As 2016 was approaching its end, Rakesh Kapoor, CEO of RB, one of the world’s major fast moving consumer goods (FMCG) companies, envisioned the prospect of a major acquisition that would add a line of health-related products that promised growth in the developing markets of Asia. The acquisition would also move RB closer in size to its better-known rivals, such as Unilever or P&G. RB, formerly Reckitt Benckiser, produced health, hygiene and home products and its strategy revolved around 19 top-selling global brands known as Powerbrands, such as antiseptic Dettol or sore throat medicine Strepsils, and cold remedy Mucinex. In 2016, the company recorded sales of $13.4 billion and a market capitalization of $62 billion. Kapoor wondered whether the moment was ripe for a major acquisition or if the organization needed more time to adapt to its new health and hygiene oriented strategy and some key organizational changes. Could Kapoor keep what made RB so unique among its FMCG peers intact through this transformation, and would an acquisition advance or jeopardize what distinguished RB?
Keywords: Organization Behavior; corporate culture; Mergers ＆ Acquisitions; Growth; geographic development; Mergers and Acquisitions; Organizational Change and Adaptation; Organizational Culture; Growth and Development Strategy; France;
Citation:
Margolis, Joshua, Vincent Dessain, and Jerome Lenhardt. "RB." Harvard Business School Case 418-033, October 2017. (Revised August 2020.) View Details