
Tenneco NAAM Business Actions #2
PREMIUM PRICE POINT
 Part Numbers: 642
 Applications: Mid 60’s - 2010; Pass Car, Lt. Truck
SUV, Med-Duty, some heavy duty
 Formulation Type: Semi Metallic
 Attributes: Hardware in box (e.g. Wire Wear Sensors,
Noise Reduction Kits, Rubber coated shims, Lube)
 Part Numbers: 391
 Applications: Mid 60’s - 2010; Pass Car, Lt. Truck,
SUV
 Formulation Type: Ceramic/Non Asbestos Organic
blends
 Attributes: Hardware in box (e.g. Wire Wear Sensors,
Noise Reduction Kits, Rubber coated shims, Lube)
Monroe premium brake pads were first OE replacement application -
engineered product – including all the hardware in box to do job right

31. Post Launch - Brake Packaging Structure & Line Graphic Change
Before: After:
1) Original Packaging Design:
 1000+ SKU’s spread among two friction types – Semi
Metallic (DX) & Ceramics (CX)
 Product packed in very expensive and non-customer
friendly vacuum form “skin tight” configuration
2) Packout & Design Changes:
 Shifted to easy to remove and simpler shrink wrap design
 Consolidated dual friction type design into one product line
look – similar to competitive packaging designs
 Savings: ~$300M/yr.
Tenneco NAAM Business Actions #2

32. 32
Tenneco NAAM Business Results
DuPont Car Care:
 Introduced 17 new products that generated over $5MM+ in annualized sales.
 Obtained distribution in 15,000+ retail outlets: Mass Merchants/Home Centers
& Automotive retailers.
 Sold Tenneco/DuPont into brand new customers: Wal-Mart, Wal-Mart-Mexico, Lowe’s,
Target and Auto-Zone.
 Spray Wax, Tire Shine & Wheel Cleaner – top 10 best selling SKU’s in NPD; Wax
received #5 rating out of 28 total waxes tested in 6/’06 Consumer Reports test.
Monroe Brakes:
 Achieved $20MM in sales with 100+ new customers against entrenched competitors.
 Developed “best practice” new product development process resulting in $500M in new
brake pad SKU’s including a new brake shoe line in just two years.
 Grew margins and supply chain effectiveness – in house manufacturing program vs. third
party suppliers. Reduced product cost by 25% and increased margin % by +8.3 ppts.