WD-40 Company
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Acquisitions
4
Total Acquisitions
2016
WD-40 acquired the Gel Gloss automotive care brand to expand its footprint in the premium car care category and launch a comprehensive line of automotive wash, wax, and interior cleaners, capturing a larger share of the consumer's automotive maintenance wallet.
2012
WD-40 acquired the Lava brand from Block Drug to secure a dominant position in the heavy-duty, pumice-based hand cleaning category, leveraging the complementary nature of the product to the core automotive maintenance portfolio and accessing specialized janitorial distribution channels.
2003
In an aggressive move into the household cleaning market, WD-40 acquired these three heritage brands from S.C. Johnson to utilize its exceptional retail execution and trade marketing capabilities, expanding its footprint into the fast-moving consumer goods space.
1990
WD-40 acquired the iconic 3-IN-ONE brand to diversify its portfolio beyond the core multi-use aerosol and capture the precision lubricant market, targeting tool enthusiasts and small engine mechanics who required a non-aerosol, drip-oil application method.
WD-40 Company growth strategy is to expand maintenance products globally, grow WD-40 Specialist, improve digital commerce, manage gross margin, and focus the portfolio around higher-margin maintenance brands.
WD-40 Company makes money by developing, marketing, and selling maintenance products through retailers, distributors, industrial channels, automotive outlets, online retailers, home centers, and international partners.
WD-40 Company expanded through global distribution, new delivery systems, WD-40 Specialist, 3-IN-ONE, GT85, and selective brands.
Deals that add maintenance brands, regional distribution, specialty products, or focus the portfolio can matter for WD-40 Company.
Strategic deals can broaden the maintenance portfolio, strengthen channel access, or sharpen focus on higher-margin core products.
Brand dilution, integration cost, weak category fit, supply-chain complexity, or low-growth noncore products can create deal risk.