Case 4 (wine industry) questions
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The US wine industry in 2001 had several downward pressures that made it an unattractive industry to enter. The market was already crowded with too many players for the limited market size. Additionally, more wineries were entering due to low barriers to entry, which increased supply. Demand for wine was also low and growing slowly. For companies considering entering the industry, the strategy should focus on differentiating their product to increase demand. For established players, the strategy should focus on increasing demand through enhanced marketing campaigns while dealing with the high bargaining power of major retailers.
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This document discusses strategies for managing marketing budgets during an economic crisis or recession. It provides background on past recessions, including that they tend to be short and mild, lasting around 10 months on average and resulting in around 3% decrease in GDP. It also notes that some industries are hit harder than others in recessions. The document discusses strategies that past companies have used when facing recessions, noting that those who continued or increased advertising saw higher sales and market share gains after the recession compared to those who cut marketing. It provides examples of companies like Findus that increased market share during recessions through advertising. It also discusses how consumer values and purchasing may shift somewhat towards value and promotions during recessions but overall spending patterns do not radically
Natureview Farm Study Case -1
NatureView Farm is a yogurt manufacturer that has experienced significant growth since 1989. It now needs to increase revenues to $20 million by 2001 to satisfy its venture capital investors. The management team is considering 3 options: 1) Expanding 6 SKUs of its 8-oz yogurt line into 2 supermarket regions which risks high costs but large revenue potential; 2) Expanding its 4 SKU 32-oz line nationally which has lower risks and costs but smaller revenue potential; 3) Introducing a children's multi-pack into natural food stores which has low costs and risks but limited revenue potential. A sales projection analysis is needed to determine the best option to achieve the revenue goal.
UA Equity Valuation Examination (Sample Project)
This document analyzes Under Armour and the sporting goods industry. It provides a SWOT analysis of Under Armour, noting strengths like their brand recognition but also weaknesses such as high production costs. The industry analysis shows the apparel, footwear, and sportswear segments are in decline. For Under Armour to sustain growth, they will need to invest heavily in R&D, penetrate European and Asian markets, and differentiate their footwear to compete against larger rivals in this mature industry.
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Walmart was founded in 1962 in Arkansas and has grown to be the largest retailer in the world. It has strengths in its global logistics system and brand reputation for value. However, it faces weaknesses such as lack of flexibility in its many product sectors and labor relations problems. Opportunities exist in strategic alliances, expanding markets, and new store formats, but threats include strong competition and political issues abroad. Walmart failed in Germany by not understanding local tastes and culture, losing $200M annually before selling most stores. The key lessons are to thoroughly assess culture before acquisitions and tailor offerings to each local market.
Arcor presentation slides
Arcor is an Argentine confectionary company that analyzed expanding internationally. It had success in Latin America, especially Brazil, but faced challenges in Asia due to lack of cultural understanding. For Europe and North America, high transportation costs and tariffs presented obstacles. Arcor overcame these by opening offices in key markets to directly control operations, customizing products for each region, and investing in major brands and marketing. These strategies helped revenues from Asia and Europe grow over 400% from 2002 to 2012.
Heineken Case Study business Analysis
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
Heineken case study business analysis
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to Hispanics and young drinkers. Developing lower calorie beers also taps an expanding market segment. Global expansion through acquisitions maintains competitiveness.
1. Imnt Mkting
The document outlines the objectives and details of an international marketing management course. The course aims to help students understand major concepts of international marketing like globalization and develop critical skills for effective international marketing strategies. It will cover topics like international market entry decisions, product strategies for different markets, and promotional decisions across borders. The course will provide perspectives on challenges unique to marketing in India and capabilities for handling international marketing management tasks.
Natureview farm case study
Natureview Farm is a small yogurt manufacturer that has seen significant growth since 1989. To further increase revenues to $20 million by the end of 2001, senior management presented three strategic options: 1) Expand 8-oz cup products into supermarket channels, 2) Expand 32-oz cup sizes nationally, or 3) Introduce a children's multi-pack into natural food stores. Each option was analyzed based on projected sales, costs, risks and impact on retailer relationships. Ultimately, introducing the children's multi-pack (Option 3) was recommended as it carried the lowest costs and risks while allowing the company to leverage its position in natural food stores.
Market prioritisation
This document outlines different strategies for prioritizing markets based on a company's marketing objectives and market position. For a market leader seeking to grow market share, the strategies include focusing on large populations with low brand penetration to convert non-users, or large populations with high penetration to increase consumption frequency. For a market leader defending market share, priorities are large contributing markets with low competitive threat. A market challenger seeking growth focuses on highest contributing markets by sales or growth, or markets with weakest competition.
Heineken 1229458438627486-2
Heineken is a leading global beer brand with over 130 years of history. It aims to achieve sustainable growth through expanding its product portfolio and innovating in production, marketing, and packaging. However, it is facing challenges of losing US market share to competitors and operating in a mature beer industry. To address these issues, Heineken plans to accelerate growth, efficiency, and speed of implementation by focusing on priority markets and strengthening its brands globally through advertising, acquisitions, and developing new products like low-calorie beers.
Launching krispy natural
Pemberton, a snack food division of Candler Enterprises, sought to launch a new cracker brand called Krispy Natural to diversify into the growing crackers market. Market research found the crackers with fillings segment was growing 10-14% annually. Pemberton's marketing strategy involved multiple-serving packaging, emphasizing taste and health, and heavy advertising. Initial test market results were positive due to promotions, but analysts questioned the sustainability and whether taste claims were inflated. Competitors responded negatively to the new product's launch.
International economic ch11
This document discusses controversies in trade policy that emerged in the 1980s and 1990s. In the 1980s, arguments focused on using strategic trade policy to promote high-technology industries experiencing spillovers. The Brander-Spencer model showed how subsidies could shift oligopoly profits to domestic firms. In the 1990s, concerns arose about globalization's effects on workers in developing countries with low export wages and poor conditions. Critics argue globalization harms these workers while proponents believe they are better off than without trade.
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The document discusses various concepts related to global marketing, including different approaches to entering international markets, adapting marketing mixes for other countries, and the three major forms of international marketing organization. It also provides examples of how companies like Coca-Cola have successfully expanded globally by balancing standardization with local adaptation. The overall roadmap previews how international trade systems, economic, political-legal, and cultural factors influence global marketing decisions.
Natureview farm case study
Natureview Farm is a yogurt manufacturer founded in 1989 in Vermont. It produces refrigerated cup yogurt and has grown successfully through emphasis on natural ingredients and quality. The company is seeking to grow revenues over 50% by expanding distribution. Three expansion options were considered: 1) introducing 8-oz cups into supermarkets, 2) expanding 32-oz cups nationally, or 3) introducing children's multipacks to natural food stores.
Grolsch case study
The document provides a strategic plan for expanding the global operations of Grolsch, a subsidiary of SAB Miller. It analyzes Grolsch's current situation, issues, and options. It recommends entering new markets in South Africa, Brazil, and China using different entry strategies tailored for each market. For South Africa, it proposes utilizing SAB Miller's existing facilities and distribution channels. For Brazil, it recommends licensing production to a local company and providing promotional support. For China, it suggests leveraging SAB Miller's joint venture with a local brewer for distribution and promoting in high-quality locations. Financial projections through 2017 show increasing sales volumes and profits in each market, with the overall plan achieving a positive cumulative cash flow and
Anheuserbusch And Harbin Case Study 1205884199971242 4
The document provides an overview of the Chinese beer industry including:
1) It is the largest beer market in the world but consumption per capita is low and there is potential for growth.
2) Porter's Five Forces analysis shows the market has low barriers to entry and no dominant brewers despite regional powers.
3) Success requires understanding price-conscious customers, political risks, and targeting regions like east and south China with higher incomes.
Case 2 natureview farm case study by soumya jaiswal,nitrr
Natureview Farm produces yogurt cups and has experienced significant growth since its founding in 1989. It is considering three expansion options: 1) expand popular 8oz flavors into supermarket channels, 2) introduce new multipack children's products in natural foods, or 3) expand 32oz sizes nationally in supermarkets. Option 1 has the highest revenue potential but also the most risk. Option 2 has the lowest risk but may not meet growth objectives. Option 3 has moderate revenue potential and risk. Based on potential for $20M revenue and first-mover advantages, Option 1 of expanding 8oz cups into supermarkets is recommended to maximize sales and profit.
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Crafting Winning Strategies - US Wine industry.pptx
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Case 4 (wine industry) questions
- 1. Case: Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001 1. How attractive is this industry? --> No (there are many downward pressures on price and margin) - Market is already crowded (too many players in not so big market) - More wineries entering the market (because of low barriers for entrants - low start up costs) (In U.S, increased from 600 to 2500 in the past 30 years) - Demand for wine is low and it is not growing fast (only 10% of American drank wine regulary in 2001 --> average global sales growth is 1-2% per year since 1994) - Many substitutes (e.g., beer, spirits) 2. Following the logic of competitive strategy(e.g. Porterfs 5 forces), should a company enter this industry and if yes, what should their strategy be? 3. Following the logic of competitive strategy (e.g. (Porterfs 5 forces), what strategy should an established player follow? - Increase demand by enhanced marketing campaign Keywords - chance to win by improving either quality or price - bargaining power of distributors and major retailers (costco, sam's club, etc...) are very high + they focus on low priced/high volumn sell of wine - "economies of scale" works well in this industry --> No wonder why most winery focuses on low priced/high volumn sell