Ice Fili
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iimaThe document outlines a strategy for an ice cream company that aims to: 1) Develop a new business model focused on impulse, home, artisanal, and export markets. 2) Optimize capacity utilization through proper product mix, operations, and technology. 3) Enter into joint ventures for technology, distribution, and management gains.
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![RedefineBusiness Objectives Consolidate historical position of company Maintain & improve current share from 5 % to 6.5 % (Capture 50 % of anticipated growth – 3 %) Develop a new business model ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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This document discusses a strategic analysis of Ice-Fili, the largest domestic ice cream producer in Russia. It analyzes Ice-Fili's industry and competitive environment using Porter's Five Forces model. It finds that buyer power and threat of substitutes are high for Ice-Fili due to many choices for customers and competition from other foods. The document also segments the Russian ice cream market and recommends that Ice-Fili focus on strengthening its distribution channel and brand recognition to regain market share from foreign and regional competitors that have eroded Ice-Fili's leadership position.
Strategic marketing Ice-Fili case
Ice-Fili is a Russian ice cream company evaluating its business model and competitive positioning. It faces challenges from increased competition and a shifting target market. The company considers strategy options like differentiation, market penetration, product development, and cost leadership. Its operational marketing plan focuses on impulse and in-home consumption channels. It aims to drive summer season sales and loyalty through promotions, packaging, pricing in line with competitors, and developing core brands.
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The document summarizes the ice cream industry in Russia from 1991-2002 and analyzes Ice Fili's position in the market. Key points include:
1) The Russian ice cream market saw increasing competition in the late 1990s as multinationals entered and regional producers grew aggressively.
2) Ice Fili faced challenges with maintaining margins around 15-20% and increasing efficiency as the market became more competitive.
3) While Ice Fili had recognizable brands, its branding efforts lagged behind multinationals, and it struggled with having too many product varieties.
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Global Forces
The document analyzes the global forces and trends affecting the Western European brewing industry through a PESTEL analysis and five forces framework. It identifies increasing health awareness and government campaigns against drunk driving as key social and political factors. Competitive rivalry and consolidation through licensing, acquisitions, and strategic alliances are major themes. The strengths and weaknesses of three major brewers are discussed: Anheuser-Busch InBev's world leadership but Chinese market reductions, Greene King's pub ownership and brand criticisms, and Tsingtao's Chinese and US market shares but only 13% of its home market.
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This document discusses a strategic analysis of Ice-Fili, the largest domestic ice cream producer in Russia. It analyzes Ice-Fili's industry and competitive environment using Porter's Five Forces model. It finds that buyer power and threat of substitutes are high for Ice-Fili due to many choices for customers and competition from other foods. The document also segments the Russian ice cream market and recommends that Ice-Fili focus on strengthening its distribution channel and brand recognition to regain market share from foreign and regional competitors that have eroded Ice-Fili's leadership position.
Strategic marketing Ice-Fili case
Ice-Fili is a Russian ice cream company evaluating its business model and competitive positioning. It faces challenges from increased competition and a shifting target market. The company considers strategy options like differentiation, market penetration, product development, and cost leadership. Its operational marketing plan focuses on impulse and in-home consumption channels. It aims to drive summer season sales and loyalty through promotions, packaging, pricing in line with competitors, and developing core brands.
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The document summarizes the ice cream industry in Russia from 1991-2002 and analyzes Ice Fili's position in the market. Key points include:
1) The Russian ice cream market saw increasing competition in the late 1990s as multinationals entered and regional producers grew aggressively.
2) Ice Fili faced challenges with maintaining margins around 15-20% and increasing efficiency as the market became more competitive.
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1) Molson Coors is the 2nd largest manufacturer and distributor of beer in Canada, founded in 1786 in Montreal. It has experienced declining market share versus independent craft brewers.
2) A SWOT analysis identified opportunities in premium beers and new niche markets, but also weaknesses in lost first-mover advantage for craft beers and threats from new independent breweries.
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Grolsch case analysis team 3 final-6-26-2014
Here are potential responses to the questions:
What lessons can be drawn from where Grolsch has been most successful?
- Grolsch has been most successful in its home market of the Netherlands where it has strong brand recognition and heritage. This suggests the importance of building local brand awareness and cultural relevance.
Did the merger with SABMiller add value? If so, how?
- The merger with SABMiller likely added value by giving Grolsch access to SABMiller's global distribution network and expertise in emerging markets. This helped Grolsch expand into new regions.
What additional recommendations on strategy would you make?
- Focus on differentiating Grolsch as a premium craft brand and capitalize on
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This document analyzes the soft drink concentrate and bottling industries using Porter's Five Forces framework. It finds that the concentrate industry exhibits high rivalry between Coca-Cola and Pepsi, who together control over 75% of the US market. Suppliers and buyers have relatively low power. There are high barriers to entry. The bottling industry sees higher capital requirements and dependency on concentrate producers through exclusive contracts. The concentrate business is more profitable than bottling due to its duopoly structure and lower capital costs. Challenges facing the industry include health trends, environmental debates, and increasing international competition.
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Rc3 2010 Jdc & Koh
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1) Molson Coors is the 2nd largest manufacturer and distributor of beer in Canada, founded in 1786 in Montreal. It has experienced declining market share versus independent craft brewers.
2) A SWOT analysis identified opportunities in premium beers and new niche markets, but also weaknesses in lost first-mover advantage for craft beers and threats from new independent breweries.
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Canada Beer Market Insights 2016 Report provides a complete overview of the Canada beer industry structure offering a comprehensive insight into historical background trends, 2015 performance and 2016 outlook.
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This document is Hershey Foods Corporation's 2003 annual report and proxy statement to shareholders. It discusses Hershey's financial performance in 2003, including 13% earnings per share growth and continued margin expansion. It outlines the company's strategy of investing in core brands and expanding into snack market adjacencies. Key initiatives included restructuring the US sales force, creating a US Snack Group, and launching new better-for-you snack products. The report also discusses governance improvements and leadership changes on the board and in management.
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1) The Coca-Cola and Pepsi concentrate industries have high rivalry due to slow growth and two equally sized competitors fighting for leadership through branding and pricing. Entry barriers are also high.
2) The bottling industry has moderate rivalry between brands but low rivalry between bottlers of the same brand. Entry barriers are also low. Retailers have significant bargaining power over bottlers.
3) Both industries face challenges from increasing health concerns, a saturated carbonated soft drink market, and growing power of retailers.
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Boston Beer Company is facing challenges as the craft beer industry grows increasingly competitive. It is squeezed between large multinational breweries and small local breweries. While Boston Beer has strengths like its quality and brand recognition, it struggles with high competition and an inability to respond effectively. It should expand its successful Angry Orchard hard cider brand and acquire small craft breweries to gain market share. This will allow it to combat threats while leveraging opportunities in the changing beer industry environment.
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The document analyzes the beer industry and provides an overview of several major companies to recommend where to invest. It discusses the industry forces, threats, and profiles SABMiller, Diageo, Anheuser-Busch InBev, and Boston Beer Company. Anheuser-Busch InBev is the largest global brewer, while Boston Beer Company is the leading craft brewer. The recommendation is that a risk-averse investor would invest in Anheuser-Busch due to its size and stability, while a risk-seeking investor may prefer smaller microbreweries/regional brewers for their growth potential.
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This document analyzes the soft drink industry, specifically Coca-Cola and PepsiCo, and discusses factors that contribute to the profitability of concentrate producers over bottlers. It examines Porter's five forces and determines that suppliers, buyers, substitutes and potential entrants do not greatly threaten the industry's profitability. While internal rivalry is intense between Coke and Pepsi, they primarily compete through advertising rather than lowering prices. The document concludes that vertical integration of concentrate producers into bottling may not be necessary, as bottlers already have incentives to cooperate, and contract amendments could ensure efficient investment in bottling infrastructure.
Grolsch case analysis team 3 final-6-26-2014
Here are potential responses to the questions:
What lessons can be drawn from where Grolsch has been most successful?
- Grolsch has been most successful in its home market of the Netherlands where it has strong brand recognition and heritage. This suggests the importance of building local brand awareness and cultural relevance.
Did the merger with SABMiller add value? If so, how?
- The merger with SABMiller likely added value by giving Grolsch access to SABMiller's global distribution network and expertise in emerging markets. This helped Grolsch expand into new regions.
What additional recommendations on strategy would you make?
- Focus on differentiating Grolsch as a premium craft brand and capitalize on
Transforming to industry 4.0
The document discusses several changes occurring in the global pulp, paper, and packaging industry. Consolidation has increased concentration in some segments as larger companies have focused on fewer areas. A group of companies has strong financial resources for strategic investments. Demand is expected to grow for packaging and tissue products but decline for graphic papers. The industry faces challenges around managing turbulence in paper grades, further optimizing costs, and finding new growth areas. Opportunities exist in innovation, cost optimization through digital manufacturing, and developing more sustainable products.
Molson coors Candidate Information Pack
Molson Coors is a global brewing company with a 350 year history. It has over 19,000 employees worldwide operating out of 30 breweries in over 50 countries. The document provides an overview of Molson Coors' values, strategic goals, and brand portfolio. It highlights the company's strengths in key markets like the US, Canada, and UK. Details are given about Molson Coors' UK operations and their portfolio of UK and Ireland brands. Employee testimonials emphasize the company culture and opportunities for growth.
Harvard Business Review - Grolsh case study solutions
Grolsch knew that to compete with its main competitor Heineken in the international beer market, it needed to globalize. It started by expanding in Europe where it was from originally, and then globally entered markets like the US, Canada, New Zealand, Australia, and India. This globalization proved very successful as over half of Grolsch's total sales eventually came from international markets. However, Grolsch also learned it needed to adapt to local tastes and partner with local brands in different countries to be successful long-term in those markets.
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This document analyzes the soft drink concentrate and bottling industries using Porter's Five Forces framework. It finds that the concentrate industry exhibits high rivalry between Coca-Cola and Pepsi, who together control over 75% of the US market. Suppliers and buyers have relatively low power. There are high barriers to entry. The bottling industry sees higher capital requirements and dependency on concentrate producers through exclusive contracts. The concentrate business is more profitable than bottling due to its duopoly structure and lower capital costs. Challenges facing the industry include health trends, environmental debates, and increasing international competition.
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Growth in challenging times costs
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
Business plan ppt babasab patil
The document discusses several key topics related to business planning and entrepreneurship including Michael Porter's five forces model, generic strategies for competitive advantage like cost leadership and differentiation, strategic positioning, critical success factors for different industries, and comparisons of prior and contemporary business environments. It also profiles several social entrepreneurs and women entrepreneurs who have made impacts and introduces concepts like social venture capital.
Supplementing the chosen competitive strategy chapter 6
The document discusses various competitive strategies including collaborative strategies, mergers and acquisitions, vertical integration, outsourcing, offensive and defensive strategies, and web site strategies. It provides details on reasons for and characteristics of strategic alliances. It also outlines objectives, advantages, and pitfalls of mergers and acquisitions as well as vertical integration strategies. Factors for determining when outsourcing makes strategic sense are discussed. Principles of offensive and defensive strategies are presented along with types of each. Finally, different web site strategy approaches are described.
international strategy IBM
The document discusses various concepts related to international strategy and strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve long-term goals. It also outlines different levels of strategy, including international, corporate, multi-domestic, global, and transnational strategies. Additionally, it discusses factors such as political and economic risks that companies must consider when developing an international strategy.
ACCO July 20 2016 Tactics for Effectively Communicating Climate Change rev
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WPC 480. Week 81For next week…Complete Case Pap.docx
WPC 480.
Week 8
1
For next week…
Complete Case Paper #3 on Aldi
Due at our next class March 19th
Focused on Cost Leadership and Differentiation Strategies.
NO Blue Ocean!
NO Business Models
Focus on Chapter
(After tonight – it’s Spring Break)
2
Generic Business Strategies
Differentiation
Seeks to create higher value than competitors
Offers products or services with unique features
Keeps the firm’s cost structure as low as possible
Charges higher prices
Cost Leadership
Seeks to create similar value as competitors
Products or services delivered at lower cost
Charges lower prices
Business-level Strategies
Cost leadership
Sources of keeping costs down and prices low
Cost of input factors (supplier power matters here)
Economies of scale
Employing specialized systems and equipment
Minimum efficient scale – increases in volume do not lead to further cost reductions
Implies large market share almost always to get the best economies of scale
8
Cost leadership:
It takes time to reduce costs
Learning Curve Effects – price drops (and quality increases) as volume increases over time
Versus Economy of Scales: Economy of Scales are a specific points in time versus accumulation over time
Differences in Complexity: Depending on product/service EoS may have stronger impacts than learning curves
Experience Curve Effects – price drops (and quality increases) with changes in technology of production
Process Innovation: changes in technology allow increased efficiency with same output volume.
Technology can be changes in methods or machinery
9
Attributes of the Product/Service offering
Relationships between company and consumers
Linkages within or between firms
Differentiation Strategy
Blue Ocean Strategy
Value Innovation: Aligning consumer utility, price and cost for maximizing value to company and consumer – product differentiation and low cost.
8
Blue Ocean Strategy
Strategy Canvas: Captures current state of the known market place and action framework to explore alternatives.
9
Blue Ocean Strategy
4 Action Framework: To assist in creating a new value curve the 4 Action Framework helps evaluate the tradeoffs between differentiation and cost.
10
Blue Ocean Strategy
11
Blue Ocean Shift
12
Activity
In your group, identify a company who has a Blue Ocean strategy
Identify that BO company’s competitors or industry
Identify the factors that consumers use to make decisions about their purchases with this company.
What factors were raised/created by the BO company or eliminated/decreased?
13
Risks of Blue Ocean
Finding the right blue ocean – easy to say but hard to find/create
Arriving too early and/or Being too new, too different – are consumers ready?
Strategy Execution – Right leaders?
Strategic Clarity and Mindset – ready for the challenges from top to bottom
Trust and Patience
How defensible is your new ocean?
14
Blue Ocean vs. Yoda
15
Tradeoffs
Maintain a focus on the cons ...
Company analysis
This document provides guidance on conducting a company situation analysis to evaluate a company's strategy, resources, costs, competitive position, and strategic issues. It involves analyzing how well the current strategy is working, conducting a SWOT analysis to identify strengths, weaknesses, opportunities, and threats, benchmarking costs against competitors, assessing competitive strength against rivals, and identifying key strategic issues. The overall aim is to determine if the company's strategy is well matched to its internal capabilities and external circumstances.
Scoring High on the Supply Chain Maturity Model
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
Ch02
The document provides an overview of operations management strategies for competitive advantage. It discusses Komatsu's strategies over time to adapt to its environment. Different competitive advantages of differentiation, cost leadership, and quick response are described. Key operations management decisions around design, quality, process etc. are identified. Strategies used by different companies like Southwest Airlines are mapped out. The importance of identifying critical success factors is discussed.
strategic mgmt
The document discusses reasons why great companies fail and signs that lead to decline. It notes that companies accumulate resources and optimize systems, leading management to believe resources alone will ensure success. However, companies become complacent, focus internally, and lose creativity and ability to adapt. This inhibits reinvention and escaping the past, leading to inability to invent the future. Successful long-term strategy requires competitiveness, growth, and profits through initiative, innovation and adapting to new opportunities and rules.
Business Strategytk 1222352359013505 8
The document discusses why great companies can fail and outlines several factors that can contribute to failure, including: relying too much on past success, becoming complacent, focusing internally rather than innovating, and an inability to adapt to changing market conditions. It also provides strategies that companies can employ to avoid failure such as continually reinventing themselves, escaping the past, and inventing the future.
Similar to Ice Fili (20)
Supplementing the chosen competitive strategy chapter 6
Supplementing the chosen competitive strategy chapter 6
ACCO July 20 2016 Tactics for Effectively Communicating Climate Change rev
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Ice Fili
- 1. “ICE FILI” Strategy for the company that is “Stuck in the middle” Develop a new business model AS Deshmukh
- 3. Optimize capacity utilization by choosing proper product mix, operations and technology
- 4. Enter into JVs for technology , distribution and management gains
- 5. Transform the organization to align with new realitiesHave a contingency plan for phased withdrawl!
- 7. Enter into contract with suppliers
- 8. Convert contract into relationship
- 9. Treat suppliers are partners
- 16. Year 2 – Expand with branding
- 17. JV with Bens & Jerry’s
- 20. Use IPOs /JVs to generate revenue for franchisees
Editor's Notes
- To generate, transmit, distribute, purchase, procure, sell, trade, import, export oraccumulate or otherwise deal in all forms of electrical power in all aspects, to own,promote, set up, establish, develop, maintain, run, operate, manage and acquiregenerating company, generating station or stations of every kind and description,and to own, promote, set up, establish, develop, maintain, run, operate and managetransmission and distribution networks or systems and to acquire, in any manner,these networks or systems and to act as agent or representative of any personengaged in the planning, development, generation, transmission, distribution,supply, trading or financing of power and to investigate, research, design andprepare feasibility, appraisal or project reports and to build and execute projectsfor generation, transmission, distribution, supply, purchase, sale, trading, import,export, storage and accumulation of all forms of electrical power and to engage inall activities incidental thereto.”
- To generate, transmit, distribute, purchase, procure, sell, trade, import, export oraccumulate or otherwise deal in all forms of electrical power in all aspects, to own,promote, set up, establish, develop, maintain, run, operate, manage and acquiregenerating company, generating station or stations of every kind and description,and to own, promote, set up, establish, develop, maintain, run, operate and managetransmission and distribution networks or systems and to acquire, in any manner,these networks or systems and to act as agent or representative of any personengaged in the planning, development, generation, transmission, distribution,supply, trading or financing of power and to investigate, research, design andprepare feasibility, appraisal or project reports and to build and execute projectsfor generation, transmission, distribution, supply, purchase, sale, trading, import,export, storage and accumulation of all forms of electrical power and to engage inall activities incidental thereto.”
- To generate, transmit, distribute, purchase, procure, sell, trade, import, export oraccumulate or otherwise deal in all forms of electrical power in all aspects, to own,promote, set up, establish, develop, maintain, run, operate, manage and acquiregenerating company, generating station or stations of every kind and description,and to own, promote, set up, establish, develop, maintain, run, operate and managetransmission and distribution networks or systems and to acquire, in any manner,these networks or systems and to act as agent or representative of any personengaged in the planning, development, generation, transmission, distribution,supply, trading or financing of power and to investigate, research, design andprepare feasibility, appraisal or project reports and to build and execute projectsfor generation, transmission, distribution, supply, purchase, sale, trading, import,export, storage and accumulation of all forms of electrical power and to engage inall activities incidental thereto.”
- To generate, transmit, distribute, purchase, procure, sell, trade, import, export oraccumulate or otherwise deal in all forms of electrical power in all aspects, to own,promote, set up, establish, develop, maintain, run, operate, manage and acquiregenerating company, generating station or stations of every kind and description,and to own, promote, set up, establish, develop, maintain, run, operate and managetransmission and distribution networks or systems and to acquire, in any manner,these networks or systems and to act as agent or representative of any personengaged in the planning, development, generation, transmission, distribution,supply, trading or financing of power and to investigate, research, design andprepare feasibility, appraisal or project reports and to build and execute projectsfor generation, transmission, distribution, supply, purchase, sale, trading, import,export, storage and accumulation of all forms of electrical power and to engage inall activities incidental thereto.”