Beth Pomper presented this presentation as part of the 2013 ACORN Conference and Trade Show held in Moncton. Topics covered include wholesale, export and value-added organic production for building strong relationships in new markets.
The document discusses the food processing industry in India and Armenia. It provides details about major players in Armenia's food industry like Grand Candy, the largest domestic producer known for high quality products. The document also gives an overview of Parle Products in India, a leading biscuit manufacturer, including its financial performance from 2016-2018.
The bakery industry in India is growing at 8% annually with biscuits and bread making up 78% of production. The industry is 65% unorganized with many small producers. Per capita consumption is low at 1.75kg for bread and 900g for biscuits but bakery products are becoming a daily food. Baker Street aims to expand its product line both domestically and globally through a diversification strategy over 3 years while positioning itself as a brand that provides variety satisfying health and indulgence. Its marketing strategy focuses on improving awareness, consideration, and education through sampling, ads, and campaigns.
CREATIVE PORTFOLIO (BRANDING A LOCAL BRAND TO NATIONAL MARKET)Asad Hoosain
Kayani Bakery is a 60-year old bakery located in Pune, India. The document discusses branding strategies to expand the Kayani Bakery brand nationally. It proposes diversifying their product line, expanding domestically through franchises and retail stores, and targeting consumers aged 12-49, especially women and families. Marketing strategies discussed include print ads, social media, sampling, and promotions. The branding strategy aims to position Kayani as a provider of high quality, indulgent bakery products. Locations proposed for expansion include Mumbai, Kolkata, Bangalore, Delhi, and Chandigarh.
1) The document proposes a business that utilizes solar food dryers in rural villages to process agricultural harvests into dried foods on a large scale. This reduces post-harvest losses and provides income opportunities for villagers.
2) The business would establish a food processing factory to further process the dried foods into products like tomato powder and fruit snacks for urban markets. It would contract with villages to purchase their dried outputs.
3) The model leverages existing solar drying capacity in villages to process foods and achieve large scale processing with lower costs compared to centralized factories. This creates jobs and improves food security in rural areas.
Haldiram's is analyzing expanding into China by opening exclusive retail stores and restaurants in Hong Kong from 2014-2018. They plan to brand themselves as a traditional Indian restaurant catering to locals and tourists. By 2019, they aim to establish the Haldiram's brand in Hong Kong and become profitable with at least 20% margins. Their goal is to have a chain of retail stores and restaurants throughout China by 2020. An analysis of China's snack market shows it includes biscuits, nuts, candy and more. A PESTLE analysis identifies opportunities in China's growing economy and changing consumer preferences toward snacks. Porter's 5 forces analysis finds high competition in China's fast food industry from many players, but also opportunities from increasing demand
The document discusses opportunities in the Indian food service market. It notes that the Indian food service industry is worth $41.3 billion and growing at 11% annually. The organized Indian quick service restaurant (QSR) market is $0.62 billion growing at 20% annually. Young Indians aged 18-30 prefer casual dining and QSRs, and consider price the most important factor when purchasing food outside the home. The food service industry faces challenges like food price inflation, a fragmented market, high real estate costs, and lack of supply chain integration.
This document summarizes a study of the organic food value chain from the perspectives of a company called Morarka Organic Foods Pvt. Ltd., consumers, and farmers in Jaipur, India. The study examined Morarka's business processes, marketing strategies, and sales channels. It also assessed consumer awareness and preferences for organic food. Key findings included the need for improved training of field officers, better supply and demand analysis, and a focus on pricing and promotion. The document provided recommendations like expanding distribution networks, strengthening communication strategies, and developing promotional activities to increase organic food awareness.
The document discusses strategies for growing a bakery business locally. It notes that the Indian bakery industry is large but mostly unorganized. Existing distribution systems involve manufacturers selling to wholesalers who sell to retailers and consumers. Cross-docking and resolving conflicts between different levels can improve efficiency. Packaging needs to protect products and identify brands. Rural customers prioritize affordability so bakeries could sell slightly damaged goods at lower prices or repurpose into new products. Growing the business requires addressing issues like financing, infrastructure and training while leveraging modern equipment and packaging. Overall demand is increasing due to diet changes so opportunities exist for bakeries.
The document discusses the food processing industry in India and Armenia. It provides details about major players in Armenia's food industry like Grand Candy, the largest domestic producer known for high quality products. The document also gives an overview of Parle Products in India, a leading biscuit manufacturer, including its financial performance from 2016-2018.
The bakery industry in India is growing at 8% annually with biscuits and bread making up 78% of production. The industry is 65% unorganized with many small producers. Per capita consumption is low at 1.75kg for bread and 900g for biscuits but bakery products are becoming a daily food. Baker Street aims to expand its product line both domestically and globally through a diversification strategy over 3 years while positioning itself as a brand that provides variety satisfying health and indulgence. Its marketing strategy focuses on improving awareness, consideration, and education through sampling, ads, and campaigns.
CREATIVE PORTFOLIO (BRANDING A LOCAL BRAND TO NATIONAL MARKET)Asad Hoosain
Kayani Bakery is a 60-year old bakery located in Pune, India. The document discusses branding strategies to expand the Kayani Bakery brand nationally. It proposes diversifying their product line, expanding domestically through franchises and retail stores, and targeting consumers aged 12-49, especially women and families. Marketing strategies discussed include print ads, social media, sampling, and promotions. The branding strategy aims to position Kayani as a provider of high quality, indulgent bakery products. Locations proposed for expansion include Mumbai, Kolkata, Bangalore, Delhi, and Chandigarh.
1) The document proposes a business that utilizes solar food dryers in rural villages to process agricultural harvests into dried foods on a large scale. This reduces post-harvest losses and provides income opportunities for villagers.
2) The business would establish a food processing factory to further process the dried foods into products like tomato powder and fruit snacks for urban markets. It would contract with villages to purchase their dried outputs.
3) The model leverages existing solar drying capacity in villages to process foods and achieve large scale processing with lower costs compared to centralized factories. This creates jobs and improves food security in rural areas.
Haldiram's is analyzing expanding into China by opening exclusive retail stores and restaurants in Hong Kong from 2014-2018. They plan to brand themselves as a traditional Indian restaurant catering to locals and tourists. By 2019, they aim to establish the Haldiram's brand in Hong Kong and become profitable with at least 20% margins. Their goal is to have a chain of retail stores and restaurants throughout China by 2020. An analysis of China's snack market shows it includes biscuits, nuts, candy and more. A PESTLE analysis identifies opportunities in China's growing economy and changing consumer preferences toward snacks. Porter's 5 forces analysis finds high competition in China's fast food industry from many players, but also opportunities from increasing demand
The document discusses opportunities in the Indian food service market. It notes that the Indian food service industry is worth $41.3 billion and growing at 11% annually. The organized Indian quick service restaurant (QSR) market is $0.62 billion growing at 20% annually. Young Indians aged 18-30 prefer casual dining and QSRs, and consider price the most important factor when purchasing food outside the home. The food service industry faces challenges like food price inflation, a fragmented market, high real estate costs, and lack of supply chain integration.
This document summarizes a study of the organic food value chain from the perspectives of a company called Morarka Organic Foods Pvt. Ltd., consumers, and farmers in Jaipur, India. The study examined Morarka's business processes, marketing strategies, and sales channels. It also assessed consumer awareness and preferences for organic food. Key findings included the need for improved training of field officers, better supply and demand analysis, and a focus on pricing and promotion. The document provided recommendations like expanding distribution networks, strengthening communication strategies, and developing promotional activities to increase organic food awareness.
The document discusses strategies for growing a bakery business locally. It notes that the Indian bakery industry is large but mostly unorganized. Existing distribution systems involve manufacturers selling to wholesalers who sell to retailers and consumers. Cross-docking and resolving conflicts between different levels can improve efficiency. Packaging needs to protect products and identify brands. Rural customers prioritize affordability so bakeries could sell slightly damaged goods at lower prices or repurpose into new products. Growing the business requires addressing issues like financing, infrastructure and training while leveraging modern equipment and packaging. Overall demand is increasing due to diet changes so opportunities exist for bakeries.
This document discusses a marketing analysis project done on Britannia biscuits. It includes the objectives of the analysis, an overview of Britannia as a company, and discussions of its marketing strategy including segmentation, targeting, positioning, the 4Ps, and SWOT analysis. Primary research was also conducted including retailer and consumer surveys. Key recommendations include improving advertising, establishing own retail stores, boosting social media presence, and providing more offers to customers.
The document summarizes a brand audit of Trader Joe's. It outlines Trader Joe's brand hierarchy, positioning as a neighborhood grocery store providing organic, healthy products at great prices through direct sourcing. It analyzes the brand name, essence, identity, touch points like website and circulars, and in-store experience. Suggested improvements include focusing less on "Trader" and more on "Joe's" in the name, expanding the positioning to compete with regular grocers, making the website more interactive, and offering delivery in large city markets.
An understanding of the organic market in India. Very useful for marketeers to get a perspective on insights on retail, consumer, brands, distribution and trends.
This document outlines marketing strategies for establishing Guinness beer in India. It begins with an industry overview of the global and Indian beer markets, including growth rates. It then provides an overview of Guinness as an organization, including its mission statement and history. The document performs a PESTEL analysis and identifies demographic, geographic, psychographic, and behavioral targets in India. It outlines Guinness' product portfolio and competition in India. Marketing strategies include sponsoring music festivals, tie-ups with pubs, and pricing. Financial projections estimate profits over two years. A contingency plan involves exporting to other markets.
This document summarizes the key information about a coffee company's market opportunity in Canada. It notes that the Canadian coffee market is valued at $2.7 billion CAD and is growing at 4% annually. The largest competitors hold 33%, 25%, and 4.9% market share respectively. A SWOT analysis identifies strengths like sustainability and weaknesses like limited resources. Opportunities include specialty coffee trends and threats include established competitors. The marketing strategy involves targeting demographic and income segments in downtown Vancouver through various promotional activities. A financial analysis projects sales growth and profitability, with a monthly breakeven sales volume of $46,152 CAD. In conclusion, the favorable Canadian coffee market is growing at 11.9% annually and trends favor
Rijal's Namkeen is a leading snack food brand in Nepal that aims to increase its market share over the next five years. It currently holds 30-35% of the market. The document outlines Rijal's marketing strategies and objectives. It analyzes competitors and segments the market geographically, behaviorally, and by income and gender. The target market is middle-class Nepalis earning 15,000-80,000 NPR per month. Rijal's uses promotional activities including social media, CSR events, and dealer incentives. Its financial objectives are to increase annual sales by 15% and reduce production costs by 10%.
Consumer buying behaviour presentation on FMCG product at BikanervalaSantosh Kumar
The document summarizes research conducted on consumer buying behavior for new food products launched by Bikanervala Food Pvt. Ltd. in India. A survey was conducted of over 80 consumers to understand their awareness and preferences of food brands like Bikanervala and Haldirams. The findings showed customers preferred Haldirams over Bikanervala due to taste, and they would switch to other brands if their preferred brand was unavailable. The recommendations included expanding Bikanervala's product range and outlet presence, improving brand awareness through advertising, and enhancing product quality to better compete with established brands like Haldirams.
Saute, an Organic Restaurant - Business PlanSiddharth Shah
This is a business plan project of our coursework for BBA, NMIMS. The business plan includes the company descriptions, products & services offered, marketing & promotions overview, financial statement analysis and operations management of a new business.
The team members included
Anuj Bakshi
Siddharth Shah
Shreet Shah
Shyla Jha
Samah Visaria
This document summarizes a case study on Guinness's international marketing strategy. It discusses Guinness's history and global presence. Guinness thinks globally but acts locally by adapting its products, promotions, and social media strategies to different markets. In Africa, Guinness has found success due to supportive market conditions like raw material availability and a culture of beer drinking. To maintain growth, Guinness will need to focus on younger consumers and revitalize its brand through strategies like co-branding, sponsorships, and a mobile app engaging customers.
Biryani Caterers is a new food brand launched by three partners that provides high quality biryani. It will initially launch in some major Pakistani cities. The brand sees opportunities in the large market and demand for biryani. However, it is not well known yet and has limited funds. The brand will target youth, professionals and families across urban areas. It will position itself based on the delicious taste and as a place for fun gatherings. The marketing mix involves selling biryani in boxes for takeaway and at franchises with dining, targeting upper-middle and upper class consumers. An event at a university received positive feedback.
Similarities between retailer assessment and consumer expectationpria sangeetha
The document discusses similarities between retailer assessment and consumer expectations. It examines how retailers evaluate economic, social, cultural and political factors in an area to set up retail outlets that meet consumer needs. The objectives are to identify different types of retailer assessments and consumer expectations. There are gaps between what retailers predict and what consumers actually want. Retailers must accurately assess location variables like income, market size, education and culture to match offerings to consumer expectations.
This document discusses the challenges faced by agricultural producers and exporters in meeting international quality standards. It notes that quality is imperative for exporting agricultural commodities and competing globally. Proper communication with farmers is needed to ensure quality is never compromised. Standards define whether a product is fit for trade, so producers must implement practices like GAP, GHP, HACCP and meet requirements for traceability, record keeping, pesticide use, and more. India needs to focus on quality preservation, food safety, and infrastructure to increase agricultural exports from its large production.
Booster Juice aimed to bring Canadian smoothies to India but faced challenges achieving success. While franchising was an optimal entry strategy, some marketing mix elements like location selection and pricing were inefficient for the Indian market. A transnational strategy balancing localization and standardization would be best, as Indians have distinct situations from McDonald's but similar target consumers. The strategy should find a balance between globalization and localization through localized promotion and an integrated value chain while maintaining Booster Juice's premium brand image.
Case study - Spinneys: a supermarket for everyone?Zin Nii
1) The document discusses Spinneys, a supermarket chain in the Middle East. It outlines how the diversity of Dubai's population in terms of gender, age, ethnicity, and income can influence Spinneys' marketing strategy.
2) It then examines how people's lifestyles influence consumption behavior towards organic products. Key lifestyle factors discussed are values, social class, age, culture, and household.
3) The document suggests the Roy Morgan lifestyle measurement system would be most suitable for Spinneys in the UAE. This system segments populations based on attitudes, allowing Spinneys to modify its marketing strategy to appeal to different groups.
This document outlines the business plan for Moja Sugarcane Juice. It details the vision, employees and their qualifications, production process, operations including inventory management and quality control, finances, costs, revenues, supply chain and lessons learned from starting the business. The production process involves buying, cleaning, peeling, slicing, squashing and bottling sugarcane to produce 250ml bottles of juice sold for 20 Taka each. The business aims to produce 32 bottles per day for a monthly revenue of 5,520 Taka.
Café Coffee Day is the largest organized retail coffee chain in India, started in 1996 in Bangalore. It has over 2,000 outlets across India and plans to expand internationally. India's annual coffee consumption is around 97,000 tonnes and growing at 5-6% annually, with urban areas accounting for 73% of consumption. Café Coffee Day sources its own coffee beans and has a well-equipped roasting unit to ensure quality and consistency in its products. It focuses on coffee as its core competence and outsources other food items.
A feasibility study was conducted for a small skill bake shop in Tayasan. There is demand for over 2,000 loaves of bread per week in Tayasan that is currently not being met by existing bakeries. A well-managed bakery producing 900-1000 loaves per week could see good returns. Initial costs of around 900,000 PHP could be recouped within 5 years of efficient operations. Financial projections estimate annual revenues of 2.3 million PHP, net profits of 829,900 PHP, and a break-even point of 1.5 months at 10.5% of sales.
Zubin Poonawalla presented on an unknown topic. The presentation contained many pages that were blank or contained only the text "Presented by Zubin Poonawalla". It is unclear from the limited information what the overall content or conclusions of the presentation were.
This document discusses supporting co-operatives in New Brunswick. It provides an overview of the co-operative business model, including how it differs from traditional business models in its purpose, ownership structure, and decision-making process. Examples are given of successful food and agriculture co-ops in the region, such as the Quinte Organic Farmers Co-op and Just Us! Coffee Roasters. The steps for starting a new co-op are outlined, and resources are listed for organizations supporting co-op development.
This document discusses a marketing analysis project done on Britannia biscuits. It includes the objectives of the analysis, an overview of Britannia as a company, and discussions of its marketing strategy including segmentation, targeting, positioning, the 4Ps, and SWOT analysis. Primary research was also conducted including retailer and consumer surveys. Key recommendations include improving advertising, establishing own retail stores, boosting social media presence, and providing more offers to customers.
The document summarizes a brand audit of Trader Joe's. It outlines Trader Joe's brand hierarchy, positioning as a neighborhood grocery store providing organic, healthy products at great prices through direct sourcing. It analyzes the brand name, essence, identity, touch points like website and circulars, and in-store experience. Suggested improvements include focusing less on "Trader" and more on "Joe's" in the name, expanding the positioning to compete with regular grocers, making the website more interactive, and offering delivery in large city markets.
An understanding of the organic market in India. Very useful for marketeers to get a perspective on insights on retail, consumer, brands, distribution and trends.
This document outlines marketing strategies for establishing Guinness beer in India. It begins with an industry overview of the global and Indian beer markets, including growth rates. It then provides an overview of Guinness as an organization, including its mission statement and history. The document performs a PESTEL analysis and identifies demographic, geographic, psychographic, and behavioral targets in India. It outlines Guinness' product portfolio and competition in India. Marketing strategies include sponsoring music festivals, tie-ups with pubs, and pricing. Financial projections estimate profits over two years. A contingency plan involves exporting to other markets.
This document summarizes the key information about a coffee company's market opportunity in Canada. It notes that the Canadian coffee market is valued at $2.7 billion CAD and is growing at 4% annually. The largest competitors hold 33%, 25%, and 4.9% market share respectively. A SWOT analysis identifies strengths like sustainability and weaknesses like limited resources. Opportunities include specialty coffee trends and threats include established competitors. The marketing strategy involves targeting demographic and income segments in downtown Vancouver through various promotional activities. A financial analysis projects sales growth and profitability, with a monthly breakeven sales volume of $46,152 CAD. In conclusion, the favorable Canadian coffee market is growing at 11.9% annually and trends favor
Rijal's Namkeen is a leading snack food brand in Nepal that aims to increase its market share over the next five years. It currently holds 30-35% of the market. The document outlines Rijal's marketing strategies and objectives. It analyzes competitors and segments the market geographically, behaviorally, and by income and gender. The target market is middle-class Nepalis earning 15,000-80,000 NPR per month. Rijal's uses promotional activities including social media, CSR events, and dealer incentives. Its financial objectives are to increase annual sales by 15% and reduce production costs by 10%.
Consumer buying behaviour presentation on FMCG product at BikanervalaSantosh Kumar
The document summarizes research conducted on consumer buying behavior for new food products launched by Bikanervala Food Pvt. Ltd. in India. A survey was conducted of over 80 consumers to understand their awareness and preferences of food brands like Bikanervala and Haldirams. The findings showed customers preferred Haldirams over Bikanervala due to taste, and they would switch to other brands if their preferred brand was unavailable. The recommendations included expanding Bikanervala's product range and outlet presence, improving brand awareness through advertising, and enhancing product quality to better compete with established brands like Haldirams.
Saute, an Organic Restaurant - Business PlanSiddharth Shah
This is a business plan project of our coursework for BBA, NMIMS. The business plan includes the company descriptions, products & services offered, marketing & promotions overview, financial statement analysis and operations management of a new business.
The team members included
Anuj Bakshi
Siddharth Shah
Shreet Shah
Shyla Jha
Samah Visaria
This document summarizes a case study on Guinness's international marketing strategy. It discusses Guinness's history and global presence. Guinness thinks globally but acts locally by adapting its products, promotions, and social media strategies to different markets. In Africa, Guinness has found success due to supportive market conditions like raw material availability and a culture of beer drinking. To maintain growth, Guinness will need to focus on younger consumers and revitalize its brand through strategies like co-branding, sponsorships, and a mobile app engaging customers.
Biryani Caterers is a new food brand launched by three partners that provides high quality biryani. It will initially launch in some major Pakistani cities. The brand sees opportunities in the large market and demand for biryani. However, it is not well known yet and has limited funds. The brand will target youth, professionals and families across urban areas. It will position itself based on the delicious taste and as a place for fun gatherings. The marketing mix involves selling biryani in boxes for takeaway and at franchises with dining, targeting upper-middle and upper class consumers. An event at a university received positive feedback.
Similarities between retailer assessment and consumer expectationpria sangeetha
The document discusses similarities between retailer assessment and consumer expectations. It examines how retailers evaluate economic, social, cultural and political factors in an area to set up retail outlets that meet consumer needs. The objectives are to identify different types of retailer assessments and consumer expectations. There are gaps between what retailers predict and what consumers actually want. Retailers must accurately assess location variables like income, market size, education and culture to match offerings to consumer expectations.
This document discusses the challenges faced by agricultural producers and exporters in meeting international quality standards. It notes that quality is imperative for exporting agricultural commodities and competing globally. Proper communication with farmers is needed to ensure quality is never compromised. Standards define whether a product is fit for trade, so producers must implement practices like GAP, GHP, HACCP and meet requirements for traceability, record keeping, pesticide use, and more. India needs to focus on quality preservation, food safety, and infrastructure to increase agricultural exports from its large production.
Booster Juice aimed to bring Canadian smoothies to India but faced challenges achieving success. While franchising was an optimal entry strategy, some marketing mix elements like location selection and pricing were inefficient for the Indian market. A transnational strategy balancing localization and standardization would be best, as Indians have distinct situations from McDonald's but similar target consumers. The strategy should find a balance between globalization and localization through localized promotion and an integrated value chain while maintaining Booster Juice's premium brand image.
Case study - Spinneys: a supermarket for everyone?Zin Nii
1) The document discusses Spinneys, a supermarket chain in the Middle East. It outlines how the diversity of Dubai's population in terms of gender, age, ethnicity, and income can influence Spinneys' marketing strategy.
2) It then examines how people's lifestyles influence consumption behavior towards organic products. Key lifestyle factors discussed are values, social class, age, culture, and household.
3) The document suggests the Roy Morgan lifestyle measurement system would be most suitable for Spinneys in the UAE. This system segments populations based on attitudes, allowing Spinneys to modify its marketing strategy to appeal to different groups.
This document outlines the business plan for Moja Sugarcane Juice. It details the vision, employees and their qualifications, production process, operations including inventory management and quality control, finances, costs, revenues, supply chain and lessons learned from starting the business. The production process involves buying, cleaning, peeling, slicing, squashing and bottling sugarcane to produce 250ml bottles of juice sold for 20 Taka each. The business aims to produce 32 bottles per day for a monthly revenue of 5,520 Taka.
Café Coffee Day is the largest organized retail coffee chain in India, started in 1996 in Bangalore. It has over 2,000 outlets across India and plans to expand internationally. India's annual coffee consumption is around 97,000 tonnes and growing at 5-6% annually, with urban areas accounting for 73% of consumption. Café Coffee Day sources its own coffee beans and has a well-equipped roasting unit to ensure quality and consistency in its products. It focuses on coffee as its core competence and outsources other food items.
A feasibility study was conducted for a small skill bake shop in Tayasan. There is demand for over 2,000 loaves of bread per week in Tayasan that is currently not being met by existing bakeries. A well-managed bakery producing 900-1000 loaves per week could see good returns. Initial costs of around 900,000 PHP could be recouped within 5 years of efficient operations. Financial projections estimate annual revenues of 2.3 million PHP, net profits of 829,900 PHP, and a break-even point of 1.5 months at 10.5% of sales.
Zubin Poonawalla presented on an unknown topic. The presentation contained many pages that were blank or contained only the text "Presented by Zubin Poonawalla". It is unclear from the limited information what the overall content or conclusions of the presentation were.
This document discusses supporting co-operatives in New Brunswick. It provides an overview of the co-operative business model, including how it differs from traditional business models in its purpose, ownership structure, and decision-making process. Examples are given of successful food and agriculture co-ops in the region, such as the Quinte Organic Farmers Co-op and Just Us! Coffee Roasters. The steps for starting a new co-op are outlined, and resources are listed for organizations supporting co-op development.
This workshop discussed organic strawberry production methods used by Paul and Sandy Arnold of Pleasant Valley Farm. The Arnolds have experimented with matted row systems but now prefer the annual bed system using tips instead of plugs. Some key benefits of the annual bed system are that it frees up space for other crops, reduces disease and pest issues, and improves aeration and yields compared to the matted row system. The workshop provided detailed instructions on soil preparation, planting, irrigation, pest management and harvesting using the annual bed system with tips.
On-Farm and Off-Farm Processing with Guylaine Buecheliacornorganic
This document provides an overview of an organic meat company. It outlines the company's history starting 30 years ago with organic agriculture. The company farms organically on 210 acres and raises 60 beef and 700 pork. It processes 3000-4000 pounds of fresh and frozen meat per week at its 5000 square foot facility. The company sells its products through various retail channels including direct to consumers, natural food stores, conventional grocery stores, restaurants, and butcher shops. It uses various promotion tools such as exhibitions, word of mouth, and social media. The target customers care about organic and local food.
Sébastien Angers spoke about growing organic no-till soybeans at the 2013 ACORN Conference. He discussed using a well-planned rotation of corn, soybeans, and green manures to incorporate residues and control weeds without tilling. This improves soil structure and nutrient availability. His technique requires precision implements and timing to ridge crops, control weeds, and leave roots undisturbed to benefit subsequent crops.
This document summarizes a presentation about farm record keeping using AgSquared software. It defines good farm record keeping as being targeted and organized. It outlines how AgSquared can help with management, planning, record keeping and analysis. The presentation provides several case studies of farms using AgSquared to track details like crop varieties, organize their operations, streamline management, and track costs and inventory. It concludes by noting the mobile app capabilities of AgSquared.
Richard Wiswall gave a presentation on farm budgeting at the ACORN Conference in Moncton, New Brunswick. He emphasized that profit equals income minus expenses, and provided lessons on scrutinizing big expenses like labor, efficiencies of scale, and having a cushion for overhead costs and bad years. Wiswall also discussed keeping budgets simple by focusing on key parameters and targets. He provided examples of budgeting for egg production from 50 layers and meat production from 50 birds to demonstrate the process.
Panel: The Business of Seed with Andrea Berry, Gilberte Doelle and Angus Mellishacornorganic
The panel discusses changes in the commercial seed industry from the perspective of a seed grower, small seed company owner, and medium seed company manager. They note a trend of industry consolidation which has led to fewer varieties available. This has opened opportunities for smaller seed companies. The panelists discuss quality control challenges for new entrants and contract growers. They see potential for more training and resources to help small seed companies and growers improve quality standards to meet demand for local organic seed.
This workshop explored the potential for growing table grapes as an emerging fruit crop in eastern Canada. It discussed various table grape varieties and their characteristics, ideal growing conditions, cultivation techniques, and market potential. The speaker, Claude Gélineau, has trialled over 80 varieties of grapes at his farm in Quebec and recommends growing 5 varieties to meet customer preferences and ensure a long harvest season. Key considerations for growing table grapes include choosing varieties suited to the climate, using proper trellising and pruning techniques, and protecting the grapes from wildlife predators.
This document outlines the agenda for a course on high bionutrient crop production. It discusses assessing plant and soil health through measurements of conductivity, brix, and pH. Key topics include preventing limiting growth factors, integrating whole system understanding, hands-on testing, reviewing experiences so far, and reducing limiting factors through critical components of early development. Plant parameters and visual signs of nutrient deficiencies are reviewed for many essential minerals.
This document provides templates and worksheets for farmers to plan their operations and analyze costs and profits. It includes templates for a marketing chart, production plan, seedling calendar, and crop journal. It also provides worksheets to calculate labor costs, delivery costs, farmers' market costs, and annual overhead costs. The templates and worksheets are designed to help farmers establish sales projections, production plans, and cost analyses to determine profitability.
This workshop discussed organic strawberry production methods used by Paul and Sandy Arnold at their farm in New York. The Arnolds have experimented with both the matted bed system and the annual bed system, but now prefer the annual bed system using tips rather than plugs. Some benefits of the annual bed system are that it frees up space for other crops, reduces disease issues, and improves aeration in the soil. The workshop provided detailed instructions on soil preparation, planting, irrigation, pest management and harvesting strawberries using the annual bed system with tips.
This document outlines key points from a presentation on high bionutrient crop production. It discusses addressing limiting soil factors like minerals, biology, carbon, water and air. Supporting soil life is key to healthy plants. Quality objectives include nutrient levels, flavor and shelf life. Correlations between soil, plant, human and environmental health are noted. Topics covered include soil testing, biological inoculation, potting soil, tillage, fertigation, and foliar spraying. Target levels of macro and trace minerals are provided. Maximum yearly application rates of nutrients are outlined. The importance of inoculants, seed selection, potting soil, tillage methods, complexing compounds, pest and disease resistance, irrigation, and foliar
Loic Dewavrin owns a 1500-acre farm in Quebec where he produces sunflower oil. In his presentation, he discussed the basics of oil production from oilseeds and compared different oilseed crops for their suitability for cold pressing into oil. He regards sunflowers as the best option as they produce high oil yields with good taste when cold pressed. He also trialled other crops like safflower, canola, flax, hemp, and camelina but found issues with yields, taste, or processing requirements for each. Loic emphasized the importance of crop yields, oil content, and market factors when considering oilseed production but noted other motivations like diversification could also drive the decision to produce oilseeds
This workshop summary discusses the spotted wing drosophila, an invasive pest in the Atlantic Region. Dr. Debra Moreau from Agriculture and Agri-Food Canada presented on her research of the pest. She discussed identification of the pest, commercial and alternative hosts that are damaged, and control methods including monitoring with traps, sanitation practices, and organic treatments like Entrust and exclusion nets. Future research plans also focused on continued monitoring of the pest and determining habitat suitability and host plants.
Organic Strawberries with Paul & Sandy Arnoldacornorganic
This document provides details about the organic strawberry production system used by Paul and Sandy Arnold on their farm in Argyle, New York. It summarizes their transition to an annual bed system for strawberries, which involves planting plugs in raised beds covered with biodegradable paper mulch. The system provides weed-free berries and allows for a crop rotation. Details are provided on soil preparation, planting, irrigation, season extension techniques, and record keeping processes used to evaluate labor efficiency and profitability.
Recipes for Growing High Quality Seed with Jodi Lew-Smithacornorganic
This document provides guidance on growing high quality seed. It discusses key factors like genetic purity, isolation distances, and post-harvest handling. Seed quality is determined by germination rate and vigor. The basic recipe is strong fertility, good airflow/disease control, full maturity, and proper drying/storage. Wet-seeded crops like cucurbits and tomatoes and dry-seeded crops like mustards and brassicas are well-suited for the Northeast. New methods like using high tunnels allow growing biennial seed crops and expanding the varieties that can be grown. Passion and dedicating several years to learning are important for those starting seed production.
Whole Foods is facing increased competition from traditional grocery stores offering organic options at lower prices. While Whole Foods is known for its high-quality natural and organic products, many customers now see it as too expensive. The document proposes solutions for Whole Foods to address this problem, including emphasizing local produce to reduce costs, increasing product sampling to promote specialty items, and focusing PR efforts on quality, variety and service rather than price to convince customers its value outweighs the higher costs.
Natureview case study - Harvard Business Review ShivaniBagaria
Natureview Farm yogurt company is considering expansion options to grow its $13 million in annual revenues by over 50% within a year. It currently sells organic yogurt through natural food stores. Option 1 is to expand into northeast and western supermarket regions with its 8oz yogurt sizes. Option 2 is to expand internationally with its larger 32oz sizes. Option 3 is to stay in natural foods and launch two new children's multipacks. While Options 1 and 2 carry higher risks associated with supermarkets, Option 3 leverages Natureview's strengths in natural channels, offers the strongest profits, and has the lowest risks, making it the best choice to meet the revenue growth target.
The document discusses the background, issues, options, and financial considerations for Natureview Farm yogurt company as it considers expanding its distribution channels. It is currently in the natural food channel and is considering entering the supermarket channel through one of three options: 1) expanding 6 SKUs of its 8-oz yogurt into eastern and western supermarket regions, 2) expanding its 4 SKUs of 32-oz yogurt nationally in supermarkets, or 3) introducing two children's multipack SKUs in the natural food channel. Option 3 has the lowest financial risk as it requires no additional marketing, broker fees, or slotting fees and allows the company to focus on its strong relationships and positioning in the growing natural food channel where it has a sustainable competitive
Natureview Farm is an organic yogurt manufacturer founded in 1989 known for its natural ingredients, long shelf life, and high quality taste. It has experienced strong growth through guerrilla marketing and national distribution in natural food stores. The organic foods market is predicted to grow significantly in coming years. Natureview's challenge is to increase revenue by 50% in two years to attract new investors. Its options are to expand its 8oz or 32oz product lines into supermarkets or launch children's multi-packs in natural food stores. Financial projections show the children's multi-pack option has the highest margins and lowest costs.
Natureview Farm is a yogurt company founded in 1989 in Cabot, Vermont that uses natural ingredients. By 1999, its revenue grew from $1,000,000 to $13 million. It currently offers 12 yogurt flavors and multipacks for children. To increase its revenues to $20 million by 2001, Natureview Farm is considering three expansion options proposed by its vice presidents of sales, operations, and assistant marketing director: 1) Expand its top 6 selling 8oz SKUs into 1-2 supermarket regions, 2) Expand 4 SKUs of its 32oz size nationally, or 3) Introduce 2 SKU children's multipacks into natural food stores. The senior management will determine which single option to pursue to most effectively
This document provides an overview of a specialty food distribution company. It is the largest distributor of natural, organic and specialty products in North America with $2 billion in annual sales through 9 US and 3 Canadian warehouses. The company's vision is to be the best specialty food and natural product distributor through exceptional marketing, merchandising and distribution services while honoring God and treating employees and customers with integrity and honesty.
Natureview Farm is a yogurt manufacturer seeking to grow revenues by over 50% in the next 23 months. They are considering three options: 1) Expanding their 8oz product line into selected supermarket regions, 2) Expanding their 32oz line nationally in natural food stores, or 3) Expanding their children's multi-pack into natural food stores. Option 1 has the highest financial potential but also the highest risks due to competition in supermarkets. Option 2 has steady growth through natural food stores but misses the supermarket opportunity. The recommendation is Option 1 to gain visibility in supermarkets and take market share before competitors.
Natureview Farm is a yogurt manufacturer founded in 1989 known for its all-natural ingredients and long shelf life. It differentiates itself on quality and taste through guerrilla marketing and strong distributor relationships. Organic products are growing, attracting educated, high-income seniors. While 44% want more organic options, 67% cite high prices as a deterrent. The top 4 yogurt competitors control over 50% of the market. Natureview sells through supermarkets, natural stores, and other channels. Packaging, flavor, price, freshness, and organic status influence purchases. To reach $20M by 2001, Natureview considers expanding product lines through supermarkets or existing channels.
Natureview Farm produces organic yogurt in Vermont. It is considering three options to increase its $13 million revenue to $20 million by 2001: 1) Expand 6 SKUs into select supermarket regions, 2) Expand its 32 oz product line nationally, or 3) Expand 2 SKU children's multipacks into natural food chains. Option 1 is recommended as it would generate the highest revenue and credibility with investors despite higher competition and costs. Natureview should analyze natural food store sales to expand popular flavors and hire marketers to build relations with supermarket chains.
This document summarizes the snack food manufacturing industry. It describes that the industry generates $300 billion globally, with the largest markets being Europe and the US. It is a highly concentrated industry, with the top 50 companies accounting for 90% of revenue. The industry faces challenges such as volatile ingredient prices and regulations around food safety, nutrition, and labeling. Opportunities for growth include developing healthier products and appealing to changing consumer tastes.
This case study proposes a local food marketing program for Fresh Encounter Supermarkets. It defines local food based on research and recommends targeting two customer types - heavy local users and mainstream shoppers. For heavy users, the program demonstrates expertise, offers a variety of local products, and builds supplier legitimacy. For mainstream shoppers, it defines and promotes local foods, demonstrates quality and taste, and consistently presents the local brand. Tactics include local product displays, sampling, recipes, and a "Local Fresh Encounters" brand. Research found consumers will pay more for local foods and expect them in key departments. The program is expected to increase sales by 20-35% annually based on a case study of similar retailers.
Trader Joe's mission is to provide customers with high quality, healthy food and beverage options at low prices. They target educated, well-traveled consumers interested in unique global products. Trader Joe's offers a limited selection of high quality private label goods, focusing on fresh, organic, and gluten-free items. While their small store format and minimal technology adoption present weaknesses, Trader Joe's strong brand, low prices, and dedication to new products position it well for continued growth in the healthy grocery market.
Natureview Farm is a small yogurt manufacturing company based in Vermont that produces organic yogurt. It had $13 million in revenue in 1999 and aims to increase this to $20 million by 2001. The senior management team is evaluating three options: 1) Expand 8-oz cups into supermarkets, which offers the highest potential sales but also the highest risks and costs; 2) Expand 32-oz sizes nationally, which has fewer competitors but distribution challenges; 3) Introduce a children's multi-pack into natural food stores, which requires the fewest new resources but yields the lowest projected sales growth. The team determines that option 1, expanding into supermarkets, is most likely to meet the revenue goal, though it involves the greatest
Natureview Farm : Harvard Business School CaseAnmol Agrawal
This document summarizes the background and history of Natureview Farm yogurt company from 1989 to 2000. It discusses the company's growth from $100,000 in revenue in 1989 to $13 million in 1999 through expanding product lines and distribution channels. By 2000, Natureview Farm offered 12 yogurt flavors in 8-oz cups and 4 flavors in 32-oz cups. The document outlines three options for continued growth: 1) expand 8-oz cup distribution in the Northeast and West, 2) expand 32-oz cups nationally, or 3) introduce multipack yogurt products in natural food stores. A financial analysis determines that the third option has the lowest risks and costs due to existing relationships in the natural food channel.
Harvard business school case study -Nature view farmManu Tyagi
This document provides background information on Natureview Farm yogurt company from 1989-2000 and analyzes options for future growth. It summarizes that Natureview was founded in 1989 in Vermont manufacturing organic yogurt and grew revenue from $100,000 to $13 million by 1999 through natural food channels using low-cost marketing. By 2000 it had expanded product lines but needed over 50% revenue growth to $20 million by 2001. Three options were considered: 1) expand top products to eastern/western supermarkets, 2) expand large size nationally in supermarkets, or 3) introduce children's multipacks in natural food channels. A financial analysis determined option 3 had the lowest risks and costs with no additional expenses required, allowing Natureview to maintain
Greenies.net is a new organic retail platform launched in Mumbai, India in 2012. It connects organic farmers directly with wholesalers and consumers to cut out middlemen. Currently working with 30-40 farmers in 4-5 villages, the platform has onboarded several wholesalers. Greenies.net aims to provide the freshest organically grown produce through online ordering and delivery. By establishing partnerships and helping with organic certification, the platform looks to scale up and support farmers and the growing organic market in India.
The document discusses the benefits of exporting for agricultural businesses. It outlines how exporting can increase sales and income by accessing the 95% of consumers living outside the US. Exporting also helps diversify markets and offsets domestic demand fluctuations. The Food Export Association of the Midwest promotes exports of Midwestern food products. It partners with USDA agencies and state organizations to help small and medium companies enter new markets through programs providing education, market intelligence, trade missions and reimbursements for branded product promotions overseas.
Presentation on Analysis of Harvard Case: Natureview Farm
This was created by Pearl Gupta, PEC University of Technology during the course of a marketing internship under Prof. Sameer Mathur
Similar to Building Wholesale Relationships & Positioning for the US Market (20)
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2. Thinking
About
the
US….
• Posi<oning
Your
Product
for
the
US
Market
–
produce
and
specialty
• Target
Northeast
Retailers
• What
Retailers
are
Interested
In
• The
Road
to
US
Retail….
How
We
All
Get
There
3. Growth
in
the
Perimeter
•
•
•
•
•
Fruit
–
6%
increase
Vegetables
–
1%
increase
Bakery
–
5%
increase
Deli
Cheese
–
5%
increase
Deli
Meat
–
2%
increase
• US
Retailers
all
focusing
on
re-‐vamping
perimeter
of
store
4. Know
Where
Your
Product
Fits
• Understand
your
Produc<on
Capacity
• Prepare
and
Plan
for
Growth
• Start
Regionally
• Visit
the
Market
First
Hand
• Develop
a
Strategic
Plan
to
Market
5. Connect
with
Shoppers
that
Matter
Who
is
buying
your
product?
• Northeast
and
West
US
spend
most
• Adults
age
45
–
50
spend
most
on
vegetables
• Asians
#1
• Hispanics
#2
• 31%
Baby
Boomers
feel
Organic
very
important
• Millenials
(1980
–
2005)
shop
perimeter
• Re<red
–
health
and
wellness
(signage)
6. Where
to
Focus
Atlan<c
Companies
Should
Focus
on
the
Following
Chains
• Wegmans
• Whole
Foods
• Ahold
• Weis
• Wakefern
For
specialty
–
gourmet
shops
or
specialty
retail
7. Northeast
Focus
• Wegmans
–
83
stores
• Whole
Foods
–
340
stores
650
Organic
Op<ons
• Ahold
–
775
stores
Innova<ve
methods
to
get
customers
to
eat
more
fresh
“Fruit
and
Vegetables
–
More
Maaers”
logo
in
stores
• Weis
–
165
stores
• Wakefern
–
250
stores
Private
label
exceed
government
standards
for
healthier
lifestyle
8. Fun,
Trendy,
&
High
Prices
• Up
$1
Billion
–
41%
from
last
year
• Supermarkets
are
now
Des<na<ons
-‐
Wines,
Specialty
Foods,
300
seat
cafes
• More
than
2,000
people
were
in
line
prior
to
Wegman’s
7:00
am
opening
of
new
store
• 1/3
store
devoted
to
prepared
foods
• 70,000
products
• 700
varie<es
of
fruit
and
vegetables
• 52
varie<es
organic
fresh
• 380
Organic
products
–
“Wegmans
Organic”
9. Whole
Foods
•
•
•
•
•
•
•
•
Offering
more
price
promo<ons
in
all
stores
En<ces
young,
trendy,
city
dwellers
Now
moving
to
smaller
suburban
areas
with
smaller
stores
Whole
Foods
currently
has
340
stores,
plans
to
grow
to
1,000
Products
must
be
Clean,
Organic,
Natural
If
product
in
saturated
category
–
Why
do
you
stand
out?
Marke<ng
Muscle
–
Demos
twice
per
month
–
Saturday
Approach
Whole
Food
Regional
Buyers
First
• Englewood
Cliffs,
NJ
Rockville,
MD
10. Retail
Hot
Buttons
•
•
•
•
•
•
•
Price
&
Value
(not
low
price
necessarily)
Private
Brands
–
produce
and
specialty
Right-‐Sized
Box
Connec<ng
with
Shoppers
that
Maaer
Health
&
Wellness
Convenient
Customer
Solu<ons
Sustainability
&
Traceability
11. Value
is
not
about
price
-‐
Value
between
price
&
beneMits
• Premium
Coffee
Average
Price
88%
higher
-‐
Dollar
Sales
up
9%
-‐
Unit
Sales
up
3%
-‐
Coffee
Pods
Priced
460%
higher
• Cut
Fresh
Fruit
and
Vegetables
at
Wegmans
-‐
Customers
willing
to
pay
for
convenience
-‐
Roasted
veg
combos
-‐
Minimizes
shrink
–
boosts
profits
for
retailer
12. Specialty
Food
Industry
Spectacular
Growth
-‐
Branded
• Outpacing
most
sectors
in
US
economy
• Sales
of
Specialty
Foods
increased
by
19.1%
• Total
Sales
of
specialty
foods
were
$75.14
Billion
13. Did
you
know…….
• Most
specialty
food
sold
at
retail
-‐
$59.74
Billion
• 41%
of
specialty
food
manufacturers
reported
more
than
a
20%
increase
in
their
sales
last
year
• Dynamic,
growing
industry
in
spite
of
recession
14.
Important
Product
Qualities
• Organic
•
•
•
•
•
Kosher
Gluten
Free
All
Natural
No/Low/Reduced
Fat/Cholesterol
Sustainable
Convenience
claims
losing
importance
in
specialty.
People
want
to
cook
like
a
chef
at
home
and
care
less
in
this
category
about
a
product
being
microwavable,
for
example.
16. Steps
to
Enter
the
US
Market
•
•
•
•
•
Target
Market
Product
Pricing
Market
Entry
Strategy
Ac<on
Plan
• Best
to
do
a
regional
approach.
Branded
–
work
with
regional
distributors.
17. How
Do
I
Start
For
Produce?
• Best
start
in
Northeast
• Produce
wholesalers
supply
all
major
retail
chains
and
independents
• Cri<cal
to
establish
personal
rela<onships
with
both
wholesaler
and
produce
category
manager
• Choose
wholesaler
based
on
services
offered
to
retailers
18. Philadelphia
Wholesale
Produce
Market
• World’s
most
sophis<cated
wholesale
fresh
fruit
and
vegetable
market
• 700,000
square
feet
–
48
acres
–
bigger
than
14
football
fields
• Fully
refrigerated,
fully
enclosed
–
maximizes
shelf
life
• Temps
in
merchant’s
individual
warehouses
adjusted
to
each
commodity
19. PWPM
Merchants
and
Customers
• 24
Wholesalers
• Unit
space
rarely
available
–
lifelong
opera<ng
commitment
(40
year
lease)
• Services
customer
in
500
mile
radius
daily
• Hunts
Point
Market
in
NYC
is
not
enclosed
–
region
switched
buying
preferences
to
Philadelphia
20. Procacci
Brothers
• Best
wholesaler
for
Canadian
organic
products
in
Philadelphia
• Full
Traceability
in
every
item
handled
-‐
3rd
party
inspec<ons
• Private
Label
and
Custom
Re-‐Packaging
and
Labeling
in
Eco-‐
Friendly
styles
• Eliminates
shrink
and
reduces
back
room
labor
for
retailer
• Promotes
store
brand
or
your
brand
–
increasing
brand
loyalty
• Owns
cold
storage
and
distribu<on
facility
21. Wholesalers
Handling
Organic
• Procacci
Brothers
phone:
215-‐463-‐8000
www.procaccibrothers.com
All
fresh
fruit
and
vegetables
• Color
&
Sons
phone:
215-‐389-‐3335
www.color.com
carrots,
onions,
beets,
turnips,
apples
• TM
Kovacevich
phone:
215-‐336-‐3160
www.tmkproduce.com
vidalia
onions,
dried
and
premium
fruit
22. Specialty
Steps
to
Market
• Visit
the
Market
-‐
Walk
the
Summer
Fancy
Food
Show
-‐
Tour
Specialty
Retailers
–
all
in
walking
distance
• Assess
the
Compe<<on/Pricing
-‐
Can
you
be
compe<<ve?
-‐
Take
retail
price
and
work
backwards
• Determine
your
fit….specialty
for
retail,
gourmet,
food
service
23. Specialty
Steps
to
Market
• Start
in
Northeast
• Establish
Rela<onships
with
Category
Buyers
• Work
with
Regional
Distributors
(Associated
Buyers,
Avenue
Gourmet,
Davidson’s,
Steiner)
• Join
Specialty
Food
Associa<on
-‐
Unparalleled
access
to
buyers
-‐
Mentoring
programs
-‐
Diversity
Program
24. Thank
You
Beth
Pomper
4745
Twinbrook
Circle
Doylestown,
PA
18902
Phone:
267-‐893-‐8799
bpomper@comcast.net