Baron Company d.o.o. is a privately owned Slovenian company established in 1992 that manufactures and distributes seasonal, licensed, and private label food products. It operates out of a logistic center in Radeče, Slovenia with 2000 pallet capacity and temperature control. Baron distributes products across Slovenia directly and in other countries via distributors. It has 25 employees in sales, marketing, and product development and focuses on in-store merchandising and marketing support to promote its brands.
Results of a study conducted for final year paper in Innovation and Entrepreneurship, Victoria University of Wellington Business School, MBA.
Much of the primary information came from several sources: Statistics New Zealand, Michael Brackjovich, wine industry veteran and the driving force behind creating the climate and demand for change amongst New Zealand winemakers, Corporate Direct Wines (now called Winesale.co.nz after being sold to DFS) and other trade sources including Eurowine and web-based research.
The paper earned an A+ grade, and several sample bottle of wine were consumed during the original presentation to industry judges from HSBC and Tradenz.
Images are not owned by me.
Phil Wollerman, MBA
Results of a study conducted for final year paper in Innovation and Entrepreneurship, Victoria University of Wellington Business School, MBA.
Much of the primary information came from several sources: Statistics New Zealand, Michael Brackjovich, wine industry veteran and the driving force behind creating the climate and demand for change amongst New Zealand winemakers, Corporate Direct Wines (now called Winesale.co.nz after being sold to DFS) and other trade sources including Eurowine and web-based research.
The paper earned an A+ grade, and several sample bottle of wine were consumed during the original presentation to industry judges from HSBC and Tradenz.
Images are not owned by me.
Phil Wollerman, MBA
With a population of over 8m, inflated daily by commuters and tourists, New York is characterised by people who are constantly moving, and eating on-the-go.
IGD has selected some of the best grocery stores it has seen, taking in the broad spectrum of food and food-to-go offers that define grocery retailing in New York.
Incorporating established chains such as Whole Foods Market and Trader Joe’s, and New York staples such as Fairway Market and Balducci’s, this list also offers some surprises.
Take a walk to Wall Street and see an outstanding food-to-go offer at leading drugstore Duane Reade, or head to the Flatiron district and take in Eataly for a taste of Italy in New York.
This is neighborhood retailing at its best!”
Top Ten Stores to See in NYC: IGD guideFraser Tant
With a population of over 8m, inflated daily by commuters and tourists, New York is characterised by people who are constantly moving, and eating on-the-go.
With it being one of my favourite cities to visit, I’ve selected some of the best grocery stores I’ve seen, taking in the broad spectrum of food and food-to-go offers that define grocery retailing in New York.
Incorporating established chains such as Whole Foods Market and Trader Joe’s, and New York staples such as Fairway Market and Balducci’s, this list also offers some surprises.
Take a walk to Wall Street and see an outstanding food-to-go offer at leading drugstore Duane Reade, or head to the Flatiron district and take in Eataly for a taste of Italy in New York.
What you will notice though as you walk from district-to-district is how the offer changes, with operators focused on well defined catchments, often measured in city blocks. This is neighborhood retailing at its best!
EXECUTIVE SUMMARY (extract)
•Competitive advantages.
Our competitive advantage is based on our human expertise. It will be through knowledgeable staff in wine with good grasp on our portfolio and empathy. The goal is to build trust with the customers, to be able to advice them in their purchase according to their taste, the atmosphere they want to create and to be able to say no to a customer if the bottle will not fit their taste. Finally we are bringing the traditional French wine in the portfolio but also Spanish one that are less known.
•Competition.
Competition in China might seem fierce, as it is the new Eldorado, especially in Shanghai, the most Occidentalized city. However, our location analysis gave us a perfect spot with low competition – only two wine bars in the neighborhood with no retail option.
•Financing.
The project is having a paid-up capital equally divided among the founders of EUR 50,000. There is a Working capital requirement of EUR 100,000 that needs to be funded either through bank loans or through an investment and EUR 10,000 overdraft requirement.
•Project feasibility.
The main points of expenses in the project are the rent and the inventory purchase. With a goal of 3% of the market share the first year, a margin of 45% over the bottle price and another 15% other the glass price at the bar, the project is expected to generate enough cash to repay the loan by the end of the third year with an IRR of 39,5%
Tim Lagerpusch (Founder and CEO, SugarTrends GmbH) held this presentation on SugarTrends at the 2014 SME Assembly in Naples, Italy.
Find out more at:
http://blogs.ec.europa.eu/promotingenterprise/
2. Key facts
• Private owned company
• Established in the year 1992 in Slovenia
• Located in the center of Slovenia
• Main objective:
• Seasonal products
• Licence products
• Private Label
• Manufacture licence items
3. Distribution
• Slovenia:
• 20,273 km²
• 1,992,690 population
• GDP per capita:
• EU member since 2004
• EURO since 2007
• Distribution Slovenia:
• Covering plural channels
• All major chains
• Gas stations
• Toy stores
• Corner stores
• Distribution outside Slovenia
• DTR in Croatia
• Sub-distributors in other countries
4. Logistic
• Own distribution responsible for deliveries in Slovenia and outside
• Logistic center located in Radeče:
• 2000 euro pallets capacity
• Temperature regulated 15-17°C
• Fleet 7 trucks
• Major advantages:
• Temperature control during delivery
• Fast response on additional demand
• Quality control management
• FIFO
5. Structure
• Baron has a flexible structure that combines different employees strengths into a
well functioning group
• We give our leading employees the opportunity to grow with Baron to source and
develop new products
• That gives us the possibility to react fast on the customers needs
• 25 employees:
• 4 – Key Account Managers
• 7 – Sales team
• In-house:
• Design
• Marketing
• PL –development support
6. Private Label
• Baron Private Label department is giving it’s very best to source the right product
for the specification of the buyer
• We are working consistently on new private label projects and have in the last 2
years developed over 50 new private label products
• Products categories:
• Chocolate
• Cookies
• Swiss Rolls
• Gummies
• Salted snacks
• Hardball candies
• Pralines
7. Vision
• Our vision in to be a recognizable and innovative provider of high-quality
products and to ensure best quality –price ratio.
• We consistently renew our portfolio with new products app 150 each year.
• We are working diligently to refresh market segments:
• Seasonal products
• Licence products
• Own branded products
8. Marketing support
• Support and positioning of our brands in stores
• In-store merchandisers
• Contracted out-sourced staff that refill four times daily our positioning in all major stores during
X-mass and Easter (100 top stores)
• Of peak season we have daily refill plus a check of our sales team members
• Material
• POS – displays, stickers, wobblers
• TVC / Magazine advertisements
• In-store secondarily positioning
• Full / half-pallet positioning
• Check out area
• Permanent positioning of floor stands
• Additional positioning in-store
9. In-Store
• Baron represented products/brands
• marked in green squares, to give you an idea of
our in-store positioning share
10. In-Store
• Check out area
• marked in green squares, to give you an idea of
our in-store positioning share
