Natureview farm
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Dinesh Reddy presented on the issues facing Natureview farm. Natureview needs to increase revenue 50% by 2001 to satisfy venture capital investors. It is considering expanding into supermarkets. However, supermarkets involve high broker fees, slotting fees, and risks from price negotiations that could harm Natureview. Natureview's alternative is to introduce new children's multi-packs into natural food stores, where it has strong relationships and brand recognition for organic and healthy products. This option avoids high costs of supermarkets while leveraging Natureview's strengths. Financial forecasts show the natural food store option is lowest risk and cost.
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Natureview
This document discusses options for Natureview, an organic yogurt company, to meet its goal of increasing revenue by 50% to $20 million by 2001. It considers expanding into the supermarket channel (97% of current sales) or focusing on natural food stores (3% of sales). Expanding into supermarkets comes with high costs like broker fees, slotting fees, and promotional expenses. Additionally, it could damage Natureview's brand image and conflict with its natural food store relationships. The document recommends option 3 to introduce new children's multi-packs into natural food stores to leverage existing relationships and avoid the high costs and risks of expanding into supermarkets. It argues this is the lowest risk and cost option to meet the revenue goal.
Natureview
Natureview Farm is an organic yogurt manufacturer founded in 1989 that uses natural ingredients and a special process. It is seeking to increase its revenue from $13 million to $20 million by 2001 through expansion. It is considering three options: 1) Expanding its 8-oz cup line into one or two supermarket regions, 2) Expanding its 32-oz size nationally, or 3) Introducing a children's multipack into natural food stores. The document recommends pursuing Option 1 of expanding into supermarkets initially in a limited manner due to the potential for higher revenue generation and lower costs compared to the other options.
Natureview Harvard Case Study Analysis by Shubh
Natureview yogurt aims to grow revenues to $20 million by 2001's end. It currently earns $13 million annually. Three expansion options are proposed: 1) Expand 6 yogurt SKUs to select supermarket regions, 2) Launch 4 SKU sizes nationwide, or 3) Introduce children's multi-packs to natural food stores. Option 1 offers the highest upside potential and incremental demand but requires significant promotion spending. Option 2 has a stronger advantage through longer shelf life but risks incomplete national distribution. Option 3 leverages Natureview's natural store strength but limits growth. The analysis recommends Option 1 to selectively expand SKUs to supermarkets in the Northeast and West to minimize conflicts and cannibalization while reaching the $20 million goal
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This document discusses options for a yogurt manufacturer to grow revenues by 50% in 2 years. It provides an overview of organic market trends, the yogurt market which is concentrated among a few major players, and the company's position in natural/organic stores. Option 1 involves expanding 6 SKU's into 1-2 supermarket regions for higher visibility but also costs. Option 2 expands 2 larger SKU's nationally but with challenges of high fees and distribution. Option 3 focuses on the natural foods channel through a children's multi-pack. Financial details are given for each, and recommendations note the risks but also opportunities in supermarkets.
Natureview farm
Natureview Farm produces organic yogurt and wants to increase revenue 50% to $20 million by 2001. It is considering three options: 1) Expand 6 SKUs of 8-oz cups into select supermarkets, 2) Expand 4 SKUs of 32-oz cups nationally in natural foods, or 3) Introduce 2 SKU multi-packs into natural foods. Option 1 has the highest potential revenue but also the highest risk. Option 2 has a competitive advantage due to cup size but challenges distributing nationally in 12 months. Option 3 has strong relationships in natural foods but may not reach the revenue goal. The recommendation is to combine Options 1 and 2 by introducing both 8-oz and 32-oz cups into select supermarkets.
Natureview
Natureview Farm produces refrigerated cup yogurt and aims to grow revenue 50% by 2001. It faces choosing between expanding product lines into supermarkets or natural food stores. Option 1 is expanding 6 SKU's into selected supermarket regions, which offers the largest market but highest competition. Option 2 expands 4 SKU's nationally in 32oz cups with fewer competitors. Option 3 expands children's packs in natural stores with established relationships. The recommendation is Option 1 to pursue higher revenue, investor confidence, and market penetration, starting with top flavors, hiring supermarket expertise, and developing distributor relationships.
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Natureview Farm
Natureview is a yogurt company founded in 1989 that has grown steadily through the natural foods channel. It is now considering expanding into supermarkets to meet a revenue goal of $20 million by 2001. The document analyzes Natureview's history, strengths, weaknesses and options for growth. It recommends a three-pronged approach: launching 8oz cups in select supermarkets; adding new flavors and product lines; and introducing a children's multi-pack in natural foods if given more time. This strategy could generate $25.9 million in expected revenue and allow Natureview to capitalize on consumer trends and its brand strengths.
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Natureview
This document discusses options for Natureview, an organic yogurt company, to meet its goal of increasing revenue by 50% to $20 million by 2001. It considers expanding into the supermarket channel (97% of current sales) or focusing on natural food stores (3% of sales). Expanding into supermarkets comes with high costs like broker fees, slotting fees, and promotional expenses. Additionally, it could damage Natureview's brand image and conflict with its natural food store relationships. The document recommends option 3 to introduce new children's multi-packs into natural food stores to leverage existing relationships and avoid the high costs and risks of expanding into supermarkets. It argues this is the lowest risk and cost option to meet the revenue goal.
Natureview
Natureview Farm is an organic yogurt manufacturer founded in 1989 that uses natural ingredients and a special process. It is seeking to increase its revenue from $13 million to $20 million by 2001 through expansion. It is considering three options: 1) Expanding its 8-oz cup line into one or two supermarket regions, 2) Expanding its 32-oz size nationally, or 3) Introducing a children's multipack into natural food stores. The document recommends pursuing Option 1 of expanding into supermarkets initially in a limited manner due to the potential for higher revenue generation and lower costs compared to the other options.
Natureview Harvard Case Study Analysis by Shubh
Natureview yogurt aims to grow revenues to $20 million by 2001's end. It currently earns $13 million annually. Three expansion options are proposed: 1) Expand 6 yogurt SKUs to select supermarket regions, 2) Launch 4 SKU sizes nationwide, or 3) Introduce children's multi-packs to natural food stores. Option 1 offers the highest upside potential and incremental demand but requires significant promotion spending. Option 2 has a stronger advantage through longer shelf life but risks incomplete national distribution. Option 3 leverages Natureview's natural store strength but limits growth. The analysis recommends Option 1 to selectively expand SKUs to supermarkets in the Northeast and West to minimize conflicts and cannibalization while reaching the $20 million goal
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This document discusses options for a yogurt manufacturer to grow revenues by 50% in 2 years. It provides an overview of organic market trends, the yogurt market which is concentrated among a few major players, and the company's position in natural/organic stores. Option 1 involves expanding 6 SKU's into 1-2 supermarket regions for higher visibility but also costs. Option 2 expands 2 larger SKU's nationally but with challenges of high fees and distribution. Option 3 focuses on the natural foods channel through a children's multi-pack. Financial details are given for each, and recommendations note the risks but also opportunities in supermarkets.
Natureview farm
Natureview Farm produces organic yogurt and wants to increase revenue 50% to $20 million by 2001. It is considering three options: 1) Expand 6 SKUs of 8-oz cups into select supermarkets, 2) Expand 4 SKUs of 32-oz cups nationally in natural foods, or 3) Introduce 2 SKU multi-packs into natural foods. Option 1 has the highest potential revenue but also the highest risk. Option 2 has a competitive advantage due to cup size but challenges distributing nationally in 12 months. Option 3 has strong relationships in natural foods but may not reach the revenue goal. The recommendation is to combine Options 1 and 2 by introducing both 8-oz and 32-oz cups into select supermarkets.
Natureview
Natureview Farm produces refrigerated cup yogurt and aims to grow revenue 50% by 2001. It faces choosing between expanding product lines into supermarkets or natural food stores. Option 1 is expanding 6 SKU's into selected supermarket regions, which offers the largest market but highest competition. Option 2 expands 4 SKU's nationally in 32oz cups with fewer competitors. Option 3 expands children's packs in natural stores with established relationships. The recommendation is Option 1 to pursue higher revenue, investor confidence, and market penetration, starting with top flavors, hiring supermarket expertise, and developing distributor relationships.
Ron Strolic organic marketing barriers
This document summarizes a study on improving markets for small and mid-sized organic growers in California. The study found that marketing is a major challenge for most farmers, with issues like volume fluctuations, lack of price premiums, and accessing markets. Buyers also face challenges obtaining consistent supply from smaller farms. The document recommends farmers compete on values rather than price, diversify marketing channels, and improve quality and communication. It suggests buyers educate growers and coordinate supply. Policymakers could support organic programs and connect farmers and buyers online. Non-profits could provide farmer education and distribution infrastructure support.
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Natureview is a yogurt company founded in 1989 that has grown steadily through the natural foods channel. It is now considering expanding into supermarkets to meet a revenue goal of $20 million by 2001. The document analyzes Natureview's history, strengths, weaknesses and options for growth. It recommends a three-pronged approach: launching 8oz cups in select supermarkets; adding new flavors and product lines; and introducing a children's multi-pack in natural foods if given more time. This strategy could generate $25.9 million in expected revenue and allow Natureview to capitalize on consumer trends and its brand strengths.
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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.
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The document evaluates three options to increase revenue for an organic yogurt company from $13 million in 2000 to $20 million by 2001. Option 1 is to expand six SKU sizes into supermarket channels, which has the highest revenue potential but also increases costs the most. Option 2 is to expand four larger SKU sizes nationally, which has lower promotion costs but increased hiring needs. Option 3 is to introduce a children's multi-pack into natural food channels, which has the lowest increased costs but also the lowest revenue growth. The document recommends Option 1 due to its higher revenue generation and first mover advantage into supermarkets with a wider customer base.
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Natureview Farms seeks to increase revenue from $13 million to $20 million by 2001 to satisfy venture capital backers looking to cash out. The management must evaluate options to maximize revenue and valuation for a new investor. Option 3 is recommended: introduce 2 new children's yogurt multipack SKUs in the natural foods channel. This option achieves the target revenue, minimizes risk, and allows Natureview to remain true to its brand without damaging current partnerships. It also requires the least additional costs while still earning substantial revenues and profitability.
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An embattled UPA government has hung the ‘Open’ sign for foreign retailers. The cabinet said OK for 51% FDI in multi-brand retail sector & 100% FDI in single brand. On one hand farmers will benefit from it but on the other hand small traders feel they will not be able to withstand the competition. Will India in general benefit from this step?
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Salam,
MS1 Exam 2 ( 2016 - 2O17)
The exam aims to test:
1- Talking about leisure activities
2- Asking quesions using "wh question words"
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Good Luck
By : Mr Samir Bounab ( Teacher trainer at MONE)
The links :
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Natureview is looking to increase its revenue by over 50% before the end of 2001 to satisfy investors and make the company attractive for acquisition. It currently sells primarily through supermarkets but faces high costs from broker fees, slotting fees and promotional expenses in that channel. Expanding into natural food stores through a children's multi-pack product line has fewer costs and risks than expanding further into supermarkets, and is aligned with Natureview's brand image and relationships in the natural channel. Financial projections show this third option has the lowest costs and risks of the alternatives.
Natureview farm case study by simran tapia
Natureview farm is considering options to grow its revenue by 50% by 2001. It is deciding whether to expand into supermarkets. There are three options: 1) Expand the 8-oz yogurt cups into supermarkets, which has high upside potential but also high costs and competition risks. 2) Expand the larger 32-oz multi-use size, which has lower marketing costs but risks around new users and distribution. 3) Expand the multi-pack into supermarkets in Northeast and West regions, which has the benefits of high growth, minimized channel conflicts, revenue goal achievement, and higher expected demand through cheaper multi-packs increasing sales. The recommendation is to expand the multi-pack option into supermarkets in Northeast and West.
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This document summarizes information about NatureView Farm, a yogurt manufacturer founded in 1989 in Cabot, Vermont. It discusses the company's objective to increase revenues to $20 million by the end of 2001 from $13 million currently. It also outlines the key team members and competitors. The issues section notes that the VC firm needs to cash out its investment and three options for growth are analyzed: expanding top SKUs into supermarkets, expanding 32 oz sizes, or introducing children's multi-packs into natural food stores. The analysis concludes that introducing multi-packs into natural food stores has the least risk and is the safest option to meet revenue targets while remaining true to the brand.
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This document discusses options for Natureview Farm to increase its annual revenue from $13 million to $20 million by the end of 2001. It considers expanding into supermarkets (Option 1) or focusing on its natural foods channel (Option 3). Option 1 is chosen because it projects the highest revenue and would boost investor confidence, despite the high risks and costs of expanding into the competitive supermarket sector dominated by Danon and Yoplait. The natural foods channel is growing faster but Option 3 alone was doubted to meet the $20 million target.
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Natureview farm
This case study analyzes options for a yogurt manufacturing company to increase revenues to $20 million by 2021. The company currently generates $13 million annually and distributes primarily through natural food stores. Three options are presented: 1) Expand into northeast/west supermarkets with 6 SKUs, 2) Expand nationally in supermarkets with 4 SKUs, or 3) Introduce 2 children's multipacks in natural stores. Option 1 has high costs but large potential. Option 2 risks not achieving full distribution and requires hiring sales staff. Option 3 has low risk but high competition. The analysis recommends Option 3 to first focus on brand building before large-scale expansion.
Natureview farm
Natureview Farm is a yogurt company seeking to increase revenue 50% by end of 2001. It is considering 3 options: 1) Expand 8oz cups to supermarkets, 2) Expand 32oz cups nationally, or 3) Introduce children's multipacks in natural foods stores. Option 1 requires the highest spending but risks are high. Option 2 has lower risks but doubts about new users adopting large size. Option 3 leverages Natureview's brand strengths and relationships in natural foods stores, which are growing faster than supermarkets. Introducing multipacks could increase revenue 46.4% in 12 months, achieving the target through continued growth in the core natural channel without risks of expanding to supermarkets.
Natureview farm
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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.
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Natureview Farm manufactures and markets refrigerated yogurt cups. It aims to increase revenue from $13 million to $20 million in 2001. It considers three options: 1) Expand 6 SKU cup sizes into supermarkets, 2) Expand 4 SKU larger cup sizes nationally, or 3) Introduce 2 SKU children's multipacks in natural food stores. It chooses option 2 to expand larger cup sizes nationally in supermarkets as it will generate the needed $7 million revenue increase while maintaining relationships in natural food stores.
Case study of Natureview Farm
Natureview Farm is a yogurt manufacturer seeking to grow revenue by over 50% by 2001. It is considering expanding into the supermarket channel. Three options are proposed: 1) Expand 6 SKUs of 8oz cups into 1-2 regions, 2) Expand 4 SKUs of 32oz cups nationally, 3) Introduce 2 children's multipacks into natural foods. Option 1 provides the highest revenue potential at $38.9M in 2000 and $44.1M in 2001 while utilizing benefits of being a first mover into supermarkets. However, it also carries the highest risks and costs.
Natureview
Natureview Farm produces refrigerated yogurt cups and is considering expanding into supermarket channels to meet a revenue goal of $20 million by 2001. Option 1 is to expand 6 SKU's of 8oz yogurt into 1-2 supermarket regions which carries high risk but potential for high reward and revenue growth. Option 2 focuses on expanding 32oz sizes which has lower marketing costs but uncertainty in demand. Option 3 remains in natural food stores which has lowest risk but also lowest growth potential. The recommendation is Option 1 due to the potential for fast growth and first mover advantages, despite the risks.
Natureview Farm Harvard Case Analysis
Natureview Farm was seeking to increase its annual revenue from $13 million to $20 million. It considered three options: 1) Expanding yogurt SKUs in supermarkets, 2) Launching larger yogurt cups nationally in supermarkets, or 3) Introducing children's multipacks in natural food stores. Analysis showed option 2 could generate the needed $7 million increase while maintaining relationships and involving lower costs than option 1. Option 3 would not meet the revenue goal. Therefore, the recommended decision was to launch larger yogurt cups in supermarkets.
Harvard business school case study -Nature view farm
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
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This presentation was prepared by Rohit Kamal, Pandit Deendayal Petroleum University (2011-15) for a Marketing Internship under the guidance of Prof Sameer Mathur, IIM Lucknow.
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Natureview case study
Natureview Farm is considering expanding its yogurt business into new channels and product lines to meet revenue growth targets. Currently, it sells 8-oz and 32-oz yogurt cups through natural food stores. It is evaluating three expansion options: 1) introducing 6 SKU's of 8-oz yogurt into Northeast and Western supermarket regions, 2) launching 4 SKU's of 32-oz yogurt nationally in supermarkets, or 3) introducing children's multipacks in natural food stores. Option 1 has the highest projected revenue but also the highest risks and costs. Option 2 has moderate risks and profits. Option 3 has the lowest risks but does not meet the revenue target. Natureview ultimately decides to pursue Option 1 to maximize growth while minimizing channel
Natureview case study analysis
NatureView Farm Inc. is a yogurt manufacturer that needs to increase its revenues from $13 million to $20 million by the end of 2001. It is considering three expansion options: 1) Expanding its 8oz yogurt into two supermarket regions, 2) Expanding its 32oz yogurt nationally in supermarkets, or 3) Introducing a children's multipack in natural food stores. Option 1 has the highest revenue potential but also the highest risks and costs. Option 2 has lower risks but uncertainty around national distribution within a year. Option 3 does not meet the revenue goal. The analysis suggests Option 1 is the best choice as it allows NatureView to enter supermarkets while minimizing risks and costs compared to the 8oz size.
Presentation3
Natureview Farm produces refrigerated cup yogurt using natural ingredients. It faces problems of needing to grow revenue to $20m by 2001 for its venture capital investor to cash out. It considers three options to expand: 1) expand its 8oz cup line into supermarkets, 2) expand its 32oz line nationally, or 3) expand its children's multipacks into natural food channels. It recommends option 1 to enter supermarkets first before competitors and take advantage of being the first organic yogurt, despite higher costs. Personnel and distributor relationships will be important to support the expansion.
Natureview farm inc.
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Natureview farm
- 1. Presented By Dinesh Reddy Summer Intern, IIM Lucknow.
- 3. Issues •VC needed to cash out of its investment. •Need to find a path to grow the revenues by more than 50% by the end of 2001. •Should natureview farm into the super market channel?
- 4. •Increase its revenue by over 50% before the end of 2001 •Increase its 1999 revenue from $13 million to $20 million before the end of 2001. •Natureview must achieve its goal in order to attain the highest possible valuation
- 5. “Natureview should expand their business into the supermarket channel or not”
- 6. Current situation - 2 main channels for Natureview to sell its products Supermarket and Natural food stores - In the proportion of 97% to supermarket and 3% to natural food stores.
- 7. “Even though supermarket is more attractive, there are some reasons behind this and that should be considered” - Depend heavily on broker's knowledge - Broker's fees, slotting fees, promotional allowance bring high risk and high cost to Natureview. - Conflict (Final price) Problem Defense
- 8. Option 1 Advertising Cost is abundance, Natureview would have paid 4,800,000 on ads by year 2001
- 9. Option 2 The slotting fee is too much, Nature view would have to enter 64 supermarkets
- 10. Option 3 No SG&A, Broker Fee, and Slotting Fee
- 11. Option 3: Introducing two SKUs of a children’s multi-pack into the natural foods channel
- 12. Solution Defense • Competitive advantage – Strong relationship with natural foods retailers ex: Whole Foods and Wild Oats. – Sustainable competitive advantage – Main profit comes from natural foods channel.
- 13. • Brand Image – Organic yogurt –Shoppers at natural foods stores earn more income, more educated and not price sensitive. – Natural foods store shoppers are more concern on health issue, not price. – If expand to supermarket, its brand image will be doubted by Solution Defense
- 14. • Financial and Risk Analysis –No extra slotting fees and advertising expense –Option 1 and 2 creates more expense –Lowest risk and cost if choose option 3 –Will not have to compete with two main competitors in supermarket channel which are Dannon and Solution Defense
- 15. Solution Financial Forecast 2001
- 16. Thank you!