No matter how you coat it, Sherwin-Williams is one of the largest paint manufacturers in the US and worldwide. Sherwin-Williams has rose to his level of success by excelling in the their strategic management process and Sherwin-Williams implements its strategy with its mission statement: “For over 140 years, manufacturers have trusted Sherwin-Williams for innovative coatings and exceptional service.
And you can count on us for the expertise and the support you need to get better results, from start to finish.” Also The Sherwin-Williams Company has established a vision statement and quality commitment, which states: “We commit to seek out the expectations of our customers and to consistently meet and exceed those expectations through our service, products and attitudes.”
To achieve this vision Sherwin Williams will use a combination of innovation and market development grand strategies to realize the long-term objectives of improving local market position, creating a high focus on customer satisfaction, attaining high employee morale, and increasing market share. The Sherwin-Williams Company is committed to the products finishing industry and strives to be a valuable supplier and resource for their customers.
Sherwin Williams intends to overcome challenges and take advantage of all market opportunities through committing to the strategic implementation. This commitment starts right at the top and is expected throughout every level of management all the way down to the frontline sales force. Strategic Managers have been utilizing a plan in supporting personnel in order to direct their efforts at specific markets and customers of a global scope.
A group of Strategic Account Managers dedicates their efforts towards total service of specific global accounts through close communication with customer facilities, their emphasis is coordinating sales and service activities. Currently, Sherwin-Williams growth strategy is to acquire Consorcio Comex, the second largest specialty paint store organization in the Western Hemisphere.
The acquisition will expand the architectural paint business in Americas and increase retail distribution in many markets where the store count is low. Sherwin-Williams is engaged and has invested in capital expenditures to increase manufacturing capacity, enhance productivity of its existing facilities and expanded its store network. Management is continually re-evaluating the company’s operating facilities, including acquired operating facilities, against its long-term strategic goals as the company continues within its growth strategy.
Sherwin-Williams maintains its strategic control using an operational excellence program which is a methodology for pursuing continuous improvement. Utilizing this process for defining, measuring, analyzing, improving and controlling the business, manufacturing, and service facilities will help management be prepared to identify areas for improvement and implement necessary process or procedural changes. Management has a significant commitment in utilizing these control resources that will result in improvements in service and quality to our customers for years to come.
From Sherwin-Williams expansive distribution and multiple manufacturing locations, to their experienced sales and technical service professionals they have excelled in implementing their strategic management and planning process by listening and responding to specific product, service and performance needs of their customers.
Levy, Keith. “Sherwin-Williams Is Painting a New Picture of Marketing.” Forbes. Forbes Magazine, 08 Nov. 2011. Web. 27Apr. 2013. “Sherwin-Williams.” Investor Relations. N.p., n.d. Web. 28 Apr. 2013. “Want to Learn More about Our History, Career Opportunities and Investor Relations?” – Sherwin-Williams. N.p., n.d. Web. 29 Apr. 2013.